Perception of organizational climate experienced play important role as far as the attitudes towards employees of the manufacturing industries are concerned. Internal environment or organizational climate exerts direct influence on the behaviour of the members (Linsel and Moss-1974). Forehand and Glimmer (1964) have described organisational climate as a set of characteristics (a) that describes an organisation and distinguishes one organisation from another, (b) are relatively enduring over time, and (c) influence the behaviour of people in the organisation. On the other hand, Baumgartel (1971) views organisational climate to be a product of leadership practices, communication practices, and enduring and systematic characteristics of the working relationships among persons and divisions of any particular organisation. All these show that organisational climate is a vital factor in any organisation. The better the climate prevailing, the better will be its performance.
The concept of culture has become increasingly popular among the practitioners and organisation theorists during the last two decades. Organisational culture is one of the most popular concepts in the field of management and organisation theory in terms of its plurality of theoretical perspectives (Martin, 1992) and utilisation of this concept in more than one discipline (Harris and Ogbonna, 1999). However this is not to infer that there is consensus on the meaning and relevance of the concept. On the contrary, there is a widespread disagreement on the definition and conceptualisation of organisational culture.
Work culture has been defined by several authors. But the definition given by Jai B.P.SINHA (Sinha, 1990) is considered by far the broadest. According to Sinha, “Work culture means work related activities and the meanings attached to such activities in the framework of norms and values regarding work. These activities, norms, and values are generally (but not always) contextualised in an organisation. An organisation has its boundaries, goals and objectives, technologies, managerial practices, material and human resources as well as constraints. Its employees have skills, knowledge, needs and expectations. These two sets of factors – organisational and organismic-interact, and over time establish roles, norms and values pertaining to work. It is this totality of the various levels of interacting factors around the focal concern for work which is labelled as work culture.
To sum up, work culture refers to the norms, values, attitudes, ideologies and involvement of the people in the organisation. Work culture in an organisation is shaped (a) partly by the culture of the society (its norms, values, and ways of doing things) in which it functions and (b) partly by its internal management involving people (decision-making, motivation, etc. through participation) which reflects the nature of organisational climate prevailing in an industrial unit.
The concept of culture has become increasingly popular among the practitioners and organisation theorists during the last two decades. Organisational culture is one of the most popular concepts in the field of management and organisation theory in terms of its plurality of theoretical perspectives (Martin, 1992) and utilisation of this concept in more than one discipline (Harris and Ogbonna, 1999). However this is not to infer that there is consensus on the meaning and relevance of the concept. On the contrary, there is a widespread disagreement on the definition and conceptualisation of organisational culture.
Work culture has been defined by several authors. But the definition given by Jai B.P.SINHA (Sinha, 1990) is considered by far the broadest. According to Sinha, “Work culture means work related activities and the meanings attached to such activities in the framework of norms and values regarding work. These activities, norms, and values are generally (but not always) contextualised in an organisation. An organisation has its boundaries, goals and objectives, technologies, managerial practices, material and human resources as well as constraints. Its employees have skills, knowledge, needs and expectations. These two sets of factors – organisational and organismic-interact, and over time establish roles, norms and values pertaining to work. It is this totality of the various levels of interacting factors around the focal concern for work which is labelled as work culture.
To sum up, work culture refers to the norms, values, attitudes, ideologies and involvement of the people in the organisation. Work culture in an organisation is shaped (a) partly by the culture of the society (its norms, values, and ways of doing things) in which it functions and (b) partly by its internal management involving people (decision-making, motivation, etc. through participation) which reflects the nature of organisational climate prevailing in an industrial unit.
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