organizational climate. organization chart,

2. INTRODUCTION
The term organizational climate was first used by
CORNELL in the year 1955.
He used the term to denote a delicate blending of
interpretations or perceptions by persons in the
organization of their jobs or roles in relationship to
others and their interpretation of roles of others in
organization.

3. Other names
Organizational climate

4. Vision: It is the over-riding principles that governs
the organization
Mission: Mission statement is the statement of
purpose of the company
Artifacts: An object made by human beings
Attribute: Characteristics of an object or person
Terminologies

5. DEFINITION
Organization:
Organization is a system of consciously coordinated
activities or forces of two or more persons
-Swansburg

6. DEFINITION
Climate:
Climate can be defined as the perceived attributes of
an organization and its subsystems as reflected in the
way an organization deals with its members groups and
issues.

7. DEFINITION
Organizational climate:
Organizational climate is the emotional state,
perceptions and feelings shared by the members of
the system- Swansburg

8. Individual initiative
Risk tolerance
Direction
Integration
Management support
Control
Identity
Reward system
Conflict tolerance
CHARACTERISTICS
OF
ORGANIZATIONAL
CLIMATE

9.  Individual Initiative: The degree of responsibility,
freedom and independence that individuals have.
 Risk Tolerance: The degree to which employees are
encouraged to be aggressive, innovative and risk-
seeking.
 Direction: The degree to which the organization
creates clear objectives and performance expectations.
CHARACTERISTICS
OF ORGANIZATIONAL CLIMATE

10.  Integration: The degree to which units within the
organization are encouraged to operate in a coordinated
manner.
 Management Support: The degree to which managers
provide clear communication, assistance and support to
their subordinates.
 Control: The number of rules and regulations and the
amount of direct supervision that is used to oversee and
control employee behavior
CHARACTERISTICS
OF ORGANIZATIONAL CLIMATE

11. Identity: The degree to which members identify with
the organization as a whole rather than with their
particular workgroup or field of professional expertise.
 Reward System: The degree to which reward
allocations are based on employee performance.
 Conflict Tolerance: The degree to which employees
are encouraged to solve conflicts and criticisms.
CHARACTERISTICS
OF ORGANIZATIONAL CLIMATE

12. Factors of organizational climate
Richard M. Hodgetts classified organizational climate
in to two factors
Overt
factors
Covert
factors

13. Overt Factors
o• Hierarchy
o• Goals of the organization
o• Financial resources
o• Skills and abilities of employees
o• Technological state of the organization
o• Performance standards adopted
o• Efficiency measurement
FACTORS
OF ORGANIZATIONAL CLIMATE

14. Covert Factors
• Values
• Attitude
• Norms
• Feelings
• Belief
• Supportiveness
• Satisfaction
FACTORS
OF ORGANIZATIONAL CLIMATE

15. FACTORS
INFLUENCING THE ORGANIZATIONAL CLIMATE
Leadership
Communication
Goals and
objectives
Control system
Decision-making
Motivation

16. DIMENSIONS
OF ORGANIZATIONAL CLIMATE
Clarity
Standards
Responsibility
Flexibility
Rewards
Team commitment

17. A high performing team or workplace climate is
grounded in TRUST
Trust is the desirable element of organizational
climate
VITAL SIGNS MODEL
OF ORGANIZATIONAL CLIMATE

18. As shown in the model to the right, we
conceptualize these five drivers with Trust as the
center. Motivation and Teamwork are on the people
side; Change and Execution are on the organization side.
Motivation and Change drive strategic direction.
Teamwork and Execution drive operations.
VITAL SIGNS MODEL
OF ORGANIZATIONAL CLIMATE

19. People need to feel energized and committed to doing
more than the minimum requirement: Motivation.
They need to be adaptable and innovative: Change.
They need to feel collaboration and communicate to
take on the challenges: Teamwork.
They need to be focused and accountable: Execution.
VITAL SIGNS MODEL
OF ORGANIZATIONAL CLIMATE

20. VITAL SIGNS MODEL
OF ORGANIZATIONAL CLIMATE

21. MEASURING ORGANIZATIONAL
CLIMATE

22. Organizational climate can be measured using climate
survey.
Purpose:
Measurement of climate seeks to identify the
components of both bad and good climate
MEASURING ORGANIZATIONAL
CLIMATE

23. STEPS IN
CLIMATE
SURVEY

24. Use of management survey
Employee Involvement
Positive Work Outcomes
Communication Forum
Industry Comparisons
Proactive Management

26. Use external consultants to collect and interpret
your climate survey data.
Understand that climate is serious stuff not to be
done half heartedly
Get involvement of organizational members.
Guarantee confidentiality of climate survey
Understand the climate is dynamic and no single or
fixed climate survey instrument has the ability to flex
to suit changing times.
CONTINUE………….

27. The nursing climate:
The nursing climate makes use of the individual
practicing nurses skills and motivational potential.

28. Practicing nurse wants a climate that will give them
job satisfaction .
Recognization and appreciation from managers and
patients for achievements
Good working condition
High salaries
Opportunities for professional growth
Adequate administrative support, staffing
Nursing Climate

29. Role of nurse manager in maintaining
organizational climate

30. Nurse managers should emphasize those
management tasks or activities that stimulate
motivation in nursing employees
Nurse managers should establish a management
strategy to support new nurses and involve them in
decision making
Nurse managers should establish a climate in which
discipline is applied fairly and uniformly.
ROLE OF NURSE MANAGER

31. Nurse managers will work to establish an
organizational climate that provides incentives for
clinical nurses.
Nurse managers should learn to use climate surveys
to find out the issues and concerns of practicing
clinical nurses
The entire work climate should promote the
employee right
Role of nurse manager

32. Skills needed by the nurse manager
Education
Management
Training

33. Apply their technical skills quickly
Ignore organizational problems
Promise without delivering
Try to do other line managers job
Represent selective interest
Have poor timing
Do not criticize themselves
Fail to understand the organizational culture
Reason for failure of nurse manager

34. Set up opportunities for coaching
Invite people to assume responsibilities
Enrich peoples job
Model the behavior that you expect
Suggestions for creating a learning
climate

35. The communication climate should be in
harmony with the corporate culture and should be
used to encourage positive values such as,
Quality
Independence
Objectivity
Client services
CLIMATE
FOR COMMUNICATION

36. Job satisfaction
Confidence in management
Affective commitment
Faith in organization
Performance
Outcome of good climate

37. Desirable behaviors such as
Risk taking
Open communication
Trust
Operational freedom
Outcome of good climate

38. Turnover
Stress
Sickness
Poor performance
 Increased Error rates
Wastage
Accidents
Intention to quit
Emotional exhaustion
Outcome of bad climate

39. Bad behavior such as:
Sabotage
Absenteeism
Go slow
Bullying
Outcome of bad climate

41. Culture is the beliefs and values, and how they are
manifested. And culture is the soul that holds the
thing together and gives it life force.
Introduction

42. Organizational culture:
Organizational culture is the sum total of an
organizations belief,norms,values,philosophies,
traditions, and sacred cow.
-Swansburg
Definition

44. Components of organizational culture

45. The artifacts of organizational
culture
Physical
Behavioral
Verbal

46. Verbal artifacts result from shared values and beliefs
They includes
Traditions
Heroes
Party
Ceremonies (To reward years of service)
Annual picnic
Christmas party
Verbal artifacts

47. These are physical objects and environments in the
organization
Examples:
 pieces of artwork,
 furniture
 rooms
 meeting places
equipment
Physical artifacts

48. Behavioral artifacts
Rituals
collective
interpersonal
behavior
values

49. Compare climate and culture
CLIMATE CULTURE
Met expectations Nature of expectations
Temperature Pressure
Transactual Transformational
Tactical Strategic
Norms-Behaviors Values, Beliefs

50. Types of culture
Consonant
cultures
Dissonant
cultures

51. Collective spirit
Golden rule norm
One super ordinate goal
Frequent management /Staff interaction
Clinical expertise value
Match between values and outcome
Consonant cultures

52. Formal and informal system to address conflict
High cooperation between units
Behavior norm same for every one
All the members seen as member of same occupational
group.
Consonant cultures

53. Mismatch between professional and organizational
goals
Stronger union affiliations than organizational
affliation
Little staff representation on committees
Low staff participation in decision making
Donot have primary care model competitive spirit
Dissonant culture

54. Low staff management interaction
Mismatch between values and outcomes
Nurse manager seen as outside occupational
Myths , stories, symbols not caring or possitive
Don't have primary care model and competitive spirit
Dissonant culture

55. A successful manager identifies and accepts the
prevailing culture before making changes
It is more difficult to change a culture at the level of
basic beliefs, values and perspectives
It is easier to change technical and administrative
systems
Role of manager in changing the
organizational culture

56. Employee selection is important in maintaining
existing cultures and climates.
More experienced, competent hires may import
Transferring climate and culture to new
employees

58. Recent trends
100% health coverage for employees
On site child care facilities
18 Weeks paid maternity leave for mother and 7
weeks leave for father
Free food for employees
Staff vehicles
Pets in work place
Comfortable rooms for mid-day meditation

59. Celebrating special events
Playing together
Respecting the diversities
Having fun together
Free movie passes
Inviting special guest for
your employees to meet and interact
Recent trends

60. A study on organizational climate and culture in
presidency kid leather limited, Guduvancherry-Journal
on human resource management .
Assessing the organizational climate and leadership as
a mean to evaluate potential for organizational change
Journal reference

61. Organizational climate and culture are
important to social welfare administration
because they provide the critical links between
organizational characteristics and service
outcomes.

62. Bessie, Text book of hospital and nursing homes planning
organization and management jaypee publications pg no:817
Carolyn Text book of creative nursing leadership and management
Jones publications pg no:210 to 211
Jones text book of management and leadership for nurse
administrators fifth edition Bartlett publications pg no:50 to 55
Swans burg text book of introduction to management and
leadership for nurse managers third edition Bartlett publications pg
no 307 to 310
Bibliography