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The relationship between management styles and practices and experienced organisational climate / Hester Helena Carson

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dc.contributor.author Carson, Hester Helena
dc.date.accessioned 2011-05-05T10:21:46Z
dc.date.available 2011-05-05T10:21:46Z
dc.date.issued 2008
dc.identifier.uri http://hdl.handle.net/10394/4137
dc.description Thesis (M.A. (Industrial Sociology))--North-West University, Potchefstroom Campus, 2009.
dc.description.abstract 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.
dc.publisher North-West University
dc.subject Organisational climate en_US
dc.subject Leadership en_US
dc.subject Management en_US
dc.subject Experiences en_US
dc.title The relationship between management styles and practices and experienced organisational climate / Hester Helena Carson en_US
dc.type Thesis en_US
dc.description.thesistype Masters


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    This collection contains the original digitized versions of research conducted at the North-West University (Potchefstroom Campus)

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