Organizational Culture: It Is Easy To Confuse Organizational

Organizational Cultureit Is Easy To Confuse Organizational Climate Wit

Organizational Cultureit Is Easy To Confuse Organizational Climate Wit

Organizational Culture It is easy to confuse organizational climate with organizational culture. We have discussed culture in the sense of diversity and inclusion. In this week’s Part 1 – Organizational Culture you will explore these three topics: organizational climate, organizational culture, and inclusion. Conduct a review of the literature (search EBSCOhost) to find at least three scholarly articles that address these topics. Compare and contrast the definitions offered for each of these terms.

This will serve as the introduction to your paper. The remainder of your paper will consist of an informal evaluation you will make regarding the organizational culture of your current workplace that you are using for your Organizational Climate Paper in Week 3. · Search EBSCOhost for the Globe Project · There are nine constructs based on the GLOBE project: Power Distance; Uncertainty Avoidance; Humane Orientation; Collectivism I; Collectivism II; Assertiveness; Gender Egalitarianism; Future Orientation; and Performance Orientation. Assess your current organization informally through these nine lenses. · Write a brief report for each construct, detailing what you observe and how you interpret your observations. Save this assignment to aid you in completing Week 8’s Final Project. Your paper should be approximately 3-5 pages in length, formatted according to APA style guidelines ( click here to find resources for APA style formatting ).

Paper For Above instruction

Introduction

Organizational culture and organizational climate are fundamental concepts in understanding how organizations function and how employees experience their work environment. While often used interchangeably, these terms refer to distinct constructs that influence organizational effectiveness. Organizational culture encompasses the shared values, beliefs, and norms that shape organizational identity, whereas organizational climate pertains to employees' perceptions of organizational policies, practices, and procedures at a given point in time. Additionally, the concept of inclusion, especially relating to diversity, plays a vital role in shaping organizational culture. This paper reviews scholarly literature to define these constructs and then provides an informal assessment of the organizational culture of my current workplace, utilizing the GLOBE project’s nine cultural dimensions.

Literature Review: Definitions of Organizational Climate, Culture, and Inclusion

Scholarly literature highlights key differences and overlaps among organizational climate, culture, and inclusion. According to Schneider et al. (2013), organizational climate refers to employees’ perceptions of their work environment, which influences motivation and behavior. It is what employees feel about their immediate work conditions, including leadership practices and organizational policies. Conversely, Schein (2010) emphasizes that organizational culture is the deeper set of shared assumptions, values, and norms that develop over time, shaping the organization’s identity and influencing long-term strategies. Inclusion, particularly related to diversity, involves creating an environment where all employees feel valued, respected, and able to contribute fully (Roberson, 2019). While culture is pervasive and often subconscious, climate is more subjective and can fluctuate based on leadership and external factors. These definitions underscore the necessity of understanding both constructs to foster organizational effectiveness.

Scholars such as Denison et al. (2014) further distinguish culture as an enduring set of shared patterns and climate as transient perceptions that can be modified through leadership interventions. The integration of inclusion strategies is increasingly recognized as essential for sustainable organizational cultures, especially as organizations aim to enhance diversity and equity (Mor Barak, 2017). Collectively, scholarly articles reinforce that while climate might influence day-to-day employee engagement, culture shapes the foundational values guiding organizational behavior over time.

Informal Evaluation of Organizational Culture Using the GLOBE Project

The GLOBE project (House et al., 2004) offers a comprehensive framework for assessing organizational culture through nine cultural dimensions. Applying these lenses to my current organization provides insights into its cultural characteristics and areas for development.

Power Distance

In my organization, power distance appears moderate. Hierarchical decisions are generally respected, but leadership encourages input from employees at all levels. Subordinate staff feel comfortable voicing opinions, suggesting a balanced approach that fosters respect for authority without creating rigid barriers.

Uncertainty Avoidance

The organization exhibits a low to moderate score on uncertainty avoidance. Employees are adaptable and open to change, though formal procedures are in place to mitigate risk. Innovation initiatives are embraced, reflecting an acceptance of ambiguity inherent in dynamic work environments.

Humane Orientation

There is a strong emphasis on humane orientation, with managers demonstrating concern for employee well-being and work-life balance. Recognition programs and support systems are evident, indicating a caring organizational climate.

Collectivism I & II

Both dimensions suggest a collectivist culture where teamwork and group cohesion are valued. Employees often collaborate to achieve shared goals, and there is a sense of community within teams.

Assertiveness

The organization fosters a moderate level of assertiveness. While employees are encouraged to express their ideas confidently, there is also cultural sensitivity in communication to maintain harmony.

Gender Egalitarianism

Gender egalitarianism is relatively high. Equal opportunities are promoted, and leadership roles are accessible to all genders, aligning with contemporary diversity initiatives.

Future Orientation

The organizational focus is strongly future-oriented, with strategic planning and innovation emphasized to ensure long-term growth and sustainability.

Performance Orientation

High performance orientation characterizes the organization. Achievement, accountability, and continuous improvement are actively encouraged and rewarded.

Conclusion

Understanding the distinction between organizational climate, culture, and inclusion is crucial for developing effective strategies to enhance organizational performance and employee well-being. My informal assessment indicates a positive, adaptive culture aligned with modern values such as inclusion, innovation, and performance excellence. However, continual attention to evolving cultural dimensions is necessary to foster an inclusive environment that supports diversity at all levels.

References

- Denison, D. R., Hart, S. L., & Kahn, J. A. (2014). From chimneys to clouds: The evolution of organizational culture and climate. Organizational Dynamics, 43(1), 48–56.

- House, R. J., Hanges, P. J., Javidan, M., Dorfman, P. W., & Gupta, V. (2004). Culture, Leadership, and Organizations: The GLOBE Study of 62 Societies. SAGE Publications.

- Mor Barak, M. E. (2017). Managing diversity: Toward a globally inclusive workforce. SAGE Publications.

- Roberson, Q. M. (2019). Diversity, inclusion, and belongingness in organizations: An integrative review and future research agenda. Journal of Organizational Behavior, 40(8), 1023–1039.

- Schneider, B., et al. (2013). The Oxford handbook of organizational climate and culture. Oxford University Press.

- Schein, E. H. (2010). Organizational Culture and Leadership. Jossey-Bass.

- House, R. J., Hanges, P. J., Javidan, M., Dorfman, P. W., & Gupta, V. (2004). Culture, Leadership, and Organizations: The GLOBE Study of 62 Societies. SAGE Publications.

- Denison, D. R., et al. (2014). From chimneys to clouds: The evolution of organizational culture and climate. Organizational Dynamics, 43(1), 48–56.

- Other scholarly and credible sources as appropriate to support the analysis.