Organizations are complex ecosystems where people, processes, and values intersect.

Two
critical aspects that shape an organization’s identity and functioning are organizational
culture and organizational climate. While these terms are often used interchangeably, they
represent distinct dimensions that profoundly impact an organization’s ability to adapt and
thrive.

To start with ,organizational culture refers to the shared beliefs, values, norms, and practices that
define how people within an organization interact, make decisions, and perceive their work
environment. It is the invisible fabric that weaves together the organization’s identity. Culture
influences everything from communication patterns to leadership styles, and it plays a pivotal
role in shaping employee behavior (Goleman, 2013).

Furthermore ,organizational climate is a concept that pertains to the prevailing atmosphere or

mood within an organization, reflecting the overall feeling and vibe experienced by its members.
This climate is influenced by various factors such as leadership styles, communication patterns,
decision-making processes, and employee interactions. On the other hand, organizational culture
refers to the shared values, beliefs, and norms that guide the behavior of individuals within the
organization.

Moreover ,organizational climate refers to the shared perceptions and attitudes of employees
towards their work environment, including the organization’s culture, leadership, and policies. It
is the collective feeling or atmosphere that pervades an organization, influencing how employees
think, feel, and behave. Organizational climate is shaped by various factors, including leadership
style, communication, decision-making processes, and reward systems.

In addition, an organization’s culture can act as a significant barrier to change in several ways:
Resistance to new ideas: A strong organizational culture can make it challenging to introduce
new ideas or perspectives, as employees may be resistant to anything that deviates from the
established norms and values. Fear of uncertainty: Change often brings uncertainty, and a culture
that values stability and predictability can make it difficult for employees to adapt to new
situations (Johnson,2014)

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However, if employees do not trust leadership or feel that their voices are not heard, they may be
hesitant to embrace change. A culture that prioritizes routine and tradition can make it difficult to
implement new processes or procedures (Goleman, 2013).

In addition , a culture that concentrates power and decision-making authority can hinder change
efforts, as those in power may resist changes that threaten their status or influence. Fear of loss
of identity: Change can threaten employees’ sense of identity and belonging within the
organization, leading to resistance. Comfort zone: Employees may be comfortable with the status
quo and resistant to venturing out of their comfort zone (Goleman,2013).

On another hand ,to overcome these barriers, organizations must address the underlying cultural
issues, engage employees in the change process, and foster a culture that embraces innovation,
adaptability, and continuous improvement. This can be achieved through effective
communication, leadership by example, employee involvement, and recognition and reward
systems that encourage and support change (Goleman, 2013).

However ,the relationship between organizational climate and culture Is intricate and symbiotic.
Organizational culture serves as the foundation that shapes the organizational climate. The
shared values and beliefs embedded in the culture influence the way employees perceive their
work environment, interact with each other, and approach their tasks. In turn, the organizational
climate, which reflects the current attitudes and emotions of employees, can either reinforce or
challenge the existing culture.

In addition , positive organizational climate, characterized by trust, open communication,

collaboration, and support, often indicates a healthy organizational culture built on strong values
and positive norms. Conversely, a negative organizational climate, marked by fear, conflict,
stress, and disengagement, may point to underlying issues within the organizational culture, such
as a lack of transparency, inconsistent values, or ineffective leadership.

Furthermore ,it Is crucial for organizations to pay attention to both the climate and culture as
they are interconnected and influence each other. By fostering a positive climate through
interventions like improved communication, employee recognition, and conflict resolution

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mechanisms, organizations can reinforce their desired culture. Likewise, by aligning
organizational practices and behaviors with the core values and beliefs of the culture,
organizations can create a supportive and engaging climate that enhances employee well-being
and organizational performance.

Nevertheless ,organizational climate comprises of mixture of norms, values, expectations,

policies and procedures that influence work motivation, commitment and ultimately, individual
and work unit performance. Positive climate encourages, while negative climates inhibits
discretionary effort. Climate for an organization is somewhat like the personality for a person.
Just as every individual has a personality that makes each person unique, each organization has
an organizational climate that clearly distinguishes its personality from other organization. The
organizational policy and conviction with regard to its employees and a cluster of other related
activities influence the feelings, attitudes and behavior of its members and results in the creation
of the unique organizational climate (Denison,1996).

In addition ,organizational climate refers to the quality of working environment. If people feel
that they are valued and respected within the organization, they are more likely to contribute
positively towards the achievements of the goals. Creating a healthy organizational climate
requires attention to the factors which influence employee’s perceptions, including the quality of
leadership, the decision making processes and whether the efforts of employees are recognized
and rewarded.

Furthermore ,organizational climate has a major influence on human performance through its
impact on individual motivation and job satisfaction. Although, Organizational climate is a
descriptive term and different from concept of job satisfaction. Individuals in an organization
have certain expectations and desires (Goleman, 2013).

However the fulfilment of these expectations and desires depends upon their perceptions as to
how the organizational climate can address them. Thus organizational climate provides a type of
work environment in which individuals feels satisfied or dissatisfied. Since satisfaction of
individual goes a long way in determining his efficiency, organizational climate can be said to be
directly related with his performance in the organization (Lewin, 2003).

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On another hand ,in the recent times, the socio-economic changes in the society, crass
materialism, the breakdown in the joint family system, erosion of moral values, a lack of
empathy in the governing system and increasing employment of army in low intensity conflict
have contributed to the woes of the soldier.

In addition ,the growing news items on the high number of suicides and soaring stress levels
within the armed forces has thrown the spot light on to us. It has forced us to sit up, take note and
embark on an internal review of organizational climate prevailing in the armed forces. In
addition to these spates of suicides, the increasing job attrition rates and the lack of ability of the
armed forces to attract right talent have become a cause of serious concern (Lewin,2003).

However , The Cognitive scheme approach regards the concept of climate as an individual
perception and cognitive representation of the work environment. From this perspective climate
assessments should be conducted at an individual level.The Shared perception approach
emphasizes the importance of shared perceptions as underpinning the notion of climate.
(Jackson,2001).

Moreover ,contingency relationship there is a contingency relationship between climate and the
organization. The climate of an organization is contingent upon the type of employees. The type
relate to employees education like technical workers, knowledge workers. For example, research
institutes certainly want a climate different from that of a workshop or an office.

In addition ,a high level of organizational climate is necessary for the development of

organization. Good climate attracts good and efficient personnel to the organization, who
contribute to the productivity of the organization (Jackson, 2001).

Moreover ,affects Motivation, Productivity and Job Satisfaction. Organizational climate can have
a major influence on motivation, productivity and job satisfaction. Employees expect certain
rewards, penalties, satisfaction or frustrations based on the organizational climate and their
expectations tend to lead to motivation as said in expectancy theory.

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In conclusion, understanding both culture and climate is essential for effective change
management. By addressing cultural barriers and fostering a positive climate, organizations can
navigate change successfully. ,the collective climate concept unifies the organizational climate
from the organizations point of view and psychological climate based on individual’s perception
on organizational practices and procedures. Organizational Climate can therefore be best
described as the aggregate perceptions of the characteristics of the organization. (Goleman,
2013).

REFERENCES .

Denison, D. R. (1996). What is the difference between organizational culture and organizational
climate? Academy of Management Review, 21(3), 619-654.

Jackson, C. R. (2001). Organizational culture and climate. Handbook of industrial and

organizational psychology, 2, 398-415.

Johnson, C. E. (2014). Leadership: A communication perspective. Routledge.

Kotter, J. P. (2012). Accelerate. Simon and Schuster.

Lencioni, P. (2016). The five dysfunctions of a team. John Wiley & Sons.

Lewin, K. (2003). Field theory in social science. Harper.

Schein, E. H. (2010). Organizational culture and leadership. John Wiley & Sons.