Interior
Interior – the internal space of a room, as well as its decoration. It is an artistically organized environment for human life. Corporate culture assumes that all systems of workspaces and rest areas are functionally and spatially interconnected. Therefore, all of this must form a unified, aesthetically complete, and logically thought-out whole.
Interior design has a tremendous influence on people. One of its functions is to foster, on a subconscious level, a desire in each individual to work within these walls and take pride in their workplace. The physical and spatial environment surrounding people should serve as a unifying force that inspires a creative approach to one’s duties.
Proportions, room dimensions, lighting, comfortable furniture and production equipment, and a well-chosen color scheme are of great importance when designing an interior.
Clothing
An important element of corporate culture is the company’s business attire. It serves as an indicator of the organization’s distinctive traits and reflects its psychological profile.
Rituals and Celebrations
Rituals, ceremonies, anniversaries, and holidays are an important tool
of corporate culture. They must be designed as
a comprehensive system—on the one hand, for development, and on the other, to meet employees’ needs.
The Organization’s History and Culture
The history of the organization’s origins and development, its key figures, and its myths form an important part of corporate culture. They address people’s need for the company’s enduring priorities, provide role models, and foster a belief that the organization is special—and, to some extent, legendary.
Physical Culture
Caring for the health of every employee is an integral part of corporate culture. According to the WHO’s definition, health should be understood as a state of complete physical, mental, and social well-being. The organization must plan initiatives to promote and implement a healthy lifestyle among its employees.
The physical and mental components of health are interrelated. Values related to personal growth have a significant impact on the development of a healthy lifestyle. In turn, a healthy lifestyle contributes to personal growth.
Basic Concepts and Keywords: culture, corporate culture, functions of corporate culture, types of organizational cultures, structure of corporate culture, corporate spirit, corporate values, corporate mission, business principles, manifestation (external expressions) of corporate culture, symbol, corporate identity, trademark.
Formation of Corporate Culture
Let us consider the issue of corporate culture formation.
The formation and development of corporate culture are systematically linked to the dominant management style within an organization, although these concepts are not identical. Different management paradigms have been used at various stages of human society’s development. Generally, they can be grouped into two types: technocratic and person-centered (humanistic, person-oriented, person-psychological).
An analysis of the technocratic approach shows that, at their core, the technocratic approach and the development of corporate culture are incompatible. Under authoritarian management, which is dominant in the technocratic model, culture is always superficial and based on fear and manipulation.
The development of a high-quality corporate culture is possible only through person-centered management [26].
When considering the development of person-oriented management and its impact on corporate culture, it should be noted that a high-quality corporate culture—one that is accepted and understood by employees—is necessary only within a person-oriented management framework. On the other hand, in most cases, a high-quality corporate culture is impossible to sustain over the long term without person-oriented management. For example, in the USSR, corporate culture was demonstrative in nature.
Under authoritarian management, employee culture cannot help but be ostentatious. It is enough for a person to merely proclaim the organization’s values. They can think whatever they want, as long as they follow the manager’s orders.
Therefore, the first and foremost condition for the formation and management of a high-quality corporate culture in an organization is a personal management paradigm.
An analysis of effective and successful organizations shows that the process of forming and developing corporate culture requires a conscious and purposeful system of actions that is formalized in a program or project for the development of the organization’s corporate culture.
Experience in developing corporate culture shows that it goes through corresponding life cycles: slow growth, rapid growth, stabilization, and decline. The factors driving slow growth include training and employees’ internalization of the corporate mission, core business principles, and the external attributes of corporate culture. Rapid growth is based on the externalization and implementation of corporate culture. During the stabilization phase, specific details of corporate culture are refined. The next, inevitable stage is the aging of the corporate culture. The life cycle of a corporate culture project can last 2–5 years. To prevent a decline in the effectiveness of the corporate culture, it is necessary to begin developing a new project in a timely manner.
Therefore, managing corporate culture requires constant work on its development.