**4. Organizational culture and organizational climate**

Analyzing the concept of organization culture, one can see that it concerns both the quality of life of the people associated with the organization and the methods of its further development. It assumes the existence of interdependencies between such areas as nature, society, and the economy [24]. Harmonizing the relationship between these planes requires both the development of new, more efficient, and environmentally friendly technologies, the introduction of restrictions on the exploitation of environmental resources, as well as a widespread change in the way of life and a revision of the prevailing hierarchy of values. These aspirations, among others, can be seen in changes in the culture of organizations. Where the issue of employee satisfaction is playing an increasingly important role [25]. Incidentally, this interest in social relations in the workplace contributed to the discovery of the aforementioned correlation occurring between job satisfaction and performance and organizational climate. Organizational climate is often combined with organizational culture by researchers. It is part of organizational culture, actually what employees create among themselves [26]. Organizational climate defines more the relationships and rules among employees, which are not necessarily predetermined by the organization. Organizational climate is a concept that focuses mainly on employees. It is also an issue that separates the concepts of organizational culture and organizational climate. Culture is a much deeper aspect that focuses on subconscious and abstract behaviors within a team. Climate, on the other hand, is more observable as it involves realized actions that are evident in behaviors and habits within a team of employees. Organizational climate refers to how employees perceive particular features of an organization's culture. Unlike culture, which sets behavioral boundaries, climate has a direct impact on behavior within the organization and when dealing with external contractors. The quality of the organizational climate can have a real impact on the proper functioning of a company. Mainly due to the fact that employees are less likely to be stressed, which means future job burnout. These employees are more

willing to learn new things, that is, take part in training courses or otherwise develop their skills. The organizational climate has a significant impact on the development of companies through the formation of a positive organizational culture. It is the surface of culture and reflects employees' subjective feelings about the atmosphere in the workplace [27]. Creating a positive climate promotes employee motivation and success. Managers should pay attention to the organizational climate and take measures to build a positive atmosphere in the workplace. Finally, it is worth noting that if employees perceive their organization as morally excellent, based on optimism, trust, compassion, honesty, and forgiveness, they are more likely to engage in proorganizational behaviors, such as mutual aid and support. In addition, the perception of the organization as a place with an "ethical climate" directly influences the overall willingness to work together, deeper than just performing work tasks together [28]. That's why it is so important to know about ethics, that is, the personal beliefs of individual employees as to what behavior is right and what behavior is not within generally accepted norms. This is especially true when an organization seeks to embed new patterns of behavior in the organization's culture. It should be remembered that culture is transmitted to employees in various forms, the most important of which are: material symbols and language, rituals, and anecdotes.

The original culture of an organization emerges due to the philosophy of the founder of a particular organization. It exerts a strong influence on the selection of the workforce. The activities that the organization's top managers carry out create a common climate and outline what is allowed and what is not. This culture is reflected in the formulated mission, the sense of social responsibility, and the operation of a strong organizational system. The organization's culture is reinforced by human resource management practices. It is also reinforced by the selection process, the actions of the top management, and socialization methods. The culture of an organization consists of permanent elements. Therefore, it is difficult to change. It develops over several or even a dozen years. It is deeply rooted in the values to which employees are attached [29].

Today, with changes in the socioeconomic environment occurring so rapidly and unpredictably, organizations cannot wait for these changes to remodel organizational culture on their own. With the increasing impact of globalization and the new challenges posed by the different expectations of the next generation than before, organizations must try to implement new ideas into their culture themselves. But for this, they need clear and researchable criteria and dimensions, and this is what is contained in the field of organizational climate research. This is where the need for change can be seen most quickly. Hence, the apparent emphasis in well-managed organizations on conducting organizational climate monitoring. It is through it that changes can be responded to in a timely manner. It is worth remembering that one of the biggest challenges of today's organizations is to get and keep talented employees. This is not possible without ensuring that they work in a friendly and rewarding atmosphere.
