Organizational culture as a component of anti-stress management in a company

Organizational culture is the result of an ongoing process that is influenced by a variety of internal and external factors. If the company’s management does not pay sufficient attention to the development, adherence to, and evolution of organizational culture, employees may adopt destructive attitudes such as laziness, indifference to results, or lack of initiative, which can lead to a decrease in overall efficiency. To prevent this, the article addresses the following issues: • the current structure of organizational culture, including artifacts, symbols, proclaimed values, and basic assumptions; the impact of organizational culture on business performance; • “order” approaches and the role of the leader in shaping the company’s organizational culture; • types of organizational culture and their impact on stressfulness; and it is concluded that the basis of organizational culture should be the principles and methods that contribute to the reduction of stressfulness in the team, creating the basis for the conditions of anti-stress management. Next, the principles of organizational culture for preventing employee stress and the principles for the formation and maintenance of an organizational culture that promotes antistress management are considered. The article concludes with measures aimed at monitoring the effectiveness of anti-stress measures and concludes that companies that integrate organizational culture into their strategic planning process are more likely to achieve their business goals.