The construct of "organizational climate" was explicated and various ways of operationalizing it were reviewed. A survey was made of the literature pertinent to the classical-human relations dimension of environmental quality. As a result, it was hypothesized that the appropriateness of the classical and human-relations master plans is moderated by at least 11 contingencies. A measure of the classical-to-human relations climate was developed and validated. Several additional hypotheses were also confirmed: (a) members generally perceive the human-relations atmosphere as more effective than the classical one, although this is much less true of supervisors than of nonsupervisors and was not true at all in some organizations; (b) supervisors tend to describe their systems' climate as more human-relations oriented than do nonsupervisors; (c) the present climate tends to be seen as more effective by supervisors than by nonsupervisors; and (d) climates whose facets are homogeneous or consistent with regard to a classical or human-relations quality are perceived as more effective than heterogeneous climates. The results were interpreted as supporting a contingency model of organizational design. Practical implications are discussed in the final section of the concluding chapter. (A comprehensive bibliography is included.) (Author/AG)