Type Here to Get Search Results !

ORGANIZATIONAL CULTURE AND PERFORMANCE (A CASE OF FIDELITY BANK PLC ENUGU)

CHAPTER ONE
 1.2 INTRODUCTION
 Each group of human society has different mechanisms to coordinate the individual doings of their members. Beyond this, other social mechanisms play an important role for social system which are based on shared ways of thinking, feeling or doing. Common assumptions, shared values and norms, same understanding of symbols, same ways of interpretation and rules of communication function as social adhesives in human organizations (Weik and Lang 2001:203). All these phenomena are subsumed in the concept of organizational culture, which seems to be one of the most complex fields in the science of economics. 
 1.2 BACKGROUND OF THE STUDY
 In economic research, organizational culture is relatively new and first came up at the end of the 70s. At this time, the Japanese economy boomed and their industrial working practice was seen to be more successful than the working style in the USA or Western Europe. In a further step, the recognized and many studies comparing different national culture have been performed (Heinen 1987:4).During the 80s, the concept of organizational culture became increasingly established. The enormous interest of industries encouraged scientific discussion. The best known theoretical models for organizational culture are proposed by Schein, Hofstede, Peters and Waterman, Ouchi, Deal and Kennedy (Tuppinger, 2003:122 and Hofstede, 1982). Besides different scientific traditions and definitions of organizational culture, Schreyogg (1991) summarizes the most relevant elements of the concept. i. Organizational culture is mostly an implicit phenomenon consisting of shared beliefs, which determine self image and definition of the own organization. ii. Organizational culture are kept alive and its sense is not self reflected iii. Concept of organizational cultures subsumes shared orientations and values. It is a collective phenomenon influencing strongly individual doings and is iv. The basis for uniformity and coherence in organizational doings. v. Organizational cultures result from a learning process of organization in interaction with its internal and external environment. vi. Certain doings historically successful in problem solving build up the basis of common accepted behaviours. vii. Organizational culture brings sense and orientation into a complex world in the way as it supports selections and interpretation. viii. Organizational culture is transferred in a process of socialization and is not learned consciously. Imaga (2001:44) quoting O. Sheldon, defines an organization as the “process of combining work which individuals or groups have to perform with facilities necessary for its execution, so that the duties so performed provide the best channels for the efficient, systematic, positive, and coordinated application of the available effort”. It must then be noted that when different people come together as one group, they bring in their individualities, which join together to form a whole part. More often than not, these individualities are subtle and not overt, since the whole swallows the individual.

Project detailsContents
 
Number of Pages149 pages
Chapter one Introduction
Chapter two Literature review
Chapter three  methodology
Chapter  four  Data analysis
Chapter  five Summary,discussion & recommendations
ReferenceReference
QuestionnaireQuestionnaire
AppendixAppendix
Chapter summary1 to 5 chapters
Available documentPDF and MS-word format


DOWNLOAD COMPLETE WORK 

All  listed topics on our website are available project materials in PDF and MS word files, well supervised and approved by lecturers who are intellectual in their various fields of discipline,  documented to assist you with complete, quality and well organized researched work.  if you can't find what you're looking for feel free to contact us. 

Feel free to contact us chat with us on WhatsApp
Hello, How can I help you? ...
Click me to start the chat...