{"id":1891,"date":"2024-05-27T01:16:23","date_gmt":"2024-05-26T23:16:23","guid":{"rendered":"https:\/\/www.uaace.org\/?page_id=1891"},"modified":"2026-06-19T22:52:25","modified_gmt":"2026-06-19T20:52:25","slug":"%d0%bc%d0%be%d0%b4%d1%83%d0%bb%d1%8c-4-%d1%80%d0%be%d0%b7%d0%b2%d0%b8%d1%82%d0%be%d0%ba-%d0%b1%d1%96%d0%b7%d0%bd%d0%b5%d1%81%d1%83-%d0%b2%d1%96%d0%b4-%d1%81%d1%82%d1%80%d0%b0%d1%82%d0%b5%d0%b3%d1%96-2","status":"publish","type":"page","link":"https:\/\/www.uaace.org\/?page_id=1891&lang=en","title":{"rendered":"Module 4. Business Development: From Strategies to Resources."},"content":{"rendered":"<p style=\"text-align: right;\"><a href=\"https:\/\/www.uaace.org\/?page_id=1339\"><span style=\"color: #3366ff; font-size: 14pt;\">Click here to view the materials in English\/<\/span><\/a><br \/>\n<a href=\"https:\/\/www.uaace.org\/?page_id=1339\"><span style=\"color: #3366ff; font-size: 14pt;\">Click here to view the materials in English<\/span><\/a><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\"><strong>Features of the Business Environment in the Republic of Croatia<\/strong><\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\"><strong>#1 Croatian businesses are advised to have an accountant<\/strong><\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">An accountant will file your tax returns, communicate with the government, submit <a href=\"https:\/\/www.expatincroatia.com\/pdv-value-added-tax-in-croatia\/\">VAT reports<\/ a> and calculate payroll for all your employees. They can also pay bills on your behalf. The cost of an accountant\u2019s services can range from 133 euros to 266 euros per month for a basic <a href=\"https:\/\/www.expatincroatia.com\/how-to-open-and-close-a-limited-liability-company-d-o-o-in-croatia\/\">d.o.o. business<\/a>.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">The more active your business is and the more services you request (such as bill payment), the higher the cost will be. You may also have to pay for year-end accounting in addition to the monthly fee, which can cost at least 266 euros.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\"><strong>#2 Know what the <\/strong><a href=\"https:\/\/www.expatincroatia.com\/pdv-value-added-tax-in-croatia\/\"><strong>PDV system<\/strong><\/a><strong> means before you register<\/strong><\/span><\/ p><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">PDV is the Croatian VAT (value-added tax) system. It is a significant tax added to the sale of most goods. If you are registered in the PDV system, you are entitled to a refund of all PDV that your company pays to other companies. This also means that you are required to charge PDV on all outgoing invoices, which offsets the amount you paid in PDV. Sounds great, doesn\u2019t it? But don\u2019t be fooled. After registering with the PDV system:<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Your accountant must file the PDV on your behalf (which increases the cost of your accountant\u2019s services, which they will charge you for)<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Once you issue an invoice with PDV, you are required to pay the PDV amount on that invoice to the government, regardless of whether the invoice has been paid or not. Thus, if one of your clients pays an invoice late, you may pay the amount to the government in advance. <a href=\"https:\/\/www.expatincroatia.com\/tax-relief-covid-19\/\">Due to the pandemic<\/a>, this rule was temporarily changed so that VAT would not be paid until the invoice was paid, but the possibility of making this change permanent is currently being discussed. Fingers crossed!<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Once you\u2019ve registered with the PDV, you\u2019re required to remain in the system for 5 years.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">If your company has annual revenue of 39,816.84 euros or more, you are required to be in the PDV system.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">For companies that provide services or sell high-priced goods, you may encounter situations where customers are unwilling to pay PDV and instead either cancel the purchase entirely or pay in cash (so-called \u201cunder the table\u201d).<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\"><strong>#3 Changing your registered address can be expensive<\/strong><\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">When you set up a company, think carefully before choosing an official registered address. Changing your registered address later will require notarization and resubmission of your incorporation documents, which can be quite expensive.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">If you are changing your address within the same city where your company is registered, and your founding documents state that you may change the address, the only cost will be the notary fee, which is approximately 27 euros.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">However, if you change your company\u2019s address to a different city OR if your articles of incorporation do not allow for a change of address, you will need to resubmit your articles of incorporation. This costs approximately 266 euros.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Most Croatians use the address of a home that belongs to them or their family. If you\u2019re an expat and don\u2019t own your own home, some accountants will let you use their address for your company and accept mail on your behalf for a monthly fee. The likelihood that their business will move is lower than the likelihood that you will move.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">To avoid this hassle, make sure that only the city is specified in the articles of incorporation, and that your physical address is listed in an appendix. That way, you\u2019ll only need to update the appendix, not the articles of incorporation.<\/span><\/p>\n<p><!--nextpage--><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\"><strong>#4 You Can\u2019t Deduct Everything as a Business Expense<\/strong><\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">To claim a purchase as a business expense, the supplier must issue an R1 invoice to your company that includes the company\u2019s official name, legal address, and OIB. Make sure you keep all business receipts and provide them to your accountant.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Here are a few examples of general expenses:<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">If you work from home, you cannot deduct rent, water, electricity, or internet bills unless the relevant contracts are in your company\u2019s name and paid by your company.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">If you buy printer ink at a store using your business debit card, you must ask the salesperson to issue you an R1 invoice. Simply having a receipt is not enough. The good news is that once you register your business with the store, they\u2019ll save your information for future purchases, making it easier to get an official invoice.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Your company may reimburse personal business expenses, such as meals and mileage, but there are many restrictions depending on the situation. For details, consult your accountant.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\"><strong>#5 Accepting cash increases your reporting obligations<\/strong><\/span><\/p>\n<p style=\"text-align: justify;\" ><span style=\"font-size: 14pt;\">As of January 1, 2013, all businesses that accept cash payments or online credit card payments are required to purchase and use fiscalization software that automatically reports every cash transaction to the government in real time. Even accepting a single payment in cash or by credit card entails liability.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Fiscalization software is not cheap and can be quite complicated to use. It is also strictly regulated, so don\u2019t risk drawing the attention of tax authorities by failing to comply with this requirement. Here\u2019s everything you need to know about fiscalization.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\"><strong>#7<\/strong><strong> What kind of business do you want to start?<\/strong><\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Choosing the right corporate structure is crucial to achieving your business goals. In Croatia, there are various business structures, none of which are equal. It is important that the option you choose meets your needs.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\"><strong>#8<\/strong><strong> Closing a company is a specific process<\/strong><\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">If you\u2019ve decided that you no longer want to have an active company, you have three options:<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Sell the company to another person\u2014this is the least expensive option. The buyer must have an OIB and be a registered entity in Croatia.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Cease all operations\u2014this means no income is generated and no expenses are incurred. However, you will still have to pay for the services of an accountant who will file annual tax returns, and you will still have to pay the director\u2019s salary.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Closing a company\u2014There are two ways to close a company, depending on whether the company has debts that need to be repaid. If there are debts, the company must undergo a liquidation process, during which the director\u2019s salary must still be paid. <\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">If you established a company for the sole purpose of obtaining residency in Croatia, it is important to know what the costs will be once the company is no longer tied to your residency.<\/span><\/p>\n<p style=\"text-align: justify;\"><!--nextpage--><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\"><strong>#9 Multilingualism may be mandatory<\/strong><\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Owners of retail and tourism businesses (such as cafes, hotels, and restaurants) are required by law to be fluent in Croatian and English. To give the impression that you speak both languages, simply make sure you can communicate with inspectors and government officials during the startup process, and that you have Croatians on your staff who can assist with translation.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\"><strong>#10<\/strong><strong> Delays, delays, delays<\/strong><\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">The type of business you\u2019re starting will determine how much you\u2019ll interact with the government. Inevitably, the more you interact with the government, the greater the potential for significant delays in launching your business.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">You may be ready, but the government doesn\u2019t care about your timeline or opening dates. Be prepared to wait for inspectors, licenses, registration, and everything else the government deems necessary to operate your business legally.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">With that in mind&#8230;.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\"><strong>#11<\/strong><strong> These are the people you know<\/strong><\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Croatian bureaucracy remains very manual and, for the most part, based on paper records, which leads to a great deal of inconsistency in information, processes, and deadlines. The government doesn\u2019t feel any sense of urgency, and departments rarely communicate with one another. They have plenty of time, but they don\u2019t know you.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">The best way to navigate the bureaucracy is to find someone you can talk to in person. Bring them some rakia and candy. Tell them your story. Be polite. It\u2019s amazing what you can achieve by building personal relationships.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">How do you find someone to talk to? It\u2019s not easy. Ask around to see if anyone knows someone who works in the city administration, starting with your accountant. Then keep asking until you reach the department you need.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">If you\u2019re planning to start a business in Croatia, the first step is to decide what type of company to establish. The type of corporate structure is crucial to the success of your business and should align with your business goals.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">In this article, we\u2019ll review every type of business in Croatia and provide advice on each one, as well as guides explaining how to set them up. Be sure to review this guide before starting a business.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Go to business type:<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">d.d. (public limited company)<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">TzOV (limited liability company)<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">GIU (limited liability company)<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">TzOV (limited liability company)<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">full partnership (limited partnership)<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">k.d. (limited partnership)<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">\u0422\u0437\u041e\u0412 (commercial partnership)<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">OPG (family farm)<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">predstavni\u0161tvo (branch)<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">udruga (nonprofit organization)<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">The facts are as follows&#8230;<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Types of Businesses in Croatia<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">#1 d.d. (limited liability company)<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Dioni\u010dko dru\u0161tvo (d.d.) is a limited liability joint-stock company in which shareholders participate through contributions to the authorized capital, divided into shares. This type of company may have only one shareholder. It is a legal entity and is registered in the court registry. The company is liable for its obligations with all of its assets. Shareholders are not liable for the company\u2019s obligations.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Advantages: This is an excellent way to establish protection against liabilities and debts<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Not suitable for: As a shareholder, you have full control over the company only if you are the sole shareholder<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">#2 TzOV (limited liability company)<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">A d.o.o. is the equivalent of a limited liability company and is the most common form of business in Croatia. A d.o.o. can be owned by one or more individuals.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">To establish a company, you need a minimum of 2,500 euros in start-up capital. However, if you are not an EU\/EEA citizen and plan to use the company as a basis for obtaining a residence permit, the required start-up capital may be 26,544.56 euros or more. You can open the company in person or online.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Suitable for all types of commercial businesses<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">#3 GIU (Economic Interest Grouping)<\/span><\/p>\n<p style=\"text-align: justify;\" ><span style=\"font-size: 14pt;\">A Gospodarsko interesno udru\u017eenje (GIU) is a legal entity established by two or more individuals or legal entities to facilitate and promote the economic activities that constitute their business, but in such a way that the legal entity itself does not generate a profit.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Benefits: This is a great way to promote your business and build relationships with other professionals<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Not good for: You do not make a profit from a GIU, although your company may benefit from your networking<\/span><\/p>\n<p><!--nextpage--><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">#4 TzOV (limited liability company)<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">A J.d.o.o. is similar to a d.o.o., but is typically used for companies with limited startup capital. The required startup capital to establish a J.d.o.o. is only 1 euro. It can have up to 5 founders and can be established in person or online.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Suitable for: Businesses with low overhead and startup costs, such as online businesses<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">#5 J.T.D. (General Partnership)<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">A general partnership (Javno trgova\u010dko dru\u0161tvo, J.t.d.) is when two or more individuals join together to conduct business on a permanent basis as part of a joint company. Each partner bears unlimited liability to the partnership\u2019s creditors with all of their assets. A partner may not dispose of their interest in the partnership without the consent of the other partners.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Pros: You share knowledge with your partners, and you have an extra pair of hands when needed<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Cons: If you want to leave the partnership, you need the consent of the other partners<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">#6 k.d. (limited partnership)<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">A limited partnership (k.d.) is a business entity in which two or more individuals join together to conduct business on a permanent basis as a joint venture. A limited partnership requires that at least one partner bear unlimited liability for the partnership\u2019s obligations with all of their assets. This person is called a general partner.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">In addition, at least one partner is liable for the partnership\u2019s obligations only to the extent of a specific capital contribution to the partnership. This person is called a limited partner.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Good for: If you need a \u201csilent\u201d partner with assets, this is a great way to start a company with a partner<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Not suitable for: As the general partner, you bear greater responsibility for the risks<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">#7 obrt (commercial business)<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">An obrt is not a traditional company; instead, it is tied to a specific person and the type of \u201ctrade\u201d in which they specialize. For example, mechanics, hairdressers, and carpenters fall into this category. Certain types of obrt require professional qualifications, while others do not.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Although an obrt may have employees, just like a company, the business lives and dies with the individual, unlike a company. The business entity cannot exist without the person who registered their \u201ccraft\u201d as an obrt. <\/span><\/p>\n<p style=\"text-align: justify;\"><!--nextpage--><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\"><strong>The Role of Ethics in Corporate Decision-Making<\/strong><\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Among the numerous factors shaping an organization\u2019s corporate culture, ethical and psychological cultures are key. Therefore, let us first consider the issue of institutionalizing the ethical and psychological foundations of organizational activities.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">The development of ethical and psychological foundations for business and management must begin with a specific organization. Increasingly, organizations and companies for which public perception of honesty and integrity takes precedence over the desire to maximize profits by any means are developing <em>codes of ethics<\/em>, which<\/span><\/p>\n<ul style=\"text-align: justify;\">\n<li><span style=\"font-size: 14pt;\">guide managers and employees on how to act when making decisions based on an analysis of values;<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">formally require all employees to consider the ethical and psychological aspects of the decisions they make;<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">serve as a basis for discussions on ethical conduct.<\/span><\/li>\n<\/ul>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Each company develops its own ethical (corporate) code with a corresponding title: Code of Ethics, Code of Values, Code of Conduct, Code of Rules, or Code of Values and Principles. For example:<\/span><\/p>\n<ul style=\"text-align: justify;\">\n<li><span style=\"font-size: 14pt;\"><a href=\"https:\/\/lnx.pglegalservices.eu\/wp-content\/uploads\/2020\/09\/Code-of-Ethics-PG.pdf\">Code of Business Ethics (\u201cProcter &#038; Gamble\u201d);<\/a><\/span><\/li>\n<li><span style=\"font-size: 14pt;\"><a href=\"https:\/\/www.scribd.com\/document\/703731617\/Code-of-Ethics-of-Unilever\">Code of Business Ethics Principles (\u201cUnilever\u201d);<\/a><\/span><\/li>\n<li><span style=\"font-size: 14pt;\"><a href=\"https:\/\/coca-colafemsa.com\/wp-content\/uploads\/2020\/05\/KOF-C%C3%B3digo-de-%C3%89tica-Ingl%C3%A9s.pdf \">Code of Business Conduct (\u201cCoca-Cola\u201d);<\/a><\/span><\/li>\n<li><span style=\"font-size: 14pt;\"><a href=\"https:\/\/www.shell.com\/who-we-are\/our-values\/code-of-ethics.html\">The Company\u2019s Code of General Business Principles (\u201cRoyal Dutch Shell\u201d);<\/a><\/span><\/li>\n<\/ul>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">The first codes of ethics appeared in the United States in the early 20th century. The codes included concise statements of principles (examples: \u201cWork toward a better life and a better world for everyone,\u201d \u201cThe company adheres to the standards of free enterprise,\u201d etc.) and a list of certain rules of conduct regarding clients and competitors.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Since the early 1950s, the adoption of codes has spread not only to American firms but also to European, Canadian, and Japanese firms. An analysis of the literature provides insight into the structure of, for example, Japanese codes. <\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">A. Attitude toward the company:<\/span><\/p>\n<ul style=\"text-align: justify;\">\n<li><span style=\"font-size: 14pt;\">loyalty;<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">gratitude.<\/span><\/li>\n<\/ul>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">B. Attitude toward work:<\/span><\/p>\n<ul style=\"text-align: justify;\">\n<li><span style=\"font-size: 14pt;\">diligence;<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">responsibility;<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">diligence;<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">thrift;<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">a sense of pride in one\u2019s work.<\/span><\/li>\n<\/ul>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">B. Attitude toward elders:<\/span><\/p>\n<ul style=\"text-align: justify;\">\n<li><span style=\"font-size: 14pt;\">respect;<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">politeness.<\/span><\/li>\n<\/ul>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">D. Attitude toward coworkers:<\/span><\/p>\n<ul style=\"text-align: justify;\">\n<li><span style=\"font-size: 14pt;\">cooperation;<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">recognition of merit.<\/span><\/li>\n<\/ul>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Provisions regarding gifts, bribes, customer relations, the environment, and health and safety are gradually being included in the codes. Sanctions (reprimands, termination) were imposed on those who violated the provisions of the codes. In many cases, the organization\u2019s employees were required to provide written consent to comply with the code\u2019s requirements.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">An example of a modern code is Procter &#038; Gamble\u2019s Code of Business Ethics, which defines the company\u2019s core moral and ethical values and principles of operation.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">The values on which the company\u2019s activities are based:<\/span><\/p>\n<ul style=\"text-align: justify;\">\n<li><span style=\"font-size: 14pt;\">a team composed of the world\u2019s best specialists;<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">a responsible attitude toward company property (as if it were one\u2019s own); a commitment to ensuring the company\u2019s long-term success, fulfilling assigned tasks, and improving work efficiency;<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">honesty and openness in relationships among employees; strict adherence to the letter of the law; making decisions based on complete information and evaluating risks;<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">striving to excel in the performance of assigned tasks; improving the quality of work; exercising leadership in one\u2019s field;<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">mutual trust in relationships among colleagues, clients, and users. <\/span><\/li>\n<\/ul>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">The principles and rules of conduct, which are based on moral values, can be summarized as follows:<\/span><\/p>\n<ul style=\"text-align: justify;\">\n<li><span style=\"font-size: 14pt;\">respect for each person\u2019s individuality;<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">the indivisibility of the company\u2019s interests and those of each employee;<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">clearly defined and agreed-upon goals and principles;<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">innovation as the foundation of success;<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">a focus in the production sphere on consumer needs and on close, mutually beneficial relationships with customers and business partners;<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">encouraging employees\u2019 professional expertise;<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">striving to be the best in all areas of significance to the company;<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">collaborating in a spirit of mutual trust and maintaining partnerships with customers, suppliers, higher education institutions, and government agencies.<\/span><\/li>\n<\/ul>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Texas Instruments<em><\/em> has developed an ethics program for all 60,000 of its employees scattered around the world. It is overseen by a Chief Ethics Officer, who has an annual budget of $700,000. The company regularly distributes articles via its global email network on rules for accepting gifts, cases of theft, illegal software copying, and awards received in various countries for adherence to the company\u2019s ethical principles. The Director of Ethics can be contacted via a toll-free \u201chotline,\u201d through which employees can report issues anonymously, or by sending a letter to a designated address or via email. The company\u2019s focus on ethical issues stems from its strategic position: \u201cOur good reputation is just as important as the technologies we produce.\u201d The company developed its first code of ethics in 1961 and has strictly adhered to it ever since.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">At <em>\u201cMcDonnell Douglas\u201d<\/em>, every employee receives a card containing a condensed version of the company\u2019s code of ethics and guidelines for making ethically sound decisions. It is convenient to always keep this card with you. The company requires its employees to adhere to strict ethical standards. The company\u2019s code of ethics emphasizes: \u201cHonesty and ethics exist solely within a person or not at all. Either an individual behaves honestly and ethically, or they do not. For honesty and ethics to be hallmarks, we, as members of the Corporation, must strive to:<\/span><\/p>\n<ul style=\"text-align: justify;\">\n<li><span style=\"font-size: 14pt;\">be honest and trustworthy in all matters;<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">fulfill the tasks assigned to us and the commitments we have made;<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">cooperate constructively and assist colleagues in all aspects of their work;<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">treat our colleagues, customers, and others with honesty and respect;<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">comply with the law in all our actions;<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">loyally serve our company and do our utmost to improve the quality of life in the world in which we live.<\/span><\/li>\n<\/ul>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Honesty and adherence to high ethical standards require hard work, courage, and (sometimes) difficult choices; at times, we have to turn down tempting opportunities. But in the end, our good deeds benefit us as well.\u201d<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Companies are increasingly establishing <em>Ethics Committees<\/em>, which consist of senior management representatives and are responsible for monitoring employees\u2019 adherence to ethical principles and making decisions in the event of disputes. For example, Motorola\u2019s Ethics Committee has the authority to interpret and amend the key provisions of the code of ethics, inform employees of changes made to it, and make decisions regarding employees who violate the code.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">In some companies, a <em>Commissioner or Ethics Officer is appointed.<\/em><\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Companies widely use <em>training programs,<\/em> which are designed to promote ethical principles among employees.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">According to research, nearly all large American corporations and half of small firms have their own codes of ethics. In Western Europe, there is a certain degree of skepticism regarding the effectiveness of these codes in improving employee ethics. Codes did not appear there until the mid-1980s, and the process of developing and implementing them is proceeding somewhat more slowly than in the United States. For example, in Canada, approximately 50% of companies have codes, while in England, the figure is about 40%.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Experience in developing and implementing codes of ethics shows that this is only the first step toward applying the principles of business ethics. Certain challenges arise along the way. The main one is how to strike a balance between the ethical and economic aspects of business. Managers are very often required to achieve their goals by any means necessary.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">There is also a need to develop practical mechanisms through which managers can foster ethical behavior among the organization\u2019s employees.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">An example of this is the statement by Michael Dagno, director of the Washington-based \u201cEthics Resource Center\u201d: \u201cIn my opinion, many modern corporations suffer from a certain moral dualism, where an employee can hang his ethics on a nail and say, \u2018Now I\u2019m doing business, and I\u2019m not going to act the way I teach my seven-year-old son to act.\u2019 I think this practice is particularly dangerous for our culture.\u201d According to Derlow Des, the only way out of this situation \u201cis to find ways to make ethics a core value of the company, one that is prioritized in the decision-making process.\u201d <\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\"><strong><em>Basic concepts and keywords:<\/em><\/strong> institutionalization of business ethics, codes of ethics, ethics committee.<\/span><\/p>\n<p><!--nextpage--><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\"><strong><u>Definition of corporate culture<\/u><\/strong><\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Corporate culture is, to a large extent, the result of\u2014but also, on the other hand, a prerequisite for\u2014a high level of ethical and psychological culture within an organization. It is <strong><em>an integral characteristic<\/em><\/strong> of business relations within the organization and of business relations within the \u201corganization\u2013external environment\u201d system<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">We can begin our discussion of corporate culture with the following parable. A passerby approached some stonemasons and asked, \u201cWhy are you working?\u201d The first stonemason replied, \u201cTo earn a living,\u201d the second said, \u201cTo cut stones,\u201d and the third said, \u201cTo build this magnificent temple.\u201d If we consider these answers in the context of an organization, only the third answer\u2014which is rooted in a strong corporate culture\u2014enables the organization to operate successfully.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">The formation and development of corporate culture are essential for the effective operation of a modern organization. In particular, without a strong corporate culture, an organization cannot achieve long-term success.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">An analysis of the concept and phenomenon of corporate culture requires a preliminary definition of the term \u201cculture.\u201d<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">The Philosophical Dictionary provides the following definitions of the concept. <strong><em>Culture <\/em><\/strong>\u2013 (from the Latin cultura \u2013 cultivation, development, upbringing, education, reverence)  \u2013 1) the care,  improvement, and refinement of a person\u2019s physical, mental, and spiritual strengths, inclinations, and abilities, and thus the degree of their development; 2) the totality of methods and techniques for organizing, implementing, and advancing human life activities and ways of human existence; 3) the totality of material and spiritual achievements at a specific historical stage of society and humanity, embodied in the results of productive activity.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">When analyzing an organization\u2019s activities\u2014particularly its technological, economic, and business activities\u2014it is advisable to consider approaches that apply the term \u201cculture\u201d to spiritual values and the term \u201ccivilization\u201d to material values.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Summarizing various approaches, we offer the following definition: <strong><em>culture<\/em><\/strong> \u2013 the totality of material and spiritual values, as well as the methods of their creation, and the ability to use and transmit them.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">The development of civilization and scientific and technological progress has led to the need to strengthen the influence of culture, spiritual values, and morality on the technical, economic, and business spheres of human (societal) activity. This was the reason for the rapid development of corporate culture at the end of the 20th century.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">The term \u201c<em>corporate culture\u201d<\/em> was first used in the 19th century by German Field Marshal Moltke, who used it to describe relationships within the officer corps.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Attempts to examine and, in particular, develop the concept of corporate culture can be seen in the 1950s and 1960s, but serious research on the issue began in the 1980s. In Ukrainian organizational theory, the analysis of corporate culture began in the 1990s.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">In contemporary academic literature, there is no single, unambiguous definition of the term \u201ccorporate culture.\u201d Here are some examples of definitions of the phenomenon and concept of corporate (organizational) culture<\/span><\/p>\n<ul style=\"text-align: justify;\">\n<li><span style=\"font-size: 14pt;\">a unique set of norms, values, and beliefs that determine how groups and individuals come together within an organization to achieve its established goals (D. Eldridge, A. Crombie);<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">one of the means of carrying out organizational activities through the use of language, folklore, traditions, and other methods of conveying the core values, beliefs, and ideologies that guide the activities of enterprises (I. Morgan);<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">reflects the customs characteristic of an organization; the organizational climate (M. Mescon);<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">a system of values and beliefs shared by all employees of the firm that determine their behavior and the nature of the organization\u2019s operations (E. Utkin).<\/span><\/li>\n<\/ul>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Corporate culture, as a cultural phenomenon, is primarily defined by the value system of the organization and its employees. It represents <em>an integral characteristic of the organization <\/em>(its values, behavioral principles, and methods of evaluating performance). <\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Based on an analysis of approaches to defining the essence and content of corporate culture, the following definition of the concept can be provided.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\"><strong><em>Corporate culture<\/em><\/strong> is a system of values, convictions, beliefs, perceptions, expectations, and their symbols, as well as business principles, behavioral norms, traditions, rituals, etc., that have developed within an organization, which shape the \u201ccorporate spirit,\u201d define the general framework for relationships and behavior within the organization, and are accepted by the majority of the organization\u2019s employees.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Within management theory, corporate culture is viewed as a powerful strategic tool that enables all organizational units and individuals to align with common goals; to mobilize employee initiative, foster loyalty to the organization, and improve communication and behavior.<\/span><\/p>\n<p><!--nextpage--><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\"><strong><em>Functions of Corporate Culture<\/em><\/strong><\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Corporate culture performs a number of functions within an organization.<\/span><\/p>\n<ul style=\"text-align: justify;\">\n<li><span style=\"font-size: 14pt;\"><strong>Protection<\/strong>\u2013 involves creating a barrier that shields the organization from unwanted external actions. It is implemented through various prohibitions, \u201ctaboos,\u201d and restrictive norms.<\/span><\/li>\n<li><span style=\"font-size: 14pt;\"><strong>Integrative<\/strong>\u2014fosters a sense of belonging to the organization, pride in it, and a desire among others to be included in it. This facilitates the resolution of personnel issues.<\/span><\/li>\n<li><span style=\"font-size: 14pt;\"><strong>Regulatory<\/strong>\u2014maintains the necessary rules and norms of behavior for the organization\u2019s members, their interpersonal relationships, and their interactions with the external environment, thereby ensuring the organization\u2019s stability and reducing the likelihood of unwanted conflicts.<\/span><\/li>\n<li><span style=\"font-size: 14pt;\"><strong>Cognitive<\/strong>\u2014involves learning about and assimilating the corporate culture, which takes place during an employee\u2019s adaptation phase; it facilitates their integration into collective activities and determines their success.<\/span><\/li>\n<li><span style=\"font-size: 14pt;\"><strong>Orientational<\/strong>\u2014improves people\u2019s mutual adaptation to one another and to the organization. It is realized through common norms of behavior, rituals, and ceremonies, which also serve to educate employees. By participating in joint activities, adhering to common behavioral norms, and so on, people find it easier to connect with one another.<\/span><\/li>\n<li><span style=\"font-size: 14pt;\"><strong>Motivational<\/strong>\u2014creates the necessary incentives for the organization to function effectively.<\/span><\/li>\n<li><span style=\"font-size: 14pt;\"><strong>Shaping<\/strong>\u2013 shapes the organization\u2019s image in the eyes of others.<\/span><\/li>\n<\/ul>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\"><strong><em>Types of Organizational Culture<\/em><\/strong><\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">There are many approaches to defining types of corporate culture.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">American researcher William Ouchi identified three main types.<\/span><\/p>\n<ul style=\"text-align: justify;\">\n<li><span style=\"font-size: 14pt;\"><strong>Market culture<\/strong>. Characterized primarily by value-based relationships and a profit orientation. The core values are competitiveness and productivity. The main task of managers is to increase the organization\u2019s productivity and drive it toward results and profits. <\/span><\/li>\n<li><span style=\"font-size: 14pt;\"><strong>Bureaucratic culture.<\/strong> It is based on the primacy of regulations, rules, and procedures. The organizational culture is formalized and structured. The company\u2019s long-term plans are focused on ensuring stability; they are predictable and profitable. People\u2019s actions are guided by formal rules and official policies. The key values for success are considered to be a clear division of decision-making authority, standard procedures, and control and accounting mechanisms;<\/span><\/li>\n<li><span style=\"font-size: 14pt;\"><strong>Clan culture.<\/strong> It is based on the organization\u2019s internal values, and traditions serve as the source of authority. Relationships within the organization are based on shared values, goals, cohesion, participation, and a sense of \u201cwe\u201d within the organization. This culture is embraced by all employees.<\/span><\/li>\n<\/ul>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">One of the most well-known typologies of management cultures was developed by C. Handy. He assigned the name of a corresponding Olympian god to each type.<\/span><\/p>\n<ul style=\"text-align: justify;\">\n<li><span style=\"font-size: 14pt;\"><strong>The culture of power (the culture of Zeus).<\/strong>Its defining feature is personal power, which stems from control over resources. Organizations that adopt this culture have a rigid structure, a high degree of centralized management, few rules and procedures, suppressed employee initiative, and strict control over everyone. This culture is typical of young commercial organizations.<\/span><\/li>\n<li><span style=\"font-size: 14pt;\"><strong>Role-based culture (Apollo culture).<\/strong>This is a bureaucratic culture based on a system of rules and instructions. It is characterized by a clear division of rights, duties, and responsibilities among management and employees. It is inflexible and hinders innovation, making it ineffective in times of change. The source of authority here is the position, not the personal qualities of the leader. This management culture is typical of large corporations and government organizations.<\/span><\/li>\n<li><span style=\"font-size: 14pt;\"><strong>Task-oriented culture (Athena culture).<\/strong>This culture is adapted to management under extreme conditions and in constantly changing situations; therefore, the primary focus here is on the speed of problem-solving. It is based on collaboration, collective idea generation, and shared values. Authority rests on knowledge, competence, professionalism, and access to information. This is a transitional type of management culture that can evolve into one of the previous types. It is characteristic of project-based or venture organizations.<\/span><\/li>\n<li><span style=\"font-size: 14pt;\"><strong>Personality-centered culture (Dionysian culture).<\/strong>It is linked to the emotional aspect and is based on creative values that unite people not to solve work-related tasks, but to achieve individual goals. Decisions are made by consensus, so authority is primarily of a coordinating nature.<\/span><\/li>\n<\/ul>\n<p style=\"text-align: justify;\" ><span style=\"font-size: 14pt;\">Experts believe that, as a rule, a culture of authority predominates in an organization\u2019s management during its inception stage; the growth stage is characterized by a role-based culture; the stage of stable growth\u2014by a task-oriented culture or a culture of individuality; and during a crisis, a culture of authority predominates.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">American scholars Kim Cameron and Robert Quinn, based on statistical data from various companies, government agencies, and universities around the world, developed a diagnostic method and a methodology for changing organizational culture.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">The authors identify four types of organizational cultures that form a continuum:<\/span><\/p>\n<ul style=\"text-align: justify;\">\n<li><span style=\"font-size: 14pt;\">clan-based\u2014a friendly, extended-family atmosphere, leaders perceived as mentors or even parents, team cohesion, a supportive moral climate, goodwill toward customers, and care for employees;<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">adhocratic\u2014an atmosphere of entrepreneurship and creativity, a spirit of innovation, encouragement of individual initiative and freedom, leaders as innovators capable of taking risks;<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">market-oriented \u2013 the organization\u2019s focus on unconditional results and market success; leaders are firm managers, and a competitive spirit prevails within the organization;<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">hierarchical (bureaucratic) \u2013 rationality, clear rules, stability, and certainty.<\/span><\/li>\n<\/ul>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">If the continuum is bounded by the lines of a square, then each type occupies a specific portion of it (Fig. 4.1). This position is determined by examining changes in an organization\u2019s characteristics along two axes: 1) from left to right\u2014from internal focus and integration to external focus and differentiation; 2) from bottom to top\u2014from stability and control to flexibility and discretion.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">K. Cameron and R. Quinn assume that most organizations exhibit characteristics of all cultural types to one degree or another, although one of them may be dominant.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\"><em>Fig. 4.1 \u2013 Types of organizational cultures according to K. Cameron and R. Quinn<\/em><\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">The authors propose the OSAI diagnostic method\u2014a tool for assessing organizational culture. It involves constructing organizational culture profiles.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Here are examples of organizational culture profiles for a business organization and a higher education institution in Ukraine, presented in Figs. 4.2 and 4.3, respectively.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\"><em>Fig. 4.2 \u2013 Organizational Culture Profiles<\/em><\/span><br \/>\n<span style=\"font-size: 14pt;\"><em>(current \u2013 solid line; desired \u2013 dashed line):<\/em><\/span><br \/>\n<span style=\"font-size: 14pt;\"><em>a \u2013 business organization, b \u2013 Ukrainian university<\/em><\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">A culture profile is a quadrilateral formed by connecting the ratings marked on the diagonals with a common line. These figures are determined as follows. The evaluator first reviews six groups of responses to questions that characterize the organization\u2019s overall orientation and structure, leadership style, and management of employees, linking the organization\u2019s essence, its strategic goals, and criteria for success. For each of these groups, there are four alternatives corresponding to four types of cultures. It is necessary to assess the extent to which the organization\u2019s existing culture exhibits characteristics of each cultural type, with the total sum of the scores equaling 100 (which can be understood as percentages). These figures are then plotted along the diagonals.<\/span><\/p>\n<p style=\"text-align: justify;\" ><span style=\"font-size: 14pt;\">For example, the profile outlined by a solid line in Fig. 7.7a indicates that the organization\u2019s culture is 15% clan-based, 15% adhocratic, 35% market-oriented, and 35% hierarchical. <\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">This same person then determines what the profile of the ideal organizational culture\u2014which the organization aims to achieve in a few years\u2014will look like (the quadrilateral outlined by a dashed line).<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">The type of culture changes over the course of the organization\u2019s history, as well as depending on the demands of the external environment. Thus, at the moment of the organization\u2019s inception\u2014when creating new products or technologies\u2014adhocracy often prevails, followed by a clan, then a hierarchy, and finally a market-oriented culture. At a certain point, when the risk of product obsolescence arises, there is once again a need to strengthen elements of adhocracy, and so on.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">The main task is to adapt in a timely manner and restructure the organization\u2019s culture.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font -size: 14pt;\">The search for an effective model of corporate culture typology at the present stage is based on the fact that the shortcoming of all cultural typologies is an excessive emphasis on purely managerial aspects of the formation and development of corporate culture and insufficient attention to sociocultural aspects, particularly values, ethics, and psychology.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">An attempt to address these shortcomings was made by G. Kolesnikov, who proposed a typology comprising eight types of organizational and managerial cultures [26].<\/span><\/p>\n<ul style=\"text-align: justify;\">\n<li><span style=\"font-size: 14pt;\"><strong><em>The culture of authority \u2013<\/em><\/strong>is based on authority derived from ownership or charisma associated with the leader\u2019s personality. Everyone follows orders.<\/span><\/li>\n<li><span style=\"font-size: 14pt;\"><strong><em>The culture<\/em><\/strong><strong><em>of roles and rules \u2013<\/em><\/strong>everything is determined by instructions and documents. Everyone does what is required by their role and the rules.<\/span><\/li>\n<li><span style=\"font-size: 14pt;\"><strong><em>Culture<\/em><\/strong><strong><em>of collegiality\u2014<\/em><\/strong>  strategic decisions are made at meetings. A manager who is a board member exercises executive authority.<\/span><\/li>\n<li><span style=\"font-size: 14pt;\"><strong><em>Culture of an extended family \u2013<\/em><\/strong>a culture<strong> <\/strong>of Japanese management, characterized by paternalism, a friendly atmosphere, mutual respect, and deference to elders.<\/span><\/li>\n<li><span style=\"font-size: 14pt;\"><strong><em>Creative team culture \u2013<\/em><\/strong>an organization consists of creative teams focused on innovation.<\/span><\/li>\n<li><span style=\"font-size: 14pt;\"><strong><em>Star culture \u2013<\/em><\/strong>a focus on stars\u2014individual, charismatic, and loosely managed personalities.<\/span><\/li>\n<li><span style=\"font-size: 14pt;\"><strong><em>Task-oriented culture \u2013<\/em><\/strong>management is carried out through the setting of goals and tasks. Employees themselves decide on the methods for achieving them.<\/span><\/li>\n<li><span style=\"font-size: 14pt;\"><strong><em>Competition culture \u2013 <\/em><\/strong>management focused on competition and rivalry, both within the organization and between organizations.<\/span><\/li>\n<\/ul>\n<p><!--nextpage--><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\"><strong><em>The Structure of Corporate Culture<\/em><\/strong><\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">As an academic discipline, corporate culture is interdisciplinary in nature. As part of organizational and management theory\u2014specifically, human resource management theory\u2014it is linked to cultural studies (it is an applied branch of cultural studies), ethics, psychology, sociology, design theory, wellness studies, and more.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Corporate culture is a holistic yet complex, multifaceted phenomenon that is represented as a multilevel structure. There are various approaches to defining the structure of corporate culture and its levels. We identify <strong><em>two levels<\/em><\/strong> of corporate culture: 1) internal, deep, ontological (essential), unconscious\u2014the corporate spirit; and 2) external\u2014the level of actualization (\u201cexternal manifestations\u201d [26], formal characteristics) of corporate culture.<\/span><\/p>\n<p style=\"text-align: justify;\" ><span style=\"font-size: 14pt;\"><strong><em>Corporate spirit \u2013 <\/em><\/strong>the spiritual state (climate) of the corporate environment (corporate relationships) as a result of the actualization of employees\u2019 spirituality (meaning of life, values, morality) in the process of their interaction.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\"><strong><em>The manifestation (\u201cexternal expressions\u201d) of corporate culture. <\/em><\/strong> These include: norms and models of behavior and communication (communication, behavior, etiquette, language of communication, etc.), symbols, corporate identity (trademark, emblem, corporate colors, distinctive product design features, the exterior appearance of buildings and interior design, corporate attire, elements of office administration, etc.), the flag, anthem, rituals and holidays, history, myths, heroes, physical culture, etc. <\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">It is also important to examine the structure and levels of corporate culture from the perspective of <strong><em>the components and factors involved in its formation.<\/em><\/strong><\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Let\u2019s identify the following levels of corporate culture: 1) universal (national) culture;  2) corporate values; 3) manifestation (external forms of expression) of corporate culture.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">An important condition, principle, and factor in the formation of corporate culture is <strong><em>ontological, deep-seated<\/em><\/strong> <strong><em>factors of general human (national) culture,<\/ em><\/strong>in particular, worldview, the meaning of life, spirituality, morality, values, beliefs, perceptions, and attitudes, which are, by their very nature, extra-organizational, supra-corporate elements of corporate culture.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\"><strong><em>The second level<\/ em><\/strong> <strong><em>is defined by corporate values, which are embodied in  the organization\u2019s mission<\/em><\/strong>  and, formulated on that basis, are influenced, on the one hand, by universal (national) culture, and on the other, by the organization\u2019s values and <strong><em>business principles.<\/em><\/strong><\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\"><strong><em>The third  level<\/em><\/strong> \u2013 the level of actualization (\u201cexternal manifestations\u201d [26], external forms of expression, formal characteristics) of corporate culture.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Let us briefly focus on the analysis of the second and third levels of corporate culture, which define the components and factors driving the development of the organizational foundations of corporate culture.<\/span><\/p>\n<p><!--nextpage--><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\"><strong><em>Corporate Values<\/em><\/strong><\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\"><em>Corporate Mission<\/em><\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">The organization\u2019s values, as the principles for shaping corporate culture, are formalized in the corporate mission and corporate business principles [26].<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Defining the corporate mission is a key stage in shaping corporate culture. The organization\u2019s mission serves as the conceptual, value-based, and methodological foundation for shaping goals, values, business principles, and other elements of corporate culture. It helps employees and the surrounding community identify and assess the organization\u2019s social role, allowing them to view the organization from society\u2019s perspective and evaluate its potential long-term development.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">A corporate mission is the organization\u2019s purpose, both in broad terms (for society) and in specific terms (in addressing certain functional tasks). When detailing the wording of a corporate mission, organizations often specify their market niche, indicate guaranteed quality of work, and highlight the capabilities the organization possesses to fulfill its mission. An organization should be recognizable by the wording of its mission. It should be noted that there are no universally accepted guidelines for defining a mission and its elements.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Let\u2019s look at some examples of how an organization\u2019s mission is formulated. For example, when analyzing Sony\u2019s mission, it is described as \u201can innovative company that produces cutting-edge, technology-intensive products in the fields of electronics, digital systems, video equipment, and laser technologies using original methods; it is characterized by a unique approach to working with customers worldwide\u201d [18].<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">A mission statement can be formulated concisely, in the form of a slogan, which makes it easier to remember. Examples: \u201cWhat\u2019s good for the country is good for General Motors, and what\u2019s good for General Motors is good for the country\u201d (General Motors), \u201cTo make people happy\u201d (Walt Disney), \u201cProgress is our main product\u201d (General Electric Company), \u201cQuality at a reasonable price\u201d (Sears &#038; Roebuck), \u201cEmpowering women\u201d (Mary Kay Cosmetics).<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\"><em>Business Principles<\/em><\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">The practical implementation of an organization\u2019s mission requires defining its core business principles. Generally, organizations aim to have no more than five, but sometimes there are examples of more detailed lists.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Here are some examples of how an organization\u2019s core principles might be defined:<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\"><em>Merk:<\/em><\/span><\/p>\n<ul style=\"text-align: justify;\">\n<li><span style=\"font-size: 14pt;\">corporate social responsibility;<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">continuous improvement in all aspects of the company;<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">science-based innovation;<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">honesty and integrity;<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">profit, but profit derived from work that benefits humanity [15].<\/span><\/li>\n<\/ul>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\"><em>Sony:<\/em><\/span><\/p>\n<ul style=\"text-align: justify;\">\n<li><span style=\"font-size: 14pt;\">elevating Japanese culture and national status;<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">being an innovator\u2014not imitating others; doing the impossible;<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">encouraging individual abilities and productivity [15].<\/span><\/li>\n<\/ul>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\"><em>IBM:<\/em><\/span><\/p>\n<ul style=\"text-align: justify;\">\n<li><span style=\"font-size: 14pt;\">strong beliefs, values, and culture;<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">respect for the individual (belief in individualism);<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">lifetime employment;<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">recruitment of high-caliber employees;<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">career opportunities;<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">extensive training;<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">performance evaluation and interview system;<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">a system of job levels and salaries;<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">a holistic approach to employees;<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">employee participation in management;<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">maximum accountability;<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">horizontal relationships;<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">encouragement of differing viewpoints [5].<\/span><\/li>\n<\/ul>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">An important characteristic of the corporate culture of modern organizations is the process of dematerializing organizational values [26]. Defining \u201cprofit\u201d as the primary reason (goal) for doing business is considered \u201cvulgar and even harmful.\u201d \u201cThe largest corporations have managed to become leaders because they strove for higher values.\u201d If the principle of \u201cmaking a profit\u201d does appear, it is at the bottom of the list and with a significant qualification: \u201cProfit, but profit from work that benefits humanity.\u201d<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">For example, until 1983, General Motors proclaimed: \u201cThe company\u2019s primary goal is to make money.\u201d After 1983, it became: \u201cGeneral Motors\u2019 primary goal is to produce products and services of such quality that our customers receive the highest level of satisfaction,\u201d or, as the company\u2019s mission states, \u201cWhat\u2019s good for the country is good for General Motors, and what\u2019s good for General Motors is good for the country.\u201d<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">The principle of \u201ccutting-edge technology\u201d is not dominant either. Cultural and spiritual values are dominant in defining business principles. At the forefront are attention to and respect for the individual\u2014both the customer and the employee.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">The business principles of Western and Japanese companies differ somewhat. Western management is characterized by a belief in individualism, while Japanese management is characterized by a belief in collectivism. The consciousness, traditions, and mentality of Ukrainian society demonstrate the need to combine the values of Western and Japanese corporate cultures[26].<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">In most successful companies <em>, there are no requirements for discipline and diligence. <\/em> An emphasis on discipline hinders creativity and the emergence of innovation. Despite the need for a certain degree of operational discipline, it is not considered one of the core business principles.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">The above can be summarized as follows: \u201cIn recent decades, there have been significant  shifts  in the value system of employees. Values such as duty, discipline, and obedience are losing their significance. In contrast, values related to individual self-expression are on the rise. Therefore, motivation methods and management styles must take into account creative activity, freedom of action, and responsibility\u2026\u201d [8].<\/span><\/p>\n<p><!--nextpage--><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\"><strong><em>Manifestations (external expressions) of corporate culture<\/em><\/strong><\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Corporate culture manifests (externalizes) itself in numerous external manifestations. These manifestations can be structurally divided into two groups: 1) <em>personal and communicative forms of corporate culture<\/em> (culture of behavior and communication, etiquette, language of communication, etc.); 2) <em>overall corporate forms of corporate culture<\/em>: symbols and corporate identity (trademark, emblem, corporate color, distinctive product design features, the exterior appearance of buildings and interior design, corporate attire, elements of office administration, etc.), flag, anthem, rituals and holidays, history, myths, heroes, physical culture, etc. <\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Let\u2019s take a brief look at some elements of the external manifestations (forms) of corporate culture.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\"><em>Personal and communicative forms of corporate culture<\/em><\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">An important characteristic of corporate culture is the culture of behavior and communication among an organization\u2019s employees, which serves as an external manifestation of their level of ethical and psychological culture and reflects the organization\u2019s business principles, motives, and the ethical and psychological foundations of its operations. To characterize <em>the culture of behavior and communication<\/em> in the business sphere, the concept of \u201cetiquette\u201d is used.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">As we have already noted, etiquette does not always align with moral principles. In many cases, etiquette is used to conceal the true intentions behind one\u2019s actions and to manipulate others. Therefore, the task of corporate culture management is to foster a unity of etiquette and morality among employees.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">An important element of communication culture is the culture of interaction and speech.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\"><strong><em>General corporate manifestations of corporate culture<\/em><\/strong><\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Of particular importance are <strong><em>symbols.<\/em><\/strong><\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Symbols are an integral part of corporate culture. They preserve the irrational depth and continuity of cultural phenomena and, in a concentrated form, embody people\u2019s perceptions of the organization\u2019s mission, ideology, capabilities, and distinctive features. Therefore, it is essential to give priority to creating the organization\u2019s flag and anthem, as well as to the use of its own language of symbols and colors.<\/span><\/p>\n<p style=\"text-align: justify;\" ><span style=\"font-size: 14pt;\"><strong><em>A symbol<\/em><\/strong> (from the Greek symbolon\u2014a conventional sign) is an image that concisely represents other images, meanings, and relationships\u2014including unknown ones that can only be anticipated or sensed.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Symbols can be graphic, musical, and more.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\"><em>A graphic symbol<\/em> is a concentrated, conventional, abstract form of representing and recording a person\u2019s scientific or religious knowledge, as well as the unconscious parts of their psyche, using a stylized sign. Symbols represent high-level abstract concepts and values that are difficult to describe concisely and impossible to describe exhaustively in words (Figs. 4.3, 4.4).<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">In practice, the terms \u201csymbol,\u201d \u201cemblem,\u201d and \u201csign\u201d are often used as synonyms, although they differ in essence and, especially, in the scope of their meaning.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Unlike a symbol, <strong><em>a sign<\/em><\/strong> is concrete and unambiguous\u2014it is a means of conveying information. It often takes the form of a stylized outline of an object, its contours. In the mythological and religious spheres, and later in the field of emblematics, simple geometric shapes and lines, as well as three-dimensional forms, were used for symbols.<\/span><\/p>\n<p style=\"text-align: justify;\" ><span style=\"font-size: 14pt;\">Nowadays, the concept of a symbol is taking on an ever-broader meaning, extending to signs from various spheres of human activity: mathematical, computer, chemical, astrological, cartographic, meteorological, musical, and dance symbols.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">There have been and continue to be symbols of power as well.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">There are symbols associated with a very specific visual image that exists not in the abstract but in practical reality. These are \u201csymbolic images.\u201d Examples: the Statue of Liberty symbolizes America, the Eiffel Tower symbolizes Paris, the Spasskaya Tower of the Kremlin symbolizes Moscow, and so on.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">An important aspect of analyzing corporate culture is that a symbol, as an archaic abstraction, is a value-based category that reflects the most general categories of good and evil.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">The ability of symbols to influence the mind is often used to create emblems, logos, pictograms, etc.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">A type of symbol can be <strong><em>an attribute<\/em><\/strong>, a specific object closely associated with the life and activities of a mythological or iconographic figure. For example, Poseidon\u2019s attribute is the trident (Fig. 4.5), Themis\u2019s is the scales (Fig. 4.6), Dionysus\u2019s is the grapevine, Apollo\u2019s is the lyre, Jesus Christ\u2019s is the lamb, and so on.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Another example of a symbol is the concept <strong><em>\u201cemblem.\u201d<\/em><\/strong> An emblem (from the Greek emblema, meaning \u201cornament\u201d) is a meaningful (semantic) composition. Symbols and emblems differ from one another in form, because a symbol is an abstract sign, while an emblem is a depiction of specific figures and objects (Fig. 4.7). Symbols of symbols are mysticism; they are signs of the spirit and philosophy, whereas emblems represent historical concreteness.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">The symbolic <strong><em>role of color plays an important part in corporate culture. <\/em><\/strong> For example, red symbolizes passionate love, power, fire, and courage (in ancient cultures, a symbol of life); orange symbolizes joy, celebration, generosity, and nobility (in ancient cultures, a symbol of the sun); yellow symbolizes movement and vitality. Intelligence (in ancient cultures, a symbol of the sun and the world, as well as a symbol of power and gold); blue symbolizes valor and nobility (in ancient cultures, a symbol of the sky and clear water); blue \u2013 the universe, outer space (in Christianity \u2013 piety, sincerity, prudence); purple \u2013 wisdom, maturity, higher intellect (the embodiment of mystical forces).<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">The use of color is inextricably linked to other elements of interior and exterior design composition, as well as to the development of corporate identity logos and other elements of the physical environment.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Corporate culture assumes that a given company has its own primary color.<\/span><\/p>\n<p><!--nextpage--><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\"><strong><em> Corporate Identity and Its Elements<\/em><\/strong><\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">The concept of style, as an expression of the specific character of creative activity in a particular era, emerged a very long time ago, but as an aesthetic category representing a consistent unity of the imagery system of means and techniques of artistic expression, it was conceptualized about two centuries ago. <\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\"><em>Style<\/em> is a set of characteristics and a similarity of artistic techniques and means that determine the unity of expression and worldview. Style is understood to encompass enduring forms of architecture, fine arts, and applied arts that have existed over a long period of time. This enduring nature of the formal means of artistic expression, which reflects the ideology of society, is also referred to as <em>the style of an era.<\/em><\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">An organization\u2019s corporate culture involves the development of a corporate identity (design concept)\u2014a cohesive whole that encompasses unified color schemes, design solutions, typefaces, and other style-defining factors.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\"><em>Corporate identity <\/em>is a system for designing a company\u2019s external image. The phenomenon known as corporate identity consists of a whole range of techniques (graphic, color, visual, linguistic, etc.) that, on the one hand, ensure the visual unity of all the company\u2019s products as perceived by any observer, and on the other hand, distinguish the company and its products from competitors. <\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">In the second half of the 20th century, an entire field of marketing communications emerged\u2014<em>corporate identity development.<\/em><\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\"><strong><em>Elements of corporate identity:<\/ em><\/strong>trademark, logo, corporate color, distinctive product design features, the exterior appearance of buildings and interior design, corporate apparel, elements of office administration, etc.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Corporate identity elements have a significant psychological impact, and many of them serve a functional purpose. However, these elements are not complete if they do not reflect the organization\u2019s system of symbols, meanings, and value orientations.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">A particularly important element is <strong><em>the trademark. <\/em><\/strong>It consists of figurative, word, three-dimensional, or sound symbols\u2014or combinations thereof\u2014registered in accordance with established procedures, which are used by the trademark owner to identify its goods.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">There are five main types of trademarks: <em>word <\/em>(logo), <em>figurative <\/em>(graphic image), <em>three-dimensional <\/em>(a mark in three-dimensional space, such as a \u201cCoca-Cola\u201d bottle or a perfume bottle designed by Salvador Dal\u00ed), <em>sound <\/em>(a musical phrase in corporate culture), <em>combined <\/em>(a combination of the types listed above). <\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">A trademark reinforces accountability and instills pride in employees for a job well done.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Developing a trademark requires special attention. It must be concise, original, convey positive energy, be easily memorable at first glance, and be suitable for use in any logos and branding elements.<\/span><\/p>\n<p style=\"text-align: justify;\" ><span style=\"font-size: 14pt;\">Today, more than ever, corporate identity depends on visual imagery, and the communication process follows this formula: 10% written text, 20% spoken text, and 70% imagery.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\"><strong><em>A logo <\/em><\/strong>(from the Greek logos \u2013 word + touros \u2013 imprint) consists of letters in a typeface. A logo is the most important of all a company\u2019s identifying symbols. An ideal logo introduces the consumer to <em>the company\u2019s <\/em>position and does so instantly. This word trademark, designed in an original way, helps consumers quickly recognize the company. As a rule, it consists of 4\u20136 letters. Approximately four out of every five trademarks are registered specifically in the form of a logo (Fig. 4.8).<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\"><strong><em>A figurative mark <\/em><\/strong>(graphic image) performs the same functions as a logo. It is the figurative mark that is often referred to as a company logo (Fig. 4.9).<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Fig. 4.9 <em>\u2013  Figurative (trademark, brand) marks<\/em><\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Modern brand logos carry a great deal of symbolic meaning and are characterized by high energy, because designers often incorporate symbolic information derived from ancient times into their designs. For example, Mercedes uses the symbol of the Trinity as its logo. Triangles, as well as figures consisting of three triangles, three circles, or three other intersecting shapes, symbolize the Trinity\u2014the unity of God in three persons. The symbol of the Trinity inscribed in a circle symbolizes a moving wheel, that is, the dynamism of life in modern civilization.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\"><em>Fig. 4.10  \u2013  The \u201cMercedes\u201d company logo<\/em><\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">In the \u201cAstron\u201d trademark, the circle represents the unity of the spheres of existence (the cosmos), the star symbolizes protection from evil forces, and the red letter \u201ca\u201d signifies activity.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\"><em>Fig. 4.11  \u2013  The \u201cAstron\u201d company logo<\/em><\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Recently, pictograms have become widely used in corporate identity design. <strong><em>A pictogram<\/em><\/strong> is a representation of a message\u2019s content in the form of one or more drawings. The principles of pictography are used today in the creation of various signs intended for identification or signaling purposes (Fig. 4.12).<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\"><em>Fig. 4.12  \u2013  Icons<\/em><\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">When developing a design (trademark), logo, pictogram, and other elements of corporate culture, it is necessary to adhere to the established corporate identity concept. The entire set of solutions must form a cohesive system.<\/span><\/p>\n<p><!--nextpage--><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\"><em>Interior<\/em><\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Interior \u2013 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.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">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\u2019s duties.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Proportions, room dimensions, lighting, comfortable furniture and production equipment, and a well-chosen color scheme are of great importance when designing an interior.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\"><em>Clothing<\/em><\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">An important element of corporate culture is the company\u2019s business attire. It serves as an indicator of the organization\u2019s distinctive traits and reflects its psychological profile.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\"><em>Rituals and Celebrations<\/em><\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Rituals, ceremonies, anniversaries, and holidays are an important tool<\/span><br \/>\n<span style=\"font-size: 14pt;\">of corporate culture.  They must be designed as<\/span><br \/>\n<span style=\"font-size: 14pt;\">a comprehensive system\u2014on the one hand, for development, and on the other, to meet employees\u2019 needs.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\"><em>The Organization\u2019s History and Culture<\/em><\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">The history of the organization\u2019s origins and development, its key figures, and its myths form an important part of corporate culture. They address people\u2019s need for the company\u2019s enduring priorities, provide role models, and foster a belief that the organization is special\u2014and, to some extent, legendary.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\"><em>Physical Culture<\/em><\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Caring for the health of every employee is an integral part of corporate culture.  According to the WHO\u2019s 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.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">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.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\"><strong><em>Basic Concepts and Keywords:<\/ em><\/strong> 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.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\"><strong><u>Formation of Corporate Culture<\/u><\/strong><\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Let us consider the issue of corporate culture formation.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">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\u2019s development. Generally, they can be grouped into two types: technocratic and person-centered (humanistic, person-oriented, person-psychological).<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">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.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">The development of a high-quality corporate culture is possible only  through person-centered management [26].<\/span><\/p>\n<p style=\"text-align: justify;\" ><span style=\"font-size: 14pt;\">When considering the development of person-oriented management and its impact on corporate culture, it should be noted that a <em>high-quality corporate culture\u2014one that is accepted and understood by employees\u2014is necessary only within a person-oriented management framework. <\/em>On the other hand, in most cases, <em>a high-quality corporate culture is impossible <\/em>to sustain over the long term <em>without person-oriented management. <\/em>For example, in the USSR, corporate culture was demonstrative in nature.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Under authoritarian management, employee culture cannot help but be ostentatious. It is enough for a person to merely proclaim the organization\u2019s values. They can think whatever they want, as long as they follow the manager\u2019s orders.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Therefore, <strong><em>the first and foremost condition<\/em><\/strong> for the formation and management of a high-quality corporate culture in an organization is a personal management paradigm.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">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\u2019s corporate culture.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">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\u2019 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\u20135 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.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Therefore, managing corporate culture requires constant work on its development.<\/span><\/p>\n<p><!--nextpage--><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Researchers identify <strong><em>the stages of corporate culture design <\/em><\/strong>[26].<\/span><\/p>\n<ol style=\"text-align: justify;\">\n<li><span style=\"font-size: 14pt;\">Setting goals.<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Analysis of external and internal conditions.<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Analysis of the state of corporate culture<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Planning changes to corporate culture.<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Planning changes to management style.<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Development of methods for changing corporate culture and management style.<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Conducting an experiment.<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Project refinement. <\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Training and psychological preparation of employees.<\/span><\/li>\n<li><span style=\"font-size: 14pt;\">Overcoming resistance and implementing the project.<\/span><\/li>\n<\/ol>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">In the practice of implementing corporate projects by domestic organizations, there is a tendency to substitute the process of developing a high-quality corporate culture with a superficial one. In particular, the emphasis is placed not on developing a high ethical and psychological culture among employees, but on presenting the external attributes of corporate culture (Corporate Culture Policy, logo, flag, design, employee dress code, etc.). This is linked to the conservatism and general cultural level of people in the post-socialist space, as well as the fact that the path to developing corporate culture is difficult, whereas creating formal external attributes requires less time and effort. This approach is also based on the fact that partners and clients, looking at the facade of corporate culture\u2019s external attributes, do not immediately realize that the external appearance does not reflect the substance of corporate culture.<\/span><\/p>\n<p style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">The humanization of work (humanization of production) can have a significant impact on the development of corporate culture. Researchers identify several directions for the humanization of work [26].<\/span><\/p>\n<ul>\n<li style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Strengthening management through values and culture.<\/span><\/li>\n<li style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Shifting the management model toward organizational cultures of \u201ccreative teams,\u201d \u201ccollegiality,\u201d and \u201cone big family.\u201d<\/span><\/li>\n<li style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Developing a motivation system that takes into account the diverse needs of employees.<\/span><\/li>\n<li style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Strengthening moral methods of motivation.<\/span><\/li>\n<li style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Intellectualization of work.<\/span><\/li>\n<li style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Creating comfortable working conditions.<\/span><\/li>\n<li style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Ensuring opportunities for self-actualization and growth for employees both at work and outside of work.<\/span><\/li>\n<li style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Fostering a spirit of collectivism and teamwork while providing opportunities for each individual to develop, provided these do not conflict with the organization\u2019s strategic goals. Working to improve the social and psychological climate within the organization and its departments. <\/span><\/li>\n<li style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Developing positive external manifestations of corporate culture: creating a corporate identity, a system of rituals and celebrations, and establishing a distinctive behavioral style, etc.<\/span><\/li>\n<li style=\"text-align: justify;\"><span style=\"font-size: 14pt;\">Exploring the organization\u2019s roots, history, heroes, and myths.<\/span><\/li>\n<\/ul>\n","protected":false},"excerpt":{"rendered":"<p>Click here to view the materials in English\/ Click here to view the materials in English Features of the Business Environment in the Republic of Croatia #1 Croatian businesses are advised to have an accountant An accountant will file your tax returns, communicate with the government, submit VAT reports and calculate payroll for all your [&hellip;]<\/p>\n","protected":false},"author":5,"featured_media":0,"parent":0,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"footnotes":""},"class_list":["post-1891","page","type-page","status-publish","hentry"],"_links":{"self":[{"href":"https:\/\/www.uaace.org\/index.php?rest_route=\/wp\/v2\/pages\/1891","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.uaace.org\/index.php?rest_route=\/wp\/v2\/pages"}],"about":[{"href":"https:\/\/www.uaace.org\/index.php?rest_route=\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"https:\/\/www.uaace.org\/index.php?rest_route=\/wp\/v2\/users\/5"}],"replies":[{"embeddable":true,"href":"https:\/\/www.uaace.org\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=1891"}],"version-history":[{"count":2,"href":"https:\/\/www.uaace.org\/index.php?rest_route=\/wp\/v2\/pages\/1891\/revisions"}],"predecessor-version":[{"id":1917,"href":"https:\/\/www.uaace.org\/index.php?rest_route=\/wp\/v2\/pages\/1891\/revisions\/1917"}],"wp:attachment":[{"href":"https:\/\/www.uaace.org\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=1891"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}