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Organizational Culture, Conflict and Effectiveness

Organizational culture and climate are related concepts that influence employee behavior. Culture develops over time through shared values and beliefs, while climate reflects the current atmosphere. High morale exists when employee attitudes favor organizational goals, while low morale inhibits willingness to cooperate. There are various approaches to managing conflicts, including accommodating, avoiding, collaborating, competing, and compromising interests. Organizational effectiveness depends on how well an organization meets its objectives, while power and politics involve influencing others to pursue individual or group goals.

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284 views

Organizational Culture, Conflict and Effectiveness

Organizational culture and climate are related concepts that influence employee behavior. Culture develops over time through shared values and beliefs, while climate reflects the current atmosphere. High morale exists when employee attitudes favor organizational goals, while low morale inhibits willingness to cooperate. There are various approaches to managing conflicts, including accommodating, avoiding, collaborating, competing, and compromising interests. Organizational effectiveness depends on how well an organization meets its objectives, while power and politics involve influencing others to pursue individual or group goals.

Uploaded by

akash
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© © All Rights Reserved
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Unit 5:- Organizational Culture

Conflict and Effectiveness

BBA Aviation 2nd Sem


Meaning and Definition of Organisational
Culture
• Organisation culture is the system of shared
values and beliefs that influence workers
behaviour.
Organizational Culture Definition
Organizational Climate

According to Campbell, “Organisational climate can


be defined as a set of attributes specific to a
particular organisation that may be induced from the
way that organisation deals with its members and its
environment.
Difference between organisational culture
and climate
Organisational Culture Organisational Climate
• 1. Concept:Organisation • 1. Concept:Organisation
culture, reflects the climate reflects current
atmosphere of the atmosphere of the
organisation which has organisation in which the
evolved over a number of employees work. It provides
years. opportunities to perform
jobs according to the skills
and a reward system which
serves as motivators for
employees
Organisational Culture Organisational Climate
2. Perspective:
2. Perspective:
It is short-term that defines its
It is a broader framework that
determines organisation day-to-day functioning.
climate. 3. Evolution:
3. Evolution: It evolves according to needs of
It evolves over a number of years the organisation to adapt to
to earn goodwill and reputation. current environmental forces.
4. Manipulation: 4. Manipulation:
It cannot be easily changed and It can be manipulated and
manipulated. Changes are changed according to needs of
introduced if absolutely the environment.
necessary. 5. Focus:
5. Focus: It focuses on values and It focuses on current work
norms of the organisation. practices of the organisation.
Morale Definition
• Morale is a way of describing how people feel about their jobs,
employers and companies, and those feelings are tied to
the behaviors and attitudes that employees exhibit in the
workplace.
• Flippo has described morale “as a mental condition or attitude
of individuals and groups which determines their willingness to
co-operate. Good morale is evidenced by employee enthusiasm,
voluntary confirmation with regulations and orders, and a
willingness to co-operate with others in the accomplishment of
an organization’s objectives. Poor morale is evidenced by
surliness, insubordination, a feeling of discouragement and
dislike of the job, company and associates.”
Types:

1. Individual and Group Morale:


Individual morale is a single person’s attitude towards work,
environment etc. Whereas group morale reflects the
general attitude of a group of persons.
Group morale is everybody’s concern and may go on
changing with the passage of time.
Individual and group morale are interested but not
necessarily identical. They have an effect on each other.
The individual’s personal perception of the present
conditions may be high but the group’s perception may be
low or vice-versa.
• 2. High or Low Morale:
Morale may be referred to high morale or low morale. In the
words of McFarland, high morale exists when employee
attitudes are favourable to the total situation of a group
and to the attainment of its objectives. Low morale exists
when attitudes inhibit the willingness and ability of an
organization to attain its objectives. The words such as
zeal, enthusiasm, loyalty, dependability denote high
morale. Low morale may be described by words like lack of
interest, laziness, apathy, bickering, jealousy, quarrelsome,
pessimism, etc.
Conflict
• Conflict is defined as a clash
between individuals arising out of a
difference in thought process,
attitudes, understanding, interests,
requirements and even sometimes
perceptions.
• According to Kolb and Bartinek,
“conflict can be a disagreement, the
presence of tension, or
some other difficulty within or between
two or more parties.
Managing Conflicts
• An accommodating manager is one who cooperates to a high degree. This may
be at the manager's own expense and actually work against that manager's own
goals, objectives, and desired outcomes. This approach is effective when the
other person is the expert or has a better solution.
• Avoiding an issue is one way a manager might attempt to resolve conflict. This
type of conflict style does not help the other staff members reach their goals and
does not help the manager who is avoiding the issue and cannot assertively
pursue his or her own goals. However, this works well when the issue is trivial or
when the manager has no chance of winning.
• Collaborating managers become partners or pair up with each other to achieve
both of their goals in this style. This is how managers break free of the win-lose
paradigm and seek the win-win. This can be effective for complex scenarios
where managers need to find a novel solution.
• Competing: This is the win-lose approach. A manager is acting in a very assertive
way to achieve his or her own goals without seeking to cooperate with other
employees, and it may be at the expense of those other employees. This
approach may be appropriate for emergencies when time is of the essence.
• Compromising: This is the lose-lose scenario where neither person nor manager
really achieves what they want. This requires a moderate level of assertiveness
and cooperation. It may be appropriate for scenarios where you need a
temporary solution or where both sides have equally important goals.
Organizational Effectiveness
• Organizational effectiveness can be defined
as the efficiency with which an association is
able to meet its objectives.
ORGANIZATIONAL POWER AND POLITICS

• POWER: the capacity of a


person ,team or organization to
influence others.
• ORGANIZATIONAL POLITICS:
Activities in which managers
engage to increase their power
and to pursue goals that favour
their individual and group
interests.

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