Climate and organizational culture: essential components in labor productivity

Pedro Jonathan Ramos Flores

ABSTRACT
The climate and the organizational culture are two components of essential importance
for the increase of labor productivity. The organizational climate is an essential
component of the process of socialization of knowledge and culture. The socialization of
culture and knowledge in an organization is a fundamental premise of its success in
times where collaboration is a source of competitive advantages. The factors and
structures of the organizational system produce a specific climate depending on the
perception of these by their members. The resulting climate induces individuals to take
certain behaviors. These affect the activity of the organization and, therefore, its sense
of belonging, the quality of the services they provide, as well as their effectiveness,
efficiency, effectiveness, social impact and the overall performance of the organization.
The total of the referred aspects require consensus, they must prove their effectiveness
in the achievement of the mission and propitiate in a sustained way the welfare of the
members of the organization; otherwise, the culture will not help its advance. An
appropriate organizational climate and an advanced collective culture facilitate the
generation of commitments beyond personal interests, which undoubtedly benefits the
entire organization in the development of an organization with a high quality of life for the
worker. This, at the same time, produces great social stability within the organization,
because individuals feel comfortable with their work, and will undoubtedly be more
productive. A worker is a biopsychosocial being. Therefore, their health, well-being and
happiness are integral parts not only of life but also of work. But well-being and happiness
can not be managed, because they reflect the physical and psychological harmony with
the environment. Your perception is also vital. Understanding organizational behavior
has never been as important as it is now for managers. A quick look at the drastic
changes that are taking place in organizations supports this claim. Currently, there are
many challenges and opportunities for administrators to use the concepts of
Organizational Behavior. Since it offers solutions or, at least, valuable points of view to
approach the solutions.
Keywords: Motivational cycle, organizational climate, organizational culture, labor
productivity
Among the components of the internal environment are the organization itself, with its
organizational structure, history of success, communications, the fulfillment of goals, etc
the personnel, who understand their labor relations, instruction, training, training
programs, job satisfaction, preventive medical examinations performed, absenteeism,
aptitude for and attitudes towards the worker, and production, which implies adequate
and safe conditions for the productive process , the use of technology, the acquisition of
raw materials, and so on. This leads us to its regular monitoring with a view to identifying
potentials, strengths, weaknesses, opportunities and threats for the company that
substantially influence the achievement of its objectives and the creation of an
environment capable of influencing its performance.
This is an important managerial function whose results depend, to a large extent, on the
success or failure of other important functions such as the management of information
and knowledge, without forgetting the implicit need to protect the human being from his
own action, from that of other individuals and the ecosystem. It means an arduous
struggle against all the factors that can exert their negative influence on each member
of the organization.
MOTIVATIONAL CYCLE
As for the motivation, we could say that it has different stages. Satisfaction with work
reflects the degree of satisfaction of needs that is derived from or experienced in the
work In the event that the satisfaction of the need is impossible, the motivational cycle
would be illustrated in the following way:
This causes the person's frustration. Now we could mention what we refer to with this
concept. Frustration is that which occurs when the person moves toward a goal and
encounters an obstacle. Frustration can lead to positive activities as well as constructive
or forms of unconstructive behavior, including aggression, withdrawal and resignation.
It can also happen that the frustration increases the energy that goes towards the
solution of the problem, or it can happen that this is the origin of many technological,
scientific and cultural advances in the history.
This frustration leads the individual to certain reactions:
a) Disorganization of behavior
b) Aggressiveness
c) Emotional reactions
d) Alignment and apathy
ORGANIZATIONAL CLIMATE
Defining the concept of organizational climate involves dealing with a group of
components and determinants that, taken together, offer a global vision of the
organization. As a multidimensional notion, it includes the internal environment of the
organization. The components and determinants that are frequently considered are:
• Physical environment: it includes the physical space, the facilities, the installed
equipment, the color of the walls, the temperature, the level of contamination, among
others.
• Structural characteristics: such as the size of the organization, its formal structure, the
management style, and so on.
• Social environment: which covers aspects such as companionship, conflicts between
people or between departments, communication and others.
• Personal characteristics: such as aptitudes and attitudes, motivations, expectations,
and so on.
• Organizational behavior: composed of aspects such as productivity, absenteeism,
turnover, job satisfaction, level of tension, among others.
All of these components and determinants shape the climate of an organization, which
is the product of the perception of these by its members. The organizational climate,
therefore, is the result of the interaction between the characteristics of people and
organizations.1
ORGANIZATIONAL CULTURE
The organizational climate exerts a significant influence on the culture of the
organization. This includes the general pattern of behaviors, beliefs and values shared
by members of an organization. The members of the organization largely determine their
culture and, in this sense, the organizational climate exerts a direct influence, because
the perceptions of the individuals substantially determine the beliefs, myths, behaviors
and values that make up the culture of the organization. Culture in general encompasses
a system of meanings shared by a large part of the members of an organization that
distinguish them from others.
Among its elements are:
• Identity of the members: if the individuals identify more with the organization, their
work, their position or their discipline.
• Group emphasis: if the activities are organized as a group or if they are carried out by
isolated individuals.
• Decision profile: if decision-making prioritizes activities or human resources.
• Integration: if the units work in a coordinated or independent way.
• Control: if there is a tendency toward excessive regulation or is oriented towards self-
control.
• Tolerance to risk: whether or not creativity, innovation, initiative and impetus are
encouraged to undertake the tasks, etcetera.
• Reward criteria: if they are based fundamentally on performance or favoritism,
seniority or other factors.
• Tolerance to conflict: if functional conflict is promoted or not as an element of
organizational development.
• Profile of the ends or means: if the management prioritizes the ends or the means to
reach them.
• Focus of the organization: if the management is oriented towards the outside world
or towards the inside of the organization.
Culture can facilitate or hinder the solution of problems related to adaptation to the
environment and internal integration. Internal integration is understood as the form of
organization adopted by an institution, company or other entity in order to achieve an
effectiveness in its task and a sustained well-being with a view to ensuring adequate
external adaptation. Both concepts, although interdependent, are different
• The external adaptation comprises a set of elements that must be shared and
subscribed by all the members of the organization because they are indispensable to
face the environment successfully. Among them are: strategic planning, mission,
objectives, means, measurement criteria and correction strategies that are applied when
the objectives are not met among others.
• Internal integration involves aspects related to the internal relationship between
members of an organization, among them: language and its conceptual categories,
group limits and criteria for inclusion and exclusion of individuals, ways to obtain and
exercise power and hierarchy, as well as the system and ways to reward and punish
attitudes, behaviors, actions.
ORGANIZATIONAL BEHAVIOR
Organizational behavior (often abbreviated CO) is a field of study that investigates the
impact of individuals, groups and structures on behavior within organizations, with the
purpose of applying the knowledge acquired in improving the effectiveness of an
organization.
Organizational behavior is a field of study. This means that it is a concrete area of
experience with a common body of knowledge
Organizational behavior studies three determinants of behavior in organizations:
individuals, groups and structures. In addition, Organizational Behavior applies
knowledge obtained about individuals, groups and the effect of structures on behavior,
so that organizations can work more effectively.

To summarize our definition, we will say that the CO deals with the study of what people
do in an organization and the way in which that behavior affects the performance of the
organization. And, since Organizational Behavior deals specifically with employment-
related situations, it should not surprise us to find that it emphasizes behavior in relation
to jobs, work, absenteeism, staff turnover, productivity, human performance and the
administration.

There is an increasing agreement on the components or topics that constitute the area
that is the theme of Organizational Behavior. While there is still considerable debate
about the relative importance of each, there seems to be a general agreement that
Organizational Behavior includes the central topics of motivation, behavior and power of
the leader, interpersonal communication, structure and process of the group, learning ,
development and perception of attitudes, processes of change, conflicts, design of work
and tension at work.
RESULTS
There is no recipe that can guarantee the good performance of an individual, it springs
from his attitude; of his spirit of growth and self-improvement; of the will to compete in
solidarity and win; of the responsibility for a healthy life; of the acceptance of the
uncertainties of life, of inclusion and sharing; as well as to firmly defend their values and
an objective for their life. The attitude then comes, in large part, from human relationships
and the environment, and is the result of the harmonious development of society (as a
whole) on the basis of which it is possible to provide citizens with various political,
economic, legal, environmental, educational, goods and services, income, employment,
recreation and social participation, with a view to both individual and society, develop
their potential for the sake of full well-being.
In order for the work environment to become a source of development, there must be a
climate that creates trust and favors the elimination of negative feelings and attitudes
towards the organization or some of its members. You should feel that something useful
is being done, something that gives a sense to the effort that is being made. Each
individual must feel the concern of the organization for their needs and problems.
A positive climate favors the fulfillment of the general objectives pursued by the
organization based on the existence of a greater feeling of belonging to it. On the
contrary, a negative climate implies a lack of identification with its objectives and goals,
as well as a deterioration of the work environment, which causes situations of conflict,
low performance, absences and inefficiency.
Discontent can manifest itself in many ways. Its most direct expression is labor
fluctuation, which can be real according to the number of casualties in the organization
in a given period, and potential, which is expressed in the desire to change jobs. The
latter must pay special attention because, if the conditions that cause dissatisfaction do
not vary, it can become a real fluctuation.
An organization with a low quality of life or a poor organizational climate can damage the
mental and physical health of its workforce. The environmental risk factors that can
threaten mental health usually cause short-term effects. These are manifested in
changes in mood and affect, in the type of feelings of pleasure or enthusiasm or a
depressed mood which are often accompanied by changes in behavior. Think, for
example, of restlessness, of palliative coping such as alcohol consumption or evasive
behavior, as well as negative behaviors when actively solving problems.
These affects and behaviors are also usually accompanied by psychological changes,
which constitute an alert. When one or more of the stressors remain active, the
responses, which initially may be reversible in the short term, can lead to more stable
and less reversible changes in mental health, such as exhaustion, psychosis or a major
depressive disorder. The achievement of an appropriate organizational climate is a
responsibility of the top management of the institution.
CONCLUSIONS
To talk about organizational climate it is essential to fully penetrate the perception of
workers about the conditions and processes that originate in the workplace, as well as
their expectations regarding the quality of life at work. It is a mixture of science and
craftsmanship. It is both an area of social action and scientific research. It is about people
and organizations, about people in organizations and how they work. The organizational
climate is interested in the planned change; in making individuals, teams and
organizations work better. Change implies common sense; hard work diligently applied
over time; a systematic approach oriented to goals, and knowledge about the dynamics
of the person, the groups and the organization, of the behavior of the people and of the
processes of change. The change is introduced through interventions, even diagnostic
ones, and in activities that study specific problematic conditions.
There may be multiple climates in an organization. The perception of managers and
workers is related to the levels of the organization, the different work places or the
different units of the work center. The wealth of every organization is in its human capital.
Without him there is no organization or raison d'etre of it. The person is their essence
and the climate in which they develop is vital for the growth of the organization
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