Organization environment that emerges from the values, norms,

Organization climate, or
organizational culture, sometimes also called organization ideology refers to a
pervasive way of life and a set of norms. In organizations there are deep-set
beliefs about the way should be organized, the way authority should be
exercised, how people should be rewarded, and how they should be controlled.
The culture of an organization can sometimes be visible in its building and its
offices. It can be manifest in the kinds of people it employs, the kind of
career aspirations they hold, their status in society, their level of education
and their degree of mobility.

A large research
university will have a culture quite different from that of a manufacturing
firm or a retail store. Different kinds of libraries have different cultures,
reflecting the environment in which they are placed. Even within an
organization cultures will vary. The research department will have a different atmosphere
than the administration, which will be different from that of the place where
operational activities take place.

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climate is generally associated with job performance, job satisfaction and
morale of employees. Climate is a commonly experienced phenomenon and often
referred to by many expressions such as atmosphere, surrounding, environment
and culture etc.

climate is also one of the very important specialities to be considered in
studying and analysing an organisation because it has a deep influence on the
viewpoint, well being and outlook of employees, management and other
stakeholders in the organisation. It influences the total performance too. It
does affect the behaviour of people in following ways:

Ø  Defining the stimuli that confront the

Ø  Placing restrictions on the individual’s freedom
of choice.

Ø  Providing source of reward and punishment.

climate provides a useful stage for understanding characteristics of organisation
such as stability, creativity and innovation, communication, and effectiveness

climate may be defined in the following manner:

climate refers to the internal environment that emerges from the values, norms,
and beliefs of the organisation and influences the employees’ behaviour in an
organization. Organizational climate also refers to a set of circumstances that
are prevalent in the present scene and gives an organization a unique identity
and helps it to distinguish it from another organization(s). And this in turn
influences the behaviour of employees in the organisation.

climate may be described as the perception of the employees of the organization
and other people about an organisation and its functioning. It tends to attract
and retain employees in the organization if it is perceived to be healthy, or
tends to deter people to join or make them quit their jobs, if perceived


concept of organizational climate has been assessed by various authors and
there are different definitions. We can describe it as an individual perception
of the work environment and of the characteristics of the enterprise (so-called
organizational culture, ex. strategies, rules, values, management, etc.). This
research has been inspired by several researches of learning environment
(Ellström, 2005, Evans et al., 2006, Rainbird et al., 2004) and it concentrates
on deep and detailed analysis of organizational climate in a large-sized
enterprise in relation with in-company training.

this research, organizational climate corresponds to the feelings of employees
at work, their perception of the enterprise, and also to their identification
with the enterprise. The organizational climate includes several factors which
may influence the employees’ attitude towards learning in different ways.
Authors (Šigut, 2004) usually understand in-company learning as a way to change
organizational climate and culture. This research supposes also inverse
influence – organizational climate can change (facilitate or hinder) learning
in a company.

climate or environment in the enterprise is based on the perception of the
enterprise by employees. It is characterized by the ‘relationships
between people and organization and relations of superordination and
subordination. They are determined by mutual influence of targets, formal
structures, processes and behaviour of people’ (Lukášová, 2004, s. 269). The
feelings that an employee has at work, his perception of values, rules,
patterns of behaviour, ways of management, etc. (these characteristics of a
company are called organizational culture), influence his behaviour and conduct
and also his attitude to learning and in-company training (Šigut, 2004).


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