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Chapter9.pptxOrganisational Behaviour
Chapter 9
Organisational climate
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Autumn 2017
Claus Jørgensen
Autumn 2017
Organisational climate
Stereotypes and diversity
Stress and burnout
Social support and coping strategies
Today’s program
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Claus Jørgensen
Autumn 2017
Introducing the topic and directing attention
Can you see any relation between organisational climate, stress, conflict, and profitability?
Climate versus culture!
Claus Jørgensen
Autumn 2017
Introducing the topic and directing attention
How familiar are you with these topics – and how aware are you regarding the signs of stress and bad climate?
Claus Jørgensen
Autumn 2017
Sorting out between climate and culture (overlapping and affect each other)
Culture (a state or a context determined by history and held by organisation members collectively) – see chapter 12
Climate (changes rapidly) refers to issues as conflict, diversity and stress – often placed under headings as
perception (stereotypes and diversity)
power (conflict) or
stress
Claus Jørgensen
Autumn 2017
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Evidence about organisational climate
Studies indicating that climate has implications for the financial performance of the firms through employee involvement, well being, innovation and learning
Claus Jørgensen
Autumn 2017
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8 dimensions of climate perceptions
| Name | Definition |
| Autonomy | Perception of self-determination with respect to work procedures, goals and priorities |
| Cohesion | Perception of togetherness and sharing the organisation setting |
| Trust | Freedom to communicate openly with members at higher orga levels with full integrity |
| Pressure | Time demands to task completion |
| Support | Tolerance and willingness to let members learn from mistakes without fear of reprisal |
| Recognition | Member contribution are acknowledged |
| Fairness | Organisational practices are equitable and non-arbitrary or capricious |
| Innovation | The perception that change and creativity are encouraged into new areas where members has little experience |
Claus Jørgensen
Autumn 2017
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Applications for changing climate perceptions
| Taking action into changing climate through dimensions like: |
| Communication – information throughout the organisation |
| Values – are the guiding principles held by the employees and leaders |
| Expectations – to how people behave and make decisions |
| Norms – guide routine ways of behaving and treating each other |
| Policies and rules – convey the degree of flexibility and restriction |
| Programs – formal initiatives to support a workplace climate |
| Leadership – consistently supporting the climate desired |
Claus Jørgensen
Autumn 2017
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Critical thinking
Do you have any experiences with changing the climate
Consciously or unconsciously
Claus Jørgensen
Autumn 2017
Stereotypes
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A stereotype is an individual’s set of beliefs about the characteristics of a group of people.
Claus Jørgensen
Autumn 2017
Characteristics of Stereotypes
Are not always negative
May or may not be accurate
Can lead to poor decisions and discrimination
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Claus Jørgensen
Autumn 2017
Background: Common Perceptual Errors
Halo: A rater forms an overall impression about an object and then uses the impression to bias ratings about the object.
Leniency: A personal characteristic that leads an individual to consistently evaluate other people or objects in an extremely positive fashion.
Central Tendency: The tendency to avoid all extreme judgments and rate people and objects as average or neutral.
Recency Effects: The tendency to remember recent information. If the recent information is negative, the person or object is evaluated negatively.
Contrast Effects: The tendency to evaluate people or objects by comparing them with characteristics of recently observed people or objects.
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Claus Jørgensen
Autumn 2017
Common Types of Stereotypes
Sex-Role Stereotypes
Age Stereotypes
Race Stereotypes
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Claus Jørgensen
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How to prevent stereotyping
Affirmative action
Focuses on achieving equality of opportunity in an organisation
Managing diversity
Creating organisational changes that enable all people to perform up to their maximum potential
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Claus Jørgensen
Autumn 2017
Affirmative Action or Managing Diversity
Who Conceptual Focus Driver Benefits Foundation
Affirmative Achieving Laws Targeted Assimilation Action equality groups model
Managing diversity Synergy model
Building skills and changing policies
Corporate strategy
The organization and all employees
Claus Jørgensen
Autumn 2017
Barriers to Managing Diversity
Inaccurate stereotypes and prejudice
Ethnocentrism
Poor career planning
Unsupportive and hostile work environment
Lack of political savvy by diverse workers
Balancing career and family issues
Fears of reverse discrimination
Diversity not seen as a priority
Outdated performance appraisal and reward systems
Resistance to change
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Claus Jørgensen
Autumn 2017
Diversity Initiatives
Accountability Practices
Pertain to treating diverse employees fairly
Create administrative procedures aimed at integrating diverse employees into management ranks
E.g. top management’s personal intervention, work and family policies, …
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Claus Jørgensen
Autumn 2017
Diversity Initiatives
Development Practices
Pertain to preparing diverse employees for greater responsibility and advancement
Training programmes, networks and support groups, and mentoring are frequently used
E.g. informal networking activities, job rotation, ...
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Claus Jørgensen
Autumn 2017
Diversity Initiatives
Recruitment Practices
Pertain to attracting qualified diverse employees at all levels
E.g. partnerships with educational institutions, corporate image as open, progressive
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Claus Jørgensen
Autumn 2017
Job Demand-Control Model
Stresses factors inherent in the work organisation
Interaction between job demands and job control (JD-C)
Three dimensions:
Psychological demand of a job
Amount of autonomy
Social support
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Autumn 2017
Job Demand-Control Model
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Claus Jørgensen
Autumn 2017
Motivation and stress
As a result of increased competition employees are being asked to deliver a better quality and a greater quantity of work in less time with fewer resources.
Plus new technology makes everyone connected 24/7 – makes it difficult to balance between work and home
Motivation and stress are related – striving for extrinsic goals, such as money, status, control over others – often requires stressful ego-involved activities
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Autumn 2017
A Model of Occupational Stress
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Characteristics of Burnout
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| Attitude | Description |
| Fatalism | A feeling that you lack control over your work |
| Boredom | A lack of interest in doing your job |
| Discontent | A sense of being unhappy with your job |
| Cynicism | A tendency to undervalue the content of your job and the rewards received |
| Inadequacy | A feeling of not being able to meet your objectives |
Claus Jørgensen
Autumn 2017
More Characteristics of Burnout
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| Attitude | Description |
| Failure | A tendency to discredit your performance and conclude that you are ineffective |
| Overwork | A feeling of having too much to do and not enough time to complete it |
| Nastiness | A tendency to be rude or unpleasant to your co-workers |
| Dissatisfaction | A feeling that you are not being justly rewarded for your efforts |
| Escape | A desire to give up and get away from it all |
Claus Jørgensen
Autumn 2017
Burnout
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© McGraw-Hill Education, 2014
Burnout defined: a condition of emotional exhaustion and negative attitude.
Claus Jørgensen
Autumn 2017
Evidence about Burnout
Burnout is related to important work outcomes such as:
job satisfaction, organisational commitment, and turnover intentions.
Although burnout develops in phases, researchers are not sure of the precise order of these phases.
Burnout is more strongly related to employees’ work demands than to the resources people receive at work.
Removing personal stressors and job and organisational stressors is the best way to reduce burnout.
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A Model of Social Support
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A Model of the Coping Process
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© McGraw-Hill Education, 2014
Claus Jørgensen
Autumn 2017
Coping Strategies
Control Strategy: A strategy that directly confronts stressors and attempts to solve a problem.
Escape Strategy: A strategy that avoids or ignores stressors and problems.
Symptom Management Strategy: A strategy that focuses on reducing the symptoms of stress.
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Hardiness
Personality Characteristics of Hardiness
Commitment: extent to which an individual is involved in whatever he or she is doing
Internal Locus of Control: extent to which an individual believes he or she can influence the events that affect his or her life.
Challenge: extent to which a person views change as an opportunity for growth rather than a threat to security.
Effects of Hardiness
Less negative view of stressors.
Lower stress, burnout, and psychological distress rates.
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Personality characteristic that neutralizes stress.
Claus Jørgensen
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Type A Behaviour Pattern
Hurried speech; explosive accentuation of key words
Tendency to walk, move, and eat rapidly
Constant impatience with the rate at which most events take place (e.g., irritation with slow-moving traffic and slow-talking and slow-to-act people)
Strong preference for thinking or doing two or more things at once (e.g., reading this text and doing something else at the same time)
Tendency to turn conversations around to personally meaningful subjects or themes
Tendency to interrupt while others are speaking to make your point or to complete their train of thought in your own words
Guilt feelings during periods of relaxation or leisure time
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- Aggressively involved in a chronic, determined struggle to accomplish more in less time.
Claus Jørgensen
Autumn 2017
Type A Behavior Pattern
Tendency to be oblivious to surroundings during daily activities
Greater concern for things worth having than with things worth being
Tendency to schedule more and more in less and less time; a chronic sense of time urgency
Feelings of competition rather than compassion when faced with another Type A person
Development of nervous tics or characteristic gestures
A firm belief that success is due to the ability to get things done faster than the other guy
A tendency to view and evaluate personal activities and the activities of other people in terms of “numbers” (e.g., number of meetings attended, telephone calls made, visitors received)
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Stress-Reduction Techniques
| Technique | Description | Assessment |
| Muscle relaxation | Uses slow deep breathing and systematic muscle tension reduction to reduce stress | Inexpensive and easy to use; may require a trained professional to implement. |
| Biofeedback | A machine is used to train people to detect muscular tension; muscle relaxation is then used to alleviate this symptom of stress. | Expensive due to costs of equipment; however, equipment can be used to evaluate effectiveness of other stress-reduction programmes. |
Claus Jørgensen
Autumn 2017
Stress-Reduction Techniques (2)
| Technique | Description | Assessment |
| Meditation | The relaxation response is activated by redirecting one’s thoughts away from oneself; a four-step procedure is used | Least expensive, simple to implement and can be practised almost anywhere. |
| Cognitive | Irrational or maladaptive restructuring thoughts are identified and replaced with those that are rational or logical. | Expensive because it requires a trained psychologist or counselor. |
| Holistic wellness | A broad, interdisciplinary approach that goes beyond stress reduction by advocating that people strive for personal wellness in all aspects of life. | Involves inexpensive but often behaviourally difficult lifestyle changes. |
Claus Jørgensen
Autumn 2017
Dimensions of a Holistic Wellness Approach
Self-Responsibility: take personal responsibility for your wellness
Nutritional Awareness: eat more nutritional meals by increasing the consumption of foods high in fibre, vitamins, and nutrients
Stress Reduction and Relaxation: use relaxation techniques to reduce the symptoms of stress
Physical fitness: start exercising regularly to increase strength and cardiovascular fitness
Environmental Sensitivity: try to eliminate or reduce the stressors in your life
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Organisational climate vs. Organisational culture
Stereotypes and diversity; handling perceptions
Stress and burnout; work-life balance and reciprocity
Social support and coping strategies; moderators and cognitive appraisal of stressors
Learning outcomes
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