ABSTRACT
The
study focused on strategic management as a tool for the attainment of
organizational performance in selected Nigerian deposit money banks in Enugu
Metropolis. The specific objectives sought to: ascertain the extent value chain
affects growth in Nigerian deposit money banks profitability, determine the
extent of effects of strategic change on market share in Nigerian deposit money
banks productivity, examine the extent strategic leadership affects customer
satisfaction in Nigerian deposit money banks effectiveness and determine the
key challenges of adopting strategic management in Nigerian deposit money
banks. The research design adopted in this study was survey which is
characterized by direct interaction with the population. The target population
of the study is 2093 comprising both the senior and junior staff of the three
selected commercial banks in Enugu metropolis Nigeria. Taro Yamane’s formula
was used to determine the sample size of 336. The key instrument of data
collection was questionnaire and oral interview guide. The questionnaire was
structured in 5-point Likert scale. The data were presented using sample table
frequency and the formulated hypotheses were tested using simple linear
regression and Friedman Chi-square. The study found that value chain to a great
extent affected growth in Nigerian deposit money banks profitability (r =
0.882; F = 1.057E3; t = 11.249; p = 0.05). Also the study
discovered that strategic change to a great extent had effect on market share
in Nigerian deposit money banks productivity (r = 0.917; F = 11. 596E3; t =
21.169; p = 0.05). Strategic leadership to a great extent affected customer
satisfaction in Nigerian deposit money banks effectiveness (r = 0. 573; F=
148.292; t = 5.866; p = 0.05).Further the study revealed that economic and poor
structures were the key challenges of adopting strategic management in Nigerian
deposit money banks (X2cal = 492.352 >X2critical =
11.14, p 0.000 < α = 0.05).The study concludes that, the performance of
deposit money Banks depend on the types of strategic they adopted. The study
recommends that the organizations should intensify every effort to assess and
monitor both internal and external variables in order to checkmate the
unprecedented failure that could be controlled by continuous improvement.
TABLE OF CONTENTS
Abstract
List of Tables
List of Figures
CHAPTER ONE:
INTRODUCTION
1.1 Background of the Study
1.2 Statement of Problem
1.3 Objectives of the Study
1.4 Research Questions
1.5 Research Hypotheses
1.6 Significance of the Study
1.7 Scope of the Study
1.8 Limitations of the Study
1.9 Operational Definition of Terms
1.10 Profile of the Banks under Study
References
CHAPTER TWO:
REVIEW OF RELATED LITERATURE
2.1 Introduction
2.2 Conceptual Review
2.3 Challenges of Strategic Management Adoption/ Implementation
2.4 Prospects of Strategic Management
2.5 Theoretical Review
2.6 Empirical Review
2.7 Summary of Reviewed Related Literature
2.8 Gaps in the Literature on Strategic Management and
Organizational Performance
References
CHAPTER THREE:
METHODOLOGY
3.1 Introduction
3.2 Research Design
3.3 Sources of Data
3.3.1 Primary Source
3.3.2 Secondary Source
3.4 Population of the Study
3.5 Sample Size Determination
3.6 Description of the Research Instrument
3.7 Validity of the Research Instrument
3.8 Reliability of the Research Instrument
3.9 Method of Data Analysis
3.10 Decision Rule
References
CHAPTER FOUR:
DATA PRESENTATION AND ANALYSIS
4.1 Introduction
4.2 Return Rate of Questionnaire
4.3 Data Presentation
4.3.1 Demographic Characteristics of the Respondents
4.3.2 Presentation of Data According to Objectives of the Study
4.3.2.1 Extent Value Chain affects growth in Nigerian
Deposit Banks
4.3.2.2 Extent of Effects of
Strategic Change on Market Share in Nigerian Deposit Banks and Productivity
4.3.2.3 Extent Strategic
Leadership affects Customer Satisfaction in Nigerian Deposit Bank and
Effectiveness
4.3.2.4 Key Challenges of
adopting Strategic Management in Deposit Bank
4.4 Test of Hypotheses
4.4.1 Test of Hypothesis One
4.4.2 Test of Hypothesis Two
4.4.3 Test of Hypothesis Three
4.4.4 Test of Hypothesis Four
4.5 Discussion of Results
CHAPTER FIVE:
SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS
5.1 Summary of Findings
5.2 Conclusion
5.3 Recommendations
5.4 Contribution to Knowledge
5.5 Areas for Further Research
CHAPTER ONE
INTRODUCTION
1.1 Background of the Study
Strategic
management is a disciplined approach that utilizes the principles and process
of management to identify the corporate objective or mission of any business.
It determines an appropriate target to satisfy the objective, recognize
existing opportunities and constraints in the environment, and device a
rational practical way by which an objective can be achieved. Strategic
management is a technique used by organizations to create favorable future as
well as help helping them to prosper. The key to strategic management is to
understand that people communicating and working together will create this
future (Harfield, 1998).
In other words, strategic
management emanates from both the process and philosophy for determining and
controlling the organizational relationship in its dynamic environment. As a
process, it attempts to define approaches and techniques aimed at assisting the
management in adapting to the dynamics of today, through the use of objectives
and strategies. Strategic management endeavours to achieve effective and
efficient programs to accomplish the organization’s mission. As a philosophy,
it changes how the manager looks at competitors, customers, markets and even
the organization itself. Its primary objective is to stimulate management’s
awareness of the strategic implication of environmental events and internal
decision. Contemporary organizations see strategic management to be concerned
primarily with actions organizations take to achieve competitive advantage and
create value for the organization and stakeholders (Porter, 1981).
Lawrence
and William (1988) define strategic management as a stream of decisions and
actions, which lead to the development of an effective strategy or strategies
to help achieve corporate objectives. The strategic management process is the
way in which strategists determine objectives and make strategic decisions.
Strategic management’s main focus is the achievement of organizational goals
taking into consideration the internal and external environmental factors.
Porter (1985) argues that the
essence of formulating comprehensive strategy is relating a company to its
environment. Strategic management permits the systematic management of change.
It enables organization to purposefully mobilize resources towards a desired
future.
Chandler
(1962) posits that any effective successful strategy is dependent on structure,
thus to achieve any effective economic performance the organization needs to
alter its structure. Strategic management is congruent with the quality
movement's emphasis on continuous improvement. Indeed, the emphasis on
anticipating the needs of stakeholders is a critical component of external
analysis.
Shrivastava
(1986) eulogizes better on the meaning of strategic field using five
operational criteria, derived from Giddens (1979). These indicate its
ideological nature: the factual under-determination of action norms;
universalization of sectional interests; denial of conflict and contradiction;
normative idealization of sectional goals; and the naturalization of the status
quo. Shrivastava concluded that strategic management was undeniably
ideological, and that strategic discourse helped legitimize existing power
structures and resource inequalities. Drawing from the above Shrivastava (1986)
sought emancipation in the 'acquisition of communicative competence by all
subjects that allows them to participate in discourse aimed at liberation from
constraints on interaction'. He also called on researchers 'to generate less
ideologically value-laden and more universal knowledge about strategic
management of organizations'.
Knights and Morgan (1991) opine that corporate
strategy is a set of discourses and practices which transform managers and
employees alike into subjects who secure their sense of purpose and reality by
formulating, evaluating and conducting strategy'. Managers cannot stand outside
of ideology to impose their strategies on unwitting workers. Rather, they too
are entangled in discursive webs. Strategy constructs a myth of commonality of
organizational purpose by positing lofty and unattainable aspirations
(Harfield, 1998). While projecting solidarity of purpose and the universality
of the interests of senior managers and stockholders, the discourse of strategy
legitimates organizational hierarchy with differential influence and rewards.
The importance attached to strategy also implies that employees who work
outside of what is identified as the strategic core of an organization make a
lesser contribution and therefore cannot be
expected to participate, even marginally, in decisions for which others are
responsible. It also provides a rationale for differentiating the pay and conditions
of 'core' and 'peripheral' employees. The need to assert the status of an elite
group of 'strategic managers' is perhaps particularly acute in advanced
economies where manual labour is declining and traditional divisions between
task execution and conception are loosened up. From the foregoing we can draw
our inference that effective successful strategy is dependent on structure,
thus to achieve any effective economic performance the organizations needs to
alter its structure. Strategic management is congruent with the quality
movement's emphasis on continuous improvement and increase performance of an
organization.
Stoney
(1998) discovers that in the strategic management model, responsibility for
corporate level decision-making rests within a core of strategic functions
discharged from the day-to-day responsibilities of operational activities,
these being devolved to the lowest possible level of control. Undistracted by
operational matters and line responsibility, the elite (key functionaries) often
the 'executive board', is left free to concentrate on strategic thinking and
decision-making. Each banking organization's experience with strategic
management is unique, reflecting the organization's distinct culture,
environment, resources, structure, management style, and other organizational
features. However, experience abound that working with leaders and managers in
various organizations indicates that similar questions and concerns develop as
organizations implement strategic management. Meyer (1991) further opines that
strategic management can be distinguished from other organizational sciences by
its emphasis on identifying, explaining, and predicting the determinants of
organizational performance. The field’s central research question is ‘‘why do
some firms outperform others?’’ Unlike efforts to explain organizational
outcomes conducted in other disciplines, strategic management research has long
recognized that phenomena originating from several levels of analysis play a
role in determining organizational effectiveness. To maximize the chances of
good performance, a firm needs to occupy a prosperous strategic group within a
lucrative industry, for example the commercial banks in Nigeria. In these loci
this study stands to investigate the impacts of strategic management as a tool
for the attainment of organizational performance in Nigerian commercial banks.....
For more Business Administration projects click here
__________________________________________________________________________
This is a Postgraduate Thesis and the complete research material plus questionnaire and references can be obtained at an affordable price of N3,000 within Nigeria or its equivalent in other currencies.
INSTRUCTION ON HOW TO GET THE COMPLETE PROJECT MATERIAL
Kindly pay/transfer a total sum of N3,000 into any of our Bank Accounts listed below:
· Diamond Bank Account:
A/C Name: Haastrup Francis
A/C No.: 0096144450
· GTBank Account:
A/C Name: Haastrup Francis
A/C No.: 0029938679
After payment, send your desired Project Topic, Depositor’s Name, and your Active E-Mail Address to which the material would be sent for downloading (you can request for a downloading link if you don’t have an active email address) to +2348074521866 or +2348066484965. You can as well give us a direct phone call if you wish to. Projects materials are sent in Microsoft format to your mail within 30 Minutes once payment is confirmed.
--------------------------------------------------------
N/B: By ordering for our material means you have read and accepted our Terms and Conditions
Terms of Use: This is an academic paper. Students should NOT copy our materials word to word, as we DO NOT encourage Plagiarism. Only use as guide in developing your original research work.
Delivery Assurance
We are trustworthy and can never SCAM you. Our success story is based on the love and fear for God plus constant referrals from our clients who have benefited from our site. We deliver project materials to your Email address within 15-30 Minutes depending on how fast your payment is acknowledged by us.
Quality Assurance
All research projects, Research Term Papers and Essays on this site are well researched, supervised and approved by lecturers who are intellectuals in their various fields of study.
No comments:
Post a Comment
Note: Only a member of this blog may post a comment.