Motivational-oriented organizational climate

Executive Summary

The organizational climate is one of the most important parts of a company and something that managers can correct. Chiavenato says that the organizational climate depends on the degree of motivation of the colleagues so that they can carry out their tasks satisfactorily. Litwin and Stinger, establishes nine factors that in their opinion, have an impact on the generation of the Organizational Climate: structure, responsibility, reward, challenges, relationships, cooperation, standards, conflicts and identity. Also that with simple changes the organizational climate can be changed.

Organizational climate, aimed at managers

Introduction

This essay is aimed at managers, since they are in charge of verifying that companies have a favorable work environment, as well as several researchers follow the perception model that identifies the variables that moderate the ability of an organization to mobilize its work to achieve business objectives and maximize performance.

We will also see that managers cannot eliminate all stressors in the daily life of their colleagues and the theory of cognitive neuropsychology and intelligence. The advantage of applying surveys and Litwin and Stinger theory that help us to know the 9 factors that determine the organizational climate and in turn to understand that different managers perceive it differently.

II.- Background

The organizational climate is an important part that must be taken into account within the company, something that managers should be focused on, since if there is a favorable work climate it will be reflected in the objectives.

The organizational climate that depends on the degree of motivation of colleagues. He affirms that the impossibility of the individual to satisfy higher needs such as belonging, self-esteem and self-realization causes him to become discouraged, and consequently affect the work environment. (Chiavenato I., 2000)

The organizational climate depends on the capacity of adaptation or maladjustment of people to different situations that arise in the workplace.

While an organization and its leaders cannot eliminate every stressor in the daily lives of their peers, studies of organizational climate have identified a number of leader behaviors that have a significant impact on stress and morale. (Anonymous, 2000)

III.- Development

The organizational climate is focused on managers, since they are the ones who can improve it; In companies there are always problems between colleagues, but these are things that, although they seem insignificant, must be resolved in order to achieve a favorable environment and thus achieve performance that yields and achieve the established objectives.

The concept of organizational climate and in a generic way we identify it as the environment that is lived in the company at a certain time; where it can be pleasant or unpleasant to work; or as the quality or property of the general environment, which is perceived or experienced by the members of the organization, which may be internal or external and that influence their behavior.

A pleasant work environment, with a business culture that promotes a sense of belonging and commitment to tasks, will always be a competitive advantage for companies, since quality, productivity and the best performance of workers have a direct relationship. with the environment that revolves around it.

Researchers have followed the model of shared perception of organizational climate. Its model identifies the variables that moderate an organization's ability to mobilize its workforce to achieve business objectives and maximize performance.

Theories of cognitive neuropsychology and emotional intelligence provide a scientific foundation on which leaders must improve stress and morale in the workplace to achieve maximum performance. Climate surveys can provide concrete evidence of how this works in action.

The 9 factors that determine the organizational climate according to Litwin and Stinger. (Litwin & Stinger, 1968)

The theory of Professors Litwin and Stinger establishes nine factors that, in their opinion, have an impact on the generation of the Organizational Climate: structure, responsibility, reward, challenges, relationships, cooperation, standards, conflicts and identity.

Structure: Refers to the way in which the activities of organizations are divided, grouped and coordinated in terms of the relationships between the different hierarchical levels, regardless of position at the level. The positive or negative result will be given to the extent that the organization visualizes and controls the effect on the work environment. The conformation of an adequate organizational structure in the company, facilitates or hinders the flow of communications, a transcendental aspect in any type of community that aspires to coexist in the best way. Responsibility. This aspect is necessarily linked to autonomy in the execution of the entrusted activity and is, in turn, closely related to the type of supervision that is exercised over the missions given to the workers.A fair and appropriate salary, in accordance with the activity carried out, constitutes the first incentive in an employment relationship. It is important not to forget that despite the fact that the fair salary and the results of the work achieve the expected balance, humans “demand” additional recognition. Challenges: As the organization promotes the acceptance of calculated risks in order to achieve the objectives proposed, the challenges will help maintain a healthy competitive climate, necessary in every organization. Relationships: These will be based on interpersonal respect at all levels, good treatment and cooperation, based on effectiveness, productivity, utility and obedience. All within precise limits, without becoming excessive and leading to stress, workplace harassment (mobbing) and other inconveniences of this style.Cooperation: It is related to the timely support, with the birth and maintenance of a team spirit in the process of achieving common objectives related in turn, with the objectives of the company. Standards: A standard, we know, establishes a parameter or pattern that indicates its scope and compliance. To the extent that the standards are set with a sense of rationality and above all that they can be achieved without exaggerating the efforts necessary for it, the members of the group will perceive these, with a sense of justice or equity. Conflict: It will always be generated by the disagreements between members of a group. This feeling may well be generated for different reasons: related to work or to the social and may occur between workers of the same level or in the relationship with bosses or superiors.Today we know it as a Sense of Belonging. It is the pride of belonging to the company and being an active member of it and having the feeling of contributing their efforts to achieve the objectives of the organization.

Each of the aforementioned factors are those that shape the organizational climate and in turn are those that managers perceive in different ways.

But in itself, how can the working environment within a company be improved?

One of the ways to improve the work environment within an organization is that you must first start with some details, such as:

If you are a boss, what you should do is thank those who are from your department or work team for their work, since you will encourage others to do the same.

Also as a boss, you must earn the trust of the workers, such as knowing something about them and recognizing their successes in the company, in this way the staff will feel calmer, when they go to the boss when questions, concerns arise, new ideas etc.

In the same way, you must have time to listen to the staff, since with them you can achieve not only ideas to improve performance in different departments, but also recognize those problems that may exist within the company.

We also like to feel taken into account, if you want to implement change in any department, ask the staff about it or if you also feel that something is working for us, people should be questioned about the reasons and ask them to give their opinions or to propose some solutions.

Finally, if you have the opportunity to carry out integration activities or events, such as a team lunch for some achievement, also some bonus or incentives for those workers who excel in their work.

With these simple changes, which can make a big difference, because workers who are satisfied in their workplace, can be made more productive, obtaining good results and in the same way meeting the objectives of the company.

IV.- Conclusion

It is always necessary to keep colleagues happy so that they feel motivated and can carry out their tasks satisfactorily.

Litwin and Stinger, establishes nine factors that in their opinion, have an impact on the generation of the Organizational Climate: structure, responsibility, reward, challenges, relationships, cooperation, standards, conflicts and identity.

All of these mentioned above are what managers perceive differently.

Managers have the power to change the organizational climate, for example by applying surveys or engaging with colleagues, they can know if the climate is going well or badly, if it goes wrong, they can apply motivation courses, incentives, remunerations, among others. But personally I think that more than giving some type of remuneration or incentive, the individual recognition of the partner's performance is worth more.

V.- References

Anonymous. (January 1, 2000). Organizational climate. Obtained from Financial Encyclopedia: http://www.enccyclopediafinanciera.com/clima-organizacional.htmChiavenato, I. (March 6, 1997). Organizational climate and motivation. Obtained from Human Resources: Litwin, & Stinger. (January 1, 1968). Organizational climate factors. Obtained from WordPress: