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ORGANIZATION CLIMATE

Climate can be defined as the perceived attributes of anorganization and its sub-systems as reflected in the way anorganization deals with its members, groups, and issues. Oneconceptual framework of climate (Litwin &Stringer) emphasizesmotivational linkages.

Motivation:- There are six motives for organizational climate.

1. Achievement:- This motive is characterized byconcern for excellence, competition against standards set byothers or by oneself.

2. Influence:- This motive is characterized by a concernfor making an impact on others, a desire to make people de whatone thinks is right, and an urge to change situations and developpeople.

3. Control:- This is characterized by a concern fororderliness, a desire to be and stay informed, an urge to monitorevents and to take corrective action when needed, a need todisplay personal power.

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4.Extention:- This is characterized by a concern for others,interest in superordinate goals, and an urge to be relevantand useful to large groups, including society as whole.

5. Dependency:- This motive is characterized by a desirefor the assistance of others in developing oneself, a need tocheck with significant others, a tendency to submit ideas orproposal for approval, and an urge to maintain arelationship based on the other persons approval.

6. Affiliation:- This is characterized by a concern forestablishing and maintaining close personal relationship,and a tendency to express ones emotions.

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Various studies and discussions with managers suggested

the following 12 processes.1. Orientation:- If the dominant or concern is to adhere to

established rules, the climate will be characterized byemphasis on control; if the orientation is to excel, the climate

will be characterized by achievement.

2. Interpersonal Relationship:-An organizationsinterpersonal relations are reflected in the way informalgroups are formed. If groups are formed for the purpose ofprotecting their own interest, cliques may develop and aclimate of control may result.

3. Supervision:- Supervision practices contribute significantly toclimate. If supervisors are more concerned with maintaininggood relations with their subordinates, a climate characterizedby the affiliation motive may result.

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4. Problem Management:- Problems can be seen aschallenges or irritants. They can either be solved by the

supervisor alone or jointly by the supervisor.5. Management of Mistakes:-A supervisors attitudetowards subordinate's mistakes develops theorganizational orientation towards shortcomings anderrors, which is generally one of annoyance, concern, or

tolerance.6. Conflict Management:- Conflict may be seen as an

embarrassing annoyance to be covered up or as problemsto be solved.

7.Communication:- The process of communication isconcerned with the flow of information, its direction, itsdisbursement , its mode, and its type .

8. Decision Making:-An organizations approach todecision making can be focused on maintaining good

relations or on achieving results.

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9. Trust:- The degree of trust or its absence among variousmembers and group in the organization affects theorganizational climate. The issue of who is trusted by the

management and to what degree is also relevant.

10. Management of Rewards:- Rewards reinforce specificbehaviors, thereby arousing and sustaining specific,motives. Consequently, what is rewarded in andorganization influences the organizational climate.

11. Risk Taking:- How people respond to risks and whosehelp is sought in situations involving risk are important

determinants of organizational climate.

12. Innovation and Change:- Who initiates change, howchange and innovations are perceived, and how change is

implemented are all critical to establishing theorganizational climate.

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There are six motives characterizing dominant OrganizationalClimate

MotivationAchievementsExpert powerControlDependency

ExtensionAffiliation

Characteristic OrganizationIndustrial and BusinessOrganizationUniversity departments, scientificorganizations

BureaucracyTraditional or one manorganizationCommunity service organizations

Clubs

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Managers have to become capable of working with people from

different cultures. Because values differ across cultures , anunderstanding of these differences should be helpful in explainingand predicting behavior of employees from different countries.

Hofstede gave a framework for Assessing Cultures:-

Power distance:- The degree to which people in a country acceptthat power in institutions and organizations is distributed unequally.

A high power distance ratings means that large inequalities of powerand wealth exist and are tolerated in the culture.

Individualism versus collectivism Masculinity versus feminity Uncertainty avoidance:- The degree to which people in a country

prefer structured over unstructured situations.

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Long term versus short term Orientation:-Peoplein cultures with long term orientations look to thefuture and value thrift, persistence, and tradition.

In a short-term orientation, people value the hereand now; change is accepted more readily, andcommitments do not represent impediments tochange.

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Begun in 1993, the Global Leadership and OrganizationalBehavior Effectiveness (GLOBE) research program is anongoing cross-cultural investigation of leadership andnational culture. Using Data from 825 organizations in 63

countries, the GLOBE team identified nine dimensions onwhich national cultures differ, which are as following:1. Assertiveness The extent to which a society encourages

people to be tough, confrontational, assertive andcompetitive versus modest and tender.

2. Future orientation The extent to which a societyencourages and rewards future-oriented behaviors such asplanning, investing in the future, and delayinggratification. This is essentially equivalent to Hofstedeslong term/short-term orientation.

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3. Gender differentiation The extent to which a societymaximizes gender role differences.

4. Uncertainty avoidance As identified by Hofstede, theGLOBE team defined this term as a societys relianceon social norms and procedures to alleviate theunpredictability of future events.

5. Power distance As did Hofstede, the GLOBE teamdefined this as the degree to which members of asociety expect power to be unequally shared.

6. Individualism/collectivism Again, this term wasdefined as was Hofstedes as the degree to whichindividual are encouraged by societal institutions tobe integrated into groups within organization andsociety.

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7. In-group Collection In contrast to focusing on societalinstitutions, this dimension encompasses the extentto which members of a society take pride inmembership in small groups within organizationsand society.

8. Performance orientation This refers to the degree to

which a society encourage and rewards groupmembers for performance improvement andexcellence.

8. Humane orientation This is defined as the degree to

which a society encourages and rewards individualsfor being fair, altruistic, generous, caring and kind toothers.