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2. ORGANISATIONAL CLIMATE
set of characteristics that describe an organization and
distinguish one organization from others.

3. DIMENSIONS/COMPONENTS
COMPONENTS
INDIVIDUAL
AUTONOMY
REWARD
STRUCTURE
Support
DEVELOPMENT
RISK-TAKING

4. INDIVIDUAL AUTONOMY
 Employees are free to manage themselves,
have considerable decision – Making power and
not accountable to higher management.

5. REWARD ORIENTATION
 Degree to which an organization
rewards individuals for hard ships and
achievements.

6. RISK-TAKING
Degree to which organization supports
the managers in risk handling and how
individuals feel free to try out new ideas
without fear.
It helps the individuals to feel free to
perform without punishments.

7. DEVELOPMENT
 degree to which conditions in the
organization foster the development
of employees and scope for growth

8. SUPPORT
Support which an individual receives
from other member of the organization.
sense of team-spirit among the
organization members

9. TYPES
Autocratic
management
has full control
Democratic
Equal
importance
Business Oriented
Organization give
importance for the
target

10. FACTORS INFLUVENCING

11. ORGANIZATIONAL STRUCTURE
•larger organization - vertical distribution of responsibilities.
•smaller organization - horizontal distribution

12. ORGANIZATIONAL SIZE

13. ORGANIZATIONAL CONTENT
degree to which the employees agree with the policies, rules
and regulations of the organization

14. ORGANIZATIONAL VALUES
Every organization has its own value system laid by its
management
The beliefs and how the work is done in an organization
ADIDAS
Performance: Sport is the foundation for all we do and
executional excellence is a core value of our Group.
Passion: Passion is at the heart of our company.
Integrity: We are honest, open, ethical, and fair. People trust
us to adhere to our word.

15. ORGANIZATIONAL NORMS
norms include ways to speak to persons in authority, style of
dress, interactions in meetings.

16. MEMBER CHARACTERISTICS
•A personal characteristic of an organization member affects
the climate prevailing in the organization.

17. LEADERSHIP STYLE
depends upon the Autocratic and Participative leadership
provided by the management

18. REQUIREMENTS FOR AN EFFECTIVE ORGANIZING
Communication System
External Variables
Outputs
Reenergizing The System
Organizational Climate

19. COMMUNICATION SYSTEM
 essential at all phases of organization process
 To integrate all managerial functions.
 Planning accordingly to achieve the goal.
 selection, training of employees.
 Delegating the work
Link the enterprise with external environment
 To know about the customers satisfaction level & needs.
 To know the degree of competition.

20. EXTERAL VARIABLES
•factors that the organization has no control it but only respond
to it
OUTPUTS
task of the managers to secure and utilize the inputs
efficiently

21. REENERGIZING THE SYSTEM
Some of the outputs of an organization become input again.
– satisfaction of the employees
– profits of the organizations

22. STEPS
1.Identification of activities
2. Grouping of activities
3. Assigning the activities
4.Delegation of Activities

23. Step 1 - IDENTIFICATION OF ACTIVITIES
The activities that are necessary for the accomplishment
of goals and objectives of the organization.
STEP 2 - Grouping of activities:
Closely related and similar activities are grouped together to form
sections.
STEP 3 - Assigning the activities:
Giving the task or the grouped activities to the corresponding
departments.

24. Step 4: Delegation of Activities:
Delegating the work to the employees according to their capabilities.
– Activity Analysis
– Decision Analysis
– Relation Analysis

25. Activity Analysis
• Identifying all the activities needed to achieve the goal.
• Identifying the order of importance.
• Divide the activities into smaller parts and concentrate
on each one.

26. Decision Analysis
Future Decisions: long term activities should be taken by top
management.
 Impact: Decisions that affect several functions should be tak
en by the top managers.

27. Relation Analysis
A study of how a manager has relationship with his subordinates.

28. OVERT & COVERT FACTORS
OVERT FACTORS
Factors that are visible and measurable are called overt factors

29. ORGANIZATION HIERARCHY
 who reports to who & spam of control
SIMPLE:-for small organization which require a low degree of
specialization. Offers flexibility
 FUNCTIONAL:-Structure is grouped based upon the functions performed
They are useful for the firms who have large product line.
 DIVISIONAL:- Structure is used by organization having no of divisions
coordinated and controlled by head office. Head office formulates strategies
and allocates resources.
Matrix:-Structure is a combination of divisional & functional structure.

30. FINANCIAL RESOURCES- availability, usage and management of funds.
GOALS OF ORGANIZATION - clearly defines its goal & properly
communicates then it has a good organizational climate.
SKILLS & ABILITIES OF PERSONNEL- efficient, skillful and have
good capabilities to cope with the changes in the environment.
 TECHNOLOGY CHANGE - Organization which is capable of perceive
technological change & adopt with changes have good organizational climate.
 PERFORMANCE STANDARDS - clearly establish standards for each &
every activities.
EFFECIENCY MEASURMENT - measurements used by government &
Industries like measuring the initiation, supportive roles and managerial roles
of Individuals.

31. COVERT FACTORS
not visible and measurable are called covert factors

32. THANK YOU