Organizational Climate Warm and Open or Chilly With a Chance of Rain

Organizational Climate

I would think being part of an organization with an integrated purpose, strong focus on the advancement of the individual, and respect for others would be a great place to work. Organizations of similar circumstances can differ greatly in productivity and climate and productivity can often be related to individual and group motivation. The climate of the organization enhances or inhibits motivation. The organizational climate is a product of leadership (Kouzes & Posner, 2011).

Many believe organizational climate is something that is sensed rather than cognitively recognized, however climate is a set of attributes which can be perceived about a particular organization and the way they deal with their members and environments. It is the combination of perceptions of individuals, the collective view of the organizations members as to the nature of the environment in which they work.

Leadership can enhance climate to the degree they demonstrate confidence in subordinates, and to the extent subordinates' ideas are sought and used. Motivation strategies also affect climate depending on whether they are fear based, reward based, extrinsic or intrinsic, and the level of cooperation among workers these strategies encouraged. Communication is another factor that affects climate depending on the direction it flows, how downward communication is accepted, the accuracy of upward communication, and the degree supervisors know the problems faced by subordinates. The decision making process can augment climate depending on the level decisions are made and the involvement of subordinates in the process. Other measures of climate include the process for developing organizational goals and the amount of covert resistance to the goals present in the organization (Kouzes & Posner, 2011).

In order to manufacture a climate conductive to productivity leaders and subordinates need to have clarity and a common understanding of goals, objectives, priorities, and command philosophy and actions taken to make the organizational climate must directly support these issues. Organizations with positive climates are embedded with the principle of rationality; the members do what seems right and sensible and question policies, procedures, and requirements that seem otherwise (Kouzes & Posner, 2011).

Effective leaders understand that empowerment develops capacity in subordinates. To develop capacity leaders must set up opportunities for subordinates to take on responsibility and experience success. This will enrich their job's letting them know they have value to the organization and can make a difference.

Conclusion