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Organization Climate for Marketing

The methodology used in this research was to account for: 1) the challenges encountered in marketing procedures and; 2) the effectiveness of the organizational climate in marketing process and thereby offer a report to the top management for appraisal. In attaining this information, questionnaires were administered to the target population containing questions that sought to establish the organizational structure and culture upheld in different organizations and how this affected the employees’ performance and quality of product needed for the product to be saleable in the market.

Basically, the questionnaires administered to the population sought to establish the channels through which information was disseminated in the organization on matters concerning what was expected in the organization. The information gathered in the questionnaire was to help in getting a relationship between the organizational climates with the product marketing in the individual organizations. Questionnaires were the most appropriate as they would save on time even though they would be limited in application depending on the literacy level of the respondents.

A cover letter was accompanied the questionnaire to stress ethical values. Target Population The targeted sample was segmented into two: the management employees and those in the various departments. Questionnaires were administered to a total

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of a hundred members of staff in five different industries not taking into account the method of marketing employed by the organization. At least, twenty staff members were chosen for each organization. 25% of the chosen members formed the management staff in each organization whereas the rest were the subordinate staff.

It was important to get information from both sides to ensure that the information obtained cut across the organization and thus avoid bias. The industries were randomly selected to get varied information on marketing procedures which depend on a variety of factors. CHAPTER 4: FINDINGS Out of the five organizations in which the study was carried out, only one organization was found to effectively apply the concept of organizational climate in its marketing procedures. One of the organizations applied both approaches of internal and external marketing.

The remaining 60% of the organizations purely depended on a market driven economy. Almost 70% of the staff in the market driven organizations were not satisfied with the conditions of work in the company whereas the rest which mostly formed the management staff had no problem with the way things were run in the organization (Appendix C, fig. 1). On the contrary, about 90% of the employees in the industries driven through organizational climate loved their work and indicated commitment to their responsibilities in the organization.

Generally, organizational climate gained an upper hand in the running of business processes (Appendix C, fig. 2). In the market driven organizations, employees felt that their needs were not addressed amicably. They expressed their concerns that the top management was more concerned with the customer at the expense of the employee. These organizations compared with the companies driven through good organizational climate were found to spend almost 50% more in their marketing procedures.

In the industries which were driven through organizational climate, the members of the organization seemed to have enough knowledge and ideas of all production processes. Comparing this situation with the products of the organization confirmed that the attitude of the employees towards their work was positive and that is why exemplary performance was registered. The quality of products produced had a very close relationship with the commitment of the employees through the support which they got from the management. Organizations registering poor performance were those where the efficacy of the employees was not felt.

CHAPTER 5: SUMMARY, CONCLUSION AND RECOMMENDATIONS The findings supported in this research highlight the importance of organizational climate as the backbone of marketing (Bushell, 2007). When an organization commits itself in promoting the welfare of the employee in the workplace, the company saves a lot of funds in marketing its product. This is because a good organizational climate increases the commitment of the employees to their work and thus creating an improvement in performance. The general quality of the product is also enhanced.

Therefore, the findings of this research supports the hypothesis of the study that good organizational climate works not only for the good of the employees but the organization at large (Reichers & Schneider, 1990). Organizational climate therefore has a direct impact on the performance of an organization. In conclusion, organizational procedures and practices guide and support a persistent and a proactive approach in work. The creation of an interactive atmosphere amongst the members of the organization is an important step towards a good organization climate which promotes the well-being of an organization.

Before an organization goes ahead to market its product externally, it must first ensure better production procedures through organizational climate. The employee should not feel a stranger in the production process. They should be actively involved in the process of production through getting the necessary information and knowledge needed to propel the organization. I therefore recommend this report to all managers of organizations and advise them to consider their employees as their first customers.

Therefore, the managers should first create a good organizational climate to support the welfare of the employee. The needs of the employees should therefore be addressed with a lot of caution. This is because it helps in improving their commitment towards the organization which ensures good quality products. There is therefore no need for organizations to begin marketing a product which has not been worked on well in the organization. A good organizational climate is therefore required to ensure effective marketing procedures.

As I finish, managers should know that internal organization is a prerequisite to efficient marketing procedures (Ashkanasy, Wilderom & Peterson, 2000). APPENDIX A: COVER LETTER Troy University April 30, 2010 Dear Chief Executive Officer, The Business Department of Troy University and I are carrying out a research on the organizational climate in modern world of business. We would need your assistance in establishing how organizational climate impacts your industry in directing the flow of goods from the organization to the customers.

Please, we kindly ask you to spare some of your time and complete the questionnaire that is attached and send it back to us. You will find in that attached form asking you to state your position in the organizations and the views you have concerning the organization you work for. Once again rest assured that all these questionnaires will be kept a secret, and that the results will be given as a report in your next general meeting. Kindest Regards, Eddie R. Andrews II MBA Student, Troy University

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