Today, we are discussing in briefly about common dimensions here.
Individual Autonomy: This refers to the individual’s freedom to exercise his or her responsibility. In other words, individual autonomy is the degree to which employees are free to manage themselves; to have considerable decision making power; and not to be continually accountable to higher management.
Position Structure: This refers to the extent of direct supervision, formalizations and centralization in an organization. In other words, position structure is the degree to which objectives of the job and methods for accomplishing it are established and communicated to the individual by supervisors.
Reward Orientation: This refers to the degree to which an organization rewards individuals for hard work or achievement. An organization which orients people to perform better and rewards them for doing so, will have an OC characterized by high reward orientation.
Consideration, Warmth and Support: This refers to the extent of stimulation and support received by an individual from other organization members. In other words, if there is a sense of team spirit among the members of an organization, the OC is likely to be perceived as considerate, warm and supportive.
Conflict: This refers to the extent to conflict present between individuals and the willingness to be honest and open about interpersonal differences.
Progressiveness and Development: This aspect refers to the degree to which organization conditions foster the development of the employees, allow scope for growth and application of new ideas methods.
Risk Taking: The degree to which an individual feels free to try out new ideas and otherwise take risks without fears of reprisal, ridicule or other form of punishments, indicate the risk-taking dimension of OC. This dimension is akin to “cautious” versus “venturesome” quality of an organization.
Control: This dimension refers to the degree to which control over the behavior of organizational members is formalized. In a highly bureaucratic organization, control systems are well defined. In a low- control organization, most of the controls are self-regulated, i.e., individuals monitor their own behavior. You can think of this dimension as “tightness” versus “looseness” of an organization.
