motivational analysis of organizations

❚❘ MOTIVATIONAL ANALYSIS OF ORGANIZATIONS—
CLIMATE (MAO-C)
Udai Pareek
Most organizations have a structure (division of work into units and establishment of
linkages among units) and systems (specific ways of managing the major functions of
the organization, such as finance, production, marketing, personnel, information, and the
relationship with the external environment). Most also have norms (accepted patterns of
behavior), values, and traditions; and these three elements constitute the organizational
culture. The main actors in the organization are its top leaders; they and the other
employees have their own individual needs in addition to those of the organization. All
of these organizational components—structure, systems, culture, leader behavior, and
psychological needs of employees—interact with one another and create what can be
called organizational climate.
Organizational climate can only be discussed in terms of how it is perceived or felt
by organizational members. Consequently, a climate may be perceived as hostile or
supportive, as conducive to achievement or stifling, and so on. Hellriegel and Slocum
(1974, p. 225)—adapting the concepts suggested by Beer (1971); Campbell, Dunnette,
Lawler, and Weick (1970); Dachler (1973); and Schneider (1973)—defined
organizational climate as “a set of attributes which can be perceived about a particular
organization and/or its subsystems, and that may be induced from the way that
organization and/or its subsystems deal with their members and environment.”
Although most authors have used organizational climate as a descriptive concept,
some have used it for classifying organizations into categories. For example, Burns and
Stalker (1961) describe organic versus mechanical climates, whereas Likert (1967)
proposes four types of climates: exploitive, benevolent, consultative, and participative.
Such frameworks generally use described categories. Only one framework, proposed by
Litwin and Stringer (1968), emphasizes the effect of organizational climate on the
motivation of its members. In a rigorous study Litwin and Stringer simulated three
different climates (each fostering, respectively, achievement, affiliation, and power
motives) and monitored the effects of these climates on productivity. Because climate
affects people’s motivation (for example, Likert, 1967), a framework based on
motivation seems to be quite relevant in studying organizational climate.
The Pfeiffer Library Volume 19, 2nd Edition. Copyright © 1998 Jossey-Bass/Pfeiffer ❚❘ 115