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The definition developed by Lawrence R. James (1943-2014) and his colleagues makes a distinction between psychological and organisational climate. " Psychological climate is defined as the individual employee’s perception of the psychological impact of the work environment on his or her own well-being (James & James, 1989).
Organization development (OD) is the study and implementation of practices, systems, and techniques that affect organizational change. The goal of which is to modify a group's/organization's performance and/or culture. The organizational changes are typically initiated by the group's stakeholders.
Definition: An exit interview is a structured conversation conducted when an employee is leaving the organization, aimed at understanding the reasons for their departure and gathering valuable feedback. Key elements: Honest and open communication is crucial, exploring aspects like job satisfaction, workplace culture, and opportunities for ...
An organizational analysis also takes into account the climate of the organization and its subunits. For example, if a climate for safety is emphasized throughout the organization or in subunits of the organization (e.g., production), then training needs will likely reflect an emphasis on safety. [109]
An example of an organizational process implemented to increase organizational learning is the U.S. Army's use of a formally structured de-brief process called an after-action review (AAR) to analyze what happened, why it happened, and how it could be improved immediately after a mission. Learning laboratories are a type or learning ...
Ideal managerial climate (IMC) is a concept within organizational communication. [1] Introduced by W. Charles Redding in 1972, this theoretical concept serves as a comprehensive model for management, and organizations as a whole, that places emphasis on relationships, interactions, and leadership functions.
Another model of organizational justice proposed by Byrne [20] and colleagues [21] suggested that organizational justice is a multi-foci construct, one where employees see justice as coming from a source - either the organization or their supervisor. Thus, rather than focus on justice as the three or four factor component model, Byrne suggested ...
Hogg and separately Deanne et al. stated that groupthink can occur, for example, when group members rely heavily on a charismatic figure or where members evince an "evangelical" [37] [38] belief in the organization's values. Groupthink can also occur in groups characterized by a friendly climate conducive to conflict avoidance.