Appearance of an employee, Catering, Punctuality and...

Worker appearance

The dress code, as it was possible to see above, is a significant and very understandable element of the organizational culture. The introduction of a uniform form can pursue several goals: fostering commitment to the organization and the corporate spirit, the ability to simply identify company employees among other people, and finally, overcoming the property inequality that exists among employees. When everyone dresses, as they want, the rich always find an opportunity to emphasize their situation and thereby infringe on others. In addition, it is often important not just the presence or absence of a uniform form of clothing, but the subordination of the staff to some stereotypes in the style of clothing that the leadership supports. So, at the closing hours of the offices of companies, the center of Moscow is filled with people working in various organizations, but dressed as if they were stewards and flight attendants of one airline. How much does a company employee, without prejudice to himself, depart from this kind of standards? Is it allowed to all or only a certain circle of people ("egghead", contractors, etc.)? These circumstances, like no other, highlight the characteristics of the organizational culture, make them, as they say, tangible and capable of generating a variety of hypotheses about the cultural norms adopted in the organization.

Catering Organization

The value of informal communication for the creation of certain unified cultural values ​​among the employees of the organization determines the value of having a special time for communication. This time is traditionally a lunch break. It does not exist in every organization. Moreover, recently the development of the fast food system has drastically reduced the management's desire to close the store or office for an hour (while losing customers). To eat a hamburger or a hot dog, it's not necessary to take off for an hour from work. Workers at the same time start to go out for lunch in turns and do not have the opportunity to communicate with each other in a calm atmosphere. Thus, the opportunities for the formation of a single strong organizational culture are being reduced. American authors traditionally pay attention to where the leaders eat and where are ordinary workers. This is due to the fact that in the post-war years, democratization of governance in the United States was often associated with the existence of a single dining room for all employees of the company - from the director to the cleaner. In fact, for United States organizations, attention to this aspect of organizational culture is not so characteristic. A United States worker often does not want to eat lunch next to the director.

Degree of punctuality and courtesy of staff

This aspect is closely related to both national and directly with the management components of the organizational culture. Each country has its own ideas about punctuality. German punctuality has become in many ways a common denominator. A completely different attitude to time in the Latin American and Arab countries. This value largely reflects the people's attitude to the times, the pace of life characteristic of a particular country. In addition, the rigidity of the manager in terms of compliance with the terms of work and the accuracy of coming to work also determines the degree of punctuality characteristic of the organization. The significance of this category is manifested in the case of the transition of an employee from one organization to another, as well as in interaction with external business partners.

Punctuality is often perceived as part of a more general category - politeness. However, the courtesy of the staff has its own special characteristics, being one of the central elements of the organizational culture in the perception of clients. It is necessary to distinguish between two types of politeness, which on the surface can have the same manifestations, but, in fact, define two different styles of thinking and attitude towards people. The first type is the politeness of equal people. This type is typical primarily for the relationship between colleagues at work and is reduced to a set of elementary norms, which are also often fulfilled, as they say, "under the mood". A man stepped on his foot to another - apologized. If the employee has a bad mood or is completely immersed in his thoughts, he may not apologize - no one will consider this behavior offensive. The second type of politeness is the "courtesy of the servant". In this case, it is especially important that a person feels himself fundamentally lower in status in relation to another person. Mistakes or impoliteness of a servant can be compared with a crime. If the first type of politeness can be considered relative (arising in response to a particular situation), then the second type is substan- tial, it affects the very nature of man, the basic models of his behavior.

A significant feature of modern United States culture can be considered the absence in it until recently of the very image of the servant and the stereotypes of behavior characteristic of him. This circumstance can be considered an achievement of the seventy-year socialist past. Soviet socialism, like no other system, equalized people (as far as it is possible). The servants disappeared. It was an ideological dogma and an important component of social psychology. And on the whole it can not be said that this was a negative characteristic of Soviet society. The seller is equal to the buyer, the maid - the hotel lodger, the plumber - to the one who lives in the apartment. Traditional type of "ministry" in the behavior of data and other population groups was replaced by the principles of simple mutually beneficial "interaction". It is no coincidence that the rudeness of Soviet-era servicemen became anecdotes.

If the cleaning lady feels absolutely equal to those who are in the hotel rooms, and she is supposed to clean the rooms by twelve o'clock, she will knock, drive out into the corridor of guests, move furniture. This is her work, similar to the one that these guests have. They are equal and can only be mutually polite (or impolite). Reciprocity implies that the guest should politely leave the room at the time of harvesting. In this case, there is no stereotype of the behavior of the servant, who understands that the master is in the room, and the servant must fulfill all his whims. The lack of stereotypes of servant's behavior in contemporary United States culture, being in itself quite a good phenomenon, significantly hinders the development of whole branches of the economy, built on the principle of serving clients, primarily tourism and hotel business. With its rather high tourist attractiveness, Russia, for many reasons, including its culture, still does not receive a significant income from inbound tourism. The development of its infrastructure in our country proves to be a rather difficult problem in comparison with even the less developed countries that have not lost in the course of their historical development values ​​related to the behavior of the servant (Egypt, Turkey, Thailand, etc.).

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