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Effect of Culture on Change Management in North–Central Geo-Political Zone of Nigeria

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– Effect of Culture on Change Management in North–Central Geo-Political Zone of Nigeria –

Download Effect of Culture on Change Management in North–Central Geo-Political Zone of Nigeria. Students who are writing their projects can get this material to aid their research work.

Abstract

In the North-Central geo-political zone of Nigeria, it is  a  common belief that  failures of most organisations  are largely attributed to the inability of their leaders to efficiently and effectively analyse and evaluate the prevailing organisational and traditional cultures in the zone.

This study on “Effect of Culture on Change Management in North-Central Geo-political Zone of Nigeria” sought to ascertain the degree of influence of organizational and traditional cultures in managing change in organizations.

It also aimed at investigating the extent to which the failure of organisations in the North-Central geo- political zone of Nigeria  within  the period 1996 – 2008 was due to sustained employee resistance to change.

Furthermore, the study sought to ascertain the degree to which lower management employees were involved in initiating and implementing change policies in the selected organizations.

Lastly, the study aimed at determining the relationship between the selected organizations’ financial resource base and their having efficient and effective change management programme.

Chi Square Distribution tool was employed to test the hypotheses that organisational and traditional cultures had significant impact on introducing change in organizations

Introduction

1.1 Background of the Study

The dramatic increase in products, markets, enhanced technology, and robust competition has led to a dynamic global business environment.

Companies that have flourished in the 21st century are those that have learned to respond to turbulence by managing change effectively. Most organizations are aware of the need for change; however, the challenge lies in implementing strategies that stick.

For a number of reasons, including a lack of understanding of deeper organizational issues or a failure to recognize the cross-functional implications of change, system-wide  change often  goes awry (Mark and Rossy, 2007).

Evidence suggests that organization members are more  inclined  to  embrace  change when the organization’s culture is aligned with the mission and goals of the company.

Although Management may espouse a set of values that they assume defines the  organizational culture,  the  reality is that the way members perceive what is rewarded and what they believe to be the underlying message will constitute the “real,” in-use culture of how things  are accomplished.

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