{"id":10298,"date":"2022-10-07T07:58:11","date_gmt":"2022-10-07T07:58:11","guid":{"rendered":"https:\/\/file.currentschoolnews.com\/?post_type=product&p=10298"},"modified":"2022-10-10T08:40:19","modified_gmt":"2022-10-10T08:40:19","slug":"effect-of-culture-on-change-management-in-north-central-geo-political-zone-of-nigeria","status":"publish","type":"product","link":"https:\/\/pastexamquestions.com\/product\/effect-of-culture-on-change-management-in-north-central-geo-political-zone-of-nigeria\/","title":{"rendered":"Effect of Culture on Change Management in North\u2013Central Geo-Political Zone of Nigeria"},"content":{"rendered":"

– Effect of Culture on Change Management in North\u2013Central Geo-Political Zone of Nigeria –<\/strong><\/span><\/p>\n

Download Effect of Culture on Change Management in North\u2013Central Geo-Political Zone of Nigeria<\/strong><\/span>. Students who are writing their projects can get this material to aid their research work.<\/span><\/span><\/p>\n

Abstract<\/strong><\/h3>\n

In the North-Central geo-political zone of Nigeria, it is\u00a0 a\u00a0 common belief that\u00a0 failures of most organisations\u00a0 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.<\/p>\n

This study on \u201cEffect of Culture on Change Management in North-Central Geo-political Zone of Nigeria\u201d sought to ascertain the degree of influence of organizational and traditional cultures in managing change in organizations.<\/p>\n

It also aimed at investigating the extent to which the failure of organisations in the North-Central geo- political zone of Nigeria\u00a0 within\u00a0 the period 1996 \u2013 2008 was due to sustained employee resistance to change.<\/p>\n

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.<\/p>\n

Lastly, the study aimed at determining the relationship between the selected organizations\u2019 financial resource base and their having efficient and effective change management programme.<\/p>\n

Chi Square Distribution tool was employed to test the hypotheses that organisational and traditional cultures had significant impact on introducing change in organizations<\/p>\n

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Introduction<\/strong><\/h3>\n

1.1 Background of the Study<\/strong><\/p>\n

The dramatic increase in products, markets, enhanced technology, and robust competition<\/a> has led to a dynamic global business environment.<\/p>\n

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.<\/p>\n

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\u00a0 change often\u00a0 goes awry (Mark and Rossy, 2007).<\/p>\n

Evidence suggests that organization members are more\u00a0 inclined\u00a0 to\u00a0 embrace\u00a0 change when the organization\u2019s culture is aligned with the mission and goals of the company.<\/p>\n

Although Management may espouse a set of values that they assume defines the\u00a0 organizational culture,\u00a0 the\u00a0 reality is that the way members perceive what is rewarded and what they believe to be the underlying message will constitute the \u201creal,\u201d in-use culture of how things\u00a0 are accomplished.<\/p>\n

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