| Abstract |
Socio-cultural systems analysis and understanding we can hardly imagine without organizational culture analysis. Today the Lithuanian businesses survive severe market challenges and changes, it is important to look for and analyze the success of alternative models of organizational cultures, to understand and adapt the Lithuanian market. This article analyzes the successful and adaptive in different periods of market functioning SEMCO organizational culture. The article reviews and analyzes the emergence of organizational culture, origins and factors. SEMCO is already more than thirty years of active company when it took over from his father's leadership Ricardo Semler. Until then, have been the traditional, strictly controlled, bureaucratic company, which manufactured a variety of ship industry and industrial mixers. SEMCO has thirty years of continuous growth and profit-driven story. Today SEMCO is a large multinational company operating in different countries. Goods and services as well as the spectrum is very wide, from factory-processing mixers, separators, pumps, mining, oil and shipping industry to environmental consulting companies or real estate. Manual (Ricardo Semler) willingness to experiment and make a living organization, and controlled by the same workers and not setting profit as the primary objective, probably due to its unique organizational model formed today. Unique is that SEMCO successfully grow and spread, despite the fact that according to traditional theories of management and control organization should fail during the first year. Large organizations are not characterized by flexibility and adaptability, as they become inflexible and susceptible to market changes. Company's goal from the head of the company management was beginning to withdraw its function and to transfer all management to company employees. Over the past thirty years to do it. SEMCO currently headed by the Advisory Board of 10-12 people, which rotates a few months took a CEO's chair. The organization shall be guided by the organizational model, the base of which is not a traditional hierarchical structure. he company does not promote the stories, myths, ceremonies and traditions since the creation of perception that this is temporary and not important to job satisfaction. Each team forms a unique mini-ceremonies and traditions of the set, which is also constantly changing the rules of job rotation and absence. The only known throughout the company and the authority of the hero is the head of Ricardo. However, since the same over the years, staff inure to the uniform rules of communication and working with him, he is not a god or the one, the more that his organization often opposes the decision and rejects them, because employees have the right to veto any management decisions. Also heads the company does not have any exclusive privileges starting from a separate parking, to the dining room. SEMCO organizational culture seen as a completely original and unique. It is difficult to seriously squeeze into any frames of theory and classify, because the company is constantly developing and developed without a theory or model, but simply in accordance with democratic principles and refuse of the control, and rights of workers to the principle of delegation. Therefore, the existing organizational culture is unique and distinct, and demonstrated good performance, even in periods of crisis, this successful model has an interesting perspective and analysis. In order to assist the Lithuanian businesses for sustainable development, it is considered that alternative and successful organizational cultural analysis is necessary. We hope that this article about SEMCO broaden understanding of organizational culture boundaries. |