6314 Organizational Climate

7/30/2019 6314 Organizational Climate

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Organizational Climate and

Culture

Patti Chapter 10

ByCharles Glisson


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Psychological ClimateOrganizational Climates

Are created by SHARED

psychological climates It is the employeesPERCEPTION of the work

environment and not theenvironment that is important


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Definitions of Culture

The shared values, beliefs, andbehavioral norms in anorganization (Ouchi, 1981)

The social process by whichmembers share their values,

beliefs, and norms


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Culture describes the social

context of the workenvironment

Climate describes thepsychological impact of the

work environment


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Why are climate and culture

important? The success of Human Services

organizations generally depends onthe relationships and interactions

between service providers andservice recipients. Theserelationships are central to thequality and outcome of services.


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The Role of Norms & Values

The norms and values that driveservice providers behavior and

communicate what is valued inorganizations and the shared

perceptions that influence service

provider attitudes create a social andpsychological context that shapes tone,content, and objectives of the service


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How Does Climate Develop orChange?


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Individual Differences

Administrators use selective hiringand firing as means of eithermaintaining existing norms orchanging them.

Individual perception is consistentacross work environments -Positive or negative views carry

from one workplace to another.


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Importing Climate and Culture

From the External Environment Organizations adopt ways from

other organizations with whichthey compete or cooperate.

Organizational mimicry- norms

of one organization adopted ineffort to emulate success.

I O D


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Impact o Organ zat ona Des gn:

Structure, Technology &

Leadership Structure, core technology, and

leadership describer the patterns ofinteraction between practitioners,

interaction of practitioners and

clients and administrations styleof governance.


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Structure Impacts:

Flexibility, approval seeking, risk takingand innovation

Highly centralizes structure restrictsparticipation in decision making

Highly formalized division of labor with

strict procedures place little value onflexibility and innovation


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Core Technology Impacts

Introduction of new computertechnology

New service delivery methods

New technologies may impactthe relationships amongworkers


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Leadership Impacts

Manipulation of culture is an essentialfunction of leadership

Values in practice are often those of theleader

Symbolic acts are important

Leadership shapes perception of fairnessand support


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Leadership Impacts (cont.)

Good leadership has beenidentified as one of the few factors

that contributes to both employeejob satisfaction and commitment,each which is highly correlatedwith positive organizationalclimate


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How Are Climate & CultureMaintained in an Organization?


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The Need for Certainty

Organizations abhor uncertainty

Certainty is engendered by sharingcommon ideas about the way

things get done

Culture contributes to certainty inthrough shared norms and values


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The Need for Power

Power is distributed both formally andinformally through processes of conflict that

lead to a negotiated order. Many have an investment in maintaining

existing norms to maintain power base.

Mergers, reorganizations and newadministrations are are opportunities forculture change.


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Transferring Climate and Culture

to New Employees New employees are socialized into the

culture and climate of their work group or

they resign. Employee selection is important in

maintaining existing cultures and climates.

More experienced, competent hires mayimport new norms, values and perceptions.


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Conclusion

Organizational climate and cultureare important to social welfare

administration because they

provide the critical links between

organizational characteristics andservice outcomes.

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6314 Organizational Climate