ORGANIZATIONAL CLIMATE

This blog is all about what an Organizational Climate is and how it effects the people or employee living in it.

INTRODUCTION

Researcher believe that Organizations resemble villages and that there are traits like:

• Certain pace and style of working
• Unspoken taboos
• Social structures, Pecking orders, and patterns of behavior based on community values
• Habits govern dress, language, food, and the like Norms of behavior govern the use of resources.

Psychological climate

Psychological climate is defined as individual employee perceptions of their work environment. It is a Key element in the life of the organizational village.

The Dimensions of Psychological Climate are:

• Reward systems
• Organizational clarity
• Standards of performance
• Warmth and support
• Leadership practices

Psychologically healthy work environment brings out the best in employee and organizational well-being. This proves that Organizations are only as strong as the weakest link. Climate of the organization Influences the quality of work and the quality of the work life of members

Enlightened and supportive organizations are good investments because they attract excellent personnel and outperform counterparts. Organizations are composed of interdependent groups and success of Organization depends on the conditions in each subgroup.Every unit should develop an enlightened and supportive climate in the organization

Patterns of Leadership

Rensis Likert identified the four patterns that correspond to the four types of organizational climate

• Exploitive
• Impoverished
• Supportive
• Enlightened

Building Communities

It is very important to build community at a workplace for a positive environment and a productive workforce.

Community is experienced in two ways

• A group of people
  • Formed by bringing people together in place and time
• A way of being
  • Created when barriers between people are let down

The factors that need to be addressed in order to build communities are-

• Valuing differences
• Building on strengths
• Transcending individual limitations
• Achieving the full potential of community

Conditions for True Community

• Shared vision: Positive and future-focused image provides direction
• Wholeness incorporating diversity: Community must face and resolve differences
• Shared culture: Norms of behavior and core values that are shared are symbols of group identity
• Internal communications: People communicate freely, which is uncensored and flows in all directions
• Consideration and trust: People are respected, valued, and treated humanely
• Maintenance and government: Roles, responsibilities, and decision-making are conducive to achieving tasks
• Participation and shared leadership: Involvement of all individuals and opportunity to influence events and outcomes
• Development of younger members: Mature members help young members develop knowledge, skills, and attitudes that reflect community values

Merging Cultures

Culture is an important factor when organizations merge. Organizations should consider the integration of cultures before making the deal.

Ways to perform cultural due diligence for a successful merger

• Talking to past members of the organizations
• Interviewing common customers, suppliers, and industry analysts
• Ensuring compatibility in the dimensions of organizational climate
  • Reward systems, standards of performance, leadership practices, feedback and controls, and attitudes toward innovation

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