Could your organization be a better place to work? What effect would that have on the quality and quantity of what gets done?
This book examines the concept of organizational climate ('what it feels like to work here') in a readable and accessible way without sacrificing academic rigour. Using case studies to illustrate the causes and consequences of various climate factors, it makes practical suggestions for how improvements can be made - to everyone's benefit.
Building on current research, this book shows how perceptions of climate arise, the effects they can have on performance, and how managers can influence these perceptions and apply their understanding to improve their own and their people's effectiveness.
"Too often the terms 'culture' and 'climate' are used interchangeably. This book makes the distinctions clear and demonstrates through academic study and practical case studies that improving the climate of an organisation will increase its success."
Helen Sweeney, Head of HR, Co-operative Financial Services
"Offering research for the theorist with case studies for the activist/pragmatist to understand the practicalities, this book could attract an extensive audience, especially first line managers who now want to understand best practices to use as part of their own development as they don't want to mimic bad practices used on them from old-style thinking. HR professionals would welcome this book."
Gillian Ince, Training & Resourcing Manager, Claire's Accessories UK
Outline of context and content; How the book will help in practical management (ch. 1); Background to the concept of organizational climate; Research to date; Relevant psychosocial constructs (ch. 2); Performance management issues as related to organizational climate; Other performance influences which must be separated to avoid confusion (ch. 3); Assessing organizational climate; The eight factors identified as contributing to climate perception; Inter-relatedness of factors (ch. 4); Case studies illustrating each of the eight contributing factors and its influence on performance: free expression of ideas, free expression of concerns, freedom to question, participation in defining goals and objectives, intrinsic satisfactions, innovation, environmental threat, purposive threat; each with a summary of lessons learned (chs. 5-12); Conclusion and summary (ch. 13).