Download Organizational Climate and Culture

Organizational Climate and
Culture
Psychological Climate –
Organizational Climates
• Are created by SHARED
psychological climates
• It is the employee’s PERCEPTION
of the work environment and not
the environment that is
important
Definitions of Culture
• The shared values, beliefs, and
behavioral norms in an organization
(Ouchi, 1981)
• The social process by which
members share their values, beliefs,
and norms
• Culture describes the social
context of the work
environment
• Climate describes the
psychological impact of the
work environment
Why are climate and culture
important?
• The success of Human Services
organizations generally depends on
the relationships and interactions
between service providers and
service recipients. These
relationships are central to the
quality and outcome of services.
The Role of Norms & Values
• The norms and values that drive service
providers behavior and communicate
what is valued in organizations and the
shared perceptions that influence service
provider attitudes create a social and
psychological context that shapes tone,
content, and objectives of the service
Factors affecting Organisational
CLimate.
Individual Differences
• Administrators use selective hiring
and firing as means of either
maintaining existing norms or
changing them.
• Individual perception is consistent
across work environments - Positive
or negative views carry from one
workplace to another.
Importing Climate and Culture From
the External Environment
• Organizations adopt ways from
other organizations with which
they compete or cooperate.
• Organizational mimicry- norms of
one organization adopted in
effort to emulate success.
Impact of Organizational Design:
Structure, Technology & Leadership
• Structure, core technology, and
leadership describer the patterns of
interaction between practitioners,
interaction of practitioners and
clients and administration’s style of
governance.
Structure Impacts:
• Flexibility, approval seeking, risk taking and
innovation
• Highly centralizes structure restricts
participation in decision making
• Highly formalized division of labor with strict
procedures place little value on flexibility and
innovation
Core Technology Impacts
• Introduction of new computer
technology
• New service delivery methods
• New technologies may impact
the relationships among workers
Leadership Impacts
• Manipulation of culture is an essential
function of leadership
• Values in practice are often those of the
leader
• Symbolic acts are important
• Leadership shapes perception of fairness and
support
Leadership Impacts (cont.)
• Good leadership has been identified
as one of the few factors that
contributes to both employee job
satisfaction and commitment, each
which is highly correlated with
positive organizational climate
How Are Climate & Culture
Maintained in an Organization?
The Need for Certainty
• Organizations abhor uncertainty
• Certainty is engendered by sharing
common ideas about the way things
get done
• Culture contributes to certainty in
through shared norms and values
The Need for Power
• Power is distributed both formally and
informally through processes of conflict that
lead to a negotiated order.
• Many have an investment in maintaining
existing norms to maintain power base.
• Mergers, reorganizations and new
administrations are are opportunities for
culture change.
Transferring Climate and Culture to
New Employees
• New employees are socialized into the culture
and climate of their work group or they resign.
• Employee selection is important in
maintaining existing cultures and climates.
• More experienced, competent hires may
import new norms, values and perceptions.
Conclusion
• Organizational climate and culture
are important to social welfare
administration because they provide
the critical links between
organizational characteristics and
service outcomes.
Values, Attitudes and Job
Satisfaction
Values
Values
Basic convictions that a specific mode of conduct or
end-state of existence is personally or socially
preferable to an opposite or converse mode of
conduct or end-state of existence.
Value System
A hierarchy based on a ranking of an individual’s
values in terms of their intensity.
© 2005 Prentice Hall Inc. All
rights reserved.
3–21
Importance of Values
• Provide understanding of the attitudes,
motivation, and behaviors of individuals
and cultures.
• Influence our perception of the world
around us.
• Represent interpretations of “right” and
“wrong.”
• Imply that some behaviors or outcomes are
preferred over others.
© 2005 Prentice Hall Inc. All
rights reserved.
3–22
Types of Values –- Rokeach Value
Survey
Terminal Values
Desirable end-states of existence; the goals that a
person would like to achieve during his or her
lifetime.
Instrumental Values
Preferable modes of behavior or means of achieving
one’s terminal values.
© 2005 Prentice Hall Inc. All
rights reserved.
3–23
Hofstede’s Framework for Assessing
Cultures
Power Distance
The extent to which a society accepts that power in
institutions and organizations is distributed
unequally.
low distance: relatively equal distribution
high distance: extremely unequal distribution
© 2005 Prentice Hall Inc. All
rights reserved.
3–24
Hofstede’s Framework (cont’d)
Individualism
Collectivism
The degree to which
people prefer to act as
individuals rather than
a member of groups.
A tight social framework in
which people expect
others in groups of which
they are a part to look
after them and protect
them.
© 2005 Prentice Hall Inc. All
rights reserved.
3–25
Hofstede’s Framework (cont’d)
Achievement
The extent to which societal values are characterized
by assertiveness, materialism and competition.
Nurturing
The extent to which societal values emphasize
relationships and concern for others.
© 2005 Prentice Hall Inc. All
rights reserved.
3–26
Hofstede’s Framework (cont’d)
Uncertainty Avoidance
The extent to which a society feels threatened by
uncertain and ambiguous situations and tries to
avoid them.
© 2005 Prentice Hall Inc. All
rights reserved.
3–27
Hofstede’s Framework (cont’d)
Long-term Orientation
A national culture attribute that emphasizes the
future, thrift, and persistence.
Short-term Orientation
A national culture attribute that emphasizes the
past and present, respect for tradition, and fulfilling
social obligations.
© 2005 Prentice Hall Inc. All
rights reserved.
3–28
Attitudes
Attitudes
Evaluative
statements or
judgments
concerning
objects,
people, or
events.
© 2005 Prentice Hall Inc. All
rights reserved.
Cognitive component
The opinion or belief segment
of an attitude.
Affective Component
The emotional or feeling segment
of an attitude.
Behavioral Component
An intention to behave in a certain
way toward someone or something.
3–29
Types of Attitudes
Job Satisfaction
A collection of positive and/or negative feelings that
an individual holds toward his or her job.
Job Involvement
Identifying with the job, actively participating in it,
and considering performance important to self-worth.
Organizational Commitment
Identifying with a particular organization and its
goals, and wishing to maintain membership in the
organization.
© 2005 Prentice Hall Inc. All
rights reserved.
3–30
The Theory of Cognitive Dissonance
Cognitive Dissonance
Any incompatibility between two or more attitudes
or between behavior and attitudes.
Desire to reduce dissonance
• Importance of elements creating dissonance
• Degree of individual influence over elements
• Rewards involved in dissonance
© 2005 Prentice Hall Inc. All
rights reserved.
3–31
Measuring the A-B Relationship
• Recent research indicates that attitudes (A)
significantly predict behaviors (B) when
moderating variables are taken into account.
Moderating Variables
• Importance of the attitude
• Specificity of the attitude
• Accessibility of the attitude
• Social pressures on the individual
• Direct experience with the attitude
© 2005 Prentice Hall Inc. All
rights reserved.
3–32
An Application: Attitude Surveys
Attitude Surveys
Eliciting responses from employees through
questionnaires about how they feel about their jobs,
work groups, supervisors, and the organization.
© 2005 Prentice Hall Inc. All
rights reserved.
3–33
Attitudes and Workforce Diversity
• Training activities that can reshape employee
attitudes concerning diversity:
– Participating in diversity training that provides for
self-evaluation and group discussions.
– Volunteer work in community and social serve
centers with individuals of diverse backgrounds.
– Exploring print and visual media that recount and
portray diversity issues.
© 2005 Prentice Hall Inc. All
rights reserved.
3–34
Measurement of Job Satisfaction
Popular Job Satisfaction
Questionnaires
• Minnesota Satisfaction Questionnaires (MSQ)
• Job Descriptive Index (JDI)
MSQ:Developed in 1967 by Weiss, Dawis, England, & Lofquist, the
Minnesota Satisfaction Questionnaire (MSQ) has become a
widely used instrument to evaluate job satisfaction.




MSQ measures by means of:Working Conditions.
Chance of Advancement.
Freedom to use one’s own Judgment.
Praising for doing a good job.
Minnesota Satisfaction Questionnaires
(MSQ)
• The MSQ has been widely used in studies exploring client
vocational needs, in counseling follow-up studies, and in
generating information about the reinforce in jobs.
• The MSQ can be used in an individual or group setting, and
standardized instructions for administration are provided.
Minnesota Satisfaction Questionnaires
(MSQ)
• The 1963 version of the MSQ uses a standard five-point
response scale.
• Response choices are “Very Satisfied”, “Satisfied”, "N"
(Neither Satisfied nor Dissatisfied), “Dissatisfied” and “Very
Dissatisfied.”
Minnesota Satisfaction Questionnaires
(MSQ)
• The 1967 version adjusted for this by changing the response
options to “Not Satisfied,” “Somewhat Satisfied,” “Satisfied,”
“Very Satisfied,” and “Extremely Satisfied.
• This modification resulted in a symmetrical scale score
distribution that centered on the "satisfied" category and
evidenced larger item variance.
Job Descriptive Index (JDI)
•
The Job Descriptive Index (JDI) was first discussed in Smith,
Kendall, and Hulin's publication of the Measurement of
Satisfaction in Work and Retirement (1969).
• scale is designed to measure employees' satisfaction with
their jobs by looking at five important aspects or facets of
job satisfaction which are present job,
• Job Descriptive Index (JDI) measured by means of:o The work itself – responsibility, interest and growth.
o Quality of Supervision – technical help and social support.
o Relationship with co-workers – social harmony and respect
o Promotions opportunities - chances for further
advancement.
o Pay - adequacy of pay.
Job Satisfaction Survey
• The Job Satisfaction Survey was developed by Paul E.Spector
to assess employee attitudes about the job and aspects of
the job.
• The JSS is a 36 item questionnaire that targets nine separate
facets of job satisfaction. Those facets include pay,
promotion, benefits, supervision, contingent rewards,
Job Satisfaction Survey
operating procedures, coworkers, nature of work, and
communication. Each of these facets is assessed with four
items, and a total score is computed from all 36 items.
• Responses to each question range from "strongly disagree"
to "strongly agree", and questions are written in both
directions.
Effects of Job Satisfaction on
Employee Performance
• Importance of job satisfaction can be viewed in two context:I) To join and remain a member of an organization.
II) To work hard in pursuits of high level task performance.
Job Satisfaction can be influences:i) Absenteeism. ii) Turn over.
The Effect of Job Satisfaction on
Employee Performance
• Satisfaction and Productivity
– Satisfied workers aren’t necessarily more
productive.
– Worker productivity is higher in organizations with
more satisfied workers.
• Satisfaction and Absenteeism
– Satisfied employees have fewer avoidable
absences.
• Satisfaction and Turnover
– Satisfied employees are less likely to quit.
– Organizations take actions to retain high
performers and to weed out lower performers.
© 2005 Prentice Hall Inc. All
rights reserved.
3–46
How Employees Can Express
Dissatisfaction
Exit
Voice
Behavior directed toward
leaving the organization.
Active and constructive
attempts to improve
conditions.
Loyalty
Neglect
Passively waiting for
conditions to improve.
Allowing conditions to
worsen.
© 2005 Prentice Hall Inc. All
rights reserved.
3–47
Job Satisfaction and OCB
• Satisfaction and Organizational Citizenship
Behavior (OCB)
– Satisfied employees who feel fairly treated by and
are trusting of the organization are more willing to
engage in behaviors that go beyond the normal
expectations of their job.
© 2005 Prentice Hall Inc. All
rights reserved.
3–48
Job Satisfaction and Customer
Satisfaction
• Satisfied employees increase customer
satisfaction because:
– They are more friendly, upbeat, and responsive.
– They are less likely to turnover which helps build
long-term customer relationships.
– They are experienced.
• Dissatisfied customers increase employee job
dissatisfaction.
© 2005 Prentice Hall Inc. All
rights reserved.
3–49
Organisational Change and Stress
Management
What is Organizational Change?
•
Organizational change: the process by which
organizations move from their present state to
some desired future state to increase their
effectiveness
–
•
Goal is to find improved ways of using resources
and capabilities in order to increase an
organization’s ability to create value
Targets of change include improving
effectiveness at four different levels
–
–
–
–
Human resources
Functional resources
Technological capabilities
Organizational capabilities
51
Forces for Change
Force
Examples
Nature of the workforce
More cultural diversity
Aging population
Many new entrants with inadequate skills
Technology
Faster, cheaper, and more mobile computers
On-line music sharing
Deciphering of the human genetic code
Economic shocks
Rise and fall of dot-com stocks
2000–02 stock market collapse
Record low interest rates
Competition
Global competitors
Mergers and consolidations
Growth of e-commerce
© 2005 Prentice Hall Inc. All
rights reserved.
18–52
EXHIBIT
18–1
Forces for Change
Force
Examples
Social trends
Internet chat rooms
Retirement of Baby Boomers
Rise in discount and “big box” retailers
World politics
Iraq–U.S. war
Opening of markets in China
War on terrorism following 9/11/01
E X H I B I T 18–1 (cont’d)
© 2005 Prentice Hall Inc. All
rights reserved.
18–53
Managing Planned Change
Change
Making things different.
Goals of Planned Change:
Planned Change
Activities that are
intentional and goal
oriented.
Improving the ability of the
organization to adapt to
changes in its environment.
Change Agents
Persons who act as
catalysts and assume the
responsibility for managing
change activities.
© 2005 Prentice Hall Inc. All
rights reserved.
18–54
Changing the behavior of
individuals and groups in
the organization.
Resistance to Change
Forms of Resistance to Change
– Overt and immediate
• Voicing complaints, engaging in job actions
– Implicit and deferred
• Loss of employee loyalty and motivation, increased
errors or mistakes, increased absenteeism
© 2005 Prentice Hall Inc. All
rights reserved.
18–55
Sources of Individual Resistance to
Change
© 2005 Prentice Hall Inc. All
rights reserved.
18–56
EXHIBIT
18–2
Sources of Organizational Resistance
to Change
© 2005 Prentice Hall Inc. All
rights reserved.
E X H I B I T 18–2
(cont’d)
18–57
Managing Resistance to Change
Tactics for dealing with resistance to
change:
• Education and communication
• Participation
• Facilitation and support
• Negotiation
• Manipulation and cooptation
• Coercion
© 2005 Prentice Hall Inc. All
rights reserved.
18–58
© 2005 Prentice Hall Inc. All
rights reserved.
18–59
Lewin’s Three-Step Change Model
Unfreezing
Refreezing
Change efforts to overcome
the pressures of both
individual resistance and
group conformity.
Stabilizing a change
intervention by balancing
driving and restraining forces.
Driving Forces
Restraining Forces
Forces that direct behavior
away from the status quo.
Forces that hinder movement
from the existing equilibrium.
© 2005 Prentice Hall Inc. All
rights reserved.
18–60
Lewin’s Three-Step Change Model
© 2005 Prentice Hall Inc. All
rights reserved.
18–61
EXHIBIT
18–3
Unfreezing the Status Quo
© 2005 Prentice Hall Inc. All
rights reserved.
18–62
EXHIBIT
18–4
Types of Change
• Reactive change
– Change that occurs when the forces
driving change provide so much
pressure that the organization
must change.
• Proactive change
– Organizational change that occurs when managers
conclude that change is desirable
(as opposed to necessary).
Copyright © 2002 by SouthWestern
18–63
Work Stress and Its Management
Stress
A dynamic condition in which an individual is
confronted with an opportunity, constraint,
or demand related to what he or she desires
and for which the outcome is perceived to
be both uncertain and important.
© 2005 Prentice Hall Inc. All
rights reserved.
18–64
Work Stress and Its Management
Constraints
Forces that prevent individuals
from doing what they desire.
Demands
The loss of something
desired.
© 2005 Prentice Hall Inc. All
rights reserved.
18–65
Potential Sources of Stress
• Environmental Factors
– Economic uncertainties of the business cycle
– Political uncertainties of political systems
– Technological uncertainties of technical
innovations
– Terrorism in threats to physical safety and security
© 2005 Prentice Hall Inc. All
rights reserved.
18–66
Potential Sources of Stress
• Organizational Factors
– Task demands related to the job
– Role demands of functioning in an organization
– Interpersonal demands created by other
employees
– Organizational structure (rules and regulations)
– Organizational leadership (managerial style)
– Organization’s life stage (growth, stability, or
18–67
decline)
© 2005 Prentice Hall Inc. All
rights reserved.
Potential Sources of Stress (cont’d)
• Individual Factors
– Family and personal relationships
– Economic problems from exceeding earning
capacity
– Personality problems arising for basic disposition
• Individual Differences
– Perceptual variations of how reality will affect the
individual’s future.
– Greater job experience moderates stress effects.
© 2005 Prentice Hall Inc. All
rights reserved.
18–68
– Social support buffers job stress.
Consequences of Stress
High Levels
of Stress
Physiological
Symptoms
© 2005 Prentice Hall Inc. All
rights reserved.
Psychological
Symptoms
18–69
Behavioral
Symptoms
Managing Stress
• Individual Approaches
– Implementing time management
– Increasing physical exercise
– Relaxation training
– Expanding social support network
© 2005 Prentice Hall Inc. All
rights reserved.
18–70
Managing Stress
• Organizational Approaches
– Improved personnel selection and job placement
– Training
– Use of realistic goal setting
– Redesigning of jobs
– Increased employee involvement
– Improved organizational communication
– Offering employee sabbaticals
– Establishment of corporate wellness programs
© 2005 Prentice Hall Inc. All
rights reserved.
18–71