Project Folahan (Recovered)

TABLE OF CONTENTS

DEDICATION

CERTIFICATION

ACKNOWLEDGEMENT

ABSTRACT

TABLE OF CONTENT

CHAPTER ONE: INTRODUCTION

1.0. BACKGROUND OF THE STUDY 1.1. PROBLEM STATEMENT1.2. PURPOSE OF THE STUDY 1.3. RESEARCH QUESTION1.4. RESEARCH HYPOTHESIS1.5. SIGNIFICANT OF THE STUDY 1.6. DEFINATION OF TERM 1.7. HISTORICAL BACKGROUND OF THE CASE STUDY

CHAPTER TWO: LITERATURE REVIEW2.1. CONCEPTUAL ISSUES & FRAMEWORK 2.2. LAYERS OF ORGANISATIONAL CULTURE2.3. TYPES OF ORGANIZATIONAL CULTURE 2.4. WHERE ORGANIZATIONAL CULTURE ORIGINATES FROM /EVOLUTION

OF ORGANIZATIONAL CULTURE 2.5. HOW CULTURE ARE EMBEDDED IN ORGANIZATION2.6. DECIPHERING ORGANIZATIONAL CULTURE THROUGH ARTEFACTS 2.7. LITERATURE REVIEW BY DIFFERENCT WRITERS.2.8. CONSTRUCTIVE CULTURE2.9. CONCEPT OF PERFORMANCE 2.10. CULTURE THEORY 2.11. STRONG/ WEAK CULTURE 2.12. HEALTH ORGANIZATIONAL STRUCURE 2.13. ORGANIZATION 2.14. PURPOSE OF AN ORGANIZATION

2.15. CONCEPT OF CULTURE2.16. CULTURAL FORMS2.17. CULTURAL AS A SYMBOL 2.18. THE RROMPENAARS AND HAMPDEN TURNER FRAMEWORK 2.19. IMPACT OF ORGANISATINAL CULTURE ON ORGANIZATION

PERFORMANCE 2.20. KEY ELEMENT OF ORGANIZATIONAL CULTURE2.21. MAIN CHARACTERISTICS THAT ORGANIZATION CULTURE DEFINES 2.22. DIMENSIONS OF ORGANIZATIONAL CULTURE2.23. RELATIONSHIP BETWEEN ORGANIZATIONAL CULTURE &

LEADERSHIP BEHAVIOUR

CHAPTER THREE3.1 RESEARCH DESIGN3.2 POPULATION OF THE STUDY

3.3 SAMPLE SELECTION/SIZE

3.4 SAMPLING TECHNIQUES

3.5 INSTRUMENTATION

3.6 VALIDITY AND RELIABILITY OF RESEARCH INSTRUMENT

3.7 ADMINISTRATION OF INSTRUMENT

3.8 PROCEDURE FOR DATA ANALYSIS3.9 Decision rule

CHAPTER FOUR 4.1. INTRODUCTION4.2. ADMINISTRATION OF QUESTIONNAIRES4.3. ANALYSIS OF RESPONDENTS BIO-DATA4.4 ANALYSIS OF RESPONDENTS RESPONSES4.5 TEST OF HYPOTHESIS

CHAPTER FIVE SUMMARY, CONCLUSION AND RECOMMENDATION

5.1. SUMMARY 5.2. CONCLUSION 5.3. RECOMMENDATION

DEDICATION

This project is dedicated to the glory of Almighty God, who is in comparable and my entire family.

CERTIFICATION

I hereby certify that this research work was conducted by MUSTAPHA ASISAT FOLAHAN under my supervision and duly approved by the Department of Business Administration of Grace Polytechnic, Surulere Lagos.

______________ _______________MR. YOUSOUPH-ADEYI SIGNATURE / DATESUPERVISOR

______________ _______________MR. ADEWUNMI O.M SIGNATURE / DATEHEAD OF DEPARTMENT

ACKNOWLEDGEMENT

Not unto us, O Lord, not unto us, but unto thy name we give glory, for thy mercy and for thy truth’s sake………………But we will bless the Lord from this time forth and for evermore (Psalm 115 vs 1-8) words are too weak to express my profound gratitude to God.

I am very grateful to the Department of Business Administration for imbibing me with knowledge and making the act of managing rule. My supervisor Mr. Adeyi will not be left out for taking time of his tight schedule to dissect all the paper work before his approval, million of kudos to you.

I remain grateful to my parent Mr. and Mrs. Mustapha who exercised patience and understanding during the completion of my education. My appreciation also goes to my friends, sisters and Olushola for enduring with me in times of trials. I pray God in his tender mercy guide and protect everyone of you.

I am grateful to all my colleagues in Business Administration that imbibe me with courage – Omowunmi, Segun, Happiness and all others you are too much. Mr. Adewunmi I cant forget you for your support from side to side when in school.

Thank you all God bless.

ABSTRACT

The concept of culture promised to make organization studies more historical and to provide theoretical relevance for business history. This promise has not been fulfilled. The conventions at various levels of organizational culture studies prevent them from becoming more historical, and the conventions of business history make it difficult to engage with the concept of culture. Corporate culturist imposes a narrative structure that privileges the roles of founders in history. Similarly, corporate sponsorship reinforces the tendency for business historians to endorse the unity and continuity of corporate cultures. The influence of economics in business history reduces culture to a residual variables and subordinates narrative to economic models. Organizational symbolists are suspicious of narrative, which they associate with founder – centered corporate culturist.

CHAPTER ONE

1.1 BACKGROUND OF THE STUDYIt is widely recognized that different organizations have distinctive cultures. A commonly used definition of organizational culture is the way we see and do things around here. Though tradition, history and structure, organization build up their own culture. Culture therefore gives an organization a sense of identity – “who we are”, “what we stand for”, “what we do”. It determines through the organization, legend, rituals, beliefs, meaning, values, norms, systems, symbols, language and habits the way in which things are done around here.

Overtime, the organization will develop “norms” i.e. established expected behavior patterns within the organization. A norm is an established behavior pattern that is part of a culture. The culture of an organization determines how well your business will do.

Culture involves a learned set of behaviors that is common knowledge to all the participants. Culture also talks about individuals in a group sharing patterns of behavior.

Based on research it is generally accepted that culture defines the core values, assumptions, interpretation and approaches that characterize an organization. Organizational culture affects the way people and groups interact with each other with clients and with stakeholders.

Ravasi and Schultz (2006) – states that organizational culture is a set of shared mental assumptions that guide interpretation and actions in organization by defining appropriate behavior for various situations. Organization culture refers to culture in an type of organization be it

school, university, non-profit groups, government agencies or business entities.

Organizational culture is shaped by multiple factors including the following: External environment Industry Size and nature of the organization’s work force Technologies the organization uses The organization’s history and ownership

The biggest challenge for any organization may be to change its culture, as the employees are already accustomed to a certain way of doing things. The focus of corporate culture is on maintaining strong relationship with external parties. In this instance, the strategy is to attain competitive advantage over the competition.

In business, terms such as corporate culture and company culture are sometimes used to refer to a similar concept. Although the idea that the term became known in business in the late 80s and early 90s in widespread, infact corporate culture was already used by managers and addressed in sociology, cultural studies and organizational theory in the beginning of the 80s.

The ideas about the cultural and overall environment are characteristics of organization. Infact, it was first and similarly approached with the notion of organizational climate in the 60s and 70s and the terms now are somewhat overlapping.

All organization either large or small have cultural composed of shared values, beliefs and societal norms. Shared values refer to importance the organization attaches to product quality, customer service and treatment of employees. Beliefs are the ideas that the people in the organization hold about themselves and the firm. Lastly, norms are also the unwritten rules that guide interactions and behavious. Oftentimes, cultures can be critical factor in competitive success. Culture facilitates motivation, commitment and the development of people. A positive, cohesive corporate culture can create an environment that employees are reluctant to leave, an experience for customers that is unique in the industry and has contributed to profitability.

1.2 PROBLEM STATEMENTCorporate organizations are often out to attract attention in such a way as it align with stated objectives. However, potential customers are often not satisfied. The reason adhered to this is inability to distinguish various original products. This lack distinction often made the customers to conclude that all product/organization are the same. Lack of clear identity erodes the confidence of the populace in corporate organization to this end, a distinct culture that spelt out norms, value and fundamental rules and regulation as regard carrying out organizational activities is essential in order to serve a niche/image for potential trial blaisser. Therefore, the research is centered on identifying impact of organizational culture on the image of the organization and how it can enhance organization performance, growth and survival.

1.3 OBJECTIVES/ PURPOSE OF STUDY It is known that no research is ever carried out for its own sake but for what it is ascertained and aimed at. This study shall be very useful to

company of study and other related companies producing similar or related product. The objectives include:

To assess the effect of corporate culture on customer’s perception of organizational activities.

To determine if Corporate cultures are critical factor in competitive success or not

To assess the impact corporate culture on individual and group interaction.

To determine if culture is capable of promoting healthy competition at workplace.

To determine if corporate culture enhance employee’s motivation and commitment.

To determine whether Organizational cultural values are incongruous with changing environment

To determine the effects of corporate culture in enhancing organizational growth and survival.

To determine whether corporate culture improves internal working system of an organization

1.4 RESEARCH QUESTIONS Can organizational culture enhance organizational growth and

survival? To what extent does Organizational culture affect individual and

group interaction and behaviour? Does corporate culture affect customer’s perception of

organizational activities?

Can corporate culture improve internal working system of an organization?

Can corporate culture enhance employee’s motivation and commitment?

Does Organizational cultural values incongruous with changing environment?

Can a positive cohesive corporate culture create an environment that employees are reluctant to leave?

Can corporate culture influence customer’s brand switching the quality of product delivery?

1.5 RESEARCH HYPOTHESISHypothesis is defined as conjectural statement that shows the relationship between two or more variables that is, dependent and independent variables.The dependent variable is corporate culture while the independent variable is organizational performance.

HYPOTHESIS 1Ho: corporate culture and organizational growth and survival are not relatedHi: corporate culture and organizational growth and survival are related

HYPOTHESIS 11Ho: corporate culture does not improve the internal working system of an organization.

Hi: corporate culture improves the internal working system of an organization

1.6 SCOPE AND DELIMITATION OF STUDYThe study shall be very useful to the company used as case study and other organization’s producing similar or related products.The study has the potential of helping the management on how to create environment suitable for employees willing to accept the organizational culture, norms, principles, fundamental, rules and regulation.Therefore, the study shall focus on the influence of corporate policy, value and practice on the survival of an organization.

1.7. LIMITATION OF THE STUDYThe scope of the study is definitely wide and the study shall descriptively cover the

entire areas of corporate cultures.

However, the study is limited to the following factors:

* Financial Impediment: The study of the nature requires huge amount of

money which might be expensive to independent researcher.

* Time Constraint: The time allocated for the study is definitely short and this

will affect the project completion time since the study is been conducted

within proximate environment.

* Total Coverage: The coverage of this project will affect the generalization of

the study since the study is limited to the company used as case study.

1.8 DEFINITION OF TERMS

CULTURE: is the characteristic of a particular group of people, defined by everything from Language, Religion, Cuisine, Social Habits, Music and Art.

PERFORMANCE: The accomplishment of a given task measured against preset known standards of accuracy, completeness, cost and speed.

BEHAVIOUR: A response of an individual or group to an action, environment, person or stimulus.

ORGANIZATION: A social unit of people that is structured and managed to meet a need or to pursue collective goals.

SERVICE: A valuable action, deed or effort performed to satisfy a need or to fulfill a demand.

REFERENCE

Asika N (1991) Research Methodology in Behavioral science, Longman publisher

Fagbohunghe B O (1996) Research Method in Nigeria, Lagos Adeola printing press

CHAPTER TWO

LITERATURE REVIEW

2.1 CONCEPTUAL ISSUES AND FRAMEWORK

Organizational culture is the set of shared, taken for granted implicit as assumptions that a group holds and that determines how it perceives, thinks about and reacts to its various environments. This definition highlights three important characteristics of organizational culture. First, organizational culture is passed on to new employee through the process of socialization. Secondly, organizational culture influences our behavior at work. Finally, organization culture operates at different levels.

A CONCEPTUAL FRAMEWORK FOR UNDERSTANDING ORGANIZATIONAL CULTURE

Organizational Structures and Processes Reward Systems Organizational Designs

Organizational culture

Observable Artifacts Espoused Values Basic Assumptions

Antecedents Founder’s Values Industry & business

environment National Culture Senior Leaders Vision

And BehavioursGroup and Social Processes Socialization Mentoring Decision Making Communication Influence and

Empowerment Leadership

Collective attitudes and behaviours Work attitude Job satisfaction Motivation

Organizational outcome Effectiveness Stress

The diagram show the conceptual framework for reviewing the widespread impact organizational culture has on organizational behavior. It also shows linkage between the culture, socialization and mentoring and other key topics. Organizational cultures influences the type of organizational structure adopted by a company and a host of practices, policies, characteristics that affects a variety of group and social processes.

2.2 LAYERS OF ORGANIZATIONAL CULTURES To gain a better understanding of how organizational culture is formed and used by employees, it is important we discuss the layers of organizational culture. The three fundamental layers of organizational cultures includes:

Observable Artifacts Espoused Values Basic Assumptions

OBSERVABLE ARTIFACTS: At the more visible level culture represents observable artifacts. Artifacts consist of the physical manifestation of an organization’s culture. Organizational examples includes acronyms, manner of dress, awards, myths and stories told about the organization,

published list of values, observable rituals and ceremonies, special parking spaces, decorations and so on. This level also includes visible behaviours exhibited by people and group. Artifacts are easier to change than the less visible aspects of organizational culture.

ESPOUSED VALUES: Values possess five components 1. Concepts or beliefs2. Pertain to desirable end states or behaviours3. Transcend situations4. Guide selection or evaluation of behavior and events5. Ordered by relative importance

It is important to distinguish between values that are espoused versus those that are enacted.a. Espoused Values: It represents the explicitly stated values and norms that are preferred by an organization.b. Enacted Values: Represents values and norms that actually are exhibited or converted into employees behaviours.

3. BASIC ASSUMPTIONS: Basic underlying assumptions are unobservable and represents the core of organizational culture. They constitute organizational values that have become so taken for granted overtime that they become assumptions that guide organizational behaviours

2.3 TYPES OF ORGANIZATIONAL CULTURES Constructive Culture Passive – Defensive Culture Aggressive – Defensive Culture

CONSTRUCTIVE CULTURE: Is one in which employees are encouraged to interact with others and to work on tasks and projects in ways that will assist them in satisfying their needs to grow and develop. This type of culture endorses normative beliefs associated with achievement, self-actualizing, humanistic-encouraging and afflictive.

2. PASSIVE – DEFENSIVE CULTURE: Is characterize by an overriding beliefs that beliefs that employees must interact with others in ways that do not threaten their own job security.

2.4 HOW CULTURES ARE EMBEDDED IN ORGANIZATION Organizational members teach each other about the organization’s preferred values, expectations and behaviours. This is accomplished by using the following:

Formal statements of organizational philosophy, mission, vision, values and materials used for recruiting, selection and socialization.

The design of physical space, work environments and environments and buildings.

Slogans, language, acronyms and sayings for example Bank one promotes its desire to provide excellent client service through the slogan “Whatever it takes” employees are encouraged to do whatever it takes to exceed customers expectation.

Deliberate role modeling, training programs, teaching and coaching by managers and supervisors

Explicit rewards, status symbols and promotion criteria. Stories, Legends or myths about key promotion and events.

2.5 WHERE ORGANIZATION CULTURE COMES FROM/ORIGINATE

The taproot of organization culture is the organization’s beliefs and philosophy about how its affairs ought to be constructed. The reason why it does things the way it does. A company culture is manifested in the values and business principles that management preaches and practices, in its ethical standards and official policies, in its stakeholders relationship (especially in dealing with employees, unions, stockholders, vendors and communities in which it operates), in the tradition and organization maintains, in its supervisory practices, in employees attitudes and behaviours, in the peer pressure that exists in the organization politics and the “vibrations” that permeate the work environment. All these sociological forces, some of which operate quite subtly, combine to define an “ Organization’s culture”.

Beliefs and practices that become embedded in a company’s culture can originate anywhere: from one influential individual, work group, department or division, from the bottom of the organizational hierarchy or the top. A set of principle which the organization should rigidly adhere to , company policies, a vision, a business strategy, or a combination of these. A company’s culture is a product of internal social forces. It represents an interdependent set of values and behavioural norms that prevails across the organization.

However, even stable cultures aren’t static. Crises and new challenges evolve into new ways doing things. Arrival of new leaders and turnover of key members often spawn new or different values and practice that alter the culture. Diversification into new businesses, expansion into different geographical areas, and rapid growth that adds new employees can all cause culture to evolve.

2.6 DECIPHERING ORGANIZATIONAL CULTURE THROUGH ARTIFACTSWe decipher organizational culture indirectly through artifacts. Artifacts are the observable symbols and signs of an organization’s culture, such as the way visitors are greeted, the organization’s physical layout and how employees are rewarded. Some experts suggest that these artifacts are the essence of organizational culture, whereas others view artifacts as symbols or indicators of culture.

Artifacts are important because they reinforce and potentially support changes to an organization culture. The organizational artifacts include:

Organizational stories and legends Rituals and ceremonies Organizational language Physical structure and symbol.

ORGANIZAIONAL STORIES AND LEGENDS: Stories permeate using strong organizational cultures. Some tales

recount heroic deeds by employees, other ridicule past events that deviated from the

firm’s core values. These stories and legend serve as powerful social prescription of

the way things should not be done. These stories also creates emotions in

listeners, which tends to improve their memory of the lesson within the stories.

RITUALS AND CEREMONIES: Rituals: are the programmed routines of daily organizational life that

dramatize on

organization’s culture. They include how visitors are greeted, how often senior

executives visit subordinates, how people communicate with each other, how much

time employees take for lunch and so on.

Ceremonies: Are planned activities conducted specifically for the benefits of an

audience. This includes publicly rewarding employees or celebrating the launch of

an a new product.

ORGANIZATIONAL LANGUAGE: The language of the workplace speaks volumes about the company’s

culture. How employees address co-workers, describe customers, express anger and

greet stakeholders are all verbal symbols of cultural values.

PHYSICAL STRUCTURES AND SYMBOLS: The size, shape, location and age of buildings might suggest a company’s

emphasis on teamwork, environmental friendliness, flexibility or any other set of

values. Even if the building doesn’t make much of a statement there is a

treasure trove of physical artifacts inside. Desks, chairs, office space, and wall hanging are

just a few items that might convey cultural meaning.

2.7 STRATEGIES TO MERGE DIFFERENT ORGANIZATIONAL CULTURES

Two companies may form a workable union if they apply the appropriate merger strategy. The four main strategies for merging different corporate culture are:

Assimilation Deculturation Integration Separation

ASSIMILATION: It occurs when employees at the acquired company willingly embrace the cultural value of the acquiring organization. This strategy work’s best when the acquired company has a weak, dysfunctional culture, whereas the acquiring company’s culture is strong and aligned with the external environment.

DECULTURATION: Employees usually resist organizational change, particularly when they are asked to throw away personal and cultural values. Under these conditions some acquiring companies apply a deculturation strategy by imposing their culture and business practices on the acquired organization.

INTEGRATION: Combining the culture into a new composite culture that preserves the best features of the previous one. Integration is slow and potentially risky because many forces preserve the existing culture. Integration also works best when people realize that their existing cultures are in effective and are therefore motivated to adopt a new set of dominant values.SEPERATION: A separation strategy occurs if the merging companies agree to remain distinct entities with minimal exchange of culture or organizational practice. This strategy is most appropriate when the two

merging companies are in unrelated industries or operates in different countries.

2.8 ELEMENTS OF ORGANIZATIONAL CULTURE People and empowerment focused Value creation through innovation and change Attention to the basics Hands-on management Doing the right thing Freedom to grow and to fail Commitment and personal responsibility Emphasis on the future

2.9 ORGANIZATIONAL CULTURE ASSESSMENT INSTRUMENT BY KIM CAMERON AND ROBERT QUINN (1999)They made a research on organizational performance, effectiveness and success. Based on the competing value framework, they developed the organizational culture assessment instrument that distinguishes four culture type. Competing values prochoice polarities like flexibility vs. stability and internal vs. external focus. These two polarities were found to be most important in defining organizational success. The polarities construct a quadrant with four types of culture:

Clan culture (Internal focus and flexible) – A friendly workplace where leaders act like father figure

Adhocracy culture (External focus and flexible) – A dynamic work place with leaders that stimulate innovation.

Market culture (External focus and controlled) – A competitive workplace with leaders like hard drivers

Hierarchy culture (Internal focus and controlled) – A structured and formalized workplace where leaders act like coordinators.

2.10 COMMON MODELS OF CORPORATE CULTURETwo common models and their associated measurement tools have been developed by O’ Reilly et al and Denison.O’ Reilly, Chatman & Caldwell (1991) developed a model based on the belief that cultures can be distinguished by values that are reinforced within organizations. Their organizational profile model (OCP) is a self reporting tool which makes distinctions according seven categories: - Innovation, Stability, Respect for people, Outcome orientation, Attention to Detail, Team orientation, and Aggressiveness. The model is also suited to measure how organizational culture effects organizational performance, as it measures most efficient persons suited in an organization and as such organizations can be termed as good organization culture. Employee value are measured against organizational values to predict employee intention to stay, and predict turnover.

DENISON, HAALAND AND GOELZER (2004)They found that culture contributes to the success of the organization, but not all dimensions contribute the same. It was found that the impacts of these dimensions differ by global regions, which suggest that organizational culture is impacted by National Culture. Additionally, Clarke (2006) found that a safety climate is related to all organization’s safety record.

Organizational culture is reflected in the way people perform tasks, set objectives and administer the necessary resources to achieve objectives. Culture affects the way individuals make decisions, feel and act in response to the opportunities and threats affecting the organization.

Although little empirical research exists to support the link between organizational culture and organizational performance, there is little doubt among experts that this relationship exists. Organizational culture can be a factor in the survival of failure of an organization. Although this is difficult to prove considering the necessary longitudinal analysis are hardly feasible.

STANLEY G. HARRIS (1994)Argues that five categories of in-organization schemata are necessary for organizational culture:-

1. Self Organization Schemata – A person’s concept of oneself within the context of the organization including her/his personality, roles and behavior.

2. Person-in-organization Schemata – A person’s memories, impressions and expectations of other individuals within the organization.

3. Organization Schemata – A subset of person schemata, a person’s generalized perspective on others as a whole in the organization.

4. Object/Concept – In Organization Schemata – Knowledge an individual has of organizations aspects other than of other persons.

5. Event-in-organization – Person’s knowledge of social events within an organization.

According to KOTTER AND HESKETT (1992)Organizations with adaptive culture perform much better than organizations with unadaptive cultures. An adaptive culture translates into organizational success; it is characterized by managers paying close attention to all of their constituencies, especially customers, initiating change when needed and taking risks. An unadaptive culture can significantly reduce a firm’s effectiveness, disabling the firm from pursuing all its competitive/operational options.

EDGAR SCHEIN (1992)Culture is the most difficult organizational attribute to change, outlasting organizational products, services, founders and leadership and all other physical attributes of the organization. His organizational model illuminates culture from the standpoint of the observer, described by three cognitive levels of organizational culture.

At the first and most cursory level of schein’s model is organizational attributes that can be seen felt and heard by the uninitiated observer collectively known as artifacts. Included are the facilities, offices, furnishings, visible awards and recognition, the way that its members dress, how each person visibly interacts with each other and with organizational outsiders and even company slogans, mission statement and other operational creeds.

According to Schein, organizational culture is shaped by multiple factors including the following:-1. External environment 2. Industry

3. Size and nature of the organization’s workforce 4. Technologies the organization uses5. The organization’s history and ownership

2.11 CONSTRUCTIVE CULTURES Constructive cultures are where people are encouraged to be in communication with their co-workers, as work as teams, rather than only as individuals. In position where people do a complex job, rather than something simple like a mechanic one, this sort of culture is an efficient one.

1. Achievement – Completing a task successfully, typically by effort, courage, or skill based on the need to attain high – quality results on challenging projects.

2. Self – actualizing – Realization or fulfillment of one’s talent and potentialities.

3. Humanistic Encouraging – Help others to grow and develop – Reflects an interest in the growth and development of people, a high positive regard for them and sensitivity to their needs.

Organizations with constructive cultures encourage members to work to their full potential, resulting in high levels of motivation, satisfaction, teamwork, service quality and sales growth.

Constructive norms are evident in environments where quality is valued over quantity, creativity is valued over conformity, cooperation is believed to lead to better results than competition, and effectiveness is judged at the system level rather than the component level.

2.12 CONCEPT OF PERFORMANCEPerformance management system as a communications system designed to help employees succeed. It is directed by managers and supervisors but require active participation by employees. The performance management system ensures that employees:-

Are aware of their principal job functions, Understand the level of performance expected, Receive timely feedback about their performance, Have opportunity for education, training and development, and Receive performance ratings and rewards in a fair and consistent

manger.

Performance appraisal information is one consideration in making other personnel decisions such as promotions, performance – based disciplinary actions, proposed personnel actions must be consistent with overall evaluations. Although there is a relationship between performance appraisals and determining employee eligibility for performance – based salary increases and bonuses, the system’s primary focus is on managing employee performance towards the successful achievement of expectations set forth in the employee’s work plan coverage.

The performance management system applies to all permanent employees who are regularly scheduled to work 20 hours or more each work week. Performance meets the defined job expectations and in many instances, exceeds job expectation. The employee generally is doing a very good job. Performance that exceeds expectation is due to the effort

and skill of the employee. Lapses in performance are due to the employee’s lack of effort or skills.

2.12 CULTURE THEORY Culture theory is the branch of comparative anthropology and semiotics that seeks to define the heuristic concept of culture and operational and/or scientific terms.

In the 19th century, “culture was used by some to refer to a wide array of human activities, and by others as a synonym for civilization”. In the 20 th

century, anthropologists began theorizing about culture as an object of scientific analysis. Some used it to distinguish human adaptive strategy from the largely instinctive adaptive strategies of animals, including the adaptive strategies of other primates and non-human hominids, whereas others used it to refer to symbolic representations and expressions of human experience, with no direct adaptive value. Both groups understood culture as being definitive of human nature.

According to many theories that have gained wide acceptance among anthropologists, culture exhibits the way that human interpret their biology and their environment. According to this point of view, culture becomes such an integral part of human existence that it is the human environment, and most cultural change can be attributed to human adaptation to historical events. Moreover, given that culture is seen as the primary adaptive mechanism of humans and takes place much faster than human biological evolution, most cultural change can be viewed as culture adapting to itself.

STRONG / WEAK CULTURE

Strong culture is said to exist where staff respond to stimulus because of their alignment to organizational value. In such environment, strong cultures help firm operates like well-oiled machines, engaging in outstanding execution with only minor adjustment to existing procedure as needed.

Conversely, there is weak culture where there is little alignment with organizational values, and control must be exercised through extensive procedures and bureaucracy. Research shows that organization that foster strong cultures have clear values that give employees a reason to embrace the culture. “A strong culture” may be especially beneficial to firms operating in the service sector since members of these organizations are responsible for delivering the service and for evaluations of important constituents make about firms.

Research indicates that organization may drive the following benefits from developing strong and productive culture:-

It aligns the company towards achieving its vision, mission and goals,

High employee motivation and loyalty, Promoting consistency and encouraging coordination and control

within the company, Shaping employee behaving at work, enabling the organization to

be for efficient.

Where culture is strong, people do things because they believe it is the right thing to do.

2.13 HEALTHY ORGANIZATIONAL CULTURES

Organizations should strive for what is considered a “healthy” organizational culture in order to increase productivity, growth, efficiency and reduce counter-productive behavior and turnover of employees. A variety of characteristic describe a healthy culture including:

Acceptance and appreciation for diversity, Regard for and fair treatment of each employee as well as respect

for each employee’s contribution to the company. Employee pride and enthusiasm for the organization and the work

performed. Equal opportunity for each employee to realize their full potential

within the company. Strong communication with an employees regarding policies and

company issues. ability to compete in industry innovation and customers service, as

well as price. Investment in learning, training, and employee knowledge.

Additionally, performance oriented cultures have been shown to possess statistically better financial growth. Such cultures possess high employee involvement, strong internal communications and an acceptance and encouragement of a healthy level of risk – taking in order to achieve innovation.

2.14 DEFINITIONS OF ORGANIZATIONAL/CORPORATE CULTURE 1. Culture is the set of important understandings (often unstated) that members of a community shares in common (Sathe 1985).2. Culture is a set of understandings or meanings shared by a group of people. The meaning is largely tacit among the members, are clearly

relevant to a particular group, and are distinctive to the group. (Louis 1985).3. A standard definition of culture would include the system of values, symbols, and shared meaning of a group including the embodiment of these values, symbols and meaning into material objects and ritualized practices. (Sergiovanni and Corbally, 1984).4. Culture is the pattern of shared values and beliefs that give members of an instruction meaning and provide them with the rules for behavour in their organization (Davis, 1984)5. Culture does not necessarily imply a uniformity of values. Indeed quite different values may be displayed by people of the same culture. In such an instance, what is it that holds together the members of the organization. (Feldam, 1991)

2.15 CULTURES AS A SYMBOLAnother way to look at culture is through the symbols in which culture is manifest. Some symbols are obvious, some less so. The obvious or “high-profile” symbols are those designed to create an external image: the mission statement, the logo, the annual report, the corporate dress code, the head office architecture. The “low profile” symbols are those less tangible manifestations of what actually goes on inside an organization in order to get work done.

Low profile symbols were studied by Trice and Beyer (1984), who suggest that they can be divided into four categories: practices, communications, physical forms and a common language.

PRACTICES – These are the rituals, rites and ceremonies of the organization, and they take many forms. Rituals for making tea or coffee,

departments or work group outing for meals and drinks; the annual office party, long – service award ceremonies etc.

COMMUNICATION – These are the stories, myths, sagas, legends, folktales, symbols and slogans that are circulated in organizations. These stories are told and retold by members of the organization and come to influence behavior. These myths and legends illustrate the preferred way of performing and become goals to aim for.

PHYSICAL FORMS – Low profile symbols of an organization culture manifest themselves in many physical ways. Examples include the appearance and location of the building, open plan or individual offices, posters or art work on walls, a single restaurant or an office canteen for most employees, suits or casual attire, the furniture.

COMMON LANGUAGE – Jargon is common to many organization. It is a convenient shorthand form of communication, but it also affects behaviour.

2.16 IMPACT OF ORGANIZATIONAL CULTURE ON ORGANIZATION PERFORMANCE

It helps to manifest or understands in the ways the organization conducts its business, treats its employees, customers, and the wider community.

It helps to manifest the extent to which autonomy and freedom is allowed in decision making, developing new ideas and personal expression.

Culture helps drive business results, but it takes a cultural audit to differentiate which elements of the culture can lead to superior performance.

When there is high organizational culture, it can lead to motivation of employees to increase their productivity.

Organizational culture determines how power and information flows through its hierarchy.

Organizational culture has a powerful effect on the performance and long term effectiveness of organization.

Culture defines the core values, assumptions, interpretations and approaches that characterize an organization.

Organizational framework is useful in helping to organize and interpret a wide variety of organizational phenomena.

Strong company alignment towards goal achievement. It ensures high employee morale.

2.17 WHY IS CULTURE SO IMPORTANT TO AN ORGANIZATION?Edgar Schein, an MIT professor of management and author of organizational culture and leadership. A dynamic view, suggests that an organization’s culture develops to help it cope with its environment.

Today, organizational leaders are confronted with many complex issues during their attempt to generate organizational achievements in VUCA environments. A leader’s success will depend, to a great extent, upon understanding organizational culture.

Schein contends that many of the problems confronting leaders can be traced to their inability to analyze and evaluate organizational culture. Many leaders, when trying to implement new strategies or a strategic

plan leading to a new vision, will discover that their strategies will fail if they are inconsistent with the organization’s culture.

A CEO, SES, political appointee, or flag officer who comes into an organization prepared to “shake the place up” and institute sweeping changes, often experiences resistance to changes and failure. Difficulties with organizational transformations arise from failures to analyze an organization’s existing culture.

Culture is deep seated and difficult to change. But leaders can influence or manage an organization’s culture. It isn’t easy, and it cannot be done rapidly but leaders can have an effect on culture. Schein outlines some specific steps leaders can employ:-What leaders pay attention to measure and controlSomething simple as what is emphasized or measured, overtime, can have an effect on an organization’s culture. One example of this is an emphasis on form over substance. If leader pay more attention to form, an organizational culture can develop where people start to believe that the substance of a recommendation is less important than the way it is presented.Leader reactions to critical incidents and organizational crisesThe way leaders react to crises says a lot about the organization’s values, norms and culture. Crises, by their nature, bring out the organization’s underlying core values. Reactions to crises are normally highly visible, because everyone’s attention is focused on the incident or situation. If the crisis threatens the survival of the organization, this increases the potential for either reinforcing the existing culture or leading to change in the culture. Such crisis can provide an opportunity for a leader to influence the organization’s culture in either a positive or a negative way.

Deliberate role modeling teaching & coaching The personal example of a strategic leader can send a powerful message to the members of an organization, particularly if it is ethical and consistent. Reinforcing that example with teaching and coaching will help others to internalize the desired values.Criteria for allocation of rewards and status The consequences of behavior – what behavior is rewarded and what is punished can significant influence culture. Criteria for recruitment, selection, promotion, retirement and excommunication One of the powerful ways of changing an organization’s culture is through the type of people brought into, retained and advanced in the organization. Organizational design and structure Modifying the organization’s basic structure may be a way of changing the existing norms, and hence the culture.Organizational systems and procedures The simplest definitions of culture is “that” is the way we do things around here. Routines or procedures can become so embedded that they become part of the culture, and changing the culture necessitates changing those routines.Design of physical space, facades, and building The impact of the design of buildings on culture can easily be illustrated by considering the executive perks in an organization.

2.18 KEY ELEMENT OF ORGANIZATIONAL CULTURE Culture is something which is create and resides in the minds of people. The elements of organizational culture are a set of shared values and

norms that control members interactions with one another and with outside stakeholders such as customers and suppliers. The key elements include:-

Physical Artifacts – These are the tangible manifestations and key elements of organizational culture. If you visit different organizations, you will notice that each is unique in terms of its physical layout, use of facilities.

Language, Jargons and Metaphors – While language is a means of universal communication, most business houses tend to develop their own unique terminologies, phrases and acronyms.

Stories, Myths and Legends – They epitomize the unwritten values and morals of the organizational life

Ceremonies and celebrations Behavioural Norms – They describe the nature of expectations

which impinge on the member’s behavior. Behavioural norm determines how the members will behave, interacts and relates with each other.

Shared Beliefs and Values – All organizations have their unique set of basic beliefs and values.

2.19 MAIN CHARACTERISTICS THAT THE ORGANIZATION CULTURE DEFINES INCLUDES:-

The degree to which innovation and risk taking behavior is accepted and valued.

The degree to which employees are expected to pay attention to details in performance of their work.

The degree to which management focuses on the results produced rather than adherence to systems and procedures.

Degree to which people and people aspect of any situation is taken into consideration in decision making.

The degree to which work is organized around teams of people rather than individuals.

The degree to which aggressive and competitive bahaviour is accepted and appreciated.

The relative emphasis placed on maintenance of status quo versus growth.

2.20 EMPIRICAL FRAMEWORK OF ORGANIZATIONAL CULTURE Organizational culture is described by Robbins & Coulter as the shared values, beliefs, or perceptions held by employees within an organization or organizational unit. Because organizational culture reflects the values, beliefs and behavioural norms that are used by employees in an organization to give meaning to the situation that they encounter, it can influence the attitudes and behavior of the staff.

Understanding the organization’s core values can prevent possible internal conflict which is the main reason for our research into these cultural issues.

In other management fields, empirical research of organizational culture has involved the functionalist perspective, providing impressive evidence of the role of organizational culture in improving performance. The pervasiveness of an organizational culture requires that management recognize its underpinning dimensions and its impact on employee related variables, such as job satisfaction, organizational commitment and performance.

Lund believed that less research was on the relationship between organizational culture and job satisfaction within the research topic of organizational culture and outcome. The organization consists of the staff, with the behavior of its individual members affecting outcomes.

A two-dimensional model of leadership that focuses on the concern for people and production has been used for many years in organizational research. In the late 1970s, leadership research started focusing on behavior within organizational change and development. Leadership implies authority in the broadest sense of the word and not simply the power to wield the stick. It is based on objective factors, such as managerial ability, and more subjective characteristics that include personal qualities of the leaders. The factors are of even greater importance given the current emerging culture of the nurse who has a clear and assertive vision about the nature of clinical practice.

Berson & Linton discovered that within the research and development and administrative environments, leadership behavior of a manager is closely related to work satisfaction of the employees. Nielson et al have stated that leadership behavior and job satisfaction will depend on the organizational context; therefore another objective of this research was to understand how the leadership behavior of the administrator in different organizational cultures affect job satisfaction.

2.21 RELATIONSHIP BETWEEN ORGANIZATIONAL CULTURE AND LEADERSHIP BEHAVIOURCulture is socially learned and transmitted by members; it provides the rules for behavior within organization. The definition of organizational culture is of the belief that can guide staff in knowing what to do and

what not to do, including practices, values and assumptions about their work. The core values of an organization begin with its leadership, which will then evolve to a leadership style. Subordinates will be led by these value and the behavior of leaders, such that the behavior of both parties should become increasingly in line. When strong unified behavior, values and beliefs have been developed, a strong organizational culture emerges. Leaders have to appreciate their function in maintaining an organization’s culture. This would in return ensure consistent behavior between members of the organization, reducing conflicts and creating a healthy working environment for employees.

RELATIONSHIP BETWEEN ORGANIZATIONAL CULTURE AND JOB SATISFACTION Organizational culture expresses shared assumptions, values and beliefs, and is the social give holding an organization together. A strong culture is a system of rules that spells out how people should behave. An organization with a strong culture has common values and codes of conduct for its employees, which should help them accomplish their missions and goals. Work recognition and job satisfaction can be achieved when employees can complete the tasks assigned to them by the organization.

REFERENCES

Karina Nielson, Yarker Joanna, Brenner Stenolof, Randall Raymond, Borg Vilhelm: The Importance of Transformational Leadership Style for well-being of employees.

William, D.P Jr. (1982): Measuring the performance of industrial sales people – Journal of business research. Vol. 10.

Ravasi, D. Schutz M (2006): Responding to organizational identity threats: Exploring the role of organizational culture.

Zhang, Xibao (2009): Values, expectation, Ad Hoc rules and culture emergencies in international cross. New York

CHAPTER THREE

RESEARCH METHODOLOGY

3.1 RESEARCH DESIGNResearch design as a frame work for conducting the research project for the purpose of obtaining the required information that are necessary in solving identified problem in research. It involves the determination of a suitable method of gathering information about a phenomenon.

The research design adopted for the study was the survey design which was done through the administration of questionnaires.

The questionnaires were administered to the employees of the organization used for the study in order to generate required information.

3.4 POPULATION OF THE STUDY

Population is regarded as the total number of respondents penciled down for the study which form the basis for generalization since the study cannot involve the entire population.

However, the population consists of the members of staff of first bank plc. The company staff strength is above 6700 spread across all branches in Nigeria.

3.5 SAMPLE SELECTION/SIZE

Sample size is the number of unit selected as a representative of a population. Sampling involves systematically choosing a limited number of units to represent a total population. Simple random sampling method is selected because of the cost and time minimization. A sample of 200 respondents was therefore selected at random.

3.4 SAMPLING TECHNIQUES

The Sampling design used for the study was probability sampling in which all the elements within a defined population have equal chance of being selected with bias for randomization in order to get the responses of the respondents on the issues of concern. Simple random sampling method was used because the selection of any items does not preclude the selection of any other items for inclusion in the population sample.

3.5 INSTRUMENTATION

Collection of data is a very crucial step in research process. Findings cannot be validated without appropriate data. In the research work, the main instrument for data collection is questionnaire. Questionnaire is used in order to include only items that measure the variables of the research interest.

The questionnaire will facilitate the test of the research hypothesis and answered research questions. The questionnaire will be designed for the members of the company used as case study. The questionnaire shall comprise of section A and B. section A dealt with respondent’s bio-data

while section B death with questions on dependent and independent variables.

3.6 VALIDITY AND RELIABILITY OF RESEARCH INSTRUMENT

In assessing the validity of the questionnaire used for gathering information from the respondents, a pilot test will be conducted and validated in the process; and then a sample of 200 respondents from the entire population is drawn and the questionnaires administered on them. However, the study shall be tested for reliability at 0.05% level of significance to show the correlation between independent and dependent variables.

Pilot study will be conducted as a pre-test of the study. This is to ensure the adequacy of the instrument to provide sufficient information for answering research questions and testing of hypothesis.

3.7 ADMINISTRATION OF INSTRUMENT

The questionnaire, which forms the research instrument were administered to the respondents during the official working hours. A total of two hundred questionnaires were administered to the staff of the organization used as a case study and it is administered with bias for gender, status in the organisation and years of experience.The researcher will administer the questionnaire and ensure that they were properly filled and returned on time for the purpose of interpretation and evaluation in order to avoid bias and manipulation of data.

3.8 PROCEDURE FOR DATA ANALYSISThe data generated in the course of study shall be analyzed via simple percentage while the hypothesis shall be tested with the of chi-square statistical analysis.

The formula for chi-square (x2) test statistics is written below.

X2 = F E(fo-fe) 2 Fe

Where Fo = Frequency Observed

Fe = Frequency Expected

E = Summation

X2 = Chi- Square

3.9 Decision rule

The decision rule stipulated that alternative hypothesis should be accepted if the calculated value is greater than the table value and reject null hypothesis and vice-visa.

REFERENCES

Asika N (1991) Research Methodology in Behavioral science, Ibadan. Longman publisher

Fagbohunghe B O (1996) Research Method in Nigeria, Lagos Adeola printing press

CHAPTER FOUR

DATA PRESENTATION AND ANALYSIS

4.1. INTRODUCTION

The purpose of this chapter is to analyze the data collected so as to facilitate verification and authenticity of the hypothesis that were stated earlier on. It must be noted that out of two hundred questionnaires distributed to the respondents out of which one hundred and seventy questionnaires were effectively filled and returned.

4.2. ANALYSIS OF RESPONDENTS BIO-DATA

Table 4.2. SEX DESTRIBUTION OF RESPONDENTS

RESPONSES CODE FREQUENCY PERCENTAGE

MALE 1 90 53

FEMALE 2 80 47

TOTAL 170 100

Sources: Field survey

The table shows that 90 respondents are males while 80 respondents are females representing 53% & 47% respectively. This means that the number of male staff outweigh the number of the female staff. This shows the Gender sensitivity in the place of study and of the research work.

Table 4.2(2) AGE DISTRIBUTION OF RESPONDENTS


21-30 1 43 25

31-40 2 70 41

41yrs and above

3 57 34

Total 170 100


The above table shows that 43 respondents are within the age bracket of 21-30 years, 70 respondents are between 31-40 years, while 3 respondents are 41 years and above representing 25%, 41% and 34% respectively. This indicates that the majority of the respondents are within the age bracket of 31-40years of age. This represents the average working age that justifies the effective workforce in organizations. In essence, the organization is equipped with agile and productive labour force

Table 4.2(3) MARITAL STATUS OF RESPONDENTS


SINGLE 1 66 39

MARRIED 2 104 61

TOTAL 170 100


The above table shows that 66 respondents are single while 104 respondents are married representing 67% and 33% respectively. It shows that the majority of the staff is married and this justifies that one can place reliance on their responses on the issue.

TABLE 4.2(4) ORGANIZATIONAL STATUS

RESPONSE CODE FREQUENCY PERCENTAGE

Junior 1 25 15

Senior 2 95 56

Management 3 50 29

Total 170 100


The table reveals that 25 respondents are junior staff, 95 respondents are senior staff while 50 respondents are management staff representing15%, 56% and 29% respectively. The majority of the respondents are in the junior and senior staff cadre who are mostly affected by the issue of change in organization.

TABLE 4.2(5) DISTRIBTION OF LENGTH OF SERVICE OF RESPONDENTS


1-5YRS 1 35 21

6-10YRS 2 85 50

11YRS &ABOVE 3 50 29

TOTAL 170 100


The analysis shows that 35 respondents spent between 1-5 years with the organization, 85 respondents spent between 6-10 years in the organization while 50 respondents spent above 11 years with the organization representing 21%, 50% and 29% respectively.

TABLE 4.2(6) EDUCATIONAL BACKGROUNDS


GCE 1 - -

OND/NCE 3 30 18

HND/BA/BSC 3 98 57

MBA/MSC 4 25 15

OTHERS/PROF 5 17 10

TOTAL 170 100


The above table shows that 30 respondents had OND/NCE representing 18%, 98 respondents are HND/BSC holders representing 57%, 25 respondents are MBA/MSC graduates representing 15%, while 17 respondents are professionals representing 10% respectively. These analysis shows that the respondents have requisite level of education

necessary for obtaining a reliable response on the issue. In other words, level of education is a good ground for eliciting an appropriate response in a study.

4.4 ANALYSIS OF RESPONDENTS RESPONSES

Statement 1: Organizational culture affects individual and group interaction with clients and with stakeholders.


Yes 5 120 71

No 4 10 6

Undecided 3 40 23

Total 170 100


The question was structured to determine how corporate cultures affect individual and group interaction. The analysis shows that 120 respondents answered yes, 10 respondents answered no while 40 respondents were undecided representing 71%, 6% and 23% respectively. Thus, it can be concluded that Organizational culture affects individual and group interaction.

Statement 2: Corporate cultures are critical factor in competitive success.Table 4.4(2)


Yes 5 140 82

No 4 20 12

Undecided 3 10 6

Total 170 100


The table show that 140 respondents answered yes, 20 respondents answered no while 10 respondents were undecided representing 82%, 12% and 6% respectively. Thus, it can be decided that corporate cultures are critical factor in competitive success.

Statement 3: Corporate culture enhances employee’s motivation and commitment.Table 4.4(3)


Yes 5 146 86

No 4 10 6

Undecided 3 14 8

Total 170 100


The question was structured to determine whether corporate culture enhance employee’s motivation and commitment. The table shows that 146 respondents answered yes, 10 respondents answered no, while 14 respondents were undecided representing 86%, 6% and 8% respectively. Thus, it can be concluded corporate culture enhances employee’s motivation and commitment.

Statement 4: Corporate culture enhances employee’s development.

Table 4.4(3)


Yes 5 134 79

No 4 16 15

Undecided 3 10 6

Total 170 100

Sources: Field survey The question was structured to determine whether corporate culture enhance employee’s development. The table shows that 134 respondents answered yes, 16 respondents answered no while

10 respondents were undecided representing 79%, 15% and 6% respectively. Thus, it can be deduced that corporate culture enhances employee’s development.

Statement 5: Organizational cultural values are incongruous with changing environment

Table 4.4(5)


Yes 5 113 67

No 4 - -

Undecided 3 57 33

Total 170 100

Sources: Field survey The table shows that 113 respondents answered yes while 57 respondents were undecided representing 67% and 33% respectively. Thus, it can be concluded that Organizational cultural values are incongruous with changing environment.

Statement 6: Positive cohesive corporate culture creates an environment that employees are reluctant to leave.Table 4.4(6)


Yes 5 150 49

No 4 07 43

Undecided 3 13 8

Total 170 100

Sources: Field survey The table shows that 84 respondents answered yes, 73 respondents answered no while13 respondents were undecided representing 49%, 43% and 8% respectively. Thus, it can ascertain from the study that Positive cohesive corporate culture create an environment that employees are reluctant to leave.

Statement 7: Corporate cultures contribute positively to profitability level of an organization. Table 4.4(7)


Yes 5 145 85

No 4 - -

Undecided 3 25 15

Total 170 100


The question was structured to determine whether corporate cultures contribute positively to profitability level of an organization. The table indicates that 145 respondents answered yes while 25 respondents were undecided representing 85% and 15% respectively. Thus, it can be concluded that corporate cultures contributes positively to profitability level of an organization.

Statement 8: Corporate culture improves internal working system of an organization. Table 4.4(8)RESPONSES CODE FREQUENCY PERCENTAG

E

Yes 5 135 79

No 4 24 14

Undecided 3 11 7

Total 170 100

Sources: Field survey The table shows that 135 respondents answered yes, 24 respondents answered no while 11 respondents were undecided representing 79%, 14% and 7% respectively. Thus, it can be concluded that the corporate culture improves internal working system of an organization.

Statement 9: Corporate culture enhances organizational growth and survival Table 4.4(9)

RESPONSES CODE FREQUENCY PERCENTAG

E

Yes 5 124 73

No 4 46 27

Undecided 3 - -

Total 170 100

Source: Field survey The question was structured to determine whether corporate cultures influence customer’s brand switching. The table indicates that 124 respondents answered yes while 46 respondents answered no representing 73% and 27% respectively. Thus, it can be concluded that corporate culture enhances organizational growth and survival.

Statement 10: Corporate culture influences the quality of product delivery

Table 4.4(10)


Strongly agree 5 128 75

Agree 4 15 9

Undecided 3 27 16

Total 170 100

Source: Field surveyThe question was structured to determine whether corporate cultures influence the quality of product delivery. The table shows that 128 respondents answered yes, 15 respondents answered no while 27 respondents were undecided representing 75%, 9% and 16% respectively. Thus, it can be concluded that corporate culture influences the quality of product delivery

Statement 11: Corporate culture enhances organization effectiveness

Table 4.4(11)


Yes 5 122 72

No 4 18 11

Undecided 3 30 17

Total 170 100

Source: Field survey The table shows that 122 respondents answered yes, 18 respondents answered no while 30 respondents were undecided representing 122%, 18% and 30% respectively .Thus, it can be concluded that corporate culture enhances organization effectiveness

Statement 12: Corporate culture influences the behaviors of organizational

membersTable 4.4(12)


Yes 5 125 73

No 4 - -

Undecided 3 45 27

Total 170 100

Source: Field survey The question was structured to determine whether corporate

cultures influence the behaviors of organizational members. The table

indicates that 125 respondents answered yes while 45 respondents were

undecided representing 73% and 27% respectively. Thus, it can be concluded

thatcorporate culture influences the behaviors of organizational

members corporate.

Statement 13: Corporate culture influences customer’s brand switchingTable 4.4(9)


Yes 5 124 73

No 4 46 27

Undecided 3 - -

Total 170 100

Source: Field survey The question was structured to determine whether corporate cultures influence customer’s brand switching. The table indicates that 124 respondents answered yes while 46 respondents answered no representing 73% and 27% respectively. Thus, it can be concluded that corporate culture influences customer’s brand switching

4.4 TEST OF HYPOTHESIS

HYPOTHESIS 1

Ho: corporate culture and organizational growth and survival are relatedHi: corporate culture and organizational growth and survival are related

RESPONSES Oij Eij Oij-Eij (oij-eij)2 (oij-eij)2 /eij

Yes 124 56.66 67.34 4534.68 80.03

No 46 56.66 -10.66 113.64 2.01

Undecided 0 56.66 -56.66 3210.36 56.66

Total 170 138.70

X² = 138.70

Degree of Freedom

df = (n-1)

(R-1) (C-1)

(3-1) (2-1)

(2) (1)

2

Decision Rule

Since the calculated value is greater than the table value, then, the null hypothesis which states that (Ho) corporate culture and organizational growth and survival are not related is rejected while (Hi) that states that corporate culture and organizational growth and survival are related is accepted.

HYPOTHESIS II

Ho: corporate culture does not improve the internal working system of an organization.Hi: corporate culture improves the internal working system of an organization

RESPONSES Oij Eij Oij-Eij (oij-eij)2 (oij-eij)2 /eij

Yes 135 56.66 78.34 6137.16 108.32

No 24 56.66 -32.66 1066.68 18.83

Undecided 11 56.66 -45.66 2084.84 36.80

Total 170 163.95

X² = 163.95

Degree of Freedom

Degree of Freedom

df = (n-1)

(R-1) (C-1)

(3-1) (2-1)

(2) (1)

2

Decision Rule

Since the calculated value is greater than the table value, then, the null hypothesis which states that (Ho) corporate culture does not improve the internal working system of an organization is rejected while (Hi) that states that corporate culture improves the internal working system of an organization is accepted.

CHAPTER 5

SUMMARY, CONCLUSION AND RECOMMENDATION

5.1 SUMMARY Organizations are among the most significant structures through which society functions. Through its business, civic, social and religious organizations, society carries out much of its economic and social life. Understanding how organizations work, how they are designed, how they change through internal processes and can be guided, is of immediate interest both to those who work in organizations and those who study them.

In today’s fast paced, fast changing, and increasingly competitive world, the effectiveness of business organization has become the focus of considerable attention. When such organizations fall or fail, the consequences can be far reaching, even devastating – business organizations provide a rich, complex, but barely tapped lode of knowledge about organizational performance and the processes of change.

Furthermore, the chapter one of this project focused on the introduction, purpose of the study, problem statement, research questions and hypothesis etc.

The review of literature was done in chapter two on other to highlights the concept of organizational culture, the key elements of organizational culture, dimension of organizational culture etc were analyzed.

Research methodology was carried out in chapter three which involve the research design, sampling plan, data collection method, description of data collection instrument etc.

However, the study reveals that organizational culture are related to the survival of organization performance.

5.2 CONCLUSION The culture within an organizational is very important, playing a large role in whether it is a happy and healthy environment in which to work.In communicating and promoting the organizational ethos to employees, their acknowledgement and acceptance of it can influence their work behavior and attitudes. When the interaction between the leadership and employee is good, the latter will make a greater contribution to team communication and collaboration, and will also be encouraged to accomplish the mission and objectives assigned by the organization thereby enhancing job satisfaction.

5.3 RECOMMENDATION

1. Management must ensure that organizational culture are not simplified or confuse it with climate, values or corporate philosophy.

2. Culture must not be solely human resource affairs since it affect human being or workers in organization, it should be jointly formulated.

3. Management must ensure that leaders are not allowed to manipulate culture as he or she can control other aspects of the organization.

4. Management must ensure that culture are apparent since different culture fits different organization and their environment and that the cultures must be desirable depends on how well it supports of the organization.

5. Management must identify the impact of organizational culture on its functioning and the leader must distinguish which elements are important and focus on those.

6. Management must emphasize on rules and regulation regardless of individual circumstances and ensure that the culture application of principle is universal.

REFERENCES

A primer on organizational culture, Oliver Serrat, November 2009.

Taylor and Francis Group, 2006: An Information business

Journal of Applied Behavioural Science, 1982

Scandinavian Journal of Management, 1999

Lorentzon M, 1992: Journal of Advanced Nursing

Karina Nielson, Yarker Joanna, Brenner Stenolof, Randall Raymond, Borg Vilhelm: The Importance of Transformational Leadership Style for well being of employees.

Jesus Casida, Pinto – Zipp Genevieve, 2008: Leadership Organizational Culture

Jen-Te Yang: Knowledge sharing, investigating appropriate leadership roles and culture.

Staniland M, 1985: Management’s role in shaping organizational culture.

Van Der Post W2, De Coning TJ, Smit EV: An instrument to measure organizational culture.

Valerie Z and Dennis A (1994): Improving service quality in organization

Vitel, S and Festervand, T. (1987): “Business Ethics”

Robbins, S.P (2001) Organizational Behaviour

Schneider J.B and Keitsh J (1991): Managing Climates and Cultures

William, D.P Jr. (1982): Measuring the performance of industrial sales people – Journal of business research. Vol. 10.

Candace Jones and Felipe G. Massa, (2013): Organization studies.

Culture is everything “Said Lou Gerstner”. March 30, 2011.

Ogburn, William F. Social Change 1992

Rogers G.F.C (1983): The nature of the engineering: London

Ravasi, D. Schutz M (2006): Responding to organizational identity threats: Exploring the role of organizational culture.

Schein, Edgar (1992): Organizational culture and leadership

Zhang, Xibao (2009): Values, expectation, Ad Hoc rules and culture emergencies in international cross. New York

Papa, Michael J, et al (2008): Organizational communication, perspective and trends.

1.9 BRIEF HISTORY OF FIRST BANK OF NIGERIA

First Bank of Nigeria Plc, established in 1894 is a premier bank in West Africa and the leading financial services solutions provider in Nigeria.The Bank has international presence through its subsidiary, FBN Bank (UK) Limited in London with a branch in Paris and its representative office in Johannesburg and Beijing with 1.3 million shareholder globally, First Bank is quoted on Nigeria Stock Exchange (NSE) where its issued and paid up share capital as at March 31st 20019 was 24.86 billion units.First Bank also has an unlisted Global Depository Receipt (GDR) Programme. As the global operating environment evolve overt the decades, First Bank has kept pace, responding satisfactorily to the increasingly dynamic needs of its customers, investors, regulatory authorities, host communities, employees and stakeholders.

Through a sustained strategy, with a transgene rational relevance approach, the Bank has continuously boosted its substantial

customer – base of both individuals and institutions which cut across all segments in terms of size, structure and sectoral affiliations. Leveraging experience that spans over a century of dependable service, First Bank has continued to build relationship and alliances with key sectors of the economy that have been strategic to the wellbeing, growth and development of the country. With its huge asset base and expansive branch network, as well as continuous re –invention, First Bank has created one of Nigeria’s strongest banking franchises and remains a market leader in the nation’s financial service industry. Delightful returns and superior value. The 2005 consolidation of the financial services industry in Nigeria as anticipated, boosted First Bank’s performance indices, as accompanying opportunities yielded an upbeat response to market dynamic. Today, the Bank remains one of the most profitable financial groups in Nigeria.

In repositioning the Bank for both domestic and global competition, it had recourse to raising additional capital. The hybrid officer, popularly called “The Big offer” set an unprecedented landmark with a subscription in excess of 750% and was landed as the biggest and most successful in the history of public offers in Nigeria. The Bank’s epoch making achievement was again reinforced when it became the first quoted company in Nigeria to achieve the feat of hitting the trillion naira mark in market capitalization, the clearest evidence of the market’s estimation of its worth till date and despite the downturn in the stock market, the Bank remains the most capitalized stock on the floor of the Nigeria Stock Exchange (NSE).

GROWTH STRATEGY AND EXPANSIVE REACH First Bank’s growth strategy is anchored on leveraging the windows of opportunity presented by the ongoing reforms in the industry and the global economies, which have allowed it to better position its strengths and value proposition, while raising the industry’s competition stakes.

The Bank’s strategy is driven by the two critical imperatives of modernization and growth with over SSO business location in Nigeria, the Bank has one of the largest domestic sales network in the country, all on – line and real time.

As a market leader in the financial services sector, First Bank pioneered initiatives in international money transfer and electronic banking in the country, and is arguably Nigeria’s most diversified financial services group, serving more than 4.2 million customers. The Bank’s growth strategy is hinged on its continued network expansion, product development, mergers and acquisitions and growth of its international footprint.

PROGRESSIVE GLOBALISATION In its early years, First Bank worked closely with the colonial government of British West Africa by performing the traditional functions of a Central Bank, including the issue and distribution of specie in the West Africa Sub-region. Subsequently, the Bank recorded impressive growth, opening its first branch office in Accra, Ghana in 1896, and a second branch in Freetown, Sierra Leone two years later in 1898. By 1963, the Bank had 114 branches in West Africa.

FIRST BANK MISSION: To remain true to our name by providing the best financial services possible.

VISION: To be clear leader and Nigeria’s Bank of First choice BRAND PILLARS:Leadership- Our status and ability as “Truly the first”Enterprise- Resourcefulness- Tenacity- Solutions – oriented- Performance – Focused Heritage- Security of Funds/ Investments- Job Security- Integrity - Efficiency- Reliability - Accessibility - Our strategic priorities - Growth - Performance management and people- Operational excellence.

2.12 ORGANIZATIONAn organization is a social entity of people, methodically structural and managed to meet a need or to pursue joint goals on a progressing basis.

An organization is also a company or non profit that either works for money or a cause. The broader analysis of organization is commonly referred to as organizational structure, organizational studies, organizational behavior. A number of different perspective exist, some of which are compatible:- From a process – related perspective an organization is

viewed as an entity being organized, and the focus is on the organization as a set of tasks or actions.

From a functional perspective, the focus is on how entities like businesses or state authorities are used.

From an institutional perspective, an organization is viewed as a purposeful structure within a social context.

2.13 PURPOSE OF AN ORGANIZATION The purpose of an organization is determined by the mission

of the organization. For a company selling a product, the purpose would be to make a profit while a not for profit purpose may be to provide needed services.

To serve and satisfy customers needs and wants To accomplish the goals and objectives as indicated within the

organization vision statement.

ALVESSON 2002

Understanding an organization means understanding its cultures. The culture or climate of an organization is made up of traditions, habits, ways of organizing and patterns of relationship at work. If you think of organizations such as a school, hotel, airport, a church or a variety of other work organizations, you will notice how the atmosphere differs between them. The different ways in which things are done, differing levels of energy and individual freedom, and of course, different kinds of people

CONCEPT OF CULTURE (MOLANDER 1986, CLEGG ET AL 2005)The concept of culture in organization encompasses the following questions:-1. How are things done in particular organization?2. What is acceptable behavior?3. What norms are members expected to use to solve problems

of external adaptation and internal integration, and which ones do they actually use?

The word “CULTURE” as a concept in organization and management studies, has its main roots in social anthropology, where it was used to refer to a community’s shared way of life., it embraces the symbols, myths, stories and so on, that are the manifestation and transmitters of that culture. The concept of culture in organizational behavior has become widely accepted in contributing to the understanding of and in influencing behaviour in organization.

2.15 THE TROMPENAARS AND HAMPDEN TURNER FRAMEWORK

Trompenaars and Hampden – Turnder suggest that national cultures vary in how their members solve problems by identifying three major types:-1. The relationships with people 2. Attitudes towards time 3. Attitudes towards the environment

The Trumpenaars and Hampden – Turner framework further identify five major cultural differences in how relationships with other people are handled, and these are expressed as pairs of binary opposites.

TROMPENAARS AND HAMPDEN – TURNER CULTURAL DIMENSIONS 1. Universalism versus the particular: A culture’s application of

principles. Universal: emphasis is on rules and regulation regardless of individual circumstances.

2. Individual versus collective: A culture’s focus on either the group or the individual. An individual focus is on the needs of the individual, freedom and responsibility.

3. Neutral versus affective: Neutral: emphasis objectivity and detachment. Affective: emphasizes displays of emotion.

4. Specific versus Diffuse: A culture’s blending of work and personal life. Specific: emphasizes separation of the two. Diffuse: blends them.

5. Achievement versus Prescription: A Culture’s way of assigning status. Achievement: emphasizes performance. Prescription: emphasizes that status comes from age, education, gender and personal characteristics.

These framework is useful in helping you link the dimensions of culture to other aspects of organization behavior. Two very important points that this framework brings up are, first, that increasingly, operating in a global environment where people and goods move to and fro one needs to be aware of cultural differences in order to avoid potential problems. Second, this framework also suggest that there is no single formula for reconciling cultural differences and it encourages viewing each culture on its own merit with no culture superior to another.

2.18 SCHEIN GUIDELINES FOR THE LEADER 1. Don’t oversimplify culture or confuse it with climate, values or

corporate philosophy. Culture underlies and largely determines these other variables. Trying to change values or climate without getting at the underlying culture will be a futile effort.

2. Don’t label culture as solely a human resources aspect of an organization, affecting only its human side.

3. Don’t assume that the leader can manipulate culture as he or she can control many other aspects of the organization.

4. Don’t assume that there is a “correct” culture, or that a strong culture is better than a weak one. It should be apparent that different cultures may fit different organizations and their environments, and that the desirability of a strong culture depends on how well it supports the organization’s strategic goals and objectives.

5. Don’t assume that all the aspects of a organization’s culture are important, or will have a major impact on the functioning

of the organization. Some elements of an organization’s culture may have little impact on its functioning and the leader must distinguish which elements are important and focus on those.

2.19 CULTURAL FORMS Cultural forms incorporates the study of how cultural knowledge is produced, embodied and reproduced or transmitted. It also includes the means and media filters by which we acquire knowledge of the nature, supernatural, and social worlds constituting the environments in which we live.

Cultural forms include: RITE – Relatively elaborate, dramatic, planned set of activities

that consolidates various forms of cultural expression into one event, which is carried out through social interactions, usually for the benefits of an audience.

CEREMONIAL – A system of several rites connected with a single occasion or event.

RITUAL – A standardized, detailed set of technique and behavior that manage anxieties, but seldom produce intended, technical consequences of practical importance.

MYTH – A dramatic narrative of imagined events, usually used to explain origins of transformation of something. Also, an unquestioned belief about he practical benefits of certain techniques and behaviours that is supported by demonstrated facts.

SAGA – An historical narrative describing the unique accomplishments of a group and its leaders – usually in heroic terms.

LEGEND - A handed-down narrative of some wonderful event that is based history but has been embellished with fictional details.

STORY – A narrative based on true events- often a combination of truth and fiction.

FOLKTALE – A completely fictional narrative. SYMBOL – Any object, act, event, quality, or relation that

serves as a vehicle for conveying meaning, usually by representing another thing.

LANGUAGE – A particular form or manner in which members of a group use vocal sounds and written signs to convey meaning to each other.

GESTURE – Movements of part of the body used to express meanings.

PHYSICAL – Those things that surround people physically setting and provide them with immediate sensory stimuli as they carry out culturally expressive activities.

ARTIFACT – Material objects manufactured by people to facilitate culturally expressive activities.

2.22 DIMENSIONS OF ORGANIZATIONAL CULTURE Here are a number of dimensions or attributes that should be considered when designing an organization. These are important also during strategic planning:

1. Specialization: The shape of a company is often closely related to the number and distribution of specialist roles. “Birds of a feather flock together”, as they say, and people

who have studied the same subject like to work with one another, as not only can they discuss common problems but they also can learn from one another as they professionally develop.

2. Standardization: The number and control of repeatable processes varies with organization. In the classic manufacturing assembly plant, there is much which is standardized. On the other hand, professional organizations such as consultancies will have less control and organizations that work flexibility will have less standardization.

3. Formalization: Formalization of what is done is similar to standardization but is more about the number of written rules, policies, procedures, and so on. This is typical of a large bureaucracy where there is a large central staff whose existence is often based on the formulation and policies of rules.

4. Centralization: In a centralized organization, much of the control is held centrally, with managers and corporate staff who issue rules and make key decisions. Whilst centralization gives control allows for common and lockstep action, it removes freedom from the extremes of the company where local conditions and customers may demand alternative courses of action.

5. Configuration: The configuration of a company is in the number of hierarchical layers and span of control (how many

subordinates each manager has). The natural approach to sustaining control in a company is to have managers and subordinates but too many subordinates are difficult to manage, so this process continues in sub division.

6. Traditionalism: In the original organizations which were typically craft-based, such as thatching agriculture and stonemasonry, there were few written rules and many people could not read or write. Instruction and learning was done through a master-apprentice structure.

2.8 (GEERT HOFSTEDE, 1991)Organizational culture is used to control, coordinate, and integrate company solidarities. However, differences in national cultures exist contributing to difference in the news on the management. Differences between national cultures are deep rooted values of the respective culture, and these cultural values can shape how people expect companies to be run, and how relationships between leaders and followers should be resulting to differences between the employer and the employee on expectations.

ENTERPREURIAL ORGANIZATIONAL CULTURE (STEPHEN MCGUIRE, 2003)He defined and validated a model of organizational culture that predicts revenue from new sources. An entrepreneur organizational culture is a system of shared values, beliefs and norms of members of an organization, including valuing creativity and tolerance of creative people, believing that innovating and seizing market opportunities are appropriate behaviours to deal with problems of survival and prosperity,

environmental uncertainty, and competitors’ threats and expecting organizational members to behave accordingly.

Documents

Project Folahan (Recovered)