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.
