Corporate Culture And Organisational Performance Of Consumer Goods .
CORPORATE CULTURE AND ORGANISATIONAL PERFORMANCE OF CONSUMER GOODS COMPANIES INNIGERIA: AN EXPLORATORY APPROACHAkinlabi, B. H., Asikiah, O. U., & Ajala, P. O.
Vol. 8, Iss. 4, pp 232 – 252. October 13, 2021. www.strategicjournals.com, Strategic JournalsCORPORATE CULTURE AND ORGANISATIONAL PERFORMANCE OF CONSUMER GOODS COMPANIES INNIGERIA: AN EXPLORATORY APPROACH11,2,3Akinlabi, B. H., 2 Asikiah, O. U., & 3 Ajala, P. O.Department of Business Administration & Marketing, Babcock University, Ilishan-Remo, Ogun State,NigeriaAccepted: October 9, 2021ABSTRACTThe culture of the organization is the characteristic and observable personality that has originated from eachorganization. Businesses such as Apple, Google or General Electric names reflect the taste of theirworkplaces, their personality, the unwritten contact protocol, and the principles of the company. Althoughsome may think of corporate culture as a product of the individuals and processes of the organization,something that cannot be managed or quantified, the fact is that corporate culture is unexpectedlyobservable. It can be built and leveraged purposefully. It affects productivity and the commitment ofemployees. It controls revenue rates and influences the efficiency of companies and affects profitability.Corporate culture differentiates the businesses that are highly competitive from all the others. It can be astrategic, strong advantage. The culture of organizations is often different, but consistently, the majorwinners are the organizations that make culture a priority. This paper discussed some of the general culturedefinitions, various theories underpinning the concept and the outcomes of various studies. Also, it looked athow the culture of the firms in consumer goods sector in Nigeria influences their innovation strategies. Thepaper also explained the impact of trends and innovations on the performance of the organisation and therelationship between the organization structure and culture. Area for further research was alsorecommended.Keywords: Corporate culture, Organisational performance, Food and beverages, NigeriaCITATION: Akinlabi, B. H., Asikiah, O. U., & Ajala, P. O. (2021). Corporate culture and organisationalperformance of consumer goods companies in Nigeria: an exploratory approach. The Strategic Journal ofBusiness & Change Management, 8 (4), 232 – 252.Page: - 232 -The Strategic Journal of Business & Change Management. ISSN 2312-9492 (Online) 2414-8970 (Print). www.strategicjournals.com
INTRODUCTIONOrganisations go through stages of developmentsand therefore have a keen interest to evaluate theirlevel of performance at every stage. A carefulobservation of organisations reveals diversediscrepancies like organisational outcomes, hencethe need to properly understand the environmentin which they operate and the factors responsiblefor growth and performance (Waseem & Loo-See,2018). Research has shown that the consumergoods sector globally has experienced differentefforts at improving the performance of the firmsthat operate in it (Ho, Ahmad & Ramaya, 2016;Hosseinini, Soltani & Mehdizadeh, 2018). Themovement from analogue to digital processes in theproduction and selling of consumer goods aroundthe world has paved the way for keen competitionfor resources as well as customers to enhanceperformance. The consumer goods sector has beenof utmost importance due to their contribution tomass employment, foreign investment and grossdomestic product (GDP). However, despite theimportance of this sector, consumer goodscompanies have been stricken with poorperformance evident in low output/productivityand loss of revenue (Doran & Ryan, 2014). Also,they have been plagued with poor organisationalperformance coupled with a loss of trust andreliance from customers due to health implications(Cooper & Nakanishi, 2014). Carminchael, Fenton,Pinilla-Roncancio, Sing and Sadhra (2014), pointedout that Canadian consumer goods businessesaccounted for 1.1 million employees and more than88,000 locations across the country with anestimated 71 billion in sales, representing around4% of the country’s overall economic activity.Despite the importance of this sector’s contributionto the country’s GDP, there has been a consistentdecline in performance in terms of productivity,declining market share and loss of profitability. As aresult of poor management, lack of creativity andpoor management of knowledge in somecompanies in this region, this has led to theshutdown of some consumer goods companies inCanada. (Cheng, Yang, & Sheu, 2014).Page: - 233 -Ouma (2016) reports that consumer’s goodscompanies in Kenyan are facing increasingchallenges posed by a competitive, turbulent anddynamic business environment. This has led todisruptive changes that have forced businesses tore-evaluate their course of activities to survive. Todevelop and sustain a superior competitiveadvantage, these firms have resorted to managingtheir knowledge resources (Adzeh, 2017). This alsoincludes processes that enhance consumerknowledge and dynamics and ensures the usage ofsuch data to make informed decisions. Theconsumer goods sector in Kenya is the third leadingsector contributing about 10% to the GrossDomestic Product in Kenya. This has a direct impacton the economic growth of the nation. However,the performance of consumer goods sector hasbeen on the decline for a considerable period andits contribution to the country’s Gross DomesticProduct has remained stagnant at 10% sinceindependence (Ho et al, 2016). Furthermore, itsgrowth rate has decelerated from an expansion of3.4% in 2011 to a growth rate of 3.1% in 2012.Increased globalisation and competition from bothdomestic and international countries, integration oftraditional consumer goods, increase in innovativetechniques, the use of information and knowledgeto improve supply chain management and growthof national markets have presented both threatsand challenges to this sector (Hosseinini et al,2018). To enhance the growth of the consumergoods sector, the Kenyan government createdobjectives to feature as a major part of thegovernment’s Vision 2030 economic developmentplan to transform Kenya into a middle-incomecountry. The government’s goal is for consumergoods to account for 20% of the Gross DomesticProduct by 2030 (KES, 2016).Mugo, Musonge and Sakwa (2016) report thatvarious organisations are under pressure toimprove the quality of their performance, hencethere has been a struggle in different angle to keepup with the competition in Ghana. Advancement intechnology, changes in the competitive landscape,The Strategic Journal of Business & Change Management. ISSN 2312-9492 (Online) 2414-8970 (Print). www.strategicjournals.com
leadership peculiarities and issues with innovationall combine to impact on how Ghanaian firms fightfor survival and eventual performance. With issuessuch as globalisation, and internationalisation,competition is becoming keener in similarindustries, it becomes imperative for Ghanaianfirms to look for alternative measures to ensureimproved performance (Amanposa, 2018).The consumer goods sector is one of the mainsectors of the Nigerian manufacturing industry(KPMG, 2020). It is primarily defined as companiesthat supply low-cost goods which are in constanthigh demand. Products that are classified under theconsumer goods banner include food he NBS Foreign Trade in Goods Statistics (Q4 2019)report revealed that the Food, Beverage andTobacco subsector contributes about 5% ofNigeria's Gross Domestic Product (GDP). Thisdemonstrates the importance of the sector to theNigerian economy. The Nigerian Stock Exchange(NSE) market capitalization report for December2019 also highlights the significance of the sector asit accounts for 17 per cent of the overall value ofthe NSE equity. From a retail viewpoint, theconsumer goods market is sometimes referred to asa low margin – high-volume game. Seeing as profitmargins are typically very thin, companies operatingin the sector usually employ a strategy aimed atdriving top-of-the-line sales and increasing marketshare. There is little differentiation of products,resulting in intense market competition, whichsometimes translates into 'price war.' In order toimprove profitability, consumer goods firms seek todrive customer satisfaction and productdifferentiation through a variety of strategies. Manywith winning strategies and quality products areable to achieve higher price points across productportfolio. However, given the price war and theunwillingness of these businesses to pass costincreases to consumers, it is crucial for players tocontrol production costs in order to retain healthyproduct margins.Page: - 234 -The lockdown of major cities in Nigeria and therecent foreign exchange devaluation due to thedecline in crude oil prices resulting from the COVID19 pandemic have had an effect on all sectors inNigeria. The effect on consumer goods has beenmixed, as food and beverage & pharmaceuticalplayers have been listed as suppliers of criticalproducts and services that are permitted tocontinue to function throughout the crisis.The resilience of the culture of companies in theconsumer goods industry come to play during thepandemic, as some of the main players adoptedimplemented health and safety plans to ensure thesafety and welfare of the employees anddeployment of necessary technologies andguidelines to assist with remote work (KPMGreport, 2020).Due to the rapid level of competitive rivalry, firmsare imperatively conscious of what, why, when,where and how they can best characterise andachieve their set purpose and goal. It is believedonce the goals are clearly stated, then it becomes achallenge for the firms to identify the kind ofculture that can be adopted and integrated towardsthe realisation and attainment of the competitiveadvantage (Oguntade, 2015).LITERATURE REVIEWCorporate CultureOrganisational culture often referred to ascorporate culture (Deal & Kennedy, 1982; Kotter &Heskett, 1992), refers to the adopted values,beliefs, and assumptions of the employees of anorganisation. Although there is no consensus on thedefinition of corporate culture, most authorsagreed that corporate/corporate culture referred tosomething holistic, historically determined (byfounders or leaders), related to thingsanthropologists study (like rituals and symbols),socially constructed (created and preserved by thegroup of people who together form theorganisation), soft, and difficult to change. For thisresearch, corporate culture is defined as thecollective programming of the mind thatThe Strategic Journal of Business & Change Management. ISSN 2312-9492 (Online) 2414-8970 (Print). www.strategicjournals.com
distinguishes the members of one organisationfrom another. This includes the shared beliefs,values, and practices that distinguish oneorganisation from another (Hofstede, 1980). It isworth wondering what constitutes corporateculture, whether we can observe and measure thepatterns of beliefs, rules and behaviour or practicesof the members in the organisation, and how visiblecorporate culture is.Corporate culture includes the norms that themembers of an organization experience anddescribe as their work settings (Schneider, Ehrhart& Macey, 2013). Such norms shape how membersbehave and adapt to get results in the organization.Corporate culture is how the members of anorganization interact with each other and otherstakeholders (Simoneaux & Stroud, 2014).Corporate culture is a set of values, beliefs, andbehavior patterns that differentiate oneorganization from other organizations (Ortega-Parra& Sastre-Castillo, 2013). King (2012) definedcorporate cultures as a system of values thatsubconsciously and silently drives people to makeeach choice and decision in the organization.Business managers use corporate culture andcorporate culture interchangeably because bothterms refer to the same underlying phenomenon(Childress, 2013).Corporate culture is the set of shared values,beliefs, and norms that influence the wayemployees think, feel, and behave in the workplace(Schein, 2011). Corporate culture has fourfunctions: gives members a sense of identity,increases their commitment, reinforces corporatevalues, and serves as a control mechanism forshaping behaviour (Quick & Nelson, 2011).Corporate culture facilitates the acceptable solutionto know the problems, which members learn, feeland set the principles, expectations, behaviour,patterns, and norms that promote a high level ofachievements (Marcoulides & Heck, 2016).Corporate culture is very important because it goesa long way to determine the way things are beingdone in the organisation. Whether culture isPage: - 235 -perceived to be a strength or a burden depends onmanagement subscription and maintenance ofcultural standards. Ever since corporate culture wasfirst recognized as a clear-cut component ofcorporate success, executives and managers havesought to turn this value into a source ofcompetitive advantage. Corporate change can onlybe fashioned or identified as how hierarchicalmanagement structure reacts towards a moreegalitarian approach. The appropriate control andproper management can motivate to promotecorporate culture (Fernandes-Richards, 2005).The term culture is defined as a pointer of themessage which is understood about how to behavearound a particular society or organisation. Ashuman beings, we can adjust and fit into thecommunities of which we are fellows. This isessential if we are to become acknowledgedsocially, and in the case of an employee if we are tokeep our job. Employees pick up these messagesabout expected behaviour and adjust their ownaccordingly. Those who cannot or will not adjusttend to either leave of their own free will or beejected. Meanwhile, culture can be described as thecharacteristic way in which work is done in differentorganisations (Taylor, 2007). There is a growingneed for an organisation to be responsive andcompetitive or else culture can react as a liability.This requires that the capability of soft assets(people) and hard assets (plant) be managedeffectively. Moreover, Abass and Mesch (2015)define culture as the collective programming of themind that distinguishes the members of onecategory of people from those of another.Furthermore, his cultural values framework isdeveloped using data from over 88,000 employeesfrom 72 countries. This leads to the initialidentification of four cultural dimensions, whichlater are expanded to five. The first is individualcollectivism which relates to the integration ofindividuals into primary groups, and the degreeupon which individuals look after themselves whilein the group.The Strategic Journal of Business & Change Management. ISSN 2312-9492 (Online) 2414-8970 (Print). www.strategicjournals.com
The second one has to do with power distancewhich has to do with the extent to which peopleaccept inequality in power among its institutionsand people. Furthermore, we see uncertaintyavoidance which links to the levels at which societyfeel uncomfortable with a lack of structure andambiguity. As well there is masculinity andfemininity which entails the extent to which asociety considers the dominant values to bemasculine in nature. Finally, long-term orientationand short-term organisation which has to do withthe development of value where deferredgratification is accepted and order is observedversus a society where immediate satisfaction isdesired and results are expected quickly (Ergeneli,Gohar & Temiebekova, 2007; Kirkman, Lowe &Gibson, 2006).The way of doing things or carrying out activities inan organisation has a bearing on the performanceof the organisation. For instance, if the culture ofthe organisation is such that embraces the value ofpeople and their contributions to corporatedevelopment, then intellectual capital may bevalued to a great extent. This is so because it willhelp to channel the activities of the organisationsmost especially in a knowledge-based economy.This will help to ensure that all intangible resourceswhich include human, structural, social and spiritualcapital are channelled effectively to improve theperformance level of the organisation. Corporateculture has been characterised by many authors assomething to do with people and the unique qualityand style of the organisation (Kilman, 1985). Thisstudy adopts the definition of Hofstede (1980).According to Hofstede (1980), corporate culturerefers to the collective programming of the mindthat distinguishes the members of one organisationfrom another. This includes shared beliefs, valuesand practice that distinguish one organisation fromanother. The beginning of formal writing in ancorporate culture started with Petigrew (1979). Heintroduced the anthropologist concepts likesymbolism, myths, and rituals that could be used incorporate analysis.Page: - 236 -Business managers use a corporate culture todifferentiate their company from other companies(Weber & Tarba, 2012). Apple Inc, the InternationalBusiness Machines Corporation (IBM), and HewlettPackard Corporation (HP) exist on similartechnology and same operating environment, butthese companies have different corporate cultures(Schein, 2010). The Apple culture includesproducing simple, elegant, and innovative products(Toma & Marinescu, 2013). Priorities in HP cultureare employees’ autonomy and creativity (Childress,2013).Characteristics of corporate culture:If culture is a system of common understanding toknow the members of an organization, a system iscomposed of a set of core features that they valuedthe organization or their values. These 10properties consist of:1 - Personal creativity: responsibility, freedom andindependence of the individual.2 - Risk Disclosure: The amount of money peopleare encouraged to take initiative, to work andambition to make risky.3 - Leadership: the extent to which the objectivesand functions that are expected to be made clear.4 - Integration: the extent or degree to which unitswithin an organization to act in a coordinated way.5 - Management support: the extent or degree towhich managers communicate with theirsubordinates, they will help and support them.6 - Control of regulation and supervision on thebehaviour of individuals who direct the managers toapply.7 - Identity: The degree to which individuals orentire organization (not a band or special field orperson that has proficiency them) to represent thenation.8 - Reward system: the extent or degree to whichthe bonus reward allocation practices, andpromoting employees based on performanceThe Strategic Journal of Business & Change Management. ISSN 2312-9492 (Online) 2414-8970 (Print). www.strategicjournals.com
indicators is not based on history, party games andas indicators of the.sense of ownership, and responsibility (Han, 2012;Murphy et al., 2013).9 - Conflict reconciliation: With the amount ordegree to which people are encouraged to buildand open conflict are obvious criticisms.In adhocracy or an entrepreneurial culture,organization members may require clarification fortheir job assignments including the importance andimpact of the assignment to achieve organizationalgoals (Veiseh et al., 2014). The values andassumptions of adhocracy culture include (a)growth, (b) risk taking, (c) creativity, (d) diversity,(e) independence, and (f) adaptability (Hartnell etal., 2011). In adhocracy culture, business managersallocate more resources for research anddevelopment, and they encourage employees’involvement in creative and innovative researchactivities (Sok et al., 2014).10 - Pattern of relation: amount or degree ofcorporate communication is limited to the formalhierarchy of needs (Flamholtz & Randle, 2012).Types of Organizational CultureFour types of organizational culture include (a) clanculture, (b) adhocracy culture, (c) hierarchy culture,and (d) market culture (Fiordelisi, 2014; Sok,Blomme, & Tromp, 2014; Wiewiora, Murphy,Trigunarsyah & Brown, 2014). Clan or supportiveculture contains an employee-oriented leadership,cohesiveness, participation, and teamwork (Han,2012). Adhocracy or an entrepreneurial cultureincludes innovative, creative, and adaptablecharacteristics (Veiseh et al., 2014). Sok et al. (2014)defined hierarchy culture as a combination of rulesand regulations to control activities in theorganization. Market culture includes competitionand organizational goal achievement (Pinho et al.,2014).The assumption and values of clan culture includehuman affiliation, collaboration, attachment, trust,loyalty, and support (Fiordelisi, 2014). In a clanculture, managers need to act in a democraticmanner to inspire and motivate employees toestablish a culture of excellence in the organization(Miguel, 2015). An interpersonal relationship isactive in the effective organizational culture.Organization members behave appropriately anddevelop a sense of ownership when they have trustin, loyalty to, and ownership in the organization(Nongo & Ikyanyon, 2012). Clan culture includesteamwork, participation, employee involvement,and open communication (Pinho et al., 2014). In aclan culture, business managers encourageteamwork and employee empowerment (Yirdaw,2014). The ultimate goal of clan culture is improvingemployee performance through commitment,Page: - 237 -In adhocracy culture, innovation and creativity areimportant to enhance productivity and to improveservices in the organization. The ultimate result ofadhocracy culture is innovation and change(Fiordelisi, 2014). Research evidence in the area oforganizational culture show the existence of apositive relationship between adhocracy cultureand innovative entrepreneurial orientation (Engelenet al., 2014). Other research findings also showedthe existence of a positive relationship betweenadhocracy culture and financial effectiveness in thelong-term (Hartnell et al., 2011).In hierarchy culture, business managers give priorityin establishing effective control systems throughoutthe organization. In hierarchy culture, organizationmembers follow the rules and regulations, and eachactivity set with pre-defined procedures and rules(Hartnell et al., 2011).Hierarchy culture includes clear communicationchannels, stability, consistency, and reinforcement(Fiordelisi, 2014). The final goal of hierarchy cultureis efficiency and effectiveness. Study findingsshowed the existence of a negative relationshipbetween hierarchy culture and financialperformance (Han, 2012). Other research findingsalso showed the existence of a negative relationshipbetween hierarchical culture and customerintegration (Cao et al., 2015). In a competitionThe Strategic Journal of Business & Change Management. ISSN 2312-9492 (Online) 2414-8970 (Print). www.strategicjournals.com
culture, organizational members have clearobjectives to increase their reward through marketachievement (Han, 2012). Competition cultureincludes (a) gathering customer and competitorinformation, (b) appropriate goal setting, planningand decision-making, and (c) task focus leadership.Competition culture also contains marketaggressiveness and nication, competition, competence, andachievement (Miguel, 2015). In competition culture,business managers focus on external effectivenessthrough market control and secure competitivenessthrough market achievement. Miguel (2015) notedthat business managers must have knowledge oftheir clients and market priority to survive in thecompetitive market. In a competition culture,business managers must maintain customer-drivenleadership because the priority in competitionculture is customers’ satisfaction (Han, 2012).Organisational PerformanceOrganisational performance can be simply definedas a company’s results and achievements comparedto goals and objectives (Richard, Devinney, Yip &Johnson, 2009). Cho and Dansereau (2010) n’s goals and objectives. Tomal andJones (2015) refer to organisational performance asthe actual results or outputs of an organisation asmeasured against that organisation’s intendedoutputs. Organisational performance reflects theway an organisation takes advantage of tangibleand intangible resources to achieve its goals(Hunger & Wheelen, 2012) and the culmination ofan organisation’s working process and ormance as setting up a structure or mendingan already existing one to suit the organisationalenvironment and the demands of rformance as, a measure which is used byorganisations so that they can manage theirefficiency well, and deliver their worth toshareholders and clients. Since organisationalPage: - 238 -performance is a multidimensional concept, it seeksto measure companies’ achievement of theobjectives proposed for different stakeholders in agiven period (Richard et al., 2009).Measuring organisational performance was in thepast limited more or less on financial measures inthe form of revenue, profit, net operating income,Return on Assets (ROA), Return on Equity (ROE),Return on Sales (ROS) and other mostly revenueand profit related measures. Although very practicaland useful, traditional financial measures cannotcreate advantages for the organisation in anintensely competitive environment (Liu, Wu &Chen, 2010). New organisational conceptsdemanded additional measurement information formanagers to make proper decisions and for ashareholder to properly evaluate companyperformance. New financial and especially nonfinancial information in measuring performancebecame more or equally important and providedadded value to stakeholders, non-financialinformation such as intellectual capital and socialresponsibility as well as the promotion oforganisational knowledge level (Liu, Wu & Chen,2010). Organisational performance is a concept thatmeasures a firm’s position in the marketplace andthe firm’s ability in meeting its stakeholders’ needs(Lo, Mohamad, Ramayah, & Wang, 2015). Accordingto Slack, Chambers, and Johnston (2010), employeeperformance can be known as the degree to whichthe operation fulfils the performance objectives theprimary measures and meets the needs of thecustomers that is secondary measures (Slack,Chambers, & Johnston, 2010).Different organisations use various types ofmeasurement to evaluate performance, the mostcommonly used today includes financial and nonfinancial performance indicators (Hilman, &Kaliappen, 2014). Many researchers have employeda more balanced approach to performancemeasurement by including both financialperformance and non-financial performancemeasures (Ho, Ahmad, & Ramayah, 2016). Financialperformance has been seen by many as theThe Strategic Journal of Business & Change Management. ISSN 2312-9492 (Online) 2414-8970 (Print). www.strategicjournals.com
ultimate aim of any company and it reflects howwell a company uses its assets to generate revenues(Chen, Tsou, & Huang, 2009). On the other hand,nonfinancial performance measures refer tolongterm operational objectives of a company or, inother words, future performance indicators that arenot presentable by contemporary financialmeasures (Blazevic & Lievens, 2004; Prieto &Revilla, 2006).Financial performance relates to data presented infinancial Statements and accompanied notes(Hamdam, Pakdel & Soheili, 2012) such asprofitability, sales growth, return on sales, return oninvestment, and return on equity (Zehir, Can &Karaboga, 2015). Nonetheless, Falshaw, Glaister,and Tatoglu (2006) claim that financial measures ofperformance only capture one part oforganisational performance. This is supported by(Garg & Ma, 2005) who advocated the movementtoward recognizing non-financial measures, giventhat they focus on a firm’s long-term success (Avci,Madanoglu & Okumus, 2011). Non-financialperformance relates to the organisation’s effectivemarketing activities and can be evaluated throughcustomer loyalty, customer satisfaction, marketshare, quality, new product development, and so on(Shah, & Dubey, 2013; Zehir, Can & Karaboga,2015). These measures offer an alternativeperspective on performance and are key behavioursfor supporting the achievement of positive financialperformance (Wang, Bhanugopan, & Lockhart,2015).A multi-dimensional measure of firms’ performancemay include traditional accounting indicators suchas sales growth, market share, and profitabilityaspiration levels. Lumpkin and Dess (2008) alsoconsidered some non-financial issues likecompany’s reputation, public image and goodwilland the commitment and satisfaction of employeeswhich may be important to new entrants. Wiklundand Shepherd (2005) believed that performancemeasures of three key performance indicatorsgross profit, return on asset (ROA) and return oninvestment (ROI) in measuring firm performance.Page: - 239 -To be successful and remain in business, bothprofitability and growth are important andnecessary for a company to survive and remainattractive to investors and analysts. It is agreed thatprofit and growth are relevant motives for theexistence of a business firm and must therefore beincluded in any framework to measure performance(Santos & Brito, 2012). In measuring financialperformance, it is the view of Filser, Eggers, Kraus,& Málovics (2014) to integrate both the financialperformance and growth aspects of performancesince they are both different aspects ofperformance each of which reveals differentimportant and unique information. Santos and Brito(2012) believes that superior financial performanceis a way to satisfy investors and can be representedby profitability, growth and market value whereprofitability measures the ability of a firm in thepast to generate returns and growth demonstratesits ability in the past to increase its size. However,researchers have pushed forward the case ofgrowth as the most important measure of firmperformance mainly because it is more accurateand easily accessible more
Page: - 232 - The Strategic Journal of Business & Change Management.ISSN 2312 -9492 (Online) 2414 8970 (Print). www.strategicjournals.com Vol. 8, Iss. 4, pp 232 - 252. October 13, 2021. www.strategicjournals.com, Strategic Journals CORPORATE CULTURE AND ORGANISATIONAL PERFORMANCE OF CONSUMER GOODS COMPANIES IN
Unit 7: Organisational Systems Security Unit code: T/601/7312 QCF Level 3: BTEC Nationals Credit value: 10 Guided learning hours: 60 Aim and purpose The aim of this unit is to enable learners to understand potential threats to IT systems and the organisational issues related to IT security, and know how to keep systems and data secure from theseFile Size: 206KBPage Count: 8Explore furtherUnit 7: Organisational System Security : Unit 7: P1, P2 .unit7organisationalsystemsecurity.bl Unit 7: Organisational Systems Securitywiki.computing.hct.ac.ukLevel 3 BTEC Unit 7 - Organisational Systems Security .wiki.computing.hct.ac.ukUnit 7: Organisational Systems Security Cybersecurity .jadeltawil.wordpress.comUnit 7: Organisational System Security : Unit 7: P6, M3 & D2unit7organisationalsystemsecurity.bl Recommended to you b
Organisational culture Please study Robbins et al. (2009 or 2016) for paragraph and multiple-choice questions. Aspects to study: Definition of organisational culture, Characteristics of organisational culture, Strong and weak cultures, Functions of organisational culture and Learning/
culture and performance in Ghana, a developing country. All the variable items for organisational culture and Performance were measured using five-point Likert scale and using the Denison’s Organisational Survey Instruments. The data was obtained from nine banks in Ghana constituting about 60% of the Banking Industry’s
Nov 02, 2018 · of organisational culture and ethical behaviour are evaluated. They rest on different understandings of organisational culture and the processes by which ethics are enhanced. Firstly, the prevailing approach holds that creating a unitary cohesive culture around core moral values is
culture and specific components of job satisfaction. Participants in the study were full-time academic professionals (n 135). The Organisational Culture Profile (OCP) questionnaire was used to collect data on perceptions of organisational culture, while the Job Descriptive Index (JDI) was used to collect data on job satisfaction.
Culture & performance UniSA uses the Denison Organisational Culture Survey, which is based on a unique culture model designed to shine light on how an organisation’s culture promotes or inhibits its performance. Denison’s research suggests that high performing organisations find ways to: empower and engage their people (involvement)
company performance is to adapt it, or certain component elements, to achieve organisational objectives. 8 Organisations are rarely characterised by a single type of culture. They tend to develop a dominant organisational culture as they adapt and respond to the environmental challenges and changes.
toward organisational success. Namely, it is the ability to lead members to work voluntarily and cooperatively for organisation success (Kim et al, 2011). Leadership is a very important factor for accomplishing organisational goals because it can positively affect organisational effectiveness thus contributing to the
