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Organizational Climate Definition

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					Organizational Climate




                         Organizational Climate Overview

    “Organizational Climate is the workers’ opinion of the conditions at the worksite
    that have a direct bearing on how well they do their jobs today.”
                                Dale Mather, Framing Foreman, Ja-Ca Construction Inc.

Research Definitions

Numerous research studies have found a direct link between the climate of an
organization and the performance of the organization. Organizational climate may be
defined as “members” collective perceptions about their organization with respect to
such dimensions as autonomy, trust, cohesiveness, support, recognition, innovation and
fairness . . .” (Moran & Volkwein, 1992, p. 20; see also Koys & DeCotiis, 1991; De Witte
& De Cock, 1986; James & Jones, 1974).



Researchers investigating organizational climate have reached a consensus that
organizational climate is a psychological, multidimensional, complex phenomenon that
has an effect on learning, performance, turnover, absenteeism, and tenure (Likert,
1967).



Several authors have distinguished organizational climate from other organizational
constructs, such as organizational commitment ( Jablin, 1988), job satisfaction (La
Follette & Sims, 1975; Ticehurst & Ross-Smith, 1992), communication satisfaction
(Downs & Hazen, 1977), job attitude (Waters, Roach, & Waters, 1976), and
organizational structure (Lawler, Hall, & Oldham, 1974). Thus, measures of
organizational climate, distinct from measures of organizational commitment etc., are
available.




Supervisory Leadership                                                                4.1
Organizational Climate



Climate Characteristics


The Climate within the organization has a significant effect on the commitment of the
employees to the organization. Tapping into the discretionary effort of the members of
your team effects commitment because it opens the way for deeper understanding of
issues faced by the organization.


Simply stated, discretionary effort is the activity of the workforce that rises above
individual self-interest, it is the development and implementation of new ideas that
organizes the work so it becomes systematic, it is the person who is between tasks
proactively taking on activities that enhances overall productivity.




Discretionary effort is the level of performance that is above required job tasks and
activities, the choices that employees make between the end of a task and the
beginning of the next one, simply stated it is the total of work produced that we don’t
have to contribute in order to keep our jobs. Another view of discretionary effort is an
employees desire to go beyond just collecting a salary because they are interested and
involved in being part of the accomplishment of corporate goals and being on a team
that is collegial and supportive of their efforts.


Positive climates encourage people and negative climates inhibit discretionary effort.
High performance climates are obvious because individuals routinely do what is needed
to meet goals, satisfy customers, and maintain a clean environment, even if it is “above
and beyond” normal expectations. The opposite, working in a “poor climate,” causes
people to lose confidence in the organization, lower their commitment to their team, and
to disengage from anything that may be seen as “above and beyond.”




Supervisory Leadership                                                                  4.2
Organizational Climate




                         Climate Dimensions and Definitions
                Pro-Active Connections To Building A Positive Climate




Clarity

  A.) Everyone knows what is expected of them.

  B.) The feeling that the organization’s mission and direction are clear and that
       jobs, expectations, work procedures, and lines of authority are well-
       organized rather than disorderly, confused, or chaotic.

  Your Definition:       ___________________________________________

  __________________________________________________________

  __________________________________________________________

  Actions and Connections

   •      Communicate the strategic direction of the organization, as well as the
          direction of your department.

   •      Explain how the work of the different levels in the organization fit together
          to accomplish the mission and vision.

   •      Invite and discuss employee ideas about strategic direction, and tactics to
          get there.

   •      Learn and then explain how the organization strategy meets the demands
          of a competitive business environment.

   •      Establish and clearly communicate policy guidelines and procedures.




Supervisory Leadership                                                              4.3
Organizational Climate




Standards

  A.) Challenging but attainable goals for improving performance are set.

  B.) The emphasis that employees feel management puts on doing a good job
       (excellence), and the extent to which people feel that challenging goals to
       improve performance are set (improvement).



  Your Definition:       ___________________________________________

  ___________________________________________________________

  ___________________________________________________________

  Actions and Connections

   •   Ensure that employees have challenging and achievable, measurable
       objectives.

   •   Involve employees in determining and monitoring unit and department
        objectives.

   •   Provide necessary resources and support to allow employees to perform a
       quality job

   •   Coach and support employees on how to increase quality and optimize
       costs.

   •   Help employees constantly improve their skills and effective work
       behaviors.

   •   Focus employee attention on methods and systems of continuous
       improvement.




Supervisory Leadership                                                         4.4
Organizational Climate




Responsibility

  A.) Employees are given authority to accomplish tasks without checking for
      approval.

  B.) Employees perception of the degree to which they are free to do their jobs
       on their own (autonomy) and take calculated “entrepreneurial” risks (risk
       taking) without constantly having to check with their boss.



  Your Definition:       ___________________________________________

  ___________________________________________________________

  ___________________________________________________________

  Actions and Connections

   •   Delegate authority to the lowest appropriate level.

   •   Establish a minimum number of approvals needed.

   •   Encourage employees to cooperate, communicate, and practice teamwork
       on their own.

   •   Provide sufficient “room” for employees to take initiative and risks.

   •   Coach and support problem solving efforts of employees.

   •   Run “interference” if necessary to ensure autonomy of your employees.




Supervisory Leadership                                                         4.5
Organizational Climate




Flexibility

  A.) No unnecessary rules, procedures, policies, or practices hold you back.

  B.) Employees feelings about how easy it is to get new ideas accepted in the
       organization, versus feeling that there are many bureaucratic rules,
       procedures, policies, and practices to which they have to conform rather
       than being able to do their work as they see fit.



  Your Definition:       ___________________________________________

  ___________________________________________________________

  ___________________________________________________________

  Actions and Connections

   •   Encourage creativity, experimentation, and independent thinking.

   •   Monitor guidelines, procedures, and practices to ensure they are helpful
       rather than limiting.

   •   Monitor bureaucracy for your employees allowing them to do the work.

   •   Accept other viewpoints and shift strategies when it is useful

   •   Assist employees in putting new ideas into practice.

   •   Discover ways to develop “win-win” solutions




Supervisory Leadership                                                        4.6
Organizational Climate




Rewards

  A.) Employees are recognized and rewarded for good performance.

  B.) The degree to which employees feel that they are recognized and rewarded
       for good work (performance-based rewards and recognition) rather than
       only criticized and punished when something goes wrong.



  Your Definition:       ___________________________________________

  ___________________________________________________________

  ___________________________________________________________

  Actions and Connections

   •   Provide detailed performance feedback to individual and work teams on a
       regular basis.

   •   Ensure that employee rewards are timely and performance based.

   •   Weight feedback toward positive elements of behavior.

   •   Constantly look for advancement opportunities for employees that are
       deserving.

   •   Identify developmental opportunities that help expand skills with and aim
       toward advancement.

   •   Provide special resources and some projects as rewards.




Supervisory Leadership                                                        4.7
Organizational Climate




Team Commitment

  A.) People are proud to be part of their department and the organization
       overall.

  B.) The feeling that management and fellow employees cooperate to get work
       done, that employees are willing to work especially hard when the
       organization needs them to, and that people are proud to be a member of
       the organization.



  Your Definition:       ___________________________________________

  ___________________________________________________________

  ___________________________________________________________

  Actions and Connections

   •   Emphasize the common goals and mission of individuals within a
       workgroup.

   •   Utilize cross-training to spread the understanding of jobs and performance
       standards.

   •   Identify symbols, logos, etc. to create common identity.

   •   Design systems for cooperation, rather than competition with other work
       units.

   •   Ensure that diversity, diversity of opinion, and differences is highly valued.

   •   Structure decision-making to allow for team input when possible.




Supervisory Leadership                                                          4.8
Organizational Climate




               Worksheets and Forms




Supervisory Leadership                4.9
Organizational Climate




Supervisory Leadership   4.10
Organizational Climate




Supervisory Leadership   4.11
Organizational Climate



                   Action Plan -- Climate Building Behaviors
Primary Climate Dimension To Develop:        ________________________
  Primary Action/Activity:




  Secondary Action/Activity:




Secondary Climate Dimension To Develop:    ________________________
  Primary Action/Activity:




Behavior or Leadership Strength To Develop Primary Climate Dimension:
  Primary Action/Activity:




  Secondary Action/Activity:




Behavior or Leadership Strength To Develop Secondary Climate Dimension:
  Primary Action/Activity:




Supervisory Leadership                                                    4.12
Organizational Climate


                   Action Plan -- Climate Building Behaviors
Primary Climate Dimension To Develop:        ________________________
  Primary Action/Activity:




  Secondary Action/Activity:




Secondary Climate Dimension To Develop:    ________________________
  Primary Action/Activity:




Personal Supporting Behaviors To Help Develop Primary Climate Dimension:
  Primary Action/Activity:




  Secondary Action/Activity:




Personal Supportive Behaviors To Help Develop Secondary Climate Dimension:
  Primary Action/Activity:




Supervisory Leadership                                                     4.13
Organizational Climate


                                              Climate Dimension = (write dimension here)
 Current
                                                              Level
 Level of                                                                             Evidence That Change Is Happening
                       Evidence For Your Rating              Climate
 Climate                                                                         2-3 Activities/Behaviors You Will See in Others
                     4 -5 Reasons For Your Rating            Needs
 Hi-Med-                                                                        2-3 Behaviors You Will Adopt To Support Change
                                                              To Be
   Low




                                              Climate Dimension = (write dimension here)
 Current
                                                              Level
 Level of                                                                             Evidence That Change Is Happening
                       Evidence For Your Rating              Climate
 Climate                                                                         2-3 Activities/Behaviors You Will See in Others
                     4 -5 Reasons For Your Rating            Needs
 Hi-Med-                                                                        2-3 Behaviors You Will Adopt To Support Change
                                                              To Be
   Low




 Supervisory Leadership                                                                                                            4.14
Organizational Climate


                                              Climate Dimension = (write dimension here)
 Current
                                                              Level
 Level of                                                                             Evidence That Change Is Happening
                       Evidence For Your Rating              Climate
 Climate                                                                         2-3 Activities/Behaviors You Will See in Others
                     4 -5 Reasons For Your Rating            Needs
 Hi-Med-                                                                        2-3 Behaviors You Will Adopt To Support Change
                                                              To Be
   Low




                                              Climate Dimension = (write dimension here)
 Current
                                                              Level
 Level of                                                                             Evidence That Change Is Happening
                       Evidence For Your Rating              Climate
 Climate                                                                         2-3 Activities/Behaviors You Will See in Others
                     4 -5 Reasons For Your Rating            Needs
 Hi-Med-                                                                        2-3 Behaviors You Will Adopt To Support Change
                                                              To Be
   Low




 Supervisory Leadership                                                                                                            4.15
Organizational Climate


                                              Climate Dimension = (write dimension here)
 Current
                                                              Level
 Level of                                                                             Evidence That Change Is Happening
                       Evidence For Your Rating              Climate
 Climate                                                                         2-3 Activities/Behaviors You Will See in Others
                     4 -5 Reasons For Your Rating            Needs
 Hi-Med-                                                                        2-3 Behaviors You Will Adopt To Support Change
                                                              To Be
   Low




                                              Climate Dimension = (write dimension here)
 Current
                                                              Level
 Level of                                                                             Evidence That Change Is Happening
                       Evidence For Your Rating              Climate
 Climate                                                                         2-3 Activities/Behaviors You Will See in Others
                     4 -5 Reasons For Your Rating            Needs
 Hi-Med-                                                                        2-3 Behaviors You Will Adopt To Support Change
                                                              To Be
   Low




 Supervisory Leadership                                                                                                            4.16
Organizational Climate


                                                     LEARNINGS PAGE



The Most Significant Thing I Learned About ___________ is __________?




Why Did I Choose __(from #1)__ As Most Significant?




How Will I Use What I Learned?
(what actions will I take as a result of this learning?)


 Supervisory Leadership                                                 4.17

				
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