Mission- a management structure used in strategic management, which allows you to position the control object in the outside world. The mission determines what the organization was created and exists for. The mission should reveal the general purpose of its creation, the reason for its appearance and existence, what its appearance can give to the outside world.

The mission of the organization contains a general description of what it was created for, its purpose, positioning in the outside world, approaches to the formation of internal culture. Its development precedes the development of the concept and strategy for the development of the organization.

Mission of the organization - PURPOSE

· its most general goal, presented in the most general form and clearly expressing the main reason for the existence of the organization, its social purpose.

the meaning of existence, activity;

The highest purpose

expression of the social significance of the activity;

· the role that the company is going to play in the market;

the public benefit that the company intends to bring (or already brings) to others

The mission of the company answers many questions ( why? who? what? as? why? by what means? in the name of what?), but does it as succinctly, simply and concisely as possible. - From the text of the mission it should be clear without prompting what the business is doing (industry, direction of development, type of service) and why, why it is doing it.

MISSION EXAMPLES

· Gazprom - the most efficient and balanced gas supply to Russian consumers, fulfillment of long-term gas export contracts with a high degree of reliability.

· Aeroflot Company - the most complete and safe provision of one of the fundamental human freedoms - freedom of movement.

Group of companies GAZ. To produce commercial vehicles that guarantee the customer the benefits of purchasing through uncompromising quality and reliable impeccable service, backed by the highest competence of personnel, partner suppliers, innovations in production and products.

The Baltic. We create a quality product that gives people the joy of communication, makes their life brighter and more interesting.

· MegaFon. MegaFon will unite Russia by breaking down barriers and developing communications to become the obvious choice for everyone.

· Elite beauty salons and stylish clothes: We decorate people's lives, make important events in their lives more vivid and memorable, providing beautiful outfits for any holidays, celebrations and ceremonies, high-quality services for creating an image and style.

· "Rospechat" - to be a link between publishers and readers.

Other milestones are needed to realize the mission and achieve the vision. A group of such guidelines linking the mission and vision is defined as the corporate philosophy.

Vision(strategic goal) is a managerial design that reflects the representation by the subject of management of the managerial situation, the current desired position of the managerial object, the ways of transition from the current state to the desired one. The vision of the ways of development of the object of management and achievement of the set goals allows the manager to make decisions in a specific management situation. The vision is used in the development of the mission, concept and strategy for the development of the control object, based on which plans and programs are developed and implemented that determine the activity of the control object. The process of strategic management begins with the formation of a vision of the managerial situation.

Philosophy of the organization establishes a set of internal organizational principles and rules for the relationship of personnel. This is a kind of system of values ​​and beliefs of the personnel of the organization, perceived by employees in the process of labor adaptation. This is a kind of moral code of the organization, which guarantees success and well-being, reduction of conflict, a normal socio-psychological climate in the organization.

Many questions of the organization's philosophy are reflected in its program and regulatory documents. However, a single set of philosophical statements is necessary and allows:

Regulate work relationships between employees

accelerate the adaptation of newly hired employees

standardize the views in the team

legitimize and regulate the policy of the owner in relation to the organization

When developing a philosophy, organizations are based on existing regulations (the Constitution of the Russian Federation, the Civil Code, the Labor Code of the Russian Federation, the Declaration of Human Rights, etc.), the Charter and the collective agreement of the enterprise, the peculiarities of national and regional cultures, global and Russian experience of companies. It is also necessary to take into account the national composition of employees, regional specifics, type of production, industry, quantitative composition of personnel, material and cultural standard of living, personal beliefs of the owner and head of the organization.

As a rule, the philosophy of the organization determines:

goals and objectives of the organization

declaration of the employee's rights (his personal and civil rights, cultural, social rights, rights to labor protection, fair remuneration, education, rights to protect his interests, etc.)

What is encouraged and prohibited

business and moral qualities and guidelines

working conditions and organization of workplaces

appraisal and payroll

social benefits and guarantees

Possibilities for the implementation of hobbies, conditions for recreation

Corporate Philosophy- a complete, detailed, detailed presentation of moral, ethical and business standards, principles, creeds that guide the company's employees. Corporate philosophy plays the role of an internal organizing principle that establishes moral and ethical priorities that employees must adhere to on a daily basis. When formulating its terms, such words as "perfection", "quality", "trust", "competence", "pride", "care", "mindfulness" are often used.

Question 9. Reflection in the vision, mission and values ​​of the organization of the interests of stakeholders - owners, managers, employees, society, consumers.

There are many definitions of stakeholders (groups of influence) (stakeholder - groups of influence or support groups. It can also be individual individuals). Stakeholder theory argues that the goals of organizations should take into account the diverse interests of various parties, which will represent some type of informal coalition. The relative power of different influence groups is key in assessing their importance, and organizations often rank them in relation to each other, creating a hierarchy of relative importance. Stakeholder analysis includes the identification and systematization of the main stakeholders, the assessment of their goals, the collection of information about them, the use of this knowledge in the strategic management process and the application of the adopted strategy. Stakeholders can be divided into 4 main categories:

Groups of influence financing the enterprise (e.g. Shareholders, investors)

Managers who run it

· Employees working in the enterprise (at least that part of them that is interested in achieving the goals of the organization).

· Economic partners (includes buyers and suppliers).

· The behavior of influence groups or coalition members is determined by their interests. These interests are relatively stable over time, and different groups are willing to make different efforts to pressure the organization to adjust organizational behavior in accordance with these interests.

Owners. The rational approach on which economic theory is based makes a number of important assumptions about owners:

a company exists for the benefit of its owners

the only task of the owner is to maximize his financial well-being

owners are interested in maximizing profits

The owners exercise full control and make all important decisions.

· Decisions of owners are based on perfect knowledge, unlimited experience and abilities.

Top management.

It is assumed that top managers can pursue their goals through the organization's goal of maximizing sales revenue. The argument is that increased sales mean more prestige, higher salaries, a better position in dealings with financial institutions, and easier-to-manage staff.

Employees. The company sets goals and acts in response to the influence exerted by the personnel and their actions. The divisions are aimed at attracting a part of the resources distributed by the company.

G. Mintzberg defines the leadership of the organization and its employees as an internal coalition and identifies six such groups:

Top management (those who are the key strategists of the organization)

Operators (those who produce products)

Line managers (coordinate production activities)

Analysts (develop planning and control systems

Support staff (provides indirect support for production, as well as the entire organization).

Buyers. They expect from the organization products or services that represent the purchase of goods for their money. They are interested in the purchased products (services) to increase their standard of living in proportion to the price paid.

Suppliers. Porter points out that suppliers care about their power over the organization. They take into account the level of interchangeability of products of different suppliers, their concentration, the existence of costs for switching suppliers and the creation of a dependency relationship.

Question 10. Strategy and corporate culture

Corporate philosophy is a set of conceptual and semantic principles accepted by the organization and shared by its employees, dominant values, concepts 355 15. Corporate identity and beliefs; methodological principles underlying the firm's policy.

The basis of corporate philosophy is the conceptual vision of the founders or top managers of the organization, which gives general answers to questions about the essence, global tasks, and the social role of an organization. Corporate philosophy is determined not so much by the economic as by the social functions of the organization, its traditions and experience. The corporate philosophy is designed to contribute to the solution of both internal and external corporate problems. In particular, the corporate philosophy contributes to the process of personnel integration, plays an important role in the system of social design, the formation of a system of rewards and punishments. The following groups of the public are interested in identifying the corporate philosophy: - the owners of the company - the formation of a corporate philosophy makes it possible to achieve sustainable profit growth sufficient to increase the strategic potential of the company; - employees of the company - corporate philosophy promotes unity within the organization, development of the corporate spirit; - consumers of the company's products - the creation of a corporate philosophy contributes to the formation and consolidation of the desired image of the company in the minds of the target audience; - formal and informal business partners of the company - corporate philosophy makes it possible to most advantageously position your organization in relation to other market objects; - society as a whole - corporate philosophy allows you to determine the place of the company in society and its social and social role.

CSR is “a voluntary contribution of business to the development of society in the social, economic and environmental spheres, directly related to the core business of the company and going beyond the minimum specified by law.”

There are two SI technologies. 1. Direct investment of the company, when the company independently concludes contracts for charitable support, pays the bills. The model is typical for the early stages of CSR development. 2. Investments through social funds, when the company either creates its own funds or participates in the system fund.

V. A. Spivak defines corporate culture as “a system of material and spiritual values, manifestations interacting with each other, inherent in this corporation, reflecting its individuality and perception of itself and others in the social and material environment, manifested in behavior, interaction, perception of oneself and the environment.

Corporate culture is a set of values, norms, opinions that are reflected in the actions of employees at all levels of the organization and form an unwritten code of conduct.

In most approaches to the interpretation of the structure of culture, such a component as values ​​is singled out. Values ​​are understood as: beliefs shared in a society (community) regarding the goals to which people should strive and the main means of achieving them; generalized ideas of people about the goals and norms of their behavior

Possible values ​​and norms of the organization may be: - purpose of the organization (what is the mission); - the importance of various leadership positions and functions (importance of leadership positions, roles and powers of departments and services); - leadership and management style (authoritarian, consultative or collaborative style); - treatment of people (concern for staff, impartial attitude); - decision-making processes (who makes decisions, who is consulted); - dissemination and exchange of information (informing employees, ease of information exchange); - the nature of contacts (preference for personal or written contacts, established rules for official communication channels, the possibility of contact with top management).

In accordance with the corporate culture of the organization, employees adhere to the rules and norms of behavior. The set of rules and norms of conduct, standards of relations between employees, as well as between them and managers or management of teams, departments of the corporation is expressed in official documents, codes of honor, codes of corporate conduct, etc.

Strong cultures are those that have the following elements: - strong, unifying corporate philosophy and mission; - a leader who trusts others and who is believed in; - open communication channels and access to senior management; - people and productivity as a special value; - customers and service as an area of ​​special attention; - a pronounced sense of belonging inherent in all; - presence of ceremonies, rituals, customs supported by all; - general emotional upsurge regarding work and future; - a sense of satisfaction associated with performance skills, efforts invested in a common cause and reward. The signs of weak cultures are the following: - "heroes" of the organization are destructive; - the rituals of everyday life are unorganized; - lack of clear values ​​and beliefs; - short-term strategy, turned on itself (inside); - the presence of interpersonal problems, battles between individual groups, lack of a team and a sense of ownership. An effective and strong culture is distinguished by: - ​​interaction and understanding; - commitment to the organization and readiness to meet its standards; - high demands on the performance of their duties; - Satisfaction with work and pride in its results; - willingness to adapt to any changes caused by changes in the market.

14. Professional organizations of PR-specialists and advertisers in Russia and abroad. Professional periodicals. professional competitions. Certification and licensing of the profession.

An important role in the development of public relations as a field of knowledge and type of activity is played by professional associations of specialists in this and related fields.

World experience has shown the great efficiency of professional associations that perform the following functions:

Unite their members in the struggle for their interests;

Accumulate all information in this area of ​​public interest;

Carry out lobbying activities in legislative and governmental bodies in order to meet the needs and requests of their members;

Form a positive public opinion about their profession;

They hold conferences, congresses, seminars, trainings in order to coordinate actions, mutual support and dissemination of experience, as well as to improve professionalism;

Carry out international communications in the global market PR services;

They contribute to faster formation of the image and the emergence of trust in the member of the association, since the conditions for admission to the association are professionalism, business reputation and financial solvency.

Here is the basic information about some of the leading Russian and international associations of specialists in the field of public relations.

Russian Association for Public Relations (RASO) established in 1991 as a public non-profit organization. It has permanent regional branches in the Central, Northwestern and Ural federal districts, as well as representative offices in the Nizhny Novgorod, Saratov, Volgograd, Irkutsk and Ivanovo regions.

The mission of RASO is to consolidate the efforts of individual operators PR-market for solving issues of general industry importance.

RASO tasks:

Creation of infrastructure PR-industry for its comprehensive and progressive development;

Protection of interests PR- the industry as a whole and each of its subjects in particular;

Introduction into practice and business turnover within the industry of professional and ethical standards, as well as control over their observance;

Development of human resources PR-industries and improvement of higher and postgraduate education in the field of public relations.

RASO members are: PR- agencies, PR-departments of commercial structures, PR-departments of state institutions, educational, scientific, analytical structures, individuals.

In June 1997, at the General Assembly of the European Confederation for Public Relations in Helsinki, the Russian Association for Public Relations was accepted as a member of the confederation. RASO also cooperates with the International Association for Public Relations (IPRA) American Society PR (PRSA) and other professional associations PR firms Europe and America.

Association of Public Relations Consultants (AKOS), established in 1999, brings together the most reputable independent companies in Russia operating in this field. This is fundamentally new for the Russian market PR association, the main tasks of which are:

Protection and promotion of business interests PR agencies;

development of public relations as a business area;

Russian market research PR;

Solving pricing issues;

Development and implementation of work quality standards PR-consultants;

Exchange of experience with colleagues abroad;

Creation and development of a system for exchanging clients with firms - members of foreign associations that are members of the International Organization of Consulting Companies in the field of public relations (ICCO).

International Public Relations Association (International Public Relations Association - IPRA), founded in 1955 in the UK, currently brings together professionals from 58 countries.

Main tasks IPRA:

Provide channels for the exchange of theory and practice between specialists;

To acquaint its members with research and publications in the field PR;

Organize meetings, congresses, congresses in order to improve knowledge in the field PR;

Implement standards PR;

Develop the specialty of public relations and help national associations in their organization and improvement.

Annually IPRA presents awards “For outstanding contribution, the best mutual understanding in the world”.

International organization of public relations consulting companies (International Communications Consultancy Organization– ICCO) established in 1986 by national associations PR- companies from a number of European countries to coordinate professional activities in the international market and achieve the highest possible level of quality and efficiency PR services . The organization includes 27 national associations.

Main tasks ICCO:

creation of opportunities for the exchange of experience in the field of communications;

Creation of high standards of quality and efficiency of consultants' work;

Development of ethical principles and standards in the work of professional communicators;

Harmonization of practical activities in the field PR-consultations;

Tracking European Union legislation in relevant areas;

Assistance in customer training;

Acting as an intermediary between consulting companies in different countries;

Help in search PR-companies - partners in different countries.

International Association of Business Communications (International Association of Business Communicators– IABC) is one of the most authoritative international professional organizations that brings together experts in the field of business communications. This is a non-profit organization. Legal status of the Russian branch IABC– non-profit partnership.

The Association was founded in 1970 and today has members in 60 countries of the world.

Membership in the Association provides an opportunity to receive the necessary information to improve professional skills in the field of communications, public relations, human resource management.

Specialists from various industries around the world, working in commercial and non-profit organizations, use the resources of the Association to improve the efficiency of their activities.

Tasks IABC:

Providing opportunities for continuous professional growth in their field of activity;

Exchange of experience in order to develop common ethical standards for business communications;

Determining the future of the profession by conducting extensive research;

Use of advanced information technologies in professional activities;

Uniting specialists from all over the world into a single multinational association.

International club PR Managers is an interregional public organization designed to unite professionals in the field of public relations. The club is a kind of trade union, ready to protect the interests of its members and promote their professional growth. The club was created on the initiative PR-managers working in Russian and foreign companies, government agencies and public organizations.

One of the main activities of the Club is the establishment and development of business relations with major international PR-associations.

International club PR-managers created for equal participation in the development PR industry and alternative influence on the main processes in this area.

The club solves the following tasks:

Organizes and ensures the holding of domestic and foreign seminars, conferences, symposiums and meetings on internships, exchange of experience and advanced training in the field of public relations;

Organizes and conducts practical trainings, round tables, seminars and lectures in the field of public relations;

Organizes and holds conferences and congresses to discuss the main directions of development and problems PR industry;

Conducts research on issues PR industry;

Participates in the implementation of city, regional and federal programs through a system of grants;

Supports specialized faculties and departments of Russian universities;

Provides free access to a modern library containing all specialized publications on PR, as well as to the Internet;

Provides assistance to its members in order to improve their professional level, accumulate practical experience and comply with ethical standards in the field of public relations;

Develops and implements educational programs in the field of public relations for members of the Club and for public, state and commercial structures;

Promotes advocacy PR-managers in case of conflicts with the employer, provides legal support, advises and assists in employment matters.

In international and Russian PR-practices have their own codes of professional conduct.

International codes:

Principles of conducting tenders of the European Association of Advertising Agencies;

Helsinki Charter;

Professional Charter of the International Committee of Associations PR-consultants, the so-called Rome Charter (Appendix 1);

Athenian code;

European code of professional conduct in the field PR;

International Code of Practice for Marketing and Social Research;

Code of Professional Conduct of the International Public Relations Association (Appendix 2);

British Institute Code of Professional Conduct PR.

Russian codes:

Russian Code of Professional and Ethical Principles in the Field of Public Relations (Appendix 3);

Charter of principles of cooperation and competition in the Russian market of public relations services;

Code of Professional Certification in Public Relations (Appendix 4);

Charter “Political Consultants for Fair Elections”;

Code of Professional Ethics for a Russian Journalist;

Professional code in the field of marketing.

A code of professional conduct is of great value only if it allows you to effectively regulate the behavior of specialists - professionals in their field.

Journal "PR-Line"Journal about communications in the field of IT and communications

Magazine "Corporate Imageology" Scientific and practical magazine for top managers, PR and advertising specialists, marketers, image makers.

Magazine "Chief Editor" Monthly professional magazine on media business. Our readers are Presidents and CEOs, Chief Editors of print and electronic media, heads of PR departments and press services, marketing and distribution departments. We present the leaders of print and electronic media, introduce the prospects for market development, the most important trends in global and Russian publishing practice, new technologies in organizing the work of a modern editorial office, content creation, subscription and distribution.

Magazine "Media Business". "MEDIA BUSINESS" is a magazine about how to make modern media. It is a platform for the exchange of experience of media managers, a manual for those who want to improve their skills, a guide to action and a collection of practical methods and best practice analysis. All aspects of the functioning of a modern media enterprise and the main aspect is the receipt of income and profits, since we consider the media as a business.

Magazine "Press Service. A magazine for press secretaries, heads of press services and public relations specialists. Practical experience of professionals, methodological recommendations, new things in the profession, examples of successful PR campaigns, an overview of basic issues, round tables with leading experts industries Reputation management, corporate media, information wars, information work in government, commercial PR campaigns, media monitoring, PR on the Internet, internal corporate and industry PR.

Magazine "PR Service" The magazine is addressed to employees of press services, public relations departments of state and commercial structures, specialists of consulting firms. Public relations (PR), government relations (GR), investment relations (IR) and media relations (MR): theory and practice of an integrated approach; new types of communication business; communication consulting; coaching; knowledge management; PR support for mergers and acquisitions, IPOs, obtaining cheap loans; search for influential regional partners; maintenance of internal corporate communications; PR-solutions to the problems of social responsibility of companies. Working with new types of political PR (screensavers, protests, etc.). Special methods of communication with target audiences. Solving the problems of tender contracts. "Problem-2008". Organization of the work of the press service of the company. Internet PR and more. others

"Reklamnye Ideas" - the leading Russian magazine about branding and creativity The magazine introduces readers to the latest developments in the field of branding (creation and promotion of trademarks) and creativity. Most of the authors of the journal are practitioners, so publications in the journal have methodological value.

"Communication" - a monthly specialized magazine about intellectual business and humanitarian technologies The magazine is devoted to the problems of intellectual business and the main areas of humanitarian technologies: PR, consulting, branding, advertising, political technologies, management, traditional and modern methods of marketing and sociological research.

"Sovetnik" - a magazine about public relations and the PR market | 23.04.2008 The magazine covers the problems of development and formation of the Russian and foreign markets of PR, public relations as a field of activity.

"PR in Russia" - All-Russian popular science magazine | 23.04.2008 "PR in Russia" is a professional magazine about scenarios and technologies of modern public relations. It is devoted to both theoretical and practical issues of public relations. The magazine also contains practical recommendations of experts, methods, examples from practice. The main topics of publications: news of PR companies, political science, management, media relations, creative technologies, sociology and marketing, presentation art, journalism and media relations, advertising, image and other areas.

PR contests

All-Russian competition "Ural award for achievements in the field of public relations "White Wing"

All-Russian contest "Ural award for achievements in the field of public relations "White Wing" is an annual competition of PR specialists aimed at developing and strengthening the professional field of public relations. The award is a non-commercial project. The competition is held on the initiative of the Ural branch of the RASO.
For the first time the competition was held at the initiative of the Ural branch of the Russian Academy of Education and Science in 2001. Over the history of the existence of the White Wing Prize, the geography of the contestants has expanded from Vladivostok to Kaliningrad. The competition has become a well-recognized brand that has contributed to the formation of professional standards and a positive business climate in our country. Participation and victory in the "White Wing" competition is a significant professional achievement and confirmation of the high professional status of a PR specialist.
Following the main goal, the Award forms a competitive and civilized PR market in our country. Every year, the winners of the competition set professional guidelines for their colleagues, who, in turn, try to surpass these standards in terms of efficiency, creativity and competent execution.
The White Wing Award is awarded in the following categories:

The best PR-project in the commercial field

The best PR-project in the non-commercial field

The best PR-project in public institutions

The best PR project on the Internet

Best Corporate Media

Best PR Manager

Best Press Office

Best Work on PR Theory

Best Student PR Project

PR person of the year

For contribution to the development of public relations

The Jury and the Expert Council of the Award include leading PR specialists, professionals in the field of formation and implementation of communication policy, winners of the competition of previous years, representatives of public and professional associations, representatives of universities.

PROBA-IPRA Golden World Awards

The PROBA-IPRA GWA International Public Relations Development Award is one of the first and largest professional competitions in the field of PR in Russia. The competition has been held since 2000. Since 2004, PROBA has been cooperating with the IPRA Golden World Awards, an international competition established by the International Public Relations Association: the winners of the Russian PROBA award compete for the IPRA GWA, one of the most prestigious international awards in the field of PR. Individual specialists in public relations and author teams of state, commercial, socio-political and other institutions and structures take part in the competition. Awards are presented in eight categories:

PR Specialist of the Year

PR project of the year

The best PR-project in the field of energy efficiency and energy saving

Corporate Edition of the Year

Best Work on PR Theory

Best Student Paper in PR Theory

Best Student PR Project

Best Internet PR Campaign

Award organizers: SPN Ogilvy communication agency and the Russian Association for Public Relations.

National award in the field of development of public relations "Silver Archer"

4.2. Corporate philosophy and internal image of a travel company

4.2.1. Relationship between corporate philosophy and internal image

Corporate Philosophy is a set of moral, ethical and business norms and principles that guide the employees of a travel company in their work.

The corporate philosophy and the internal image of a tourist enterprise are closely related. It can be said that the philosophy of the company is a theoretical guide to the system of values ​​and behavior patterns, and the internal image is the practical embodiment of value attitudes in specific life situations. Thus, the moral and ethical norms and principles enshrined in the corporate philosophy permeate the team from the inside through the internal image.

Being a real form of manifestation of corporate philosophy, the internal image of a travel company is formed under the influence of the following factors:

Personnel policy of the enterprise;
- orientation and training of employees;
- employee incentive systems.

Let's briefly consider each of them.

Personnel policy The enterprise includes: the level of wages, the authority of an employee in a particular position, the possibility of promotion through the ranks, various kinds of remuneration and bonuses, internal communications.

Orientation and training of employees contribute to the creation of a complex image of their own company. Trainings give staff the knowledge and motivation they need to present the company to customers. Orientation and training determine how effectively employees establish emotional bonds with consumers, how competently and professionally they perform their duties.

Reward system is one of the most effective ways to create high employee motivation and morale. And although it initially requires significant costs, it will more than pay for itself in the future. This system affects the basic emotional need of a person - the desire for a sense of their significance and the need for approval from others.

Under the influence of all these factors, the internal image of a travel company performs the following functions:

Creates an emotional tone for the perception of value attitudes;
- illustrates the norms and principles of corporate philosophy in vivid and intelligible images;
- Forms a personal interest in each employee in belonging to a single close-knit team.

All this creates a fertile ground for the implementation of the functions of the corporate philosophy. There are four main functions of corporate philosophy:

Goal definition;
- resource mobilization;
- self-identification of personnel;
- Creation of a system of values ​​for employees.

These functions largely determine the successful operation of a travel company, so it is advisable to consider each of them separately.

4.2.2. Goal definition

The corporate philosophy of a travel company should set a goal for employees or give a forecast. Forecasting is always associated with the creation of an ideal, which means not just what will be, but what should be. It is essential that workers understand and accept this ideal. How closely they perceive it will depend on the success of the impact of the values ​​provided by the corporate philosophy.

Any alien ideal seems to be imposed and is rejected. In order for the desired ideal to be accepted, each employee must be convinced that this is his own ideal. The image of a travel company plays an important role in this. The image, representing a complex of bright and intelligible images, each of which carries the desired idea, gives the employee the opportunity to highlight the idea from the perceived image. Thus, the ideal conveyed through the image becomes the subject of one's own conviction and faith. Moreover, it should be noted that the ideal may be objectively unattainable, but the staff must believe in its embodiment. If you set yourself a big goal, you will achieve small ones; if you set a small one, you will not achieve anything. Numerous examples have confirmed the validity of this statement. A start-up travel company should set itself a super-task, the achievement of which the entire workforce will strive to achieve. Only in this case the enterprise will become successful.

Getting the maximum profit is not the most successful option for the most important task. This is a short term goal. It is inside the firm and does not encourage it to scale development. The goal must be taken as far as possible outside the enterprise. This will give the impression that the staff is fighting against an external enemy. All employees will be inspired, everyone will have a common cause. Job satisfaction will increase from the realization of one's own participation in achieving incredible heights. As soon as the external enemy disappears, the situation will immediately change dramatically. Employees will start thinking about who gets paid more or who has more power. Therefore, the more “transcendental” the goal is, the more chances the team has to become a single cohesive team.

4.2.3. Resource mobilization

The corporate philosophy should encourage employees of the travel company to take certain actions to achieve the goal. The mere presence of a specific goal already has a mobilizing effect on staff. This can be explained as follows. It is very important for a person to be in a state of confidence in something. This is his normal mental state. A confident person feels calm, comfortable and safe. On the contrary, the state of uncertainty and uncertainty inspires anxiety, confusion and fear, hinders the effective activity of a person. It is very difficult to stay in such discomfort for a long time. Therefore, a person tends to avoid an unpleasant state of uncertainty. The presence of a goal set by the corporate philosophy, and the progressive movement towards it, allow this to be achieved: uncertainty is dissipated, resources are mobilized for the constant reproduction of this movement.

The internal image also contributes to the mobilization of additional resources of the travel company. If the corporate philosophy affects the conscious perception of the staff, then the internal image affects the emotional mood of the employees. Thus, the team receives both rational and emotional incentives for mobilization.

4.2.4. Personnel self-identification

The self-identification of personnel as a function of corporate philosophy involves the development of employees' commitment to their company, which could be compared with national identity. Each employee must be aware of himself, first of all, as a full member of the enterprise. The surrounding world must be clearly divided according to the principle "we - they" and give accurate answers to the questions: "Who are we?" and “How are we different from them?”. The search for these answers should begin with a study of patterns of behavior that took place in the past, that is, one should turn to the history of the enterprise.

Young travel firms, as a rule, lack a historical past. If there is no history or it is poor in events, it is necessary to invent a myth, without, of course, inviting plausibility. A myth is not always an empty fiction. It can represent real events interpreted in a certain way. Myths create heroes whose behavior patterns are recognized as exemplary and inspire the current staff with faith in success.

A young employee of a tourist company stays up late in the office, sees off and meets customers at the airport or train station, patiently listens to sometimes unfair reproaches from a disgruntled tourist, not at all because he wants to. He does so because the history or myth of his firm supports the idea of ​​such behavior as a way of life. Thus, the historical past, real and fictional, helps to convey to employees the patterns of behavior and values ​​adopted by the tourist enterprise in the form of vivid and intelligible images.

However, history and myths have a positive effect not only on the staff of the company, but also on its customers. A tourist organization with its own history inspires great confidence among consumers. History or myth creates an impression of solidity, solidity and reliability, facilitates the dialogue between the company and customers.

Returning to the staff of the tourist enterprise, I would like to note one more fact. As material needs are met, the need of a different order increases among workers - the need to understand the meaning of their own activities. It is the corporate philosophy that gives employees the true meaning of their work, which lies not only in monetary rewards. A person wants to get satisfaction from his activity, and not just work as a "cog" without an idea.

4.2.5. Creation of a value system

The system of values ​​and behavior patterns of the staff is fixed to a greater extent by myths and to a lesser extent by the history of the tourist enterprise. This disparity can be explained as follows. The history of the company is a real, successively occurred events. These events by themselves cannot always create value attitudes and principles of behavior for staff, since real facts can be interpreted in different ways or presented in an unsightly way.

Myths, unlike history, give the necessary interpretation to real facts, correct something, embellish it, focus on some positive aspects, hiding unpleasant details, and create an ideal. The hero of the myth is, as a rule, a perfect employee with exemplary behavior, working above the norm and enjoying his work. Myths demonstrate the standard of behavior to which personnel should aspire. Thus, myths are the same system of values ​​and behavior patterns, only presented in vivid and memorable examples that have a strong emotional connotation. Such colorful illustrations, aimed at sensory perception, are necessary to consolidate the values ​​and principles of behavior. Having accepted an ideological attitude with his mind, an employee of a travel company knows what is “good” and what is “bad”, and under the influence of a myth, he not only knows, but also feels it.

So, summing up this issue, we note that the atmosphere of work in travel companies that pay attention to the development of a corporate philosophy and internal image compares favorably with the atmosphere of companies that do not bother to do this. In the latter, people work only for money or a career. The collective of such enterprises is decomposed by gossip and unhealthy rumors. On the contrary, making a profit is not a super task for the staff of travel companies with a developed corporate philosophy and a formed internal image. The employees of these firms are a close-knit, integral team focused on the implementation of a common cause. Such a team has a system of values ​​and behaviors and follows it.

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1
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INTRODUCTION

1.1 Contribution of the food service industry to the economy

The discipline will be useful not only as a source of recommendations for building a career, but also as an assistant for a better understanding of the material to be studied in subsequent training courses.
Pineapple has long been a symbol of goodwill, friendship and hospitality. European explorers brought the first pineapples to Europe from Western India in the 17th century. Since then, pineapples have been diligently cultivated in Europe and have become the favorite fruit of many members of the royal families and the elite of society. Then pineapples swam across the ocean, came to North America and became part of the culture of hospitality on this continent as well. It so happened that it was pineapples that their owners began to hang on the doors or gates of establishments, so that people knew that friends and new meetings were waiting for them here ...
"The ship has arrived! Join us. There is food and drink for everyone!” Since its appearance, pineapple has been considered a symbol of hospitality and a sign of friendliness, warmth, good humor, courtesy and feasting all over the world.
According to forecasts, in the future the hospitality industry will require thousands of managers of various profiles and levels of training. There is a place here for everyone. The best advice that can be given about this is to think about what you like to do the most and get some experience in this area to make sure you really like it, because the hospitality industry has some unique characteristics.
The hospitality industry is the largest and fastest growing business in the world. One of the most interesting characteristics of this industry is the presence of many professional areas.
The industry includes providing a wide range of products and services and interacting with a large number of guests. Whether the employee is in direct contact with customers (as they say, works in the front house) or performs his duties "behind the scenes" (in the back house), the realities of work here are that a person has the ability to significantly influence the experience of people, from with which it interacts, to make the strongest impressions on them, which can even become “moments of truth” and remain in the memory of people for many years of their lives.
Regardless of the reasons in the area covered by the common “umbrella” of travel and travel, workers of various professions satisfy the most diverse needs and desires of people who find themselves away from home (Fig. 1.1). An important component of the "umbrella" of travel and tourism is the restaurant business, which is due to many reasons. People go to restaurants to satisfy different needs and desires. Of course, food is primarily a biological need that can be satisfied in a restaurant. However, these establishments and the staff working in them are not limited to solving only this task, in addition to it, they help guests to communicate with each other, relax and have fun.

Figure 1.1 - The scope of the hospitality industry and tourism
Outsourced services include catering provided by airlines, schools, colleges, universities, healthcare organizations, and businesses. Catering operations have a dual purpose: on the one hand, it is required to satisfy the desires and requests of guests, on the other hand, the customer (ie corporate client). Employees working in such organizations perform tasks much like those performed by their counterparts in restaurants. Food quality generates a positive informal opinion that attracts new customers.
The production and delivery of beverages is an important component in the activity of the industry. Beverage production and delivery systems require the participation of many people, although they are rarely seen by consumers. In particular, the key players here include a farmer who tends his vineyard every day every day, a coffee bean picker in Colombia, a sake waiter in Tokyo, and workers preparing oranges for shipment in Florida. All of these people work behind the scenes in a variety of critical areas to ensure that the consumer, whether in a resort, office, hospital, college or roadside bar, can get quality products when and where they need them.

1.2 Corporate philosophy of the industry

The core of the old corporate philosophy was planning, organizing, and controlling. Now it is changing towards giving advice, providing assistance and establishing self-control. As a result, a new management style is being developed, characterized by a greater participation of the work team, the empowerment of employees with broader powers, and an increase in the responsibility of employees for the work assigned. The new style brings more satisfaction to both employees and customers. The new corporate philosophy makes it possible to achieve industry leadership through high product quality and comprehensive quality management to a greater extent.
The corporate philosophy is primarily based on values ​​such as morality, fairness and quality. It shifts the focus from production to customer service. The slogan "What you want" defeats the old approach - "It's none of my business." Instead of the old “We always do it this way”, innovation and creativity begin to dominate. Success is achieved by those enterprises whose philosophy is clear to both their employees and customers.
Philosophy of service as a way of life. Values, the origin of which goes to a deep understanding of people, are real, have deep roots and remain in the same emotional state. Marriott's core values ​​are based on putting people first (take care of Marriott employees and they will take care of Marriott guests), striving for continuous improvement and eliminating any tensions, as well as old-fashioned, in a good sense of the word, diligence and enjoying everything. , what are you doing. Marriott's key goal is to make guests away from home feel like they are among friends and people who truly appreciate them. All activities of the company are based on this.
Corporate culture is the general style of the company, the feeling that it conveys. Corporate culture is expressed through the way people relate to each other and to their work. It can be expressed in one phrase: "This is how we do it." Chart House's image as a casual restaurant is an essential part of its corporate culture. This “everyday life” is a calculated move of professionals, behind which is the hard work of a team of many thousands. Each of the large corporations has its own culture, some emphasize it more, others less, but the purpose is the same - to rally a huge team around common values, to create their own style.
A mission statement is a short statement of the goals, strategy, and values ​​that a corporation considers to be its top priorities. First of all, the declaration should give an answer to the cardinal question: “What business are we doing?”. A good business mission statement goes beyond the obvious, but demonstrates the goals, values, and strategies of the business from a broader perspective (Exhibit 1.1).

The Ritz-Carlton is internationally recognized as North America's leading five-star, five-diamond resort hotel. We are unique in offering our guests a combination of genuine Southern California hospitality and the traditional décor of Europe's finest hotels.
Each of our guests will feel that he is the most important person for us. They understand that we are very easy to do business with; they are impressed by our desire to satisfy all their wishes, including even those that are not explicitly expressed. Guests appreciate our unconventional, contemporary, world-class cuisine and value-added services. Our varied activities make your stay even more memorable. In addition, our guests are undoubtedly impressed by the beauty of the places where our establishments are located, as well as the collections of works of art, which, in selection and quality, are comparable to the best museum exhibits.
Our employees are proud to work in such a hotel and are an integral part of its success. They will treat the Ritz-Carlton as the best hotel, as a place where they can grow as individuals and as professionals. Our staff will continuously improve the services offered, constantly improving and modifying them.
The owners and employees of the corporate office will be proud of our hotel and fully trust us. They will consider us as a source for training qualified managers for new hotels. The owners and employees of the corporate office, in cooperation with the executive committee, will do everything possible to improve the profitability of the operation.
The local community will be proud to have our hotel on their premises and will consider it a respected business structure that is actively involved in the life of the local community.

Sometimes the mission statement of the hotel can be formulated very simply: “So that our guests, after visiting us, would only say - Wow!”.
A goal is a broad statement of what a company or division intends to achieve. For example, one of these goals might be to achieve an average daily room rate that allows you to become an industry leader in this indicator.
A goal is a quantitative expression of goals. In a hotel, one of these tasks may be to increase the occupancy of rooms from 80 to 85% per day. Each division can have its own goals - from the scale of the sale of alcoholic beverages to reducing staff turnover. Many corporations involve employees at all levels in formulating goals. This not only strengthens the relationship between management and subordinates, but also increases the responsibility of all personnel for the achievement of the set goals, as well as the likelihood that these goals can be exceeded.
Strategy / tactics are the actions that must be taken in order to achieve the set goals. The strategy should indicate how this can be done. The strategy defines the specific actions required to achieve the desired result.

1.3 Problems of the EP sphere

If so much attention is paid to services, why are the results in this area so unstable today? Providing good service is a very difficult task. One of the reasons for this is that the education system does not seem to teach how to properly serve the customer. Only a few companies pay due attention to the training and education of their employees in the service sector. We suffer from an over-emphasis on technology. Service providers often lack the motivation to provide good service. There are quite a few examples here.
In his bestseller At America's Service, Karl Albrecht lists the "seven deadly sins of service":
1) apathy;
2) refusal;
3) coldness;
4) isolation;
5) robotization;
6) excessively strict adherence to the rules;
7) dodging.
Money magazine once ran an article titled, "The Six Worst Service Restaurants in America." It told of several particularly dissatisfied customers who visited establishments where they were served with gross violations. The author of the article listed the following reasons for the dissatisfaction of the guests:
1) accepting orders for serving more guests than the restaurant can accommodate;
2) keeping the best tables for "their" guests;
3) the maître d' who can "find" a free table if he "unexpectedly" receives a large tip;
4) rude, on the verge of insulting treatment of guests.

1.4 Success in the service industry

1.4.1 Success factors in the field of EP

What needs to be done to be successful in service? It is important to offer guests exceptional service. But here the question arises: what is exceptional service? Service is defined in the dictionary as "the act or means of providing a service". Serve means "to provide goods or services to someone" and "to provide assistance to someone".
It is very important for every organization that this service is excellent. Some corporations have adapted the well-known expression for this at a practical level: "If you are not directly serving guests, you should serve those who serve guests." This is the basis of teamwork, and therefore the person operating in the back office serves his colleague from the front office interacting directly with the guests.
A client is a person who receives something from the work of another person or benefits from it. The external consumer is the client. This is how most people understand service. And it is the service of external consumers that ultimately determines the success of the company, because these are the people who are willing to pay for the services they receive. Internal consumers are employees of the company itself, who receive something from the work performed by other employees of the company, or somehow benefit from it.
To be successful in the service industry, you need to:
focus on the guests;
understand the role that the employee plays in contact with the guest;
embed a culture of service into employee education and training systems;
focus not so much on high technologies as on close contacts;
achieve high results through change.
Hospitality professionals need to understand the essence of negative situations and act in a way that either avoids them or at the very least makes them less stressful. Imagine how an employee can look in the eyes of the client if he demonstrates empathy, that is, he knows how to put himself in the place of another person, in the following situation: a party in a restaurant in which eight people participate: mother, father and children running around the establishment. Their parents just calmed them down after a minivan ride. First of all, the employee should greet all the participants in the party in the restaurant and seat them as quickly as possible, and then give the children some toys and something to chew on until the main dishes are brought. In addition, parents should be offered a cocktail or a glass of wine, etc.
Another key task in the service industry is to achieve customer loyalty. It is necessary that our guests are satisfied not only during their stay with us, but also that they return again, and, we hope, with their friends! Attracting new guests requires much more costs - several times, than retaining existing ones. Imagine how much a company's profits would increase if it could retain just 10% more of its loyal guests? The loss of a former client is not the loss of one sale at all, but the loss of all income from the client during the entire possible time of interaction with him. Consider a simple example: a meal at a restaurant for two friends costs $20. If these people come here twice a month for a few years, say ten, the total amount they pay becomes impressive ($7,200). If they bring friends with them, then the income received from interaction with them will be even higher.

1.4.2 Moments of truth and service level

The appearance in the dictionary of specialists of the term "moment of truth" is attributed to Jan Carlson. As president of Scandinavian Airline System (SAS), one of the worst airlines in the European air market at the time, he decided that he had to spend a lot of time training SAS employees who interacted directly with customers and teach them how they should manage with difficult situations, which he called "moments of truth". As a result of his dedicated efforts, SAS soon became one of the best European airlines in terms of service, and the pursuit of high quality of service became a rule strictly followed by every employee of this organization. The client sees this and understands that this approach is very important for business.
Every organization faces thousands of such moments of truth every day. This poses huge challenges for it to maintain the expected level of service. Let's list just a few moments of truth that arise during lunch in a restaurant:
1. A guest calls a restaurant and orders a table there.
2. The guest tries to find a restaurant.
3. The guest parks his car.
4. The guest is welcomed at the entrance.
5. The guest is informed that his table is not yet ready.
6. The guest waits or goes to the lobby to drink a cocktail there.
7. The guest is trying to get the attention of the bartender to get a cocktail because there are no empty seats in the bar.
8. The guest is called to the dining room by loudspeaker or pager.
9. The guest sits down at the table.
10. The waiter receives the order.
11. The waiter brings drinks or food.
12. The waiter takes away the leftover food or drinks.
13. The waiter brings the bill.
14. The guest pays for the food.
15. The guest leaves the restaurant.
From your own experience, you can imagine how many such moments of truth can be identified in the restaurant business.

1.4.3 The role of leaders in improving service quality

To help improve services, a number of programs have been developed, using which you can increase your level of professionalism. For more information, please visit the website (http://www.restaurant.org).
Effective leaders are those who are able to make the company work the way it should, because they have the necessary knowledge, skills and abilities, as well as the right attitude to do it. This, in combination, allows these people to get the most out of their service subordinates. To be effective, a leader must be able to:
apply a specific - own - approach to the implementation of all operations;
manage change effectively;
encourage teamwork;
seek the necessary input from subordinates and involve them in planning and decision-making;
motivate employees by setting appropriate goals and objectives for them;
achieve the fulfillment of all promises made.
A leader is characterized by the presence of the following qualities:
purposefulness;
honesty;
reliability;
confidence;
creativity;
flexibility / adaptability;
good communication skills and abilities;
willingness to teach subordinates and share authority with them;
the ability to motivate others.
All leaders have a number of common characteristics:
full understanding of their purpose;
persistence;
confidence in their knowledge;
the desire to constantly acquire new experience;
the desire to enjoy and even joy from work;
Social responsibility;
willingness to take risks;
love for experiments;
building relationships based on trust and respect;
viewing errors as new opportunities;
the desire to satisfy the needs of others.
Leadership involves change. You must be sure that in the coming years you will definitely encounter them. Our guests are constantly changing, the same can be said about technology, product availability and of course our competitors. To cope with all these changes, it is assumed that: 1) all changes are likely to be received with some resistance; 2) when making changes, it is necessary:
formulate the purpose of the change;
involve all employees in this process;
monitor the process, correct it and take subsequent actions.
One of the ways leaders involve employees in this process is through the use of TQM and empowerment of staff.

1.4.4 Service and TQM

Increasingly open and fierce competition in the market places enormous pressure on service industries to provide high quality services. Influenced by ever higher expectations of guests and competition, many companies have become actively involved in the quality of services provided, trying to keep up with the rest of the market.
The highest quality recognition a company can achieve in the US is the Malcolm Baldrige National Quality Award. This award was created in the USA to promote a better understanding of the essence of excellent quality, to value quality as a critical competitive element, and to disseminate information and strategies that ensure high quality.
Recipient of the Malcolm Baldrige National Quality Award in 1993 and 1999, The Ritz-Carlton Hotel Company was founded on principles that provide the highest level of customer service. The essence of this philosophy is refined in the form of a set of key values, which together are called the "Gold Standard". The company's credo is printed on a small laminated card that every employee should learn. In addition, this card is attached to the clothing of each employee when he performs his duties. The card contains three basic service rules:
1. Warmly and sincerely greet the guest, addressing him, if possible, by name.
2. Anticipate guest requests and satisfy them.
3. Show goodwill at the departure of the guest, wish him a good journey, addressing him, if possible, by name.
The quality movement began in the early twentieth century as a way of maintaining certain standards for products made in different factories within the same corporation to ensure they were interchangeable. More recently, a program called Total Quality Management (TQM) has been developed, a process that involves all organizational levels of the enterprise in order to identify guest expectations and determine the best way to meet them. The word guest replaces the words client, visitor, etc. Behind this process is the belief that if we consider our visitors as guests, we are more likely to try to meet and serve them in a way that exceeds their expectations. As one of the leaders of the hospitality industry noted, employees should treat guests the way they would like to be treated when they themselves come to visit.
Total Quality Management is a continuous process that runs best under the control of those managers who are true leaders. Only companies managed by leaders who are able to create such a microclimate in their enterprise in which both guests and employees (we repeat, they are often called internal guests: an employee serves other employees who directly serve guests) become an integral part of the overall missions while collectively setting corporate goals.
Implementing a Total Quality Management program is exciting because people who feel like they belong to a common cause show extraordinary ingenuity, solving everyday problems for guests and improving service. Other benefits of such a program include cost savings, better guest satisfaction and, most importantly, improved profitability.
The implementation of TQM is a bottom-up but top-led process. It is possible only if everyone understands the full measure of responsibility and contributes. For industry workers, the adage “If you don’t serve guests, serve those who serve guests” continues to be relevant.
The difference between quality control (QC) and total quality management (TQM) is that quality control focuses on detecting defects, while control management focuses on preventing them. Quality control was born in the bowels of production and therefore focused on the product, not on the service. Service, on the other hand, is an intermediary between the product and the guest, passing services through their senses. Because of this, often the contact with the guest grows to the moment of truth.
The rules of the game in this business have changed. Leaders empower people to change things for the better. This is because empowerment is perceived by staff as creating a kind of partnership in which employees feel responsible for the work they perform and contribute to the success of the organization. Employees with authority usually:
speak more frankly about their problems and concerns;
more readily accept responsibility for the operations performed;
see themselves as part of a network of professionals;
have the necessary authority to independently make decisions when serving guests.
To empower staff, managers must do the following:
1. Take extra risk.
2. Delegate some of your powers.
3. Contribute to the creation of a learning environment in the organization.
4. Share information and encourage employees to speak their minds openly.
5. Engage employees and encourage them to speak up about how they see the situation.
6. Be considerate and patient with employees

1.5 Career opportunities and resume writing

Choosing a career can be both a very exciting and daunting task. Often we just don't know where we want to be in 5 or 10 years. The best recommendation in this case is to follow your interests. Very soon you will understand what you like to do and in what kind of activity you are more likely to succeed. Often we are guided by our own character and personality to determine which career path suits us best. Some people are better off with bookkeeping, finance, or control-related tasks; others - more contact people - it is more useful to engage in sales and marketing; the third - by any other operations performed on certain sections of the back- or front-house.
Summary. It is recommended that with the accumulation of work experience, periodically update your resume. This will help you connect the academic course more closely with the real world.
Corporate hiring managers must make your resume stand out from the hundreds of others they receive from all sorts of people every year. Therefore, it is useful to use some of the recommendations that are compiled after talking with employees of personnel services.
Check that your resume is free of errors. It is desirable that it be read by several people familiar with the industry, as well as educators and friends.
A good resume should include the following information:
last name, address and telephone number;
the goal you set for yourself;
previous experience;
other achievements, such as awards, distinctions, participation in teams, voluntary work, etc.;
education;
who recommends you, including their phone numbers.
The suggested resume format is shown in Fig. 1.2.

Figure 1.2 - An example of a resume format

Writing a good resume requires careful thought. It is advisable to show it to several people who know you, as well as specialists working with a resume. Naturally, sometimes you may doubt whether you put the emphasis on your resume correctly. Our recommendation in this case is this - pay more attention to your achievements. You may have been elected to a school committee or volunteered for a charity. Remember, every person tries to make their resume as attractive as possible, and in these conditions you need to somehow stand out from the group of other applicants.
For example, a girl who was a track and field star on the high school team wasn't going to put it on her resume because she didn't think it was important to her job. But when asked what made her such a good athlete, the girl replied that she had to train hard (and long workouts require perseverance); and therefore, when asked what she owes her victories to, she answered - perseverance. But the same qualities are required in order to succeed in business.
Transmittal letter. Each time you submit a resume, you must also send a cover letter in which you introduce yourself and explain why you are sending your resume to this organization. Since this is your first contact with the company you want to work for, you need to make a good impression. In a letter resembling a business one, in the upper right corner of the page, indicate your last name, address and phone number. The letter should begin with the words "Dear Mr. (or Miss)". It can be continued, for example: “I am pleased to apply as an applicant for a position in company XYZ. Ready (a) to start work during the summer from May 28, 2010. Your company was recommended to me, who worked for you last year. I am attaching my resume in which you will see (here you indicate some skills and abilities or work experience confirming the validity of your application for the indicated position).”
In the last paragraph, you must state your great interest in taking up this position and end the letter with a request to invite you for an interview. At the very end, it is quite acceptable to put "Respectfully," then indicate the surname and sign.
Are you qualified for the position you are applying for? Human resources officers usually look at three main components to judge the degree of a student's qualification: the results of his studies, work experience and additional activities.
Study results. An HR officer can easily weed out resumes from students whose overall grade is below the mark. It is believed that if you do not indicate your mediocre grades on your resume, this is not the best solution, if only because most students willingly provide this information. If you have a really low overall score, perhaps the best solution in this situation is to list the grades in the core subjects in which your scores are significantly higher.
If you have high grades, if you were among the best, and if you graduated with honors, be sure to include this in your resume. Achievements in studies will undoubtedly attract the attention of personnel officers.
Experience. Your documents must show what you did each summer during your high school and high school years. Experience in the same field you are applying for is highly desirable. An internship or work experience in parallel with studies is your additional asset. Indicate on your resume and other types of work that you have done, as any job shows that you have gained good experience in the field of interpersonal communication. Working as a bartender or fast food clerk may not sound very attractive, but these are the places
etc.................

How to save on marketing and not lose it Monin Anton Alekseevich

Corporate culture or philosophy

Perhaps some companies do not think about such things, but everyone without exception has a corporate philosophy. Here one can draw analogies with such human characteristics as the level of culture and the system of moral values.

Some companies have a corporate philosophy documented in the form of basic guiding corporate principles. The modern concept of quality management directly requires the documentation of such concepts.

Any consumer can form an opinion about the culture of the company. To do this, it is enough to pay attention to marketing communication, the style of behavior in the market, the work of sales personnel.

There are companies that consciously form an internal philosophy. In this case, it plays the role of an internal policy tool for the leadership. If management does not pay attention to this, the culture of the company develops spontaneously and serious efforts may be required in the future to correct it.

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