Climate Control Makes A Difference

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Weather has an impact on job performance. The climate is an intervening variable that mediates between organizational system factors and individual behavior. These organizational characteristics are relatively permanent over time, differ from one organization to another and from one section to another within the same company. The climate, together with the structures and organizational characteristics and individuals who compose it, form a highly dynamic interdependent system. The perceptions and responses Organizational Climate cover originate in a variety of factors: Factors of leadership and management practices (types of monitoring: authoritarian, participatory, etc.).. Factors related to the formal system and structure of the organization (communication system dependency relations, promotions, salaries, etc.)

The consequences of work behavior (incentive systems, social support, interaction with other members, etc.) Based on the foregoing adds Lui Martinez could be reached the following definition of Organizational Climate: The organizational climate is an intervening phenomenon that mediates between organizational system factors and motivational tendencies that result in behavior that has consequences for organization (productivity, satisfaction, turnover, etc.).. Every company must be very careful about the organizational diagnosis that is generated by organizational behavior and thus to measure the organizational climate to assess its reality. In this regard it should consider what he brings Luis Martinez, consider: 1. Feedback. This applies to learning new information about oneself, others, group processes or organizational dynamics – data before the person did not take into account in an active way. Feedback refers to the activities and processes that reflect an objective picture of the real world. The awareness of this new information may be conducive to change if the feedback is not threatening.

The feedback is prominent in process consultation interventions as a reflection of the organization, sensitivity training, guidance and advice, and feedback surveys. 2. Awareness of the changing socio-cultural norms or standards current dysfunctional. People often change their behavior, attitudes, values, etc., when they realize the changes in the rules that are helping to determine their behavior. Therefore, the awareness of the new standard has a potential However, because the individual will adjust their behavior to align with the new rules. This assumes that the awareness that “this is the new game ball,” or that “now we’re playing with a new set of rules” is a cause of change in individual behavior. In addition, awareness of current dysfunctional rules can serve as an incentive for change. When people see a discrepancy between the results they are producing their current standards and desired outcomes, this can lead to change. This causal mechanism is probably operating in team building and intergroup activities team building, analysis of culture and socio-technical systems programs. 3. Increased interaction and communication. The increasing interaction and communication between individuals and groups, in and of itself, can make changes in attitudes and behavior. For example, Homans suggests that increased interaction is conducive to an increase in positive feelings. Individuals and isolated groups tend to develop “tunnel vision” or “autism,” said Murphy. The increased communication counteracts this tendency.

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