The relationship between management, leadership and Organisational Climate is an important research topic. Organisational Climate refers to the perception of the conditions under which a work group or individual operates. It is necessary to investigate how Organisational Climate manifests in different organisations in South Africa, and to assess its relationship with Managerial Leadership. The aim of this study was to examine the differences between Organisational Climate in different South African organisations and to investigate whether Managerial Leadership is related to the perceived Organisational Climate. A cross-sectional survey was undertaken to reach the research objectives. The participants included employees from seven types of organisations in South Africa. The Organisational Diagnosis Questionnaire (ODQ) was administered. T-tests were used to assess the differences between the Organisational Climate in different organisations. Pearson correlations and canonical correlation were used to assess the relationships between Organisational Climate and Managerial Leadership. Multiple regression analyses were used to investigate whether managerial leadership predicts Organisational Climate. Cross-validation was done in which statistically significant predictors of Organisational Climate in one half of the sample were used to predict Organisational Climate in the other half of the sample. Goal clarity, labour relations and quality of the work environment showed the highest scores in the total sample, while communication flow, interest in the well-being of employees and decision-making practices showed the lowest score. Regarding Managerial Leadership in the total sample, production orientation and effectiveness were the highest. The biggest differences in Organisational Climate between organisations were experienced regarding three dimensions, namely goal orientation, the effectiveness of change management and general motivating conditions. The canonical analysis showed that all dimensions of Managerial Leadership were related to all dimensions of Organisational Climate. Furthermore, the results of the multiple regression analyses showed that Organisational Climate is best predicted by three Managerial Leadership dimensions, namely managerial work facilitation, managerial team-building and managerial effectiveness. It seems that managerial facilitation had the strongest effect in terms of predicting experiences of Organisational Climate, followed by managerial team-building and managerial effectiveness. The results also showed that Managerial Leadership had moderate to strong effects on the sub-factors of Organisational Climate. Recommendations for future research are made. / Thesis (M.A. (Industrial Sociology))--North-West University, Potchefstroom Campus, 2009.

The relationship between management, leadership and Organisational Climate is an important research topic. Organisational Climate refers to the perception of the conditions under which a work group or individual operates. It is necessary to investigate how Organisational Climate manifests in different organisations in South Africa, and to assess its relationship with Managerial Leadership. The aim of this study was to examine the differences between Organisational Climate in different South African organisations and to investigate whether Managerial Leadership is related to the perceived Organisational Climate. A cross-sectional survey was undertaken to reach the research objectives. The participants included employees from seven types of organisations in South Africa. The Organisational Diagnosis Questionnaire (ODQ) was administered. T-tests were used to assess the differences between the Organisational Climate in different organisations. Pearson correlations and canonical correlation were used to assess the relationships between Organisational Climate and Managerial Leadership. Multiple regression analyses were used to investigate whether managerial leadership predicts Organisational Climate. Cross-validation was done in which statistically significant predictors of Organisational Climate in one half of the sample were used to predict Organisational Climate in the other half of the sample. Goal clarity, labour relations and quality of the work environment showed the highest scores in the total sample, while communication flow, interest in the well-being of employees and decision-making practices showed the lowest score. Regarding Managerial Leadership in the total sample, production orientation and effectiveness were the highest. The biggest differences in Organisational Climate between organisations were experienced regarding three dimensions, namely goal orientation, the effectiveness of change management and general motivating conditions. The canonical analysis showed that all dimensions of Managerial Leadership were related to all dimensions of Organisational Climate. Furthermore, the results of the multiple regression analyses showed that Organisational Climate is best predicted by three Managerial Leadership dimensions, namely managerial work facilitation, managerial team-building and managerial effectiveness. It seems that managerial facilitation had the strongest effect in terms of predicting experiences of Organisational Climate, followed by managerial team-building and managerial effectiveness. The results also showed that Managerial Leadership had moderate to strong effects on the sub-factors of Organisational Climate. Recommendations for future research are made. / Thesis (M.A. (Industrial Sociology))--North-West University, Potchefstroom Campus, 2009.

The purpose of the study was to determine whether relationships exist between expatriates’ levels of emotional health, personality, and their perception of the organisational climate while on international assignment, and to present the outcome of the study as a model. An experimental group (consisting of 82 expatriates) and a control group (consisting of 42 managers employed in South Africa) were assessed with the Sense of Coherence and Hardiness Scales (as indicators of their levels of emotional health), the Organisational Climate Questionnaire, and the Sixteen Personality Factor Questionnaire. These assessments were conducted on the two groups in three phases, i.e. prior to the experimental group’s departure on assignment, after spending six months on assignment, and on their return to South Africa after completing their assignments. The results indicate that meaningful and significant relationships exist among a significant number of the factors investigated in the study, and which explains the expatriate’s levels of emotional health while under pressure on assignment in the foreign country. Some of the factors were also identified as important indicators of characteristics required for successful expatriation. The empirical expatriate emotional adjustment model that is proposed in this study is viewed as a potential instrument that can be utilised by human resource practitioners and line managers to manage their international workforce within the framework of scientifically based processes and principles. / Thesis (DCom)--University of Pretoria, 2008. / Human Resource Management / unrestricted

Creativity and innovation are increasingly recognised as important for business success. A primary concern for organisations seeking to encourage creativity and innovation is establishing an environment that is conducive to their occurrence. To gain a better understanding of the relationships between these constructs, the current research has taken an interdisciplinary, multilevel approach. Taking this approach answers multiple calls for empirical research that combines disciplines (in this case, the disparate psychology and innovation management literatures) and estimates cross-level relationships between Creative and Innovative Climate, Team Creativity and Front End Innovation, utilising advances in statistical analysis and computational modeling. The current research comprised three studies. Studies 1 (n=117, n=841) and 2 (n=416, n=841, n=30) developed two new psychometric measures: the Front End Innovation Scale and the Creative and Innovative Climate Scale. Measurement of both Creative and Innovative Climate and Front End Innovation has been fraught with problems. These have been problems of conceptualisation, in that there is no consensus as to which dimensions comprise either Creative and Innovative Climate or Front End Innovation, and also a problem of statistical robustness, as the majority of previous measures of both Creative and Innovative Climate and Front End Innovation have not been developed following psychometric principles. Study 3 (n=841) explored the single and multilevel relationships between Individual and Team Creativity, Front End Innovation and Creative and Innovative Climate, and investigated whether Individual Creativity and Individual Creative Performance are synonymous constructs. All studies used quantitative data derived from a questionnaire, which was supplemented in Study 2 by qualitative narrative data. In addition to the development of two new psychometric measures, the current research contributed to the understanding of what Front End Innovation and Creative and Innovative Climate are, and the factors that comprise them. Given the lack of definitional and measurement consensus surrounding these topics, this understanding can guide future research. Furthermore, Study 3 identified two aspects of Creative and Innovative Climate that seem to be the most important for creativity and innovation (Internal Networks and Team Cohesion), particularly at the team level where they accounted for a greater proportion of the variance than at the individual level. The dual role of formalised processes surrounding creativity and innovation was also discovered, in that formalised processes were perceived to hinder individuals but benefit Team Creativity and Front End Innovation. Very little previous research has explored these relationships and none identified this duality. Lastly, Study 3 represents the first comprehensive empirical investigation of the relationship between Creative and Innovative Climate and each aspect of Front End Innovation.

The creation of a healthy, motivating organisational climate should be the aim of management. Organisational climate refers to a complex set of forces within an organisation, which have a direct influence on those who work in it. Studying organisational climate is imperative to understanding how organisations function at their core. However, a validated instrument is needed to detect the climate in an organisation. The objective of this study was to validate an organisational climate questionnaire in a corporate pharmacy group. A cross sectional survey design was used. Interviews were conducted with employees and an organisational climate questionnaire was constructed. The Organisational Climate Questionnaire (OCC) was completed by a sample of employees in a corporate pharmacy group (N = 159). Descriptive statistics (e.g. means, standard deviations, skewness and kurtosis) inferential statistics were used to analyse the results. Factors extracted include recognition and feedback, management, work relationships, task characteristics, responsibility, work pressure and decision-making. The internal consistencies of two factors were unacceptable. One-way analysis of variance of organisational climate in different regions showed practically significant differences between North West and Mpumalanga regarding how they currently view management, as well as practically significant differences between North West and both Free State and Gauteng concerning Management. The average responses of the white employees and employees of colour in this study seem to be the same, except regarding recognition and feedback. The average responses of the employees from the two gender groups seem to be the same, except regarding responsibility and work pressure. Recommendations for future research were made. / Thesis (M.A. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2005.

The aim of this paper is to analyze the expression of organisational climate at the IT company using standardised test. This master’s work is an independent part of collegial research project. The theoretical aspects of organisational climate of different Lithuanian and foreign authors are analysed and systematized in the Master’s work. There was disclosed the conception of “organisational climate” in this paper. Upon the basis of the theoretical analysis the peculiarities of organisational climate were investigated at the IT company in Šiauliai. The “organisational climate test for Lithuania work organizations” used for the pilot testing and four dimensions of this test used for retest. There was checked the validity of short test (organistional values and culture) during the retest. The analysis of empiric data indicates the crisis of organizational climate of IT company therefore it needs the managerial intervention.

The creation of a healthy, motivating organisational climate should be the aim of management. Organisational climate refers to a complex set of forces within an organisation, which have a direct influence on those who work in it. Studying organisational climate is imperative to understanding how organisations function at their core. However, a validated instrument is needed to detect the climate in an organisation. The objective of this study was to validate an organisational climate questionnaire in a corporate pharmacy group. A cross sectional survey design was used. Interviews were conducted with employees and an organisational climate questionnaire was constructed. The Organisational Climate Questionnaire (OCC) was completed by a sample of employees in a corporate pharmacy group (N = 159). Descriptive statistics (e.g. means, standard deviations, skewness and kurtosis) inferential statistics were used to analyse the results. Factors extracted include recognition and feedback, management, work relationships, task characteristics, responsibility, work pressure and decision-making. The internal consistencies of two factors were unacceptable. One-way analysis of variance of organisational climate in different regions showed practically significant differences between North West and Mpumalanga regarding how they currently view management, as well as practically significant differences between North West and both Free State and Gauteng concerning Management. The average responses of the white employees and employees of colour in this study seem to be the same, except regarding recognition and feedback. The average responses of the employees from the two gender groups seem to be the same, except regarding responsibility and work pressure. Recommendations for future research were made. / Thesis (M.A. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2005.

The aim of this research is to explore the relationship between culture and climate as well as the significance of an organisation’s climate on cross-functional behaviour, activities and actions (who, what and when) which forms an integral part of strategy implementation and increasing performance. A key component of an organisational development is team work; which facilitates organisational learning, establish common goals and provide support to achieve these goals. Within the Organisation under investigation there has not been any research into the subject of the significance of the climate on cross-functional behaviour and activities, which is impacted by ‘coopetition’ - the simultaneous role of cooperation and competition within organisations. The research by means of qualitative research should provide some insight into the significance of and if climate impact cross-functional behaviour and activities in organisations. The research methodology included a customised survey which was developed to elicit answers to determine the climate and cross-functional behaviour and activities within the Organisation. Interviews were conducted with Operating Unit Executive Directors of the Organisation. The results indicate that the perceived current climate of the Organisation is not positive and that there is still silo-behaviour within the Organisation which is as a result of the culture of the Organisation, a culture which existed prior to Beyond 60 process. The research confirmed the overlapping relationship between culture and climate and that climate indeed impact cross-functional behaviour and activities at the Organisational and Operating Unit level. / Graduate School for Business Leadership / (M.B.A.)

Loneliness in the workplace has received relatively little attention in the literature. The research surrounding loneliness tends to focus almost exclusively on personal characteristics as the primary determinant of the experience, and largely ignores the workplace as a potential trigger of loneliness. As such, personality tends to be overestimated as the reason for loneliness, whilst only modest emphasis is given to environmental factors, such as organisational environments. Therefore, the overall aim of this thesis was to explore the notion of loneliness in the workplace, with a particular emphasis on examining the antecedents and outcomes of its development in work contexts. The first stage of the research included the development and empirical examination of a scale measuring work-related loneliness. A 16-item scale was constructed and tested for its reliability and factor structure on a sample of 514 employees from various organisations. Exploratory factor analysis indicated two factors best represent the data, namely Social Companionship and Emotional Deprivation at Work. For the main study, a theoretical model was constructed whereby various antecedents (personal characteristics, social support, job characteristics, and emotional climate) were hypothesised to influence the development of work-related loneliness, which in turn was thought to affect employee attitudes and wellbeing. Employees from various organisations were invited to participate in the online research via email, which generated 362 submissions from diverse occupational groups. Structural equation modelling techniques were used to assess the hypothesised model, which was evaluated against a number of fit criteria. The initial results provided limited support for the Loneliness at Work Model. Consequently, a number of adjustments were necessary to obtain sufficient fit. The modified model suggests that organisational climate (comprising climate of fear, community spirit at work, and organisational fit) serves to simultaneously predict the emotional deprivation factor of loneliness (made up of seven items) and employee attitude and wellbeing. The results indicate that environmental factors such as fear, lack of community spirit, and value congruence play a role in the experience of work-related loneliness and have an overall negative effect on employee withdrawal behaviours and job satisfaction. The findings from this study offer insight into possible areas for organisational intervention and future research.

The aim of this research is to explore the relationship between culture and climate as well as the significance of an organisation’s climate on cross-functional behaviour, activities and actions (who, what and when) which forms an integral part of strategy implementation and increasing performance. A key component of an organisational development is team work; which facilitates organisational learning, establish common goals and provide support to achieve these goals. Within the Organisation under investigation there has not been any research into the subject of the significance of the climate on cross-functional behaviour and activities, which is impacted by ‘coopetition’ - the simultaneous role of cooperation and competition within organisations. The research by means of qualitative research should provide some insight into the significance of and if climate impact cross-functional behaviour and activities in organisations. The research methodology included a customised survey which was developed to elicit answers to determine the climate and cross-functional behaviour and activities within the Organisation. Interviews were conducted with Operating Unit Executive Directors of the Organisation. The results indicate that the perceived current climate of the Organisation is not positive and that there is still silo-behaviour within the Organisation which is as a result of the culture of the Organisation, a culture which existed prior to Beyond 60 process. The research confirmed the overlapping relationship between culture and climate and that climate indeed impact cross-functional behaviour and activities at the Organisational and Operating Unit level. / Graduate School for Business Leadership / (M.B.A.)