Within each company there is a certain system of relations, which is officially enshrined in the charter, but also has unspoken rules, violation of which leads to a negative result. The whole complex of relations between employees, hierarchy, norms of behavior and established rules are called "corporate culture of the organization." It is one of the tools for influencing staff, increasing team cohesion, introducing a single concept of behavior and, as a result, the possibility of stable growth of the company's profit
A properly chosen corporate culture of the organization is able to provide it with high positions in any market, since it is a powerful stimulating factor for employees to improve the quality of their work and improve its results. This system has two facets: official and unofficial. The official part spells out such aspects as the preferred clothing style, hierarchy in groups, behavior standards, working hours, a set of punitive measures in case of violation, as well as bonus methods when it is followed and rational proposals for its improvement are made. The unofficial corporate culture of the organization is not documented, but it does not become less significant from this. In fact, these are unspoken rules of conduct in a team, the observance of certain traditions.
The organization’s western corporate culture is based on the concept of “team”, that is, employees must rally to achieve a specific goal. The advantage of such a relationship is a sense of confidence in each other, a sense of self-worth. Moreover, each employee tries to stand out against the general background for the realization of his career ambitions. Thus, healthy competition is obtained, but the staff is united by solving a single problem. It is believed that such a corporate culture and corporate ethics are the most productive to increase the profitability of the enterprise.
In Japan, it is customary to put working interests above personal ones. There is a very strong non-official corporate culture, because nowhere is it stated that the employee should work more than expected. In fact, the average Japanese will be ready to work for the good of his corporation, no matter how much time and effort is needed. The boss is considered not only the dominant person in the company, but also comparable to an older relative, who must obediently and respectfully respect. Such a system of values led to the fact that the Japanese most often spend their whole lives in the same enterprise, where there is a clear hierarchy, which is extremely difficult to break.
It is worth noting that corporate culture in Russia is in its infancy. At the moment, managers have only come to the conclusion that competently built relationships with subordinates can become the key to increasing the profitability of an organization. In Russian organizations, it is customary to blame the leadership for all troubles, and the authorities, in turn, most often use punitive measures to regulate relations with subordinates. This leads to perpetual dissatisfaction of employees with their management structures, which is extremely ineffective for increasing their motivation. In order to unite the team, the bosses can attract specialists who organize events to enhance the corporate spirit. This procedure is called team building, and its organizers are team builders. Often they are invited persons, but some large Russian corporations appreciated their merits and organized permanent jobs for them. Companies that have achieved great success have long recognized the fact that they owe this to their subordinates.