ORGANISATIONAL

CLIMATE, ETHOS AND

LEARNING IN
ORGANISATION
PRESENTED BY
SWETHA K
KETHIREDDY SRI CHARAN
 The shared perceptions, feelings and attitudes
organisational members have about the
ORGANISATIO fundamental elements of the organisation which
reflect the established norms, values and
NAL CLIMATE attitudes of the organisation’s culture and
influence individuals’ behaviour either
positively or negatively.
CLIMATE AND CULTURE
• Organizational culture is defined as a set of shared values and
norms held by employees that guide their interactions with
peers, management, and clients.
• Organizational climate represent employees’ perceptions of
organizational policies, practices, and procedures, and
subsequent patterns of interactions and behaviors that support
the same. Thus, climate can be understood as a surface
manifestation of culture. It is more behaviorally oriented
• Organisational climate describes events and experiences and
represents the patterns of behaviour of employees whereas
culture is explored when individuals are asked why these
patterns of shared values, common assumptions and beliefs
exist.
 DIMENSIONS OF • Dimensions based on organisations that are
ORGANISATIONAL mainly task orientated and that will describe a
particular situation.
CLIMATE
 This refers to the individual’s freedom to exercise his or her responsibility. Individual
autonomy is the degree to which employed are free to manage themselves; to have
Individual autonomy considerable decisions making power and not to be continually accountable to higher
management.

Position structure This refers to the extent of direct supervision, formalisation and centralisation in an
organisation.

Reward orientation This refers to the degree to which an organisation rewards individuals for hard work or
achievement. Organisation orients people to perform better and rewards them for doing so.

Consideration, warmth and This refers to the extent of stimulation and support received by an Individual from other
support organisation members.

Control This refers to the extent of conflict present between individuals and the willingness to be
honest and open about interpersonal differences.

Progressiveness and This aspect refers to the degree to which organisation conditions foster the development of
development the employees, allow scope for growth and application of new ideas and methods.
The degree to which an individual feels free to try out new ideas and otherwise take risks
Risk taking without fears of reprisal, ridicule or other form of punishment, indicate the risk taking
dimension of OC.

Control This dimension refers to the degree to which control over the behaviour of organisational
members is formalised.
 DETERMINANTS
• Several dimension of OC are influenced by an organisation’s position on the economic
cycle. The economic condition of any organisation influences whether its budgets
Economic condition:
should be tight or loose. So, dimension of OC like risk taking, control,
progressiveness and development etc. are directly influenced by economic condition.

• The leadership style prevailing in an organisation has a profound influence in

Leadership style:
determining several dimensions of OC.
• Specific organisational policies can influence a specific dimensions of OC to quite an
Organisational policies:
extent.
• The design or structure of an organisation affects the perception of its internal
Managerial values:
environment.
• Personal characteristics of the members of an organisation also affect the climate
Characteristics of members:
prevailing in the organisation.
• Organisational size is also influence the OC. In a small size organisation it is much
Organisational size: easier to foster a climate for creativity and innovation or to establish a participative
kind of management rather than large size organisation.
 LEVELS OF CLIMATE
Three levels of climate can be identified
1. Organisational Climate
2. Group Climate
3. Psychological Climate.
• Group climate
• Sub climates exist for different organisational groups because of differences relating to task relationships
and job functions. climates differed across groups in the same organisation. Climate responses can be
seen as more of a group function than being caused by personal characteristics.
• Psychological climate
• Psychological climate is studied at the individual level of analysis, referring to individuals’ descriptions
of the organisation’s policies and processes.
MEASURES OF
ORGANIZATIONAL CLIMATE
• One of the best-known general measures of organizational
climate is the Organizational Climate Questionnaire (MCQ)
by Litwin and Stringer (1968).
• It comprises 50 items that assess nine dimensions of
climate. Organisational climate is measured by means of the
average perceptions of organisational members, referring to
a collective description of the same environment
FOUR APPROACHES

THE STRUCTURAL THE PERCEPTUAL THE INTERACTIVE THE CULTURAL

APPROACH APPROACH APPROACH APPROACH 
THE STRUCTURAL APPROACH

• This approach views organisational climate as a characteristic or attribute of the organisation. These
attributes are considered to be owned by the organisation and existing independently of The
perceptions of the individual members
• organisational climate is the result of the objective aspects of the work environment, namely the
organisation’s size, a centralised or decentralised authority structure, number of hierarchical levels,
advancement of technology as well as the extent to which organisational rules and policies influence
members’ behaviour

THE PERCEPTUAL APPROACH

• According to this approach, the individual interprets and responds to the situation in a way that is
psychologically meaningful to him/her.
• the individual perceives the organisational conditions and then creates a psychological representation of
the climate. The term “organisational conditions” refers to the structural characteristics highlighted in
the previous approach but is more encompassing in the sense that it includes organisational processes
such as communication, influence, leadership and decision-making patterns
THE INTERACTIVE APPROACH

• This approach builds on the aforementioned approaches and combines the objectivism
of the structural approach and the subjectivism of the perceptual approach
• The underlying assumption of the interactive approach is that organisational climate is
the result of the interaction of individuals in response to their situation which results in
the shared agreement of organisational members.
• This approach identifies communication as a key contributor of organisational climate.

THE CULTURAL APPROACH

• According to the cultural approach, organisational climate is shaped by individuals in a

group who interact and who share the same abstract frame of reference, organisational
culture, as they learn to deal with the organisation’s demands .
• The cultural approach includes the role of organisational culture as a key factor in the
development of organisational climate.
 • Ethos refers to habitual character and values of individuals,
groups, races, etc.
• Contemporary managers hold some specific values which
ETHOS affect work and some of these are: autonomy, equity,
security and opportunity.
 AUTONOMY
• Managers believe that most people prefer to feel free
and to do things as they like within the constraints
imposed by their group. These managers tend to allow
enough latitude to individual employees as long as the
use of this freedom does not violate basic norms of the
organisation. In the last two decades, some
management practices have been innovated which are
in keeping with this value of autonomy.

EQUITY
ETHOS

• Justice in rewarding performance. Here again, modern

managers strongly feel that a person must get a reward
proportionate to his input. In any case, deliberate
exploitation is to be avoided and as far as possible
“fairness” is to be maintained.
 SECURITY
• Both economic and emotional. Keeping a person on his toes by making him
feel insecure is slowly but steadily getting discredited as a management
philosophy. Even the societies which have practised “hire and fire” policy
are unmistakably shifting towards providing security of job.

OPPORTUNITIES
• Providing enough career advancement opportunities to employees is yet
another contemporary managerial value. For several reasons it may not be
possible for many organisations to create enough vacancies for everybody
to advance in their career. However, modern managers encourage
themselves and others to continue growing through various modes of
education.
ETHOS

• Besides these four values which affect a manager’s work, the manager may
have a strong “Work Value”.
• Work Value refers to the worth a person ascribes to the opportunity of
work. If you have a “strong” work value you are going to identify the worth
or value of work to you in more ways than one. You may view work as an
opportunity to: (a) accept challenges, (b) serve others, (c) earn money, (d)
enjoy prestige and status, (e) be creative, or (f) be independent, etc.
 WORK ETHOS
Work ethos refers to certain norms of behavior governing the
conduct of workers involved in workers involved in work
situations to achieve certain desired objectives. In other
words work culture is the involvement of workman with work.

The degree of one’s involvement impacts his performance to

give high or low productivity, high or low quality i.e. higher
the degree of involvement, higher well be the productivity
and quality.
CHARACTERISTICS OF ETHOS
Persons with high sense of adequacy have clear goals about their future and
Action goal orientation directed by these goals.

Proactive people do things on their own without having to be told by anyone.

Such initiative taking behaviour leads to a high level of activity and
Pro-action experimentation. A superior managerial ethos requires more of pro-action than
reactions.

Managers with high sense of adequacy are aware of their internal strength and
are guided by these strengths. They are aware of their weakness and looks for
Internal resources opportunities for continuous self improvement. They are open to feedback and
ready to learn from experience.

A superior ethos requires that managers view themselves as problem solvers

Problem-solving attitude rather than problem avoiders.
WORKS ETHOS At Basic level
• Discipline
AT DIFFERENT
• To maintain punctuality
LEVELS OF
• Coming to work on time
MANAGEMENT
• Behaving properly with superior, colleagues and
subordinates
• Not wasting time during working hours
• Dignity in relating to peers and subordinates
• To do things those are morally good or sight
WORKS ETHOS
AT DIFFERENT At Top level
LEVELS OF • Work culture
MANAGEMENT • Loyalty
• Commitment responsibility
• Sense of belongingness
• Protecting the interest of organization
• No adverse comment about the organization in public
Learning in Organization
Organizational Learning :

 The working process to

transfer the knowledge
within an organization is
known as organizational
learning.
 The knowledge creation,
retention and knowledge
transfer within the
organization enhance the
business strength greatly.
Characteristics of
Organizational Learning:
• Encourages experimentation
• Testing new ideas
• Continuous improvement
• Consistent feedback
• Communicate Success and Failure
• Resources and facilities for self development
• Facilitate learning from surrounding
environment
• Facilitate learning from employees
• Reward Learning
 The Learning Process
Purpose and Form of Internal Factors:
External Factors: Learning event o Perception
o Relationships with parent organizations o Motivation
o Rewards and Punishment o Attitude
o Environment o Ability Level
o Facilities o Personality
Learning
Experience
External Internal
Factors Factors

Actual Learning
achieved

Consequences of Learning on
behavior
Single Loop Learning
 Improving what we are currently
doing
 Learning at the operational level
Double Loop Learning
 Occurs when we challenge
assumptions, beliefs, norms, and
decisions rather than accepting
them
 Learning at the fundamental level
Deutero Learning
 Learning which occurs incidentally
as a result of learning something
else rather than as the result of a
conscious effort
 Also called secondary learning
 ORGANIZATIONAL LEARNING
STRUCTURE

Individual Learning
Change in cognitive Behavioral change
Involves individuals Individual reflection
structure through trial & error

Team Learning
Organization learns when
Team learning is source
team member share their Teams think collectively
Individuals work in teams
experiences and mental of transformation of skills about complex issues
models into capabilities

Organizational Learning
Involves groups and Change in collective Change in normative
Collective reflection
teams knowledge and behavioral patterns
Advantages of Organizational Learning:

• Enhancing employee and Customer Satisfaction

• Minimal Turnover Rates
• Function together in an extraordinary way
• Better quality of products and services
• Committed and result-forced workforce
• Greater ability to deal with change
• Improving Business productivity and efficiency
• Development of leaders at all levels
• Trust and complement each other
• Having common goals that are larger than individual
goals
• Produce extraordinary results
 REFERENCES
• https://www.slideshare.net/anubijis/organisation-climate-and-change
• https://egyankosh.ac.in/bitstream/123456789/38374/1/Unit-8.pdf
• https://www.scribd.com/document_downloads/direct/185052070?ex
tension=ppt&ft=1633404813&lt=1633408423&user_id=474416180&
uahk=bQe2o-Heas9khZdmKDUGTsoh9q0
THANK
YOU