10.10.12

DEVELOPING A SOUND ORGANISATIONAL CLIMATE




A sound organizational climate is a long – term proposition. The climate of each organization is set through an organizational behavior system. However, what should be an organizational behavior model for a given organization is not a universal phenomenon. Organization behavior philosophy derives from both fact and value premises. Fact premises represent how human beings behave, while value premises represent the view of the desirability of certain goals. Thus, organizational climate should represent the philosophy and goals of those who joint together to create the organization. Thus organizational climate exists in a contingency relationship with the organization, meaning that the type of climate that an organization seeks is contingent upon the type of people it has, the type of technology, level of education and expectations of people in it.

The organizational climate is contingent on the assumptions of the nature of people in general. In dealing with people, the total man concept should be taken which is essentially a combination of three different concepts about the nature of human – beings – economic, social and self – fulfilling. Such a classification is different from an earlier classification of man in the context of decision – making process. The basis of classification of man into three categories derives from the fact that each class of men has different set of thinking, motivation and hence requires different organizational climate. The economic man is basically motivated by money and long – range economic security and hence reliance on economic factors to attract, keep and motivate them. For social man, positive social relations and interactions are a must , within his work environment, man seeks an affinity with fellow employees. The creation of a climate where happy family atmosphere prevails is appropriate for him. The self – fulfilling man seeks achievement, accomplishment and meaning in what he does. The organizational climate with premium on certain degree of freedom is appropriate for sound organizational climate, managers must understand their people in their organization. The importance must be given to what motivates job performance in general and building an overall climate conducive to motivation, a keen insight into the individual in particular, and tailoring a personal approach to leadership and job design to which the man will respond with commitment. The individual differences suggest that there cannot be any all – purpose organizational climate. Though there are variations in practices, following prescriptions can be taken as features of a sound organizational climate:


1.    Absence of political maneuvering for organizational positions and other personal gains.
2.    Linking rewards with performance rather than linking with other considerations such as bold relationship, friendship and social background.
3.    High standard of excellence in every area of operation and evaluation.
4.    Encouragement for participation and group decision and its implementation.
5.    Encouragement for innovation and freedom to act upon ideas.
6.    High value assigned to interpersonal amity and tolerance of individual differences.
7.    High standards of moral integrity in dealing with both internal and external matters.

These prescriptions can be achieved on a long – term basis and more by practice and by presentation alone.