Differences between Organizational Climate and Organizational Culture - Assignment Example

Management Management Question four There exist various differences between organizational climate and organizational culture. Organizational climate is the total environment within a given organization (Kaur, 2009). Organization climate has its roots in psychology. Elements of organizational climate harbor the elements of job satisfaction, and motivation. On the other hand, organizational culture entails the beliefs, feelings and behaviors shared in an organization. All aspects of organizational behaviors have to be shared and appear collectively to give meaning to the concept of organizational culture (Mehment, 2006). Researchers of organizational culture are more concerned with the evolution of social systems over time. Organization climate is more concerned with the impact of organizational systems on groups and individuals (Kaur, 2009). Organizational climate represents how individuals experience the culture of an organization. The climate of an organization is likely to change frequently in case the upper management. Organizational culture is easier to measure and even experience than the organizational culture. In an organization, the culture of the organization is determined in ensuring that the employees hit the required targets for the day. This is by ensuring that the employees are well-motivated for their jobs (Mehment, 2006). This culture of such an organization produces a goal-oriented culture where everyone has to ensure that they meet the specifications of their goals. Question five It is possible to change the climate of an organization by identifying the issues facing the organizational climate (Yuktahamarani, 2013). By altering these issues, an organization is able to change its organizational climate. However, there are various challenges visible. One of them includes time consumption before the employees are able to adapt to the changed organizational climate. In addition, the change requires that the organization changes it culture which might be not as efficient as the already existing organizational climate (Fauziah, Safiah, Syakirarohan, & Shukriah, 2010). Question six Hotsfede came up with five cultural dimensions. One of them is the power distance existing between people with and those without power (Shahid, 2014). A high power distance indicates that a society accepts an unequal power distribution while a low power distance means that power is equally shared and well dispersed across the cultures. The second one is the aspect of individualism which is the strength of the ties that individuals hold in a society. A high individualism means that individuals are loosely connected, while low individualism indicates that a society has a high level of cohesion among its members. The other aspect is the issue of masculinity which refers to how a society is able to value various traditional male and female roles. High masculinity represents a society where men are expected to be tougher and assertive and provide for their families (Forquer, 2012). The lower masculinity the roles are blurred and no traditional gender role dominate. The fourth aspect is the uncertainty avoidance and index which relates to the extent to which members of a society feel whenever they are in uncertain situations. High uncertainty avoidance represents situations where societies try to avoid ambiguous situations as much as possible. Such members are always guided by rules and laws and they often seek a collective truth. Low Uncertainty avoidance represents a society where there are few rules and individual society members are encouraged to come up with their own truths. The last aspect is long term orientation which refers to how much societies value long-term values as opposed to short terms traditions and even values. Societies with high long term orientation deliver on social obligations and are often afraid of losing face (Shahid, 2014). Thus from these conceptualizations of culture, an example of cultural conflict that I have seen in my organization is one with high masculinity. This is the society with a high level of male chauvinism where men dominate the important aspects of the organizational leadership. Men make all the decisions in such an organization and the decision of women is not highly appreciated (Forquer, 2012). Question seven There exist some differences between content theories and process theories. There are multiple different things that are likely to influence people’s behaviors and their performance. There are many different theories used to study motivation (Motivation, 2007). They include the process and the content theories. Content theories make attempt to explain certain things that motivate individuals in different situations. It is aimed at assessing people’s needs and strengths to identify what motivates this individual. Process theory, on the other hand attempts to identify various relationships among variables which constitute motivation. It is concerned with how motivation is initiated and sustained. The content theories relate to validity and reliability since it enables the organization to understand the strengths and weakness of the employees and research on how these aspects can be enhanced to increase the motivation of employees. Moreover, theory informs the organization practice since it determines the organization culture and climate. It enables the organization to incorporate aspects of employees’ motivation, and customer satisfaction to improve the overall performance of the organization. An example of workplace motivation that I believe is drawn from content theory is performance appraisal. Here, employees are rewarded from their good performance in the organization to keep them motivated (Theories, 2007). Question eight There are three main perspectives of motivation that are important for an organization. One of them is the economical perspective (Wayne, John, & Peter, 2006). Here, the needs and wants of the consumers are seems as the main motivation for the market behavior. It is an assumption that the needs and preferences of the consumers are reflected in a way that consumers make alternative bundles of goods that consumers purchase. Another aspect is the psychological perspective of motivation which does not conceive motivation as a singular cause behind certain motivational behaviors. Defining motivation as a combination of certain driver’s action impending factors should be included in the exploration of these structures of motivation. The last perspective is the relational approach where motivation is seen as a way of looking at values that are able to be seen as the cause of action. The most compelling one is the rational approach perspective since it indicates that motivation is based on how value relations are able to lead to actions. Moreover, it considers a relational perspective which deviates from other common perspectives of motivation. Managers use this perspective by looking at values that might lead to good course of action from the customers. They are able to work on these values to heighten the motivation of their employees (Natalya, 2009). Question nine Job design is an important aspect in determining the performance of an organization. One variation that I have seen utilized is job rotation (Safdar, 2011). This is one aspect of motivation where employees explore various levels of an organization. I thought it was an effective variation since employees were able to experience the activities of various organizational levels thus improving their performance (John, 2009). Question ten There exists a relationship between organizational citizenship behavior (OCB) and counterproductive behaviors (Griffin, 2012). The two are related to organizational performance. The two reflects the opposite ends of the role performance in an organization. OCB is however, constructive in developing an organization, where else counterproductive behaviors lead to the decline of the organization leading to the negative performance of the organization. One OCB that may translate into a counterproductive behavior is an employee going early to the office but instead of working on the allocated duties in an organization, the employee conducts their own personal business using the company’s resources (Hakan, 2011). Question eleven Moreover, it likely for managers to misbehave in an organization in various ways (Mehment, 2006). One of them is requiring for sexual favors from employees before a promotion, receiving bribes from clients and other stakeholders of the organization. Moreover, managers can misbehave through misusing the resources of the organization, acting unethically not in accordance with the culture of the business and favoring some employees over others (Motivation, 2007). Question twelve There exists a difference between consensus and compromise in an organization. Compromise often looks for a mutually acceptable solution which benefits both parties partially (Samantha, 2009). This results into no losers and no winners in the long-run and it brings about dissatisfaction for the parties involved. Consensus involves the parties involved coming up with a solution that satisfies them both. The two teams works together and solve problems creatively and innovatively to come up with a good and benefiting solution for the two of them. Compromising is only acceptable when the goals that either party has have equal importance, both parties have equal powers and that it is necessary to find a temporary solution within a short period of time (Richard, 2014). Question thirteen There is also a relationship that exists between organizational structure and conflict. The structure of an organization determines the presence of conflict in such an organization (Krnichi & Mariko, 2009). An organization that is well structured under a good management with good values and with good relations between the employees and the employer has fewer conflicts or no conflicts at all. However, an organization that is not well structured with a divided management and failing to follow the ethical practices in the organization harbors numerous conflicts raging from conflicts between the management and the employees (Griffin, 2012). One example of organizational conflict arising in an organization entails conflict of interests where various stakeholders of an organization differ in their goals and objectives in the organization. As a result, they end up not coming into a conclusion whenever a decision is required regarding various activities of an organization (Micha & Raanan, 2009). Question fourteen Empowerment is the process by which management share information, rewards and even powers with various employees so that they can have the initiative to make decisions and solve problems creatively to improve performance of the employees (Hosein, Shahram, & Reza, 2013). It based on the idea that equipping the employees with motivation, resources, power and even authority and holding them responsible for their actions will lead to the improvement of their competence and satisfaction of these employees. It is important for the organization to realize their capabilities of taking accountability and responsibility for all their actions could enable them attain their self-fulfilling empowerment that can lead the organization to greater heights in terms of the satisfaction of their customers (Bailey, 2009). This enables the individual employee to get the required skills, knowledge and motivation to accomplish the required goals and objectives of an organization. One example of how an organization can contribute to the overall empowerment of employees is by leaving some junior employees in charge of some managerial responsibilities once in a while. By giving the employees this power and accountability, they are able to feel trusted and that the organization has faith in them. As a result, they are able to feel motivated; gaining the required skills and knowledge that enables them to deliver quality services to customers. This in turn improves the satisfaction of customers. References Bailey, T. L. (2009). Organizational Culture, Macro and Micro Empowerment Dimensions. New York: Universal Publishers. Fauziah, N., Safiah, O., Syakirarohan, S., & Shukriah, I. (2010). Organizational Climate And Its Influence On Organizational Commitment. International Business & Economics Research Journal , 1-9. Forquer, G. S. (2012). A Framework Development Process to Integrate Cultural Value Dimensions in a Managerial Decision Making Context. Journal of Business and Economic Studies , 53-136. Griffin, R. W. (2012). Management. Mason, Ohio: Cen gage learning custom publishing. Hakan, E. (2011). 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