University of Nigeria Research Publications

OLOTO, Obioma Mojisola

Aut

hor

PG/MBA/99/30207

Ti

tle

The Impact of Culture on

Managerial Effectiveness: The Nigerian Context

( A Case Study of Nigerian Engineering Works Nig. Plc in Port Harcourt, River State)

Facu

lty

Business Administration

Dep

artm

ent

Management

Dat

e

September, 2001.

Sign

atur

e

THE IMPACT OF CULTUfaE ON MANAGERIAL EFFECTIVENESS:

I

THE NIGERIAN CONTEXT. I

I (A CASE STUDY OF NIGERIAN ENGINEERING W'ORKS NIG. PLC

IN PORT HARCOURT, RIVERS STA','E) I

I

MBA PROJECT

OLOTO, OBIOMA MOJISOLA PG/MBA/99/30207

DEPT. OF MANAGEMENT FACULTY OF BUSINESS ADMlNlSl RATION

UNIVERSITY OF NIGERIA ENUGU CAMPUS

SEPTEMBER, 2001

i i i

DEDICATION

TO MUM

ACKNOWLEDGEMENT

I must start by acknowledging God Almighty, for his special grace in

my life and his provision, and assistance in this project wcrk.

My Head of Department and Supervisor, Dr. U. 9. F. Ewurum whose

patience and encouragement has afforded me the time to finish up

successfully.

I also acknowledge other lecturers in the F'aculty of Business

Administration, the former Dean, Prof. (Mrs.) NnolLrn for her motherly

assistance even during my stay in this University.

My classmates, friends and loved ones who have always been there to

encourage me; most especially, the underlisted people, whose help, prayers

and moral support were invaluable during the course of this research:

My Mother and inspiration, Dr. (Mrs.) I. N. Nnolim, my step father and

guardian, Prof. C. E. Nnolim, my sister and room-mare Arch. E. N. Oloto,

my brother, Ifeanyi Daniel Oloto and to Kennedy amoraro, my closest

friend.

I thank you all.

Oloto 0 . M. ,:;'eptem ber, 2001

TARLE OF CONTENT

PAGE

Title Page ........................................................... C'cr-titiwtion.. ................................................ Ilcrlic:~ tion.. ........................................................ \ I ' ~ ~ I I O \ I ~ I C ( I ~ ~ I I ~ C I I ~ . ...............................................

............................................................... l'\b~tri~ct

....................... The St;lternent of the Problem.. .. ... P ~ ~ r l m c of the Study .........................................

.................................................. Mvpt~tllesis..

Tilt Signifiri~llcc of thc Study ...............................

........................................... Definition of Terms

....................................... L,imitstion of the Strrdy

.................................... Oly;\llisiltion of the S l ~ d ? .

C'IIAI'TEII TWO: REVIEW OF LITERATURE

.............. 2. I The Concept of Environmental Management

............................ 2.2 Ctrlturc, Definition and Meaning -.

2.3 The Natr~re and Process of Managenrent .................... ................. 2.4 R1loclcrn Opcmtionsl Mansgement Theory

vii

............. 2.5 The Emergence of the Behavioural Sciences

2.6 The Various Approaches to Management ..................

2.7 The Concept of managerial effectiveness ..................

................................ 2.8 Culture and the Organisation

........................................... 2.9 The Nigerian Culture

..................................... Summary and Conclusion

CHAPTER THREE ... ............................................ 3.1 Methodology .'., ....

.............................................. 3.2 Research Design

...................................................... 3.3 Population

................................................ 3.4 Sources of Data

......................................... 3.5 Questionnaire Design

................................... 3.6 Data Analysis Techniques

.................................... Summary and Conclusion

CHAPTER FOUR: PRESENTATION ANb ANALYSIS OF DATA

.................................................... 4.1 Introduction

......................... 4.2 Questionnaire Distribution Results

................................. 4.3 Research Question findings

............................. 4.4 Hypothesis Testings and Findings

....................................................... 4.5 Conclusion

viii

CHAPTER FIVE: DISCUSSION, CONCLUSIOR AND RECOMMENDATIONS

5. I Tntroduction.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5.2 Discussion and Findings.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ..

4

5.3 Conclusions and Recommendation. . . . . . . . . . . . . . . . . . . . . . . . . . . Bibliography.. . . . . . . . . . ... . .....Bibliography............................ Bibliography............................ Bibliography............................ Bibliography............................ . . . . . . . . . . . . a . . . . . . . . . . . . . .

Appendix.. . . . . . . . . . . . .... . . . . . . . , , . , . . . . . . . . . . . . . . . . . . . . . . . . . Appendix 11: Questionnaire.. . . . . . .. . . . . . . . . . . . . . . . . . . . . . .

CHAPTER ONE

INTRODUCTION

Managers know that they must interact with, an,i live within an existing

environment thereby responding to their environment.

he social environment which is a significant :xternal environment is

made up of the attitudes, desires, expectations, degt::es of intelligence and

educations, beliefs and customs of people in a given gr -,up or society.

All managers must interact with the many en'!ironments within their

departments and within the enterprise in which they operate and they must

also constantly respond to and interact with a compkx environment external

to their enterprise. In so doing, manners of relatry to these environments

must be adopted in order to create effective/efficienc:y in management.

What is culture? Culture is a set of socially acq~ired behaviour pattern,

transmitted symbolically through languages and other means to the members

of a particular society Mowen (1987;616). It is the hteractive aggregate of

common characteristics that influence a groups resporl>e to its environment.

Culture may be described as a way of life. it includes the material

objects of a society, such as footballs, autos, bibles, fo~ks and chopsticks.

' l ' l~c . Nigeri;~n cr~l ture (which tliis s t ~ d y is I ~ ; I S C I I ) c i ~ 11 IICI d ~ ' x r i I w d

i \ o ~ l c \\ 11ic.h consicts of \ . ; ~ r i o ~ ~ s ethnic groups ; ~ n d tli\crse c ~ ~ l t ~ ~ r . c \ ; 40 for

;In? or-g;~nii.i~tior to exist comfortably witlliri any commonity, i t 111 I I S ~ take

~ I I I ~ cognizance its crrlturc - its peoples' way of lifc ctc.

This piece of work, wor~ltl therefore at tempt to invust ip tc into Ihc

c*l ' f 'c~l c111irrr-e hi19 on m;~niigenlents' effectiveness.

1.2 Thc Statement of tlic Problem

I t s l~or~ l t i be MTII noted that ill1 enterprise he i t opc r ;~ l i o~~ i i l i r ~ 21

I)usiness, ;I government iigency, i1 church, s cliirrit;~l~lc for^ n t l i ~ ! ior~ or :I

! ' n i \ cr-sit?., must i n \ . i~rying degrees t i l k ~ into :iccor~n t thc. c l cn~c r~ l s ;ind

l'ot-ccs of' their external cnvironnient.

T l ~ c socio- c111t11r;d factors a r e forrr~cl to excrt enormous ir1f111e11cc

Act-oss all cultrrres and in all societies, h11n1;1n beings r o l ~ i i n ~ to

per-f'ot-111 ccr-tail1 collective , jol~s ericortriter common pr-ohlenl\ h;rr ills to do

\ \ i t l i c.st;~l)lishctf tlircction, coordination i~n t l nioti\ atioti.

I i n t l o~~ l~ t e t l l y cul t r~re affects how these prohiems arc pcl-cci\.ctl :111tl

how the?m ;I re solvetl.

-, .)

1.3 Prtrpose of the Study

The : ~ i m of this stetly is to find out the impact of c ~ l l t ~ r r e of' ij qi\'en

; I I -GI ; i t5 c S ~ C ' C ~ Imth interni~lly and externally on a given firm; ; ~ n d Iiow il

i~ffects the effectiveriess of management,

The p II rpose is therefore;

-1.0 tlctern1ine the relationship (it' any) I , c t~ccn C I I I ~ I I I - c i l t l ( 1

~n;ln;tgcri;~l efficiency.

To arccrtain the impact culture has on managers and s ~ ~ h o r t l i n a t e

within R giwn enterprise, if in any way it influences the decision

rn;in:~gers make on the job, o r the attitudes of s~rbor t l i~~; t lch O I I

the job.

To i ~ d d to the existing Itnowledge in ~cln~inis t r i l t ivc scicnccs.

(R:I t-itliim. 1995:26).

I !!.pot l1cses

111 : I I ~ ;~ t t empt to answer some of the resenrch questions, the

I'olltrw in: hypotheses are stated in null f o r ~ n .

i 1 , : Thct-c is n o positi\,e and significant rclationshij) Iw tnwn

cuiturc ; ~ n d managerial effectiveness.

r .

2 ) 1 I , : I licre is no positive a ~ ~ d significant relationship lwtwcet~

i i c u l t ~ ~ r a l v;llues and sabordinatc p e r f o ~ ~ a ithin

thc orgsnimtion.

1.5 The Significance of the Study

This study will help in gaining an insight into the various effects of

culture on management. These effects could be positi;*e or negative. Solution

to adverse impacts on managerial effectiveness will be suggested.

This study will be immense value to organizations; be it non-

governmental organizations, governmental orgarAations, governmental

agencies, private establishments, churches, manageria; consultants etc.

Finally, the study will add to the already existirtg knowIedge on culture

and its effect on Management.

1.6 Definition of Terms

Culture: The way of life of a people in a given sociery. A culture is a way of

seeing what is common to many people. Yaicubu Nasidi (1997:120)

Management: The process of planning, organizi.,g, controlhng, staffing,

directing, within an organization,

Effectiveness: Managerial effectiveness is defiaed as how well and

efficiently the managers of an enterprise in a given environment

accomplish enterprise objectives.

NormJvalues: A cultural norm is defined as an undzrstood way of acting or

behaving prescribed by the society as a whole. A norm can be any

kind of social standard, but nothing is j ~ s t or correct, ethical or

moral, t.xct.pl wriai LIK: 11orms or a suclety declare to be just or

correct; ethical or moral.

1.7 Limitation of the Study

he factors that affected this study include; limited time, limited

finance, unfavourable attitudes of subordinates, managers, Iocals in

responding to the questionnaires, and other unseen factors.

All these factors in one way or the other affected the results expected

for this work, although immense efforts was used to cwrk on available data.

Culture on Management (is management culture bound?), The Nigerian

culture and revolutions.

Chapter three is the methodology or research methods which highlights

the Research design, the sampling procedure, the data collection method,

operational measures of the variables and so on.

The fourth chapter Presents and Analyses data while the fifth

Concludes and Recommends.

CHAPTER TWO

REVIEW OF LITERATURE

1.1 Introduction

This part of the research deals with the review cf the related studies that

have been carried out on culture and its effect on managerial effectiveness.

The importance of reviewing any past literature are; to reveal what has

been done previously in the problem area, to indicate whether it is feasible to

do the planned research and the results of the propos~d study. Abdellah and

Levine (1979: 1 1 1).

On this basis, the following areas would be reviewed; The concept of

environmental management, The concept of Managerial efficiency and

effectiveness, Definition and general meaning of c~lture; Characteristics of

culture; Impact of culture on management, Culture within the Nigerian

context; and finally the Current controversies and conclusion,

2.1 The Concept of Environmental Management

It can be stated that neither the field of managzment nor the practice of

managing can be looked upon as a closed system. All managers must interact

with the many environments within their department and within the enterprise

in which they operate. They must also constantly respnnd to and interact with

a complex environment external to their enterprise.

v Every time managers plan, they take into accou.lt the needs and desires

of members of the society outside the organization, as well as needs for

material and human resources, technology, and other requirements in the

external environment. They do likewise to some dcgree with almost every

other kind of managerial activity.

As stated earlier, all managers, whether they operate in business, a

government agency, a church, a charitable foundation, a non government

organization, a University etc, must in varying degrees, take into account the

elements and forces of their external environment. While they may be able to

do little or nothing to change these forces, they ha:$: no alternative but to

respond to them. They must identify, evaluate and react to the forces external

to the enterprise that may affect its operations.

The relationship between the enterprise and its environment have been

examined in several ways. First, the enterprise can be viewed as importing

various kinds of inputs, such as human capital, managerial and technical. -

These inputs are then trans-formed to produce outpts such as services and

w profits. A second approach to the study of the relationships between the

enterprise and society is to focus on the demand: legitimate rights of

different claimants, such as employees, customers, suppliers, stockholders,

government and the community. A third approach i.5, to view the enterprise as

operating in an external environment of opportunities and constraints, which

can be classified into economic, technological, social-cultural, political and

ethical: Koontz et a1 (198-0:90) . Any single approach by itself is insufficient. The three approaches are

not inconsistent with each other; they are complelnentary. Thus business

enterprises and any other enterprises for that matter are a part of a larger

system. This means that events external to the firm affects all organizations.

Conversely, the operation of organizations - business or non-business affect

the external environment and vice versa. The result is a delicate and complex

relationship between business and non business enterpise and society.

The external environment that affects any enterprise could be sub-

divided into the economic, technological, social,' political and legal, and

ethical. This study which deals with the effect of culture on Managerial

Effectiveness will be more interested in the social-cultural aspect and

therefore highlighted in a broader perspective is the social/cultural external

environment of business.

2.2 Culture, Definition and Meaning

What is culture? Culture has been defined ir, a variety of ways. One

classic definition states that:

'Culture is a set of socially acquired behaviow patterns transrnirred symbolically through language and other means to the members of a particular societ!' Mowen (1 P87:617)

Another definition still by the same author states tha; culture is the interactive

aggregate of common characteristics that influences a groups response to its

environment.

Cultures may be distinguished in terms of their regulation of behaviour;

the attitudes of the people, the values of the people, the lifestyle of the people,

and the degree of tolerance of other cultures.

In sum, culture may be described as a way of Iife. It includes the

material objects of a society, such as footballs, autos, bibles, forks, and

chopsticks. Culture is made up of ideas and values.

Culture even consists of business organizations, which may

symbolically represent a society e.g. the way we dress, think, eat and spend

our leisure time are all components of our culture.

Human beings, to survive, have to get food and shelter, defend

themselves against dangers, and hand on their knowledge and skills to the next

generation. A society's culture is expressed not only in art but also in how it

solves its survival problems. Mant (1976:23)

A culture is learned - it is not present in m r genes. Thus, it is

transmitted from generation to generation influencin;; future members of the

society. A culture is also adaptive, it changes as a soaety faces new problems

and opportunities. Just as organisms evolve, so do c~iture. They take on new

traits and discard old useless ones to form a new cultul-al base.

Mant describes culture using a scientific apploach, according to him,

the term culture is derived from the same stem as rile verb to cultivate. In

biology, cells are grown in a culture; in anthropc:ogy, culture sometimes

refers to the whole way of life in which people grow :ip. Mant (1976:130), In

organizational hehaviour, the word is used in a mo.: restricted sense as the

values and beliefs which provide people with a progr-mmed way of seeing. A

culture is thus a way of 'seeing' that is common to mmy people.

Culture itself is subject to transformation. Mmagers may deliberately

seek to change it. Every culture has its values, values are whatever is

esteemed, prized or appreciated in that culture. Cuiture satisfies needs. By

providing norms, or rules of behaviour, a culture gives an orderliness to

society. By providing values, a culture delineates what is right and wrong,

good and im

right and wrc

element that

Cllltlll

modes of co

more abstrac

attitudes and

Withi

end states a

shared mear

people shou

include: free

institutions,

political ins1

Cult1

acting or bt

change and

influence tl-

present the rhared meanings of ideal

s cult~~ral t:;lnes denict a societv's

standard, but nc

of a society dec

I t is wor

cultures and no th .tile cultures of

)thing is just or correct, ethical or moral, .:xcept what the norms

lare to be just or correct, ethical or mor;:,

-thy to note that the multinational corpwations have their own

lrms, which can be in competition wi some of

m e they operate.

f Norms: laws, mores, customs.

iditional wa xvance

rns is not requ1rt.u oy law, uit;ir u i~ iy ?;uLurc;tmeilL is by the

Ives. People conform to them because they believe in them.

neals a day, observe retail store hours, :tnd purchase the latest

se we feel it is the right thing to do. . . . . . P . .. 1

the societies wl

Types o

Customs are tn

of these custo~

people themse'

We eat three 11

fashions becau

Mores on the Other hana, are those customs or usages or a society tnat

are regarded as being essential to its welfare and even survival. They include

moral attitudes and are the more formal rules and cu;toms prescribed by the

society. Although there are no agencies to enforce qxores, the penalties for

breaking the r111es can he severe. Whereas deviatioi,; from customs are not

serious, de

society. Thus

considered ve

Laws a

from acceptec

society. In e

groups.

, family responsibility, sexual behaviou; and business ethics are

ry serious matters.

r e the most formal of all social norins i:i~d pertain to derivations

j conduct, some so serious that they c:,nnot be tolerated by the

very culture there are some laws that ;,ie questioned by certain

Laws are formally enacted by the courts or some duly authorized

governmental body and may be enforced by vario~r- agencies such as the

police, national guard, or army. The legal structure ha!; a ditect bearing on the

operation of business.

L&VS prescribe many relationships between the business and the

workers. Walters and Bergiel (1989: 252,256)

In summary, culture is characterized by the c.Alowing: basic values;

religions, material comfort, equality, conformity, tecl.:lology and innovation,

humanitarianism, equality etc.

To summarize this section, let us read in Ngugi's own words what he

thinks is culture.

"Culfure, in its broadest sense, is a w ~ y of life fashioned by a people in their cdlective endeavour to live and come to terms T ,'th their total environment. It is the sum of their ~:rt, their science and all rheir social institutions, i:rcluding their system of beliefs and rituals. In tk 2 course o f this (

I J

I

1 l

4

i

creative struggle ond progress through there evolves a body of rnatwial and . , .. 1 . I . . . I

J - 2 is1 ory, piritual valztes wnlcn enaow tnat socic!y wrtn rr rnique elhos. Such values are o4en expressed 'hrough a people's songs, dances, . folklore, a'rawing, strl Dver the yel I I C I V ~ ? Come tu ayrrruurur rrrc rrrcururrg uj .rrc wur u

'CULTURE'. (Nguigi, 1972)

. -

hlttrres, rite and ceremonies. rrs, these varieties of artisti, activiv , ,.,-L,l:,,, r ln, -nnu:u- AE LA ........If

2.3 The nature and process of management

In this section; highlighted is the early approaches to management

science and modern operational management zheories.

, - 'Exact scientific knowledge and me :hods are everywhere, sooner or later, sure 1'3 replace rule-of-thumb. Frederick W. Taylor: Testimony before the special House Committee.

The scientific approach

To practice the art of scientific management, the business man,

engineer or student must acquire managerial insit:lt. He must h o w how

scientific management evolved and must master it's ,.nalytical methods if he is

to make fruitful contributions to business operation; and reap commensurate

rewards. The scientific management movement evolved during the first half

of the twentieth century to meet the challenge of thc increasing complexity of

modern business enterprise and grew from the recognition of the possibility of

more efficient operations. Shubin (1957:87).

Taylor is generally acknowledged as the father of scientific

management. Probably, no other person has had a greater impact on the

development of management. His experiences as an apprentice, a common

labourer, a foreman, a master mechanic, and then the chief engineer of a steel

company gave Taylor ampie opportunity to know at first hand the problems

and attitudes of workers and to see the great opportu.:ities for improving the

quality of management.

Taylors principal concern throughout most cf his life was that of

increasing efficiency in production, not only to lowest cost and raised profits

but also to make possible increased pay for workers through their higher

productivity. Taylor decided that the problem of productivity was a matter of

ignorance on the part of both management and labour. Part of this ignorance

arose from the fact that both manager and worker w r e concerned too much

with how they could divide the surplus that arose from productivity - the split

in thinking between pay and profits - and not e n o ~ g h with increasing the

surplus so that both owners and laborers could get moze compensation.

In brief, Taylor saw productivity as the answer to both higher wages

and higher projects, and he believed that the applicatim of scientific methods,

instead of custom and rule thumb, could yield productivity without the

expenditure of more human energy or effort.

In Taylors own words

'Scientific management is not any eflciency device, not a device of any kind for sectri-ing eficiency; nor is it any bunch or group of eflciency devices. It is not a new systeu.3 of figuring costs. It is not a new scheme ofpayi;rg ... Taylor (1 9 12).

According to Taylor, in its essence, scientific nanagement involves a -

complete mental revolution on the part of the wor' ing an engaged in any . particular establishment of industry - a complete mer; sl revolution on the part

of these'men as to their duties towards work, towas !s other fellowmen, and

towards their employers. And it involves the et'ually complete mental

revolution on the part of these on the managements side - the foreman, the

superintendent, the owner of the business, the board : f directors - a complete

mental revolution on their part as to their duties tow:,:ds their fellow workers

in the management toward their workmen and t c . ~ a r d all of their daily

4 problems

'The great mental revolution that in the mental attitude of the hvo pt scientzjk management is that boti their eyes of the division of the su all-important matter, and togethe nttention towards inct-ec surplus until this surplt that it is unnecessary to yuurrer

sltould be divided ...

takes .dace wries mder cl sick. take rplus .:s the Ir t m . their -

tsing the size >f the u becomes so large

m . Taylor emphasized the importance of careful advanccd planning by managers

. and the responsibility of managers to design work sy:,rems that workers would

be helped to do their best. But as he spoke of management, he never

overlooked the fact that the relations between einployers and men, form

without question the most important part of this art. Kontz et al(1980:42). b

The scientific management movement made. ; t possible for industry to

become more efficient, but it did not produce what 3s founder, Frederick W.

Taylor,~thought would be its main contriF1*+:-- '-nentaI revolution' that

would put an end to disputes between m;,,,,,,,,,,,, L,,,, Iabour by convincing

both that their interests were identical. Dale (1

In summary, he wrote:

s income for the purpose of :ing higher dividends fir a lo! of bctzving companies ... in which he has ? slightest interest ... on the contr::.ry I -1 ~- -. - -1 .- - - r r -l- .-.-- --A J

'It ought to be perfectly evident to any .nun that no other human being would devor. the whole o f his lifi and spend every cent c -his surplu produc man14 not tht have aevorea nearly arr oj my rrme urru money to furthering the cause of scien:iJic man( getti as ti better cUut,UtC: w ' C ; t t b - 6" ,+='p s l * c l l I s V s . v r

better lives, and, above all, to be tiiore happy and contented. This is worthy io l ; '~ t for a man to devote his lve m Ahi;ted from Frank 3. Captey (1923:

ugement ... entirely with the ide~, of ng better wagesfor the workmen ... so o make them all higher-class me;!-to ru nJ*rnntn tLn- - t n Loin t h ~ m JA,p

t'

,ent wrote as the practical

areer and setting down the

: no attempt to develop a

of management. His

i:urrently developing mold

managers to be physical,

:e. He observed that while

, the relative importance of

.;alar chain; becoming the

he basis of this conclusion,

rilent and for management

chnical schools of his time.

!; are flexible, not absolute,

bc summarized as follows:

w,vhich economist consider

- Authority and responsibility. Fayol finds authority and responsibility to be

related with the latter the corollary of the former and arising from it.

- Discipline. Seeing discipline as respect for agreemnts which are directed

at achieving obedience, application, energy and the outward marks of respect.

- Unity of command. This means that employees shauld receive orders from

one superior only.

- Unity of direction. According to this principle, each group of activities

with the same objective must have one he

- Subordination of individual to genera!

- Remuneration. Remuneration and

and afford the maximum possible satisfac

- Centralization. Fayol refers to

concentrated or dispersed.

- Scalar chain. Fayol thinks of thi!

highest to the lowest ranks, which, whih

should be short circuited when to follow

- Order. Fayol follows the simp

(everyone) and everything (everyone) in

and the effect of bad management. Fay01 points out 'ts dangers and cost

- Initiative. Fayol exhorts managers to sacrifice ;,ersonal vanity in order to

permit subordinates to exercise it.

- Espirit de corps. This is the principle that in union there is strength, as

well as an extension of the principle of unity of cc mmand, emphasizing the

need for team work and the importance of communication in obtaining it.

Adapted from Koontz et a1 (1980:46).

Fayol regarded the elements of management as its functions; planning,

organizing, controlling, co-ordinating and staffing.

In summary, Fayol believed that there is a;l 'administrative science'

applicable to all kinds of administration in any type of industry or in e

government. Among the more important principles or guides he developed for

he administrator were unity of command, unity of direction, responsibility

equal to authority, and the use of gangplanks in cases where going through the

channels of the scalar chain would take too much turn (Dale 1978: 103).

At whnt m n m ~ n t in mv l i f ~ I h p m ~ . n p .. . --7 ..--..--. -- ... "., ..Jw, * '""-"" minced that social phenomena are, 1,'ke COT -

P ~ J

C It seems to me that I have never doub!ed it. Henri Fayol - L 'Eveil de L1Esy:rit public.

2.5 The emergence of the Behavioural sciences

During practically the same period that Taylcr, Fayol and others were

icentrating on scientific management and the ma,.!agers' task, many others

re thinking about experimenting with, and writing on industrial psychology

on social theory, both of which, in many instances, were stimulated by the

scientific-management movement. We can gct a flavour of those

.. developments by looking briefly at the developnent of a Sociological

approach to human relations in management. .

Development of the Sociological Approach to Mariagement

In part preceding and in large part concurrent with the development of

scientific management by Taylor and administrative management by Fayo!, a

considerable amount of thinking and research were being devoted to looking

at people as products of group behaviour. This is sc;.netimes called the 'social 7 *

man' approach to management.

Max Weber, a German intellectual whose empiriA analysis of church,

government, the military and business Icd him to the belief that hierarchy, L

authority, and bureaucracy (including clear rates, dehi t ion of tasks, and

discipline),. lie at the foundation of all social orgmizations - was on

outstanding scholar of the lgth century.

Another was the French scholar Emile Durkheir, who emphasized the

idea that groups, through establishing their values and aorrns, control human

conduct in any organization. The third was Vilfredo ?areto who earned the

right to be called 'the father of the social system appror.:h to organization and

management.

He viewed society as an intricate cluster of kterdependent units, or

elements that is, as a social system with many subsystL:ms. Among his many

ideas was the tendency of social systems to seek equilibrium upon being

disturbed by outside or inside influence. His thesis ads that social attitudes,

or sentiments, function to cause the system to see]. an equilibrium when

disturbed by these forces. He saw also that it was the task of the elite (ruling

class) in any society to provide the leadership to mai.itain the social system.

Pareto (1963).

These ideas gave rise to other scholars I.ke Elton Mayo, F. J.

Roethlisberger and others who undertook the famous experiments at the

Hawthorne plant of Western Electric company between 1927 and 1932.

What the Hawthorn studies dramatize was that humans are social - that

business operations are a matter of not merely machinery and methods but

also of gearing these with the social system t;, develop a complete

sociotechnical system. These experiments led to increased emphasis on the

behavioural sciences as applied to management and to the recognition that

managers operate in a social system. Koont et al(19:- 3~48)

Elton Mayo's name is closely associated with these studies, although he

did not originate them or have much part in them, and his interpretation of the

findings was for some time generally accepted. The increases in productivity

that occurred, Mayo believed, were largely due to the organization of the

workers into a homogeneous group that provided a sense of belongingy often

lacking in a world of constant change. Dale (1978: 94)

Although Mayo's conclusions are not necessarily accepted today, the

Hawthorne studies have had an important effect o l management thinking

about productivity and morale, in that they alerted managers to the importance

of non financial incentives and other researches to the need to study how non

financial incentives can be provided. Roethlisberger and Dickson (1936)

The systems theory.

Chester I. Barnard in 1938 wrote a book tilled 'The Function of the

Executive.' His analysis of the manager is truly I: social systems approach

since, in order to comprehend and analyze the fuilctions of executives, he

looked for their major task in the system where they operate.

The logic of his analysis can be seen in the steps his book, follows:

Physical and biological limitations of individuals lead them to

cooperate, to work in groups; while the basic 1imita:ions and biological, once

people cooperate, psychological and social limitations of individuals also play

a part in inducing cooperation.

The act of cooperation leads to the establishment of cooperative

systems in which physical, biological, personal and social factors or elements

are present (for e.g., Bernard would see a college class as a cooperative system

made up of such elements as the room, seats, blackboards, people as

biological beings, personalities, inter-change of thocght, and so on). He also

~nakes the point that the continuation of cooperation depends on effectiveness

(does it accomplish the corporative purpose?) and efficiency (does it

accomplish the purpose with a minimum of dissatisfaction and costs to co-

operating members). Any cooperation system may t e divided into two parts

'Organization', which includes only the interactions of pnople in the system

and 'Other elements' Koontz et 01 (1983:9).

2.6 The various approaches to management

The Interpersonal Bchaviour Approach.

This approach is based on the thesis that mdnaging involves getting

things done through people and therefore the study c d rnanagemcnt should be

centered on interpersonal relations. Dale, (1960: 1 1).

The writers and scholars in this school are Leavily oriented towards

individual psychology and indeed most are trained -IS psychologists. Their

focus is on the individual and his or her motivations as a socio-psychological

being. Both research and practice are finding that we must go far beyond

interpersonal relations to develop a useful science of :i~anagement.

The group behaviour approach

This approach is closely related to the interpersonal behaviour

approach, and is often confused or intertwined with it. It includes those who

look on management as primarily a study in group behaviour patterns. It

varies all the wag from the study of small groups with their cultural patterns to

the behavioural composition of large groups in an enterprise. Barnard

(1938:65)

This approach has made many noteworthy contr;bution to management.

The recognition of the organized enterprise as a social organism - made up in

turn of many social organisms within it, subject to 211 the attitudes, habits,

pressures, and conflicts of the cultural environment of people - has been

helpful tdboth the theorist and the practicing manager.

Moreover, those scholars who have concentrated on studying the

behaviour of members and groups in an organi~atior~ and who have carried

this analysis farther to show how organizational I~ehaviour can become

increasingly effective have contributed to the sdcnce and practice of

management. Luthans (1 973:54).

The cooperative social systems Approach

The Barnard concept of cooperative social systems pervades the work

of many social scientists who have contributed to the s~c ia l systems school.

The cooperative social systems approach does have real significance to

management. All managers, of course, operate in a social system. But we do

not find managers in all kinds of cooperative social systems. One would

hardly think of a mob or a riot gang as being mani.ged, although it would

probably have a lender. Simon (1952:1130). Therelare, it can be concluded

that this approach is broader than management and tl. at in practice it tends to

overlook many management concepts, principles 2nd techniques that are

important to practicing managers.

This approach has made many noteworthy contl :bution to management.

The recognition of the organized enterprise as a social organism - made up in

turn of many social organisms within it, subject to .:I1 the attitudes, habits,

I pressures, and conflicts of the cultural environment of people - has been

helpful toboth the theorist and the practicing manager. 1%

Moreover, those scholars who have concen,rated on studying the

behaviour of members and groups in an organizatioi; and who have carried

this analysis farther to show how organizational sehaviour can become

increasingly effective have contributed to the science and practice of

management. Luthans ( 197354).

The cooperative social systems Approach

The Barnard concept of cooperative social systems pervades the work

of many social scientists who have contributed to the social systems school.

The cooperative social systems approach does Itave real significance to

management. All managers, of course, operate in a social system. But we do

not find managers in all kinds of cooperative socid systems. One would

hardly think of a mob or a riot gang as being man::ged, although it would

probably have a leader. Simon (1952:1130). Therelxe, it can be concluded

that this approach is broader than management and tl-at in practice it tends to

overlook many management concepts, principles and techniques that are

important to practicing managers.

that management pr

upon estcrn,-,I envirc

Assuming th

(even though this

effectiveness is defi

enterprise in a giver

assume that the obj

where E is efficienc

While this concept is clear, Farmer and Schman realize that in

measuring the efficiency of management, an analyst will encounter extrerncly

difficult problems in measuring inputs and outpclt: These incluclc (a) [lie

problem of uncertainty since management decis io~~ md practice always dcul

with the future (b) the problem of clearly definir.,; goals, since, if not so

defined, output cannot be accurately measured, and L knowledge of efficiency

becomes impossible (c) the pro[

conceptual ability and measuring

adequately the enterprise as a totl

resource mobility. Since input

shined from less pr0Titdbk opporl

that management practice and its effectiveness will ~:tlpend to a major extcnt

upon estcrnd environmental characteristics.

Assuming that one of the major goals of an::. society is proiluctivity

(even though this appears sometimes to be m-enlistic), managerial

effectiveness is defined as simply how well and efficiently the managers of a n

enterprise in a given environment accomplish cnterp~he objectives. If we car1

assume that the objective is productivity, the efficiexy is given by E = On,

where E is efficiency, 0 is output, and I is input.

While this concept is clear, Farmer and I-ichman realize that in

measuring the efficiency of management, an analyst will encounter extremely

difficult problems in measuring inputs and output.. These include (a) the

problem of uncertainty since management decision and practice a l w y s dcal

with the future (b) the problem of clearly defininj goqls, since, if not so

defined, output cannot be accurately measured, and r. knowledge of efficiency

becomes impossible (c) the problem of subsysten optimization, sincc tllc

conceptual ability and measuring techniques are selmm available to evaluate

adequately the enterprise as a total system over tin,^ and (d) the problem of

resource mobility. Since input such as Iabor and capital, cannot be easily

shifted from less profitable opportunities to more prc,iitable ones.

2.8 CULTlCJRE AND ORGANIZATION

A Nigerian Perspective

Where as the principles of management hav: urliversal applic;~Lilily,

culture and practice of management has not. M; nagers know r l l ~ : ~ must

interact with and live within an existing environme.:t, therefore they respond

to their environments.

The internal and external impact of culture on the organization is

inevitable. The social and cultural environment pro~~ides constraints in which

management must operate. People grow up in a particular society and culturc.

and these shape their basic beliefs, values and nor1 IS. According to Koltcr

(1980. 110 - 11 1) they absorb almost unconsciously. a worldview that defines

their relationship to themselves, others, institution: society at large, nntrlre

and the cosmos'. Changes in the social environme1.1 occur gradually and are

therefore evolutionary. Culture is more persistent, less apt to change over

time and forrns as it were the bedrock that nurtures social change. Nigeria is

typically multicultural and multitribal and this 11.1s ta be recognizcd by

corporate strategists. The complexity of the social md natural environments I

gives rise to different values and attitudes, attitude:: towards work, attitudes

towards made-in Nigeria goods and attitudes toll x d s materialism, greed,

2.8 CULTURE AND ORGANIZATION

A Nigerian Perspective

Where as the principles of ~nnnagcinent 1n.i -: r~t~ivcrsir! npplic:il~i!i~,

culture and practice of management has not. M; nagers kno\v tl~cy must

interact with and live within an existing environi~xi t, therefore they rccpnnd

to their environments.

The internal m d external impact of cuItur1 on the orgnniz;:\ion is

inevitable. The social and cultural environment prc. ides constr+nts in whicll

~nanagement nu st operate. People grow up in a pariicular society and cultrrrc

and these shape their basic beliefs, values and no1-i-1s. According to Koltcr

(1980. 110 - 11 1) they absorb almost unconsciously, a worldview that dcfincs

their relationship to themselves, others, institutions, society at large, nnturc

and the com~os'. Changes in the social environmeli! occur gradually and arc

therefore evolutionary. Culture is more persistent, less apt to change over

time and forms as it were the bedrock that nurtures :;ocia! change. Nigcris is

typically multicultural and multitribal and this 1 .a to be rccognizcd by

corporate strategists. The complexity of the social ind natural environments

gives rise to different values and attitudes, attitude:. towards work, attitrldcs

towards made-in Nigeria goods and attitudes toi ~ r d s matcrialisin, grccd,

same people ei~lployed are affectcd by these cultural d u e s elc end b r i n ~ ~I lc i !~

into the organization in wllicll t h y exist. hleiiilgei:\cnt tllcl-tfilr~ !I:IS l i ~ i,:I.c

a .a cognizance of the cultore of the people in wl~icll they operate and it's cl'kct on

*. employees performance.

The god of managing is to make it possiblc for people to opcrnte i l l

g,roups in such a way as to gain the most in terms t 1' objcctives so t~gl i~ by ;III

enterprise or a part of it, with the human and mn:.xial rcsourccs ~ ~ ~ i l i l u l ) ! ~ .

Clearly, ineffectual managership leads to inefficie:,; use of tl-rese resol.lrccs,

whether the goal of an enterprise is economic, cultcr al, politicd or othcr. 011

the other hand, cultural factor suc?: as the level t l f education, particularly

- knowledge of skiIls, has an important impact on the progress of iln

?% organization. Also such cultural variables, as desire. for more of' the products

and services that a country can provide can be si~~nificant. But even wilh

these and other constraints which may limit ,.,anagerid efkctivcncss,

qualified managers can do much to bring organizational progress hy

identifying them and by designing a managerial approach or teclmique to take

&. them into account. Koontz et a1 (1983: 85) -

Kerr et a1 (1973), compiled a list of cul x a l factors regarded as *

obstacles to raped industrialization. These factor. include (1) the extcntlci!

same people employed are affected by these cultural ,ralucs etc and bring t l ~ m

inlo t lx organization in whick they exist. Mannge~:mt thcrcft~re !.ns to h!x

ccl~nizance of the culture of the people in which they operate and il's ctTcct o n

employees perfonnance.

The goal of ~nnnaging is to make it possibllr for peoplc to opcritlc i ~ r

groups in such a way as to gain the most in terms o:' objectives sought by a n

enterprise or a part of it, with the human and matxial resources avai!d~!c.

Clearly, ineffectual managership leads to inefficier;t use of these resources,

whether the god of an enterprise is economic, cultu~al, political or other. On

the other hand, cultural factor such as the level ~f education, particui:~rly

knowledge of skills, has an important impact on the progress of an

organization. Also such cultural variables, as desire:: for more of the products

and services that a country can provide can be s i c . nificant. Rut even with

these and other constraints which may limit imnagerid effectiveness,

qualified managers can do much to bring or~snizationa! progress by

identifying them and by designing a mnnngerial applonch or tcchniquc to tdic

them into account. Koontz et a1 (1983: 85)

Ken et ,al (1973), compiled a list of cuirclral factors regarded as

obstacles to r a p ~ d industrialization. These factors incIude (1) the extenrlcd

family system (which is very strong among the Igho's in Nigcriii) fii) n cl:m

or social structure based on traditional social status rather than on cco~~n!~li;

b performance (iii) traditional religion and ethical val1.m; and (iv) tr?dilio!~:~l

r customs and social norms which deny people individwd and propcrty righls.

. .

I n 1996 Haire (1966) and his collaborators carried out a n cstcrlsivc

study on managerial attitudes in some countries to ascertain wlxtller f l ~ y vary

and to determine how the companies in those cot: )tries are grui1pc.d wi:!~

reference to managerial thinking. Basically, they !ound a high degroe of

similarity among managerial attitudes in all the ccjuntries studied. T k i r

conclusion was that cultural differences have a substanti;il but 1x1

ovenvheltning influence on managerial performance.

In 1954 Ocho examined cultura1 environmel,tal influences on work

attitudes from four management perspectives and concluded tIut

organizational theories and empirical investigations carried out elsewlwc

have failed to fully explain what he perceived as nonchalant attitude to work

anlong Nigerian workers. He held that the Nigerian nftitude to work could not

be fully understood without considering same in the light of the cultural valucs

that bear on morale and motivation.

rarmer and Richman (1965:31) studied the I I'fects of culture on the

tiii~~tion;il elc~nents of the management process. They also dwelt on

nntionnlism which is a major factor on the envirc.:ment of multi-national

oryni:mtion. Later in 1966, they stated that the env;onment has a lot to do

\iqi t 11 t!le \\lay ir. which organizational resources are combined and utilized.

'I'lw c~n~ironmertal factors found to exert enormous nfluence on managerial

rcsults include socio-culttlral factor, economic, i.idigene consciousness,

p d i i ico-lsgd Factors, and educational factors.

Oht~agcmi, (1984) probed the art of managi:,g culture for effective

p~lhr rmnce . F e identified certain areas of different rlmifestations in culture.

? , ~ r l!lcir cl'fcctive recognition, analysis, and adaptat15.n by management. Me

ctml~ic!cd that while the principles of nmagsincnt have universal

; ?A!!ic.tldi ty, culture and practice of management has :.tot.

1 ~ m ~ i . i sct out to assess thc impact of ccl,ure on some selected

I ~ \ : I I M ~ I I I C I I ~ concepts. I-Ie viewed the incongrucnr between management

l;;,~L~lc.c : i :~cl imvironmentat factors as n major sh,urcc of organizational

i~ r ~ 1 7 i ~ i ~ ~ 1 ~ ~ . I [e saw the traditional concept of authoi ~ , y which subjugates the

i i l c ! i ~ i l l u ; ~ l to the organization as more relevant to the :s'igeriatl culture than the

; ~ . ~ , * i c . i y ~ i \ ~ , cltccntrnlizcd n~anagerial auhr i ty of t . e bchatliour:il conccpt.

I l k conclusion ~ 3 s that productivity and discipline levels appeared to be

I i i g ! ~ c ~ . in tllose Nigerian organizations where man:,_=ement authority was

c.1~) :cr to thc traditional concept of authority. I~naga (15.15).

Finally, Abdullahi in 1985 raised the issue of the relevancy of

~ n n ~ ~ ~ y m e n t dcvelopment efforts in the Nigerian en iironment. He agreed

w i ~ h the views expressed by some authors that cultur.:l values do exercise a

prcnt influcncc on the pace and pattern of enterrAse development, the

cnlcrgcncc of management and supervisory styles, 2nd the varieties and

idcnsi~ics of motivation.

Tlms hr , the positive and negative correlationsIGp between culture and

~;l:\rnpc.~nent has been established.

!F hl:~n:lgcnwnt Culture Bound?

A ~'L'w scholars of management have conclurtid that management is

L , . L ~ ~ ~ ~ I)w:~d. In other words, the facts that managerr! :nt practices differ and

I;,.~ ):IT,: 211~1 thcir environment vary arc believed by some to be persuasive

3 ,,._, I . - - . C 11,:lt management theory and principles - the framework of

[ I ! : i n ;~~~crna~ t knowledge are applicable only in dcvelr ! ~ c d societies similar to

!...., tbxis~ing in dcvcloped economies. AIso tllerc arc sonw who bclievc that

:liL : i : . ~ l i t l ~ r C ;~II:I content rrf rnnnc?gcment scicncc nrc ~ - , - , t trn~lsfcr, : '1: and thnl

1I12 rlpplicafion of these to specific enterprise situat- xi in the same national

culture not necessarily possible.

'1 he findings of Gonzalez and Macinillan are among those often quoted

to show that management is culture bound. Accordin; to them.

?'hat aspect of management which lacks unix.ersa1ity has to do with

i ~ r s o ~ a l relationships, including those betveen management and

n,orl:crs, management and the customer, the com~!.unity, competition and

~ l o w - n t ~ ~ e n t . Gonzalez and Mc~nilIan (1 96 1 :33).

On the m n c note, Obcrg expresses belief tLat the applicability of

~.;:w:rgc'mcnt principles may be limited to a particula, culture or situation and

rid i l may be fruitless to search for a common set of 'principles' absolutes' or

I - i t s o ~ i n s . It is even argued that sincc management principles

:Il;;wnr 1mt la bc adaptable between cultures, thcy inow.' not even be applicable

l,r:,*:,:i'il ~ ~ i b ~ u l t ~ i r c s s~lcli as thosc of a rural b w i x s s owner versus the

I I : r l l l ( 7 ~ b r elf n I:~rgc cnrporation in Nigcria. Ohcrg (196 ::129).

!(I n s ~ ! I I ! ~ ~!n~lc.rt:~l;cn l ~ y Tlare, Ghiselli and ISorter; it was found out

[!::.I i l l a x was ;1 high tlzgrcc: of similarity in m;mageri.,l behaviour patterns and

' 1 A :~i:lny of h c vnri,ltions tliscloscd wcrc duc yo idcnlifiablc cultur:d

, c : A\t.cl.5. I ! t ( 6 ) 111 othcr cases the %nction of mmagcrs -

p ! : ~ n n i n ~ , o r p i z i n g , co-ordination, control, direction, leadership, motivation

ar:J :;t:~fling were utilized in nearly all countries. Rich:.mn (1967: 12)

K. I J;ubison and Myers, in their study of managzment in a number of

ct)i:!~iries, concloded ihnt there is a 'logic of industrialixtion'. They indicated 0

lilc;rcwrer, that organization building has its logic, toc;, which rests upon the

t ! w ~ l n p m c n t of manngement. Harbison and Myers (1939: 117).

Cultural differences have a substantial but not i venvhelming influence

on ~ w ~ n n y - i d perfori~~ance. Pascale and Athos in their book titled 'the art of

J . ; ~ : I ~ I I ~ s c ~nm~gelncnt ' , g,avc a pride of place to cultural factors in

~nn;~,l;cmcnt. This book rcports that managerial reali~jf is not absolute but is

rc.tl.t:r soc.i:illy 2nd cul tumlly determi;:.:d. It concludes that across all cultures

;:i1,.1 in z I I societies, human beings coming to perform certain collective jobs

c t~co, ,~~t l?r C O ~ I I T I O ~ problems having to do with establiskd direction,

i ' . ' . t ; iL : ' . l ' - i t l~7~~ md no ti vat ion. Undoubtedly culture affkts how these problems

~ ' ; I I -~nc r nr:d I?-icI?man identified a large nurzber of factors in the

'1'Ile general attitude of the society toward ma. agers (for example, is a

cilrccr in the profession of medicine or law in :,,overnment regarded as a

hisher status than one in business managemen!

'She dominant views of authority and suborl hates (for exarnnle are

subordinntes expected to follow the all-how; g paternalistic decisions

of the top manager, or is participation of sri >ordinates accepted and

cncourapxl?

Thc estcnt to which coopcrntion between vai'ous groups is a way of

lire (for example, are class structures rigic or are the means for

n~1v:uiccment open to a person who is cap:.ble, regardless of class

ti l'li!intimil?)

T l~e estcnt of union-management cooperation

'I'hc view of achievement and work (for ex; rnple, does the society

v ; h e cconomic achievement through harr' work as a desirable

~~.-.rconal trait, or is achievement in the arts or preparation for life aficr

clt;rlll regarded as paramount?)

T!lc cstcrlt of inflesiblc class struclrire., Farmer and Richman

flow of information is downwards: from output hiei irchy to the society. It

makes binding allocation and has no feed-back values

The Tiv traditional political system is not cent: nlized although the Tivs

are found in Northern Nigeria, in South of Benue wit?. headquarters at Gboke.

IHodgkin (19605). In their traditional political syster.: as is the case in that of

the Igbos, thcre is no single person wielding political luthority over the cntirc

territory. In a traditional setting every Tiv is a meml-~r of several segmentary

lineages, the smallest of which is Ityo. As a member of lineage, a Tiv is

qualified to enjoy all rights related to political citizensip as well as customary

rights involving land and residence. The smooth crdering of the political,

social, mystical and economic life of a Tiv is gener&iy seen as the collective

responsibility of all the inhabitants of the community - ge-sets are an important

force in the political system. Age set involve both yi,uths and elderly folk in

their various categories, the main responsibility of each set being to organize

welfare services for its members. Bohanna (195350-i.3).

In Yoruba land in the western part of the ccuntry, a11 the Obas are

descendants of Oduduwa. Johnson (1921). The Oba s regarded as the Fdtllcr

of the Yorubas and this is the source of the sacredne:,~ of the authority of the

Obas. In some respects however, the various Yo;. tba communities diffcr

socially and politically. The collective decisions of th;: chiefs are transmitted

to the Oba through his town criers and arc usuall:, known as the Oba's

decision. Beside helping the Oba in policy formulati\),l, they also help in the

enforcement of laws since in a real traditional pattern tile Oba rarely speaks or

sits with his chiefs in council. Mcphee (1926:lO)

The Benis found mainly in the Bendcl state of ligeria have traditional

rulers called Obas. Around him are all the social rclationships which fill1

within the government. The Oba is the center of public relations. The Benin

Kingdom has military institutions, political executiv:.~ and interest groups.

These structural factors of the system co-exist with pxticipant cultural traits

which ensure that the citizens provide the necessary inl.ut of support.

The Calabar traditional system has a structural arrangement which, in

some respects, characterize a confederacy. There if: also the house of the

people of Efikland and this makes it possible for nc?)les and commoners to

play an active part in the government of the land. Perham, Lugard (1921 :4 10).

The Delta area of Nigeria has a traditional government known as the

'ITouse System'. The Niger delta grew out of tradii~g fishing posts. Most

trnclcrs came from the hinterland, but organized th-mselves into extended

f;lniilies known as 'Homes'. Each housc was und12i a powerful cfiicf and

businessman. A leader who has such a fusion of res; onsibilities is accorded

recognition in the area as Amanyanabo. Thus, alt!mgh the Amanyanabo

governs the entire community, in so far as business ar.:: military leadership are

concerned, atltonorny outside these responsibilities. rest with the homes

through their nuclear families.

In the traditional system of the Igbos, basic due-orientation is the

same despite cultural variation in the various autonc!nous units that make up

the Igbo community. In the traditional political sj.,tem, functions such as

nile-making, rule-execution, rate-adjudication, nolitical socialization,

communication interest articulation, interest nggregati~n etc are carried out.

The family forms the basic unit of traditional .,overnment in lgbolmd.

'It is the unit which helps to determine how far t h ~ implementation of the

policies of the government will be successful. At th fdmily level Di-Okpara

is the official authority.

In lgbo political system socio-political actor:. are as conscious of the

fundamental human rights of citizens as thc case in Y,'estern deinocmcics. hi!.

Weber (1964:205).

In a Ph.D research work (Ewurum, I f I!) used the busincss

nnnagement culture of Anambra Statc to represc t ltis case and form 311

earlier paper presented the typical lgbo culture as perceived in most lgbo

States, this is summarized as

(a) Paternalistic leadership philosophy which ay:pears to be the dominant

ethics in the management of small rnanufat;~uring firms in Ananlbrn

State.

(b) The typical approach to the motivation in tht lgbo states is influenced

by consultative management philosophy

(c) Igbo traditional institutions are essential!^ fluid, organizationid

structures are rarely rigid etc. Ewurum (199 1 ).

Sumnlary

It is worthy to note that the impact of culture on the organization can be

positively or negatively inclined. Management tl~zrefore should study the

cultural environment in which it exists, and ca:-2fuIly apply managerial

expertise in handling employees within the organizc!r;on. In so doing, cultural

clashes amongst individuals, and groups within an:: wit': wt the organization

can be reduced to its bearest minimum. The g-apevine is an important

element within any coagulation; it should not be o v e ~ looked.

With this chapter, the concept of Environ.ncnta1 management was

discussed; culture, its' definitio:~ and meaning, cull.,ral value, cullurn1 r,nn::s,

mores, Inws etc. were also highlighted. The r ature and process of

management - scientific approach and modem operatic la1 management theory

% was discussed. The different emergence of behaviour~.: sciences; development

of the sociological Approach to management, system$: theory and the various 1

approaches to management were discussed, the cancept of managerial

effectiveness and a Nigerian perspective to culture and ihe orgnnisation.

Finally the different views on the question: "1s management culture

bound" was raised.

CHAPTER THREE

METHODOLOGY

l n troduction

The previous chapters have been dedicated to establishing a basic

framework and background for this study. This chapter highlights the various

method, techniques and procedures intended for u:x in the collection and

analysis of data from the field of study. In order to fxilitate a better study, the

research methodology is outlined undcr different sub-heading such as:

research design, sampling procedure/sample s ix determination, data

collection method, operational measure of the vari ~ble state, data analysis

techniques and other related matters that deal with tl, ,: method adopted by the

researcher.

3.2 Research Design

Research design could be seen as Fane work or plan that is t~scrl as a

guide in collecting and analyzing the data for stuiy. (Baridam, 1995:49).

According to Abclellah and Levinc (1979: l66), rcsear.:h design does not rncan

the specified method for collecting data e.g. questiomaire, interview, or dircct

observation, but the more f~~ndnmenta! question of hi,:^ the study subjccts wi!]

he brought into the scope of thc research nncl Imn, thcy will bc c i n p l q ~ ~ l

within the rcsearch setting to yicld the required data.

In this case, the total number of employees in Nigerian Engineering works is

700 comprising of managers and casual workers. The level of significance

used to determine the sample size is 95 percent (i.e. 0.05) chance that the

sample is distributed in the same way as the populatil.,n

Where N = 700

This means that the research can study 255 cat of the 700 employees

within Nigerian Engineering works Plc.

The probability sampling method was adopr.:d in drawing the sample

from the population, The main sampling techniq:+es used were the sample

random sampling.

3.4 Sources data

Data Collection Method

The major source of data used foi

the main source used for testing the hy

through the questionnaire and where apl

These questionnaires were distributed amongst eilq.i~loyees (managcrs and

casual workers) within Nigerian Engineering work P1 ..

3.5 Questionnaire . ' vq

The questionnaire is made up of two parts. ':3e first is for managers

and supervisors only, while the second part is fci- both supervisors and

subordinates. A total of 25 questioils are contained ill the questionnaire. The

first part of the questionnaire is designed to elicit response from managers as

to what impact they feel culture has on them, thiir subordinates and t11c

organization as a whole. Does it affect relationships.

The second part is for the subordinates, which is meant to find out what

effect culture has on their leaders and to what extent it affects their

perfomlance.

In designing the questionnaire, general que:,;ions were first used and

latter narrowed to questions directly related to the tq;ic. These questions were

designed in two broad dimensions namely; the s?. ..ictured and nnstructurcd

quesrions. Multiple-choice questions were also use.

A total of 255 questionnaires were distribut : A to the employzes within

Nigtrian Engineering works, Ph.

)e administered to

ing for every one r,

ates since in most

3 o~itni~mbcr thc

The ratio used in determining the numbel; to t

managers and subordinates was 1:6 respectively; mean

manager, six questionnaires were distributed to si ord din

large organizations the factory workers/subo; -1 inate!

managers/supervisors.

The calculations are shown below

Ratio 1:6

Managers: ): x255 = 36subordinatrs = % x255 = 219

Total = 36 + 219 = 225

Therefore, out of the 255 questionnaires administtred to en~ployees within

NEW, 36 were administered to managers, while 219 were administered to

subordinates.

Operational measures of the Variables

In this study. the independent variable is Culture anc! the dependent v:$ ' ,Me in

Managerial effectiveness. The aim is to find out be effect Culture has on

Managements effectiveness .

T1.1 operational definition of culturc is esprc. :;cd in question 8 (part 1)

and 3(pnrt 2) of the questionnaire \v!ich is values/noril~s,

language/coi~imunication, religiodbelier, dressing c[.de, atlitubcs etc.

On the other liond, mnnogcmcnt's effectiveness is refloetd in qucslioils

12, part A and Questions 6 and 10 nart B. In these il~~cstions. rnnnawrq n r r

asked to rate the performance of subordinates and s1;bordinate.s arc aslied to !

evaluate their performance and attitudes of managers. I

hes st ion 10 measures subordinates performance in terms of culture,

ice of subordinates determi.les the effectiv

r TL- - - - t - - - - - - 3 L - - ~ ~ . .

since the output/performar; lencss of

management and vice versa. I nc scales useu to measure me two variables in

this research is the qualitative scale or classification scales, the independent

and dependent variables are measured with ordinal scafe.

3.6 Data Analysis techniques

In analyzing the datas' collected, the two hypG hesis stated earlier will

be tested. The two hypothesis will be tested using the :hi square (x2). This is

a non-parametric test which requires the detei nination of expected

frequencies for each of the cells in the table, sul,tracting each expected

frequency from the actual frequency in each cell, squaring this difference,

dividing by the expected frequency for the cell, and then summing up all the

quotients. Urieto, (1995:54)

The formula for chi-square is thus:

Where x2 = chi square

, Fo = actual or observed frequency

Fe = expected frequency

With this test, the number of degrees of freedom associated with the

obscrved data is given as

... d. f=(R- l ) ( c - 1)

where R = number of rows

c = number of columns

Thus from the chi-square distribution table, the value of x2 is

determined using an assumed level of significance e.g. 0.05.

Summary

In conclusion, this chapter has been able :o highlight the various

methods in analyzing and interpreting of research findings. The statistical

inference, therefore conforms the preconceived notion that the researcher had

about the situation.

The scope of the study c~nbraccd the total nr.!mbcr of cmplnyccs i n

Nigerian Engineering works - both Managers and supervisor. The limitiltion

of the study includes; limited time, limited finance, u!!favourable aliitudes ol' %

subordinates, managers, locals in responding to the qxstionnaires; and other

unseen factors.

CIIAPTER FOUR

PRESENTATION AND ANALYSIS OF DATA

INTRODUCTION

This section deals with the detailed analysis of the data coltectcd

through the questionnaire. Having outlined the methcd and procedures used

in this research in the preceding chapter, this chapter deals with the main

findings of the study.

"The chapter is sectioned into two major parts, the first deals with the

analysis of data using simple arithmetical percentages, and other deals with

testing of hypotl~esis using the chi-square.

The essence of the entire study is based on this chapter, however, a lot

of success depends on the respondent of the questionnnire distributed.

4.2 Questionnaire' Distribution Result.

As earlier stated a total of 255 questionnaires were distributed to the

target population on the bases of 36 to mangers and supervisor and 219 to

subordinators. Out of the 255 questionnaire, 180 were fully or partially

completed and returned representing a 71% succes:;, while 75 were not

returned representing 25%.

Questionnaire Distribution Records

Table 4.1

I Level in organization I Distributed I Returned I %

I Managerial 1 36 1 35 1 97.2

I I

Total 255 --

I I I

Part 1

Subordinates (at any level)

For managers and supervisors only

Question 8. Which of the following culture traits are predominant within

219

your organization?

145

Language/communication Religion/belief Dress codes

66.2

Culture traits ValuedNorms

-

Frequency 20

The above table shows the response of the managerial staff to the

Attitude Total

cultural traits that are predominantly exhibited within their organization. Most

of the managers perceive their organization as being mostly influenced by

- 35

valueshorms of the employees.

- 100

Tale 4.3

Question9

I. What extent do you think the prevailing cultural trait affect the performance of

workers?

I Total 35

Response Large extent Moderate extent Little extent No idea

Considering the above question, most mangers believes that the

prevailing cultural trait affect subordinates to a large extent. This is dearly

, indicated by the 7 1.4% response stated above.

Question 10: What response do you receive from your subordinate?

Table 4.4

Frequency YO 2 5 71.4 7 20 1 2.9 2 5.7

The above table clearly shows that the managers(despite the cultural

Response Favourable Unfavourable No idea

Total

traits) receive favourable responses from their subordinates 65.7% white

unfabourable responses are 25.7% and 8.6% have no idea.

Frequency 23 9 3

35

O h

65.7 25.7 8.6

100

Question 11: 'Yould you attribute the type of rzsponse you get from

subordinates to their cultural backgroundheritage

1 Response I Frcq~~ency I YO I

It is clear that most managers believe that the xsponse they get from

Yes No

Total

their subordinates are attributed to their cultural heritage. This is shown by

the 82.9% response

2 9 6 35

Question 12: How would you rate the performanceloutput of subordinates?

82.9 17.1 100

Table 4.6

L Very high Moderate1 hi 11

Total

Question 14: Is the administration of the foIlowing benefits affected by

culture?

Promotion 8) Safety and health

Pension and Retirement

Finger benefits

Cornpensat ions

Table 4.7

Response Yes . -

Question 15:

To what extent does the external cultural environment in which

organization exists, affect your managerial performance

No Total

Table 4.8

Freq r~ency 3 4

35

Moderate extent

yo 97.1

the

. -

From the above tables, it is clearly shown that the external cultural

Response Large extent -

-

environment affects managerial performance to a large extent.

Subordinates

Total 1 35 7 100

Frequency 27 8

QUESTION 1: Is your boss' managerial performance culturally determined

% 77.1 22.9

Table 4.9

- t -

YO 34.5 37.9 27.6 100

Response Yes No

Indifferent Total

Frequency 50 5 5 40 145

From all indications, 37.9% of the 145 subidinate are not satisfied

with their boss way of performing his inanagerial responsibilities, they assume

it is culturally determined .

Question 2: To what extent do you think your boss' ; lanagerial performance is

culturally determined?

Table 4.10

I Total 1 145 1 100

Response A large extent Moderate extent Little extent

I No extent

Question 3

Which of the following cultural factors affect your boss' managerial performance?

Freqr~ency 7 0

48 - 15 12

Table 4.1 1

YO 48.3 33.1 10.3 8.3

From the above table, most subordinates I::lieve Religion. Believe

affects their boss' managerial performance.

Cultural traits

Kellglon/bellet

Frequency 7 7

112

- - -

77.3 Dressing code Attitudes

Total

12 7

145

8.3 4.8 100

Question 4: What impact does the abovt question have on your

prformance?

Table 4.12 Responsl-

Very high S 7 High 22 Moderate 33 .- No impact 3 2.1 Total 145 I00

Question 5.

How would you rate the cultural values of your supervisor?

Table 4.13

C Res~onse Frequency 1, YO 1

Question 6: Could you evaluate your present perfornlance

Table 4:14

- very good Good Average Poor

Total

Response Frequency Very high 36 Moderately high 5s Average 47

6 22 29 73 I5

145

Low 4 Total 145

4.1 15.2 20

50.4 10.3 100

Question 7: Would you improve your perform.me if your boss is not

culturally biased?

Question 9: How you rate your relationship with you; boss?

Res onse

Indifferent Total

Question 10: To what extent does the cultural 'external' environment in

Frequency 143 - - 2

145

Table 4.16

which the organization exist, affect your performance?

% 98.6

- 1.4 100

Response Very good Good Satisfactory Poor Total

4.3 RESEARCH QUESTION FINDING

Frequency 15 68 5 1 11

145

The research questions as stated in Chapter one are as follows?

YO 10.3 46.9 35.2 7.2 100 -

YO 68.9 27.5 3.6 100

Response Large extent Moderate Small extent Total

1. Does culture have any effect on manageiial effectiveness?

Frequency 100 40 5

145

2. If any relationship exists, to what direciion is it, and wha! it; fils

degree of such a relationship?

3. Which cultural trait is predominant!y perccivcd within t11,:

organization?

4. Do satisfied subordinates perform better than d is-silt is ficJ

subordinates (based on the culture)?

5 . Is Managers effectiveness affected by citernal culture?

6 . Is there any relationship between subordinates' view of their

mangers cultural values and their actual performance?

Research Question 1

To answer this question, the answer deiived from question 8 and

12 part A question 3 and 6 Parts of the questionnaire were used.

Table 4.17

Cultural traits

Performance

Very high

Moderately 10 5 55 2 1 73 t

High and low 3 3 8 5

Total 27 14 7

61 1 1!131

Language

6

Values

14

Religion 1 Dressing

2 0 1 5

Attitude

1

Tutid

46

Research Question 3

To answer this research question, questions 3 part A and questions 3

part B of the questionnaire were used

Table 4.18 Values Language Religion

7 7 112 Levels

Subordinates - -.--. Managers 20 7 5 3 5

Research question 4

To answer this research question, question 12 part A and question 6

part B were used

To answer this research question, question 5 and 6 part B were used

and the results computed below.

7

Toti11 45 7 3 6 1 180

Response Very high Moderately high High and low Total

( Performance I Rating of cui.iira1 values 1

Research Question 6

Managers 10 15 10 3 5

Sul~ardinates - 36 58 5 1 145

Excellent ] Very good I Goo,? [ Average lmor 5 1 9 - 15

Ttrt:r\ 3 6 .,--

5 K 47 4

16'5

16 2 5 3 2 '.

73

-\ 2 1 7 ' 6 ' Mod. High

Low Total

18 3 2

29

4

$ - 6

10

2 22

PART 2

rl 4.4 HYPOTHESIS TESTING AND FINDINGS

As noted in chapter 3, the chi-square was used in testing Hypothesis ?

one and two

Ho: There is no positive and significant relationshi;. between culture and

managerial effectiveness.

Ho, There is a positive and significant relationship between culture and

managerial effectiveness

Table 4.21 performance and culture tralts

The Chi-square is used in testing this hypothesis.

Where x2=Z (FO - ~ e ) ' Fe

Where x2= Chi square

Fo = actual or observed Frequency

Fe= expected Frequency

Computation Of Expected Frequencies

I ---- High and Dressing 13 7.4 5.6 3 1.36 3 1.3 617.4 - 11.2 1 low and

Attitude P -- Total 0 3" "

I C . . - -------

Where x2 =26.11

The number of degree of freedom associated with the i , b s e ~ e d date a is c!.f =

(U- l)(C- 1)

Where R = number of rows

C= number of columns

In this case df=(4- 1) (5- 1)=12

The critical value for 12 degrees of freedoms and an a of 0.05 is 2 1 .O

Fig 1.

lion n

Decisionrule: Accept Ho if the computed value of X is less than 2 1.0

Reject Ho if the computed value of x2 is more than 21.0

Decision: Since the computed value is more than 2 1.0 we reject the null

Hypothesis which states that there is no positive and significant

Relationship between culture and managerial effectiveness and

accept the alternative which States t h ~ t there is a positive and

significant relationship between c~lture and managerial

effectiveness

4.42 Hypothesis 2

Ho: There is no significant relationship between hianagerial cultural values

and subordinates performance within the organization.

H,: There is significant relationship between man~gerial cultural values and

subordinates performance within the organization.

Table 4.23 Performance and rating of cultural values

The chi-square is used in testing this hypothesis

Performance

Where x2 = C (fo - fey fc

Where x2=chi-square

Rating of cultural values

Fo = actual or observed frequency

Fe = expected frequency

Total

3 6 58

5 1

145

Table 4.24 Performance and rating of cultural values

Excellent

Total

Good

6 18

5

29

Very good

2- 10

5

22

Moderately high ..verag< and low TotaI

Average and poor 2 1 26

4 1

88

4

- 6

Computation of expected frequencies

Where x2 = 15.73

The number of degree of freedom ass1

Performance Very high -- Very high Vcry high

h l ~ ~ t m t d y lii& k l ~ d c r ~ ~ t d y high - h l&~.ately hi$

Awrage '!low

Avcmge 6: low

r l o w

rrot:l~

T l l u critical values for 6 degrees of lieec

r

Ratings Ex. And V. good Good ----- Average poor EX. And V. good

Good

Average or poor

Ex. And V. good

Good

Average and poor

Fe 7

7.2

Po 9 6 2 1 14

18

26

5 5

41

145

Fo-fz 2 -

-1.- 3

(fo-fe 4

1.44

35.2

9.8

Fo-fc %= 0.7

= 3 . 1

0.64 7.84

40.96

84.64

23.04

--.

9

-4.5,

0.64/, ., = 2.4

7.*4/, .2 = 0.6

40 - 9 6 k ., = 0.2

s4 m 6 j / j , .2 = 0.03

23 .OA* = -- I. I a - - r

Region -12.6

Region +12.6

~ec is ion rule: Accept Ho if the commter values of ~ " e s s than 12.6

I I

Lecrsrun: aincc iric computer value is more man i2.6, we reject the null

hypothesis and accept the alternative which states t!:at there is a significant

relationship between managerial cultural values and subordinate performance

4.5 CONCLUSION

The conc~usisn is summarized in

T:ll~lc 4.26

Null i Alternative Reject I Accept I

Reiect i Accent 1

In Hypothesis 1 and 2 the nu1

alternative accepted

CHAPTER FIVE

DISCUSSION, CONCLUSION AND RECOMMEIJDATION -

5.1 INTRODUCTION J

This chapter examines the results and findings of the study conducted r ) -

in chapter four and establishes relationships exist' ~g between managerial

effectiveness and culture. Attempt will then be madi: to conclude under the

following headings.

5.2 DISCUSSION AND FINDINGS

The study as earlier noted has focused on the impact cif Culture on Managerial I

I effectiveness using NEW (Nigerian Engineering Work PLC)in PH as a case !

study. With the aid of the questionnaire, and personcl interview; the following

issues were discovered.

.- (1) There is a positive and siyificant relations!.ip between Culture and

Managerial effectiveness in NEW PLC. Mi.st employees within the

organization i.e. both the Managers/Supervi~,rs and the Casual work

/subordinates believe that culture both inte,:lal and external to the

enterprise affects managerial effectiveness.

(2) It was also discovered that where a superior :omes from i.e. his own

culture, affects the way in which he performs

72

NEW managers and supervisors stated that their culture does not

necessarily affect their managerial performsnce and responsibility

while most subordinates feel otherwise

It has been noted that culture which is an external factor to the

organization is also an internal factor to the organization is. The

culture of the people in which the organization operates and the culture

of the workers (both managers and subordinates that work within the

organization) all in one way or the other affect ntanagerial effectiveness

Finally it was discovered that there was a :ignificant relationship

between managerial cultural values and the performance of

subordinates within NEW

SOME PERSONAL FINDINGS

It was discovered that most subordinates within NEW wcre generally

dissatisfied with their working environment, wiihin and without the

organization. Most felt their culture or places of origin affected the way thcy

are being managed and the way the organization is r:.n. More cspecinlly as

the organization belongs to Indian expatriates. Man::rs and supervison are

because this is usually measured by the performance/ autput of subordinates

and organizational turnover, and profit margin. The exiernal impact of culture

on the organization was also observed since no o).;anization operates in

vacuum. Managers are expected to cnncem tbsmselves with social

responsibility and other such undertaking

5.1 CONCLUSION

It has been quite exciting and informative ;iscovering the effect

Culture has on Managerial effectiveness in NEW PI!: Port' Harcourt. This

research does not claim to offer all the conclusive &tails to this topic, but

however it has been able to give an insight into what ..,~erates within the firm

of study. The researcher can conclude from the an;.!iysis and findings that

cultural bias does not engender managerial effietiveness within any

organization more especially in a country like Nigeria which has a multi-

cultural sctting. Above all, an open system policy sh ~u ld be the cornerstone

of increasing and sustaining better performance amorqst workers in Nigerian

13usiness organi~ation whereby interactions wit2 n and without any

organization takes into cognizance cultural barriers.

RECOMMENDATTON

The achievement of organizational goals is de;:-:ndent to a Iargc extcnt

on the effectiveness of managerial; Culture not withs:mding. Based on this,

the following recommendations are made.

(i) Management should always take into cqnizance the external

environment in which they operate

(ii) Management should not run the organization .-r the employees within

the organization based on culture, especially in Nigeria where the

Nigerian factors predominantly prevails.

(iii) Despite the environmental pressures that most organization are exposed

to, cordial relationship should prevail within thi: organization

(iv) Social Responsibilities and respect for any culture in which an

organization exists should not be overlooked.

It should finally be noted that no topic in the field of management can

be fully exhausted, therefore further work on this stud:l is recommended.

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unpublished P.D thesis) University of Nigexia, Enugu Campus.

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Ganznlcz R. F. and McMillinn, Jr. (1961) The L..iversalily of American hlxmgernent philosophy. Jor~rrml of thc I. -ndurny of Mnn:,,ncn~cnt, vol. 4, pp. 33 - 4 1 .

Gulick L. und Unvick L. (1937)' papers on the Science of aclministrntion (?Jew York: Institute of Public Administrat'm).

Hnire M, Chiselli, E. E. and Porter L. W. (1966). 'IUanagerial thinking An International Study (New York: John Wile? and Sons Inc.)

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Johnson, S. (1921), The History of the Yombas (I_..?gos: C. M. S. Nigeria Bookshops)

Ken, C. Dunlop, J. T. Harbison, F. 1-1. and Myers, C . A. (1973) 'Industrialism and industrial man: The Problems of labcur and Management in Economic growth, (Penguin books ltd., Mil ilesex, England).

Kolter P. (1980): Marketing Management 4" ed, (Pr-ntice Hall International, 1nc)p. 110- 111.

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M o w n , J. C. (1987) Consunler behavioi~r (Mscmilln~? Pu!,lislhg C m p n n y ) pg. 516-619.

Mcphee Allan, (1926) The Economic Revolution i i ~ nritish Wcst Africa (London) p. 104.

Nasidi Yakubu (1977) Culture and Democracy (ABU p x s limited) pg. 120.

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Nnedu, E. E. I. (1996) Business Policy and Stratesic Management (Port Harcourt: paragraphics) pg. 22

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APPENDIX I

University of Ni2.eria (Enugu campus), Faculty of Business Administration Enugu Nigeria.

Dear Respondent

LETTER OF INTRODUCTiON

I am a post graduate student of the departmmt of Management in the

University of Nigeria. I am currently undergoing 3 study on 'The impact of

culture on Managerial effectiveness'. The Nigerizn context (a case study of

Nigerian engineering works PIC in Port Harcourt, Rivers State)

In this regard, I would appreciate it if you could be kind enough to

supply some relevant information as it concerns yo: in the organization. This

you will be required to do by filling the attached qu~stionnaire.

I assure you that all responses to the quc ..tions asked will be kept

confidential as the information sought is purely for xademic purposes.

Thank you for your anticipated cooperation.

Yours faithfully,

Oloto Obioma

APPENDIX TI QUESTIONNMRE

PART ONE

(For managers, supervisors only)

I under your superv

~t culture?

Name of organization.. . . Type of business activity'

commercial [ ]

Status of respondent

How long have you worked in the organizaticn?

How many workers are presentlj ision?

What is your understanding abo~

Are your workers culturally oriented Yes[ ] No[ ]

Which of the following cultural traits are precloininant within your

organization.

Values (norms) [ 1

Language (communication) [ ]

Religion (belief) [ ]

Dress code [ ]

Attitude [ ]

TO what extent do you think the prevaili g cultural trait affect the

performance of workers?

Large extent [ ] little extent [ 1

Moderate extent [

What response do you receive from your subordinates?

Favourable [ ] no idea [ ] unfavournble [ ]

Would you attribute the type of response you get from subordinates to

their cultural backgroundiheritage? Yes [ ] No [ ]

Haw would you rate the performanceloutput of ,.ibordinates

Very high [ I, high [ ] moderately [ ] low [ ]

What factors do you think are responsible for your subordinates

performance?. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . Is the administration of the following benefits affected by culture?

Indicate Yes [ 4 ] No [x ]

Promotion [ ]

Safety & health [ ]

Pensions and Retirements [ ]

Fringe benefits [ ]

Compensation [ ]

To what extent does the external cultural encironment in kvhich the

organization exists, affect your managerial performance? Large extent

[ ] ma11 extent [ ] moderate extent [ ]

PART TWO

(FOR WORKERS DOWN THE SU'IERVISORY LEVEL) SUBORDINATES

Is your boss' managerial performance culturally determined?

Yes[ ] No [ ] Indifferent [ ]

To what extent do you think your boss' ~~lanagerial performance is

culturally determined?

A large extent [ ] little extent [ ] a mo h a t e extent [ ]

no extent [ ]

Which of the follotving cultural factors affect your boss' managerial

performance?

Values (norms) [ ] language (communication) [ ] religion [ ]

Dressing [ ] Attitude [ ]

What impact does the above question have dn your performance?

Very high [ ] high [ ] moderate [ ] no impact [ ]

How would you rate the cultural values of ymr supervisor? Excellent [

] average [ ] very good [ ] poor [ 3 good [ ]

Could you evaluate your present perfomance? Very high [ 1

moderately high [ ] average [ ] low ; ]

7, Would you improve your performance if y o u boss is not culturally

biased? Yes [ ] No [ ] indifferent [ 2

8. I Tow many boss(cs) do you haw?. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ...

9. Mow would you rate your relationship with thcx? (your boss(es)?

Very good [ ] good [ ] satisfactory [ ] poor [ ]

10. To what extent does the cultural external er,\-ironment in which the

organization exists, affect your performance

large extent [ ]

moderate extent [ ]

small extent [ ]