INTRODUCTION
1.0 BACKGROUND OF THE STUDYCulture is a powerful lever in guiding human behaviour at all organizational levels, be it individual, group, or corporate bodies. Culture shapes, moderates and guides activities of an organization. Entrepreneurs who establish an organization often give a personal shape to the initial organizational culture and then perpetuate that culture by finding followers who are ready to fit into the system. According to Bundhwar and Yaw (2001: 105), entrepreneurs set up an organization with certain values, beliefs and norms that have been shaped by the societal culture and by the individual’s life experiences. These cultural characteristics are manifested in many ways such as myths, rituals, stories, legends and specialized language (Kast and Rosennweig 1985:675).
Thompson and Strikeland (1987: 237) posit that every organization is a unique culture. This culture is its own special history of how the organization has been articulated, projected, managed and approach to solving problems and conducting other activities, its own mix of managerial personalities and styles, its own experience of how changes are to be instituted as well as its overall personality. From the above assertion, the culture of an organization must have the basic traits of organizational values which include involvement, consistency, adaptability and mission for better work performance (Denison and Mishra, 1995). They stress that involvement and adaptability indicate flexibility, openness and responsiveness which are strong predictor of growth while consistency and mission indicate integration, direction and vision which predict the profitability of the company.
Adeferatin, (2001) and Gatlin, (1997) posit that the effectiveness of an organization’s culture is central to the extent to which its members are involved and committed to ensuring the achievement of the set goals. Taking Nigeria for an example, leaders of some organizations exhibit a non-challant attitude to their responsibilities and task. Such leaders, according to Yusuf (2006), do not stick to the organization’s set standards and moreover do not feel a strong sense of ownership to the organization. This non - challant attitude if adapted by the subordinates can result in organizational ineffectiveness.
Culture is adaptive in nature (Denison and Fey, 2003). It changes as the society and organizational value system change. This is implying that for organizations to survive, they must have the ability to adjust easily to new circumstances. In this contest, the organization has to modify its culture to align with those of either or both their employees, government, shareholders, competitors and the society at large in-order to achieve the desired performance.
Deer (1980:33) states that a successful organization is assumed to have a strong culture that attracts, reward and hold the allegiance of people who are performing roles and meeting goals. Hence individuals being the greatest resources to an organization should be socialized into the organizational system by the leaders through leadership by example attitude, training, seminars, effective communication and workshops to ensure compliance to the work pattern of the organization.
Denson and Mishra (1995) observe that effective organizations should have a clear sense of purpose and direction, a vision of the future, well defined goals and strategic objectives. When these are articulated in an organization, it will result to increase in productivity, job satisfaction, promotes expected behaviours and help to socialize new members into the system. Furthermore, the image of the organization will be well projected to the general public giving them a competitive advantage over other organizations.
In reaction to the above, Brendam and Johnson (1998) observe that some manufacturing and service organizations in United States of America have used strong organizational culture to win customer patronage over there competitors. Among these organizations are Kelis and Mark Group of Companies and Ashlotec Manufacturing Company Limited. Also research carried out by Paxphel Consutancy on some service firms in Lagos (2003) affirms that an organization will achieve the set objective if the workers will adhere to the values and aspirations of such an organization. To the best of our knowledge, no work has been done to determine the role of organizational culture on manufacturing firms in Enugu State of Nigeria. This work will attempt to fill this gap. Therefore, this study is aimed at ascertaining if Emenite Limited, Anambra Motor Manufacturing Company Limited and Hardis & Dromedas Limited have a particular work pattern associated with their cultures which they stick to and the possible effect of deviation from the set standard on performance.
| Project details | Contents |
|---|---|
| Number of Pages | 108 pages |
| Chapter one | Introduction |
| Chapter two | Literature review |
| Chapter three | methodology |
| Chapter four | Data analysis |
| Chapter five | Summary,discussion & recommendations |
| Reference | Reference |
| Questionnaire | Questionnaire |
| Appendix | Appendix |
| Chapter summary | 1 to 5 chapters |
| Available document | PDF and MS-word format |
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