The reality of the organizational climate in primary schools as perceived by principals and teachers
DOI:
https://doi.org/10.23813/FA/13/3/18Keywords:
the organizational climateAbstract
The prevailing atmosphere within the work has a direct impact on achieving the final goals that any organization aspires to, and many studies emphasize the importance of the organizational climate and emphasize its constant study of what is subject to changes, and all outputs are positively and negatively affected by the work environment, and this requires the consolidation of positive cooperation and social interaction as shown. The process of integration of efforts and activities in order to improve the work to be a reality for the completion of the productive work.
Where Al-Hiti confirmed in (1987) that the organizational climate directly affects the process of administrative development through its impact on administrative performance and by embodying this through defining the relations of behavior and the workplace (Al-Hiti, 1987, p. 5).
The organizational climate has attracted the attention of many researchers in the field of organizational behavior, who have revealed their efforts to develop the special intellectual basis for defining the basic organizational climate and its related variables, as well as the quality of the organizational climate in the educational process, and clarifying the possibility of relying on this concept in changing behavioral phenomena such as the degree of satisfaction. Career and performance level of managers (Al-Sherbiny, 1987, p. 21).
The organizational climate is the general impression formed by the members of the organization, which includes many variables, such as the way managers treat their subordinates, management philosophy, working conditions, and the type of goals that should be achieved, because the personality of the organization is a library that is affected by these variables related to the organizational climate that affect the administrative practices of members.
References
ﺢﻟﺎ᎘᎘᎘ﺻ يﺪ᎘᎘᎘ﮭﻣ ، ﻲﺋاﺮﻣﺎ᎘᎘᎘ﺴﻟا)٢٠٠٣ ( ﮫ᎘᎘᎘ﺘﻗﻼﻋو داﺪ᎘᎘᎘ﻐﺑ ﺔ᎘᎘᎘ﻌﻣﺎﺟ ﻲ᎘᎘᎘ﻓ ﻲ᎘᎘᎘ﻤﯿﻈﻨﺘﻟا خﺎ᎘᎘᎘ﻨﻤﻟا ﺲﯾرﺪﺘﻟا ﺔﺌﯿھ ءﺎﻀﻋﻻ ﺔﯿﺟﺎﺘﻧﻻﺎﺑ)رﻮﺘﻛد ﺔﺣوﺮطا ها ( ﺔﻌﻣﺎﺟ داﺪﻐﺑ . v ، حﺎﺘﻔﻟا ﺪﺒﻋ ، ﻲﻨﯿﺑﺮﺸﻟا١٩٨٧ ﺔ᎘ﯿﺘﯾﻮﻜﻟا ﺔﯿﻓﺮ᎘ﺼﻤﻟا ﺔ᎘ﻣﺪﺨﻟا ﺮﯾﻮﻄﺗو ﻲﻤﯿﻈﻨﺘﻟا خﺎﻨﻤﻟا ، دﺪﻌﻟا ، ةرادﻸﻟ ﺔﯿﺑﺮﻌﻟا ﺔﻠﺠﻤﻟا ،)٣١ ( ندرﻷا . v يﺮ᎘᎘ﻀﺨﻟا نﺎ᎘᎘ﻤﯾا ، ﺦﯿ᎘᎘ﺸﻟا)١٩٨٤ ( ﺔﯿﻋﻼﻄﺘ᎘᎘ﺳا ﺔ᎘᎘ﺳارد ﺔ᎘᎘ﯾﻮﺑﺮﺘﻟا ةرادﻻا ﻲ᎘᎘ﻓ تﺎ᎘᎘ﺳارد ، سدﺎﺴﻟا ﺪﻠﺠﻤﻟا ، ﺔﯾﻮﺑﺮﺘﻟا ثﻮﺤﺒﻟا ﺰﻛﺮﻣ ﺔﺣوﺪﻟا ، ﺔﻋﺎﺒﻄﻠﻟ ﺔﺜﯾﺪﺤﻟا ﺔﻛﺮﺸﻟا ﺔﻌﺒﻄﻣ . v ، ﻢﯿھاﺮ᎘᎘ﺑا ، ةذﺎﺤ᎘᎘ﺷ١٩٩٤ كﻮ᎘᎘ﻨﺒﻟا ﻲ᎘᎘ﻓ ﺔﯿﻓﺮ᎘᎘ﺼﻤﻟا ﺔ᎘᎘ﻣﺪﺨﻟا ﺮﯾﻮ᎘᎘ﻄﺗو ﻲ᎘᎘ﻤﯿﻈﻨﺘﻟا خﺎ᎘᎘ﻨﻤﻟا ، دﺪﻌﻟا ةرادﻸﻟ ﺔﯿﺑﺮﻌﻟا ﺔﻠﺠﻣ ، ﺔﯿﺘﯾﻮﻜﻟا ، ﺔﯾرﺎﺠﺘﻟا)٣ ( ﺔﻨﺴﻟ)١١ ( ةرادﻻا . v ، ﻢ᎘᎘ﺳﺎﻗ ﷲ ﺪ᎘᎘ﺒﻋ ، ﻲ᎘᎘ﻓﺮﺤﻟا١٩٩٦ ﻨﻣ ، ﺔ᎘᎘ﯾﻮﺑﺮﺘﻟا ةرادﻷا ﻢ᎘᎘ﻠﻋ ﻰ᎘᎘ﻟإ ﻞﺧﺪ᎘᎘ﻣ ، ، تارﻮ᎘᎘ﺸ ﺎﯿﺒﯿﻟ ، يزﺎﻐﻨﺑ ﺔﻌﻣﺎﺟ . v ، لاﻮ᎘᎘ﻧ ، ﺔ᎘᎘ﻧﺎﻤﺜﻋ١٩٩٦ ﺮ᎘᎘ﻈﻧ ﺔ᎘᎘ﮭﺟو ﻦ᎘᎘ﻣ ﻲ᎘᎘ﻤﯿﻈﻨﺘﻟا خﺎ᎘᎘ﻨﻤﻟا ﻢﯿ᎘᎘ﯿﻘﺗ ،ﻦﯿ᎘᎘ﺴﯾرﺪﺘﻟا ) ﺔﻟﺎ᎘᎘ﺳر ةرﻮﺸﻨﻣ ﺮﯿﻏ ﺮﯿﺘﺴﺟﺎﻣ ( نﺎﻤﻋ ، كﻮﻣﺮﯿﻟا ﺔﻌﻣﺎﺟ ، . v ، ﻢ᎘᎘᎘ﺳﺎﻗ ﺪ᎘᎘᎘ﻤﺤﻣ ، ﻲﺗﻮ᎘᎘᎘ﯾﺮﻘﻟا١٩٨٩ ﺔ᎘᎘᎘ﻌﺒﻄﻣ ، ﺔ᎘᎘᎘ﯿﻧدرﻻا ﺔ᎘᎘᎘ﻌﻣﺎﺠﻟا ، ﻲ᎘᎘᎘ﻤﯿﻈﻨﺘﻟا كﻮﻠ᎘᎘᎘ﺴﻟا ، ندرﻻا ، نﺎﻤﻋ ، ءاﺮﺘﺒﻟا . v ﻮﻜ᎘᎘ﺸﻛ ﻒ᎘᎘ﯿﻄﻟ ﻦ᎘᎘ﻌﻣ ، ل٢٠٠٦ ﮫ᎘᎘ﺘﻗﻼﻋو ﺔ᎘᎘ﯿﻤﻠﻌﻟا مﺎ᎘᎘ﺴﻗﻷا ﻲ᎘᎘ﻓ ﺪﺋﺎ᎘᎘ﺴﻟا ﻲ᎘᎘ﻤﯿﻈﻨﺘﻟا خﺎ᎘᎘ﻨﻤﻟا ، ﺔﻟﺎ᎘ﺳر ﻰﻟﺎﯾد ﺔﻌﻣﺎﺟ ﻲﻓ ﻦﯿﺴﯾرﺪﺘﻟا ىﺪﻟ ﻲﻋاﺪﺑﻷا ﻞﻤﻌﻟﺎﺑ)ةرﻮ᎘ﺸﻨﻣ ﺮ᎘ﯿﻏ هارﻮ᎘ﺘﻛد ( ﺔ᎘ﯿﻠﻛ داﺪﻐﺑ ﺔﻌﻣﺎﺟ ، ﺔﯿﺑﺮﺘﻟا . v ، دﻮﻤﺤﻣ ﺮھﺎظ ، ةدﻼﻛ١٩٩٥ ، ﺮ᎘ﺸﻨﻟا راد ، ﺔ᎘ﯾرادﻻا ةدﺎ᎘ﯿﻘﻟا ﻲ᎘ﻓ ﺔﺜﯾﺪﺤﻟا تﺎھﺎﺠﺗﻻا ، نﺎﻤﻋ . v فاﻮﻧ ، نﺎﻌﻨﻛ١٩٩٥ ندرﻻا نﺎﻤﻋ ، ﺮﺸﻨﻟا راد ﺔﺒﺘﻜﻣ ﺔﯾرادﻻا ةدﺎﯿﻘﻟا ، . v ، ﻢﯾﺮ᎘᎘᎘ﻜﻟا ﺪ᎘᎘᎘ﺒﻋ ﺪ᎘᎘᎘ﻟﺎﺧ ، ﻲ᎘᎘᎘ﺘﯿﮭﻟا١٩٨٧ تﺎ᎘᎘᎘ﺟﺮﺨﻤﻟاو ﻲ᎘᎘᎘ﻤﯿﻈﻨﺘﻟا خﺎ᎘᎘᎘ﻨﻤﻟا ﻦﯿ᎘᎘᎘ﺑ ﺔ᎘᎘᎘ﻗﻼﻌﻟا ، ﺔﻨﺴﻟا ةرادﻸﻟ ﺔﯿﺑﺮﻌﻟا ﺔﻠﺠﻤﻟا ﺔﯿﻤﯿﻈﻨﺘﻟا)١١ ( دﺪﻌﻟا)١٤ ( ندرﻻا ، . v Harold , Kont , 1980 Principles of mangment , New york M.C. Glaw Hill . v Morton , Lind , Astudy of the relation Ship between Organizational Climat and teacher perceptions of clisciplive effectiveness pissertation Abstracts intenational , vo 42, 1981 p.1272 . v Strees, Richard , organizarional efectivehess , 1977 behavior Viewanirer sity of oregan santamonice cal, Good yeer puldising col.ine
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