Definition of climate
“Perceptions of the events, practices, and procedures and
the kinds of behavior that are rewarded, supported, and expected in a setting”
Climate refers to shared perceptions of the work environment (how
organizational members experience organizations and attach common meanings to their perceptions of the environment)
the kinds of behavior that are rewarded, supported, and expected in a setting”
Climate refers to shared perceptions of the work environment (how
organizational members experience organizations and attach common meanings to their perceptions of the environment)
Tags: climate, deck 4, innovation
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6 additional climate variables
1. Participation in decision-making
2. Constructive management of conflict and minority dissent
3. Reflexivity
4. Climate for initiative
5. Bureaucratic climate
6. Implementation climate
2. Constructive management of conflict and minority dissent
3. Reflexivity
4. Climate for initiative
5. Bureaucratic climate
6. Implementation climate
Tags: climate, deck 4
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What is the additional climate variable "Participation in decision-making"?
- sharing ideas via group participation enhances creativity during and after meetings
- improved innovation because of reduced resistance to change as well as enhanced information exchange, cross-fertilization and investment in decision outcomes
Tags: climate, deck 4
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What is the additional climate variable
"Constructive management of conflict and minority dissent"?
"Constructive management of conflict and minority dissent"?
- constructive task-related conflict enhances innovation (controversy within a cooperative context involving full exploration of opposing opinions)
- minority dissent facilitates creativity and also enhances innovation implementation if participation in decision-making is high
Tags: climate, deck 4
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What is the additional climate variable "Reflexivity"?
“the extent to which team members collectively reflect upon the team‘s objectives, strategies and processes as well as their wider organizations and environments, and adapt them accordingly“
strong implementation plans derived from reflection may enhance innovation
strong implementation plans derived from reflection may enhance innovation
Tags: climate, deck 4
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What is the additional climate factor "Bureaucratic climate" (2 factors)?
2 bureaucratic context factors:
Centralization: how power is distributed in a hierarchy and whether employees are encouraged to participate in decision making (high if decisions must be referred up the chain of command; low if employees have opportunities to act according to their inclinations);
e.g., team leader ‘uses my work group‘s suggestions to make decisions that affect us‘
Formalization: extent to which rules are clearly specified and procedures standardized (if high, employee freedom and ability to engage in discretionary behavior is reduced);
e.g., ‘our work involves a great deal of paperwork and administration‘
Centralization: how power is distributed in a hierarchy and whether employees are encouraged to participate in decision making (high if decisions must be referred up the chain of command; low if employees have opportunities to act according to their inclinations);
e.g., team leader ‘uses my work group‘s suggestions to make decisions that affect us‘
Formalization: extent to which rules are clearly specified and procedures standardized (if high, employee freedom and ability to engage in discretionary behavior is reduced);
e.g., ‘our work involves a great deal of paperwork and administration‘
Tags: additional, climate
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Practical implications of "bureaucratic climate"?
“To get creative results, managers should seek to understand employees‘ motivational orientations in context, so the combination of individual disposition and bureaucratic context yields the most desirable associations with creativity.
Decentralization
brings out the best in learning-oriented employees and attenuates (mildern) the negative of an avoid orientation on creativity. Thus, from a creativity perspective, decentralized decision making is attractive, even when it does little for prove oriented individuals.
Formalized practices
Although the creativity of prove-oriented individuals thrives in less formalized contexts, low formalization actually brings out undesirable tendencies in avoid-oriented team members.
the conclusion would be that creativity is best obtained by (where possible) not selecting avoid-oriented individuals for a team, while creating a team context characterized by high levels of decentralized decision making and low formalization, to let learning-oriented and prove-oriented individuals flourish.“
Decentralization
brings out the best in learning-oriented employees and attenuates (mildern) the negative of an avoid orientation on creativity. Thus, from a creativity perspective, decentralized decision making is attractive, even when it does little for prove oriented individuals.
Formalized practices
Although the creativity of prove-oriented individuals thrives in less formalized contexts, low formalization actually brings out undesirable tendencies in avoid-oriented team members.
the conclusion would be that creativity is best obtained by (where possible) not selecting avoid-oriented individuals for a team, while creating a team context characterized by high levels of decentralized decision making and low formalization, to let learning-oriented and prove-oriented individuals flourish.“
Tags: climate, deck 4
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What is the additional climate factor "implementation climate"?
(3 Factors + 2 effects) (Klausur!)
(3 Factors + 2 effects) (Klausur!)
Innovation
>>technology or practice “being used for the first time by members of an organization, whether or not other organizations have used it previously“
>> Focus on innovations requiring the active and coordinated use of multiple members to benefit the organization
Implementation
>> transition period during which targeted users ideally become skillful, consistent and committed in their innovation use
>> gateway between adoption decision and routine innovation use
Targeted users
organizational members who are expected either to use the innovation directly or to support the innovation‘s use
Implementation effectiveness
consistency and quality of targeted users‘ use of a specific innovation
Innovation effectiveness
the benefits and organization receives as a result of the
implementation of a given innovation
+ Innovation-values fit
extent to which targeted users perceive that innovation use will foster (or inhibit) fulfillment of their values (i.e., beliefs about desirable models of conduct or end-states)
>>technology or practice “being used for the first time by members of an organization, whether or not other organizations have used it previously“
>> Focus on innovations requiring the active and coordinated use of multiple members to benefit the organization
Implementation
>> transition period during which targeted users ideally become skillful, consistent and committed in their innovation use
>> gateway between adoption decision and routine innovation use
Targeted users
organizational members who are expected either to use the innovation directly or to support the innovation‘s use
Implementation effectiveness
consistency and quality of targeted users‘ use of a specific innovation
Innovation effectiveness
the benefits and organization receives as a result of the
implementation of a given innovation
+ Innovation-values fit
extent to which targeted users perceive that innovation use will foster (or inhibit) fulfillment of their values (i.e., beliefs about desirable models of conduct or end-states)
Tags: climate, deck 4, implementation
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Tags: climate, deck 4, implementation climate
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What is the key-term "Innovation-values fit" (part of implementation climate)?
extent to which targeted users perceive that innovation use will foster (or inhibit) fulfillment of their values.
(combined with implementation climate)
(combined with implementation climate)
Tags: climate, deck 4, implementation
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4 major dimensions of organizational climate
- (1) role stress (e.g., ambiguity) and conflict versus harmony
- (2) job challenge and autonomy
- (3) leadership facilitation and support
- (4) work group cooperation, friendliness and warmth
Tags: climate, deck 4
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Kartensatzinfo:
Autor: Florian
Oberthema: BWL
Thema: Human Side of Innovation
Schule / Uni: TU Berlin
Ort: Berlin
Veröffentlicht: 13.07.2013
Tags: Innovation
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