(Answered) Questions for Organizational Climate

(Answered) Questions for Organizational Climate

(Answered) Questions for Organizational Climate 150 150 Prisc

Questions for Organizational Climate

Create 10 questions about organizational climate that you could ask an individual within an organization. Locate an individual within an organization with whom you can meet to ask your questions.

These questions should pertain to executive life coaching.

In 1,000-1,250 words, compose an analysis of what the climate of that organization might be, based on the responses from the questions asked.

List five strategies to help an individual function within that climate.

Please separate the 10 questions from the rest of the essay.

Sample Answer

Analysis of Organizational Climate from Employee Interview

From the interview conducted on my interviewee who works in a nearby organization, different elements of the organization’s climate were discerned. These included the organization structure, the responsibility, the interviewee’s challenge in their work, and the employees’ perception of the reward of their work. The relationships, cooperation, and conflict resolution mechanisms were also discerned from the organizational climate. The identity and the standards of the organization could also be discerned from the organizational climate (Sethibe & Steyn, 2016).

From the interviewee’s answers to my questions, it was evident his organization utilized the hierarchical organizational structure. This is because the interviewee highlighted that he found it hard to express his ideas and implement them in the organization. According to Szczepańska-Woszczyna (2015), a hierarchical organization structure will be pyramid shaped with the chain of command going from top to down. For instance, the CEO or managers to the entry-level employees. Each employee will also have supervisors, which was the case for my interviewee. The hierarchical structure has advantages for the organization. The interviewee stated that they always received information that they needed to do their job. The hierarchical structure also helped the employees to easily get guidance related to different projects from their managers.  The hierarchical structures also seemed to motivate the employees on their chances for career growth within the organizations they worked as they had a clear promotion path. However, the employees stated that the organizations’ bureaucracy made it hard to have their proposals for improvement of work processes adopted. The interviewee also stated that they felt less responsible for the organization reaching its goals as they only played a small role, with managers being tasked with ensuring that organizational goals were achieved.

As the interviewee’s company utilized the hierarchical structure, they stated that they felt less responsible for the company’s decisions. The interviewee stated that he was never involved in decision making. The decisions of entry-level workers like him were not normally considered in the organization.  Relating to changes in the workplace, the interviewee stated that there were never any changes. The interviewee’s work environment challenges were not that common because the interviewee always performed repetitive duties and consulted his managers for guidance on any new role he was asked to perform.

According to the interviewee, the reward programs of the organizations can be referred to as average. This is because though the employee stated a clear path of care development and job promotion in the organization, the company was not keen on rewarding the employees for excelling in their daily duties. The interviewer stated that such packages were rare. The interviewer also stated that training and seminars were also rare, with employees getting only a few opportunities to attend such events.

In terms of relationships, the interviewee stated that he felt that his organization’s environment did not facilitate employees’ relationships. While working with organizations, the interviewer stated that the workers only had relationships with those they worked within their small cubicle and their managers. The organizations did not organize events that promoted employees to interact and form relationships. The hierarchical structure also encourages employees not to relate with each other with employees from the same department, the only ones likely to relate to each other. The interviewee stated that cooperation within the organizations was only possible among members of similar departments with interdepartmental cooperation impossible.