THE USE OF SOCIAL NETWORKING IN TRANSMITTING ORGANIZATIONAL VALUES

 

CHAPTER ONE

INTRODUCTION

1.1Background of the study

Social network theory has taken the attention of a considerable number of theorists, researchers and several individuals who deal with the pragmatic aspects of the theory. The research on the interactions patterns between the elements is a major field of study in natural sciences.

The efforts to explain organizational value of sub atomic particles (quantum physics), genetic studies, neurology and the field of ecology all focus on the networks which emerge from the relationships between different elements. Complexity theory as a new version of general systems theory mainly focuses on how the interactions lead to emergence and self-organization of micro and macro level living systems (Holland, 1995).

Some authors classify social networks studies as a sub field of complexity theory because researchers try to explain nonlinear organizational value of the living systems by examining interactions between nodes (Hammond and Glenn, 2004). These main scientific fields of inquiry have generated some tools to understand structure, organizational value and change of the networks.

Social network theory has significant differences comparing to the traditional science in terms of basic epistemological and methodological assumptions. Newton mechanics has shaped theory development and research activities in social sciences as well as all scientific disciplines.

Network theory, which developed from the efforts of scientists who are against Newton’s paradigm, is an anti-reductionist and a nonlinear approach. Social network impact refuses the basic assumption of “social organizational value is sum of individuals’ organizational value” traditional sociological inquiry and examines patterns of relationships between actors (Emirbayer and Goodwin, 1970: 1414).

Social network impact focuses on the data which come from the interactions of the actors instead of using a collection of data from independent organizational values of the actors (Parkhe, Wasserman and Ralston., 2006: 561).

The relationships of the actors with each other are very important in social network impact, because these patterns define the communication paths which transfer the information between individuals, groups and organisational value (Monge and Contractor, 2001:441-442). T

his main framework of social network impact and methodology represents a departure from the classical scientific approach of social sciences. Network impact doesn’t deal with the definition of laws, propositions or correlations; it broadly and comprehensively examines the social structure (Emirbayer and Goodwin, 1970:1414).

Network theory and methodology which is quite different from traditional approach has gained a critical role in the field of economics and management during the last 3 decades. Social network methodology has served as a tool to solve the problems concerning how social interactions shape the economies and organizational value.

1.2 Problem statement

From a social networking stance to establish social relationships among intelligent objects, a new paradigm, social internet of things (SIoT), is recently proposed. By improving the level of trust between objects that are “friends” with each other, objects can start new acquaintances, exchange information, exploit other objects’ capabilities and collaborate toward a common objective (Atzori et al., 2014; Kang et al., 2014).

Although the vision of SIoT is appealing, as a new concept, many of the feathers, benefits and challenges of SIoT are not well understood. Fortunately, most of SIoT characteristics are similar to those observed in social networks of humans (Atzori et al., 2012).

In analogy with the social media-based network, we may explore the potential of SIoT by investigating social media’s impact in organizational contexts. There have been many studies noting the potential of social media in the workplace.

For example, Jackson et al. (2007) studied internal corporate blog use in a global IT company, reporting that blog users benefited through the formation of informal social networks, convenient communication and knowledge transfer. Skeels and Grudin (2009) found that social network sites (SNSs) are widely adopted by Microsoft staff.

Work-related advantages focus on strengthening professional and personal ties, promoting knowledge sharing and resource locating. Prior studies have provided exploratory insights into the capability of social media. However, their adoption in the workplace remains controversial.

On the negative side, social media have gained the reputation of reducing productivity and increasing disturbance. While previous research has predominantly focused on a specific medium, the synthesized impact of social media has been ignored.

1.3 Purpose of the study

The purpose of this study is to examine the use of social networking in transmitting organizational values. Specifically the study:

1. To explore employers awareness and utilization of social networking

2. To examine employers perception towards the use of social networking in transmitting organizational values

3. To determine the impact of social networking in transmitting organizational values

 

1.4 Significance of the study

This study will assess the role of social networking in transmitting organizational value. The study will be of great benefits to corporate organizations because it will explore how organizational value helps the organization in achieving it goals. It will also be a useful research material to students and researchers in the field of social networking.

 

1. 1. Study hypothesis

The study hypothesis is:

HO1: social network does not contribute to organizational value

HO2: social network has no significant impact on organizational values transmission

 

1. 1. Scope and Limitations of the Study

The study scope is limited to investigating the impact the use of social networking in transmitting organizational values in Lagos state civil service. Limitation faced by the research was limited time and financial constraint

1. 1. Definition of Basic terminologies

Sustenance: according to this study, means keeping alive, making organizational value evergreen to suit workplace practices of Organization.

Social networking: Social networking as operationalized refers to all the ways and methods in which persons employ in the sharing of meaning and understanding, in relations to the sustenance of the organizational value of the organization. It could be through letters, memos, meetings etc.

 

1. 1. Organization of study

The study is grouped into five chapters. This chapter being the first gives an introduction to the study. Chapter two gives a review of the related literature. Chapter three presents the research methodology; chapter four presents the data impact as well as interpretation and discussion of the results. Chapter five gives a summary of findings and recommendations.

THE USE OF SOCIAL NETWORKING IN TRANSMITTING ORGANIZATIONAL VALUES Bus…

 

Pages: 75-90

Questionnaire: Yes

Chapters: 1 to 5

Reference and Abstract: Yes

An Assessment Of The Effect Of Organizational Culture On The Performance Of Quantity Surveying Firms In Nigeria

Table of content

CHAPTER ONE

INTRODUCTION 

1.1        Background of the study

1.2        Statement of problem

1.3        Objective of the study

1.4        Research Hypotheses

1.5        Significance of the study

1.6        Scope and limitation of the study

1.7       Definition of terms

1.8       Organization of the study

CHAPETR TWO

2.0   LITERATURE REVIEW

CHAPETR THREE

3.0        Research methodology

3.1    sources of data collection

3.3        Population of the study

3.4        Sampling and sampling distribution

3.5        Validation of research instrument

3.6        Method of data analysis

CHAPTER FOUR

DATA PRESENTATION AND ANALYSIS AND INTERPRETATION

4.1 Introductions

4.2 Data analysis

CHAPTER FIVE

5.1 Introduction

5.2 Summary

5.3 Conclusion

5.4 Recommendation

Appendix

Abstract

This study is on an assessment of the effect of organizational culture on the performance of quantity surveying firms in Nigeria. The total population for the study is 200 staff of selected quantity surveying firms in Lagos state.

The researcher used questionnaires as the instrument for the data collection. Descriptive Survey research design was adopted for this study. A total of 133 respondents made up surveyors, builders, senior staff and junior staff was used for the study. The data collected were presented in tables and analyzed using simple percentages and frequencies

Chapter one

INTRODUCTION

Organizational culture defines the way employees complete tasks and interact with each other in an organization. The cultural paradigm comprises various beliefs, values, rituals and symbols that govern the operating style of the people within a company. Corporate culture binds the workforce together and provides a direction for the company. In times of change, the biggest challenge for any organization may be to change its culture, as the employees are already accustomed to a certain way of doing things (Ojo, 2008).

The dominant culture in organizations depends on the environment in which the company operates the organization’s objectives, the belief system of the employees and the company’s management style. Therefore, there are many organizational cultures.

For example, highly bureaucratic and well-structured organizations typically follow a culture with extensive controls. Employees follow standard procedures with a strict adherence to hierarchy and well-defined individual roles and responsibilities.

Those in competitive environments, such as sales, may forgo strict hierarchies and follow a competitive culture where the focus is on maintaining strong relationships with external parties. In this instance, the strategy is to attain competitive advantages over the competition. The collaborative culture is yet another organizational way of life.

This culture presents a decentralized workforce with integrated units working together to find solutions to problems (Cascio, 2006). Strong corporate cultures indicate that employees are like-minded and hold similar beliefs and ethical values.

When these beliefs and ethical values align with business objectives, they can prove to be effective in building teams because rapport and trust quickly ensues. The bonds that the teams build help them avoid conflicts and focus on task completion. Strong corporate cultures ease communication of roles and responsibilities to all individuals.

Employees know what is expected of them, how management assesses their performance and what forms of rewards are available. Organizational cultures can have varying impacts on organizational performance and motivation levels of employee. Oftentimes, employees work harder to achieve organizational goals if they consider themselves to be part of the corporate culture.

Different cultures operating in one company can also impact performance. For example, if the organization maintains a reserved “talk when necessary” culture, employees may work accordingly; however, if the organization allows one area, say the sales team, to be outspoken and socially active, the organization may experience rivalries among areas.

Thus, allowing an area to set up their own culture can affect the performance of the employees deployed elsewhere in the company (Schein, 2004). However, organizations must structure their recruitment processes to attract and engage incumbents with the same beliefs and values that constitute the organization’s culture.

This ensures the new employee’s assimilation to the company and further strengthens corporate culture. Companies should also ensure that they align corporate culture with performance management systems.

When culture and management systems are not aligned, management must redirect them so that employee behavior results in the achievement of organizational goals. Organizational culture comprises the unwritten customs, behaviors and beliefs that determine the “rules of the game” for decision-making, structure and power.

It’s based on the shared history and traditions of the organization combined with current leadership values. In effect, culture dictates the way we do business here and the organizational survival tactics that facilitate assimilation and personal success (Dave and Urich, 2011).

With a strong organizational culture, employees do things because they believe it’s the right thing to do and feel they’ll be rewarded for their actions. However, if the leadership team lacks integrity or squelches diversity, powerful cultures can morph into cults, cliques, castes and insider clubs. Organizational culture can be treated as a series of distinctive characteristics of a specific organization.

Some modern definitions of organizational culture are dynamic, directed at creativity, innovations and entrepreneurship. Organizational culture includes; a system of ideas and concepts, customs, traditions, procedures and habits for functioning in a specific macro culture» (Harris, 1981).

Organizational culture is a series of values, standards and beliefs (Handy, 1986). Organizational culture is implicit, invisible, intrinsic and informal awareness of the organization which directs behaviour of individuals and which results from their behaviour (Scholz, 1987).

In understanding organizational culture it is very important to know all its elements. Authors are not unanimous about what are the elements of the organizational culture. According to Armstrong (Žugaj, Cingula, 1992) there are four important elements of organizational culture.

These are; organization value, organization climate, Leadership style, work processes and system. The culture of an organization refers to the behaviour patterns and standards that bind it together Schein (2004).

A company’s culture tells the people who work for it what is right and wrong, what to believe, what not to believe, how to react and how to feel. And its actions speak louder than its words. However, the researcher seeks to assess the effect of organizational culture on the performance of quantity surveying firms in Nigeria.

1.2 STATEMENT OF THE PROBLEM

Generally, behavior patterns of employee towards organizational performance are most strongly influenced by the leaders of the organization. The words and actions of the quality control and production managers reflect the values and beliefs of senior management. Performance management is the process of creating a work environment or setting in which people are enabled to perform to the best of their abilities.

According to Cascio (2006) performance is the degree of an achievement to which an employee’s fulfill the organizational mission at workplace. He continues to say that the job of an employee is build up by degree of achievement of a particular target or mission that defines boundaries of performance.

According to Ojo  (2008) despite the plethora of studies on organizational culture in the last few decades, the empirical evidences emerging from various studies about the effect of organizational culture on performance have so far yielded mixed results that are inconclusive and contradictory. He further states that researchers concur on the fact that there is no agreement on the precise nature of the relationship between organizational culture and performance.

Because of these results the question of whether organizational culture affects employee performance is however worthy of a further research. Hence, this study seeks to analyze the effect of organizational culture on the performance of quantity surveying firms in Nigeria.

1.3 OBJECTIVE OF THE STUDY

The general objective of this study is to analyze the effect of organizational culture on the performance of quantity surveying firms in Nigeria and the following are the specific objectives:

1. To examine the effect of organizational culture on the performance of quantity surveying firms in Nigeria
2. To identify the type of organizational culture that existed among the quantity surveying firms in Nigeria
3. To identify factors hindering the performance of quantity surveying firms in Nigeria.

1.4 RESEARCH HYPOTHESES

For the successful completion of the study, the following research hypotheses were formulated by the researcher;

H₀:   There is no significant relationship between the organizational culture and the performance of quantity surveying firms in Nigeria

H₁: There is significant relationship between the organizational culture and the performance of quantity surveying firms in Nigeria

H₀²: There are no factors hindering the performance of quantity surveying firms in Nigeria.

H₂: there are factors hindering the performance of quantity surveying firms in Nigeria.

1.5 SIGNIFICANCE OF THE STUDY

This study on the effect of organizational culture on the performance of quantity surveying firms in Nigeria is significant in the following ways:

1. It will enlighten quantity surveyors and other stakeholders in Nigeria on the need for better organizational culture as the result from this study will guide them in selecting and adopting better organizational culture in the organization for better performance.
2. This research will be a contribution to the body of literature in the area of the effect of organizational culture on the performance of quantity surveying firms in Nigeria, thereby constituting the empirical literature for future research in the subject area.

1.6 SCOPE AND LIMITATION OF THE STUDY

This study on the effect of organizational culture on the performance of quantity surveying firms in Nigeria covers all the quantity surveying firms in Nigeria by carefully examining their organizational culture and its effect on organizational performance. The study will also cover an overview of factors hindering organizational performance.

Financial constraint– Insufficient fund tends to impede the efficiency of the researcher in sourcing for the relevant materials, literature or information and in the process of data collection (internet, questionnaire and interview).

Time constraint– The researcher will simultaneously engage in this study with other academic work. This consequently will cut down on the time devoted for the research work.

1.7 DEFINITION OF TERMS

Culture: the arts and other manifestations of human intellectual achievement regarded collectively.

Performance: The accomplishment of a given task measured against preset known standards of accuracy, completeness, cost, and speed. In a contract, performance is deemed to be the fulfillment of an obligation, in a manner that releases the performer from all liabilities under the contract.

Organization: A social unit of people that is structured and managed to meet a need or to pursue collective goals. All organizations have a management structure that determines relationships between the different activities and the members, and subdivides and assigns roles, responsibilities, and authority to carry out different tasks. Organizations are open systems–they affect and are affected by their environment.

1.8 ORGANIZATION OF THE STUDY

This research work is organized in five chapters, for easy understanding, as follows

Chapter one is concern with the introduction, which consist of the (overview, of the study), historical background, statement of problem, objectives of the study, research hypotheses, significance of the study, scope and limitation of the study, definition of terms and historical background of the study.

Chapter two highlights the theoretical framework on which the study is based, thus the review of related literature. Chapter three deals on the research design and methodology adopted in the study. Chapter four concentrate on the data collection and analysis and presentation of finding.  Chapter five gives summary, conclusion, and recommendations made of the study

 

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