Organizational culture and climate

The organization encompasses a specific group of people systematically structured in a coordinated manner in order to realize a common objective and goal. Culture is a series of traditions, attitude, behaviors, and ideas that dominate in a group of people while climate is the systematic process of quantifying culture using properties of work environment indirectly or directly perceived by employees influencing behavior. this paper explores and evaluates critically the difference between organizational culture and organizational climate. Both organization culture and organization climate address the environment of organizational psychosocial with meager integration between both constructs. According to DeLamater (2014), there exist a number of differences and similarities between both constructs. As such, an organization has its own intangible novel personality that is a strong drive that influences behavior with factors such as technology, type of employee, strategy, management style, national culture, and product.

Therefore, organizational culture is a series of common assumptions that determine organizational processes through ultimately established behavior. The behavior can be altered and manipulated depending on management leadership and members. Hence, organization culture impact on the interaction of people with stakeholders, clients, and customers. Productive organizational culture is essential in orienting the corporation towards realizing its goal, mission, and vision. It shared the meaning attached to the procedures, practices, policies, and events the organization members experience and the behaviors they observe being supported, expected and rewarded. Differences between organizational culture and organizational climate Notion According to Nicholson (2017), organization climate depicts current environment of the organization in which members work. It avails an opportunity to perform the job based on reward system both non-financial and financial, and skills which serve as positive reinforces and motivators for members.

Consequently, members take advantage of the incentives to meet their needs, for instance, non-financial incentives meet psychological needs and financial motivator satisfies physiological needs. On the other hand, a culture of organization depicts the environment of the corporation which has constantly evolved over several years since, it requires years for an organization to develop culture, unlike climate which is generally reflected within a short period. For example, employees are asked what is expected of them, whether their opinions count or if the leader pays attention to them. Unlike organization climate, organization culture is common assumptions and beliefs regarding organizational values and expectations. Thus, perceived expectations propagate behavior in the organization. When faced with goals, challenges or problems it usually aids in comprehending the aspects of culture either to support or inhibit effectiveness, for instance, asking employees if they are implicitly or required to check decisions with supervisors, take challenging tasks or work to attain self-set objectives often brings out the aspect of organizational culture.

Moreover, according to Leodolter (2017), organization culture is shared by the majority of the members of a social group and it passed from one member to the next shaping perception, structure, and behavior while organization climate is frequent patterns of feelings, attitude, and behavior attributed in the life of a corporation. For instance, a study carried out with employee population sample of 253 depicts that participative environment has maximum influence on the employee while flexibility is the least impacting factor in the culture of an organization. Organization culture plays a key role at different departmental levels, dominant culture that is accepted and shared by the majority of employees then the subculture which is established at the micro level and depicts mutual situations and problems encountered by each worker within a department or social group.

I agree with culture as a social attraction that helps in sustaining organization together through coordination, cooperation and collaborative by shared beliefs, norms, and practices. Conversely, I dispute culture effect on the commitment of the employee to his job. Organizational job commitment is majorly encouraged by management through job satisfaction, recognition of performers reinforces and incentives. Moreover, evolution is also influenced by management, leadership and external factors which consequently forces the organization to reorient its climate. Even before being employed individuals are prone to develop basic values that become so deep-rooted that a worker refuses to change in an organization. According to Hogan (2017), it should be recalled that culture attained in external environment has profound effect related to the actual job performance of the Individuals Corporation due to cognitive schema approach in which schema of external culture has been formed in the memory.

Viewpoint Organization culture is a diverse framework that ascertains its climate. The climate quantifies culture of the organization in which a series of work environment indirectly or directly perceived by members is regarded as main drive influencing the members’ behavior. Therefore, the elements cohesively interrelate together to form a mutually reinforcing structure that collaboratively combines and prevent any endeavor of manipulation or alteration. I agree with the tendency of modification and changes in both organizational culture and climate. Organizational climate is immediate and established within a short period of time. The instantaneousness makes it more prone to alteration and modification easily without hampering organization system. Conversely, due to rigid nature of organizational culture as it has been ingrained deeply in the employees, its manipulation and alliteration are extremely difficult and it is interconnected to various aspect of the organization.

Both organization culture and climate focus on employee experience and comprehension in the organization. Therefore, climate perception avails employees with orientation and direction concerning behavior, attitude, and skill in the strategic pursuit of organizational objectives and goals. Moreover, alignment between climate, culture, and practices is ideal for employees to behave and respond in a manner that leads to effectiveness in the organization. According to Tannenbaum (2016), for the organization to be efficient and effective, organization members’ practices should conform in ways that are consistent with the predetermined strategic goals and underlying values. Consequently, routines, procedures, policies, and practices play a fundamental role in climate as well as culture. Argyris, C.  Integrating the individual and the organization. Baron, A. , Hassard, J. , Cheetham, F.