Ikea corporate culture. Analysis of the management structure of the company "IKEA"

A strong corporate culture penetrates beyond the company, becomes a mission, brand insight. And then not only the employees, but also the clients of the corporation begin to live by the principles and values of the corporate culture. Let's talk about the corporate cultures of Samsung, IKEA, Adidas, Google and MTS.

From the material you will learn:

Corporate culture of a multinational company

Corporate culture, on the one hand, is the result of the interaction of the company with the world around it, on the other hand, it is a derivative product of interpersonal relations within the organization.

In his book The Commandments to the Furniture Dealer, Kamprad outlined the company's moral and business principles and goals. This book is somewhat similar to a religious treatise written in an edifying way. For example, one of the postulates written in it says: "wastefulness in resources is a mortal sin."

Therefore, the principles of the corporate culture of IKEA in 2016 are based on such values as simplicity, modesty and strict cost control. All managers and senior executives of the company do not fly first class and never settle in expensive hotel rooms.

Answers to the questions of personnel officers and HR-s from 12.00 to 14.00 April 3:

Remote. How to arrange, pay for and control the work and what to do with those who cannot be transferred (simple)?
Staff reduction. Five lessons from the past crisis to take into account this time.
Part-time work. How to transfer and what to do with employees who refuse?

Adidas corporate culture

Google corporate culture

Since its founding in 1998, Google has grown significantly, but it still retains and maintains the atmosphere of a small company.

Google developed a unique corporate culture. Google considers its main mission to be the organization of all the information available in the world. The company strives to make the entire data array of the world accessible and convenient for mass use. The philosophy of the company is the fundamental principle of its activity. This principle is also inherent in the corporate culture of Google, which helps staff develop and improve.

Google's corporate culture in 2016 is people first. They provide an increase in the competitiveness and efficiency of the enterprise by developing its managerial potential and improving the quality

One of the most striking examples of a company with a strong organizational culture is IKEA. The company is trying not only to introduce such values as self-criticism, modesty, constant work on oneself at the corporate level, but also to convey them to consumers. A key figure in the corporate history of the company is its founder, Ingvar Kamprad. And even after leaving the post of president of the IKEA group of companies in 1986, he continues to work as a senior adviser to this day.

The formation of organizational culture is a long and complex process that takes place in several stages, and the stages of building a culture, their content and chronology are determined by the context of the development of each individual company. In this case, let's look at how the organizational culture of IKEA was formed and on what was based, which later became an example of effective management of people around the world.

The leadership of the global company is of the opinion that maintaining and developing a strong organizational culture of IKEA is one of the key factors ensuring the success of the IKEA concept in the present and future. That is why every new employee, coming to the company, “immerses” in the IKEA culture within the first few days. Along with his rights and obligations, an introduction to safety, he gets acquainted with the traditions, mission, values of the company, learns about IKEA's environmental activities and how he himself can take part in solving environmental issues - for example, sorting waste or saving electricity and water during operation.

The culture of IKEA was born in the process of development and formation of the company under the influence of the strong personality of its founder - Ingvar Kamprad. The first stage is the definition of the company's mission: value orientations, internal morality and philosophy, determination of the main basic values. This stage includes both real and declared values. At this stage, it is important to convey to the company's employees that they are the bearers of this culture. For this, the tactics of “immersing” new employees into the organizational culture of the company are practiced, as described earlier. Research has shown that people who work at IKEA believe they are working to improve the standard of living in society. That's why they like to work for IKEA. They believe that their work helps to improve the world. Their business philosophy is based on the process of democratization, the main slogan of which is: "Change the daily life of many people for the better."

In "Commandments to a Furniture Dealer," Kamprad outlined the goals and moral and business principles of the company. The style of this work resembles a religious and edifying treatise. (“The Commandments for a Furniture Dealer” - a short essay written by Kamprad in 1976, became a kind of gospel for IKEA employees - a handbook, a spiritual instruction, strictly observed to this day.) “The Commandments” reveal the essence of Ingvar Kamprad - an idealist with an iron will to win . For example, one of the postulates says: "Prodigality in resources is a mortal sin."

Therefore, the IKEA culture is based on values such as simplicity, modesty and cost control. Company managers, including senior management, never fly first class or stay in expensive hotels. Here are some of the 31 principles of IKEA leadership:

Motivate employees and give them the opportunity to move forward;

Job satisfaction is the best sleeping pill;

Most of the plans are still to be fulfilled - this is a wonderful future!

Positive people always win;

Victory does not mean someone's defeat;

Bureaucracy hinders quick and clear problem solving;

Making mistakes is the privilege of determined people;

Indecision means more statistics, more checks, more

meetings, more bureaucracy, more routine;

Simplicity is good. Complex rules can be paralyzing;

No method can be more efficient than a good example.

In the Swedish company IKEA, they try to hire only those whose interests and values coincide with the values of the company. True, there is also a difficulty here, because it is quite difficult to find people who would fully share the interests of the company and were ready to work for it for a long time. However, judging by the speed with which IKEA stores open in Russia, there are still such people. And the application of this principle makes it possible to create a calm, friendly atmosphere in a team without much difficulty, which values people and team spirit above all else. For someone in a leadership position

It is essential to motivate and develop your employees. team spirit: a good thing, but it requires a responsible attitude to their duties on the part of all participants. Like a captain, you make your decision after consulting with your team first. There is no time for discussion after that. Take a cue from the football team!

3.1 Organizational culture of the Swedish company IKEA

Motivate employees and give them the opportunity to move forward;

Job satisfaction is the best sleeping pill;

Most of the plans are still to be fulfilled - this is a wonderful future!

Positive people always win;

Victory does not mean someone's defeat;

Bureaucracy hinders quick and clear problem solving;

Making mistakes is the privilege of determined people;

Indecision means more statistics, more checks, more

meetings, more bureaucracy, more routine;

Simplicity is good. Complex rules can be paralyzing;

No method can be more efficient than a good example.

At the second stage, based on the basic values, the standards of behavior of the members of the organization are formulated. These include: business ethics in communication between employees and with customers, setting standards governing informal relationships within the organization, and developing assessments that establish what behavior is desirable and what is not.

As a rule, at this stage, the attitude of the management to the atmosphere in the team is formed, for example, it is decided how colleagues will address each other - “you” or “you”, the policy for making proposals is determined.

At IKEA, the CEO does not have his own separate office, just as no one else in the company has one - this is the company's policy. For example, IKEA founder Ingvar Kamprad always buys the cheapest plane tickets and requires the same from his subordinates: the company's corporate code recommends that top managers travel by air in economy class.

In addition, the company completely lacks bureaucracy when communicating with management and the employee’s fear of punishment: everyone communicates with each other on an equal footing, regardless of their positions and age. A more experienced colleague is always ready to help a less experienced one, the manager will answer any question, help to understand any situation. Each new employee is surrounded by special attention and care. They will help, answer, explain - and no hassle. The desire to take responsibility and the ability to delegate it are the most important qualities for any IKEA employee. “Humility and willpower form the basis of our worldview, and simplicity helps us in the implementation of our plans. In this concept we include naturalness, efficiency and common sense. And finally, leading by example is the rule for any manager at IKEA.”

IKEA veterans are passing on their culture to a new generation by teaching them how to use the “you”, not to tie a tie, to walk in simple clothes, to be frugal. Democratic design has become a doctrine of modesty for both buyers and manufacturers The true spirit of IKEA is still built on enthusiasm, on a constant desire to innovate, on cost awareness, on the desire to take responsibility and help others, on modesty in achieving goals and on simplicity their way of life.

However, stimulating the initiative of employees and the absence of a cumbersome bureaucracy have always been priorities in the organizational culture of IKEA. Another priority of the company is caring for the staff, and not so much in the spirit of the famous Swedish socialism with its countless social benefits, but in the spirit of a large family, where the head of the company plays the role of a sort of "kind caring grandfather", and managers of the central board help improve local workers . By the way (characteristic touch), employees in IKEA in all internal documents are usually called "colleagues" (coworkers).

The tireless cultivation of "indigenous" values has led to the fact that all employees of the company are faithful followers of the IKEA cult: they are workaholics, enthusiasts and "missionaries". Corporate culture is not well understood by outsiders. For example, employees of the company are not embarrassed by the fact that tops do not receive any privileges and that top management is always ready to take a direct part in the work of the "bottom". The company regularly holds "weeks of anti-bureaucracy", during which managers work, for example, as sales assistants or cashiers. The CEO of today's IKEA, Anders Dalvig, simply says: "Recently, I was unloading cars, selling beds and mattresses."

“Inspire your staff. Fewer bosses, more independence, a warm family atmosphere - this is what employees like. Under such conditions, they will readily accept the philosophy and style of the company. - IKEA founder Ingvar Kamprad gives advice on effective social management.

However, there is fierce competition between workers. Everyone should try to become the best, while improving the work of the whole company. On the wall of one of the main offices of IKEA in Helsingborg hangs a giant poster, which reflects the pace and volume of sales on a weekly basis, the best market indicators by country. The company promotes the principle of self-improvement and demanding of oneself. Despite the commitment to tradition, the company promotes and encourages extraordinary approaches.

At the final stage of the formation of an effective organizational culture, the traditions of the organization and its symbols are formed, reflecting all of the above. The traditions adopted in the company often become an occasion for holding corporate holidays and parties. So, at IKEA, at the corporate level, New Year and the Solar Solstice Day are celebrated, which is widely celebrated in Sweden, in the homeland of the company's founder. The symbolism of the company often implies the introduction of a dress code for employees. However, the dress code for central office employees is left to the discretion of managers. For example, in the Russian office of IKEA, casual clothing is the most popular among employees, but if someone is used to going to work in a suit and tie, no one will force him to change his habits.

Researchers argue that teams and companies driven by a great idea are more productive, even if their ultimate goal is to make money. IKEA was initially guided by the high idea contained in the slogan "Better life for many". Ingvar Kamprad wanted people all over the world to be able to buy beautiful furniture and interior items, and this desire turned into a mission. For over 60 years, IKEA has been helping to improve the daily lives of many people around the world by offering functional home and office products at prices that most people can afford in more than 260 stores around the world. The success of IKEA is determined by the productive interaction of all employees of the company and a strong organizational culture.

Depending on the goals of the company, the external environment in which it works, the personal culture of employees, different cultures can, of course, be considered optimal. But at the same time they have common elements. Therefore, it does not matter on what principles, the same as those of IKEA or not, the organizational culture of each organization will be formed, but as a result it should lead to an effective management system. Since organizational culture plays one of the first roles in increasing the efficiency and significance of social management.

Conclusion: this chapter considers one of the brightest examples of a company with a “strong” organizational culture, which once again proves its huge role in effective management and the importance of formation in every organization.

Conclusion

The course work covered the interpretation of the essence of organizational culture by various scientists at different stages of the development of society. The importance that organizational culture plays in the enterprise and how it affects the effectiveness of its activities is also substantiated, and an attempt is made to reveal the content of the components of organizational culture. As an example, the Swedish company IKEA is considered, which has an efficient and strong organizational culture, which is one of the main factors for its successful activities around the world.

The company cannot function if its employees do not possess, in addition to a set of necessary skills and abilities, a set of written and unwritten rules, the laws of life of this company, do not choose a certain attitude to their work, to their company, colleagues and clients. It is together these skills, abilities, attitudes, norms of behavior, rules of the organization that create the corporate culture of the company. The leading factors that determine the organizational culture of a particular firm include the values indicated by top management. This refers to the attitude towards clients, government organizations, the desire for world standards and the expansion of their services, training systems, norms of behavior and a number of other values.

The success of a firm may depend more on the strength of the organizational culture than on many other organizational factors. Strong cultures facilitate communication and decision-making and facilitate collaboration based on trust. Organizational culture, a very complex parameter of an organization, has the strongest influence on organizational performance, so the means to achieve maximum efficiency is the understanding and management of organizational culture by managers.

After studying the topic of the course work, the following conclusions can be drawn:

Despite the wide range of research areas

organizational culture and its impact on the efficiency of the enterprise in the scientific world, there has not been a unified concept for managing the processes of formation and development of organizational culture, methodological approaches and methodological tools for solving these problems have not been fully developed;

However, there is no doubt that organizational culture

is one of the most important factors in the effectiveness of the organization, which allows you to successfully manage. Personal belief, values and style of behavior of the head of the organization largely determines the culture of the organization. The formation, its content and individual parameters are influenced by factors of the external and internal environment.

I use a number of methods to maintain the culture in the organization,

among which are: slogans; stories, legends, myths and rituals; external and status symbols; management behavior; personnel policy, etc.;

· organizational culture - a very controversial concept, being the strongest catalyst, in cases of failure - is the biggest brake on the implementation of strategic plans developed by management.

In conclusion, it should be noted that at present, few organizations take into account the possibility of using organizational culture as one of the progressive tools for managing the actions and behavior of employees in the exercise of their duties and, most importantly, that not all of the considered components of organizational culture can be involved in the management of various organizations. The possibility of their use depends on the degree of development of the culture of the organization, which in turn depends on the industry in which the company operates, the production technology used and the dynamism of the external environment. However, it has been scientifically proven and verified by practice that the organizational culture of a company is one of the important factors for effective social management, therefore, it is necessary to competently approach the process of creating and forming a culture in order to “survive” and successfully develop in such a complex and competitive external environment.

Bibliography

1. Borisova E.A. Personnel management for modern leaders. - St. Petersburg: Peter, 2004.

2. Veselova N.G. Social management and elements of its culture. / Ed. V.A. Traineva. – M.: Dashkov, 2002.

3. Vesnin V.R. Practical personnel management: a manual on personnel work. – M.: Lawyer, 2001.

4. Groshev I.V. Organizational culture. – M.: Unity, 2004.

5. Groshev I.V., Emelyanov P.V. Semiotics of corporate culture: symbols, myths, rituals. Semiotics and Imageology of Business Cultures: Proceedings of the International Scientific Conference. September 16-17, 2003 / Ed. ed. V.M. Yuriev. - Tambov: TSU, 2003.

6. Geleger R. The soul of the organization. How to create a successful corporate culture - Kind book, 2006.

7. Zaitsev L.A., Sokolova M.I. Organizational behavior. - M.: Economist, 2006.

8. Kapitonov E.A. Corporate culture and PR Publishing house: March, 2003.

9. Kapitonov E.A. Corporate culture: Theory and practice, Alfa-press, 2005.

10. Karpov A.V., Skityaeva I.M., Volkova N.V. Organizational culture: concept and reality. - M .: Institute of Psychology of the Russian Academy of Sciences, 2002.

11. Kevin M. Thomson, Recipes for Corporate Culture. How to change habitual behavior. - Balance Business Books, 2005

12. Kozlov V.V. Management of organizational culture. – M.: Infra-M, 2001.

13. Kozlov V.D., Kozlova A.A. Corporate culture: the "suit" of a successful business. – 2000.

14. Margulis-Yakushev S.V. Six effective methods of personnel management: what works in Russia? // Handbook of personnel management. – 2004.

15. Mogutnova N.N. Corporate culture: concept, approaches. - M.: Sotsis, 2005

16. Prigogine A.I. Organizational culture and its transformation // Social sciences and modernity, 2003, no. 5, p. 12-23.

17. Publication. Organizational culture as a tool for fine management (Interview with Herbert Wolpert) // AKP, December 2008

18. Solomanidina T.O. Organizational culture of the company. - M .: Personnel management, 2003.

19. Tesakova N. V. Mission and corporate code. - M.: RIP-holding, 2004

20. Torekul B. "The Saga of IKEA" 2006

21. Fedorova A. A. Corporate culture in the organization management system: Dis. cand. economy Sciences, Moscow, 2005

22. Shane E. Organizational culture and leadership. / Per. from English, 3rd edition. Ed. V.A. Spivak. - St. Petersburg: Peter, 2008.

23. Shcherbina S.V. Organizational culture in the Western tradition: nature, logic of formation and function. Sociological faculty of Moscow State University named after M.V. Lomonosov 2008

Publication. Organizational culture as a tool for fine management (Interview with Herbert Wolpert) // AKP, December 2008

Semenov Yu. G. Organizational culture: management and diagnostics. - Ekaterinburg: Institute of Economics URORAS, 2004.

Zaitsev L.A., Sokolova M.I. Organizational behavior. - M.: Economist, 2006. - S. 294-295

Crises or reorganizations. Under these conditions, some "countercultural" groups can become quite influential or even dominant. Chapter 2. Corporate culture as a factor in the efficiency and stability of tourism enterprises 2.1. Travel agents and tour operators An important feature of the tourist product, which distinguishes it, primarily from industrial goods, is the wide participation of people in ...

Central nervous system. The formal system is based on the organizational structure of the enterprise, the informal - on its microculture. That is, just what we combine in the concept of "organizational culture of the enterprise." In the informal system, too, there is people's resistance to the system, but it is a resistance to culture, not structure. Getting used to the formal system, a person obeys ...

And the personal development of its participants allows us to say that its implementation will also be aimed at increasing the efficiency of forming the organizational culture of the company. Such interaction can also be seen as creating conditions for training employees in the skills of joint activity that they need for effective work. Technology of collective interaction at...

Non-state educational institution of higher professional education

Institute of International Trade and Law

Human resource management

full-time student

Alipova Daria Alexandrovna

Moscow 2015

Section 1. History of IKEA

Section 2. Mission and business idea

Section 3. SWOT analysis of IKEA

Section 4. SJS and "Regulations on SJS"

Section 5. Personnel policy of the company

Section 6. IKEA management style

Section 7. Work with the company's personnel

Conclusion

Bibliography

Summary

IKEA is a Swedish company that has been creating furniture and interior items of its own design for 70 years. IKEA's mission is to improve the daily lives of many people by offering high quality furniture and home products at affordable prices.

The IKEA Group owns 311 stores in 26 countries. In addition, another 34 stores in 16 countries are operated by private franchisors. According to the results of the last financial year, IKEA stores around the world were visited by 565 million people, more than 20 new stores were opened, and the turnover of the IKEA Group amounted to 21.2 billion euros.

Purchasing: about 1,300 suppliers in 55 countries. There are 41 purchasing offices in 29 countries.

Supply: 43 regional distribution centers in 19 countries are responsible for the supply of goods to IKEA stores.

Manufacturing: IKEA's Swedwood Industrial Group has 33 factories and sawmills in 10 countries.

Employees: More than 127,800 employees work in various IKEA divisions in 39 countries around the world.

IKEA in Russia is:

· Department of retail sales, including: IKEA stores in Moscow, St. Petersburg, Kazan, Nizhny Novgorod, Yekaterinburg, Novosibirsk, Rostov-on-Don, Omsk, Krasnodar, Samara and Ufa. Every IKEA store also has a catering service. The central office, which carries out activities in the field of marketing, sales coordination, personnel work, logistics, and is also responsible for the further development of the IKEA retail network in Russia and the CIS countries.

· Purchasing offices in Moscow and Novosibirsk, which cooperate with Russian suppliers-manufacturers of IKEA products. This division employs specialists in the field of procurement, work with suppliers, logistics, production of furniture and related products, coordinators of investment projects.

· Organization of supply, including such departments as the customs department and the transport department, as well as the IKEA Distribution Center / Warehouse in the Moscow region, Solnechnogorsk.

· Real Estate Department - a division of IKEA responsible for the development, construction and management of MEGA family shopping centers. This division employs specialists and managers in the field of sales, marketing, construction, and design activities. Service Office, which includes units that support all business processes of IKEA in Russia (finance and accounting, general personnel issues, administration, information technology, security, legal service).

competitiveness personnel management

Section 1. History of IKEA

The world's largest manufacturer of furniture and household items. The company owns more than 251 stores worldwide. The history of IKEA began in 1943 when a young entrepreneur Ingvar Kamprad opened the first store in the small town of Älmhult in Sweden. The name IKEA is an acronym consisting of the initials of the founder and the first letters of the names of the farm where he grew up and the nearby village: "Ingvar Kamprad, Elmtaryd, Agunnaryd". The word turned out to be either by accident or deliberately consonant with the Greek oikia ("house") and the Finnish oikea ("correctly", "correctly"). IKEA is the only retail chain that sets the lifestyle for people regardless of their culture, wealth or religion.

Kamprad founded IKEA at the age of 17 with money donated by his father for successful studies. At one time, Ingvar's grandfather could not repay the loan for the farm and shot himself. The misfortune left a deep imprint in the soul of the boy. Since then, he has sought to earn by all available means. At the age of five, he bought matches in Stockholm and carried them around the village on a bicycle. As a teenager, he sold everything that was in demand; fish, pens, Christmas cards, seeds, wallets, photo frames, watches, jewelry, nylon tights. At first he ran the business out of a barn on his parent's farm, later he began to send orders by mail, delivering them to the railway station in a milkman's van. At the same time, Ingvar joined the pro-Nazi New Swedish. When the story was revealed in 1994, Kamprad did not hide behind a PR machine, but publicly apologized to Jewish IKEA employees, calling his act "the biggest mistake of my life" in the book The Saga of IKEA. At 21, Kamprad was selling furniture and sundries in the first IKEA store in Älmhult, southern Sweden. In 1951, the first product catalog was published (until 1963, Kamprad wrote the texts personally), and since 1953, furniture has become the main product. The competition forced him to display the furniture in the store so that customers could see, touch and evaluate its quality. In 1955, Ingvar took up furniture design. In this direction, Sweden has been a recognized leader in the world. His success frightened local producers, and they "convinced" Kamprad's suppliers to stop working with him, Ingvar switched to Poland. Polish companies could supply inexpensive components in flat packs for assembly of finished furniture on site. Thus was born IKEA as it is known today. The work of Swedish designers from the 1950s and 1960s is a modern secular utilitarian style, usually expensive. Kamprad busted the myth of Scandinavian style being expensive and brought it to the mass market at affordable prices for young people who are setting up their first home. Thanks to Kamprad, buying furniture has become more democratic. And now, according to statistics, every tenth European was conceived in an IKEA bed. Today, IKEA's annual turnover exceeds $15 billion and the company employs 104,000 people. The entire structure is controlled by a Dutch private holding owned by the Kamprad family. A fund with a capital of 36 billion dollars is a guarantee against a possible takeover of the company. According to the Economist magazine, it is the richest charitable organization in the world. The structure of the company is as flat as its boxes of furniture: titles and privileges are prohibited, no one wears suits, top management flies economy class, and during "anti-bureaucratic weeks" the company's top management unloads trucks and sits at the checkout. IKEA has twice been named one of the "100 Best Companies for Working Mothers" and in 2006 was ranked 96th in Fortune magazine's "Top 100 Employers".

Section 2. Mission and business idea

IKEA's mission: "To make a difference in the daily lives of many people." IKEA's business idea is: "To offer a wide range of comfortable and functional home furnishing products at prices so low that as many people as possible will be able to buy them."

IKEA strives to offer its customers high quality products at affordable prices by optimizing every stage of the supply chain, building long-term relationships with suppliers, investing in factory automation, and also producing goods in large volumes. Their mission involves more than just home improvement. They want to make a difference in the lives of all those people who are affected by their business.

Section 3. SWOT analysis of IKEA

SWOT analysis is needed in order to visually show what shortcomings the company has and what opportunities it can take advantage of. That is, by building an analysis, you can build your plans for the future and minimize the threat of leaving the market. Plus, SWOT analysis is carried out to assess the competitiveness of the company.

Table 1.

Strengths: 1. Low prices for products. 2.Creative design. 3.ECO materials. 4.Easy assembly. 5. Availability of warehouses. 6. Promotions. 7.44 countries, 227 stores. 8.90 000 jobs. 9.Support for local production. 10. Catalog (the world's largest commercial publication - 145 million copies) 11. Availability of an online store. 12. Own design program 13. Game room, mother and child room. 14. Swedish cafe and grocery store. 15. Service for people with disabilities. 16. Various credit programs.

Weaknesses: 1. The location of shops far from the center. 2. Complexity of control. 3. Orientation to the price, not to the consumer. 4. Bad service. 5. Short term (6 years). 6. Lack of adaptation of goods to the Russian market.

Opportunities: 1. Entering the market of the Far East. 2. Expansion of the range. 3. Increase online sales. 4. Free consultations of designers. 5. Production of furniture to order. 6.Production of building materials and clothing for the home. 7.IKEA app for mobile phones and tablets.

Threats: 1. Emergence of new competitors on the market. 2. Loss of suppliers. 3. Too large influx of buyers => lack of goods, queues. 4. Growth of average income of visitors => departure to competitors. 5. Insufficient number of consultants.

Section 4. SJS and "Regulations on SJS"

The personnel management system is a set of goals, objectives and main activities, as well as various types, forms, methods and an appropriate management mechanism aimed at ensuring a constant increase in production efficiency, increasing labor productivity and quality of work.

The functions of personnel management represent the main activities of the organization, focused on the effective use of the human resource of the organization. Traditionally, the following functions are distinguished:

personnel planning (including strategic);

Creation of a reserve of potential candidates for all positions;

Evaluation of candidates and selection of the best from the reserve;

The incentive system

management of personnel costs;

Career guidance and adaptation;

Evaluation of labor activity;

training and development of management personnel;

organization of personnel movement of personnel (increase, rotation, transfer, decrease, dismissal);

Career planning, ensuring professional and job growth;

formation and maintenance of organizational culture;

control over the activities of personnel, ensuring discipline.

Personnel management is carried out in the process of performing certain targeted actions and involves: determining the goals and main areas of work with personnel; determination of means, forms and methods for achieving the set goals; organization of work to implement the decisions made; coordination and control of the implementation of the planned activities; continuous improvement of the system of work with personnel.

Section 5. Personnel policy of the company

The personnel policy of IKEA is based on historically established corporate traditions and values. First of all, honesty, openness, active life position, optimism and friendliness are expected from employees. An important role is played by the readiness of people for professional improvement, all-round development, the desire to learn from their own experience and share their knowledge with colleagues. The management, for its part, does everything possible to ensure that the above-mentioned personal and business qualities are used in the company, contributing to the professional growth of employees and increasing their satisfaction with their careers. It would be difficult to achieve such an effect without a well-established, structured system of internal corporate training. An illustrative example is the training system operating in one of the IKEA stores in St. Petersburg.

Education system

The results of staff training at IKEA should be:

Adaptation to the norms and standards of the company's corporate culture;

Quality performance of duties;

Improved professional knowledge and skills of employees;

Introduction of new technologies and expansion of areas of responsibility;

Formed "personnel reserve";

Optimization of activities of departments and business processes.

Depending on the category of personnel, priority is given to specific goals, which allows you to focus training on the development of competencies that are needed by a particular group. For example, top and line managers improve their management skills; mentors responsible for training newcomers - communication skills and the ability to conduct trainings and presentations; employees working with customers - sales skills and effective stress management.

In the course of organizing training, the personnel department mainly performs the functions of an executor and coordinator, while a more important task - determining training objectives - is the responsibility of top and line managers (Figure 1). In other words, the immediate supervisors of employees answer strategic questions (whom and why to train?), and the personnel department deals with the tactical part of the work (what and how to teach?).

The effectiveness of this approach lies in the fact that everyone does only their part of the work. The manager, knowing the strengths and weaknesses of subordinates, clearly determines their need for additional training, and personnel service specialists, having tools for transferring knowledge and developing skills, organize the learning process.

Section 6. IKEA management style

The company adopted a simple democratic management style. In the office, it is almost impossible to determine who is the boss. However, the room itself is a large open space where everyone works at the same tables. Managers do not have separate offices, and any employee, if necessary, can approach them with a question. Managers do not seek to prove their own status with the help of material assets, such as exclusive furniture in the office or an expensive suit. Position in the company and respect of colleagues are won by knowledge and competence. After all, mere statements about democratic governance do not give the desired result in practice. Say, feedback from subordinates is a prerequisite for productive activity. Managers hold conversations with their employees, during which the latter get the opportunity to talk about their work and express wishes. A good tool for maintaining corporate unity is a variety of trainings for staff, which talk about the roots of the company, regulations, and principles of work. In addition, internal newspapers have become common practice. Relationships are built through a normal workflow. It is much more convenient to communicate with the manager on an equal footing within the framework determined by his experience and knowledge. Such a model is not a project that all employees can hardly support, but a natural state of affairs that harmoniously fits into the corporate culture. Company managers are its guides and at the same time an example for employees. Just by listing the rules, it is difficult to get the desired result from the subordinate. To some extent, this is similar to the methods of education. For example, managers do not force subordinates to work, but strive daily to encourage them to fruitful work by their own behavior. One of the main principles is "leading by example", that is, leadership through one's own example.

Section 7. Work with personnel in the company

To start working with staff, you must first hire it. To do this, a competency profile is compiled for all positions that are in the company.

The job profile is the main document that is used:

for the selection of candidates for employment;

for the certification of employees who have passed the probationary period, as well as for the subsequent certification of working personnel after a certain time (for example, to review the level of wages after a certain period of time - six months, a year);

To determine the goals and plan for employee training;

for the formation of a personnel reserve;

for employee career planning.

Job profile includes:

professional knowledge and skills necessary to perform this work;

competencies;

personal characteristics that correlate with the corporate culture and internal, sometimes informal rules of the company, as well as personal data.

On the part of the company, the features of the corporate culture, the work performed and the environment in which this work is performed are taken into account. Factors influencing the compilation of a job profile. When compiling a profile, two key components are also taken into account:

Features of corporate culture (team);

Features of the work performed and the environment in which it is performed.

table 2

Features of corporate culture

Expectations from the new employee in accordance with the corporate culture of the company, as well as the correspondence of the values and views of the employee to the values of the company. Based on this, the profile may include the following points: preferred relationships in the team, actions in conflict, attitude towards teamwork; leadership style in which the employee is most effective; values that the employee considers most important; plans and directions for further development of the employee; preferences for the organization of working relations, in what conditions the employee is most effective

Features of the work performed

Job description, functional duties; tools used; interaction with other departments; job characteristics as defined in the job description procedure

The immediate supervisor of the employee who is supposed to be found, as well as the HR manager, should take part in the formation of the profile during the selection. The head has a better idea of the current tasks, the personnel manager - the general trends in the company and the situation on the labor market. One of the easiest ways to build a profile is to conduct a survey of executives where they are asked about the following.

1. Choose from the proposed list of competencies and values what is mandatory, and rank the significance of certain factors.

2. Choose from the proposed list of competencies what they like most about already working employees.

Select those factors that are most dissatisfied in already working employees.

Based on these data, a profile will be compiled.

Compiling a job profile. Rules for compiling a job profile.

Table 3

	Each competency should be formulated as specifically as possible.	To specify the competencies required by an employee in this position, behavioral competency indicators are used. If the company does not have a corporate model of general and professional competencies, then each competency should be clarified with a description of specific visible examples of behavior that meet the requirements for the position. If the manifestations of the same competence in different positions are different, then for each specific position, a list of behavioral indicators should be compiled.
	Your profile should prioritize	The profile should prioritize each job requirement. Describing requirements can take the form of ranking, scoring importance, or statuses like "critical/non-critical"
	Each competency specified in the profile must have its own rating scale	For each competency, the parameters for assessing the level of development of the competency, including assessment procedures, should be indicated.

Conclusion

IKEA is a company that has long acquired its own individual corporate identity and cherishes it. Over the long years of IKEA's existence on the market, this style has become entrenched in the minds of consumers and has become recognizable by almost everyone, therefore, when entering other national markets, IKEA tries to change as little as possible in itself. And those changes that the company still has to make are always made only for the benefit of IKEA itself and consumers. In a sense, it is also a symbol of economic stability. The prices of goods approved and published in the seasonal catalog do not change during the year. The only thing that can change them is discounts as part of the regular sales that the company holds.

According to Ingvar Kamprad, any business should keep in touch with its roots. Therefore, every employee of the IKEA “family” scattered around the world knows by heart the saga of the birth of the company. Its headquarters are not located in fashionable Stockholm, but in the village of Elmhult, where the first furniture pavilion was opened in 1953. There is also a museum where you can learn about the milestones of her business journey. For IKEA, historical heritage is an integral component of the success of the corporate culture and business philosophy, on which more than one generation of managers and ordinary workers has been brought up.

Bibliography:

1. A.G. Budrin - International marketing part 1, St. Petersburg, 2003

2. Bertil Torekul. The saga of IKEA. The true story of how a Swedish entrepreneur conquered the world, and now Russia. - M., "Astrel", 2003.

IKEA founder Ingvar Kamprad is 91 years old and lives in the Swedish town of Epalenge, surrounded by numerous children and grandchildren. The businessman assures that he is always ready to accept new members into the family - this is how he treats the employees of his company. Kamprad loves to invite guests and discuss business at the table.

In the business world, the Swede has become known as an eccentric, because he always follows his own path, contrary to trends and opinion of the majority.

Successful leaders face the "invisible barrier" when the pace of personal development slows down and soon stops altogether. Such slipping threatens to lose everything that you have achieved over the years of hard work.

Building a company like a big family

When the family business could already be called a full-fledged company, Ingvar continued to profess a simple management philosophy: only those who you consider family work in the company. The company moved into a spacious office a long time ago and hired hundreds of workers, but the homely atmosphere persisted. The head of the company followed the path of simplification: in the 1960s, he decided that employees should not wear business suits. “It was strange to come to work in a sweater and no tie. Everyone addressed each other as “you”, although some of it jarred,” recalled one of the employees.

True, Kamprad admits that sometimes family relationships harm work: “My worst mistake was to participate in the TV business as a co-owner of the factory. It cost IKEA 30% of its revenue (about $6.25 million) over a five-year period. I appointed my relative's husband as manager, but he and the factory manager were more interested in flying airplanes than in business. The worst thing is that I saw the problem, but could not find the courage to stop everything in time.

Masterfully bypass obstacles

At the beginning of the journey, due to the policy of low prices, the company was boycotted by suppliers and other market players. The company was not allowed to attend exhibitions, was not allowed to order raw materials, and the delivery of goods was disrupted. Some suppliers sent furniture but "forgot" to put the recipient's name on the boxes. Others agreed to make furniture for IKEA, but only if the design was completely changed. IKEA got out as best it could. If the company was not allowed to participate in the fair, it delegated another firm owned by Kamprad or some reliable supplier. In the end, the competitors gave up. And IKEA opened its own pavilions and stores.

Create and sell new concepts

IKEA designer Gillis Lundgren once photographed a table that was supposed to be packed. He muttered with displeasure that the table takes up a lot of space, and suddenly suggested: let's unscrew the legs and put them under the table top.

So the idea of flat parcels was born in the company. This was the start of a revolution. The 1953 catalog offered buyers a folding table "Max". At first, few people appreciated the idea. Newspapers ridiculed the company: they published comics and feuilletons about how customers suffer with a screwdriver after receiving a designer in the mail. Despite this, IKEA honed the idea. The more collapsible furniture the company produced, the lower the price it asked for its products.

Over time, Kamprad refused the services of insurance agencies. Thanks to reliable flat packaging, prefabricated furniture was less “injured” during transportation. Soon IKEA introduced self-service and installed cash registers at the exit. Catalog sales have declined sharply. The buyers took on the most labor-intensive task of delivering and assembling the furniture, allowing the company to double its profits.

Preserve corporate values

Kamprad selects key employees personally, not trusting the opinion of subordinates. The HR manager of the company says: “We appointed a new director of operations, which colleagues really liked.

But Ingvar was not sure of the correctness of the choice. He invited the newcomer to his farm to go fishing. The men talked all night, and the next day, a dejected Ingvar complained that it was now impossible to find a reliable person. It turned out that the new employee does not recognize the values of the company. The search for the director had to be resumed.

Since 1953, IKEA has had a tradition of celebrating Christmas together in the DC Nord warehouse building. At first, 30 first employees participated in the celebration, who listened to Kamprad's speech and received gifts from his hands. Now with more than 40,000 employees at IKEA, 1,600 of the best-performing employees of the year gather for Christmas. The list of invited Kamprad is personally. The festive table is modest: milk, ham sandwiches, coffee and gingerbread cookies. Veterans of the company who have served for more than 20 years are awarded gold badges. Their head of IKEA honors especially.

Furniture seller's commandments

The full text of the Furniture Dealer's Commandments was first published by IKEA in 1976. It has been reprinted many times and distributed to the company's employees around the world. The last edition appeared in 1996 and consisted of 36 pages. Here is his summary.

1. Product range is our main difference. IKEA offers a wide range of beautiful and functional home products at prices so low that as many people as possible can afford them.

2. The soul of IKEA is a living and real force. The company is built on enthusiasm, the desire for innovation, frugality, responsibility and simplicity. We must care for and encourage each other. It is a pity for those who do not want or cannot be with us.

3. Profit creates resources. IKEA strives to make a profit with low prices, good quality, efficient development of production, improved trade and savings.

4. Achieve good results with limited means. Waste is considered a mortal sin at IKEA.

5. Simplicity is a virtue. Complicated rules paralyze, oversized plans lead to the death of companies, and simplicity empowers. Our employees don't drive fancy cars or stay in expensive hotels.

6. We choose our path. If we had asked the experts from the very beginning whether it would be worthwhile to build such a large enterprise like IKEA in a small place like Elmhult, they would have tried to dissuade us. The company goes its own way, turning shirt factories into curtain factories, and window frame factories into furniture factories.

7. Focus is essential to our success. We can never do everything, everywhere and at the same time.

8. Taking responsibility is our privilege. Fear of mistakes is the root of bureaucracy and the enemy of development. Use the privilege - your right and duty to make decisions and take responsibility.

9. The main things are ahead of us - a great future! You can do so much in ten minutes. Let's continue to be a group of committed fanatics who stubbornly refuse to take the word "impossible" for granted.