Certainly!

Here’s an essay-style response on the topic of organizational climate and its

relationship with organizational culture:

Organizational Climate and Culture: Navigating Change

Organizations are complex ecosystems where people, processes, and values intersect. Two
critical aspects that shape an organization’s identity and functioning are organizational
culture and organizational climate. While these terms are often used interchangeably, they
represent distinct dimensions that profoundly impact an organization’s ability to adapt and
thrive.
Understanding Organizational Culture
Organizational culture refers to the shared beliefs, values, norms, and practices that define how
people within an organization interact, make decisions, and perceive their work environment. It
is the invisible fabric that weaves together the organization’s identity. Culture influences
everything from communication patterns to leadership styles, and it plays a pivotal role in
shaping employee behavior.
Organizational climate is a concept that pertains to the prevailing atmosphere or mood within an
organization, reflecting the overall feeling and vibe experienced by its members. This climate is
influenced by various factors such as leadership styles, communication patterns, decision-making
processes, and employee interactions. On the other hand, organizational culture refers to the
shared values, beliefs, and norms that guide the behavior of individuals within the organization.
Organizational climate refers to the shared perceptions and attitudes of employees towards their
work environment, including the organization’s culture, leadership, and policies. It is the
collective feeling or atmosphere that pervades an organization, influencing how employees think,
feel, and behave. Organizational climate is shaped by various factors, including leadership style,
communication, decision-making processes, and reward systems.

An organization’s culture can act as a significant barrier to change in several ways:

1. Resistance to new ideas: A strong organizational culture can make it challenging to

introduce new ideas or perspectives, as employees may be resistant to anything that
deviates from the established norms and values.

2. Fear of uncertainty: Change often brings uncertainty, and a culture that values stability
and predictability can make it difficult for employees to adapt to new situations.

3. Lack of trust: If employees do not trust leadership or feel that their voices are not heard,
they may be hesitant to embrace change.
 4. Inertia: A culture that prioritizes routine and tradition can make it difficult to implement
new processes or procedures.

5. Power dynamics: A culture that concentrates power and decision-making authority can
hinder change efforts, as those in power may resist changes that threaten their status or
influence.

6. Fear of loss of identity: Change can threaten employees’ sense of identity and belonging
within the organization, leading to resistance.

7. Comfort zone: Employees may be comfortable with the status quo and resistant to
venturing out of their comfort zones.

8. Misalignment with values: If change initiatives conflict with the organization’s core
values, employees may resist or feel conflicted.

9. Lack of communication: Poor communication or unclear messaging can create confusion

and mistrust, hindering change efforts.

10. Cultural norms: Strong cultural norms can make it difficult to adopt new practices or
behaviors that contradict existing norms.

To overcome these barriers, organizations must address the underlying cultural issues, engage
employees in the change process, and foster a culture that embraces innovation, adaptability, and
continuous improvement. This can be achieved through effective communication, leadership by
example, employee involvement, and recognition and reward systems that encourage and support
change.
The relationship between organizational climate and culture Is intricate and symbiotic.
Organizational culture serves as the foundation that shapes the organizational climate. The
shared values and beliefs embedded in the culture influence the way employees perceive their
work environment, interact with each other, and approach their tasks. In turn, the organizational
climate, which reflects the current attitudes and emotions of employees, can either reinforce or
challenge the existing culture.
A positive organizational climate, characterized by trust, open communication, collaboration,
and support, often indicates a healthy organizational culture built on strong values and positive
norms. Conversely, a negative organizational climate, marked by fear, conflict, stress, and
disengagement, may point to underlying issues within the organizational culture, such as a lack
of transparency, inconsistent values, or ineffective leadership.

It Is crucial for organizations to pay attention to both the climate and culture as they are
interconnected and influence each other. By fostering a positive climate through interventions
like improved communication, employee recognition, and conflict resolution mechanisms,
organizations can reinforce their desired culture. Likewise, by aligning organizational practices
and behaviors with the core values and beliefs of the culture, organizations can create a
supportive and engaging climate that enhances employee well-being and organizational
performance.

In conclusion, organizational climate and culture are closely intertwined aspects of an

organization’s identity and functioning. Understanding the relationship between the two can help
leaders create a harmonious and productive work environment where employees feel valued,
engaged, and motivated to contribute towards shared goals. By nurturing a culture that reflects
the organization’s values and fostering a climate that supports positive interactions and
experiences, organizations can cultivate a thriving and sustainable organizational ecosystem.
Key Characteristics of Organizational Culture:
1. Values and Beliefs:
o Culture reflects the core values and beliefs held by employees and leaders. These values
guide decision-making and behavior.
o For example, a culture that prioritizes innovation may encourage risk-taking and
experimentation.
2. Norms and Rituals:
o Norms are unwritten rules that govern behavior. Rituals, ceremonies, and traditions
reinforce these norms.
o A culture that celebrates employee birthdays or holds weekly team meetings establishes
norms of camaraderie and regular interaction.
3. Symbols and Artifacts:
o Symbols (logos, slogans) and artifacts (office layout, dress code) represent cultural
elements.
o An open office layout may symbolize transparency and collaboration.
4. Heroes and Stories:
o Heroes are individuals who embody cultural values. Stories recount their achievements.
o Steve Jobs at Apple exemplified the innovative spirit of the company.

Organizational Climate: The Tangible Experience

While culture is abstract, organizational climate is more tangible. It encompasses the day-to-
day experiences of employees—the emotional tone, work environment, and policies they
encounter. Climate is influenced by culture but focuses on specific aspects that impact well-
being and performance.
Key Aspects of Organizational Climate:
1. Work Environment:
o Climate includes physical factors (lighting, noise, workspace) and social factors
(relationships with colleagues, supervisors).
o A positive work environment fosters productivity and satisfaction.
2. Leadership Style:
o How leaders interact with employees shapes the climate.
o Autocratic leaders create a different climate than participative ones.
3. Policies and Practices:
o Climate is affected by HR policies, performance evaluations, and communication
channels.
o Flexible work hours signal a supportive climate.
4. Job Satisfaction and Engagement:
o Climate influences how employees feel about their work.
o High engagement indicates a positive climate.

Culture as a Barrier to Change

Organizational culture can act as both an enabler and a barrier to change. When it comes to
change initiatives, cultural norms and ingrained practices often resist deviation. Here’s how
culture becomes a barrier:
1. Resistance to New Ideas:
o Employees fear change because it disrupts established norms.
o A deeply entrenched culture resists deviations.
2. Cognitive Dissonance:
o New practices clash with existing cultural beliefs, causing discomfort.
o Employees may reject change to reduce cognitive dissonance.
3. Leadership Alignment:
o Leaders who embody the existing culture inadvertently hinder change.
o Their actions set the tone for the organization.
4. Group Dynamics:
o Cultural groups discourage dissenting opinions.
o Change requires breaking these dynamics.

Overcoming Cultural Barriers

To navigate cultural barriers during change:
1. Clear Communication:
o Explain the rationale behind change transparently.
o Address cultural concerns openly.
2. Engagement and Involvement:
o Involve employees in shaping the change process.
o Their buy-in is crucial.
3. Fair Processes:
o Ensure transparency and consistency in change initiatives.
4. Stakeholder Support:
o Gain influential stakeholders’ support.
5. Training and Skill Development:
 o Equip employees with skills needed for the new practices.
6. Rewiring the Organization:
o Challenge existing norms and create new expectations.
7. Embodying the Change:
o Leaders should model desired behaviors.
o
o UKESSAYS
o UK ESSAY EXPERTS
o
o Order
o
o Disclaimer: This is an example of a student written essay.
o Click here for sample essays written by our professional writers.
o
o View full disclaimer
o
o Essays
o Management
o Organisational climate and behaviour as facilitators
o ✅ Paper Type: Free Essay ✅ Subject: Management
o ✅ Wordcount: 5317 words ✅ Published: 1st Jan 2015
o Reference this
o
o Share this:
o INTRODUCTION
o Organizational climate[1] comprises of mixture of norms, values, expectations, policies
and procedures that influence work motivation, commitment and ultimately, individual
and work unit performance. Positive climate encourages, while negative climates inhibits
discretionary effort.
o
o Organizational climate refers to the quality of working environment. If people feel that
they are valued and respected within the organization, they are more likely to contribute
positively towards the achievements of the goals.
o
o Creating a healthy organizational climate requires attention to the factors which influence
employee’s perceptions, including the quality of leadership, the decision making
processes and whether the efforts of employees are recognized and rewarded.
o
o Organizational climate has a major influence on human performance through its impact
on individual motivation and job satisfaction. Although, Organizational climate is a
descriptive term and different from concept of job satisfaction[2].
o
o Individuals in an organization have certain expectations and desires. The fulfilment of
these expectations and desires depends upon their perceptions as to how the
organizational climate can address them. Thus organizational climate provides a type of
work environment in which individuals feels satisfied or dissatisfied. Since satisfaction of
individual goes a long way in determining his efficiency, organizational climate can be
said to be directly related with his performance in the organization.
o
o METHODOLOGY
o STATEMENT OF PROBLEM
o In view of evolving socio-economic scenario & increased stress levels within the army, is
there a need for changing the organisational climate of a soldier? If so, then what roles
can effective military leadership play in enhancing the organisational climate?
o
o JUSTIFICATION OF THE STUDY
o In the recent times, the socio-economic changes in the society, crass materialism, the
breakdown in the joint family system[3], erosion of moral values, a lack of empathy in
the governing system and increasing employment of army in low intensity conflict have
contributed to the woes of the soldier.
o
o The growing news items on the high number of suicides[4] and soaring stress levels[5]
within the armed forces has thrown the spot light on to us. It has forced us to sit up, take
note and embark on an internal review of organisational climate prevailing in the armed
forces. In addition to these spates of suicides, the increasing job attrition rates and the
lack of ability of the armed forces to attract right talent have become a cause of serious
concern.
o
o A large number of questions have been thrown up as “Is there an anomaly in our
organisational climate”? “Is it, that the organisation is unable to address the grievances of
our soldiers adequately”? “Does our organisational climate merit a relook and if so, what
attributes”? and “How do we manage our organisational stressors”.
o
o Effective leadership in a military organisation can make the difference between victory
and defeat in war. Effective Leadership[6] implies a thorough comprehension of any
problem, particularly identification of real issues involved, sound assessment of situation,
determination of strategy, guiding, planning, directing execution of plan, monitoring and
implementation to achieve the desired goal.
o
o SCOPE
o This study essentially deals essentially with the attributes of a healthy organisational
climate, the organisational climate prevailing within the army, the need to change the
same and the role played by effective leadership at the level of Commanding officers and
staff officers in mitigating the same.
o
o METHOD OF DATA COLLECTION
o Data and information has been collected from books, periodicals, articles from internet
and digitised references of Defence Services Staff College Library. Also, inputs in form
of questionnaire have been obtained from a diverse section of the environment and
compiled. The details are given in bibliography and referred to in the footnotes.
o
o LIMITATIONS
o The assessment carried out in the dissertation on basis of compilation of answers to the
questionnaire submitted to a diverse military environment may have the following
limitations:-
o
o Opinions of soldiers may be biased at time.
o The sample size consists of only 100 amongst approximately 100 Million soldiers of the
army.
o Since Army is very large organisation it was not possible to cover all the branches within
this short span.
o Finding of the study has its own limitations.
o ORGANISATION OF DISSERTATION
o It is proposed to cover the subject by analysing the following aspects:-
o
o Chapter I: What is Organisational Climate and is its impact on an Organisation.
o Chapter II: Dimensions of Organisational Climate.
o Chapter III: The Attributes of Enabling Organisational Climate.
o Chapter IV: Peculiarities of Military Environment; the Military Dysfunctions.
o Chapter V: Role of Effective Leadership in Enhancing Organisational Climate.
o The Organisational Climate of a Soldier Assessed and the Way Forward.
o Conclusion.
o CHAPTER I
o WHAT IS ORGANISATIONAL CLIMATE?
o AND IT’S IMPACT ON AN ORGANISATION
o
o Organisational Climate Defined
o Organisational climate has proved to be hard to define[7]. When we deal with
organisational climate we face two especially intractable and related difficulties:-
o
o How to define organisational climate?
o How to measure it effectively on different levels of analysis?
o As per Udai Pareek, an organisation[8] has a structure ( division of work into units, and
the interlink ages between units), and develops systems( structured way of managing the
major functions of the organisation, like finance, production, personnel, information,
relationship with external environment). Each organisation also has norms (accepted
patterns of behaviour) and values. Norms and values, and the traditions of the
organisation, makes the culture.
o
o The main actors are its top leaders and the persons working in the organisation. All these
– the organisational structure, systems, culture, leader’s behaviour, and psychological
needs of employees – interact with one another and create Organisational Climate[9].
o
o Organisational Climate is generally perceived[10] or felt by the employees. Thus most
often when we talk of organisational climate, we mean perceived organisational climate.
Employees may perceive organisational climate as hostile or supportive; as conducive to
achieving results or promoting formation of cliques.
o
o Climate for an organization[11] is somewhat like the personality for a person. Just as
every individual has a personality that makes each person unique, each organization has
an organizational climate that clearly distinguishes its personality from other
organization. The organizational policy and conviction with regard to its employees and a
cluster of other related activities influence the feelings, attitudes and behaviour of its
members and results in the creation of the unique organizational climate.
o
o The content of organizational climate has varied widely and they include almost all the
important aspect of organizations such as structure, communication, leadership, conflicts,
 reward system, inter personal relationships organizational effectiveness, reasonability and
so forth.
o
o Conceptual Framework
o There are several approaches to the concept of climate, of which two[12] in particular
have received substantial patronage:-
o
o Cognitive scheme approach.
o Shared perception approach.
o The Cognitive scheme approach regards the concept of climate as an individual
perception and cognitive representation of the work environment. From this perspective
climate assessments should be conducted at an individual level.
o
o The Shared perception approach emphasizes the importance of shared perceptions as
underpinning the notion of climate (Anderson, & West, 1998; Mathisen & Einarsen
2004). Reichers and Schneider (1990) define organisational climate as “the shared
perception of the way things are around here” (p.22). It is important to realize that from
these two approaches, there is no “best” approach and they actually have a great deal of
overlap.
o
o Kaushik Kundu[13] places conceptual framework of Organisational Climate (as per the
major earlier studies) under three principal approaches:-
o
o Multiple Measurements – Organisational Attribute Approach.
o Perceptual Measurement – Organisational Attribute Approach.
o Perceptual Measurement – Individual Attribute Approach.
o Multiple Measurements – Organisational Attribute Approach[14]. The most suitable
definition of Organizational Climate under this approach was provided by Forehand and
Gilmar (1964). They defined Organizational Climate as a set of characteristics that :-
o
o Distinguish the organization from the other organizations.
o Are relatively enduring over time.
o Influence the behaviour of the people in the organization.
o Forehand and Gilmar model of Multiple Measurements – Organisational Attribute
Approach can be summarised as below:-
o
o Perceptual Measurements – Organisational Attribute Approach[15]. The organisational
climate is defined under a set of four parameters of organisational situations:-
o
o Structural properties.
o Environmental Characteristics.
o Organisational Climate.
o Formal Role characteristics.
o Further four dimensions of organisational climate were presented as below:-
o
o Perceptual Measurements – Individual Attribute Approach[16]. Schneider and Hall[17]
(1972) presented Organisational Climate as a set of global perceptions held by
individuals about their organisational environment. This model focuses on the
Organisational Climate as the sum total of the individual attributes neglecting the
 organisational parts. The sets of perceptions are basically the result of interactions
between the personal and organisational characteristics. In the previous model the
emphasis was on the organisational attributes whereas here the focus is on individual
attributes neglecting the organisational parts. The individual is considered as an
information processor and the inputs used are:-
o
o Objective events and characteristics of an organisation.
o Characteristics of the perceiver.
o Collective Climate: Unison of Approaches
o Collective Climate is a unison model developed by Joyce and Slocum (1984). The
collective climate is based on:-
o
o The perceptions of individuals who share common multidimensional descriptions of their
work environment.
o Consensus amongst work employees of their work settings.
o Impacts of technology and workforce demographics are accepted.
o It is the perception of particular organisational practices such as structure, technology and
control systems.
o The collective climate concept unifies the organisational climate from the organisations
point of view and psychological climate based on individual’s perception on
organisational practices and procedures. Organisational Climate[19] can therefore be best
described as the aggregate perceptions of the characteristics of the organisation.
o
o Impact of Organizational Climate
o A high level of organizational climate is necessary for the development of organization.
Good climate attracts good and efficient personnel to the organization, who contribute to
the productivity of the organization.
o
o Affects Motivation, Productivity and Job Satisfaction. Organizational climate can have a
major influence on motivation, productivity and job satisfaction. Employees expect
certain rewards, penalties, satisfaction or frustrations based on the organizational climate
and their expectations tend to lead to motivation as said in expectancy theory.
o
o Contingency Relationship. There is a contingency relationship between climate and the
organization. The climate of an organization is contingent upon the type of employees.
The type relate to employees education like technical workers, knowledge workers. For
example, research institutes certainly want a climate different from that of a workshop or
an office.
o
o Social System. Organizational climate represents the entire social system of a work-group

In conclusion, understanding both culture and climate is essential for effective change
management. By addressing cultural barriers and fostering a positive climate, organizations can
navigate change successfully.
Feel free to explore further or ask for additional references if needed! Schneider, B. (1990).

Organizational climate and culture. Jossey-Bass.

(2) Ashkanasy, N. M., & Jackson, C. R. (2001). Organizational culture and climate. Handbook of
industrial and organizational psychology, 2, 398-415.

(3) Denison, D. R. (1996). What is the difference between organizational culture and
organizational climate? Academy of Management Review, 21(3), 619-654.

(4) Kotter, J. P. (2012). Accelerate. Simon and Schuster.

(5) Lewin, K. (1951). Field theory in social science. Harper.

(6) Lencioni, P. (2016). The five dysfunctions of a team. John Wiley & Sons.

(7) Schein, E. H. (2010). Organizational culture and leadership. John Wiley & Sons.

(8) Hackman, J. R., & Johnson, C. E. (2014). Leadership: A communication perspective.

Routledge.

(9) Hogg, M. A., & Terry, D. J. (2000). Social identity and self-categorization theories.
Handbook of social psychology, 1, 227-253.

(10) Kegan, R., & Lahey, L. L. (2009). Immunity to change. Harvard Business Press.

(11) Collins, J. C., & Porras, J. I. (2011). Built to last. HarperBusiness.

(12) Kouzes, J. M., & Posner, B. Z. (2017). The leadership challenge. John Wiley & Sons.

(13) Schein, E. H. (2010). Organizational culture and leadership. John Wiley & Sons.

(14) Senge, P. M. (2014). The fifth discipline. Crown Business.

(15) Goleman, D. (2013). Leadership that gets results. Harvard Business Review.