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.
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.
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
-- Reward structure – reward levels
and interrelations, equity in reward
monetary and non-monetary rewards.
-- Organisational approach to conflict and dissent, amicable
resolution or suppression of conflict.
physical working conditions in the organisation.
Tags : Management Concepts & Organisational Behaviour - Organisational Structure, Climate And Culture
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