Influence Of Organizational Environment On Employee Behavior

Influence Of Organizational Environment On Employee Behavior

Abstract

utmost associations warrant policy expression for effective organizational performance isn’t generally carried out duly due to lack of appreciation and knowledge of the applicability of policy timber and perpetration on organizationalgrowth.Descriptive exploration design was used in carrying out this exploration work and the retrogression analysis was used to assay the data. The specific objects of the study wereto establish the frequence of policy expression as a tool for organizational performance, to determine the challenges facing policy expression for organizational growth and to assess the goods of policy expression on organizational performance.

Chapter One

Preface

Background to the Study

Every association aims to survive and grow in a competitive terrain. To do so, it must respond and acclimate to the social, profitable and political environmental changes that do. The surroundings of public associations according to( Bryson, 2004) have come not only decreasingly uncertain in recent times but also more tightly connected; therefore changes anywhere in the system resonate unpredictably, and frequently chaotically and dangerously throughout the terrain. This increased query and interconnectedness requires a response from public associations. First, these associations must suppose strategically as noway ahead. Second, they must restate their perceptivity into effective strategies to manage with their changing circumstances and incipiently, they must develop the explanation necessary to lay the ground work for the relinquishment and perpetration of their strategies.

For strategic planning to be effective and useful, there must be commitment and involvement across all situations of the association, overcome essential problems similar as; contest among departments, systems, resistance to change, resource demand, coffers allocation and so on. The policy enterprise and directions set up by firm operation in the form of charge and vision statements and targets for cost saving, debt/ equity rates embodied as argued by Grant( 2003) “ a frame of constraints and objects that bounded and directed strategic choices. ” Strategic policy expression has been embraced by business enterprises, the public and private sectors as an important avenue that can be employed to lead effective association performance. Strategic policy formulationis the first phase in strategic operation process and sets the base for the other phases( Policy perpetration, evaluation and control).( Steiner, 1979) argues that strategic planning system provides the frame for formulating and enforcing strategies. still, it’s argued that for strategic planning to restate into results, a facilitative internal terrain and culture must be present. Ansoff( 1990) notes that terrain is constantly changing, and so it makes it imperative for associations to continuously acclimatize their conditioning in order to succeed. Strategic planning introduces changes that occasionally encounter organizational resistance. Thompson and Strickland( 1989) add that charging association-wide commitment to the chosen strategic plan is critical for effective performance.

There’s always a need for policy timber in the banking sector especially in First Bank of Nigeria due to the change in the executive head. The integration brings about framing of programs to guide directorial action. Policymaking came the high responsibility for effective operationsystem.The perpetration phase in strategic operation process consists of a set of conditioning by which the top operation assures that the strategic choice is communicated and related to both the association and its people. This is to say that perpetration encompasses the exertion of developing the organizational structure and climate stylish suited for the perpetration of the chosen or espousedpolicy.This task is thus important in the life of any association wishing to survive and to grow can not beover-emphasized considering the dynamic nature of the world we’re in moment. still, for operation system to effectively carry out this task of achieving their commercial objects, the operation must aim itself with the tools of strategic policy formulationand perpetration to enable it to acclimate to the terrain changes girdingthem.It’s in the light of this that the experimenter aimed to probe onimproving the performance of an organisation through effective policy expression using the First Bank of Nigeria as a case study.

Statement of the Problem

The operation of utmost associations in Nigeria moment have been facing the problem of not knowing how to achieve their commercial objectivesas a result of lack of proper strategic policy expression. This problem which has saddle may operation approaches is what the experimenter is aimed atsolving.Many associations spend utmost of their time realizing and replying to ill anticipated changes and problems rather of anticipating and preparing for them. This is called extremity operation. They use up their energy managing with submersed problems with little energy left to anticipate and prepare for the coming challenges. This is still causing lapses for some associations. This study will thus probe on perfecting the performance of an organisation through effective policy expression using the First Bank of Nigeria as a case study.

Exploration Questions

The following are some of the questions which this study intends to answer

i) What’s the frequence of policy timber and perpetration as a tool for organizational performance?

ii) What are the challenges facing policy expression for organizational growth?

iii) What are the goods of policy expression on organizational performance?

Objects of the Study

The ideal of this study was to probe onimproving the performance of an organisation through effective policy expression using the First Bank of Nigeria as a case study. The specific objects are

i) To establish the frequence of policy timber and perpetration as a tool for organizational performance.

ii) To determine the challenges facing policy expression for organizational growth.

iii) To assess the goods of policy expression on organizational performance.

Exploration Hypotheses

The exploration suppositions to be tested include

i) there’s no significant relationship between policy expression and organizational performance

ii) there’s no significant correlation between policy expression and top operation inferiors on increase in performance

iii) there’s no significant difference between workers commitment and policy expression

Significance of the Study

The findings from this study will be of great value to policy makers, stakeholders, board of directors and mortal Resource directors, bankers, etc as it’ll assess the applicability of policy expression on organizational performance, clarify the challenges and the ways to meet them. It’ll act as a useful resource for the banking sector in understanding the need and utility of espousing applicable strategic planning that ensures bettered organizational performance. Experimenters in affiliated areas will also find the study a useful literature for reference.

Compass of the Study

This study was limited to the First Bank of Nigeria staff and thus the questionnaires will be distributed to the workers of the organisation.

Limitation of the study

The only constraint encountered by the experimenter was finance. This limited the experimenter to print just one hundred and twenty questionnaires as against the proposed two hundred and fifty questionnaires. The experimenter, still, came up with findings that would be worth making reference to in future and also contribute to the being literature.

Delineations of Terms

The following terms were used in the course of this study

Organisational performance

Policy formulationthe timber of ideas or plans that are used by an association or government as a base for making opinions

References

Ansoff,H.I. and McDonnel,E.( 1990). Implanting strategic operation. 2nd ed. London

Prentice- Hall.

Bryson John,M.( 2004), Strategic Planning for Public and Nonprofit Associations; A companion

to strengthening and sustaining Organizational achievements, San Francisco Third Edition. Jossey- Bass.

entitlement,R.M.( 2003). Strategic planning in a turbulent terrain substantiation from the oil painting

majors. Strategic Management Journal, 24( 5), 491- 517.

Steiner,G.A.( 1979). Strategic planning. New York Free Press.

Thompson,A.A. and Strickland,A.J.( 1989). Policyformulation and perpetration

tasks of the general director. Homewood, USA Irwin.