“Yakutskenergo Company” occupies one of the first places by the area of service and by quantity of generating sources. This company tries to improve the life quality of the population and create the conditions for economic development of Far East region of Russia.

 

Having carried out various researches of the company we can allocate following results concerning the description of corporate culture:

 

The policy of personnel management is based on mission of the Company to improve the quality of life and creation of conditions for development of Far East region of Russia.

 

Main principles of personnel policy of Open Society "Yakutskenergo":

• Productivity ;

• Command work ;

• Interaction ;

• Trust ;

• Aspiration to be the best ;

• Professional pride ;

• Protection of interests of the Company .

 

The main objectives in management of the personnel are directed on achievement of quality of the personnel capable to provide reliability of professional work and economic efficiency.

 

The basic actions and results of realization of personnel and social policy in 2006:

 

• Labor force- 97.8 %%:

• The fluidity of the personnel has increased in comparison with 2005 on 5 % and composed 13,8 %;

• The quantity of young experts has increased to 80,5 %;

• Middle age persons has reduced to 37,9 years, in 2005 it was 38,6 years;

• The qualitative structure of a personnel reserve composes 98,8 %;

• The factor of internal mobility of the personnel has increased twice and composed 1,6 %;

• The estimation and certification of 399 workers of the company was effected;

• The plan of vocational training, retraining and improvement of professional skill of shots (of 2093 persons) was executed;

• 887 workers of the company were awarded for special achievements;

• Sanatorium treatment of workers and their children is provided;

• The Code of corporate culture (the values, principles, standards of behavior) of Open Society “Yakutskenergo" is developing.

 

As to ТНТ model we use 9 dimensions that are, in our opinion, more suitable for characteristic and definition of corporate culture of “Yakutskenergo” company:

1) Pragmatism;

2) Group orientation;

3) Partnership orientation;

4) Result centrality;

5) Rational;

6) Hierarchical;

7) Responsiveness;

8) Stable continuity;

9) Long-term, stakeholder orientation.

 

To sum up we came to conclusion that it is rather difficult to allocate all dimensions in the “Yakutskenergo” company as it is quite large and has a set of various executive departments. In some cases, worker’s opinions of the company doesn’t always correspond to opinions of the management. Therefore we gave a priority to personal impressions in the methods of estimation.

 

Team KEY: “Julia” retail store, overall impression

 

Traditionally, corporate culture is defined as shared values which provide a sense of common direction for all employees and guidelines for their day-to-day behavior. Unconditionally, it's a necessary tool of all companies which changes with the lapse of time and supplements with new traits. Understanding corporate culture is essential for managers to make the most out of all the company resources, and for employees to avoid misunderstandings within their work environment.

Naturally, all companies have its own unique corporate culture, and even within one country these culture differ. Russia is a huge country and variety of the companies is located here. Nevertheless, there are a lot of similarities as well. So, in this work we are to compare companies from Krasnoyarsk and Yakutsk: “Julia” retail store and “Yakutskenergo Company”.

Firstly, let's talk about “Julia” retail store. The company in question was founded as a family business and perfectly fits under definition of “Family” corporate culture according to Trompenaars model of corporate culture. That means that personnel and management have close face-to-face relationship with each other, with warm and calm atmosphere in the company, but at the same time the structure is hierarchical, with “large gap between managers and employees” (Fons Trompenaars, p.51 ).

Trust is very important part of store’s corporate culture, employees regard themselves as the part of the group and do not focus on their individual interests, so, group orientation prevails.

People in the company are united by their goal – to survive in severe business environment with strong competition. In such condition result orientation is highly valued. Also, it is crucial to build good relations with clients, which leads to partnership bias.

To work it out in detail the differences and similarities of these two companies we will use nine dimensions model.

If to start form the very beginning: consistency vs. pragmatism dimension; both companies are tend to be flexible, adaptable and without some strict code of rules, for instance in the store employees have a lot of freedom in terms of working schedule and clothing.

The next individualism vs. group orientation dimension again coincides with both companies. This can be easily explained by the fact that Russia is a group-oriented culture and “the basic idea… is to reward individuals for what they contribute to groups and to reward groups for how they nurture individual development and initiative” (Trompenaars, p. 76-77).

However, next dimension competing vs. partnership orientation in “Yakutskenergo” company differs from the “Julia” store. Since, Krasnoyarsk firm faces a tough competition in a local market, it’s more competition oriented rather than one of the biggest and more stable Yakutian company, which is “seeing business as a world of cooperation and partnership” (Trompenaars, p.77).

Another dimension that both companies reconcile differently is people centrality vs. result centrality. As it have been mentioned “Julia” store is a family business, where more attention paid to employee welfare. In “Yakutskenergo” company some vocational trainings, retrainings and improvements of professional skill are conducted, but at the same time company remains results oriented.

Apparently, in large companies rational, analytical and detached atmosphere prevails over decision making process based on intuition. Yakutian company isn’t an exception, while in the retail store decisions are made mostly by intuition.

Turning to the next egalitarian vs. hierarchical dimension, in both companies progression goes slowly through the hierarchical ranks.

Naturally, in compliance with its’ field of activity “Yakutskenergo” and “Julia” have the same attitude towards customers needs, wants and desires, so responsiveness orientation prevails in the seventh dimension of corporate culture internal drive vs. responsiveness.

Evidently, large energy companies, as “Yakutskenergo”, usually pursue stable continuity, while store of women clothes always looking for continues change and something new.

The last dimension is long-term, stakeholder orientation vs. short-term, shareholder orientation. Speaking about the company from Yakutsk we should mention that it’s a large, stable company, consequently “Yakutskenergo” is tend to have long-term orientation, but at the same time, this characteristic can also be intrinsic for smaller retail stores, as “Julia”.

Comparison

It can't be a simple coincidence that two companies from different regions, of different scale and field of operation can be that similar and different at the same time in characteristics of their corporate culture. We may assume that their orientation on long-term results in not so innovative fields of business made their corporate cultures look alike.