INFLUENCE OF ORGANIZATIONAL CULTURE ON ORGANIZATIONAL EFFECTIVENESS
The object of the study is to investigate the impact of organizational culture on the effectiveness of the organization as a whole. The purpose of the work is to justify the measures to increase the effectiveness of the organization by improving the elements of the organizational culture. Research methods consist of analysis, synthesis, comparative analogy, deduction and induction. The methodological base of the research is a consistent statement from the rationale for the role of organizational culture in the business activity, before the development of concrete measures for its improvement. The main types of organizational culture and their influence on organizational effectiveness are considered. An analysis of the differences in the cultures of slow growing enterprises and rapidly growing enterprises was made, on the basis of which it was concluded that both types of enterprises attract employees: those who seek material encouragement, reliability, respect and authority or factors surrounding labor, and who seek motivation with intangible aspects, the motivation for which is the content of labor and their own achievements. The model of the Sate is described, which describes the influence of culture on organizational efficiency through seven processes: cooperation between individuals and parts of the organization; making decisions; control; communications; dedication of the organization; perception of the organizational environment; justification of their behavior. The assertion was used that organizational values play a leading role in organizational culture. It shows how the formation of organizational values affects the effectiveness of the organization. The parameters of the organization's culture that contribute to the effectiveness of the changes are identified. First, the policy of supporting and encouraging creative activity, the innovative and innovative spirit of employees, which can be expressed both in material and financial stimulation, participation of workers in the nomination of proposals, and in the possibility of moral encouragement, promotion, training. Secondly, an analysis of the current state of the market and internal capabilities of the firm, conducted in order to determine the optimal pace and rhythm of adaptive changes, develop a strategy for changes, focused primarily on priority goals and objectives. Third, informing employees of the company's plans and objectives and creating an interest in their implementation, so that staff volunteer to maximally contribute to the implementation of priority tasks. The task of the manager is to find a lever: factors, motivations and reasons that can convince people of the need for expediency of changes, and then develop methods for adapting employees to changes, expressed in training, improving their skills, personnel reshuffles.