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2020 Vol. 1

Agile organizational culture

Agile organizational culture as a concept appeared in project management literature in the 1980s as a result of research into the effectiveness of Agile production and the search for reserves to increase it. Research has shown the role and importance of corporate culture as a powerful factor in efficiency.

Following these publications, we can note the following aspects of interpreting company culture in them:

Agile organization as a coalition

In this concept, the Agile organization is seen as an open socio-technical system in which members come together in groups. The goals and agile strategies of the organization are formed by discussing and agreeing between team members and management roles.

The organization as a mini-society

In this concept, Agile-oriented organizations are viewed and explored as a mini-image of society. In this regard, individual organizations develop their Agile strategies and development methodologies and create their own value systems that differentiate them from others.

Agile organization as a solid team

The Agile organization is seen as a harmonized collective and norms and value systems are developed on this basis.

Company culture as a model of general attitudes, ideas, beliefs, assumptions and expectations of the personnel determines the way of work and behavior of the personnel in the enterprise, the corporate culture and human resources expresses the ideology prevailing in the enterprise and can be expressed through myths, legends, stories, characters in them. , jargon, rites, etc.

Agile Oriented Rules

The rules are written rules and regulations for the behavior of the Agile-oriented organization’s staff in performing its functions and communicating inside and outside the organization.

The value system represents beliefs and presents what is good and what is bad for the organization, how to act, what is allowed and what is not.

The true formation and outlining of a company-specific corporate culture is a very long process that takes years.

A radical change in company culture is possible only in the following cases:

If there is a change in the value system. It is obvious that with the change of one political, ideological and economic system with others, as the process is now observed in our country, all industrial enterprises will change their cultures.

If the industrial enterprise is in an industry with rapid development and strong competition;

If the industrial enterprise has made the strategic choice to be a leader in the industry. Changing or building a corporate culture in an industrial enterprise will be the result of the following policy actions:

The analysis procedures are as follows:

Analysis of staff work style:

It is carried out through the method of observation and interview. The main questions to be answered about style are:

  1. – aggressive or pending;
  2. – market-oriented or capacity oriented;
  3. – cooperative or individual.

What is the relationship of line power-subordinate:

  • – manager and developer;
  • – partners;
  • – team;
  • – strictly distancing.

Agile recruitment factors for an organization

  • – professional qualities;
  • – the enforceability and performance of the tasks;
  • – the innovative spirit;
  • – no specific recruitment system is in place.

Procedures for analyzing the value system in an Agile organization

The self-confidence of employees in the enterprise:

The employees are proud of their work and serious attitude towards the work and quality of the final product.

Attitudes towards rules and regulations of conduct:

– share;

– resent;

– there is no specific system of rules.

Relation to prohibitions.

The formation and development of the value system in an enterprise is largely determined by the appropriate management style and method and the climate built on that basis. Therefore, we will focus on them in more detail.

Management style and method of Agile organization

The problem of leadership and work style is one of the best-researched, with many different perceptions.

From this point of view, we agree with the thesis of many authors who make a distinction between manager and leader. Leaders influence the process of corporate culture formation, but it is managers who actively and purposefully shape and change the corporate culture, ie. they have the power to do so purposefully until the leaders have it.

The style of the manager and his methods of work are a reflection of his personal qualities and awareness of the role that should play in the enterprise. They have a significant impact on the organization’s climate.

Modern industrial production

Modern industrial production places new demands on the physical, psychological and business qualities of the manager. He must be physically and mentally sound in order to absorb the excessive workloads, to know the technique and technology of the transformation process, the economic laws and patterns of transition and their specific reflections in the industry. In addition, he/she must possess analytical and highly intellectual ability to make scientifically sound and practical management decisions. It is obvious that not all requirements for the qualities and abilities of the manager could be so easily listed, and that is not our goal.

Our goal is to explore the factors that contribute to the formation of a particular style and method of leadership and how these different styles and methods affect the climate in the company and contribute to the formation of a particular value system in the enterprise, the formation and development of corporate culture as a result of purposeful enterprise policy aims to create the conditions and prerequisites for the most effective transformation process.

Therefore, in our view, different styles of leadership can be best formulated through the Label Triangle in this regard. French researcher Pierre Labelle makes four different groups of claims and requirements for the qualities of managers:

– technical competence;

– management;

– organizing the creative activity of the team;

– personal development of team members.

Depending on the degree to which these requirements are met, Label defines the three poles of three-dimensional control and derives possible variants of leadership styles.

The results are set for management purposes

The results are set for management purposes. In this regard, through the Agile strategy and especially in operational management, managers will pay more attention to achieving the goals or to achieve the expected development and attitude of the subordinates. Depending on the degree of preference and pursuit of balancing, the different possible management styles are also defined.

At the other pole is the attitude of results – the satisfaction of the team “, which is most fully determined by the realization of their expectations. There are 7 variants of Labelle’s management style possible:

  • – the manager is only interested in the results: absolutism;
  • – the manager deals with himself: narcissism;
  • – the manager takes care primarily of his subordinates: paternalism;
  • – the manager seeks to balance: balanced;
  • – the manager strives to create a spirit of cooperation: cooperation;
  • – the manager privileges the competence: technocrat;
  • – the manager coordinates: management.

These are possible variants of management and work styles, but in their purest form, they never appear. Style is a strictly personal characteristic and cannot be recommended. But there are certain requirements for managers.

We have to keep in mind that individual tasks, under certain conditions and prerequisites, require a certain style. For example, in a deep crisis and a need for radical change, an authoritative style (absolutism) is required, where competence must be at the service of results when skills and actions are preferred.

But in the face of turbulent social unrest, when changing one political system to another, such a style of government is doomed. For example, in the first years of the transition period in our country, many competent heads of state-owned enterprises, under pressure from trade unions, were replaced because they paid more attention to the results rather than the collective.

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