Шаг к успеху в бизнесе. Корпоративная культура. Steppingstone to Success in Business. Corporate Culture

Министерство науки и высшего образования Российской Федерации 

НОВОСИБИРСКИЙ ГОСУДАРСТВЕННЫЙ ТЕХНИЧЕСКИЙ УНИВЕРСИТЕТ 

 
 
 
В.Л. КАРАКЧИЕВА 
 
ШАГ К УСПЕХУ В БИЗНЕСЕ 

 КОРПОРАТИВНАЯ КУЛЬТУРА 
 
STEPPING STONE TO 
SUCCESS IN BUSINESS  

CORPORATE CULTURE 
 

Утверждено  
Редакционно-издательским советом университета  
в качестве учебного пособия  

 
 

НОВОСИБИРСК 
2019 

 

ББК 81.432.1-7-923 
        К 211 
 
Рецензенты: 
А.А. Телегуз, канд. филол. наук, доцент кафедры иностранных языков 
Новосибирского военного института имени генерала армии  
И.К. Яковлева войск национальной гвардии Российской Федерации; 
Е.Ю. Камышева, канд. пед. наук, доцент, зав. кафедрой иностранных 
языков Новосибирского государственного технического университета 

Каракчиева В.Л. 
К 211  
Шаг к успеху в бизнесе. Корпоративная культура. Steppingstone to Success in Business. Corporate Culture: учебное пособие / 
В.Л. Каракчиева. – Новосибирск: Изд-во НГТУ, 2019. – 74 с.  

 
ISBN 978-5-7782-3751-3 

Учебное пособие «Шаг к успеху в бизнесе: Корпоративная культура. 

Stepping-stone to Success in Business: Corporate Culture» предназначено для 
практических занятий по дисциплине «Иностранный язык» (английский) 
студентов 1 курса направления подготовки 38.03.01 «Экономика», 38.03.02 
«Менеджмент», 38.03.05 «Бизнес-информатика». 

Цель учебного пособия – развитие иноязычной коммуникативной 

компетенции в сфере профессиональной коммуникации. Пособие состоит из 
пяти разделов: Corporate Culture: Understanding the Concept; Examples of Great 
Company Cultures; Culture Fit or Culture Add; Corporate Culture Framework и 
Supplementary reading.  
Каждый раздел пособия содержит тематические материалы и разработанный к ним комплекс заданий, нацеленный на развитие языковых, 
речевых и коммуникативных умений и навыков.  
Учебное пособие может использоваться как для аудиторной, так и 
самостоятельной работе обучающихся. 

Работа выполнена на кафедре иностранных языков НГТУ 
 
 
ББК 81.432.1-7-923 
 
ISBN 978-5-7782-3751-3 
© Каракчиева В.Л., 2019 
 
© Новосибирский государственный  
 
    технический университет, 2019 

СОДЕРЖАНИЕ 

Предисловие ............................................................................................................. 4 

Unit 1. Corporate Culture: Understanding the Concept 

Понятие о корпоративной культуре ........................................................... 5 

Unit 2. Examples of Great Company Cultures  

Примеры корпоративных культур ........................................................... 18 

Unit 3. Culture Fit or Culture Add?  

Соответствие корпоративной культуре ................................................... 32 

Unit 4. Corporate Culture Framework  

Типы корпоративных культур .................................................................. 52 

Supplementary reading  

Текст для дополнительного чтения ........................................................ 67 

Рекомендуемая литература ................................................................................... 72 

 
 
 
 
 
 
 
 
 

ПРЕДИСЛОВИЕ 

Учебное пособие предназначено для практических занятий по английскому языку студентов первого курса направлений 38.03.01 «Экономика», 38.03.02 «Менеджмент», 38.03.05 «Бизнес-информатика». 
Целью пособия является развитие иноязычной коммуникативной 
компетенции в сфере профессиональной коммуникации. В пособии 
использованы актуальные аутентичные материалы: PR-материалы известных зарубежных компаний (печатные и видео), различные прагматические тексты, а также текст научной публикации о корпоративной 
культуре (публикация HBR, 2018).  
Пособие включает четыре раздела (Units) и текст для дополнительного чтения (Supplementary Reading). Каждый раздел включает несколько уроков (Lessons); каждый урок, в свою очередь, нацелен на 
формирование одного из основных речевых навыков (чтение, аудирование – в формате работы с видеоматериалами, устная речь, письмо) или 
на отработку вокабуляра и функционально необходимой грамматики. 
Основное внимание в пособии уделяется формированию навыков 
аналитико-синтетической переработки информации. На это направлены задания на формирование различных стратегий чтения и аудирования, установление логической и структурной связности текста, резюмирование содержания текста (summary) анализ конкретных проблемных ситуаций (case analysis). 
Структура и содержание пособия подчинены задаче формирования 
профессионального кругозора с учетом особенностей восприятия материала студентами-первокурсниками, только начинающими изучать 
общепрофессиональные дисциплины. 
В первом разделе раскрывается понятие корпоративной культуры, 
далее это общее понятие конкретизируется на примерах известных зарубежных компаний; также на конкретном примере рассматривается 
проблема унификации и многообразия в культуре организации, возможности управления корпоративной культурой. На завершающем 
этапе приводится общая классификация корпоративных культур и обсуждается соотношение культуры и стратегии развития организации.  

UNIT 1 

Organizational Culture: Understanding 
the Concept 
 
 
 

LESSON 1 

FOCUS ON   READING 

 

 
Here are three organizational culture quotes to inspire you to think 

about how culture makes the company. 

 
 In small groups, discuss the quotes; jot down your thoughts and 

questions that emerge from the quotes. Share your ideas with other 
groups. 

 Employees make hundreds of decisions on their own every day, and 

culture is our guide. Culture tells us what to do when the CEO is not in the 
room, which is of course most of the time. 

– Frances Frei and Anne Morriss,  

Harvard Business Review 

 Culture eats strategy for breakfast.  

– Attributed to Peter Drucker 

 Corporate culture is the only sustainable competitive advantage that is 

completely within the control of the entrepreneur.  

– David Cummings, Co-Founder, Pardot 
_____________________________________________________________ 
 
According to a survey, 82% of the 

respondents believe that “culture is a 
potential competitive advantage,” yet 
fewer than 12% believe they truly 

understand their culture. Despite the fact that most organizations do not 
understand their culture, over half of them say they are actively attempting 
to change it. Scary to think that they are trying to change something that 
they do not even understand… 

http://blogs.infor.com/healthcare/2016/04/one-word-to-describe-your-companys-culture.html  

 

 

 
 Read the text below. Three examples (A, B, C) have been 

removed from the text. Put them in the proper place. 

Organizational culture refers to a system of shared assumptions, values, 

and beliefs that show people what is appropriate and inappropriate behavior. 

In addition, here is some 
statistics: 

These values have a strong influence on employee behavior as well as 
organizational performance.  

Culture is largely invisible to individuals just as the sea is invisible to 

the fish swimming in it. Individuals tend to become more aware of their 
organization’s culture when they have the opportunity to compare it to other 
organizations.  

The culture of the organization is closely linked to organizational 

design.  

 
Example 1 … 

 
An organization’s culture may be one of its strongest assets or its 

biggest liability. Researchers found a relationship between organizational 
cultures and company performance, with respect to success indicators such 
as revenues, sales volume, market share, and stock prices. At the same time, 
it is important to have a culture that fits with the demands of the company’s 
environment.  
 
Example 2 … 

 
So, having the “right” culture may be a competitive advantage for an 

organization, while having the “wrong” culture may lead to performance 
difficulties and organizational failure, and may act as a barrier preventing 
the company from changing and taking risks. 

Culture is a more powerful way of controlling and managing employee 

behaviors than organizational rules and regulations.  
 
Example 3 … 

 
Therefore, the ability to understand and influence organizational culture 

is an important item for managers to have in their tool kit when they are 
carrying out their controlling function. 
 
 

Examples 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 

A  When a company is trying to improve the quality 
of its customer service, rules may not be helpful, 
particularly when the customer’s problem is unique. 
Instead, creating a culture of customer service may 
achieve better results. The employees will know that 
the company priorities in this case are clear: Keeping 
the customer happy is preferable to other concerns, 
such as saving the cost of a refund. 

B  A culture that empowers employees to make 
decisions could prove extremely resistant to a 
centralized organizational design, hampering the 
manager’s ability to enact such a design. However, a 
culture that supports the organizational structure (and 
vice versa) can be very powerful. 

C  If a company is in the high-tech industry, having 
a culture that encourages innovativeness and 
adaptability will support its performance. However, 
if a company in the same industry has a culture 
characterized by stability, a high respect for 
tradition, and a strong preference for upholding rules 
and procedures, the company may suffer because of 
its culture. 

 Fill out the gaps in the summary. 

Key takeaways: 

Organizational culture is a _________ of shared _________, ________, 

and ________ that helps __________ understand which _________ are and 
are not ____________ within an organization. Cultures can be a source of 
________ __________ for organizations. Strong organizational cultures can 
be an organizing as well as a controlling __________ for organizations.  

http://open.lib.umn.edu/principlesmanagement/chapter/8-3-understanding-organizationalculture/ 

 LANGUAGE FOCUS 

 Match the words on the left with those on the right to make 

collocations. Sometimes more than one collocation will be possible. 

 
 
advantage 

appropriate 
 
asset 

biggest 
 
assumption 

competitive 
 
behavior 

company 
 
culture 

customer 
 
design 

employee 
 
failure 

organizational  
 
indicator 

performance 
 
influence 

shared 
 
liability 

strong 
 
regulations 
 
 
service 

 
 Make opposites of the adjectives by adding the prefixes:  

dis-, un-, in 

appropriate           visible           aware         happy 

advantage 
 
Use the words to make sentences.  

 Use the function words from the box to complete the sentences.  

as 
from
to

as well as
of
out

between 
on
such as
 
Organizational culture refers _____ a system _____ shared assumptions, 
values, and beliefs. 
These values have a strong influence _____ employee behavior 
________ organizational performance. 

Culture is invisible _____ individuals just _____ the sea is invisible 

_____ the fish swimming in it. Individuals tend to become more aware 
_____ their organization’s culture when they have the opportunity to 
compare it _____ other organizations.  

The culture _____ the organization is closely linked _____ 

organizational design.  

Researchers found a relationship ______ organizational cultures and 

company performance, with respect to success indicators ______ revenues, 
sales volume, market share, and stock prices. 

Having the “wrong” culture may lead ______ performance difficulties, 

and may act _____ a barrier preventing the company ______ changing and 
taking risks. 

Culture is a powerful way _____ controlling and managing employee 

behavior. 

The ability to understand and influence organizational culture is an 

important item for managers when they are carrying _____ their controlling 
function. 

 Fill out the gaps in the text by memory. 

Organizational culture is a system of ___________ assumptions, values, 

and beliefs that show people what is ____________ and ______________ 
behavior. These values have a strong influence on organizational 
___________________.  

Individuals tend to become _____________ of their organization’s 

culture when they have the ____________ to compare it to other 
organizations.  

Therefore, having the “right” culture may be a ___________ 

_____________ for an organization, while having the “wrong” culture may 
act as a barrier ____________ the company from changing and taking risks. 

Culture is a more powerful way of controlling and managing employee 

behaviors than organizational _________________.  

LESSON 2 

FOCUS ON VOCABULARY 

 Think of FIVE WORDS to describe YOUR ideal company and its 

employees. Fill out the table below. 

 

 

 
Avoid buzzwords! Everyone would want to work for an innovative 

company comprised of talented, dedicated, ambitious individuals. But what 
makes your company culture distinct? That is the question at least TWO of 
your five words should address. 

 Go round the class and interview your peers. How diverse are 

your lists?  

My words 
Student 1
Student 2
Student 3