Questions for Organizational Climate

Questions for Organizational Climate



Questions about Organizational Climate

  1. Do I have a clear idea of the organization’s expectations of me as an employee?
  2. Do I have thefinancial resources and training I requireto work in the appropriate way?
  3. In the workplace, do I havethe chance to give my expertise daily?
  4. Within the last week, haveI enjoyed acknowledgment or admiration for doing a good job?
  5. Are there any supervisors at work who support my development?
  6. In the office, do my colleagues respect my opinions?
  7. Does the company’s mission give me a sense of importance?
  8. Are my colleagues dedicated to giving their best effort?
  9. In the past year, have any of the supervisors or managers evaluated my progress?
  10. In all my time at the organization, have I had the chance to learn new things and grow?

Analysis of Organizational Climate

            Organizational or corporate climate is defined as the procedure of establishing the way in which employees within the organization understand the culture and influenced largely by the concept of organizational culture. Different types of climates have been created within an organization and in this specific situation; the organization reflected a people-oriented climate. People-oriented organizations are constructive. They have positive approaches to the world and their contribution in it.They are hardly ever pessimistic, even in the most challengingconditions. People-oriented employees are self-confident.They create associationsthroughout their tenureby fostering andservicing personalrelationships (Biron, 2014). This feature frequentlymakes people-oriented leaders effective. When combined with beneficial elements of other organizational climates such as task-oriented climate, people-oriented climates can encourage their employees to accomplish excellent achievements. Such types of organizations also motivate employees to be confident in their leader.

            Effective people-orientedorganizations concentrate on optimistic action, communicationand teamwork.Extra features of people-oriented organizations range from showing interestin the personal lives ofemployees to leading programsthat unite different departments for instance, regularmeetings outsidethe official premises. Theseinclude casual locations or centered on non-work goals. Such types of organization climates are effective becauseevery employee embodiesempathy and enjoyan honest focuson their welfare (Ehrhart, Schneider, & Macey, 2014). Therefore, this type of reception makes it easy to lose personal identity and adopt that of the workplace. Caring leaders who handle workers’personal concerns gain a lot of trust and respect from the rest of the employees.

People-oriented organization climates have members with a high sense of appreciationand this is directly connected to increased performance in their companies. Probably, in such organizations,when the employees go to work, the management does not expect anyone to focus strictly on their jobs the whole day. Similarly, they are free to discuss work and personal issues, and even enjoy thesporadic break (Biron, 2014). However, such companies still expect and enjoyimpressiveproductivity from their workers. Most of the issue raised in people-oriented organizational climates involves setting a certain amount of restraint. For instance, while the organizations have a relaxed policy about socializing, engaging in unconstructive and personal discussions without a sense of direction and order reduces the chances of realizing organizational objectives  (Saleem, & Shakil, 2015).. Both extremes are clearly unfeasible (Ehrhart et al., 2014). Other organizations that have adopted a people-oriented cultureensure that they host numerous activities that allow all the members to participate. In this way, every employee feels needed and valued. Additionally, each employee can also get the opportunity to contribute his or her ideas and this increases creativity levels.

At the lowest levels, the phrase “people-oriented” is gives off the idealistic conceptof an organization where everyone is acquaintances. Theyall cooperate, are agreeableand contented andexchange niceties along thehallways. It is exciting to work in such an organization, everyone is satisfied with his or her position, and each worker is treated well and reasonably.The concept of a people-oriented organization climate is a vague one thatdemands defining toensure that everyone is on the same page. It is necessary for the employees and the management to have the same understanding concerning theorganizational climate particularly in cases where there are sharpdifferences. Simply announcing or wishing that a company would adopt a people-oriented approach is ineffective (Ehrhart et al., 2014). Most companies merely prefer to behave as if they respect and value the opinions and needs of their employees with the intention of the associated benefits.High turnover is normally the most glaring indicator that employees are dissatisfied with the existing work conditions. These issues occur regularly across diversecompanies but they are rarely identified and resolved. Most companies wrongly assume that they are people-oriented. In the same way, it is possible that most managers and leaders assumeconsider themselves as caring for the needs of their employees (Biron, 2014). Even in organizations that explicitly have clearly adopteda people-oriented approach in their operations, a substantial percentage of the employees hold a different opinion on the exact definition of their climate (Saleem, & Shakil, 2015)..These opinions differ depending on the category of individuals being interviewed:high-level management, clientsor other third parties.The definition of the level to which a company has adopted a people-centered approachdepends on the type of job they do, their exact emotions during the day and even the type of interviewer.

An authentic people-oriented organization climate should be consistent in creating the best environment for employees and other stakeholders. In such an organization, it is possible that a leader, colleague or manager will embody elements of a people-oriented person but act in a very wary manner (Saleem, & Shakil, 2015). Possibly, the organization might have a manger who maintains a close and cordial relationship with all his employees, but when an employee goes to him or her for assistance, the manager is never accessible (Ehrhart et al., 2014). Another possible situation involves a cooperative and jovial manager that uses administrative obstacles such as policies to create poor working conditions for the employees. This is the most common type of organizational culture in the modern corporate environment. What presents itself as a people-oriented organization is a blatant unwillingness to implement the structures and traditions.

Strategies to Help Individuals

            One of the coping strategies is embracing creativity. Individuals can be free to express their true opinions and ideas about workplace projects as well as personal relationships. Another strategy that can help individuals is fostering relationships with different employees across the hierarchy. People-oriented organizations promote the ideal environment for cooperation and collaboration ad consequently, individuals have the freedom to reach out to upper or lower levels of management (Ehrhart et al., 2014). The third strategy is establishing discipline and restraint n handling oneself within the organization. The fourth strategy is developing a set of policies and procedures that can coordinate the relationships between different individuals (Schneider, & Barbera, 2014). The last strategy involves being friendly and cooperative towards each other. In such workplaces, it is acceptable to make strong relationships that traverse the permitted associations within the workplace.


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Biron, C. (2014). Creating healthy workplaces: Stress reduction, improved well-being, and organizational effectiveness. Farnham, Surrey : Gower Publishing Limited.

Ehrhart, M. G., Schneider, B., & Macey, W. H. (2014). Organizational climate and culture: An introduction to theory, research, and practice. New York, NY: Routledge.

Saleem, M., & Shakil, A. M. (2015). Organizational Climate and Its Impact on the Performance of the Job. Saarbrücken: LAP LAMBERT Academic Publishing.

Schneider, B., & Barbera, K. M. (2014). Oxford handbook of organizational climate and culture. Oxford: Oxford University Press, USA.

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