International Journal of Social Sciences and Humanities Reviews Vol.6 No.2, May, 2016; p , (ISSN: )

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1 A REVIEW OF CULTURE ON ORGANIZATIONAL STRUCTURE; A FOCUS ON NIGERIAN AIRSPACE MANAGEMENT AGENCY STEVEN CHUKWUMA ALOMUNA (Ph.D) Department of Sociology/ Anthropology Madonna University Nigeria & RAPHAEL OFOEGBU CHIMA Department of Sociology/ Anthropology Madonna University Nigeria Abstract The effect of organizational culture and strategic posture of the organization, and differentiated from organization structure and that structure has more to do with the relationship between individuals in an organization. Descriptive and survey method was used for this research work. The data for the research was collected mainly through the use of well structured questionnaires administered to the personnel's of Nigerian Airspace Management Agency, Lagos. The major findings of the study reveals that the internet" is a catalyst for change, and within successful business practices, these imposed changes must be recognized, respected and anticipated." The paper recommended amongst others that cultural values must be carefully understood and followed in order to set a viable global benchmark needed in the strategic posture and organizational productivity in the organization. Keywords; Organization, Culture, Management, Individuals and Change Introduction Organizational culture can be seen as the set of important assumptions (often unstated) that members of an organization share in common, Pearce and Robinson (2003). Every organization has its own culture. Two major assumptions are common in organizational culture: the beliefs and values. Beliefs are assumptions about reality and are derived and reinforced by experience; while value are assumptions about ideas that are desirable and worth striving for (Kazmi, 2002). Organizational culture is differentiated from organizational climate in that it is not as overt. Organizational culture is also differentiated from organization structure in that structure has more to do with the relationships between individuals in an organization. The study of organizational structure rose to prominence following the Japanese miracle where academics tried to understand Japan's rapid economic recovery following World War II. Culture was pinpointed as an essential element of their resurgence and as much gained fraction as an important area of study for organization from all sectors. This study looks at the effect of organizational culture on the strategic posture of the organization. The field of organizational culture have identified as models for understanding the differences between culture types, the effects that organizational culture has on performance, the methods by which organizational culture can be measured and now cultural change can be managed effectively. Most times in some organizational cultures where they are not in oneness or unison amongst themselves as workers or employees, where there are no superior -subordinate understanding whereby the superiors do not understand the subordinates, in most cases these conflict hinders the organization from not only growing but also adopting to environmental changes. Just as the day goes by commodities, plans and prospects with which most company's or organization use fades away. The help of sub-cultures in the organization and the help of these understanding among the sub-cultures enables the organization to take note of the environmental change and also notice the new needs of their customers which are their major priority as a firm or organization. Most times the major reason of some entrepreneurs is not to make profit, most of the business men do not go into business for profit making or they are not just profit oriented. Majority or a good number of 180

2 entrepreneur goes into business for growth or they are mostly interest in the growth of the organization more than they are in the profit the organization is making and to keep these dream of the entrepreneur they have to keep their ears to the ground to know when the environment is changing or developing so as to follow and not be left out in these development. To ensure these (environmental development), the organization must have the following: 1. Good management 2. Good and solid forecasting unit 3. A cooperating employees 4. A subordinate/superior understanding 5. Standard Appraisal Negligence to identify one correct set of cultural values to use as-a global benchmark which hampers strategic posture of the organization: Negligence in this case means overlooking or paying little or no attention or concern to something. If an organization fails to pay attention towards identifying a particular correct value of set to use as a bench mark or to focus in during strategic times. When they feel so reluctant about setting strategies towards how they will make out good result, achieve their major goal which might be profit or developing the name of the organization and forecasting the future to see if there are needs to set strategic plan against their competitors or to still remain where they are; if any organization plays with these fact then of a truth such organization is set for a natural death. They will fall down back to grass not level and that's going to not only affect them but also those consumers who have relied solidly in them and their products. The strategies of an organization is also their major secret because those are the plans they use against their competitors. And also the bench is where they go back during retreat to think and make new decisions and plans. So if these two major factors are hampered with them there is a very big problem in the organization. Efficient and effective performance levels in an organization translate into the sources or failure of the organization. Organizations, influence economically impact, and serve the surrounding community. In summary, organizations often start from an image and become a machine built for accomplishing goals either as a small society with a social structure and culture or as an organism making its way through a resource environment (Moore, as cited in Scott & Davis, 2007; Schermerhorn, 2008). Organizational Management The classical approaches dominate the history of organizational management; therefore discussion of the rational systems within the classical approaches adds clarity to this literature review. The three core classical approaches to organizational management are scientific management, administrative principles, an the bureaucratic organization, Taylor (1911, as cited in Schermehorn, 2008) pioneered scientific management, a principle that was completed by the motion studies of Frank and Lillian Gilberth. The administrative principles approaches began with the 1916 work of Henry Fayol and culminated with the work of Henry Gantt and his well known Gantt chart. Finally, the last classical approach is represented with the work of Max Webber and the bureaucratic organization. QUESTIONNAIRE DISTRIBUTION Options Respondent Percentage % Number of questionnaire out 50 50% Number of Questionnaire returned 48 48%

3 Number of questionnaire withheld 2 2% Total % From the above 50 (50%) questionnaires were sent out for retrieve information, 48 (48%) was returned successfully answered and 2(2%) was withheld. Table IV: Educational Qualification of Respondents Data: Educational Qualification Frequency Percentage (%) OND HND B.Sc/BA M.Sc Ph.D Table 4: reveals that 58.3% of the respondent are OND holders, 20.8% are HND holders, 10.4% are B.Sc/BA holders, while 8.3% are M.Sc holders, Ph.D holders we have 2.1% respondent. ANALYSIS OF ITEMS IN THE QUESTIONNAIRE 1. Do lack of motivation affect the organization? Table 5 Data: Agreed Disagreed Undecided

4 From the above, 25 (52.08%) of workers agreed, 18 (37.5%) disagreed while 5 (10.4%) were undecided. 2. Do organization feel inability of sense belonging? Table 6 Data: Agreed Disagreed Undecided From the above 24 (50%) attested yes, 16 (33.3%) disagreed while 8 (16.6%) were undecided. 3. Do managers know the effect of organizational structure on or to the organization? Table 7: Data Agreed Disagreed Undecided From the above, 24 (50%), attested yes, undecided. 16 (33.3%) disagrees while 8 (16.6%) were 4. Do you think there is any benefit on the strategic posture of the organization using your organization as a case study? Table 8 Agreed Disagreed

5 Undecided From the above, 25 (52.08%) of the respondents agreed, 16 (33.3%) disagreed while 7 (14.5%) undecided. 5. Do you think the effect of organizational culture on the strategic posture of the organization helps in more productivity. Table 9 Data Agreed Disagreed Undecided From the table above, 20 (41.6%) agreed without doubt, 15 (31.25%) disagreed while 13 (27,08%) where not decided. 6. How can organizational structure on the strategic posture Of the organization help the organization? Does it help positively or negatively? Table 10 Data Agreed Disagreed Undecided In the above distribution 25(52.08%) agreed, 13 (27,08%) disagree while 10 (20.8%) where yet to decide. 7. Can workers also help in affecting the strategic posture of the organization? Table 11 Data

6 Agreed Disagreed Undecided In these distribution 35 (72.9%) Agreed while 10 (20.8%) disagreed and 3 (6.25%) where undecided. 8. After the effect on the strategic posture of the organizational culture, is their any benefit? Table 12 Data Agreed Disagreed Undecided This distribution shows that 30 (62.5%) agreed to the fact that there is always a benefit after their effort, 8 (16.6%) still strongly disagreed which 10 (20.8%) where undecided. 9. Do the staff and workers experience psychological contact amongst themselves? Agreed Disagreed 0 0 Undecided Here, 43 (89,5%) agreed perfectly, 0(0%) disagreed and 5(10.4%) where yet to decide. Test of Hypotheses

7 Hypothesis are assumptions put forward as a basis for reasoning" or investigation. The hypothesis formulated for this research is shown below: The hypothesis were tested using z-test statistical tool P P Z = P(1 P) n Where: P = Sample proportion P = Population proportion P = Proportion of success (I P) = Proportion of failure N = Sample size Hypothesis I Ho: Inability to adapt to a rapidly changing environment as vital component of organizational culture does not have significant effects on organizational productivity. The level of structure is 0.05 using the first formular. Z = P = P P P(1 P) n Sample size Population = Agreed Disagreed Undecided P = Proportion of success = = Implementing formular P P

8 International Journal of Social Sciences and Humanities Reviews Vol.6 No.2, May, 2016; p , Z = P(1 P) n Z = 0.50 (1 0.50) = = = 4.72 Using the z-test statistical table, the value of z-calculated of 5 at 0.05 level of significant = Decision Rule: If z calculated value is greater than z tabulated value, reject the null hypothesis otherwise accept it, which states that lack of innovation and change is associated with organizations. It states that the inability to adapt to a rapidly changing environment as vital component of organizational culture does not have significant effects on organizational productivity. Hypothesis II HI: Negligence to identify one correct set of cultural values to use as a global benchmark which hampers strategic posture of the organization. Agreed Disagreed Undecided Z = P P P(1 P)

9 n Sample size 48 P = Population = 57 = 0.84 P = 30 x 100 = 62.5 = Z = P P P(1 P) n Z = ( ) = = = Using the z-test statistical table, the value of z-calculated s is 2.47 at 0.05 level of significance = Decision Rule: If z calculated value is greater than z-tabulated value, reject the null hypothesis otherwise accept it, which states that negligence to identify one correct set of cultural values to use as a global benchmark which hampers on the strategic posture of the organization. CONCLUSION If organizations cannot examine their current culture, the status of their own custom centricity, and the status of their own CRN, then the positive change may never occur because organization will not know where they currently stand, they cannot decide when change is needed, and they cannot speak to degree that change. Taffler contended, "Change is avalanching upon our heads, and most people or grotesquely unprepared to cope with it" (as cited in Bridges, p.4). Researchers have asserted that this statement is more relevant today than when Toffler first penned these prophetic words. The reality of society constructs and apparent culture are created by, impacted by, and tainted with the historical biases, discriminatory tendencies, myopic experiences, and focal points of the past, all of which include human perceptions, human experiences. RECOMMENDATIONS The following recommendations were made: - Organizational culture is inevitable in every organization; organization therefore must anticipate change and see it as a welcome development. - Organizations need to understand the varied and changing environmental variables needed in their day-to-day transaction of business. - Also, cultural values must be carefully understood and followed in order to set a viable global benchmark needed in the strategic posture and organizational productivity in the organization.

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