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Motivational Analysis of Organisation Climate at Plant Lipids

* Bhagyalekshmi P.C., ** Elizabeth Daniel
* Bhagyalekshmi P.C. , Asst. Professor, Management Studies,SNGCE, Kadayiruppu, Kolencherry.
** Elizabeth Daniel, MBA Student, SNGCE, Kadayiruppu, Kolencherry.

Abstract: Organizational climate is often defined as the recurring patterns of behaviour, attitudes and feelings
that characterize life in the organization. At an individual level of analysis the concept is called individual
psychological climate. These individual perceptions are often aggregated or collected for analysis and
understanding at the team or group level, or the divisional, functional, or overall organizational level.
Motivational Analysis of Organisational Climate (MAO-C ) instrument was used to collect data from a sample
of 30 employees working in Plant Lipids. The findings reveal that the Dominant Climate prevailing in the
organisation is Affiliation-control climate. The Back Up climate was found to be Affiliation-Expert power .
MAO – C can be used to diagnose organisational climate for motivation . The instrument focus on the
perceptions of the overall organisational climate or of individual units, divisions, branches or departments
within the organisation.
Key Words: organisational climate, motivation, culture, change

I. Introduction
Organizational climate is comprised of norms, values, expectations, policies, procedures that influence
work motivation, commitment and ultimately, individual and work unit performance. Positive climate
encourages, while negative climates inhibits discretionary effort. „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 to the achievements of the business outcomes. Creating a healthy organizational
climate requires attention to the factors which influence employee‟s perceptions, including the quality of
leadership, the way in which decisions are made and whether the efforts of employees are recognized. In fact
“Climate may be thought of as the perceptions of the characteristics of an organization”.
“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. Every organization is different and has a unique feeling
and character beyond its structural characteristics. Thus every organization deals with its member in a distinct
way through its policies on allocations of resources, communication pattern, reward and penalty, leadership and
decision making style, etc. The organizational policy and conviction with regard to all these and a cluster of
other related activities influence the feelings, attitudes and behaviour of its members and results in the creation
of the unique organizational climate.
Organizational Climate studies the employees' perceptions and perspectives of an organization. The
surveys address attitudes and concerns that help the organization work with employees to in still positive
changes. Organizational climate surveys increase productivity. Climate surveys give employees a voice to assist
in making desired transitions as smooth as possible. It also serves as a basis for quality improvements. Hence
the study was conducted to find out the climatic condition that is prevailing in Plant Lipids Pvt Ltd. The survey
is intended to help Plant Lipids to design effective and efficient management measures to have a good internal
climate inside the organization.

Objectives of the Study :

1. To identify the dominant and backup climates (climate motive scoring the highest and the
second highest, respectively) for each group under each type of formation.

2. To find the organizational climate with regards to Achievement , Expert influence ,

Extension, Control , Dependency , Affiliation .

II. Literature Review :

Litwin & Stringer, (1968) has given a macro perspective of analysing the organization. According to
the authors, climate can be defined as the perceived attributes of an organization and its sub-systems as reflected

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in the way an organization deals with its members, groups and issues . The emphasis is on perceived attributes
and the working of sub-systems. The framework considers six motives relevant for organizational climate.
1. Achievement : this motive is characterized by concern for excellence competition against
standards set by others or by oneself, the setting of challenging goals for oneself, awareness of
the obstacles that might be encountered in attempting to achieve these goals, and persistence
in trying alternative paths to ones goals.

2. Influence: this motive is characterized by a concern for making an impact on the others, a
desire to make people do what one thinks is right and an urge to change situations and develop
people.

3. Control: this is characterized by a concern for orderliness, a desire to be and stay informed, an
urge to monitor events and to make corrective action when needed, and a need to display
personal power.

4. Extension: this is characterized by a concern for others, interest in super ordinate goals, and an
urge to be relevant and useful to large groups, including society as a whole.

5. Dependency: This motive is characterized by a desire for the assistance of the others in
developing oneself, a need to check with significant others (those who are more
knowledgeable or have a higher status, experts, close associates and so on), a tendency to
submit ideas or proposals for the approval, and an urge to maintain a relationship based on the
other persons approval.

6. Affiliation: this is characterized by a concern for the establishing and maintaining close
personal relationships, and emphasis on friendship, and a tendency to express ones emotions.
Schneider and Barlett (1968, 1970) framework is an individual attribute approach. They view climate as global
perception held by individuals about their organizational environment. Some of them are encompassed by the
work environment scale developed by Moos in 1994. It includes various broad dimensions like Involvement,
Co-worker, Cohesion, Supervisor Support, Autonomy, Task Orientation, Work Pressure, Clarity, Managerial
Control, Innovation, Physical Comfort and others. The summary of perceptions of all the individuals taken
together reflect an interaction between personal and organizational characteristics, in which the individual by
forms climate perceptions.
Likert (1967) proposed six dimensions of organizational climate (leadership, motivation,
communication, decisions, goals, and control), while Litwin and Stringer (1968) proposed seven dimensions
(conformity, responsibility, standards, rewards, organizational clarity, warmth and support, and leadership). A
review of their studies and those of others indicates that twelve processes or dimensions of organizational
climate relate specifically to motivation:
1. Orientation: The dominant orientation of an organization is the main concern of its members, and this
dimension is an important determinant of climate. If the dominant orientation or concern is to adhere to
established rules, the climate will be characterized by control; on the other hand, if the orientation is to excel,
the climate will be characterized by achievement.
2. Interpersonal relationships: An organization's interpersonal-relations processes are reflected in the way in
which informal groups are formed, and these processes affect climate. For example, if groups are formed for the
purpose of protecting their own interests, cliques may develop and a climate of control may result; similarly, if
people tend to develop informal relationships with their supervisors, a climate of dependency may result.
3. Supervision: Supervisory practices contribute significantly to climate. If supervisors focus on helping their
subordinates to improve personal skills and chances of advancement, a climate characterized by the extension
motive may result; if supervisors are more concerned with maintaining good relations with their subordinates, a
climate characterized by the affiliation motive may result.
4. Problem management: Problems can be seen as challenges or as irritants. They can be solved by the
supervisor or jointly by the supervisor and the subordinate(s) concerned, or they can be referred to a higher
level. These different perspectives and ways of handling problems contribute to the creation of an organization's
climate.
5. Management of mistakes: Supervisors' attitudes toward subordinate mistakes develop the organizational
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orientation, which is generally one of annoyance or concern or tolerance. An organization's approach to mistakes
influences the climate.
6. Conflict management: Conflicts may be seen as embarrassing annoyances to be covered up or as problems
to be solved. The process of dealing with conflicts has as significant an effect on climate as that of handling
problems or mistakes.
7. Communication: Communication, another important determinant of climate, is concerned with the flow of
information: its direction (top-down, bottom-up, horizontal), its dispersement (selectively or to everyone
concerned), its mode (formal or informal), and its type (instructions or feedback on the state of affairs).
8.Decision making: An organization's approach to decision making can be focused on maintaining good
relations or on achieving results. In addition, the issue of who makes decisions is important: people high in the
hierarchy, experts, or those involved in the matters about which decisions are made. These elements of decision
making are relevant to the establishment of a particular climate.
9. Trust: The degree of trust or its absence among various members and groups in the organization affects
climate. The issue of who is trusted by management and to what degree is also relevant.
10. Management of rewards: Rewards reinforce specific behaviors, thereby arousing and sustaining specific
motives. Consequently, what is rewarded in an organization influences the motivational climate.
11. Risk taking: How people respond to risks and whose help is sought in situations involving risk are
important determinants of climate.
12. Innovation and change: Who initiates change, how change and innovation are perceived, and how change
is implemented are all critical in establishing climate.

Groan Ekvall, professor in organizational psychology at the University Of Lund, Sweden spent many
years looking at the organizational climatic factors (or dimensions) which affect organizational creativity. He
identified 10 dimensions:
 Challenge (How challenged, emotionally involved, and committed are employees to work)
 Freedom (How free is the staff to decide how to do their job?)
 Idea time (Do employees have time to think things through before having to act?)
 Dynamism the eventfulness of life in the organization
 Idea support (Are there resources to give new ideas a try?)
 Trust and openness (Do people feel safe speaking their minds and offering different view?)
 Playfulness and humour (How relaxed is the workplace-is it okay to have fun.)
 Conflicts (To what degree do people engage in interpersonal conflict or warfare?)
 Debates (To what degree do people engage in lively debates about the issues)
 Risk-taking (Is it okay to fail?)
The dimensions can be grouped into three areas of Resources, Motivation, and Exploration as Resources : Idea
Time; Idea Support; Challenge and Involvement Personal
Motivation : Trust and Openness: Playfulness and Humour; Absence of Interpersonal Conflicts
Exploration : Risk-taking; Debates about the Issues; Freedom
James and Jones (1974) conducted a major review of the theory and research on organizational climate
identified climate in three separate ways that were not mutually exclusive, (a) multiple measurement –
organizational attribute approach, (b) perceptual measurement – organizational attribute approach, and (c) the
perceptual measurement – individual attribute approach. In the multiple measurement organizational approach
james and jones cite forehand and Gilmer (1964) as defining organizational climate as a defining organizational
climate as a “set of characteristics that describe an organization and that (a) distinguish the organization from
other organizations (b) are relatively enduring over time, and (c) influence the behaviour of people in the
organization.

III. Research Methodology

Research design in short, is planned structure and strategy of investigation concerned as to obtain the
responses to the question forwarded and to control variance. The study makes use of a descriptive research
design. The population of this study is the employees of Plant Lipids. Sample was selected using purposive
sampling method. The sample size taken for this study is 30 employees in Plant Lipids. The data was collected
mainly from two sources. They are primary data and secondary data. Secondary data was collected from
journals, organisation‟s site, organisation‟s brochures etc. Primary data was collected through an instrument

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Motivational Analysis of Organisational Climate (MAO-C). MAO-C is designed to study organisational

climate with special regard to motivation. The instrument employs 12 dimensions of organisational climate and
six motives. It consists of 12 categories , each of which includes six statements. Each of these categories
corresponds to one of the 12 climate dimensions and each of the six statements represents one of the six
motives. Respondents work individually to rank-order the six statements within each seperate category,
according to their perception of how much each statement is like the situation in their organisation.

Scoring
After getting the responses, refer to the scoring key to discover which motives are indicated by the
responses.

MAO-C MATRIX
Dimensions of
Organisational
Motives
Climate
Ac E C D E A D B
h x o e x f o a
i p n p t f m c
e e t e e i in k
v r r n n l a u
eme t o d s i nt p
n i l e i a cl c
t n (C) n o t i l
(A) f c n i m i
l y (E) o at m
u (D) n e a
e (F) t
n e
c
e
(B)
1.Orientation
2.Interpersonal
relationship
3.Supervision
4.Problem
management
5.Management of
mistakes
6.Conflict
management
7.Communication
8.Decision making
9.Trust
10.Management of
rewards
11.Risk-taking
12.Innovation and
change

Transfer the rankings of motives to the matrix , Add the numbers in each vertical column of the matrix
and write the totals in the appropriate blanks; each of these totals is the score for the related motive or
motivational climate. These score can range from 12 to 72. Next refer to the conversion table (Exhibit 9.3) and
write the corresponding MAO-C index number in the blank provided. The indexes can range from 0 to 100. The
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following formula was used to arrive at the index for each motive:
Index = (S-12)*100/60
An organisation may total the respondents‟ index number for each motive and then average the number
for an overall organisational index of each or the total of the numbers in each vertical columns of the individual
respondents‟ matrixes can be added, and averaged and the index number written using the conversion table. The
advantage of the index is to show the relative strength of the climate with regard to the motives the cut- off point
is 50.If the index number for a particular motive is greater than 50, the climate is relatively strong for that
motive. If the index number is less than 50, the climate is relatively weak for that motive. The index also helps
in comparing organisations or units within an organisation.

MAO- C Matrix
Matrix given should be completed for a department/ section/unit/organisation from the completed
matrixes of its individual members. The last two columns, and the overall dominant and backup motives are be
calculated for a department/ section/unit/organisation.

Organisations tend to be perceived as driven by one or more of six specific motives. The scoring key
will show you which motives are indicated by managers responses on the MAO-C and, therefore, which motive
they believe drives the organisation or unit. Completing the matrix sheet will help an organisation arrive at a
profile of its general motivational climate as perceived by its members. Individual first complete the matrices.
For example, for the first category of dimensions of organisational climate, orientation, if you ranked item (a) as
4 , you would look at scoring key and learn that (a) indicates the dependency motive. You would then refer to
this matrix sheet and find the horizontal row that corresponds to orientation. Locate the heading, dependency
and write the number 4 under theat heading in the orientation row. Follow this process until you have transferred
all six of your rankings for each of the 12 categories covered in MAO-C.

Conversion Table
Score Index Score Index Score Index Score Index Score Index
12 0 25 22 37 42 49 62 61 82
13 2 26 23 38 43 50 63 62 83
14 3 27 25 39 45 51 65 63 85
15 5 28 27 40 47 52 67 64 87
16 7 29 28 41 48 53 68 65 88
17 8 30 30 42 50 54 70 66 90
18 10 31 32 43 52 55 72 67 92
19 12 32 33 44 53 56 73 68 93
20 13 33 35 45 55 57 75 69 95
21 15 34 37 46 57 58 77 70 97
22 17 35 38 47 58 59 78 71 98
23 18 36 40 48 60 60 80 72 100
24 20

Add the numbers of all the respondents in each cell of this matrix and write the totals in the blank
provided; each of these totals is the score for that particular motive. Then refer to the conversion table locate
the total for each motive and write the corresponding MAO-C index number in the blank provided in the
matrix sheet.
For each horizontal row on the matrix representing a dimension of organisational climate, the dominant
motive (the one with highest number in the row) and the back up motive ( the one with the next highest
number ) are noted in the blanks provided. The dominant and back –up columns are helpful in diagnosis and
planning action to improve motivational climate of the organisation or unit involved. Finally, based on the total
scores in the last row, the overall dominant and the back-up motives can be written in the blanks provided for
this purpose.

EffectivenessProfile
The profile gives scores on six motives. The highest two scores are generally taken for interpreting the
climate. The highest scores show the dominant climate and the next highest the back-up climate. The
combination of the first two motives characterises the organisationalclimate. Generally, the dominant climates

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with the six different motives characterises different organisations, as shown below:
Achievement: Industrial and business organisations
Expert power: University departments, scientific organisations
Control: Bureaucracy-government departments
Dependency: Traditional or one-man organisations
Extension: Community-service organisations
Affiliation: Clubs.
Combinations of the six motives as dominant and secondary climates give 30 profiles. We briefly
mention below the nature of organisation with each of the 30 profile. Some of these are based on studies. By and
large, achievement, expert power, and extension dominant climates are conducive to achievement of results, and
control, dependency and affiliation dominant climates retard achievement of results.
1. Achievement-Expert power: People are involved in challenging tasks are highly stimulated by
challenges, and specialists dominate in determining the tasks .The organisation rewards
specialisation.
2. Achievement-Control: Most people are involved in challenging tasks, but they face a lot of
constraints because of rigid procedures of the organisation, and more inflexible hierarchy.
3. Achievement-Dependency: In spite of emphasis on high achievement, shared by most people,
there is a tendency to postpone critical decisions for the approval of a higher authority. The
organisation discourages making such decisions without approval of the higher level, resulting in a
sense of frustration.
4. Achievement-Extension: People work on challenging tasks with equal attention on social
relevance of such tasks. The organisation has a high sense of social responsibility and also pays
attention to the employee needs.
5. Achievement-Affiliation: People, while working on challenging goals, form strong groups based
on speciality, department, language, region, etc. The organisation, with such in-groups or cliques,
pays a lot of attention to maintaining good relations amongst the groups.
6. Expert power-Achievement: The organisations pay high values to specialisation, and specialists
influence most decisions, with emphasis on high quality of work, and unique contributions.
7. Expert power-control: The organisation is controlled by experts with cumbersome procedures,
resulting in lack of job satisfaction and not-high output.
8. Expert power-Dependency: The organisation is dominated by experts, with rigid hierarchy,
decisions being passed-up the hierarchical line. Bright employees remain highly dissatisfied.
9. Expert power-Extension: Specialists play the major role in organisational matters, working in a
planned way on socially relevant matters. The organisation pays attention to the employees‟ needs
and welfare.
10. Expert power-Affiliation: An expert-dominated organisation, with-in groups based on specialists,
languages, regions, etc. The organisation‟s is much more on maintaining good friendly climate and
usually results suffer.
11. Control-Achievement: The organisation is bureaucratic, laying down detailed procedures, with
clear hierarchy quality of work, but most employees with achievement orientation get
frustrated.Some public sector organisations have this climate.
12. Control –Expert power: A bureaucratic organisation in which specialists opinions are valued, but
rules are treated as more important.
13. Control-Dependency: A bureaucratic organisation with rigid hierarchy, where all actions are
referred to levels above for approval, and decisions get delayed. Following rules and proper
adherence to regulations are more important than achieving results. The senior person protect the
subordinates who do not make any procedural mistakes. Most government offices function this way.
14. Control-Extension: A hierarchical organization with social concern and paying attention to the
needs and welfare of the employees.
15. Control-Affiliation: A hierarchical organisation with low concern for results; more emphasis on
good relations. However, informal groups based on relationship have an important place. Some
voluntary organisations are of this type.
16. Dependency-Achievement: The organisation emphasises respect for person in power; all major
decisions are referred to them. However, achievement of results is rewarded, and enough freedom is
given to people, with key decisions being controlled by a few who have the last word on all matters.
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Many families owned organisations have such a climate.

17. Dependency-Expert power: The organisations have hierarchy, the decision being referred to
higher level for approval. The experts play an important role in the various aspects of the working
of the organisations.
18. Dependency-Control: An organisation controlled by a few persons who have clear cut channel of
communication, and get all the decisions for final approval.
19. Dependency-Extension: A traditional organisation working in socially relevant areas dominated
and controlled by a few persons demanding all respect from other members and taking care of the
needs of other members.
20. Dependency-Affiliation: A traditional organisation with top management group controlling all
matters and employing their own in-group members, who have high loyalty to their leaders.
21. Extension-Achievement: The organisation has goals of being relevant to the society with emphasis
on achieving its result. Persons are selected for their competence and are given freedom to work.
22. Extension-Expert power: An organisation with social consciousness, using experts who influence
all the major decisions.
23. Extension-Control: An organisation with goals of serving a larger cause, but having bureaucratic
structure with rules and regulations to be followed strictly.
24. Extension-Dependency: An organisation in the area of community services such as education,
health, development, emphasising conformity to the policies lay down by the top persons or team
who require all matters to be referred to it for final decisions.
25. Extension-Affiliation: An organisation in the area of community services in which members with
similar background work with strong linkage with one another.
26. Affiliation-Achievement: An organisation gives high importance to relationships and draws people
with similar background. The organisation also values achievements of results and excellence in
performance.
27. Affiliation-Expert power:The organisation mainly consist of experts emphasis good relations and
either consist of persons of same background or has in-groups based on some common links.
28. Affiliation-Control: The organisation involved in maintaining good relations, but having a
bureaucratic form. A club with strict rules and procedures would be in this category.
29. Affiliation-Dependency: An organisation giving high value to maintaining friendly relations
amongst the members and in which one or two persons decide most of the matters. People are
rewarded on the basis of their closeness to the top persons.
30. Affiliation-Extension: An organisation with the main goal of good relationship working on socially
relevant aspects. Lions club and similar organisation would be in this category.

IV. Findings :
Motives
A E C D E A Do Bac
c x o e x f mi k
h p n p t f nan up
i e t e e i t cli
e r r n n l cli mat
v t o d s i ma e
Dimensions of Organisational e i l e i a te
Climate m n (C) n o t
e f c n i
n l y (E) o
t (A) u (D) n
e (F)
n
c
e (B)

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1.Orientation 3.4 3.57 3.57 3.5 3.47 3.73 3.73 3.57

2.Interpersonal relationship 3.6 3.67 3.1 3.3 3.8 3.53 3.8 3.67

3.Supervision 2.97 3.33 3.63 3.7 3.63 3.73 3.73 3.7

4.Problem management 3.27 3.9 3.2 3.43 3.77 3.6 3.9 3.77

5.Management of mistakes 2.97 4.03 3.77 3.53 3.23 3.33 4.03 3.77

6.Conflict management 3.7 4.17 3.4 3.1 3.17 3.63 4.17 3.7

7.Communication 3 3.43 3.4 3.13 3.7 4.13 4.13 3.7

8.Decision making 3.1 3.67 3.4 3.43 4 3.8 4 3.8

9.Trust 3.1 3.8 3.7 3.37 3.47 4.1 4.1 3.8

10.Management of rewards 3.53 3.23 3.57 3.43 3.83 3.9 3.9 3.83

11.Risk-taking 3.13 4.13 3.13 3.33 3.83 4 4.13 4

12.Innovation and change 2.73 3.6 3.83 3.07 3.8 3.9 3.9 3.83

Total score 38.5 44.53 41.7 40.32 43.7 45.3 45.4 44.5

MAO-C Index 44.2 54.22 49.5 47.2 52.8 55.6 55.6 54.2

The findings reveal that the Dominant Climate prevailing in the organisation is Affiliation-control
climate. This shows organisation involved in maintaining good relations, but having a bureaucratic form
characterised by strict rules and procedures . The Back Up climate was found to be Affiliation-Expert power .
The organisation mainly consisting of experts emphasises good relations and either consist of persons of same
background or has in-groups based on some common links. Hence the orgnaisation should encourage team work
by maintaining good rapport between employees. The superiors in the organization should encourage, guide and
motivate the employees to share their ideas, views, and suggestions, so as to improve their performance.
Employee‟s suggestions must be encouraged by the management . Workers participation in management may be
encouraged to increase the employees involvement and commitment in the decision making process.

V. Implications
MAO – C can be used to diagnose organisational climate for motivation . The focus point of the
instrument can be perceptions of the overall organisational climate or of individual units, divisions, branches or
departments within the organisation. The first three climates in the MAO-C Matrix (achievement, expert
influence and extension) are useful and functional, and the next three (control, dependency and affiliation) are
dysfunctional for the organisation. The participants can identify which of the functional climates are low, and
which dysfunctional climates are high. Then they can plan to reduce the former and increase the latter – in either
words , move from dysfunctional to functional climate. Then the facilitator can lead a discussion on the basic
characteristics of the different effectiveness profiles represented in the group. Susequently the respondents could
discuss their individual scores and ratings and then arrive at a consensus regarding the diagnosis and evaluation
of the climate, and as to which of the 12 dimensions of organisational climate need improvement, why particular
dimensions are weak, and what steps may need to be taken in response. Another approach is to discuss
individual rankings of motives and what might be done to change the perceived climate accordingly.

VI. Conclusion
Organizational climate has a major influence on human performance through it impact on individual
motivation and job satisfaction. It does this by carrying certain kinds of expectancies about what consequences
will follow from different actions. Individuals in the organization have certain expectations and fulfilment of
these expectations depend upon their perception as to how the organizational climate suits to the satisfaction of
their needs. 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.
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