A Climate of Success by Roderic Gray

By Roderic Gray

Might your company be a greater position to paintings? What influence could that experience at the caliber and volume of what will get done?

This ebook examines the concept that of organizational weather ('what it appears like to paintings here') in a readable and obtainable approach with no sacrificing educational rigour. utilizing case stories to demonstrate the factors and results of assorted weather elements, it makes sensible feedback for the way advancements might be made - to everyone's benefit.

Building on present learn, this e-book exhibits how perceptions of weather come up, the results they could have on functionality, and the way managers can effect those perceptions and follow their figuring out to enhance their very own and their people's effectiveness.

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People’s motivation to work can have many causes, which can interact in complex ways. Rewards in the form of money or other benefits play a part but their influence is far less straightforward than many people assume. e. they arise from the work itself rather than from any reward that may be forthcoming after the work is done. 37 This page intentionally left blank 4 The good life – and good performance 39 This page intentionally left blank The good life – and good performance There are many visions of the good society: the treadmill is not one of them.

The third of Allen and Meyer’s (1990) components of commitment, the ‘normative’ component, is similarly problematic, although for different reasons. A ‘feeling of obligation to remain with the company’ is unlikely to be rooted in economic advantage or disadvantage. It’s more likely to arise from favours done in the past, good or generous treatment, perhaps in times of personal difficulty, or the sense of an undischarged debt owed to the organization. In the end, though, an employee in this situation can begin to feel trapped.

Unfortunately it has a serious downside because a lack of diversity can lead to ‘groupthink’ (Janis, 1982), which is perhaps best summed up for this context as a dysfunctional inability to think differently. Organizations need their members to have independent perspectives, ideas and approaches, otherwise they are likely to become blind to changing environments and unreceptive to new and better ways of doing things. This independence of mind can’t happen if employees morph, over time, into clones of the senior managers and of each other.

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