Organizational Climate

The authors purpose is to make the reader understand organizational climate defined as the policies, practices, and procedures that are rewarded, supported, and expected in an organization regarding a specific organizational domain, such as safety, innovation, customer service, and ethics such as climate for service, climate for safety and ethical climate. The climate for service can be evaluated by employees and customers on the level of customer service. Generally, when it is a strong climate the results will be the same. The climate of safety refers to employee perceptions of an organization's policies, practices, and procedures regarding safety that are rewarded, supported, and expected from employees. The ethical climate can be thought of as shared perceptions among group members regarding what constitutes ethically correct behavior and how ethical issues should be handled within an organization. The assessment of the organizational climate may reveal that the strategic direction of the organizational interest may not be perceived in organizational practices, policies and procedures and the organization may need to redesign to better align with their interest.

Responsibility is taking ownership, committing to values and high standards (Rath, 2007). It is important that things are done the right way with precision and accuracy. A person who identifies with the strength of Responsibility is organized, consistent, predictable, ethically minded, efficient as well as dependable (Rath, 2007). Often the more adult of their peers, they are motivated by acknowledgement and are methodical in nature.

Taking the wrong measurements can have a negative impact on the outcome due to inaccuracy or wrong direction. Organizations are renowned for measuring every aspect of the company by acquiring copious amounts of useless data that many cannot explain. Sometimes, the data collected can be misleading and clouds our vision causing misdirection in productive outcomes. According to the author, there are two types of measurements, the first being motivational and the second is informational, (Spitzer, 2007). Motivational is geared towards rewards, which can be measured by productivity and or performance, (Spitzer, 2007). Rewards are a part of life, every employee strives to be awarded for good work, (Spitzer, 2007). Unfortunately, this drive to earn awards can be too strong thus shadowing things that are important. Awards can also affect change; an employee will not embrace change even in the best interest of the organization if it deters from receiving awards, (Spitzer, 2007). Awards can easily be the demise of many organizations when not measured correctly, (Spitzer, 2007). An example of this would be to give monetary awards for exceeding established production levels per piece versus set

Organizational Environment: those forces outside its boundaries that can impact it. Forces can change over time and are made up of Opportunities and Threats. (7)

Organizations have become more challenging today. It is not for any particular organization but affects all the organization. Organizations are seeking to improve the performance. Many organizations are realized that human resources are of advantage and sustaining of the organization for a long term. It is significant that work environment play a positive role in exerting greater efforts from the employee. Thus positive work environment can be created with the help of organization climate intervention. Positive organizational climate motives the employees to perform well and rewards.

| In an effective organization, rewards are used well. Rewarding means recognizing employees, individually and as members of groups, for their performance and acknowledging their contributions to the agency 's mission. A basic principle of effective management is that all behavior is controlled by its consequences. Those consequences can and should be both formal and informal and both positive and negative.Good performance is recognized without waiting for nominations for formal awards to be solicited. Recognition is an ongoing, natural part of day-to-day experience. A lot of the actions

Organizational culture at our place of employment can promote improved patient outcomes. How we feel about ourselves, our personal investment and our relationship to our work environment are additional factors that contribute to patient satisfaction and our sense of professionalism and accomplishment (Manojlovich & Ketefian, 2002). We will look at the role of our organizational structure and its impact and contribution to the issues involving Nurse A.

Leadership as stated by Northhouse (2010), “is a process where an individual influences a group of people to achieve a common purpose.” A leader is responsible for coordination and integration of resources through planning, organizing, coordinating, directing, and controlling to accomplish specific institutional goals and objectives (Huber, 2006). A leader’s action is influenced towards manipulating the environment, group, and achieving the institutional goals and their role is to ensure the institutional effectiveness and efficiency. Organizational culture however, is the shared values, beliefs, assumptions, and behavioral expectations that lead to decision-making (Christensen, 2006). According to Schneider (1975) as cited by Holloway (2012), Organizational climate is the formal and informal shared perceptions of organizational policies, procedures, and practices. Atkinson and Frechette (2009) further defines organizational climate as “set of measurable properties of the work environment, based on the collective perceptions of the people who work in the environment and demonstrated to influence their motivation and behavior”. Climate in CDSDP organization creates a collective unique identity, perception of the staffs that generates how task (things are done) and how to get the task done within the organization as influenced by the clear communication seen from the leaders to staffs.

Responsibility is the force that connects people's minds to their accountabilities. People have always had a hard time to encounter these issues. For example, being responsible is accepting your job before your pleasure. “All it takes is all you've got!” Take action and step up to be the bigger person. Doing the right thing and being reliable will pay of in the future and help you become a better and bigger person.

I’ve noticed in my intermediate learning experience (ILE) class is that there are two types of work center environments. You have the dehumanization climate, where leaders withhold information from subordinates, tell subordinates what and how to do tasks, and talking to subordinates individually rather than in groups to keep that individuals favor (Mod 7). Then, others fall in the overhumanization climate, where human relations are more important than organizational objectives, conflicts and tensions should be reduced at all costs, and participative decision making is always superior to decisions made by one or a few (Mod 7). I find the concept situational climate important to me because I can use it to help my work center be a more balanced climate.

Out of all the definitions that were given the one I resonate with is found in our text book, Black and La Venture (2015) offered a description by Forehand and Gilmer (1964) that states organizational climate is a set of characteristics that describe an organization and that (a) distinguish the organization from other organizations (b) are relatively enduring over time and (c) influence the behavior of people. (p. 21) I picked this definition because it talks about the company as a whole and the influence and effects it has on the employees as well as the customers and the business itself.

1. I am requesting for you to complete the enclosed Defense Equal Opportunity Management Institute (DEOMI) Organizational Climate Survey (DEOCS). It is important to me that you have the opportunity to bring forth work place issues to me that concern you the most. It is often difficult to address or visit each everyone’s workplace. As the senior commander, working with the entire organization sets the tone and determines if our organization and climate is moving in the right direction. Climate is inextricably linked with mission accomplishment. The survey provides you a medium to provide me feedback on many of the factors that affect your workplace and to recognize and mitigate potential risks. In addition, the survey assists me in understanding

Dynamics in the workplace involve interpersonal relationships. These relationships are extremely important because they are the fundamental part of the workplace. Business operations defines the basic dynamic. In the banking industry, there are many different levels of operation. I quickly realized that many of these levels do not work in the same building. For instance, the Vinton County National Bank has 17 banking centers located throughout southeast and central Ohio. It is not uncommon for employees to work out of more than one branch. This includes all levels of the business. I was trained at the main branch and have worked at two additional branches during my internship. Although

Deutsche Lufthansa AG, also known as Lufthansa (sometimes also as Lufthansa German Airlines), is the largest German airline and, when combined with its subsidiaries, also the largest airline in Europe, both in terms of passengers carried and fleet size. In this paper, I will initially examine Lufthansa organizational environment and behavior method. I will start of by analyzing the collaborative work environment, specifically discussing collaboration techniques, interaction between leaders and followers, and supportive communication. Therefore, covering the decision-making environment, risk management, and how the organization resolves conflict through the strategic negotiation process. Secondly, I will examine its approach to accomplish team-building and drive innovation.

Organizational Environment: those forces outside its boundaries that can impact it. Forces can change over time and are made up of Opportunities and Threats. (7)