The problem of a choice of an organizational culture adequate to the situation, in which a specific restaurant business is at the moment, is discussed in the article. After a brief analysis of main organizational cultures, their advantages and disadvantages applied to specificity of the restaurant business it is mentioned that the most common culture in this field is the culture of power. The substance of this culture is quite simple. All power and influence are accumulated along the concentric lines, which surround the leader (in the restaurant business this role most likely belongs to the owner) and diminish with increasing distance from him. The main feature of this type of culture is that the relationship with the leader is much more important than a formal position in a company. Role culture in restaurant business is more effective when life is easily predictable. Although this culture has low tolerance to any sorts of changes. Typical response of a role culture to the changes is disregard. Another common scenario in case of changes for such culture is to continue functioning just like before, but even more insistently and diligently. Task culture in restaurant business is effective during the early stages of development, for example when creating a new restaurant. Another case of its efficiency is applying it during vast changes, like when a restaurant is changing its concept and style. This culture is not typical and is far from being durable in the restaurant business. In case of failure, it should be rapidly transformed into the culture of power, in case of success — into the role culture. It is stated that there is no universal solution to the problem of choice of an adequate organizational culture in the restaurant business. In every separate case the choice should be individual, based on the size of the business, its stage of development, market conditions and current organizational technology of the restaurant business.
organizational culture, restaurant business, HRmanagement, handytypology
РОЛЬ ОРГАНИЗАЦИОННОЙ КУЛЬТУРЫ В УПРАВЛЕНИИ ПОВЕДЕНИЕМ
Руководитель физически не в состоянии эффективно контролировать деятельность даже десятка человек. Все, что делает эффективный руководитель, — это создает организационную культуру и уже через нее управляет персоналом. Руководитель делает это через создаваемую им и изменяемую им под меняющийся рынок культуру. Особенно это касается ресторанного бизнеса.
Чтобы контролировать даже пару сотен сотрудников, необходимо создавать систему контроля, а это чревато созданием серьезных проблем. Например, в случае создания системы управления как иерархической системы, когда власть частично делегируется на уровни ниже, это ведет к проблеме лояльности и узурпации власти. На столе одного из председателей КГБ лежала металлическая пластина, на которой было выгравировано: «Предают только свои».
О родовых проблемах бюрократических структур известно всем. Использование проектных и сетевых структур в ресторанном бизнесе не всегда возможно из технологических ограничений. Добавим, что при формировании организационной культуры в ресторанном бизнесе важную роль играет проектирование рабочего места — как внешнего, так и внутреннего окружения человека.
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