The purpose of this video is to introduce the concepts of
Organizational Culture and Command Climate.
It's easy understand culture and climate if we think of them
like the personality and mood of a person.
Personality is influenced by early experiences and over time
becomes relatively stable and difficult to change.
A person's personality is a reflection of
thier unique identity.
Just like peronality Organizational Culture
is influened by early experiences and over time
becomes relatively stable and difficult to change.
An organization's culture is a part of its unique identity.
A person's mood is influenced by the current environment
and is an indicator of how a person is thinking and feeling
about that enironmnent.
A person's mood is more readily observable than personality
and it's also easier to change.
Just like mood, Command Climate is influenced by the current
work environment and is an indiactor of how employees
think and feel about that enironment.
Climate is more readily observable than the
organization's culture and it's also easier to change.
Now that you've got the basics, let's take a closer look.
Culture is to an organation as what personality
is to an individual.
Culture begins to develop at the birth of the organization
and is formed based on early experiences.
As the organization learns how to solve problems
and adapt to internal and external demands,
the behaviors and values attributed
to the organization's success begin to be promoted
and taught to new members as the correct way to
think, interpret and solve problems.
Ultimately the values and beliefs that made an
organization successful and continue to make
the organization successful, become the group's
cultural DNA.
This DNA contains unspoken assumptions about the way the
world works and how the organization can be successful
within it; these assumptions are not only unspoken,
but often removed from member's awareness.
Once an organization has matured and assumptions are collectively
shared among members, its culture is stable and enduring
making it resistant to change.
The culture of an organization is likely to remain after
some members leave; this is because culture provides meaning
and predictability to members.
Because of the unconscious aspects of culture,
it is a powerful force that influences individual and
collective behavior (Schein, 2009).
There is another powerful force that drives member's behavior;
the climate of the organization.
Command Climate is what members observe,
experience, and feel within the organization.
It is the shared perceptions of the work environment about
behaviors, practices, and routines that are reinforced by
leadership (Ehrhart, Schneider &amp; Macey, 2014).
While the culture is to an organization as what personality
is to an individual; the climate is to an organization as what
mood is to an individual.
Organizational climate, like mood,
is temporally based and can change based on environmental
conditions.
For example, leadership's actions or an organizational
restructuring will directly impact climate.
Therefore, an organization's climate is easier to change than
an organization's culture.
Additionally, the climate is more observable
than the culture.
Whereas many important components of culture are
invisible, parts of climate can be easily seen.
For instance, the social interactions among leadership
and members may indicate whether the environment fosters trust
or distrust.
These observations may give many clues into the climate of the
organization.
If leadership is approachable and speaks to members with
respect, this may indicate that members trust them
to listen to concerns.
If leadership is not approachable and is
disrespectful during interactions with members,
this may indicate that unethical behavior
is going unreported in the organization.
Okay, so let's review.