1. Reward system—the degree to which people are recognized and rewarded for good work, rather than being ignored, criticized, or punished when something goes wrong.

Take the organizational climate questionnaire, pp. 81–82 in the Manning and Curtis book.
Describe whether your organization is exploitive, impoverished, supportive, or enlightened.
Describe the features of your organization that indicate which kind of organization it is.
Describe five steps your organization could take to become better and move up in the scale.
Do you think it is likely that this kind of change could happen in your organization? Why or why not?
Please write your answers in a 300- to 500-word document.
Exercise 5–1: Organizational Climate Questionnaire42
For each dimension of organizational climate, circle the number on the scale that represents conditions in your organization (1 is low; 20 is high).
1. Reward system—the degree to which people are recognized and rewarded for good work, rather than being ignored, criticized, or punished when something goes wrong.
Rewards are not in line with Effort and performance are effort and performance. recognized and rewarded positively.
2. Organizational clarity—the feeling that things are well organized and that goals and responsibilities are clearly defined, rather than being disorderly, confused, or chaotic.
The organization is disorderly, The organization is well organized, with confused, and chaotic. clearly defined goals and responsibilities.
3. Standards of performance—the emphasis placed on quality performance and achievement of results, including the degree to which meaningful and challenging goals are set at every level of the organization.
Performance standards are low. Performance standards are high.
4. Warmth and support—the feeling that friendliness is a valued norm and that people trust, respect, and support one another; the feeling that good relationships prevail in the day-to-day work of the organization.
There is little warmth and support Warmth and support are in the organization. characteristic of the organization.
5. Leadership—the extent to which people take leadership roles as the need arises and are rewarded for successful leadership; the willingness of people to accept leadership and direction from others who are qualified. The organization is not dominated by or dependent on just one or two individuals.
Leadership is not provided, accepted, or Leadership is provided, accepted, and rewarded; the organization is dominated by rewarded based on expertise. or dependent on one or two individuals.
6. Communication—the degree to which important information is shared—up, down, and sideways. Communication channels are open and free-flowing between levels and areas of the organization.
Information is incorrect or unavailable. Information is accurate and available.
7. Innovation—the extent to which new ideas are sought and used in all areas of the organization. Creativity is encouraged at every level of responsibility.
The organization is closed The organization is innovative and unresponsive to new ideas. and open to new ideas.
8. Feedback and controls—the use of reporting, comparing, and correcting procedures, such as performance evaluations and financial audits. Controls are used for tracking progress and solving problems, as opposed to policing and punishment.
Controls are used for policing Controls are used to provide and punishment. guidance and solve problems.
9. Teamwork—the amount of understanding, cooperation, and support demonstrated between different levels and groups in the organization.
Teamwork is low. Teamwork is high.
10. Involvement—the extent to which responsibility for decision making is broadly shared in the organization. People are involved in decisions that affect them.
There is little participation Participation in decision making is high. in decision making.

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