**3. Organizational climate and management functions**

It is worth noting that the organizational climate is linked in a certain way to all management functions. It is particularly important for employees to have their opinions and feelings taken into account right from the planning stage. They feel they are full members of the organization when they are reliably informed about the goals the company is aiming to achieve when they have a real influence on the actions taken. Employee participation in the decision-making process regarding the organization's development directions and ways to implement the adopted strategies triggers an above-average level of commitment in employees. By participating in the planning of activities, they feel they are equal participants in events and members of the community that the organization should create.

In the process of organizing, many elements have to do with shaping the organizational climate. These include clear and lucid organizational arrangements, an appropriate division of authority, a defined space of autonomy and responsibility, and a well-known promotion system. Inadequate distribution of competencies in the organization, or uneven distribution of responsibilities and tasks among employees has a destructive effect on the organizational climate, making horizontal cooperation in the organization difficult. A predetermined scope of competence at the time of hiring helps avoid unnecessary tensions within the work team. Entrusting new tasks should be consulted with them in advance, which provides an opportunity to jointly develop a method to achieve the set goal and resolve any dilemmas.

The formation of the organizational climate is also influenced by elements related to controlling as a function of management. Particularly, noteworthy are employees' feelings about the rigorousness of verifying the level of performance of tasks assigned to them. Here the question arises about the level of autonomy of employees in the choice of methods and tools used to perform tasks, and the power of superiors to maintain deadlines for their performance. On the one hand, one can see the desire to increase the area of autonomy, but on the other hand (especially in countries with a high level of dimension —Power distance), there is still pressure to control the actions of subordinate employees. This is strongly correlated with the management style adopted. Such actions negatively affect employees and reduce their efficiency and block creativity. This negatively affects the organizational climate and detracts from employee motivation.

Of all the management functions, motivation contains the most elements that influence organizational climate building. There is a feedback loop between organizational climate and motivation. Organizational climate affects the level of employee motivation, and the methods of motivation used in an organization have a significant impact on the creation of organizational climate. The more positive employees feel about their work environment, the more they tend to identify with the organization. In an era of chronic labor shortages, efforts to retain existing staff become extremely important. It is worth remembering that the costs incurred by staff turnover are increasing and ultimately affect the overall assessment of the organization. It is also important from the point of view of building a positive image that serves to attract more job applicants. In a favorable atmosphere, there are no difficulties with team integration and greater openness to new challenges is noticeable. In a well-integrated group of employees, raising the requirements arising from the development of the company's activities is not a problem, even raising the level of job satisfaction [20].

Given the low capital intensity of intangible motivation tools, such as concern for improving the organizational climate, it is difficult to replace them with something

### *The Role of Organizational Climate in Cultural Transformation DOI: http://dx.doi.org/10.5772/intechopen.113094*

else that brings similar results in the form of increasing employee efficiency. Job satisfaction can be defined as an emotional reaction that an employee has toward a job that is the result of his or her comparison of actual outcomes with expected outcomes. Job satisfaction has also been defined in terms of attitudes that individuals have toward their jobs [21]. Sempane, Rieger, and Roodt stating that job satisfaction refers to the individual's perception and evaluation of the job. According to these authors, the individual's perception is influenced by his or her unique circumstances such as needs, values, and expectations. Therefore, jobs are evaluated by people on the basis of factors that are important to them. Although the definitions of job satisfaction are varied, it is generally considered to be an attitude or feeling that one has about one's job that is either positive or negative [22]. There are numerous studies investigating the relationship between organizational climate and job satisfaction, with many researchers finding evidence to support this relationship [23]. It is worth citing at this point the work of Brief who found that an organizational climate that is characterized by features such as a high degree of autonomy, building good relationships among employees, showing interest and concern for employees, recognizing employees' achievements, and showing them respect results in higher employee satisfaction. So do salary, benefits, and promotion opportunities, which are elements of the organizational climate [7].
