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Successful performance in work organisations
Successful performance in work organisations
Successful performance in work organisations
Successful performance in work organisations
Successful performance in work organisations
Successful performance in work organisations
Successful performance in work organisations
Successful performance in work organisations
Successful performance in work organisations
Successful performance in work organisations
Successful performance in work organisations
Successful performance in work organisations
Successful performance in work organisations
Successful performance in work organisations
Successful performance in work organisations
Successful performance in work organisations
Successful performance in work organisations
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Successful performance in work organisations

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Adelakun, Oluwafemi adeshola …

Adelakun, Oluwafemi adeshola

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  • 1. IMPORTANT FACTORS THAT DETERMINES SUCCESSFULPERFORMANCE IN WORK ORGANISATIONS BY ADELAKUN OLUWAFEMI.A MBA 5C A4019368 University of Wales December 2010 Successful performance in work organisations: Adelakun Oluwafemi .A 1 A4019368, MBA 5C
  • 2. Table of Content Page Number1.0 Introduction …………………......................................................................1.1 Scope ……………………………………………………………………….12.0 Effective management and successful performance……………….………22.0.1 Henry Fayol: Universality of management principles……………………..22.0.2 Peter Drucker: The management process…………………………………. 33.0 Leadership and Performance………………………………………………..43.0.1 Trait Theory of Leadership………………………………………………..4-53.0.2 Style Theory of Leadership………………………………………………. 54.0 Employee Management and Organisational Performance…………………64.1 Motivation……………………………………………………………….. .6-74.1.0 Maslow theory of motivation……………………………………………….74.1.1 Taylor’s theory of motivation …………………………………………… 7-84.2 Training and Development………………………………………………..9-105.0 MANGEMENT, Cornerstone for organisational effectiveness?................11-126.0 Conclusion………………………………………………………………..13-14 Bibliography……………………………………………………………… 15 Successful performance in work organisations: Adelakun Oluwafemi .A 2 A4019368, MBA 5C
  • 3. 1.0 IntroductionUpon the attainment of organisations aim and objectives rest the success and ultimate survival of theorganisation. Every work organisation is concerned with being effective. There is however, amultiplicity of variables that impinge upon the overall performance and success of the organisation.The people resource, quality of management. Leadership and training and development are central tothe performance, development and effectiveness of the organisation (Mullins 2010)Organisations effectiveness is often related to factors such as increasing profitability, improvedservice system or obtaining the best result in significant areas of organisational activities.Organisations must ensure that they meet satisfactorily or exceed the demands and requirements ofcustomers, and are adaptable to requirements, changes in the external environment and the demandsof the situation.Successful performance of work organisation is dependent on organisations objectives andcompetitive priorities, considering that organisations differ in so many ways as well as in style oftheir management. However, common and essential to all organisations are some key elements.This paper will focus on the following as factors to be considered for successful performance ofwork organisations to include:  Effective management  Effective leadership  People resource management (Motivation and Training)1.1 ScopeTo critically discuss the factors that are considered necessary in determining successfulperformance of work organisations as well as obstacles to effective work performance and it attemptto proffer solution on how to overcome these obstacles making references to practical case studiesand examples. This paper will focus on BOC Gases Nigeria plc and Zenith bank Nigeria plc where Ihave worked in the past.Also, this paper attempts to criticise and analyse the validity of the statement that ‘management isthe corner stone of organisational effectiveness, and the integrating activity that permeates everyfacet of the operations of the organisation’Both questions are discussed simultaneously.2.0 Effective management and successful performance Successful performance in work organisations: Adelakun Oluwafemi .A 3 A4019368, MBA 5C
  • 4. The term management has been described by many scholars, but common to them all; managementis being identified for accomplishment or getting work done through the performance contribution ofothers. Management is concerned with making things happen and keeping work on schedule,engaging in routine interactions to achieve planned actions. David Boddy (2008). Said effectivemanagement requires management to have a clear understanding of what is being managed since welive in a world of managed organisations an organisation is therefore, defined as a socialarrangement for achieving controlled performance towards goal that creates value.Management is usually done through coordinating functions of planning, organising directing andcontrolling. It is the responsibility of managers to manage, but organisations can achieve their aimsand objective only through the coordinated efforts of their members. This involves effectivemanagement of people resource, which is a core function of leadership.Although, many theories have been propounded on management, it is necessary identify theirrelevance to modern day management.2.0.1 Henry Fayol: Universality of management principlesFayol’s principles reflect the functions of management as a matter of controlling material resourcesand processes rather than people. His classical view on management and organisation were largelyconcerned with efficiency I.e. doing things right He. identified five (5) principal functions ofmanagement to include planning, organising, commanding, coordinating and controlling which istoday the concept of the universality of management principles. In other words, the idea that allorganisations could be structured and managed according to certain rational principles.Although Fayol’s managerial functions may seem like a minor topic – and rather old fashioned - it isa foundational model. The five functions are a helpful frame work for understanding management.However, Fayol’s theory could be effective as a traditional approach for managers, but in modernday management, it could however, be defective as his approach to management omitted the peopleresource in terms of motivation and communication. Fayol assumes that employees will carry outtask when commanded to do so, regardless of whether or how far they may want to. In modern workorganisation, people resource are vital to success performance in organisations, hence, organisationscannot afford to lose them, but need to develop strategies to retain their loyalty and commitment.2.0.2 Peter Drucker: The management process Successful performance in work organisations: Adelakun Oluwafemi .A 4 A4019368, MBA 5C
  • 5. He argued that a manger has one basic function – economic performance. He further saidmanagement can only justify its existence and its authority by the economic result it produces whichis a measure of its effectiveness, even though as a consequence of its action, significant non-economic results occur as well.He added that Successful performance of management is often measured by its effectiveness, henceeffectiveness is doing the right things and it relates to obtaining best possible results in the importantareas of the organisation, optimising the use of resources, increasing profitability, and attainment ofthe aims and objectives of the organisation.Take for instance at BOC gases Nigeria plc, management is focused mainly on effectiveness andefficiency which this support Henry Fayol’s view that management is all about efficiency anddruckers view on management effectiveness. Such that at Plant managers ensure that resources arewell utilised in production to avoid waste to achieve optimum results,, managers at BOC gases areassessed based on their unit performance and productivity. Hence, this recognition that managementhas given to efficiency, and effectiveness in Boc Gases has been a major determinant of its successin timely delivery, and value to customers, and this is evident in its annual profitability. At BOCgases management is centred on a lean production system that tends to eliminate waste and ensurethat resources are best utilised.As vital is effective management to successful work performance, poor management in terms ofresource, material and people could be disastrous to the performance and profitability, hencemanagers at all levels within the organisation must give attention to being efficient and effective. Foreffective management, there is a need for managers to have a blend of and understanding differentapproach to management and use it to their best advantage as this will aid the overall successfulperformance in work organisations.3.0 Leadership and Performance Successful performance in work organisations: Adelakun Oluwafemi .A 5 A4019368, MBA 5C
  • 6. Leadership goes beyond management. Management involves getting things done using the resourcesof the organisation, and the formal patterns and rules within the organisation. Leadership, on theother hand, sometimes involves driving through changes and new initiatives, which may beunpopular in some quarters (www.thetimes100.co.uk). There has been disagreement about thedefinition of leadership, considering the complex interactions among leaders, the followers and thesituation. For example, some researchers define leadership in terms of personality and physicaltraits, while others believe leadership is represented by a set of prescribed behaviour. In contrast,other researchers define leadership in terms of power relationship between leaders and followers.According to this perspective, leaders use power to influence followers’ behaviour. Leadership canalso be seen as an instrument of goal achievement, in other words leaders are individuals who helpothers accomplish their goals (Robert and Angelo, 2007).Effective leadership is highly crucial to work performance. Poor leadership result in poorperformance, hence; the manager need to understand the nature of leadership influence, factors thatdetermine relationships with other people and the effectiveness of the leadership relationshipbecause increasingly Leadership is seen as a central feature of an organisational performance.Because of the importance of good leadership in especially in the changing nature of workorganisations, there is a considerable volume of theory and research covering it. It is however,difficult to summarise such a body of research into a day to day management. This paper will beexamining a few approaches used to explain leadership.3.0.1 Trait Theory of LeadershipAccording to Adair, a leader needs to exhibit certain attributes in order to effectively exercise theirleadership functions. The trait theory is based on analysing the personality characteristics orpreferences of successful leaders. Until 1950, the trait theory was of the prevailing belief that leaderswere born and not made, selected people were thought to posses in born traits that made themsuccessful leader, and this justifies the idea of a leader trait. The qualities approach focuses attentionon the individual in the job and not on the job. It suggests that attention is given to the selection ofleaders rather that training for leadership. (Mullins, 2010).Robert (2007) believed that leadership traits were not innate, but could be developed throughexperience and learning. He opined that traits play a central role in how we perceive leaders, andultimately impact on leadership effectiveness. He identified eight (8) positive traits that make aleader effective including intelligence, self confidence, determination, honesty & integrity,socialability, emotional intelligence, extraversion, conscientiousness. Managers at all level in Zenithbank are expected to posses and exhibit some of these traits to make them better leaders. However,in support of Kretneir view, executive Management at Zenith ensures that adequate trainings are Successful performance in work organisations: Adelakun Oluwafemi .A 6 A4019368, MBA 5C
  • 7. given to manager’s and even subordinates (training them to become effective leaders and managers)in developing these traits which were said to be found in leaders according to stogdills.3.0.2 Style Theory of LeadershipThis theory is of the opinion that there are a cluster of leadership behaviours that are used indifferent situations. While there are many different styles, they mainly relate to the extent to whichthe leader is focused primarily on task or performance (directive) behaviour or relationship/people(supportive) behaviour. It is possible to identify a range of approaches to leading change in anorganisation, depending on the use of authority by the leader, and the amount of freedom given tosubordinates.An authoritarian approach involves a leader making the decisions themselves and then tellingothers what to do. A consultative approach involves talking to people who will be involved in adecision, perhaps asking them for their views and ideas, and also informing them of any changes thatare likely to take place. A democratic/participative approach involves allowing participants to getinvolved in decision-making - perhaps through a teamwork approach. Motivation and leadership(Anon., 2009)In Zenith bank, managers at all levels have adapted a mixture of leadership styles includingparticipative, authoritative style, coaching style of leadership depending on the business situations.,but often times at the branch and zonal levels, a mixture of authoritative and participatory styles areoften employed.. Employees are often given voice in the decision making process. Such thatexecutive Management has created a fora in which employees can contribute to decision makingthrough the banks’ online decision making portal. When zenith was to migrate from its old software,employees were consulted to give advice and suggestion as to what management can do to improveon the existing software. Usually it has become the culture of zenith to hear the opinion of eachemployee before decisions are taken, however, at the final decision process a representative fromeach branch of zenith is invited to be physically present at the final decision session, thoughexecutive management still has the final decision. Employee empowerment and participativeleadership have increased the bank’s market base. Employees are more committed and satisfied.Participative management has help Zenith bank to develop employees to become leaders. Throughparticipative management, employees are encouraged to take part in decision-making, express theirideas and to showcase their talents and skills. Successful performance in work organisations: Adelakun Oluwafemi .A 7 A4019368, MBA 5C
  • 8. 4.0 Employee Management and Organisational Performance.Organisations are made up of individual members. The individual is a central feature oforganisational behaviour; often time’s employees or people as the case may be are often referred toas resources, asset or capital. This is however, an instrumental approach implying a means to an end.Human or people resource are clearly the most valuable asset of any organisation and a resource thatneed to be carefully managed. It is people who make the organisation, without people, systems andprocedures and indeed organisation themselves are meaningless. As Austin points out, ‘exceptionalpeople management produces financial success, companies which look after their staff on averageout-perform the stock market by two or three times and there is no moral dilemma in either choosingto make money or look after people’. If employees feel valued, they give more of themselves to bemore productive. Overriding considerations in managing people resource are motivation, trainingand development,4.1 MotivationThe relationship between the organisation and its members is influenced by what motivates them towork and the reward derived from it. The nature of work organisations, style of leadership, thedesign and content of jobs can have a significant effect on the satisfaction of the staff and their levelof performance. Motivation may be stimulated from personal interest such as keeping safe or fromexternal factors, praise and reward. Different theories have been developed in motivating employees.In all the theories examined in this paper, Wages and salary or remuneration as the case may be isconsidered a primary motivator. Other motivating factors include; performance recognition, a senseof achievement, responsibility and empowerment, opportunity for career development, a sense ofchallenge and enjoyment. A motivated workforce will work harder and achieve greater output in lesstime, therefore reducing labour costs. It requires less supervision and demonstrates pride in its work,making a greater impact on the customer. (Mullins 2010; Marc 2006)However, unmotivated work force will be the opposite, being dissatisfied with their job functions inthe work environment. This can negatively affect both the quality of the work as well as howefficiently employees carry out their duties and responsibilities and the overall performance of workorganisation. It can also this can lead to frustration and conflict. Thus, for an effective performance,the manager needs to know how best to elicit the cooperation of staff and direct their efforts toachieving the goals and objectives of the organisations. Employees need to be motivated to gaintheir commitment and the likelihood of them behaving in the best interest of the organisation will beguaranteed.Johnson Idowu, the MD of BOC gases Nigeria while delivering a lecture in 2009, ‘said theachievement rate in performance and profitability is owed to employees. This shows the importance Successful performance in work organisations: Adelakun Oluwafemi .A 8 A4019368, MBA 5C
  • 9. and value attached to employees in Boc gases. It has found that by valuing employees, providingrealistic goals and a stimulating environment for them to work in, it increases employees’ motivationand commitment. At BOC gases, staffs are well motivated and as such work together in teams toachieve individual and teams objectives’. This means that, they focuses on customers, treats peoplefairly and is determined and devoted to receiving feedback from others.4.1.0 Maslow theory of motivationAbraham Maslow argued that individuals are motivated by five (5) essential needs. He developed apyramid called the ‘hierarchy of needs’ to demonstrate the human needs: At the bottom of thepyramid are basic needs (Physiological), those that motivate people to work – food and shelter. Bocprovides a conducive working environment, regular monthly pay and essential facilities such as arestaurant, a clinic on office premises. Once these needs are met through wages and salaries,individuals want safety and security. For example, admirable job conditions. BOC provides thesecurity of job employment as well as pension and sickness schemes and the option to join a unionto give people a sense of belonging. It ensures health and safety in the workplace. Social needs referto the need to belong (Love), to be part of a group. BOC promotes team and group working atvarious levels. The company ‘Steering Wheel’ assesses individual and group work and enables bothplant and administrative staff to work as a team.Self-esteem may arise from a promotion. Boc gases lay emphasis on self-respect and respect forothers and recognition for hard work, self assessment. BOC has a cyclical (360 degree) feedback andappraisal system that helps to recognise individuals’ contributions and importance and celebrateachievement. Right at the top is Self-fulfilment- the area for creativity, challenge and interest. Bocoffer Personal Development Plans, recognition of skills and talents, opportunity for promotion andcareer development programmes. Maslow suggested that achieving one level motivates us to achievethe next. (Robert and Angelo, 2007).4.1.1 Taylor’s theory of motivationIn 1911, the engineer Frederick Taylor published one of the earliest motivational theories. He opinedthat workers will be motivated by obtaining the highest possible wages through working in the mostefficient and productive way. Performance was limited by physiological fatigue. For Taylor,motivation was a comparatively simple issue – such that what workers want from their employersmore than anything else was high wages. However, these categories of employee are usuallyproductive, but little or no opportunity was given for employees to think for themselves, or to becreative in what they did. Increasingly motivation is based on values rather than purely a financialreward. Staff remuneration at BOC Gases Nigeria plc has some similarities to Taylor’s theory. Itsfinancial reward packages are highly motivating At Boc employees are given more than just basicpay increases. It provides Pension scheme providing equal contributions from the company,Employee discount card, Christmas or pay slip vouchers, and free healthcare for all staff, holiday Successful performance in work organisations: Adelakun Oluwafemi .A 9 A4019368, MBA 5C
  • 10. bonuses (Easter and Christmas bonus). Other non-financial factors include: staff training to improvepersonal skills, timely promotion.Management at BOC gases understands that there are factors other than money which motivatepeople in both their personal and working lives. Employees are more motivated when their employercreates a pleasant working environment, where they feel valued, generally through increasedcommunication and asking for their opinions. Annually, staff at BOC is invited to take part in a staffsatisfaction survey which gives them the opportunity to express their views on almost every aspectof their job.Some of the benefits available to BOC employees include career breaks between 1 to 4 years towhich they can return if they wish to, a 40 day study vacation as well as its award winningretirement savings scheme.4.2 Training and Development Successful performance in work organisations: Adelakun Oluwafemi .A 10 A4019368, MBA 5C
  • 11. Training is an activity designed to improve the competence and ability of individuals in order toenable an organisation to meet its objectives. Development is said to be activities designed tofurther the personal needs of individuals. Mullins (2010, pp. 503 -504.) says that ‘Training isessential to improve knowledge, skills and to change attitude. It is necessary to ensure an adequatesupply of staff that is technically and socially competent and capable of career advancement intospecialist department or leadership positions’.Although the potential benefits of training may appear obvious, it does not necessarily follow thattraining, per se, will lead to improved performance. There has to be an appropriate training culturewhich has to be relevant to the need and requirement of the organisation. Continuous trainingtherefore, is a key element of improved organisational performance and the need for a continualprocess of staff development. Training and development is one tool Managent often uses to ensureeffective performance in work places and usually the responsibility of human resources departmentBOC believes that a critical factor of successful performance has been recognition for training needand development. BOC gases developed a flexible and structured approach to training anddevelopment, which adapts to individual employee needs. This allows employees identified ashaving the potential and desire to do a bigger or different role to take part in training to develop theirskills and leadership capability. BOC provides a wide range of safety training workshops andcourses to support the safety needs of business and employees. Training courses include on the jobtraining as well as off the job training. On the job training include safety training with gas cylinders,refrigerants, laboratory gases, cellar safety, cryogenic gases and healthcare. All employees in Bochas access not just to the training they need to do their job well but also to leadership training togrow within the company. BOC gases offer strategic career planning to help staff increase theirsense of ownership in the company, to become more organised, productive and flexible as well asbeing capable of meeting the needs of internal and external customers. New skills and abilities inareas such as decision-making is developed which makes them more effective. Employees areusually sent oversees for on the job training and conferencesAlso, a significant factor of zenith success today lies in its massive investment in training anddeveloping its workforce. It employs University graduates and give them adequate training on thejob and off the job. Zenith bank‘s orientation programme provides graduate trainees (new recruits)with a comprehensive induction session which usually last for about 6 weeks. New Recruits willusually resume into the orientation programme where they are formally welcomed into the ZenithFamily and the cultures and values of the Bank gradually imparted into them in a warm and cordialenvironment before they go off to their various departments and branches. With a rapid trainingschedule, they are able to develop to their first level management position whilst working as a TeamLeader in any of zenith branches. Zenith takes staff training and development as a key priority, Successful performance in work organisations: Adelakun Oluwafemi .A 11 A4019368, MBA 5C
  • 12. considering the nature of industry it operates. Front line officers, supervisors, and managers at alllevel are being trained continuously to keep abreast of trend and new development in the industryand this has been the strength of its success and outstanding performance over the years, and astrong competitive advantage. A recent study by the bankers association of Nigeria revealed thatzenith bankers have a wide understanding of the banking market in Nigeria which ranked it first inthe industry.5.0 MANGEMENT, Cornerstone for organisational effectiveness? Successful performance in work organisations: Adelakun Oluwafemi .A 12 A4019368, MBA 5C
  • 13. Corner stone has been defined by the concise oxford English dictionary as an important featureupon which something is based. Hence, it is correct to say that management involves creating aframe work for integrating of all activities within work organisations; this is because management issaddled with the responsibility to coordinate and manage resources in achieving organisationalgoals. Management is regarded as relating to people working within a structured organisation andprescribed rules. However, it is not conclusive to say that management is the cornerstone oforganisational effectiveness. In modern day organisation, effective management still contribute toeffectiveness, but cannot form a standalone basis upon which organisations achieve effectiveness.Traditionally, management is focused on control and commanding such that employees carry outtask when commanded or instructed to do so regardless of whether or how far they want to do itWhat makes organisation to be effective is a multiplicity of factors and not a single factor, asorganisations focuses more on sustaining their performance and effectiveness through goodleadership & corporate governance, innovation as well as technology advancement. In today’s natureof work organisations, there is been a shift from the conventional management approach of controlof the work force towards an environment of coaching, support, self-directed teams andempowerment.. This places an ever growing importance on leadership. Leadership today isincreasingly associated not with command and control, but with the concept of team work, gettingalong with other people, inspiration and creating a vision with which others can identify . Leadersare focused on moving people and organisations forward by increasing the competency ofemployees and the cooperation of teams in order to improve the organisation. Effective leaderscreate an environment that encourages the development of skills, learning and openness so thatemployees can participate in the deployment of financial and human resource. A major report fromthe advanced institute of management research refers to the dual role of leadership. Leaders bothmotivate employees and design effective organisation to enable employees performs effectively.Lou Gerstener, former CEO of IBM and Larry Bossidy former CEO of Allied signals, endorsed thisconclusion noting that: organisational effectiveness and success requires a combination of effectiveleadership and management. This in turn, leads to the realisation that today’s leaders need to beeffective at both leading and managing. (Robert and Angelo, 2007).In only fifteen short years of operation, Zenith Bank has attained heights which took first generationbanks over seventy-five years to accomplish. The bank’s success and accomplishments have beentraced to its unique and excellent leadership style anchored on strong management principles andstructures.Also, the relevance of science and technology has a significant contribution in the case oforganisations effectiveness. Zenith bank relies heavily on information technology in gainingcompetitive advantage. It uses the best banking software in Nigeria which guarantees customer amaximum turn around time of five (5) minutes in the banking hall. In a recent survey commissioned Successful performance in work organisations: Adelakun Oluwafemi .A 13 A4019368, MBA 5C
  • 14. by PricewaterhouseCoopers in conjunction with Business Day Newspaper, Zenith bank was awardedthe most respected bank in Nigeria. The Zenith brand has powered ahead of competition also onaccount of its huge investment in Information Communication Technology (ICT), a fact attested toby the Web Jurist award which rated Zenith Bank as the bank with the best website in Nigeria. Also,Zenith Bank was last month named Bank of the Year by Bankers magazine, a subsidiary ofinfluential Financial Times of London.Also, Innovation and improvement has increased organisations competitiveness and effectiveness inthe market, and thus affects their performance. Zenith Bank has pioneered several e-products andservices to satisfy the yearnings of its teeming customers. Such products include Zmobile, a servicewhich allows customers transact their banking businesses using their mobile phones. Alertz, amessage alert system which enables customers monitor all transactions on their accounts via shorttext messages delivered to their mobile phones.A careful analysis of Zenith bank Nigeria plc, shows that the bank’s success and accomplishmentshave been traced to its unique and excellent leadership style anchored on strong managementprinciples and structures, Innovative abilities, and technological advancements as well as humancapital development. For Zenith Bank excellent service delivery, development of human capitalemployee satisfaction, professionalism and corporate governance have provided the grounds forconsistently high returns to stakeholders.We can therefore say that management only is not the cornerstone for organisational effectiveness,but a multiplicity of factors as identified.6.0 Conclusion Successful performance in work organisations: Adelakun Oluwafemi .A 14 A4019368, MBA 5C
  • 15. In today’s business and work organisations, effective leadership and good management plays a vitalrole in addressing challenging situations that may arise due to uncertainties. The role of the leader isto help to create the teamwork structures and to encourage the teams to take responsibility fordecision-making. Each of these approaches will be used in different settings. The key is to use theright approach in the right setting. In many situations, the consultative and democratic approacheswill be more motivating as we see in the case of Zenith bank Nigeria plc, because managers at alllevel places more responsibility in ground level employees, encouraging them to feel involved.When employees are involved in decision making, they are far more likely to take ownership of theinitiative and be more committedThere has been much research on motivation. Employee motivation is a fundamental task formanagers as early motivational theory such as that of Taylor suggested that pay motivated workersimproves production. However, businesses now need employees to have greater motivation and havea stake in the company for which they work. Maslow and Herzberg demonstrated that employees aremotivated by many different factors. At Boc gases employees are provided opportunities to take ashare and a greater interest in their own employment. Since every employee is an individual withdifferent needs and aspirations, the process of reviews and personal development plans allowsrecognition of their abilities and achievement, as well as potential development. This benefits theindividual by providing career progression. It also benefits BOC gases by ensuring the business candeliver high levels of customer service through its skilled employees. (BOC Gases, Annual report).Continuous training and development of employees is an essential element for continuing growth inzenith bank and BOC gases both companies requires employees who are committed and flexible inorder to aid its expansion of the business. The expansion of zenith relies on retaining existingcustomers and acquiring new ones. All customers need to be confident and happy in zenith. Thisrelies on committed and flexible employees delivering the highest standards of service to meetZenith’s goals and objectives. Zenith’s structured approach to training and developing its existingand new employees provides a strong foundation for its continuing growth and a basis for itscompetitiveness and effectiveness.Hence poor leadership and management, internal inefficiency, complex environments, conflictinggoals ,employee dissatisfaction, lack of employee involvement as well as flawed communicationposses threat and uncertainties to organisational performance and effectiveness. Organisationstherefore, must pay attention to these factors by ensuring flexibility, create good communicationsystem and maintain a healthy relationship with stakeholders and employees to performsuccessfully. Successful performance in work organisations: Adelakun Oluwafemi .A 15 A4019368, MBA 5C
  • 16. Drawing from the fact that organisational effectiveness is based on a multiplicity of factors, it istherefore logical to conclude that effective leadership and management, innovative capabilities,technological advancement, employee satisfaction and human capital development form a base fororganisational effectiveness and central factors for successful performance in work organisation.BIBILOGRAPHYBOC Gases, 2009. Chairman’s statement, Annual report, 2008-2009. Nigeria: BOC gases. Successful performance in work organisations: Adelakun Oluwafemi .A 16 A4019368, MBA 5C
  • 17. BOC Gases, (n.d.). Safety training manual. [Online] available at: www.bocng.com.Cole, G.A., 1990. Management theory and practice. 3rd ed. New York: Palgrave CompanyDavid, B., 2008. Management: an introduction. 4th ed. London: Prentice hall.Edgar, H.S., 2004. Organisational culture and leadership. 3rd ed. USA: Jossey Bass.Heinz, W.and Harold, K., 2001. Management: a global perspective. 10th ed. New Delhi: TataMcGraw-hill publishing.Johnson, I., 2009, Evaluating productivity and performance in Boc Gases. [Lecture]. April 2009.Nigeria: BOC gases Nigeria plc.John, S., 2005. An Introduction to Human resources management. 2nd ed. London: ElsevierButterworthManagerial Behaviour and Effectiveness. (n.d.). Retrieved from http://wps.prenhall.comMarc, B. et al., 2006. Organisational behaviour.3rd ed. London: Prentice hall.Motivation and leadership, (n.d.).Business Studies Theory. Retrieved from: www.thetimes100.co.uk.Mullins, J., 2010. Management and organisational behaviour. 9th ed. London: Prentice hall.Mullins, J., 2008. Essentials of organisational Behaviour. 2nd ed. London: Prentice hallRay, F. et al., 2008. Organisational behaviour. 3rd ed. West Sussex: Willey and sons limitedRobert, W.and Angelo., 2007. Organisational behaviour. 7th ed. New York: McGraw HillscompaniesZenith bank, 2009, Chairman’s report, Annual report, 2008 -2009. Nigeria: Zenith bank plc.www.zenithbank.com/mostrespectedbank.htm. Successful performance in work organisations: Adelakun Oluwafemi .A 17 A4019368, MBA 5C

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