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留学生essay代写精选范文：“Organizational Climate”，这篇论文讨论了组织氛围。组织氛围，就是指组织的成员与他们相处的环境相互作用下的产物，它可以影响员工的行为方式和外界对企业的总印象，对企业的发展起着关键的作用。在良好的组织氛围下，员工的沟通也会更加顺畅，能减少因沟通不畅而给组织带来的损失。一个组织想要吸引和留住那些与其气氛相投和的人，至少也要保持这种氛围。

A large unit, manufacturing electrical goods which have been known for its liberal personnel policies and fringe benefits is facing the problem of law productivity and high absenteeism. How should the management improve the organizational climate?

Organizational Climate: organizational climate is a relatively enduring quality of the internal environment that is experienced by its members, influences their behavior, and can be described in terms of the values of a particular set of characteristics of the organization. Organizational climate is the summary perception which people have about an organization. It is a global expression of what the organization is. Organizational climate is the manifestation of the attitudes of organizational members toward the organization itself. An organization tends to attract and keep people who fit its climate, so that its patterns are perpetuated at least to some extent.

Organizational climate is an abstract and intangible concept. But it exercises a significant impact on the behavior and performance of organizational members. It is the perceived aspect of organization’s internal environment. Organizational climate refers to the relatively enduring characteristics which remain stable over a period of time. It gives a distinct identity to organization and differentiates it from other organizations.

It is a multi-dimensional concept. It consists of all organizational factors, e.g., authority pattern, leadership pattern, communication pattern, control, etc.

Individual Autonomy: It implies the degree to which employees are free to manage themselves, have considerable decision-making power and are not continuously accountable to higher management. Thus, it means the individual’s freedom to exercise responsibility.

Position Structure: It refers to the degree to which objectives of the job and methods for accomplishing it are established and communicated to the employees.

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Reward Orientation: it means the degree to which an organization rewards individuals for hard work or achievement. Reward orientation is high when an organization orients people to perform better and rewards them for doing better.

Task Orientation: if the management is task oriented, the leadership style will be autocratic. The employees will have to speed up the pace of work to please their bosses.

Job Satisfaction: the satisfaction the workers get on their jobs is also an important component of organizational climate. The workers feel happy if the jobs are designed to allow the workers to use their innovative skills.

Morale: morale represents a composite of feelings, attitudes and sentiments of organizational members towards the organization, superiors and fellow members. If it is high, there will be an atmosphere of cooperation in the organization. But if the morale is low, there will be conflicts and poor cooperation among the workers. They will also feel disinterested in their work.

The control systems may be either rigid or flexible. If the control is rigidly followed, there will be impersonal or bureaucratic atmosphere in the organization. The scope for self-regulation will be the minimum.

Productivity is a measure of the efficiency of production. Productivity is a ratio of production output to what is required to produce it (inputs). The measure of productivity is defined as a total output per one unit of a total input.

Productivity on the job is a measure of employee’s performance and behavior. It was contented by the human relations school that morale and productivity are positively correlated, i.e., they move together or go hand in hand. It was the general view that high morale and high productivity always go together like the east and west sides of an elevator. Low productivity and poor morale go together. People with low morale show tendencies like absenteeism, tardiness, turnover, casual interest in work coupled with apathy, anxiety, tension and even arrogance.

Absenteeism as the frequent absence from school or work, especially without good reason. In other words, any failure of an employee to report for or to remain at work as scheduled regardless of the reason. The term ‘scheduled’ is very significant, because it automatically excludes things like 10 vacations, holidays and jury duty. The term also eliminates the problem of determining whether an absence is excusable or not. Medically-verified illness is a good example of this. As far as the business is concerned, the employee is absent and is simply not available to perform his/her job. Even this kind of absence costs money. Absenteeism will be defined as any occasion when an employee is absent from work without permission regardless of the reason.

The Workplace Factors: Aspects of job situation that affect low productivity and absenteeism are, workforce planning; job scope; work patterns; workgroups; child/day care facilities; job dissatisfaction; workplace conflict; union representation; absenteeism policy; and organization culture.

Workforce planning: Absenteeism, low labor productivity and ineffective training programmes can be reduced and expenses lowered if workforce planning is executed properly.

Absenteeism rates often showed poor management/conflict within the labor relationship. Management should therefore try to reduce or eliminate those factors that cause personal problems like overtime, fatigue, job-related stress, and extensive employee travel.

An informed understanding of the human aspects of management and organization are necessary to help managers predict, explain and change human behavior. This will go towards ensuring that productivity, commitment and job satisfaction are high, while absenteeism and staff turnover are low. These variables of productivity, absenteeism, staff turnover, employee commitment and job satisfaction are critical determinants of the effectiveness of an organization. Workforce planning should therefore be done with a focus on the welfare and wellbeing of employees to ensure their total commitment to their job.

Work Patterns: Absenteeism can be influenced by work patterns operating within the firm, such as changes in the normal weekly hours of work; overtime policies; the length and timing of holidays; retrenchment policy; the policy for employing part-timers; and shift systems. Companies are discovering that family-friendly work environments more than pay for themselves, and that workplace flexibility is not an accommodation to employees but a competitive weapon. Absenteeism is reduced, turnover is cut, efficiency is improved and the bottom line is more attractive. Organizational factors, which include: the size of the organization; the size of the work group; the nature of supervision; incentive schemes; and the type of work, do have a considerable influence on absenteeism in the workplace. In some instances, employers have cited advantages such as increased productivity, reduced turnover and reduced absenteeism with the introduction of a compressed work-week. Long working hours cause tiredness, fatigue, loss of concentration and ultimately the decision to stay away from work. Therefore it can be concluded that a compressed work-week can increase employee enthusiasm, morale and commitment to the organization, as well as reducing costs, turnover and absenteeism. As a result of work patterns within the firm, work groups are formed.

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