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20 Key Dimensions of Organizational Climate

Sunday, May 31st, 2009

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.

20 Key Dimensions of Organizational Climate:




    ‘Communication: the openness and effectiveness of communications systems within and between levels’;
    ‘Participation: the extent to which people are involved in making decisions that affect them’;
    ‘Performance Monitoring: the extent to which job performance is monitored and fed back to employees’;
    ‘Welfare: the extent to which employees feel valued and trusted’;
    ‘Supervisory Support: the extent to which employees experience support and understanding from their immediate supervisor or manager’;
    ‘Formalisation: the degree to which rules and formal procedures govern the way things are done’;
    ‘Autonomy: the degree of autonomy employees are given to do their jobs’;
    ‘Quality: the level of importance placed in producing quality products and services’;
    ‘Effort: the degree of effort and enthusiasm employees put into their work’;
    ‘Pressure: the extent to which there is pressure on employees to produce’;
    ‘Vision: the extent to which employees understand the company vision and long-term aims’;
    ‘Efficiency: the degree of importance placed on efficiency and productivity at work’;
    ‘Tradition: the extent to which traditional established ways of doing things are valued’;
    ‘Innovation: the level of interest in new ideas and innovative approaches’;
    ‘Flexibility: the extent to which the company can adapt to change’;
    ‘Skill Development: the extent to which employees are encouraged and supported in learning new job relevant skills’;
    ‘Risk: the extent to which decision makers are encouraged to take risks to capitalise on an opportunity’;




    ‘Interdepartmental Relations: the level of conflict or co-operation existing between different groups in the organisation’;
    ‘Outward Focus: the degree to which management looks outside for market opportunities and the degree of importance placed on providing a high level of service for the customer’;
    ‘Reviewing Objectives: the extent to which organisational members take action in changing objectives, strategies or team processes in order to achieve successful outcomes’.
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