Організаційна (корпоративна) культура у військово-професійному середовищі: оцінка теорії та практики, перспективи досліджень й впровадження

Abstract

У статті викладено результати теоретичного аналізу наукових та практичних публікацій з питання сутності, особливостей та перспектив цілеспрямованого впровадження системи управління організаційною (корпоративною) культурою в Збройних силах та інших військових формуваннях України. Встановлено, що такий підхід може виявитися достатньо ефективним в системі реформування силових відомств за багатьох обставин. Допускається з великою ймовірність те, що організаційна (корпоративна) культура є одним з ключових та базових факторів функціонування військово-професійних організаційних систем. Робиться висновок про перспективу запровадження виваженого та цілеспрямованого управління організаційною (корпоративною) культурою ЗС та інших військових формувань України, що здатне суттєво сприяти якості та швидкості реформування вказаних відомств та їх організацій за сучасними вимогами й стандартами. The article presents the results of theoretical analysis of scientific andpractical publications on the essence, features and prospects of purposeful implementation of the management system of organizational (corporate) culture in the Army and other military formations of Ukraine. Issues of organizational (corporate) culture have been studiedfor over half a century and the popularity of the phenomenon, as well as deepening in the study ofits individual elements, development of practical technologies, recognition of practices as an effective and useful tool indicate a significant need to continue research and implement their results. all organizations. The introduction of organizational (corporate) culture is especially necessaryfor the Army and other militaryformations of Ukraine, as this component of the Ukrainian state has long been tried to reform with too little success. We believe that organizational (corporate) culture is a set of complex, multilayered, dynamic phenomena of material and spiritual content of the organization (corporation or department) in relation to the subjects of the external environment and its own staff,forming a system of its core values, traditions, beliefs, strategies, solutions, adaptation, conflict resolution, staff training and support. All these elements of organizational (corporate) culture interact with each other, inherent in a particular organization (corporation), reflect its individuality, perception of themselves and others in social and material environments, manifested in behavior, interaction, perception of their own and the environment. Culture as a phenomenon is a property of human communities, which necessarily arises, transforms and is one of the basic factors of existence of this community, which is realized in organizational (corporate) forms. Analysis of publications of HRM practitioners showed that organizational (corporate) culture is not created spontaneously and independently as a result of interaction between staff, managers, customers and the environment. Five basic systems are importantfor each of them: hiring, strategy and goal setting, evaluation of employees and the organization as a whole, development, remuneration. Signs of a strong culture are that it shows how to behave, creates an atmosphere of trust, creation, creativity, provides an opportunity to unleash the potential, strengths of each, inspires confidence in thefuture, demonstrates the stability of the company now. Creating a strong culture is possible only with the support of the organization's leadership and senior management. In addition, HRMpractices have developed a significant number of individual technologiesfor managing organizational culture. They can be usedfor launch in the Army and other militaryformations ofUkraine. In the study of organizational culture, it is advisable to use a systems approach as the one that is best suitedfor the study of the system. The measurement criteria can be spiritual-material and internal-external scales through the study of the main indicators of behavior, image and culture of management, culture of personality and communication.