he behavior and level of competence of members of the organization in any situation of its activities. It is determined that the modeling of the behavior of employees of the organization depends on their interactions and oppositions, on the degree of merging into general organizational behavior. It is noted that in order to achieve the level of competitiveness in the world economy, domestic enterprises should transform professional environments into highly organized communities with progressive value systems, productive activities that can provide conditions for becoming a person
who competently solves their own professional problems and civic behavior. It is substantiated that organizational behavior is the behavior of employees united in certain management processes, which have their own cycles, rhythms, pace, structure of relations, organizational framework and culture. These processes, on the one hand, are guided by the efforts of leaders of all ranks, depend on their management culture, and on the other - are implemented in the behavior of direct employees of the organization. Organizational behavior is formed at the intersection of two main organizational forces: subordinate (subordination of employees «from top to bottom») and coordination (coordination of the interests of units). The optimal ratio of subordination and coordination forces in time and space and determine the organizational management system, organizational culture. Organizational behavior of employees is psychologically manifested primarily in their attitude to the organization in which they work. The attitude of the top administration towards its employees is the initial reason for this or that behavior. It is determined that the level of corporate culture forms the image of the enterprise. Summarizing the existing definitions of corporate culture, its interpretation is proposed - it is mastered and used by members of the organization values that determine their behavior; social climate in the organization and the dominant system of values and behaviors in the enterprise. It has been proven that the head of an organization or institution, at any stage of its development, can manage organizational behavior by modifying or adjusting it through his culture in two ways: the leader inspires staff and implements his fundamental beliefs and values, and the
leader pays attention. details of the daily life of the team, controls the process of implementing the rules approved by the company. It is noted that moral and ethical values are a component of corporate culture and are a legacy of national culture. Positive corporate ethics can be created in an effort to achieve a balance between positive and negative behaviors of persons working in the enterprise and indirectly
involved in its activities.
THE QUALITY MODEL ORGANIZATIONAL CULTURE ASSESSMENT INSTRUMENT (OCAI)
