Premium
The influence of management training upon organizational climate: An exploratory study
Author(s) -
Moxnes Paul,
Eilertsen DagErik
Publication year - 1991
Publication title -
journal of organizational behavior
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 3.938
H-Index - 177
eISSN - 1099-1379
pISSN - 0894-3796
DOI - 10.1002/job.4030120505
Subject(s) - organisation climate , psychology , organizational learning , perception , organization development , organizational commitment , interpersonal communication , process (computing) , organizational change , organizational effectiveness , climate change , organizational behavior and human resources , work (physics) , organizational culture , organizational performance , applied psychology , exploratory research , social psychology , knowledge management , public relations , political science , sociology , computer science , ecology , mechanical engineering , neuroscience , anthropology , engineering , biology , operating system
The influence of three management training programs (MT) for first line supervisors (foremen) upon organizational climate were evaluated using a questionnaire design with repeated testing and statistical controls. The main objective for two of the three MT programs under study was to change the organizational climate in a direction that would facilitate learning at work. Results indicate that the most process‐oriented training program did change the organizational climate, as perceived by the supervisors, but paradoxically in an apparently negative direction, especially as far as interpersonal conflicts and supervisorial skills were concerned. This finding is interpreted as reflecting changes in supervisors' perception of organizational climate without any necessary ‘real’ change in the climate itself. The supervisors' increased awareness of organizational climate factors was, on a theoretical basis, considered to facilitate learning at work, thus explaining the apparent paradox.