This report discusses the relationship between organisational culture and climate and their impact on employees. It includes an overview of the concepts, an integrative approach, and the role of organisational climate in change. Practical implications for managers and reflection on learning are also included.
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Running head: ORGANISATIONAL CULTURE AND CLIMATE Organizational behavior and management Assessment Task 4 Name of Student: Name of College: Authors Note: 1
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ORGANISATIONAL CULTURE AND CLIMATE Contents 1. Introduction..................................................................................................................................2 2. Overview......................................................................................................................................2 2.1 Heading 1: Organisational climate and organisational culture..............................................2 2.2 Heading 2: Integrative approach of organisational culture and climate................................3 2.3 Heading 3: Role of organisational climate on change...........................................................4 2.4 Summary of key points..........................................................................................................5 3. Practical implications for managers.............................................................................................5 4. Reflection on learning..................................................................................................................6 5. Conclusion...................................................................................................................................6 References........................................................................................................................................8 2
ORGANISATIONAL CULTURE AND CLIMATE 1. Introduction In this report discussion is made to understand different elements of organisational culture and climate and their relationship as well as influences on employees of an organisation with help of analysis of four different articles that is based on the topic. An overview is presented on these concepts followed by understanding their similarities and need for integrative approach. Lastly, role of culture and climate to implement change has been discussed followed by reflection of learning from this study. 2. Overview 2.1 Heading 1: Organisational climate and organisational culture Here (Schneider, Ehrhart and Macey 2013; Ali and Patnaik 2014) have made a discussion on influences of organisational culture which reflects values and behaviour that contributes to work environment and on climate which determines environment where employees are either satisfied or unsatisfied.Both influence the experiences of people working in organisations thus shaping their perceptions and behaviours. While in specific cases these even determine effectiveness of reinstating managerial capabilities. According to arguments of Schneider, Ehrhart and Macey (2013) organisational climate and culture is an assumption and their practical influences have not been derived fully as these ideas have extensively focused on positive impacts. However negative implications have been understated where employees do not agree with favourable experiences. On other hand Ali and Patnaik (2014) have argued that these concepts have strong impactson peoplein selectiveenvironmentthusshapingperceptionsspecificallydriving effectiveness in managerial contexts. Schneider, Ehrhart and Macey (2013) have reviewed concepts of organisational climate and culture and have discussed their relationships with people influences. They have stated that organisational climate is used to tackle people through tangible strategies while organisational culture determines influences of values and beliefs over people thus impacting their socialisation at work. However influence of organisational climate has not been adequately studied in understanding reasons behind perceptions when employees do not agree with tangible strategies. 3
ORGANISATIONAL CULTURE AND CLIMATE Ali and Patnaik (2014) have stated that organisational culture has reflected more on values, efforts and interpretations. While their propensity of impact over managerial effectiveness in both private and public sector firms generally dispose focus on climate and there has not been adequate assessment on culture research. Further they have stated that in private enterprises there is no stable influence of climate and culture on effectiveness of managers but in public sector bothhasstableinfluences.Howeverculturehasnegativeimplicationsonmanagerial effectiveness in public sector enterprises. 2.2 Heading 2: Integrative approach of organisational culture and climate AccordingtoNgandNg(2014)organisationalcultureresearchiscoredimensionof organisational behaviour research and its significance has been derived from the fact that these concepts are widespread in use in management approaches as media has reported its greater influences on employee behaviour or organisational practices. Nonetheless, in organisational reseach there exists another asepct of research focused on issues of organisational climate research that is similar to organsiational culture. But this is less widespread and unknown to people. The reason can be organsiational climate research is quite similar to organisational culture reseach and hence confusing among researchers. These reasons could have been because some culture researchers have stated that climate research is sub set of culture research and as such a form of it. However, several climate researchers have argued that it was distinct from culture research. As such in today’s context it is largely established that organisational climate research and organisational culture research are two inter-dependent aspects. Due to their correlations and overlay some reseachers have stated an integartive approach for both these aspects.Ng and Ng (2014) have representedsimilarities between culture research, organisational culture research and organisatioanl climate research and then an integrative approach is proposed for future scope. They have stated further that organisational culture research is necessarily culture research in organisational relation as both of them focus on values, beliefs and norms of people. It is argued that when people get associated with a firm they bring their own set of native values that combines with values of other workers and these together influences organisational culture. As such although both focus on values and norms but are observed separately. While 4
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ORGANISATIONAL CULTURE AND CLIMATE climate research focus on workers thinking on formal or informal organisational policies, practices and process and hence is different from culture, however in deeper context these overlaps.Ng and Ng (2014)stated that as focus on integrative approach towards all three concepts are limited so further studies are needed based on similarities with an equal focus over using their multi level modelling, as these would create new understanding on correlation between these concepts and will open up new interdependent opportunties. 2.3 Heading 3: Role of organisational climate on change Douglas, Muturi, Douglas and Ochieng (2017) have examined role of organisational climate in readiness for change with specific focus over lean six sigma (LSS).It has been stated that as climate impacts readiness for change so it is vital that firms can evaluate these to ensure whether their environment is appropriate to implement change; specifically in context to six sigma. Douglas, Muturi, Douglas and Ochieng (2017) have further defined change as actions that are conductedtodealwithimprovementandhavestatedtwochangemethodsi.e.change management and systematic change methods. In systematic method procedures that support management to initiate decisions are involved and lean and six sigma both are systematic change methods that consist of large scale changes.These cannot be successful until change occurs at individual level and until each employee is prepared to accept change. Hence readiness to change (RFC) means emotional lead to determine behaviour of either reluctance or support for change which establishes successful implementations. To implement change in a firm a quality oriented culture is vital specifically for six sigma implementation. While some change interventions fail as they lack internal assessment of culture and climate before initiation of change initiatives. As culture and climate are interrelated and as climate shapes perceptions of people in organisations so it influences acceptable behaviour and response of people towards change. Douglas, Muturi, Douglas and Ochieng (2017) have stated that employees are more receptive to climate and hence it should be bettered to ensure barriers to acceptance of change are eliminated. Also as climate is more evident than culture so a firm should focus on climate to communicate cultural change with help of better practices and policies that influences beliefs and values that shapes employees responses. Even organisational climate can be encouraging or discouraging to prompt change as suchthecurrentconditionofcultureshouldbeevaluatedwithRFCtosupportchange implementations or procedure of change elements. 5
ORGANISATIONAL CULTURE AND CLIMATE 2.4 Summary of key points Thus it can be summarised that Schneider, Ehrhart and Macey (2013) have focused on conceptionsofclimateandorganisationalchangeandtheircorrelationsthatinfluenced employee’s experiences however they had limitation to find out reasons that determined negative influences. While Ali and Patnaik (2014) have stated confirmed influences of these concepts in driving employees behaviour and influence over managerial effectiveness though these may vary with selective environments of private and public firms. Further Ng and Ng (2014) have stated thatsimilaritiesexistsbetweencultureresearch,organisationalcultureresearchand organisational climate research so a more integrative approach needs to be studied to interpret their multi-level pattern and interdependencies. Lastly Douglas, Muturi, Douglas and Ochieng (2017) have stated that readiness for change is a vital concern and organisational climate is a significant factor in determining that readiness. So to interpret climate it has to be assessed with a feasible method and firms that neglect their climate often fail to implement change. This is because climate evaluation allows identifying chances of success for initiating change in organisation as well as supports management in identifying areas where organisational climate can be developed further. Hence climate evaluation is good for management as well as employees of a firm whose perceptions are primary for successful implementation of change. 3. Practical implications for managers All the above literatures have studied the concept of organisational culture and climate and their impact over employee’s experiences, perceptions and behaviours. While culture determines values and beliefs but climate determines organisational practices and policies. Hence both these can be used together by managers to drive day to day work effectiveness as positive practices and process builds a culture where employees are more open and adaptive rather than being reluctantduetoinfluencesofnegativeorganisationalclimate.Hence,employeesexhibit optimistic thinking and attitude that drives desirable performances as well as fulfilment of organisational goals. This combination of effective climate and culture makes employees efficient and more productive which facilitate better management of employees by the managers to attain objectives with predefined KPI and timescale set for attaining goals. Moreover these evendrivesenvironmentthatsupportsbetterchangeimplementationormanagementas 6
ORGANISATIONAL CULTURE AND CLIMATE employees are acceptable to change elements due to good components of climate. As such these can be well executed by managers through effective decisions that are based on evaluation of climate and culture within a firm to control regular operational effectiveness of work. 4. Reflection on learning By analysing articles on topic of organisational climate and culture I have learnt aspects of these concepts with a better understanding of various elements, which has improved my theoretical knowledge. Moreover during the process of analysis I have also found limitations which have given me scope to learn other research works based on organisational climate and culture that addresses these limitations specifically to understand influences of climate and culture concepts in negative context when employees disagree with practices that are deployed in organisation. In order to improve my earlier analysis based on assessment 3 I have studied literature articles that have focused on wider context of these concepts specifically in determining implementation of change within organisations and focus on their integrated approach. Overall study of these articles has elaborated my understanding of impacts of climate and culture in driving employee’s behaviour. 5. Conclusion From this report it is evident that both culture and organisational climate are important drivers within an organisation as these have significant influences on perceptions of employees that drivetheirbehaviour,responsesandactions.Whilepositivecultureandclimatemakes employees acceptable and adaptive however negative elements of culture and climate makes them reluctant. Both impact on performances either by encouraging or discouraging employees. So understanding and improving climate helps to build adaptive culture and makes employees more expecting to drive towards better outcomes and fulfilment of objectives. 7
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ORGANISATIONAL CULTURE AND CLIMATE References Ali, A. and Patnaik, B., 2014. Influence of organizational climate and organizational culture on managerial effectiveness: An inquisitive study.The Carrington Rand Journal of Social Sciences, [Online]1(2),pp.1-20.Available: https://s3.amazonaws.com/academia.edu.documents/34555293/DR_AMJAD_ALI.pdf? AWSAccessKeyId=AKIAIWOWYYGZ2Y53UL3A&Expires=1540053067&Signature=oPH6tV IuAgOvIIQ9UVomQ8dM3lo%3D&response-content-disposition=inline%3B%20filename %3DInfluence_of_Organizational_Climate_and.pdf[Accessed on 20 Oct. 2018] Douglas, J., Muturi, D., Douglas, A., and Ochieng, J. (2017). The role of organisational climate in readiness for change to lean six sigma.TQM Journal,[Online]29(5), 666-676. Available: https://search.proquest.com/docview/1950076887?accountid=30552[Accessed on 20 Oct. 2018] Ng, J. C. Y., and Ng, K. Y. N. (2014). CULTURE, ORGANISATIONAL CULTURE AND ORGANISATIONALCLIMATE:ANINTEGRATIVEAPPROACH.IndianJournalof CommerceandManagementStudies,[Online]5(2),18-26.Available: https://search.proquest.com/docview/1539798840?accountid=30552[Accessed on 20 Oct. 2018] Schneider, B., Ehrhart, M.G. and Macey, W.H., (2013). Organizational climate and culture. Annualreviewofpsychology,[Online]64,pp.361-388Available: https://articles.extension.org/sites/default/files/Organizational%20Climate%20and%20Culture %20Review.pdf[Accessed on 20 Oct. 2018] 8