Download A Climate of Success. Creating the right organizational by Roderic Gray (Auth.) PDF

By Roderic Gray (Auth.)

"How does it consider to paintings here?"--The significance of an organization's weather is necessary to its success.

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Reward. There are two main problems associated with applying expectancy theory as a management tool. The first is the fairly obvious difficulty of being able to answer the questions it poses: how could a manager know what assessment a 30 Theoretical foundations particular subordinate would make of the difficulty of the task, or the attractiveness of the outcomes, etc. – an assessment which is, in any case, likely to be subconscious. The second problem is a more general one concerning the association between extrinsic rewards and performance.

Ekvall (1996) suggests that ‘in the context of organizational processes climate plays the part of an intervening variable which affects the results of the operations of the organization’. He believes that climate comes between the application of resources, including people, and the effects of that application. Feedback about those effects then influences climate, so again the direction of influence is not simple and linear, but two-directional. The key ‘organizational processes’, in this context, are those relating to the way people are managed.

Of “the eating habits of the octogenarians of Basingstoke”, it is difficult to deny the right of an observer to choose to view a set of activities as a system if he wishes to do so’ (Checkland, 1981). The notion of a system is as key to the understanding of the experience of organizational climate, as it is to understanding the much wider field of organizational behaviour in general. I have, I think, made it very clear that organizational climate is a systemic concept, made up of constituent parts which are individually distinguishable but which together form a new, greater construct with an identity of its own; a system, in fact.

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