ABSTRACT
The study examined the
effect of organizational culture on workers’ effectiveness. One hundred workers
participated were 30 are males and 70 females. Their ages ranged between 20 -55
years with a mean age of 26 and SD of 3.24 and cuts across both male and female
gender. The instruments used were a self structure questionnaire and the
leadership questionnaire designed by Don Clark (2002). Three hypotheses were
tested in the study. The results revealed that there was a significant
relationship of autocratic managerial leadership behaviour styles and
aggressive-defensive organizational culture on workers’ effectiveness (F 1.314
at P< 0.05) and democratic managerial leadership behaviour styles and
constructive organizational culture on workers’ effectiveness (F 1.199 at P<
0.05). Similarly there was a significant association of managerial styles and
organizational culture on workers’ effectiveness. The result suggests that
managerial leadership behaviour styles and organizational cultures have
significant impact on workers’ effectiveness (F 0.988 at P< 0.05) and that
changes in managerial leadership behaviour styles have an effect on organizational
culture up to a certain point were they both remain constant. Hence, the
findings concluded that for effective management of modern organization,
managers should be able to harmonize their leadership behaviour and the
organizational values to achieve the desired effect.
CHAPTER 1
1.1 INTRODUCTION
AND BACKGROUND TO THE PROBLEM
For most of our lives, we are members of one
organization or another-colleges, religions, a branch of business, a
professional group etc. Some organizations are formally structured like the
public or government businesses while some are informally structured like the
school clique. But all are kept together by a group of people who see that
benefits arise from working together towards some common goal or purpose. These
goals depend largely on the ideology that backs the formation of the
organization. For instance, some are formed for profit maximization, some for
spreading knowledge, some for defense, some for social satisfaction others for
affection or love etc. Consequently, a basic element of any organization is
goal.
Today, organizations have become more
diffuse and less hierarchical and less formally structured in place to provide
the guidance for standards and norms of behaviour and as managerial structures
have been replaced or decoupled from organizations and coupled with the fact
that experts from different areas of activity, different levels of society
coming from different backgrounds and culture work together to successfully
achieve the goals and objectives of the organization.
Workforce in
any organization are highly valued by the society because, they represent the
total of the inherent abilities, skills exemplified in the talents and skills
of the employees. Thus, it is obvious why organizations should place high value
on its effectiveness. In order to achieve satisfaction in these areas, an
organization’s strategy needs to be aligned with the external environment. The
mode of workers effectiveness concerns the internal process approach which
focus on minimizing strain, integrating individuals and the organization and
conducting smooth and efficient operations (Ndukaihe, 2005).
Organizational culture is as a result
becoming increasingly more relevant to providing the necessary guidance for
standards and norms of behaviour and an essential component for building the
best possible managerial development system (Avolio, 1999) and work
effectiveness. Organizational culture as an important supporting framework for
managerial development effort is very critical to understand, this is as a
result of the fact that management sees to the day to day running of the
organization, and thus they are indirectly responsible for the effectiveness or
performance of their workers. Although, managers in Africa are obliged by their
education and training to predicate their management practices on western
models, these managers are still embedded in cultures that are strikingly
different from those in industrialized west (Abudu,1986; Eze,1995). There is
need therefore, for managers to recognize the various perspectives, values and
cultures that employees bring
with them to the organization and try to integrate these different cultures
with the goals and culture of the organization because they constitute a
significant source of contributions due to the fact that organizational goals
and objectives are derived from organizational values and norms because they
provide the guidelines or expectations that prescribe appropriate kinds of
behaviour of organizational members in particular situations and control their
behaviour towards one another(Hill and Jones, 2001).
Managers being the basic resource of the
business enterprise are also the most expensive resource in most organizations
and the one that depreciates the fastest and needs the most constant
replenishment that Drucker (1982) noted that it is the duty of the executive to
remove ruthlessly anyone- and especially any manager who consistently fails to
perform with high distinction. Day (1982) supporting this says that when
business is bad; always start weeding out at the top. Thus, how well managers
manage and are managed determines whether organizational goals will be reached.
It equally determines how well the enterprise manages worker and work. Thus,
Knight (1986) argued that to find men capable of managing business efficiently
and secure them, the positions of responsible control is perhaps the most
important single problem of economic organization on efficiency scale. For the
workers’ attitude reflects, above all the attitude of his management. It
directly mirrors management’s competence and structure. The workers’
effectiveness is determined
largely by the way he is being managed thus implying that the effectiveness of
workers production process is partly dependent on proper leadership and
managerial ability. As a result managers must encompass more than devising
visions and seeing that policies and procedures are carried out effectively.
Thus, management must focus their attention on managerial and workers’
effectiveness in order to cope with current complex, volatile environmental and
cultural trends in modern organizations.
With regards to this present study some questions
are necessary to be asked as they may help in throwing more light on the
problems of this study and they are: Do we feel that Nigerian workers are
ignorant of the type of managerial leadership behaviour styles adopted by their
superiors? What effects do these managerial leadership behaviour styles have on
their work performance? Does organizational culture contribute to workers
effectiveness?
1.2 STATEMENT OF PROBLEM
Every work organization is concerned with
being effective upon the attainment of its aim and objectives rest the success
and ultimate survival of the organization. In many industries or organizations
today, there tend to be a norm, culture, custom and/or managerial behaviour
that is peculiar to them and their environment that causes one to wonder if
these behaviours have any effect on the performance of the workers or the
organization. The quest for identity and uniqueness also helped to enforce
these behaviours. The problem of motivation, lack of job satisfaction,
creativity, initiative and absenteeism tends to be on the increase in some
companies, while in some it is non-existent. Some companies are doing well and
their workers are proud to identify with them outside the official working
hours while workers in another company tend to withdraw from being identified
as a member of such companies or organizations. Organizations that operate on
supporting their workers, looking into their workers’ welfare, seeking their
workers opinion before embarking on any venture seem to be doing well while
some other organizations that seem to operate with same method seem worse off.
Likewise, some organizations thrive on competitive culture and authoritarian
management, others on participative management and supportive culture while
some others would prefer the combination of competitive culture and
participative leadership. Management quality is thus recognized as one of the
most important factors in the success of any organization among other
variables. Since these discrepancies are noticed, the study tries to
investigate the influence of managerial leadership behaviour and organizational
culture on workers’ effectiveness. It will try to find out if the combination
of a particular managerial leadership behaviour and organizational culture will
have any effect on workers’ effectiveness and to what extent these variables
influence the efficacy of the work force.
Culture gives birth and defines
organizational objectives while managerial leadership behaviour tends to
integrate management function and organizational culture to achieve desired
effect in view of the fact that if these managerial actions and organizational
culture are not aligned together, the organization is in difficult time
(Stoner, Freeman and Gilbert, 2005). Culture has been accepted as a “fact of
organizational life” by managers and has become an integral aspect of many
organizational development programs (Martin, 1992). Previous work on
organizational cultures has focused on descriptions of culture or a typology of
culture (House, Javidan, Hanges, and Dorfman, 2002). Certain types of
organizational cultures or styles of management have been associated for both
the effectiveness of the organization and for workers within the organization
(Deal and Kennedy, 1982, Schein, 1996). In contrast, this study attempts to
link managerial leadership behaviour and organizational culture to workers’
effectiveness within the organization. Specifically, the researcher deemed it
necessary to:
i.
Identify the
managerial leadership behaviour and prevailing organizational culture in
Nigerian organizations.
ii.
To determine the
extent to which organizational culture and leadership styles influence workers’
effectiveness.
iii.
To determine the
degree of influence between managerial leadership styles and organizational
cultures on workers’ effectiveness.
1.4 SIGNIFICANCE OF STUDY
The importance of this study is as follows:
i.
The findings of this
study will be useful to management in any organizational setting because the
type of managerial leadership behaviour style and organizational culture
affects the level of performance in any given work setting and therefore the
awareness of the limitations, problems and advantages of the different
managerial leadership behaviour styles would enable managers decide which one
to be involved with.
ii.
The study will
create awareness among organizations of the managerial leadership behaviour
style that can lead to workers’ effectiveness.
iii.
It would help
psychologists who find themselves in any work setting to focus their attention
on the managerial leadership behaviour style that will give rise to
organizational efficiency and equally equip them with suitable behavioural
method to use when managing problems arising from industrial disputes, and
organizational cultural conflicts.
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Item Type: Project Material | Size: 65 pages | Chapters: 1-5
Format: MS Word | Delivery: Within 30Mins.
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