Definitions, approaches, Dimensions and Factors Affecting Organizational Climate

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Understanding Organizational Climate, Climate organization has many definitions. The first definition put forward by Forehand and Gilmers in 1964, which states that organizational climate is a series of descriptions of the characteristics of the organization to survive in the long term (Toulson & Smith, 1994:455). Litwin and Stringer on paper, as quoted by Toulson and Smith (1994:457) define organizational climate as one that can be measured in the work environment either directly or indirectly affect the employees and work where they work with the assumption will affect the motivation and behavior employee.

Davis and Newstrom (2001:25) viewed organizational climate as an organizational personality that differentiates it from other organizations that lead to the perception of each member in view of the organization.

So it can be concluded that organizational climate is a series of descriptions of the organizational characteristics that distinguish one organization to another that leads to the perception of each member in view of the organization.

Organizational Climate Approach

James and Jones in Toulson and Smith (1994:455) divides organizational climate in the three approaches, namely:

a. Multiple measurement - organizational approach

This approach considers that organizational climate is a set of descriptive characteristics of the organization that has three properties, namely: relatively fixed over a certain period, different from one organization to another organization, and to influence the behavior of individuals within its organization. The main factors affecting the size, structure, systems complexity, leadership style, and direction of organizational goals.

b. Perceptual measurement - organizational attribute approach

This approach is also viewed as an organizational climate of organizational attributes, but this approach emphasizes the use of the measurement of perception rather than objective measurements such as size and organizational structure.

c. Perceptual measurement - individual approach

This approach views climate as a series of summary or global perceptions that reflect an interaction between the real events in the organization and perceptions of the incident. This approach emphasizes the attributes of a real organization to a summary of the individual perception. With this approach, the intervention variable caused by the events experienced by both individuals and organizations can influence the behavior of those individuals. Therefore, the climate of the organization can act as free and bound variables.

Organizational Climate Dimensions

Toulson and Smith (1994:457) described in his journal that the concept of organizational climate was first suggested by Litwin and Stringer in 1968. Organizational climate by Litwin and Stringer, described or measured by five dimensions, namely:

a. Responsibility (liability)

b. Identity (ID)

c. Warmth (warmth)

d. Support (support)

e. Conflict (conflict)

Understanding of each dimension are as follows:

A. Responsibility

Responsibility (responsibility) is the feeling of being a leader to yourself, do not always have to double check all of the decisions taken, when the employee gets a job, the employee knows that it is his job (Toulson & Smith, 1994:457).

Responsibility is the obligation of a person to carry out the functions assigned to the best possible fit with the direction received (Flippo, 1996:103) or the level of the extent to which members of the organization responsible for the assigned job (Cherrington, 1996:560).

Responsibilities associated with the delegation, Handoko (2000:224) states that the delegation can be defined as the delegation of formal authority and responsibility to others to carry out certain activities. Delegation of authority is the process by which managers allocate authority down to the people who report to him. Four events occurred when the delegation carried out:

a. Set goals and delegating tasks to subordinates.

b. Delegation of the delegation of authority necessary to achieve the goal or task

c. Acceptance of the delegation, either implicitly or explicitly, give rise to liability.

d. Assignments must accept responsibility subordinate to the results achieved.

In order to be effective delegates needed guidance to subordinates,

Handoko (2000:225), menggutip Stoner on guidelines for effective delegation:

a. Scalar principle

In the process of delegation of authority must be clear. Clear line of authority which will make it easier for every member of the organization to know: to whom he may delegate, from whom he would accept the delegation, and to whom he must give an account.

b. The principle of unity of command

This principle states that every subordinate in the organization should report to a boss. Reporting to more than one employer makes it difficult to know the individual to whom responsibility is given and where the instructions are followed. In addition, subordinates can avoid the bad performance of duties by reason of the many duties of the employer to another.

c. Responsibility, authority, and accountability

This principle states that the responsibility for specific tasks given to the lowest level of organization where there is sufficient capability and information to complete and is authorized to taste. An important part of the delegation of responsibility and authority is accountability. Acceptance of responsibility and authority means that the individual also agrees to accept the accountability demands of the task.

With the above explanation the employee will feel happy to accept the responsibilities given to his superiors, because in addition to get clarity about the limits of the role to be and to whom he should take responsibility for their work, employees are motivated to accept other responsibilities and complete tasks received by fine.

2. Identity

Identity (identity) is to have a feeling (sense of belonging) to the company and accepted in the group (Toulson & Smith, 1994:457).

3. Warmth

Warmth (warmth) is the feeling of a friendly working atmosphere and more emphasis on the conditions of hospitality or friendship in informal groups, as well as good relationships between colleagues, an emphasis on the influence of friendship and informal social groups (Toulson & Smith, 1994:457) .

4. Support

Support (support) are matters relating to the support and relationships among co-workers that is the feeling mutual help between managers and employees, with more emphasis on mutual support between superiors and subordinates (Toulson & Smith, 1994:457).

5. Conflict

Conflict (conflict) is a situation of disagreement or difference of opinion between leaders and subordinates with subordinates with subordinates. Emphasis on the conditions in which managers and workers are willing to listen to different opinions. Both sides are willing to place the issue openly and find solutions rather than avoid it (Toulson & Smith, 1994:457).

Factors Affecting Organizational Climate

According to Higgins (1994:477-478) there are four principal factors that affect climate, namely:

a. Manager / leader

Basically every action taken by the leader or manager affects climate in several ways, such as rules, policies, and procedures of the organization, especially the issues related to personnel issues, the distribution of rewards, communication styles, ways of used to motivate, techniques and disciplinary action, the interaction between management and groups, interaction between groups, attention to the problems that employees have from time to time, as well as the need for satisfaction and employee benefits.

b. Employees' behavior

Climate affect employees' behavior through their personalities, especially their needs and the actions they take to satisfy those needs. Employee communication plays an important part in shaping the climate. The way a person communicates to determine the success or failure of human relationships.

Based on a person's normal life style or set something up, can add to a climate of positive or negative can also cut it down.

c. Behavior of the working group

There is a particular need in most people in terms of relations of friendship, a need which is often satisfied by a group within the organization. Growing groups in the organization in two ways, namely the formal, especially in the working groups, and informal, as the friendship or common interests.

d. Factors external to the organization

Number of external factors affecting the organizational climate in the organization. State of the economy are the main factors that influence climate. For example in the economy with high inflation, the organization is under pressure to provide increased benefits at least equal to the rate of inflation. If the Government has set rules on wages and prices that could limit the increase in profits, employees may be unhappy and make it out to get a job at another company. On the other hand, the economic boom can drive sales and enable everyone to get a job and a big increase in profits, so the climate becomes more positive results.