The Role of Organizational Culture in Implementing Change

Abstract

The purpose of the study is to list the characteristics of organizational culture as an object of change and an influential tool for implementing strategic decisions, justifying its role and place in implementing planned and unplanned changes. Materials and methods. The research used such general scientific techniques and methods as structural-logical analysis (at the stage of construction of general logic and structure of research), synthesis (in the analysis of existing publications), induction and deduction, comparisons and key components. Research results. Summarizing the results of the study, we should note the role and importance of organizational culture of the enterprise in the process of introducing changes in modern conditions. It is emphasized that organizational culture is not only a unique managerial, social and psychological phenomenon, but also an effective tool for implementing tactical and strategic decisions in the economy. The processes of introduction of changes taking place in Ukraine today cover the majority of domestic business and business structures. The main reasons are: formation of high-tech market relations; integration of economies and globalization of socio-economic processes; increased competition in international markets and the like. All these and other factors are forcing businesses to respond promptly to changes in the economy and society. Managers implementing new approaches and the latest strategy are faced with the fact that the primary object of change in the enterprise is the organizational culture itself, a culture that was formed during the command and administrative system and which for a long time influenced the economic activity of the enterprise. It is a culture dominated by high levels of power distance, authoritarian management style, inflexible rules and management procedures. Therefore, managing the overall processes of change in enterprises require a reorganization in the current culture. The main directions of such changes are: optimization of organizational and personnel structure, enhancement of the general and managerial culture of managers and main specialists; overcoming the boundaries of the uneven distribution of power between the personnel of the enterprise and others. Given that organizational culture is a powerful means of regulating the behavioral activity of employees, it is necessary to take into account the historical experience, its national peculiarities and focus on those areas that most effectively influence the results of transformational changes in the organization. Organizational culture is not only the object of change, it is a powerful driving force and an influential tool for implementing and implementing a series for other changes (organizational, innovative, financial, technological, human resources, etc.) in the enterprise, which will eventually lead to the expected positive economic result. Conclusions. Organizational culture, therefore, is an important tool for the economic and psychological unity of enterprise staff to implement transformational change in a changing environment. Studies show that changes aremade faster in an organization and that a real economic effect isobtained where the level of organizational culture is highest.