The relationship between management culture and team management: the way to increase the efficiency of the enterprise

The article examines management culture and team management as key factors enhancing enterprise effectiveness, particularly amidst unprecedented instability and crisis challenges, including military aggression. Team management’s relevance is increasing due to its ability to achieve goals through collective activity, clear roles, open information exchange, autonomy, and synergy. Team success critically depends on the established management culture (values, norms, leadership styles, decision-making, communication, ethics). Traditional approaches are often insufficient for modern challenges, requiring a management philosophy that aligns with external realities impacting production, finance, and, crucially, interpersonal relationships, burnout, and personnel stress. A comprehensive set of general scientific and special methods was applied for thorough analysis. Analysis and synthesis of the generalized theoretical foundations of team management. A systemic approach views them as complementary elements of a comprehensive enterprise management system. Deductive and inductive methods were used to derive general principles and detailed specific aspects influencing organizational effectiveness. Comparative analysis facilitated the comparison of approaches to team formation and management culture. The study’s novelty lies in deepening the theoretical-methodological foundations of the interrelationship between management culture and team management, substantiating their synergistic effect, and defining team management’s key role as a catalyst for management culture development and transformation, especially in times of heightened instability. It systematically shows how effective team traits (collective activity, open information exchange, autonomy) directly contribute to forming and strengthening critical management culture aspects like communication openness, ethics, delegation, adaptability, and innovation. This has proven to be a strategic resource for psychological comfort, loyalty, engagement, and organizational resilience among Ukrainian enterprises during wartime and post-war reconstruction. The article demonstrates that effective team management, based on key team characteristics, not only achieves operational goals but also actively influences the development of management culture. Gaps in open problem discussion, role understanding, and involvement in decision-making were identified as barriers to synergy, despite the positive aspects of mutual assistance. Targeted implementation of team management tools to support and transform management culture is emphasized. Future research should focus on an empirical study of the mechanisms by which team management promotes specific aspects of management culture during crises. Developing practical models integrating management culture and team management for various industries is relevant, as is quantitatively assessing their impact on psychological well-being, stress, loyalty, and overall personnel performance in Ukrainian enterprises. Keywords: management culture, team management, enterprise effectiveness, instability, human resource management, leadership, communication, organizational culture.