Organization Climate

Introduction
Organizational climate (sometimes known as Corporate Climate) is the process of
quantifying the culture of an organization, and it precedes the notion of organizational
culture. It is a set of properties of the work environment, perceived directly or indirectly by
the employees, that is assumed to be a major force in influencing employee behaviour.

Culture and Climate are both important aspects of the overall important environment of a
company.

A very thin line separates organization culture and climate. Organizational culture tends to be
shared by all or most members of some social group and it is something that older members
usually try to pass on to younger members, shapes behaviour and structures perceptions of
the world. Cultures are also something that is often studied, depicted and understood at a
national level, such as the French culture or the Indian culture. It also includes deeply held
values, beliefs and assumptions, symbols, heroes, and rituals. On the other hand an
Organization climate is defined as the recurring patterns of behaviour, attitudes and feelings
that characterize life in the organization. Although culture and climate are related, climate
often proves easier to assess and change. At an individual level of analysis the concept is
called individual psychological climate. These individual perceptions are often aggregated or
collected for analysis and understanding at the team or group level, or the divisional,
functional, or overall organizational level.

Bombardier
The organization climate of Bombardier is governed by four core values. They are:-

a) Integrity
b) Commitment to Excellence
c) Customer Orientation
d) Shareholder Focus

Apart from these values there are frameworks laid by Bombardier to help employees address
ethical questions and equip them with resources that will help them deliver results without
much hindrance to the organization. The framework is a 3 tier layer. One layer follows the
other on the basis of the intensity of addressing the ethical dilemma arisen. The first layer
starts with direct dialogue where we are allowed to take up the matter direct to your
supervisor or HR representative or legal service representative/Audit officer or at next level
of management. Second layer of framework starts with Bombardiers compliance officer.
This can be done by raising your concern directly by writing a mail or by reaching his/her
office or by dropping an anonymous letter by the officers name. Online representative is the
third and the last level of the framework. Here 100% anonymity is maintained and all the
grievances can be addressed, communicated and tracked the same by the employees
 anonymously with the help of online representatives. All the enquires in whichever level it
arises is addressed promptly and discretely.

Bombardier has also laid down a managers code of conduct to maintain its active work culture.
This includes standard procedure of maintaining ethics and code. Being vigilant to prevent and
detect any violations of code and lead by providing a model of high standards of ethical conduct.
Promote the high ethical code of conduct and its practice at the work place.