Stages of Group Development

A team cannot be expected to perform well right from the time it is formed. Forming a team is just
like maintaining a relationship. It takes time, patience, requires support, efforts and members often
go through recognizable stages as they change from being a collection of strangers to a united
group with common goals.
Bruce Tuckman presented a model of five stages Forming, Storming, Norming, and Performing in
order to develop as a group.

Orientation (Forming Stage)

The first stage of group development is the forming stage. This stage presents a time where the
group is just starting to come together and is described with anxiety and uncertainty.
Members are discreet with their behavior, which is driven by their desire to be accepted by all
members of the group. Conflict, controversy, misunderstanding and personal opinions are avoided
even though members are starting to form impressions of each other and gain an understanding of
what the group will do together.
Typical consequences of the forming stage include achieving an understanding of the group's
purpose, determining how the team is going to be organized and who will be responsible for what,
discussion of major milestones or phases of the group's goal that includes a rough project schedule,
outlining general group rules that includes when they will meet and discovery of what resources
will be available for the group to use.
At this stage, group members are learning what to do, how the group is going to operate, what is
expected, and what is acceptable.

Power Struggle (Storming Stage)

The second stage of group development is the storming stage. The storming stage is where dispute
and competition are at its greatest because now group members have an understanding of the work
and a general feel of belongingness towards the group as well as the group members.
This is the stage where the dominating group members emerge, while the less confrontational
members stay in their comfort zone.
Questions around leadership, authority, rules, policies, norms, responsibilities, structure,
evaluation criteria and reward systems tend to arise during the storming stage. Such questions need
to be answered so that the group can move further on to the next stage.

Cooperation and Integration (Norming Stage)

In this stage, the group becomes fun and enjoyable. Group interaction are lot more easier, more
cooperative, and productive, with weighed give and take, open communication, bonding, and
mutual respect.
If there is a dispute or disruption, it’s comparatively easy to be resolved and the group gets back
on track.
Group leadership is very important, but the facilitator can step back a little and let group members
take the initiative and move forward together.

Synergy (Performing Stage)

Once a group is clear about its needs, it can move forward to the third stage of group development,
the norming stage. This is the time where the group becomes really united.
At this stage, the morale is high as group members actively acknowledge the talents, skills and
experience that each member brings to the group. A sense of belongingness is established and the
group remains focused on the group's purpose and goal.
Members are flexible, interdependent, and trust each other. Leadership is distributive and members
are willing to adapt according to the needs of the group.

Closure (Adjourning Stage)

This stage of a group can be confusing and is usually reached when the task is successfully
completed. At this stage, the project is coming to an end and the team members are moving off in
different directions.
This stage looks at the team from the perspective of the well-being of the team instead of the
perspective of handling a team through the original four stages of team growth.
THE MEANING OF GROUP BEHAVIOR
To fully understand the definition of group behavior, you need to know what constitutes a group
and how it functions. When two or more individuals come together to achieve certain objectives,
they form a group. Nearly all members of a group are interdependent and interact with one
another. Groups are a fundamental part of our social lives. We form a group when:
• We have a shared purpose (for example, group projects)
• A social structure already exists (for example, employees already work together
in an office)
 • We see ourselves as part of a collection of people (for example, the Indian
population)
As part of a group, we’re often influenced by the behaviors, thoughts and feelings that others
display. We act the way the rest of the group does and conform to norms. This may be because
of the group’s power or social influence. When we behave like the others in a group, we
participate in group behavior. For example, spectators at a cricket match rejoice collectively
when their team wins.
GROUP BEHAVIOR IN ORGANIZATIONS
Group behavior is a critical element at the workplace. We’re social animals and we’re bound to
form and work in groups. In fact, an organization in itself is a large group where everyone is
interdependent. Employees and departments must interact with each other and collaborate to
achieve organizational goals.
There are many advantages of group behavior in organizations. Let’s look at some of the benefits
of effective group work.
1. PRODUCTIVITY
When you see others around you work hard, you’re motivated to push your boundaries.
Your productivity is enhanced because you want to match their performance standards.
2. ATTENDANCE
When you have people to talk to and collaborate with, it makes work more interesting and
engaging. You also start looking forward to your workday. This improves your attendance.
3. JOB SATISFACTION
Many modern organizations strive to make their employees feel like they’re a part of one
big family. When a workplace culture is employee-driven, you feel more engaged and are
happy about your contributions.
4. ATTITUDE
At the workplace, we usually monitor our behavior by taking inspiration from our
managers and leaders. We foster positive attitudes when organizational group behavior is
constructive and supportive.
5. WELL-BEING
Working in groups impacts our social relationships, allowing more opportunities to share
stories and emotions. Being part of a group provides a heightened sense of belonging.
Increased social interactions lead to better mental and physical well-being.
6. LEARNINGS
When you work in groups, you’re exposed to different perspectives. Every person has
something unique to contribute, which enhances the knowledge of other people in the
group.
Group Performance: Major Factors which Affects Group Performance

This article throws light on the two major factors which affects group performance in an

organization, i.e, (1) External Conditions, and (2) Group Structure.

Introduction:

Once the groups have been formed, it happens that some groups perform well whereas some

groups do not perform well. This happens because there are several factors both within and

outside the groups, what effect its performance.

1. External conditions:

A group is a part of large organisations. They are created by the organisation and as such they do

not exist in isolation. A group has to rather work within the framework provided by the

organisation. Every group is influenced by a number of external conditions imposed from outside

it. These external conditions include: the organization’s strategy, its rules, regulations, its culture,

physical work setting, employee selection process etc.

2. Group structure:
A group comprises of a number of individuals and has a well defined structure. Groups have
structures that shape the behaviour of its members and make it possible to predict and explain the
individual behaviour within the group as well as the performance of the group as a whole.

Some of the structural components are:

(i) Group Size:

A minimum of two persons as required to form a group, as far as the maximum number in
concerned, the group should have as many members as can interact meaningfully amongst one
another. However, an ideal group size is said to comprise of 5-7 members over a smaller group
in terms of idea generation. The evidence indicates that smaller groups are faster at completing
tasks than the larger ones. The group size should be determined by taking in consideration
factors such as nature of task to be performed, the maturity of the group members etc.
(ii) Group Composition:

A group comprises of a number of individuals with varied qualities and characteristics. In fact

most of the group activities require a variety of skill and knowledge. As far as group composition

is concerned, a group may be homogeneous or heterogeneous. Homogeneous groups are those

which are composed of similar individuals, similar in terms of personality, age, gender,

experience, knowledge etc.

Heterogeneous groups on the other hand are the ones which comprise of dissimilar individuals

i.e. the individual who differ from one another in one way or the other. In some types of tasks

homogeneous groups could be more appropriate while in other types heterogeneous groups could

be more appropriate.

(iii) Group Status:

The term status refers to the relative ranking that a person holds in a group. Status is determined

in the context of comparison. Therefore, status defines the rank of an individual relative to others

in the organisation and the group. Status is in-fact defined in terms of rights, privileges, duties

and obligations the individual holds in an organisation.

It is an important factor in understanding human behaviour. When an individual perceives a

disparity between his status with that of other group members, it creates a disequilibrium that

results in interpersonal conflicts. So, what is important for the group members is to believe that

the status hierarchy is equitable and just.

(iv) Group Norms:
Group norms are the “The oughts” or “should be” of behaviour. They are prescriptions for
acceptable behaviour determined by the group. “Group Norms are a set of beliefs, feelings, and
attitudes commonly shared by group members. These are also referred to as rules or standards of
behaviour that apply to group members”.

Organizational Conflicts:
Conflict is a state of discord caused by the actual or perceived opposition of needs, values and
interests. A conflict can be internal (within oneself) or external (between two or more
individuals). Conflict explains many aspects of social life such as social disagreement, conflict of
interests and fight between individuals, groups or organisations.
In political terms, “conflict” can refer to wars, revolutions or other struggles, which may involve
use of force. Without proper social arrangement or resolution, conflict in social settings can
result in stress or tension amongst stakeholders.
Conflict arises “when two or more parties, with perceived incompatible goals seek to undermine
each other’s goal-seeking capability”.
Conflict arises in the situations of competition and co-operation. In competitive situations, two or
more individuals or parties have mutually inconsistent goals and either party tries to reach their
goal and undermine the attempts of the other to reach theirs. Therefore, competitive situations
will, by their nature, cause conflict.
“Organisational conflict is disagreement between two or more organisational members or groups
arising from the fact that they must share scarce resources or work activities and/or from the fact
that they have different statuses, goals, values, or perceptions.”
Reasons of Conflicts
1. Differences in perception:
Differences in perceptions, values and attitudes of individuals or groups over the same problem
leads to interpersonal or intergroup conflicts. For example, one group of individuals may want
that all employees use HP computers to maintain standardisation while another group may
promote different brands of computers to maintain individuality. Differences in views lead to
conflicts.
2. Excessive competition:
Organisational resources (men, material, money, space etc.) are scarce and each unit wants
maximum share of it. Competition amongst units for maximum share of resources leads to
conflict.
3. Differences in goals:
Different goals of individuals or groups leads to conflict amongst them. In order to maximise
profits, production department may want to produce limited varieties in large volume so that
costs are minimised. Sales department, on the other hand, may feel that selling products of
different sizes, colours and models can increase sales and, thus, minimise costs. Differences in
group goals leads to conflict between the two. It may even affect the quality of products.
4. Interdependence of tasks:
When work is passed from one unit to the other, interdependence amongst units can lead to
conflict. Output of first unit becomes input of second unit. If first unit fails to process its work on
time, the second unit will have to wait and stay idle till it receives the process. This can cause
inter-group conflict.
5. Habit patterns:
Some people like to argue and debate. They enjoy conflict as a matter of habit. It acts as a
motivator for them to improve their performance.
6. Personal characteristics:
When group members differ in work attitudes, age, education, temperament and status levels, the
potential for inter-group conflict is high.
7. Ill defined authority – responsibility relationships:
When authority and responsibility of individuals and groups is not properly defined, people do
not understand each other’s role. There is lack of consistency in work activities and
communication distortions take place. This becomes a source for inter-group conflict.
Consequences of Conflict:
Conflict has both positive and negative consequences. Positive conflict is known as functional
conflict and negative conflict is known as dysfunctional conflict.
Positive Conflict (Functional Conflict):
Conflict is not only inevitable, it is also desirable. It is constructive and encourages new ideas to
solve organisational problems. It promotes change and keeps the organisation going in the
desired direction.
It believes that conflict has the following positive consequences:
1. High degree of cohesion:
Inter-group conflict gives rise to commitment and loyalty amongst members of the group. Group
members unite together, take advantage of opportunities, overcome threats and take strong
actions to resolve their problems. All members of the group work together for a common goal.
It promotes group cohesiveness if people of different groups compete with each other. In order to
do better, members of each group work together. They become loyal and bonded to each other
which promotes organisational performance.
2. Improvement in quality of decisions:
When group members face conflict, they think of all possible solutions to the problem, evaluate
the decisions and use their creative and innovative abilities to arrive at the best decisions. Inter-
group conflict, thus, improves the quality of decisions and stimulates creativity and innovation.
When people have conflicting opinions, they deeply analyse facts of the case. Deep
understanding of concepts promotes new thinking, new ideas and, thus, fosters innovation.
3. Emergence of leaders:
Everybody does not think alike in conflicting situation. Group members bestow power on those
who can positively contribute to the problem situation to take decisions. Increased power gives
rise to leaders who act as the group captain. This also reduces rivalry amongst members to
become group leaders.
4. Response to change:
Conflict promotes change if people do not readily agree to each other. Differences in opinions,
values and perception introduce new ways of working which is different from the traditional
thinking. Conflicts challenge the existing state of affairs and promote new ideas and
reassessment of current group practices. Conflict signals something wrong with the present
system of working and promotes ability to assess the present and desire for a better future.
Conflict, thus, increases responsiveness of group to change.
5. Increased productivity:
It is empirically proved that productivity of conflicting groups is more than those which have
close agreement amongst the members. Members with different perceptions and interests
produce high-quality solutions to problems. This improves productivity of the group. Conflicts
highlight weaknesses in the existing system of management. These weaknesses can be removed
to improve efficiency of the organisation’s operating system.
6. Releases strain:
If group members do not agree with pre-defined values and norms, conflicts give them a ground
for voicing their reservations. This releases strain that would otherwise remain suppressed in
their minds. In conflicting situations, people openly express their thoughts and feelings, even if
they are against the thought process of other members of the organisations. This releases strain
and provides mental satisfaction to the members.
Negative Conflict (Dysfunctional Conflict):
In positive conflict, differences in opinion do not hurt anyone’s feelings. People respect each
other’s ideas and arrive at new solutions to the problems to develop working relationships. In
negative conflict, on the contrary, people show disrespect for others’ ideas. They aim to promote
their interests at the cost of others.
The negative consequences of conflict are as follows:
1. Mental strain:
Excessive conflict creates tension and frustration amongst people. This not only harms the
individuals (as they may enter into a state of depression) but also harms the organisation (people
do not positively contribute to organisational productivity).
2. Discontentment:
Conflict breeds antagonism and discontentment. This reduces power to think creatively and
reduces group effectiveness. If people do not arrive at mutually agreeable solutions, it results in
discontentment. People are not satisfied with their jobs. This lowers the organisational
productivity.
3. Communication breakdown:
When individuals or groups develop conflicting ideas, they avoid interacting with each other.
This reduces communication amongst them leading to inter-group rivalry and loss of productive
ideas.
As conflicts lead to disagreement and communication breakdown, people do not agree with each
other leading to splitting up of groups and units. This diverts energy from organisational goals
and leads to instability in the organisational structure.
4. Resignation:
Discontentment can lead to resignation from jobs. If results are not in favour of people who
strongly oppose certain decisions, they do not wish to work in those organisations and look for
other job outlets. If these people are dynamic and creative individuals, it is loss for the
organisation.
5. Distorted perceptions:
Groups hold strong perceptions about their activities and disregard those of the other group.
They highlight their strong points and competitors’ weak points. This leads to deviation from
organisational goals.
6. Competitive struggle:
Conflict leads to competition. Rather than arriving at consensus, agreement or settlement,
competitive struggle declines group’s ability to think and act positively.
7. Subordination of group goals to individual goals:
Members promote personal goals rather than group goals. They think of ways to promote their
personal interests rather than organisational interests. This reduces organisational efficiency.
People divert energy from constructive to destructive thinking.
8. Threat to group survival:
In extreme situations, members can stop working. This stops functioning of the group and
threatens its survival.

Types of Conflicts:
Conflict is an inescapable fact of life. Whether it’s friendships, family dynamics, or even
workplaces, there will be conflict from time to time.
The trick is not avoiding it, but managing it better. If you can identify what the cause and type of
the conflict is, it will be easier to solve it.
Conflict resolution is especially important in the workplace. Organizations ranging from
multinational corporate entities to start-ups run out of a garage by college friends must make it a
point to addressing conflicts in order to function smoothly.
TYPES OF CONFLICT
The types of conflicts in an organization may differ, but there are some broad categories we can
put them into. After all, people worldwide function in somewhat similar ways in the workplace.
Identifying and addressing various types of conflict in the workplace will ensure an improvement
in productivity levels. Resolving conflict leads to members of the team understanding each other
better and working as a cohesive unit.
Let us look at the main types of conflicts in an organisation.
1. INTRAPERSONAL CONFLICT
Out of all the types of conflicts in an organization, this is the best one to start with. Humans
are complex beings. Each of us carries unique potential, morals, ideas, beliefs. Intrapersonal
conflict refers to the struggle that an individual faces while working in an organization.
Intrapersonal conflict can arise when the ideas, mission, or vision of the organization are not
aligned with the moral values and belief systems of an individual. The individual is rendered
unable to work because they do not believe in the work they are doing. Intrapersonal conflict
can be resolved by soul-searching and understanding what it is one truly wants.
2. INTERPERSONAL CONFLICT
Every individual is unique. Even if you are working towards the same goal, there are chances
that differences arise in approaches. These differences can be about philosophy, work ethic,
rule adherence, vision, or management style. Out of all types of conflicts in an organization,
interpersonal conflict is the one most of us would have most likely experienced. Sometimes
taking an ugly form through office gossip or even categorized as ‘office politics,’
interpersonal conflicts is almost inevitable when people with different perspectives and from
different walks of life spend a significant amount of their time together. Interpersonal
conflicts adversely affect productivity and morale. They can easily escalate if not attended to
in a timely manner.
3. INTRA-TEAM CONFLICT
Organizational goals are often ambitious—they require the coming together of people with
varying levels of experience and expertise. Therefore, it is common for the workforce to be
divided into teams for smooth functioning. Like some other types of conflicts in an
 organization, intra-team conflict is a result of diverse personalities working together in the
same team. It is possible that a few people from the team or the group hold a few values and
beliefs in common, but as the size of the team increases, the chances are that conflict does
too. Intra-team conflict can be managed by a clear division of responsibilities, a fair division
of work, and a management policy under which no team member is given any kind of
‘special’ treatment.
4. INTER-TEAM CONFLICT
One of the biggest types of conflict in the workplace, in scale, would be inter-team conflict.
For any organization to function effectively, there has to be equilibrium among all the cogs of
the wheel. With multitudes of individuals, groups, teams, boards, and other stakeholders
working together, it is the responsibility of the organizational leaders to resolve inter-team
conflicts. Supervisors need to ensure that communication channels are open and any tension
or lack of cooperation between teams is nipped in the bud. To do this, they need to eradicate
bias, allocate workload effectively, and build morale. A leader has to take personality
differences, co-worker relationships, and collective strength into account. Verbal discussions
and positive reinforcements go a long way in resolving inter-team conflicts.

Strategies for managing conflicts:

1. Don't Ignore Conflict

If you're someone who dislikes dealing with conflict, it might seem tempting to just put your
head in the sand and pretend it doesn't exist, hoping it will resolve itself on its own. While this
sometimes can happen, the truth is that the vast majority of the time, this will only cause the
situation to get worse. Ignored conflicts have a tendency to fester over time and reappear at
inopportune moments, so do your team a favor and address conflicts when they occur, nipping a
potentially toxic situation in the bud as soon as you recognize it.
2. Clarify What the Issue Is

If you're dealing with a conflict between two members of your team, it's important that you get
all the facts. Sit down with each individual involved and find out exactly what the issue is. How
is each individual perceiving the situation? What needs are not being met? What does each party
see as an appropriate resolution? Make sure that all parties involved understand that you are
acting as an impartial mediator, and let them know they can feel comfortable to share sensitive
information.
2. Bring Involved Parties Together to Talk
3. Once you've had a chance to talk to all involved parties separately, bring them together in
a meeting so that they can hash out their differences in a neutral environment. This is a
time for brainstorming, active listening, and being open to different perspectives - the
goal is to come to a common understanding of what the problem is, what role each
individual is playing in the conflict, and what some possible solutions might be.
4. 4. Identify a Solution
5. After both parties have had a chance to discuss the situation at hand, it's time to identify
what a satisfactory resolution might be - and how to get there. Ideally, by this point, both
 parties will understand the other's side, and oftentimes the conflict will be resolved just
through facilitated, open dialogue. However, if the situation requires further resolution,
you will need to step in and help them negotiate a reasonable solution. This phase can
require some time and effort, as it requires both parties to set aside their differences and
preferences and find some common ground to work towards (which may involve not
getting everything they want out of the situation). Then, work with both individuals to
come up with a concrete list of steps that will result in the solution being achieved.
6. 5. Continue to Monitor and Follow Up on the Conflict

7. Just because a solution has been identified and addressed doesn't mean it will just go
away. As a manager, it's your responsibility to check in with both parties to ensure that
the conflict has truly been dealt with, and that the steps identified to reach a solution are
being followed. If all seems to be going well, simply remember to stop and observe from
time to time, just to see if things really are going smoothly or if there are still lingering
tensions under the surface that need to be handled. If it's clear that the solution didn't
work, or wasn't the right resolution for the situation, make sure to be proactive in working
with both parties to readjust expectations, identify alternative solutions, and continue
their dialogue to create a positive and healthy work environment.

Organizational Culture:

Culture is the pivot of any group or society. It determines the way members interact with one
another and with outsiders. Stoner, Freeman and Gilbert have described culture, as the complex mixture
of assumptions, behaviours, stories, myths, metaphors, and other ideas that fit together to define what
it means to be a member of a particular society. However scope of this chapter is limited to the study of
culture within the organisation.
When an organisation takes on a life of its own, apart from any of its members, and acquires
immortality, the organisation is said to be institutionalised. When an organisation takes on institutional
permanence, acceptable modes of behaviour become largely self-evident to its members. So an
understanding of what makes up an organisation’s culture, and how is it created, sustained, and learnt
will enhance our ability to explain and predict the behaviour of people at work. Organisational culture is
described as the set of important understandings, such as norms, values, attitudes, and beliefs, shared
by organisational members.
According to the recent understanding about organisational culture, ‘system of shared meaning among
members’, is the essential core of organisational culture. According to Eliott Jacques, an organisational
culture is the customary or traditional ways of thinking and doing things, which are shared to a greater
or lesser extent by all members of the organisation, which new members must learn and at least
partially accept in order to be accepted into the service of the firm.

According to various studies, following are the primary characteristics of an organisation’s culture:
Innovation and Risk Taking: The degree to which employees are encouraged to take innovative steps
and to take calculated risk;
Attention to Detail: The degree to which employees are expected to pay attention to detail;
Outcome Orientation: The degree to which management focuses outcome rather than on process to
achieve outcome;
People Orientation: The degree to which management gives attention to effect of decisions on people
working in the organisation and on its shareholders;
Team Orientation: The degree to which works are organised around team rather than individuals;
Aggressiveness: The degree to which people are aggressive or competitive rather than easygoing
Stability: The degree to which maintaining status quo is emphasized in contrast to growth;
Individual Autonomy: The degree of responsibility, independence, and opportunities for exercising
initiative that individuals in an organisation have;
Structure: The degree of rules and regulations and the amount of direct supervision that is used to
oversee and control behaviour;
Support: The degree of assistance and warmth managers provide for their subordinates;
Identity: The degree to which members identify with the organisation as a whole rather than with their
particular work group or field of professional expertise;
Performance-Reward: The degree to which reward in the organisation are based on employee work
performance;
Conflict Tolerance: The degree of conflict present in relationships between peers and work groups as
well as the willingness to be honest and open about differences;
Attitude Towards Change: The response given to new methods, ways, and values;
Focus: the vision of the goals and objectives of an organisation’s operations as communicated by those
in control;
Standard and Values: The levels of performance and behaviour considered to be acceptable by formal
and informal criteria;
Standard and Values: The levels of performance and behaviour considered to be acceptable by formal
and informal criteria;
Openness, Communication, and Supervision: The amount and type of interchange permitted; the
communication flow can be downward, upward, across the organisation, and in other directions as
spelled out by the culture;

Organizational Climate:

Though organisational culture and organisational climate are sometimes used interchangeably, some
important differences between these two concepts have been recognized. Whereas organisational
culture is concerned with the nature of beliefs and expectation about organisational life, climate is an
indicator of whether those beliefs and expectations are being fulfilled. Basically organisational climate
reflects a person’s perception of the organisation to which he/she belongs. Organisational climate is a
set of characteristics and factors that are perceived by the employees about their organisations, which
serve as a major force in influencing their behaviour. These factors include: job description,
organisational structure, performance and evaluation standards, leadership style, challenges and
innovations, organisational values, decision making processes, motivation, communication, goals,
control processes and so on. Organisational climate can be said to relate to the prevailing atmosphere
surrounding the organisation, to the level of morale, and to the strength of feelings of belonging, care
and goodwill among members. According to Tagiuri and Litwin, organisational climate is relatively
enduring quality of the internal environment of an organisation that:

• is experienced by its members;

• influences their behaviour;

• can be described in terms of the values of a particular set of characteristics of the organisation.

Litwin and Stringer have proposed seven dimensions of organisational climate: conformity,
responsibility, standards, rewards, organisational clarity, warmth and support, and leadership. They
have also emphasized motivational framework of organisational climate. Motivational framework of
climate include motives of:

Achievement: concern for excellence;

Expert Influence: concern for making impact on others;

Control: concern for power and orderliness;

Extension: concern for others, and for macro issues;

Dependency: concern for being in close touch with others in a significant way;

Affiliation: concern for building and maintaining close personal relationships.

On the basis of review of various studies and discussions with managers, Pareek has identified twelve
processes of organisational climate. Let us learn them briefly.

Orientation: Priority of members may range between concern to adhere to established rules, to concern
for excellence and achievement.

Interpersonal Relationships: Depending on the pattern of relationship it may lead to climate of clique
formation, or climate of control, or a climate of dependency etc.

Supervision: Depending on supervisory style, the climate may be of extension or it may be of affiliation,
or even lem Managealienation.

Problems : Problems may be taken as an opportunity or irritants; manager may solve problems alone or
jointly by the superior and the subordinates.

Management of Mistakes: Attitudes towards mistakes may be of tolerance or of annoyance; such

attitudes contribute to organisational climate.

Conflict Management: Conflict may be perceived as opportunity or as threat; such perceptions

influence organisational climate.
Communication: Direction, dispersement, mode and type of communication influence climate of an
organisation.

Decision Making: Levels at which decisions are taken, degree of participation in decision making are the
issues, which influence organisational climate.

Trust: Degree of trust or its absence influence organisational climate.

Management of Rewards: Perception about what is rewarded in the organisation influences the
organisational climate.

Risk Taking: It is an important determinant of climate.

Innovation and Change: Styles of managing change and innovations are critical in establishing climate.