Psychosocial Climate in the Primary Work Group in State Organizations

Authors

  • Mihaela Luminița Sandu Ovidius University of Constanța
  • Lavinia Maria Pruteanu Petre Andrei University of Iasi, Romania
  • Alina Mihaela Tabacaru (Ionescu) Ovidius University of Constanța

DOI:

https://doi.org/10.18662/upasw/25/41

Keywords:

climate, organization, group, work

Abstract

The psychosocial climate has a great variety of definitions, this being due to the different point of view from which it is approached: pragmatic, affective, normative, structural.

In the psychosociological literature in our country, the definitions proposed for this concept are mostly focused on the attitudinal-emotional aspect of this phenomenon and consequently they generally have many notes in common.

Organizational and managerial theories have largely begun with the discovery of the importance of people and the socio-human climate for the efficient functioning of companies. Through multiple analyzes and research, the dynamics of the human factor in the organization and management was configured.

From the beginning we must distinguish two universes within any organization. On the one hand, machines and technology, the market and production flows, productivity and competitiveness of products representing a distinct universe of corporations, on the other hand, the other universe, as significant as the first, represented by individual people and relationships among them, the knowledge that people store, produce and apply, the values they adhere to, the myths they generate.

Therefore, we have two distinct and at the same time complementary universes: one technological and the other human.

The technological universe can be changed easily and quickly. It is rational and visible. The cultural universe, however, is much less transparent, it mixes rationalities in different combinations, which only those who participate directly can understand.

Leadership is also a field of research and a practical skill that encompasses the ability of an individual or organization to "lead" or guide other people, teams, or an entire organization.

Leadership viewed from a European and non-academic perspective includes a vision of a leader that can be changed not only through community goals but also through the pursuit of personal power. Leadership can result from a combination of several factors.

A leadership style is the style of a leader to provide direction, implement plans and motivate people. It is the result of the leader's philosophy, personality and experience.

References

Aamodt, M. G. (2010). I/O applications workbook: Industrial/organizational psychology an applied approach. Belmont, CA: Wadsworth.

Anoopa Narayanan, PhD scholar at Cochin University of Science and Technology, „Organisation climate and Change”, articol publicat la data de 23 iulie 2015 pe website-ul https://www.slideshare.net/anubijis/organisation-climate-and-change, pag.5-8, consultat la data de 21 noiembrie 2019, traducere personală.

Argyris, C. (1962). Interpersonal competence and organizational effectiveness. Homewood, IL: Dorsey Press.

Bass, B. M. (1990). Bass & Stogdill’s handbook of leadership: theory, research, & managerial applications. New York: Free Press.

Bono, J. & Ilies, R. (2006). Charisma, positive emotions and mood contagion. The Leadership Quarterly, 17(4), pp.317-334.

Brower, H., Schoorman, F. D., & Tan, H. (2000). A model of leadership: The integration of trust and leader-member exchange. Leadership Quarterly, 11, 227–250.

Burduş, E., Căprărescu, Gh., Fundamentele managementului organizaţiei, Bucureşti, Editura Economică, 1999, p.463.

Cândea, M.R., Cândea, D., Comunicarea managerială. Concepte. Deprinderi. Strategie, Bucureşti, Editura Expert, 1996, p. 148.

Chemers, M. (1997). An integrative theory of leadership. New York: Psychology Press.

Chin, R. (2015). Examining teamwork and leadership in the fields of public administration, leadership, and management. Team Performance Management: An International Journal, 21(3/4), pp.199-216.

Fleishman, E., & Harris, E. F. (1962). Patterns of leadership behavior related to employee grievances and turnover. Personnel Psychology, 15, 43–56.

Forsyth, D. (2010). Group Dynamics. Belmont, California: Wadsworth.

George, J. (2000). Emotions and Leadership: The Role of Emotional Intelligence. Human Relations, 53(8), pp.1027-1055.

George, J. (2006). "Leader Positive Mood and Group Performance: The Case of Customer Service". Journal of Applied Social Psychology 25(9): pp. 778–794

Goldsmith, M. (2016). Leaders Make Values Visible. [online] Design Toolbox - with Gil Dekel and friends. Available at: http://www.designtoolbox.co.uk/strategies/leaders-make-values-visible/ [Accesat la 23 Ianuarie, 2018].

Golu, P. (1971) Psihologie socială, Ed. Didactica si Pedagogica, Bucuresti

Hitka, M., Vetráková, M., & Balážová, Ž. (2015). Differences in Motivation between Male and Female in Slovakia in 2015. Modern Applied Science, 10(1), 52.

Isaksen, S. G., & Ekvall, G. (2007). Assessing the context for change: A technical manual for the Situational Outlook Questionnaire. Orchard Park, NY: The Creative Problem Solving Group.

Ivancevich, J., Konopaske, R. & Matteson, M. (2008). Organizational behavior and management. Boston: McGraw-Hill/Irwin.

Kirkpatrick, S. A., & Locke, E. A. (1996). Direct and indirect effects of three core charismatic leadership components on performance and attitudes. Journal of Applied Psychology, 81, 36–51.

Law, J. R. (1996). Rising to the occasion: foundations, processes, and outcomes of emergent leadership.

Likert, R. (1967). The human organization: Its management and value. New York: McGraw-Hill.

Manolescu, A., Managementul resurselor umane, ediţia a treia, Bucureşti, Editura Economică, 2001, apud Robbins, S.P., Organizational Bahavior, Concepts, Controversies, Applications, Prentice-Hall Inc., 1998, pp. 519-520.

Martínez-Tur, V., & Peiró Silla, J.M. (2009). The trust episode in organizations: implications for private and public social capital. Social Science Information, 48, 143–174.

McGregor, D. (1967). The professional manager. New York: McGrawHill.

Mellinger, G. (1959). Interpersonal trust and communication. Journal of Abnormal and Social Psychology, 52, 304–309

Mihu, A., (1992) Introducere in sociologie. Editura Dacia

Reichers, A. & Schneider, B. (1990). "Climate and culture: An evolution of constructs." In Schneider B. (Ed.) Organizational Climate and Culture, Jossey-Bass, San Francisco. (p. 22)

Schriesheim, C., Castro, S., & Cogliser, C. (1999). Leader-member exchange (LMX) research: A comprehensive review of theory, measurement, and data-analytic procedures. Leadership Quarterly, 10, 63–113

Sîntion, F. (2007). Dinamica Grupurilor. Constanţa: Editura Ovidius University Press

Vašková, R. (2005) Employee rewards as a source of motivation. How Czech women and men in the workplace perceive them , Paper presented at the international Women, Work and Health Conference, New Delhi, India

Bogathy, Zoltan: Manual de psihologia muncii şi organizaţională, Ed. Polirom, Iaşi, 2004

Pitariu, H., Budean. A. (2007).Cultura organizaţională, modele şi metode

de intervenţie, Ed. A.S.C.R.Cluj-Napoca

Downloads

Published

2020-12-21

How to Cite

Sandu, M. L., Pruteanu, L. M., & Tabacaru (Ionescu), A. M. (2020). Psychosocial Climate in the Primary Work Group in State Organizations. Anuarul Universitatii Petre Andrei Din Iasi - Fascicula: Asistenta Sociala, Sociologie, Psihologie, 25, 149-165. https://doi.org/10.18662/upasw/25/41

Most read articles by the same author(s)