Organizational climate has a potentially rich, but largely unrealized role in the development of an organization as well as to raise the motivation of employees. Researchers perceive problems arising from significant culture and different climate affecting the management and motivational level among the employees. The study examines the influence of organizational culture and climate on the motivation level among 100 adult employees working in Ranbaxy with the help of various questionnaires. In particular, organizational climate factors include environment, team work, management effectiveness, involvement, reward and recognition, competency and commitment. These factors have been found to influence the motivation and viewed as a multidimensional construct. The study is based on the non-probabilistic cum convenience sampling techniques. The results indicate that all eight variables are positively related to the motivation. It also tries to explain that to improve the motivation level among employees one must try to improve the organizational culture and climate.

Till the time organizational culture is considered as varied, multilevel and ubiquitous, without any knowledge, justification, explanation, is it has been considered as vague, confused and mistrusted (Litwin and Stringer, 1968; Pettigrew, 1990; Reichers and Schneider, 1990; Chatman, 1991; Frost, 1991; Trice and Beyer, 1992; Alvesson, 1993; Hatch, 1993; and Schultz and Hatch, 1996). Organizational culture and climate have been found to affect functioning and productivity within organizations (Sheridan, 1992; Glisson and Hemmelgarn, 1998; Hemmelgarn et al., 2001; and Glisson and James, 2002). Glisson and James (2002) demonstrated that culture and climate are distinct, but interrelated and can play the role of constructs. Although definitions of culture and climate vary from organization to organization (Verbeke et al., 1998), it can be defined as the organizational norms and expectations regarding how people behave and how things are done in an organization (Glisson and James, 2002). In contrast, organizational climate reflects workers' perceptions of, and emotional responses to, the characteristics of their work environment (James et al., 1978; James and Sells, 1981; and Glisson and James, 2002). Thus, culture and climate are held to influence attitudes in the workplace.

Constructive cultures are characterized by organizational norms of achievement and motivation, individualism and self-actualization, and being humanistic and supportive. It encourages interactions with people and approaches to tasks that will enable staff to meet their higher-order satisfaction needs. Schein (1992) notes that, indeed, a strong organizational culture has generally been viewed as a Conservative force. In contrast, defensive cultures are characterized by seeking approval and consensus, being conventional and conforming, and being dependent and subservient. Defensive cultures encourage or implicitly require interaction with people in ways that will not threaten personal security (Hellriegel et al., 1974; Meglino, 1976; Woodman and King, 1978; Koys and DeCotiis, 1991; Denison, 1996; and Cooke and Szumal, 2000). The four attributes of an organization's climate are: (1) a Supportive climate, (2) a climate of risk taking, (3) a climate of cohesiveness, and (4) a climate with the motivation to achieve (Denison, 1996). The four elements described here have been thought to promote job satisfaction and increase motivation at individual and organizational levels. Motivation is something (as a need or desire) that causes a person to act (Merriam-Webster, 2004). An organization with a climate that has the motivation to achieve means that the environment of the organization is one in which there is a strong need or desire to achieve and this is demonstrated in the collective behaviors of individuals.

Organizational climate studies were prominent during the 1960s and 1970s (Denison, 1990). The human relations perspective drew its inspiration from even earlier anthropological and sociological work on culture associated with groups and societies (Mead, 1934; Weber, 1947 and 1958; Durkheim, 1964; and Geertz, 1973). It is often assumed that organizational culture is a dominant factor affecting organizational members' job attitudes and productivity and that strong organizational culture can promise high satisfaction, commitment and performance among members. Even though substantial emphasis has been placed on study of organizational culture, the conception of organizational culture is still vague and controversial (Smircich, 1983; Ashforth, 1985; and Alvesson, 1987).

Management Research Journal, Organizational Culture, Organizational Climate, Ontological Issues, Skilled People, Work Attitudes, Service Quality, Management Effectiveness, Organizational Policies, Career Commitment, Organizational Norms, Individualism, Self-Actualization.