What are the basic determinants of organizational climate and Culture. Which of these determinants play significant role in determination of organization culture and climate in the organization known to you. Explain with concrete example about your perception. Briefly describe the basics of the organization you are referring to.
Various dimensions of climate are :-
1. Innovation and risk taking :-
The degree to which employees are encouraged to be innovative and take risks.
2. Attention to detail :-
The degree to which employees are expected to exhibit precision, analysis, and attention to detail.
3. Outcome orientation :-
The degree to which management focuses on results or outcomes rather than on the techniques and processes used to achieve these outcomes.
4. People orientation :-
The degree to which management decisions take into consideration the effect of outcomes on people within the organisation.
5. Team orientation :-
The degree to which work activities are organised around teams rather than individuals.
6. Aggressiveness :-
The degree to which to people are aggressive and competitive rather than easygoing.
7. Stability :-
The degree to which organisational activities emphasize maintaining the status quo in contrast to growth.
• Climate is a descriptive term :-
Organisational climate is concerned with how employees perceive the characteristics of an organisation’s culture, not with whether or not they like them. That is, it is a descriptive term. This important because it differentiates this concept from that job satisfaction. Research on organisational climate has sought to measure how employees see their organisation. Does it encourage teamwork? Does it reward innovation? Does it stifle initiative?
In contrast, job satisfaction seeks to measure affective responses to the work environment. It is concerned with how employees feel about the organisation’s expectations, reward practices, and the like. Although the two terms undoubtedly have overlapping characteristics, keep in mind that the term organisational culture is descriptive while job satisfaction is evaluative.
• Strong Vs weak climates:-
It has become increasingly popular to differentiate between strong and weak climates. The argument here is that strong cultures have a greater impact on employee behaviour and are more directly related to reduced turnover. In a strong climate, the organisation’s values are both intensely held and widely shared. The more members who accept the core values is, the stronger the climate is. Consistent with this definition, a strong climate will have a great influence on the behaviour of its members because the high degree of sharedness and intensity creates an internal climate of high behavioural control.
• Climate Vs formalisation :-
A strong organisational climate increases behavioural consistency. In this sense, we should recognise that a strong climate can act as a substitute for formalisation. High formalisation in an organisation creates predictability, orderliness, and consistency. Our point is that a strong climate achieves the same end without the need for written documentation. Therefore, we should views formalisation and climate as two different roads to a common destination. The stronger an organisation’s climate, the less management need concerned with developing formal rules and regulations to guide employee behaviour. These guides will be internalised in employees when they accept the organisation’s climate.
• There are several
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