Challenges in the Era of Globalization - iaabd

Challenges in the Era of Globalization
Edited by Emmanuel Obuah
The Clan culture, as a form of organizational culture is called a clan because is the similar to a family
types organization, shared values and goals, cohesion, participants ness, individuality and sense of “weness”
permeated clan cultured firm. They appear to be extended families rather than economic entities.
Adhocracy cultured organization are innovative and have pioneering initiative that leads to success, that
organizations are mainly in business of development of new products and services and preparing for the
future, and that the major task of management is to foster entrepreneurship, creativity and activity on the
cutting edge. It is assumed that in the culture type that adoption and innovativeness leads to a new
resource and profitability, so emphasis was placed on creation of a vision of the future organized anarchy
and discipline imagination. Cameron and Quinn (1999) elucidates further that, it is an organizational form
that is of most responsive to the type of turbulent, hyperacellerating conditions that increasingly typify the
organization world of the twenty first century.
Hypothesis
On the reference of this research implicated, the following hypothesis were tested.
1. The first generation bank will be dominantly Hierarchal cultured than 2nd and 3rd generation
banks thus being less effective to the other 2 generation banks.
2. The 2nd generation bank will be both Hierarchical and Market cultured than the third (3rd)
generation bank, thereby being more effective than the first (1st) generation bank and less
effective than the third (3rd) generation bank.
3. The 3rd generation will be dominantly Clan and/or Advocacy cultured, thereby being the most
effective bank.
4. That Nigerian commercial bank share similar aspiration for improved effectiveness in the near
future, i.e. tending to be an Adhocracy cultured organization.
Methodology
Setting of the Study
The present study is focused on commercial banks of different generations, i.e. year of incorporation,
using their respective head offices (in Lagos) as site of study, and also some branches.
The choice of using head office staffs is in live with Cameron and Quinn, (1999), they advice that in
assessing an Organization’s culture over can focus on the entire organization as the unit of analysis,
and/or assess different submits culture.
Participants
A total of two hundred and ten (210) bankers were used for this study. Participants comprised of senior
cadre and middle cadre officers of different senses. These officers of different management levels
however responded differently in accommodating the research resulting into a situation whereby more
middle cadre officers answered these questionnaire the senior officers in total out of the 210
questionnaires distributed, 180 were retrieved, of which 28 were detective.
Method
The organization culture management style of each banks under six level served as the independent
variables investigated in these research. The levels are, Dormant characteristics, Organizational
leadership, management of employees, Organization glue, strategic emphasis and criteria of success,
while the generation of the bank i.e. year (time) of incorporation (generation) served as the dependent
variable investigated in this study.
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