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My indecisiveness was reinforced after taking the Organizational Climate Questionnaire in the Manning and Curtis book, where he resulting score of twelve (12) just barely made the ‘supportive’ organizational type and nearly bordered both groupings. There are a couple of indicators within my organization that demonstrate supportive behavior types across the group. The first that Comes to mind is the quality of the relationships among the people. Everyone is always willing to help and support each other regardless of whether that means working nights, weekends or other long hours.

Strong relationships among the employees are clearly important and ensure a successful work environment. Secondly, my organization is very focused on employee training and development. Upper management is continuously encouraging managers to develop their people and get them trained in the things that will help them with their career advancement. My company has created a Learning university that is geared toward developing up and coming leaders In the business by building their core skills to be a leader.

These course types are often rewarded to employees who demonstrate consistent and quality work. Think this is important to ensure the survival of your business in the future ND after the current leadership teams are gone and retired. Managers within my company are always being encouraged to build “bench strength” and are asked the question, “if you were to leave tomorrow, is there anyone prepared to fill your role? ” “All Organizational Climate 4 companies need to find and develop the next generations of leaders if they want to survive, let along thrive” (Guide M. J. De Coning, 3/2005).

The third and last indication that my organization operates in a supportive climate would be the fact that the leadership typically sets clear and precise expectations of the employees. I believe this keeps the organization running smooth and it gives the employee the feeling of accomplishment when something gets completed that was clearly an expectation and requirement Of management. Upper management is very approachable and willing to assist with an employee issue. They also do a good job at communicating messages from company leadership to all levels of the organization.

Yearly performance agreements are delivered with specific expectations and achievable goals. Once worked for a company who would set yearly goals that were near impossible to accomplish. This sends a message that the company doesn’t care or want the employee to succeed, which can devastate moral among the troops. As stated in the Manning and Curtis book, “organizational climate is important because it influences both the quality of work and the quality of work life of members” (chapter 8, page 78).

As a leader and member of my organization, there are things which can be done to evolve the climate from a supportive organization to a more enlightened organization, and also, in so doing, help sustain a spirit of community: Employee Empowerment: I think it’s important to provide the employee with a certain level of responsibility and empowerment. It helps make them feel part of the team and this will in turn put more emphasis on the importance of their quality. “In empowered organizations people experience feelings of ownership.

This ensures that they will do everything in their Organizational Climate 5 power to create success. Not only are their egos invested in the organization, but their abilities are as well. In the end, this results in success for the person and the organization” (Manning, Curtis & McMillan). Respect for People: It’s important that respect is given to all employees cross all levels of the organization. When people start to feel disrespected or unappreciated by their management or co-workers, work ethic and the desire to go above and beyond begin to fade away.

Enlightened organizations treat every person in every work classification with respect. This reflects human dignity as a basic value in the organization. “Great companies respect their customers and they respect their employees people at all levels and from all backgrounds. Out of showing respect for others, an organization itself becomes respected. It rises in stature as a role del, and makes a positive impact on the world” (Manning, Curtis & McMillan). Open Communication and Trust: It’s also important that lines of communication stay open in order to ensure an enlightened organization.

This communication needs to occur in both directions between leaders and members and trust needs to be present. In order for employees to produce quality work, it’s better to openly communicate costs, schedules, competitive position, etc. “This is demonstrated through constant and free-flowing communication” (Manning, Curtis and McMillan). Goal Setting: Leaders of an organization need to have very clear and incise requirements and goals with their employees. If the employee understands what is needed to ensure success of an organization, the more meaning their roles and responsibilities have. “These objectives and initiatives are based on organization-wide goals that are established to support the central mission or purpose of the organization” (Manning, Curtis and McMillan). Control of the Organization: When leaders have control of the organization it gives the employee a sense of security and meaning. There is a saying that people like to be led, but they hate to be controlled. Close supervision and Cicero-management can lead to resentment and rebellion, while emphasis on self-control and problem solving can lead to effective organizations (Manning, Curtis and McMillan).

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