Management Concepts & Organisational Behaviour - Organisational Structure, Climate And Culture
Organisational Climate
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The term, ‘Organisational climate’ is defined as a relatively enduring quality of the internal environment of an organisation as perceived and experienced by its members, which can be described in terms of specific dimensions or characteristics and which influences the patterns of behaviour and work performance of members.
Organisational Climate
The term, ‘Organisational climate’ is defined as a relatively enduring quality of the internal environment of an organisation as perceived and experienced by its members, which can be described in terms of specific dimensions or characteristics and which influences the patterns of behaviour and work performance of members. It is the totality of interacting and inter-related internal dimensions or characteristics which significantly influence the motivation of members. Organisation climate evolves over a fairly long period of time and is relatively stable. Since the dimensions of climate are internal, they can be measured, controlled and changed by the organisation, if it so decides. Organisational climate is the major frame of reference for the member’s interpretation of organisational decisions and actions as also their own attitudes, behaviour and performance.
The major dimensions or characteristics of organisational climate are listed below:
-- Organisational values, goals and priorities which are pursued in practice as against those which are professed.
-- Managerial value systems and life styles. -- Competence, character, commitment and dynamism of management. -- The complexion of organisational policies and practices and the consistency with which they are followed.
-- The power structure - the extent of concentration or dispersal of authority, the extent to which and the manner in which formal authority is exercised, the extent of status disparities, social distance between managers at various levels and between managers and non-managers and so on.
-- General organisational structure-hierarchy, rigidity vs. flexibility, clarity of the structure, communication and control systems, superior-subordinate relations, informal social relationships, etc.
-- Nature of jobs – degree of skill required, relation between effort and productivity, variety in the tasks, perceived importance of the job, rewards associated with the job, relation with other jobs, security and so on.
-- Degree of freedom and control – requirements of conformity and compliance to organisational norms and the extent to which behaviour of employees is structured.
-- Supervisory style – attitudes and behaviour of supervisors and managers towards their subordinates and towards performance requirements.
-- Reward structure – reward levels and interrelations, equity in reward
structures, monetary and non-monetary rewards.
-- Organisational approach to conflict and dissent, amicable resolution or suppression of conflict.
-- The physical working conditions in the organisation.
The term, ‘Organisational climate’ is defined as a relatively enduring quality of the internal environment of an organisation as perceived and experienced by its members, which can be described in terms of specific dimensions or characteristics and which influences the patterns of behaviour and work performance of members. It is the totality of interacting and inter-related internal dimensions or characteristics which significantly influence the motivation of members. Organisation climate evolves over a fairly long period of time and is relatively stable. Since the dimensions of climate are internal, they can be measured, controlled and changed by the organisation, if it so decides. Organisational climate is the major frame of reference for the member’s interpretation of organisational decisions and actions as also their own attitudes, behaviour and performance.
The major dimensions or characteristics of organisational climate are listed below:
-- Organisational values, goals and priorities which are pursued in practice as against those which are professed.
-- Managerial value systems and life styles. -- Competence, character, commitment and dynamism of management. -- The complexion of organisational policies and practices and the consistency with which they are followed.
-- The power structure - the extent of concentration or dispersal of authority, the extent to which and the manner in which formal authority is exercised, the extent of status disparities, social distance between managers at various levels and between managers and non-managers and so on.
-- General organisational structure-hierarchy, rigidity vs. flexibility, clarity of the structure, communication and control systems, superior-subordinate relations, informal social relationships, etc.
-- Nature of jobs – degree of skill required, relation between effort and productivity, variety in the tasks, perceived importance of the job, rewards associated with the job, relation with other jobs, security and so on.
-- Degree of freedom and control – requirements of conformity and compliance to organisational norms and the extent to which behaviour of employees is structured.
-- Supervisory style – attitudes and behaviour of supervisors and managers towards their subordinates and towards performance requirements.
-- Reward structure – reward levels and interrelations, equity in reward
structures, monetary and non-monetary rewards.
-- Organisational approach to conflict and dissent, amicable resolution or suppression of conflict.
-- The physical working conditions in the organisation.
Tags : Management Concepts & Organisational Behaviour - Organisational Structure, Climate And Culture
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