Corporate Culture and Organisational Performance of Oil and Gas Firms in Port Harcourt

Reference code: MG015

ABSTRACT

This lessons investigated the connection among Corporate society and Organizational presentation of oil and gas Firms in Port Harcourt, Rivers State Nigeria.  The research is a survey\ cross sectional study. The sample size for the study is 43  management staff of Shell and Agip in Port Harcourt, Rivers State, which is also the census population of study hypotheses were tested using the Pearson Product moment Correlation (PPMC) statistical tool with the aid of SPSS Version 20.  The results revealed that there is positive but small relationship between shared value and market share, the same among shared value and profitability. The study also revealed that there is a positive but small relationship organisztional norms and market share and those of norms and profitability. while On the further more, the study showed that organizational identity has a positive but a definite relationship with market share and had positive and small relationship with profitability. The study therefore completed that there is a connection among corporate culture and organizational presentation of oil and gas firms in Port Harcourt, Rivers State, Nigeria Given the conclusion, A strong, achievement oriented and entrepreneurial organisational culture that encourages the participation should be adopted by managers of this firms.

INTRODUCTION

Organisational expansion has some exacting features that can increase sustainability on basis of efficiency. The improvement in presentation contribute to employee commitment while norm, value and objective add in attracting the culture of an organization (Awadh & Saad, 2013). Corporate culture is all-encompassing and influential. For trade, it is either a force for change or a exact blockade to it. For employees it is either the glue that bond them together to an organization or a force that drive them away. Manager, today are increasingly challenge in changing an organization culture to maintain new way of doing things Peter (1977).

“It has been argued that strategy group membership and associated collective behaviors are the primary sources of durable differences in firm profitability and organization effectiveness [(Caves and Porter, (1977)]. This implies that the collective behavior which culture helps to control is important to its effectiveness”. Corporate culture refer to a system of shared assumption, value, and belief that show people what is suitable and unsuitable behavior. These value have a strong pressure on organization presentation as well as employee behavior. In fact, the term corporate or organizational culture was made popular in the 1980s when Peters and Waterman’s best-selling book in Search of brilliance made the argument that corporation

Amah (2009) “success could be attributed to an organizational culture that was decisive, customer-oriented, empowering, and people oriented. Since then, organizational culture has become the subject of numerous research studies, books, and articles. Organizational culture is still a relatively new concept” (Daft, 2003). “In contrast to a topic such as leadership, which has a history spanning several centuries, corporate culture is a young but fast-growing area within management. Culture is largely invisible to individuals just as the sea is invisible to the fish swimming in it”. Even even if it affect all employee behavior, believe, and behavioral pattern, individual tend to turn out to be more aware of their organization culture when they have the chance to evaluate it to other organization (Amah, 2009). “

The organizing function involves creating and implementing organizational design decisions. The culture of the organization is closely linked to organizational design. For instance, a culture that empowers employees to make decisions could prove extremely resistant to a centralized organizational design”. Daft (2003) “hampering the manager’s ability to enact such a design. However, a culture that supports the organizational structure (and vice versa) can be very powerful”l.

Geert Hofstede (1987)  “indicates that cultural differences among nations are found specifically on the greatest level; that is on the level of values. By comparing cultural differences between organizations are specifically identified on the basis of practices. In comparison with values, practices are more tangible”.  Corporate culture is the performance of human who are part of the organisation and the sense that people attach to their action. Culture includes the organisations vision/mission, value, norm, working language, systems symbol habit and belief. It is also the pattern of such collective behavior and assumptions that are educated to new organisational member as way of perceiving, and even thoughts and feeling. .........


TABLE OF CONTENT

Reference code: MG015
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Reference code: MG015

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