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Org Culture

Organisational climate represents the aggregated perceptions of employees within an organization. It is defined as relatively enduring characteristics that distinguish organizations based on member perceptions of dimensions like autonomy, trust, and fairness. Organisational climate is produced through member interactions, serves as a basis for interpreting situations, reflects organizational culture, and acts as an influence shaping behavior. Organisational climate has the potential to facilitate integrative science of organizational behavior by explaining workplace behaviors as employees draw conclusions about priorities from practices, procedures, and rewards. Models depict organizational climate as a situational variable alongside other factors that produce perceived psychological climates influencing individual characteristics.

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39 views

Org Culture

Organisational climate represents the aggregated perceptions of employees within an organization. It is defined as relatively enduring characteristics that distinguish organizations based on member perceptions of dimensions like autonomy, trust, and fairness. Organisational climate is produced through member interactions, serves as a basis for interpreting situations, reflects organizational culture, and acts as an influence shaping behavior. Organisational climate has the potential to facilitate integrative science of organizational behavior by explaining workplace behaviors as employees draw conclusions about priorities from practices, procedures, and rewards. Models depict organizational climate as a situational variable alongside other factors that produce perceived psychological climates influencing individual characteristics.

Uploaded by

rajerajalakshmi
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
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ORGANISATIONAL CLIMATE AS OVER VIEW:

Organisational climate, as represented by the aggregation of the perceptions of


individual employees within the organization. It has been the focus of considerable
empirical researches that can he traced back to the work of Lewin. Lippitt and White
(1936). The large body of climate research has been subjected to very considerable
theoretical debate. This debate concentrates on the methodological issue of how the
construct of climate can be translated into an indicator of organisational effectiveness.
Schneider and Bowen (1985) and Cole. Baca an and White (1993) have positive effect
upon service outcomes and hence improves organisational success. In this study
organisational climate is defined as the following.
Organisational climate is relatively enduring characteristic of an organisation
which distinguishes it from other organisations :
1. embodies member collective perceptions about organisation with respect to
such dimensions as autonomy, trust, cohesiveness, support, recognition,
innovation, and fairness.
2. produced by member interaction
3. serves as a basis for interpreting the situation.
4. reflects the prevalent norms, values and attitudes of the organisations culture
5. acts as a source of influence for shaping behavior.
Although this is the definition used to guide this research, many researchers
have presented different definitions of organisational climate, and there has been
some confusion as to the manner in which organisational climate is distinct form the
notion of organisational culture. Not only is it important to clarify the construct of
organisational climate. But it is also important to understand its usefulness for the
service industries as a possible tool in seeking to improve the effectiveness and
quality of their service provision.
Organisational climate has much to offer in terms of its ability to explain the
behavior of people in the workplace. Ash forth put forward the view that ‘climate has
the potential to facilitate a truly integrative science of organisational behavior’.
Schneider later discussed climate in terms of. “The atmosphere that employees
perceive is created in their organisations by practices, procedures and regards.
Employees observe what happens to them (and around them) and then draw
conclusions about the organisation’s priorities. They then set their own priorities
accordingly”.
James and Jones have provided a conceptualization of organisational
functioning that displays the role of organisational climate in relation to the resultant
job behavior and ultimately the end result criteria in an integrated model
Organisational climate is depicted as a situational variable along with more objective
factors such as organisational structure, systems and norms and processes. These
themselves are further broken down into a number of sub-systems. It is the action of
these situational variables that in turn produce the perceived psychological climate
and the perceived physical environment.
There are a number of other causal influences but the prime relationship of the
perceived climate and physical environment is with a range of individual
characteristics such as attitudes

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