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The study addresses some of the organizational climate taking into account only two factors that make it up: Social Environment and Decision Making. The objective of this research is to identify and document the relationship of these factors on the various members of the Academic Unit of Accounting and Administration of UAZ in Mexico. It is a follow-up study to previous research that address the organizational behavior, but taking into account other factors that constitute it. The realization of this study is important because it is known that the organizational behavior provides information to administrators about the conditions in which they can change the strategy of group working, so they can guide the actions leading to direct the course of the members towards the goals of the organization; allows continuous improvement of relations in an organization. The organizational behavior has been studied since the late sixties of last century, but now we integrate various factors that identify areas of opportunity for companies and institutions to achieve the full potential of which they are capable of doing collective work. It is a study based mainly on qualitative analysis to perform descriptive statistics, correlation analysis and finalizing with factorial analysis. With the results we conclude identifying the best conditions of the factors in the measurement of organizational behavior, work with appropriate recommendations for each factor is concluded.
JEL M140 KEYWORDS: Organizational Behavior, University, Social Environment, Decisions
INTRODUCTIONIn the Academic Unit of Accounting and Administration at the Autonomous University of Zacatecas (UACA) it has been studying the organizational environment through various factors that allow approaching the perception of organizational members about this situation. It has redefined the study of organizational climate considering new authors that speak of these issues, including the author of this work has added some conditions that expand the perception of this organizational condition. This work aims to seek some conditions of the social environment and decisions that arise in the organization so that if it is desired they can improve those aspects which are believed to be appropriate to modify in any organization and particularly by the authorities of this study object.
When the organization is studied normally supposed to generate social relationships among people occur automatically in conditions that are as favorable as possible, however, the reality is that these conditions vary from person to person and sometimes are not desirable, so social contacts may be regulated by the administration, generating impact on our subject. People living in the organization perceive the direction of this taking into account the decisions taken daily from strategic positions to the actions taken by members of the organization of the lowest positions. When appropriate decisions are taken in the right direction the members may perceive that everything is fine, but when decisions are perceived to be not the best, or that are affecting the direction of the organization, members could create a climate not suitable.
GCBF ♦ Vol. 11 ♦ No. 1 ♦ 2016 ♦ ISSN 1941-9589 ONLINE & ISSN 2168-0612 USB Flash Drive 404 Global Conference on Business and Finance Proceedings ♦ Volume 11 ♦ Number 1 Considering these situations we ask the following research question: How perceive the members of the UACA the social environment and decision making as part of the organizational climate?This question generated the following objective: To determine the perception of members of the UACA about the social environment and decision making as part of the organizational climate. This objective can try the following hypothesis: The perception of members of the UACA about the social environment and decision making as part of the organizational climate is most favorable.
Although most of the research and public pressure concerning sustainability has been focused on the effects of business and organizational activity on the physical environment, companies and their management practices profoundly affect the human and social environment as well. Pfeffer considers some possible explanations for why social sustainability has received relatively short shrift in management writing, and outlines a research agenda for investigating the links between social sustainability and organizational effectiveness as well as the role of ideology in understanding the relative neglect of the human factor in sustainability research (Pfeffer 2010).
Becker in 2007 studies about the information age in which employees are knowledge workers, and the amount of information expands exponentially, managing knowledge in all its forms has become a major organizational challenge. Studied data, information, and knowledge, Data was defined as a set of discrete, objective facts about events. Information transforms data by adding meaning or value to give it relevant purpose. And information as data that has been sorted, analyzed, and displayed, and is communicated through spoken language, graphic displays, or numeric tables. Knowledge draws on both data and information as a fluid mix of framed experience, values, contextual information, and expert insight that provides a framework for evaluating and incorporating new experiences and information (Becker 2007).
Davis says that physical settings in offices have largely been ignored by managers and scholars, they can influence behavior in numerous ways. On his paper pulls together relevant research and examined it in terms of the physical structure, physical stimuli, and symbolic artifacts that comprise office settings (Davis 1984). There are ethnographic studies about the findings of research that examined the impact of workplace design features on newly acquired communication skills back on the job. The qualitative nature of this study, however, limited quantitative measurement of the design features and learned skills. He studied supervisor perceptions about the relative importance of organizational factors affecting transfer, measured relationships between learned skills and workplace design features, and prioritized the importance of the design features to support learned communication skills. Participants in this case study held nonacademic supervisory positions at a major land-grant university. The supervisors had attended a communication skills training workshop and had been applying their learned skills for about 6 months. The findings indicate that workplace design appears to play a vital role in facilitating as well as impeding communication skills transfer in face-to-face interaction with employees (Kupritz 2011).
There were differences in reported health behaviors and socio/organizational environment by gender, race, age, income, and worksite size. For example, agreement with the statement the company values was highest among Whites, older employees, and higher income workers. As worksite size increased, the frequency of reporting seeing coworkers doing several types of healthy behaviors (eat fruits and vegetables, doing PA, and doing PA on breaks at work) increased. In adjusted analyses, employees agreeing the company values my health were more likely to engage in higher PA levels and less likely to be obese. Seeing co-workers eating fruits and vegetables was associated with increased reporting of eating at least one vegetable per day and seeing co-workers being active was associated with higher PA levels. This research suggests that social/organizational characteristics of the workplace environment, particularly feeling the company values the workers’ health and to seeing co-workers engaging in healthy behaviors, may be related to nutrition and PA behaviors and obesity (Tabak et al 2015).
GCBF ♦ Vol. 11 ♦ No. 1 ♦ 2016 ♦ ISSN 1941-9589 ONLINE & ISSN 2168-0612 USB Flash Drive 405 Global Conference on Business and Finance Proceedings ♦ Volume 11 ♦ Number 1 By studying what the research says about decisions we find theorists who addressed the issue from different angles. Uncertainty has been thought to challenge the cognitive capabilities of managers and thereby undermine their decision-making abilities, however, managers who experience uncertainty in that they are unsure of the adequacy of their own position may open-mindedly consult with their colleagues in the organization before they make the decision. A sample of 122 Chinese mainland managers described and rated a critical incident when they tried to make a decision. To the extent that managers initially felt uncertain about the solution they engaged in constructive controversy, i.e. the open-minded discussion for mutual benefit, which, in turn, led to effective decision-making. Cooperative goals further moderated the association of uncertainty with cooperative goals such that the positive association was stronger with less cooperative goals. These results underline the positive role of uncertainty in solving difficult problems, especially under competitive goals (Tjosvold, 2013).
Non-profit organizations and leaders may benefit from the utilization of behaviors attributed to emotional intelligence. The consideration of emotional intelligence skills becomes a strategy for the development of the non-profit organizational leader’s ability to assess the impact and consequences of decisions, while simultaneously improving the quality and effectiveness of the decision-making process. Four essential elements of emotional intelligence and their associated 20 behavioral competencies were utilized to develop a methodology for the practical application of emotional intelligence skills to leadership decision-making within the non-profit organization (Hess and Bacigalupo 2013).
Studies of organizational communication around decision-making and decision communication have largely concerned how decisions should be made and promoted. Less efforts have focused on how decisions should be communicated inside organizations and how they influence organizational effectiveness and performance. The study made by Mykkänen and Tampere examined decision communication in an engineer-based organization 2008–2009, demonstrate that effective decision communication can be considered as the backbone of organizational communication, which can benefit the whole organization from the top management to lower levels. Organizations need to make decision-making processes visible.
From the organizational communication perspective this means holding decisions’ meetings, certain rites and documents. Organizations as systems need a rational type of order to follow the decision-making process. The public relations or communication management workers’ (specifically internal relations management) role in organizations has traditionally been to communicate the goals and objectives of current decisions at hand (Mykkänen and Tampere, 2014).
Marques Miragaia and her team studied aims to identify and prioritize the stakeholders involved in making decisions in a sports organization. An analysis was used to assess the influence of the attributes of power, legitimacy and urgency on the salience of the various stakeholders. They showed a convergence of external and internal decision makers’ perceptions, concerning the three main stakeholder groups: top management, sponsors and member association. A generalized differentiation was also found in stakeholder classification, regarding evaluation of attributes, between external and internal decision makers. In addition, it’s shown that the success of organizations’ management will depend on correct identification of stakeholders and consequent assessment of their relevance, in order to highlight who should get priority, and how, in strategic decision making (Marques Miragaia et al 2014).
Decision-making about innovative change in high-risk networks is exceptionally difficult because system failure may result in catastrophe. Bierly and his colleages adopt a historical method to compare the US and Soviet choices in their nuclear attack submarine programs between 1970 and 1996 and to surface their complex political, technological, and operational relations. One program achieved high reliability in the face of innovation while the other did not. Actor network theory (ANT) helps illuminate the interactions and resulting innovation paths and dependencies. They study how open communication and power dispersion across high-risk networks influence system reliability, individuals spanning multiple groups GCBF ♦ Vol. 11 ♦ No. 1 ♦ 2016 ♦ ISSN 1941-9589 ONLINE & ISSN 2168-0612 USB Flash Drive 406 Global Conference on Business and Finance Proceedings ♦ Volume 11 ♦ Number 1 within the network generate dominant coalitions, and strong safety advocates impact the network (Bierly et al, 2014).
DATA AND METHODOLOGYThe research presented is exploratory. To take this research line education management and quantitative analysis is applied. It was designed and implemented a tool to obtain data that would meet the proposed objectives. We sought to determine a representative sample of all the members of the UACA to check this hypothesis to do extensive research and the results to the entire population involved. A correlation analysis of the variables that make up the organizational climate called "factors" with three more representative of the general data tag is used. Spearman correlation analysis was used because we have no parametric data;
not all coefficients were written to obviate analyzes. The three main correlations of each variable are presented and indicate if there are any that are mostly related to the others. It indicates how a variable is correlated with the others. A high correlation will be used if they are significant at five percent and a very high correlation if there is a significant at one percent. The formula used to calculate the sample is suggested by Berenson & Levine. For the type of study conducted, based on the value that others have done in similar work studies the level of confidence we assume 95 percent and the error is willing to commit 5 percent.
With this information the formula used is: