Organizational behaviour involves the design of work as well as the psychological, emotional and interpersonal behavioural dynamics that influence organizational performance. Management as a discipline concerned with the study of overseeing activities and supervising people to perform specific tasks is crucial in organizational behaviour and corporate effectiveness. Management emphasizes the design, implementation and arrangement of various administrative and organizational systems for corporate effectiveness. While the individuals, and groups bring their skills, knowledge, values, motives, and attitudes into the organization, and thereby influencing it, the organization, on the other hand, modifies or restructures the individuals and groups through its structure, culture, policies, politics, power, and procedures, and the roles expected to be played by the people in the organization. This study conducted through the exploratory research design involved 125 participants, and result showed strong positive relationship between the variables of interest. The study was never exhaustive due to limitations in terms of time and current relevant literature, therefore, further study could examine the relationship between personality characteristics and performance in the public sector, where productivity is not outstanding, when compared with the private sector. Based on the result of this investigation it was recommended that organizations should provide emotional intelligence programmes for their membership as an important pattern of increasing co-operative behaviours and corporate effectiveness.
A brief intro to Organizational Behaviour, containing small concepts, and notes. Behaviour is attitude of people in an organization, how to deal with, and how to handle conflict need treatment or training, while you are managing it.
A brief intro to Organizational Behaviour, containing small concepts, and notes. Behaviour is attitude of people in an organization, how to deal with, and how to handle conflict need treatment or training, while you are managing it.
Organisational Behaviour: Meaning – Elements – Need and importance – Approaches – Models – Levels - Global scenario – Socio, cultural, political and economic differences and their influence on International Organisational behaviour – Future of Organisational behaviour.
Chapter-1 What is Organizational Behavior
From Robbins and Judge, Organizational Behavior
This will help students. Please share your feed back so that i can improve.
Organisational Behaviour: Meaning – Elements – Need and importance – Approaches – Models – Levels - Global scenario – Socio, cultural, political and economic differences and their influence on International Organisational behaviour – Future of Organisational behaviour.
Chapter-1 What is Organizational Behavior
From Robbins and Judge, Organizational Behavior
This will help students. Please share your feed back so that i can improve.
What is Organizational Behavior
The study and application of knowledge about how people, individuals, and groups act in organizations.
Its framework,history and importance to manager.
Dimensions and Characteristics of Organizational Behavior Impact and Competit...ijtsrd
The study of organizational behavior gives insight into how staff members behave and perform in the work environment. It helps us develop an understanding of the facets that can motivate staff members, enhance their efficiency, and help organizations establish a solid and also trusting relationship with their staff members. Human actions are inherent in each person which indicates his features, his way of behaving as well as assuming are his very own attributes while business actions are a group or company society special of each very own felt and also done. The study of Organizational Behavior OB is really intriguing as well as challenging too. It is related to individuals, a team of individuals collaborating in teams. The research ends up being a lot more challenging when situational factors connect. The research of organizational behavior connects to the expected behavior of an individual in the organization. No two individuals are likely to behave in the same manner in a certain work circumstance. It is the predictability of a supervisor concerning the expected behavior of an individual. There are no absolutes in human behavior. It is the human variable that is contributing to the performance hence the study of human practices is very important. Great value consequently must be affixed to the study. Dr. J. Jose Prabhu "Dimensions and Characteristics of Organizational Behavior: Impact and Competitive Advantage" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-3 , April 2020, URL: https://www.ijtsrd.com/papers/ijtsrd30632.pdf Paper Url :https://www.ijtsrd.com/management/organizational-behaviour/30632/dimensions-and-characteristics-of-organizational-behavior-impact-and-competitive-advantage/dr-j-jose-prabhu
Organizational basis for behavior, Contributing disciplines to the OB field, Why managers require knowledge of OB, Need for a contingency approach to the study of OB,Emerging challenges and opportunities for OB,The organization as a system, System approach to organizational behavior, Managerial functions, The organization and people,OB, Calicut university organizational behavior module 1,organizational behavior, importance of OB,Strength of Contingency Approach, system approach, functions of a manager, functions of management
This study examined the influence of the characteristics of the audit committee on Palestinian firms’ value. The research explores precisely the effect on the Audit Committee characteristics’ efficiency, namely, independence, expertise, evaluating the relationship among dependent and independent variables. Secondary data collected from a list of companies were registered in the Palestine Stock Exchange from 2011 to 2018. Individual variables considered are the independence & expertise of the audit committee, whereas the ROA is employed as the dependent variable as an indicator of a firm’s value. The results showed that the Audit Committee’s independence & expertise substantially positive with ROA. The study concluded that the audit committee’s characteristics are enhancing firm performance. The implications of this study’s findings can be used by decisions and policymakers, the firm’s management, and other stockholders’ interests to create reliable ties between agents and the principals.
There is increasing acceptability of emotional intelligence as a major factor in personality assessment and effective human resource management. Emotional intelligence as the ability to build capacity, empathize, co-operate, motivate and develop others cannot be divorced from both effective performance and human resource management systems. The human person is crucial in defining organizational leadership and fortunes in terms of challenges and opportunities and walking across both multinational and bilateral relationships. The growing complexity of the business world requires a great deal of self-confidence, integrity, communication, conflict, and diversity management to keep the global enterprise within the paths of productivity and sustainability. Using the exploratory research design and 255 participants the result of this original study indicates a strong positive correlation between emotional intelligence and effective human resource management. The paper offers suggestions on further studies between emotional intelligence and human capital development and recommends conflict management as an integral part of effective human resource management.
This paper examines the role of loan characteristics in mortgage default probability for different mortgage lenders in the UK. The accuracy of default prediction is tested with two statistical methods, a probit model and linear discriminant analysis, using a unique dataset of defaulted commercial loan portfolios provided by sixty-six financial institutions. Both models establish that the attributes of the underlying real estate asset and the lender are significant factors in determining default probability for commercial mortgages. In addition to traditional risk factors such as loan-to-value and debt servicing coverage ratio lenders and regulators should consider loan characteristics to assess more accurately probabilities of default.
This study examined the impact of financial innovation on money demand in Nigeria, using quarterly time series for the period 2009-2019. The dependent variable was money demand, represented by broad money, while the independent variable was financial innovation represented by modern payment channels such as volume of Automated Teller Machines (ATMs) transactions, volume of Point of Sales (POS) transactions, volume of Internet banking transactions, and volume of Mobile banking transactions. The study employed the ordinary least squares (OLS) regression technique as the estimation method within the cointegration, granger causality, and error correction modeling. The result obtained showed that financial innovation has mixed impact on money demand in Nigeria during the period of analysis. For instance, financial innovation has positive impact on money demand through volume of ATM transactions in the current period, two periods lagged of volume of mobile banking transactions, current period and one period lagged of volume of internet banking transactions, and current period’s volume of Point of Sales (POS) transactions in Nigeria. On the other hand, financial innovation has negative impact on money demand through one period lagged of volume of point of sales in Nigeria. On the stability of the demand for money function, the result of the stability tests based on the CUSUM test and CUSUM of squares test showed that the demand for money function was stable during the evaluation period. The study recommended that monetary policy strategy of the central bank of Nigeria (CBN) should be fine-tuned to ensure it is well suited to deal with the challenges posed by financial innovation by way of proliferation of sophisticated payment channels.
Equity financing is one of the sources of funding available to non-bank financial institutions which is quite prevalent in developed financial markets for small or start-up firms. This study empirically determined the effect of the Equity Financing Scheme on a sustainable increase in productivity of agro-allied small businesses in Nigeria. Data for this study were elicited through the use of a questionnaire structured in a five-point likert scale. The evaluation of the relationship between the dependent and independent variables was performed using the Ordinary Least Square regression technique. The study revealed that the equity financing scheme had a positive and significant effect on the sustainable productivity of agro-allied small businesses in South-South Nigeria. The study recommended that efforts should be made to educate the small business entrepreneurs on the benefits of equity financing as a viable option towards business growth and expansion and that the government through the various intervention agencies should restructure the long-term loan policies to give access to more growth-oriented agro-allied businesses, to increase their presently low capacity to procure heavy-duty technology to increase productivity and achieve food security in Nigeria. Small business owners should take advantage of the membership of cooperative societies and as well maintain good business relationships with suppliers; this will guarantee a continuous supply of needed materials and uninterrupted operations of the business.
This study seeks to evaluate the impact of public borrowing on economic growth in Nigeria using time series data from 1980 to 2018. Specifically, the study seeks to analyze the effect of domestic debt (proxy by Federal Government Bonds-FGB) and external debt (proxy by International Monetary Fund Loan-IMFL) on Nigerian’s Gross Domestic Product (GDP). To achieve this objective, secondary data was collected from the Central Bank of Nigeria Statistical bulleting and the Debt Management Office of Nigeria. A multiple regression model involving the dependent variable (GDP) and the independent variables (FGB and IMFL) was formulated and subjected to econometric analysis. These variables were adjusted with the Jarque-bera test of normality while the correlation result was used to check the possibility of multi-collinearity among the variables. The t-test was used to answer the research questions and test the formulated hypotheses at the 5percent statistical level. Results from the analysis show that a positive relationship exists between IMF Loan and Nigeria’s gross domestic product, while a negative relationship exists between FG Bonds and Nigeria’s gross domestic product, which violates the Keynesian theory of public debt. The study concludes that both domestic and external debt significantly affect economic growth in Nigeria. Therefore, it was recommended that public borrowing should be efficiently used and contracted solely for economic reasons and not for social or political reasons as this will help to avoid accumulation of debt stock over time.
Equity investment financing is an innovative way of financing the real sector which has considerable developmental potential. The study empirically determined the effect of Equity investment financing on sustainable increase in productivity among agro-allied small businesses in South-South Nigeria. The instrument of data collection is the research questions structured in a five-point likert scale. The evaluation of the relationship between the dependent and independent variables was performed using the Ordinary Least Square regression technique. The study revealed that equity investment financing has a positive and significant effect on the sustainable productivity of businesses in Nigeria. The study recommended educating small business entrepreneurs on the benefits of equity financing as a viable option towards business growth and expansion and that the government through the various intervention agencies should restructure the long-term loan policies to give access to more growth-oriented agro-allied businesses, to increase their presently low capacity to procure heavy-duty technology to increase productivity and achieve food security in Nigeria. Small business owners should take advantage of the membership of cooperative societies and as well maintain good business relationships with suppliers; this will guarantee a continuous supply of needed materials and uninterrupted operations of the business.
This paper aims to explore the relationships of the performance of producer responsibility organizations (PROs) for waste oil, waste electrical and electronic equipment (WEEE), and end-of-life vehicles (ELV). The methodology consists in estimating the cointegration equations between the variables of lubricating oil production (SIG), electric and electronic equipment (EEE), and vehicle production (VP) using dynamic ordinary least squares (DOLS). Subsequently, elasticities are got based on estimates for Spain over the period 2007-2019 using quarterly data. The main results were that SIG and EEE were cointegrated variables. The elasticity of the SIG variable up to EEE was positive at 2, 4166. Additionally, the elasticity of the SIG variable up to VP was 2, 4050. However, SIG and VP are not cointegrated variables; subsequently, it was not a stable relationship between these variables. Results suggest it was because EPR was applied in WEEE PRO join with a deposit refund system (DRS); meanwhile, EPR in ELV PRO had been applied without subsidies to purchase cars.
In the process of R&D globalization, due to market demand and preferential policies, many multinational companies choose to invest in R&D in China. With the increase of labor costs in coastal areas and the rapid economic development of the central and western regions, multinational companies have already shifted from coastal areas to central and western regions when choosing R&D regions in China, especially in Shaanxi Province. Therefore, studying the character of R&D investment and operating performance of Multinational Corporation in Shaanxi Province has important practical significance. This article uses the data of the R&D investment of multinational corporation in the joint annual inspection of Shaanxi Province in 2018 as the sample and uses EXCEL software to conduct data analysis to gain an in-depth understanding of the character of R&D and investment of multinational corporation in Shaanxi Province, business characteristics and business performance. And it is concluded that the R&D investment of multinational corporation in Shaanxi Province has a series of characteristics such as concentration of distribution, concentration of enterprise scale, and overall good performance of operating performance.
In Bangladesh, migrant worker’s remittances constitute one of the most significant sources of external finance. This paper investigates the existence of relation between remittance inflow and GDP and the causal link between them in Bangladesh by employing the Granger causality test under a VECM framework. Using time series data over a 38 year period, we found that growth in remittances does lead to economic growth in Bangladesh. In addition to the relationship, this paper also points out some issues that are working as impediments in getting remittance and give some recommendations to overcome those impediments.
In the context of the 4.0 revolution, technology applications, especially cloud computing will have strong impacts on all areas, including accounting systems of enterprises. Cloud computing contributes to helping the enterprise accounting apparatus become compact, help automate the input process, improve the accuracy of the input data. Besides, the issur of accounting, reporting, risk control and information security also became better, contributing to improving the effectiveness of accounting. However, besides the positive impacts, businesses also face many difficulties in deploying and applying cloud computing. However, this application requirement will become an inevitable trend contributing to improving the operational efficiency of enterprises. To promote this process requires from the State as well as businesses themselves must have awareness and appropriate decisions. Breakthroughs in information technology have dramatically changed the accounting industry and the creation of financial statements. The Internet and the technologies that use the power of the Internet are playing an important role in the management and accounting activities of businesses - who always tend to be ready to receive and use public innovations technology in collecting, storing, processing and reporting information.
In recent years, Vietnam has joined international intergration by strong export agreements of bilateral and multilateral; Vietnam’s merchandise export in 1995 was only US $5.4 billion, in 2018 Vietnam’s merchandise export increased by 45 times compared to 1995 with US $244 billion. Vietnam’s imports increased by 29 times in 2018 compared to 1995. This study is an attempt to test a method of estimating the influence of exports on several Supply-sidefactors such as production value, value added and imports through the expansion of the standard system W. Leontief I.O and Miyazawa-style economic-demographic relations. This study also tries to make an experiment in the “Leontief Paradox”.The result is that Vietnam’s export value spread to production and imports but spread low to added value, especially in the processing industry group’s fabrication. The study is based on the non-competitive I.O table in 2012 and 2018 with 16 sectors.
The profitability of commercial banks is influenced by a number of internal and external factors. This paper attempts to identify the internal factors which significantly influence the profitability of commercial banks in Bangladesh. In this study, profitability is measured by ROA and ROE which may be significantly influenced by the internal factors such as IRS, NIM, CAR, CR, DG, LD, CTI and SIZE of the bank. Data are collected from published annual reports during 2014--2018 of 23 commercial banks. Using simple regression model, it is found that CR has significant effect on the profitability and CAR has significant influence on ROA only. In addition to this, DG has significant effects on PCBs’ profitability (ROE only) where as IRS and CTI have significant influence on profitability (ROA only) of ICBs. Further, none of these variables have significant effects on the profitability of SCBs but CAR and CR are correlated with profitability (ROA only) and the causes may be the nature of services provided by SCBs to its clients. The internal policy makers should manage the influential internal factors of the banks in order to increase their profitability so that they can meet stakeholders’ expectations.
Using a series of econometric techniques, the study analysed interaction between monetary policy and private sector credit in Ghana. This study made use of monthly dataset spanning January 1999 to December 2019 of credit to the private sector (PSC) and broad money supply (M2). The results reveal that there exists cointegration, a long run stationary relation between monetary policy and private sector credit. This implies, increases in credit should prompt long-term increases in monetary policy. It is not surprising that growth in the private sector might have a stronger effect on monetary policy. The Error Correction Test is statistically significant and that all the variables demonstrate similar adjustment speeds. This implies that in the short run, both money supply and credit are somewhat equally responsive to their last period’s equilibrium error. There is unidirectional causation from private sector credit to monetary policy. It can be said that, there is an interaction between money supply and private sector credit. Thus, credit to private sector holds great potential in promoting economic growth. It can be recommended to the government to increase the credit flow to the private sector because of its strategic importance in creating and generating growth of the economy.
This paper investigates if forecasting models based on Machine Learning (ML) Algorithms are capable to predict intraday prices in the small, frontier stock market of Romania. The results show that this is indeed the case. Moreover, the prediction accuracy of the various models improves as the forecasting horizon increases. Overall, ML forecasting models are superior to the passive buy and hold strategy, as well as to a naïve strategy that always predicts the last known price action will continue. However, we also show that this superior predictive ability cannot be converted into “abnormal”, economically significant profits after considering transaction costs. This implies that intraday stock prices incorporate information within the accepted bounds of weak-form market efficiency, and cannot be “timed” even by sophisticated investors equipped with state of the art ML prediction models.
Applying the Arrow-Debreu-Mundell-Fleming model as an economic standard model, with combining axiological framework and epistemological model, it is proposed to analyze economic policies with using a synthetic model, where interest, exchange and tax rates are integrated together. Except normal monetary and fiscal policies mainly via interest and tax rates, there are feasible ways to utilize modified strategies via exchange and tax rates. When ones need to simulate national local market, ones can raise the exchange rate. Otherwise, when ones need to promote international global trade, ones may lower the exchange rate. It is found that tax reduction is good policy when tax rate is higher than normal and that tax increase is good social policy when tax rate is lower than normal, during economic depression. Also it is revealed that tax reduction is good social policy when tax rate is lower than normal, and that tax increase is good policy when tax rate is higher than normal, during economic overheat. While economic system seeks efficiency and social system pursues equality, common interest modifications with elastic exchange and tax rates could be applied for balancing efficiency and equality.
In recent times, agricultural sector has returned to the forefront of development issues in Nigeria given its contribution to employment creation, sustainable food supply and provision of raw materials to other sectors of the economy. In lieu of that, this study examines the impact of agriculture on the economic growth in Nigeria using annual time series data covering the sample period of 1981 to 2018. To analyse the data collected, Autoregression Distributed Lag (ARDL) model through the bounds testing framework is employed to measure the presence of cointegrating relations between real GDP, agricultural productivity, labour force, and agricultural export. Results show the presence of both short-run and long-run relationship among the variables, and that agriculture has a positive and significant impact on economic growth in Nigeria. These findings inform the Nigerian government on the need to expedite labour force (human capital) and agricultural export (non-oil) development with the view to achieving sustainable growth and development. In addition, developing skills and competencies of labour force through capacity building in the agricultural sector will encourage research and development thereby increase the export size, hence essential for long-term growth.
The article illustrates the results of the economic development of the first fifteen years of the XXI century under the conditions of unprecedented economic freedom, globalization and the appearance of new informational sectors up to and including the first attempts at revising liberalism. The analysis of statistical data demonstrates an obvious increase in the percentage of well-off people in many countries as well as the increased economic capabilities of small, medium and large businesses, whose assets are distributed among an ever-increasing number of owners. This provides the impetus to review our collective approach to liberalization and globalization, as well as to view its unexpected strong sides that make human progress possible.
This paper investigates the relationship between working capital management and financial performance of Pharmaceuticals and Textile firms listed at the Dhaka Securities Exchange in Bangladesh. The data analysis was carried on ten Pharmaceuticals and Textile firms for a period of 2013 to 2017. Secondary Data was analyzed by applying Descriptive Statistics, Regression and Correlation analysis to findthe relationship of current ratio, inventory conversion period and average payment period with Return on Asset. The findings indicate that the Pharmaceuticals and Textile firms’ performance is influenced by the variables relating to working capital. There is a positive relationship between profitability and current ratioand Inventory Turnover period shows a negative relationship with profitability but Average payment period shows insignificant impact on profitability. The study concludes that there exists a relationship between working capital managementand financial performance of Pharmaceuticals and Textile firms in Bangladesh. The study recommends that for the Pharmaceuticals and Textile firms to remain profitable, they should employ working capital management practice that will help in making decisions about investment mix and policy, matching investment to objective, asset allocation for institution and balancing risk against profitability.
This paper scrutinizes Determinants of Capital Structure: A study on some selected corporate firms in Bangladesh. We have taken 10 out of 37 listed companies of DSE dividing into two sectors i.e. Pharmaceuticals and chemicals and Tannery sector, five years data from 2013 to 2017 has been collected from respective annual reports. Total number of observations was 50. There are different factors that affect a firm's capital structure decision. We use leverage (D/E ratio) as dependent variable and independent variables are profitability, tangibility, tax, size, growth, non-debt tax shield (NDTS) and financial costs. By using Descriptive Statistical Analysis, Correlation Analysis and Regression Analysis tools we find that Tangibility, size, NDTS, and financial costs are positively related with leverage and Profitability, tax, and growth are negatively related with leverage. In our analysis we see profitability, tangibility of asset, growth and non-debt tax shield have significant association. So when we take capital structure decision of the above firms we should consider profitability, tangibility of asset, growth and non-debt tax shield because other independent variables are insignificant in the context of Bangladesh economy.
More from International Journal of Economics and Financial Research (20)
how to swap pi coins to foreign currency withdrawable.DOT TECH
As of my last update, Pi is still in the testing phase and is not tradable on any exchanges.
However, Pi Network has announced plans to launch its Testnet and Mainnet in the future, which may include listing Pi on exchanges.
The current method for selling pi coins involves exchanging them with a pi vendor who purchases pi coins for investment reasons.
If you want to sell your pi coins, reach out to a pi vendor and sell them to anyone looking to sell pi coins from any country around the globe.
Below is the contact information for my personal pi vendor.
Telegram: @Pi_vendor_247
Poonawalla Fincorp and IndusInd Bank Introduce New Co-Branded Credit Cardnickysharmasucks
The unveiling of the IndusInd Bank Poonawalla Fincorp eLITE RuPay Platinum Credit Card marks a notable milestone in the Indian financial landscape, showcasing a successful partnership between two leading institutions, Poonawalla Fincorp and IndusInd Bank. This co-branded credit card not only offers users a plethora of benefits but also reflects a commitment to innovation and adaptation. With a focus on providing value-driven and customer-centric solutions, this launch represents more than just a new product—it signifies a step towards redefining the banking experience for millions. Promising convenience, rewards, and a touch of luxury in everyday financial transactions, this collaboration aims to cater to the evolving needs of customers and set new standards in the industry.
Turin Startup Ecosystem 2024 - Ricerca sulle Startup e il Sistema dell'Innov...Quotidiano Piemontese
Turin Startup Ecosystem 2024
Una ricerca de il Club degli Investitori, in collaborazione con ToTeM Torino Tech Map e con il supporto della ESCP Business School e di Growth Capital
Even tho Pi network is not listed on any exchange yet.
Buying/Selling or investing in pi network coins is highly possible through the help of vendors. You can buy from vendors[ buy directly from the pi network miners and resell it]. I will leave the telegram contact of my personal vendor.
@Pi_vendor_247
how to sell pi coins effectively (from 50 - 100k pi)DOT TECH
Anywhere in the world, including Africa, America, and Europe, you can sell Pi Network Coins online and receive cash through online payment options.
Pi has not yet been launched on any exchange because we are currently using the confined Mainnet. The planned launch date for Pi is June 28, 2026.
Reselling to investors who want to hold until the mainnet launch in 2026 is currently the sole way to sell.
Consequently, right now. All you need to do is select the right pi network provider.
Who is a pi merchant?
An individual who buys coins from miners on the pi network and resells them to investors hoping to hang onto them until the mainnet is launched is known as a pi merchant.
debuts.
I'll provide you the Telegram username
@Pi_vendor_247
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
If you are looking for a pi coin investor. Then look no further because I have the right one he is a pi vendor (he buy and resell to whales in China). I met him on a crypto conference and ever since I and my friends have sold more than 10k pi coins to him And he bought all and still want more. I will drop his telegram handle below just send him a message.
@Pi_vendor_247
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Currently pi network is not tradable on binance or any other exchange because we are still in the enclosed mainnet.
Right now the only way to sell pi coins is by trading with a verified merchant.
What is a pi merchant?
A pi merchant is someone verified by pi network team and allowed to barter pi coins for goods and services.
Since pi network is not doing any pre-sale The only way exchanges like binance/huobi or crypto whales can get pi is by buying from miners. And a merchant stands in between the exchanges and the miners.
I will leave the telegram contact of my personal pi merchant. I and my friends has traded more than 6000pi coins successfully
Tele-gram
@Pi_vendor_247
what is the best method to sell pi coins in 2024DOT TECH
The best way to sell your pi coins safely is trading with an exchange..but since pi is not launched in any exchange, and second option is through a VERIFIED pi merchant.
Who is a pi merchant?
A pi merchant is someone who buys pi coins from miners and pioneers and resell them to Investors looking forward to hold massive amounts before mainnet launch in 2026.
I will leave the telegram contact of my personal pi merchant to trade pi coins with.
@Pi_vendor_247
how can I sell my pi coins for cash in a pi APPDOT TECH
You can't sell your pi coins in the pi network app. because it is not listed yet on any exchange.
The only way you can sell is by trading your pi coins with an investor (a person looking forward to hold massive amounts of pi coins before mainnet launch) .
You don't need to meet the investor directly all the trades are done with a pi vendor/merchant (a person that buys the pi coins from miners and resell it to investors)
I Will leave The telegram contact of my personal pi vendor, if you are finding a legitimate one.
@Pi_vendor_247
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#pi coins
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Resume
• Real GDP growth slowed down due to problems with access to electricity caused by the destruction of manoeuvrable electricity generation by Russian drones and missiles.
• Exports and imports continued growing due to better logistics through the Ukrainian sea corridor and road. Polish farmers and drivers stopped blocking borders at the end of April.
• In April, both the Tax and Customs Services over-executed the revenue plan. Moreover, the NBU transferred twice the planned profit to the budget.
• The European side approved the Ukraine Plan, which the government adopted to determine indicators for the Ukraine Facility. That approval will allow Ukraine to receive a EUR 1.9 bn loan from the EU in May. At the same time, the EU provided Ukraine with a EUR 1.5 bn loan in April, as the government fulfilled five indicators under the Ukraine Plan.
• The USA has finally approved an aid package for Ukraine, which includes USD 7.8 bn of budget support; however, the conditions and timing of the assistance are still unknown.
• As in March, annual consumer inflation amounted to 3.2% yoy in April.
• At the April monetary policy meeting, the NBU again reduced the key policy rate from 14.5% to 13.5% per annum.
• Over the past four weeks, the hryvnia exchange rate has stabilized in the UAH 39-40 per USD range.
Monthly Economic Monitoring of Ukraine No. 232, May 2024
Organizational Behaviour and its Effect on Corporate Effectiveness
1. International Journal of Economics and Financial Research
ISSN(e): 2411-9407, ISSN(p): 2413-8533
Vol. 6, Issue. 6, pp: 121-129, 2020
URL: https://arpgweb.com/journal/journal/5
DOI: https://doi.org/10.32861/ijefr.66.121.129
Academic Research Publishing
Group
121
Original Research Open Access
Organizational Behaviour and its Effect on Corporate Effectiveness
John Nkeobuna Nnah Ugoani
Department of Management Sciences College of Management and Social Sciences, Rhema University, Aba, Nigeria
Abstract
Organizational behaviour involves the design of work as well as the psychological, emotional and interpersonal
behavioural dynamics that influence organizational performance. Management as a discipline concerned with the
study of overseeing activities and supervising people to perform specific tasks is crucial in organizational behaviour
and corporate effectiveness. Management emphasizes the design, implementation and arrangement of various
administrative and organizational systems for corporate effectiveness. While the individuals, and groups bring their
skills, knowledge, values, motives, and attitudes into the organization, and thereby influencing it, the organization,
on the other hand, modifies or restructures the individuals and groups through its structure, culture, policies, politics,
power, and procedures, and the roles expected to be played by the people in the organization. This study conducted
through the exploratory research design involved 125 participants, and result showed strong positive relationship
between the variables of interest. The study was never exhaustive due to limitations in terms of time and current
relevant literature, therefore, further study could examine the relationship between personality characteristics and
performance in the public sector, where productivity is not outstanding, when compared with the private sector.
Based on the result of this investigation it was recommended that organizations should provide emotional
intelligence programmes for their membership as an important pattern of increasing co-operative behaviours and
corporate effectiveness.
Keywords: Co-operative behaviours; Organizational dynamics; Leadership behaviours; Emotional intelligence; Personality
characteristics; Organizational structure; Organizational culture; Behavioural dynamics; Psychological empowerment; Positive
organizational behavior; Vanity fair.
CC BY: Creative Commons Attribution License 4.0
1. Introduction
An organization is a dynamic social system driven by certain factors within and outside its environment. An
organization relies on basic perspectives on task, people, technology and structure to enhance its effectiveness.
Organizational behaviour is the study of individual and group behaviours within organizations and the application of
such knowledge towards corporate effectiveness. It is directly involved and primarily concerned with the
understanding, prediction and controlling of human behaviour in organizations, and also supplies necessary
behaviour patterns in organizations, and to management. Organizational behaviour stresses the basics of systems
thinking, as well as group dynamics. It is interested in the role of perception and motivation in the behaviour of the
individual, and enhances integrated and cohesive approach to management performance. As a systematic study of
the nature and culture of organizations, it focuses on understanding, changing and improving individual and group
behaviours by examining interpersonal and leadership behaviours in relation to teams, cultural diversity, and ethics
in organizations and promoting human behavior towards improving corporate effectiveness. Corporate effectiveness
is a measure of the organizational outcomes in terms of performance, growth, productivity and profitability. An
organization is effective when it is able to achieve its goals in terms of the triple-bottom-line; in relation to its goals.
Organizational behaviour is particularly interested in the unique behaviour manifested by an individual within an
organization, because human behaviour is central to performance and corporate effectiveness. Therefore,
organizational behaviour tries to find out the reason why an individual may react positively to a situation and the
other reacts negatively to the same situation. It also considers why do two or more different individuals performing
the same task achieve very different results even though they are being managed in the same manner. To this extent,
organizational behaviour is not only bound towards the enhancement of the effectiveness of organizations, it is the
field that seeks enhanced knowledge of behaviour in organizational settings through the scientific study of
individual, group, organizational processes politics and power, and the goal of such knowledge being the
enhancement of both organizational effectiveness and individual well-being (Sidle, 2008; Strohmair, 2013; Swanson,
2015; Williams and Anderson, 1991).
1.1. Research Problem
While human behaviour is central to organizational behaviour and corporate effectiveness, it is also the most
problematic aspect of organizational management. Because of differences in value system, perception, personality,
and cultural background, no two individuals are the same, and it becomes difficult, if not impossible, for them to
produce the same result even under one management or leadership. This perspective on individual differences is
critical for management in attempts to achieve corporate effectiveness. The challenge for management in
2. International Journal of Economics and Financial Research
122
organizations is therefore, to try to find ways to fit individuals and groups within the organizational environment and
to provide opportunities for effective performance that would lead to ultimate corporate effectiveness.
1.2. Research Objective
This study was designed to explore the relationship between organizational behaviour and corporate
effectiveness.
1.3. Research Questions
i. Is it true that individuals or groups influence organization behaviour?
ii. Can management supervise groups in an organization?
iii. Does task or technology influence organizational activity?
iv. Can organizational processes enhance corporate effectiveness?
v. Does environment or culture contribute to human behaviour in organizations?
1.4. Hypothesis
To achieve the objective of the study this hypothesis was formulated and tested at 0.05 level of significance.
Ho: There is no relationship between organizational behaviour and corporate effectiveness.
Hi: There is a relationship between organizational behaviour and corporate effectiveness.
1.5. Conceptual Framework
A conceptual framework is the nature of the study and its relationship with the variables of interest. It is usually
expressed as a model. A model is used to clarify issues that would otherwise be buried in an excess of words.
Models are necessary for theory building (Keeves, 1997). The framework for this study is shown in figure 1.
Figure-1. Organizational Behaviour and Corporate Effectiveness Model
Source: Author Designed (2020)
In this model, organizational behaviour is the major independent variable associated with behaviour, building
blocks of organizations, and organizational culture, with corporate effectiveness as the main dependent variable. As
to behaviour, it is predicted that the behaviour of an individual depends on certain factors and this can be stated thus:
B = f(P,E). This implicates that the ultimate behaviour (B) of a person is a function (f) of the person’s characteristic
personality (P) and the environment (E) in which the person finds himself or herself. The way and manner an
individual acts is often influenced by his or her personal characteristics. It is always the differences in individual’s
characteristics that make the person to act or react differently to the same situation. Also, anything that falls outside a
person’s control is usually from the environment. This could be other people, the physical arrangements, among
other things. In the model B = f(P, E), P, can act directly on the B; E, can also act independently on the B. the E can
modify the person (P) and the person (P) can also modify the E and the two can then combine forces to influence B.
The interaction between P and E equally influences the B of a person. Therefore, it is assumed that behaviour is
basically a function of the interaction between a person and his or her environment. Also, OB = f(B, BB, C). This
basically suggests that the behaviour of an organization frequently depends on several factors, including behaviour
(B), building blocks of organizations (BB) and organizational culture (C). In the model OB = f(B, BB, C), can
respond directly to OB; BB can also react independently on the OB, and C, can equally independently act or react on
OB. The B can influence the BB, and C can modify B, and BB, and these can influence OB. From this psychometric
analysis therefore, it is the assumption that OB is a function of the interactions among behaivour, building blocks of
organization and organizational culture, which leads to corporate effectiveness. Unlike organizational psychology,
organizational behaviour studies human behaviour, attitudes and performance involving individuals, groups and
structure within organizations for the enhancement of the effectiveness of organizations. Both organizational
behaviour and organizational psychology focus on explaining human behaviour within organizations. However, their
difference centres on the fact that organizational psychology restricts its explanatory constructs to those at the
psychological level, while organizational behaviour draws constructs from multiple disciplines. As the domain of
3. International Journal of Economics and Financial Research
123
organizational psychology continues to expand, the difference between organizational behaviour and organizational
psychology diminishes to the point of lack of identify between the fields. Organizations have their own personality
which affects both individuals and groups. Such personality attributes of organizations also known as the building
blocks of organizations includes: individuals and groups, tasks and technology, organizational design, organizational
process, and management. These building blocks are carefully knitted by management with regard to the
organizational culture to enhance performance effectiveness. Culture in organizations refers to the basic assumptions
and beliefs shared by members of an organization. It involves the norms that evolve in individual members, working
groups and behavioural patterns in the organization which reflect on the organizational behaviour and its
performance outcomes. Corporate culture also describes the system of shared values, beliefs, and habits within an
organization that interacts with the formal structure to produce behavioural norms. According to Agulanna and Madu
(2003) the culture of an organization has tremendous impacts on the direction of the organization and the behaviour
of the people within it (Brumback, 2011; Gardner et al., 2004).
2. Literature Review
Organizational behaviour involves individual behaviour and group dynamics in organizations. According to
Nelson and Quick (2003) organizational behaviour is primarily concerned with the psychological, interpersonal, and
behavioural dynamics in organizations necessary for performance efftiveness. They opine that other variables that
affect human behaviour at work that involves organizational behaviour include; jobs, the design of work,
communication, performance appraisal, organizational design, and organizational structure. By definition,
organizational behaviour is both research and application oriented. According to Kreitner and Kinicki (2004) there
are three basic levels of analysis in organizational behaviour, which are; individual, group and organizational levels.
While the individuals and groups bring their skills, knowledge, values, motives and attitudes into the organization,
thereby affecting the organization, the organization on the other hand, modifies or restructures the individuals and
groups through its own system of operations. As an interdisciplinary field primarily dedicated to better
understanding and managing people at work, it would appear that the variables that can have direct influence on
human behaviour, organizational behaviour and corporate effectiveness include, but not limited to personality,
organizational design and job design. To achieve corporate effectiveness the organization must be able to motivate
its members. Motivation as a management function is also connected with the issue of organizational leadership
which is a critical determinant of organizational success. Organizational behaviour implies that effective leadership
must be based on understanding rather than on techniques alone, on mature relationships of mutual trust rather than
on manipulation. It should be based on an indept communication instead of on superficial verbal transactions that
may not be able to transport intended meanings in the context (Drucker, 2009; DuBrin, 2012; Hardre, 2013; Nazeri,
2011).
2.1. Personality and Organizational Behaviour
Personality is the totality of the qualities, abilities, beliefs and morals of an individual which clearly brings out
the uniqueness of his or her being. According to Feldman (2007) personality is the pattern of enduring characteristics
that differentiates a person-those patterns of behaviours that make each individual unique. It is also personality that
leads a person to act consistently and predictably in different situations and over extended periods of time.
Personality is a critical measure in organizational behaviour because it is the individual’s characteristics and
behaviours, organized in such a way as to reflect the unique adjustment which the person makes to his or her
environment. The way and manner an individual performs his or her duty (behaviour) is influenced by his or her
personality characterized by agility, knowledge, and other competencies. The environmental factors that may
influence the performance (behaviour) of the individual in the work situation may include, work conditions,
availability of working materials, the task itself, among others. The integration between the person and the
environment will determine actual performance (behaviour). Behaviour refers to actions or movements aimed at
achieving a specific objective. It is everything done that can be observed and can also have impact on organizational
performance. This can be located within the concept and context of positive organizational behavior (Hergenhahn
and Olson, 1999; Luthans, 2002)
2.2. Organizational Design and Organizational Behaviour
Even though the individuals and groups bring their skills and abilities to the organization and to influence it,
organizational structure plays a unique role. There are two ways of looking at organizational design. First and
foremost, as a part of the field of organizational behaviour in which case it is concerned with the establishment of the
basic principles and concepts that underlie the evaluation of organizational structure. Second, as a top management
function involving the creation of an appropriate architecture through which the activities of an organization are
accomplished. The possible outcomes of such a top management action include organizational chart, job description
or design, policies and procedures, necessary for corporate performance. On the other hand, organizational structure
refers to an established pattern of work roles embracing authority and responsibility relationships and the
administrative mechanisms used in controlling and integrating work activity. This is a type of unifying mechanism
that attempts to bring together people and work in a harmonious manner. In this case, the concern of top
management engaged in organizational design is to create an effective structure for the membership of the
organization that would guarantee the realization of the goals of the organization (Fritz, 1996; Shih et al., 2016;
Torraco and Swanson, 2015).
4. International Journal of Economics and Financial Research
124
2.3. Job Design and Organizational Behaviour
Job design can be defined as the systematic specification of the tasks inherent in a job, the techniques used in
performing the job and the relationship of the job to other jobs. Essentially, job design is concerned with identifying
the tasks and determining the techniques suitable for its accomplishment. In addition, management must consider the
interdependencies of the job and its processes to the worker to ensure the best fit between the worker and the job. Job
design is important in organizational behaviour and corporate effectiveness because it is believed that ultimate job
performance is influenced by the tool and methods adopted in accomplishing the job. Also, the nature of the job or
task determines the methods, the tools, and the techniques to be adopted. This implies that there should be a balance
between the demands of both the job, the tools and the employee's physical and mental efforts. Basic methods in job
design include job enlargement and job enrichment. Job enlargement simply involves increasing the job range or
horizontally loading the job. Job enlargement has the advantage of increasing the skill variety of a worker. Academic
research has shown that it increases worker performance (behaviour). However, job enlargement does not give the
worker control over his work; also some workers do not even like enlarged jobs. On the other extreme is job
enrichment. Job enrichment involves increasing the depth of the job or vertically loading the job through giving the
worker control over what he or she is doing. It is broader in scope than job enlargement because it requires
increasing both the range and the depth of a job. Some of the variables associated with job enrichment include,
accountability, achievement and control. Accountability implies that the worker should be responsible for his or her
performance, and achievement means that the job should be challenging enough to enable the worker achieve
something significant. Control demands that the worker should be able to determine and control the pace of his or
her performance in attempts to achieve organizational goals. Human resource management is an essential building
block in organizational behaviour and corporate effectiveness because even though the board of directors (BODs)
should ensure that a proper management structure, systems and people are in place, the entire membership of the
organization must be well motivated for optimal performance. It can be emphasized that sound human resource
management helps to promote and maintain corporate interest, reputation and it is the acts and omissions of the
people charged with relevant responsibilities that will determine whether corporate objectives are to be achieved.
Obviously, the interaction of human behaviour with corporate practices and the environment provides the basis for
the ultimate corporate effectiveness (Fritz et al., 1998; Hellriegel et al., 2001; Lazaar, 2014; Schermerharm et al.,
2011).
2.4. Emotional Intelligence and Organizational Behaviour
Emotional intelligence often described as the revolutionary new science of success and human relationships,
promotes emotional health, it is about being happy, self-confident, self-aware and resilient. It is the ability to
indentify emotions and use them constructively in everyday life and in organizations. This necessitates learning
emotional regulations, or the ability to control emotions, monitoring them and adjusting them to shape personality
and behaviour. Emotional intelligence has huge positive influence on organizational behaviour and organizations at
large through the membership and leadership (Mandell and Pherwani, 2003). Emotional intelligence as a unique
psychological construct is associated with positive co-operative behaviour. For example, according to Nelson and
Quick (2003) in contrast to task performance, co-operative behaviour is a form of contextual performance at work.
Contextual performance contributes directly to organizational success by maintaining or improving the
organizational, social, or psychological environment that supports task performance. In other words, contextual
performance improves the social-psychological quality of the work environment and also has specific relationships
with personality characteristics and cognitive ability. They found in a study that cognitive ability was strongly
related to task performance, but not contextual performance. In contrast, the personality characteristics of
conscientiousness, extroversion, and agreeableness were strongly related to co-operative behaviour. Therefore,
personality factors do have influence on co-operative behaviour but it depends on the organizational emotional
intelligence and the quality of the organizational, social and psychological environment at work (Lepine and Dyne,
2001). In emphasizing the relationship between organizational behaviour and emotional intelligence, Cherniss and
Caplan (2001) suggest that individual factors, group factors, interpersonal and organizational factors are critical
ingredients of organizational behaviour. They suggest that in organizational selection processes, chief executive
officers. (CEO), intervention strategies are among the issues that shape organizational behaviour and performance.
The theory of emotional intelligence suggests that excellent performance management systems combined with
effective training and development will have impact only when the organizational leadership practices are aligned
with them. Leadership in this context is tied to excellent organizational management systems which are needed for
corporate effectiveness. Even though organizational leaders may believe that individual and organizational capacity
for continuous learning is an essential competitive advantage, matters in the external environment may often take
their attention away from this concern and leading to negative individual and group performance. Therefore,
capturing the attention of leaders for the purpose of having organizational people engaged in quality work is
necessary and will ultimately contribute to corporate effectiveness. Leadership is a major emotional intelligence
competence that has huge influence on organizational membership and corporate performance. It also to a great
extent drives corporate behaviour and effectiveness (Lam and Kirby, 2002; Warner, 1994; Zhang et al., 2017).
According to Goleman (2006) organizational life is a kind of vanity fair, in which those who want to get ahead can
do so by playing to the vanity of their superiors. Therefore, organizations must find ways to force leaders to listen to
employees and take others' views into consideration in decision-making. Leaders who do not appreciate the views of
employees will likely stay isolated behind their desks and a wall of colorless sycophants who will readily be
supportive irrespective of whatever is said or done. The emotional intelligence, personality and competences of
5. International Journal of Economics and Financial Research
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organizational leaders influence task demands, people, building blocks and organizational culture to enhance
corporate effectiveness (Ashkanasy and Daus, 2005; Avino, 2013; Avolio, 1999; Bass, 1998; Caruso et al., 2002;
Daus and Ashkanasy, 2005; MiGOI et al., 2017; Munir and Azam, 2017; Sparr et al., 2017).
3. Research Methodology
This is the pattern of the study.
3.1. Research Design
The exploratory research design was adopted in this study. A combination of quantitative and qualitative
techniques can be used in exploratory research. This method is historical in nature and does not often require a large
sample or a structured questionnaire. The population composed of all the bank employees in Nigeria. The purposive
method was used to select the sample and the sample ratio technique was adopted to identify the sample size from
the target unit. Data were collected through primary and secondary sources. Data generated were analyzed using
descriptive and the ordinary least square regression techniques (Dempsey, 2003; Mugenda and Mugenda, 2003).
3.2. Decision Rule
Decision rule for the cut-off point for analysis of frequencies was set at 3.00 (Nwankwo, 2011)
4. Presentation of Results
Table-1. Profile of Respondents (n=125)
S/N Description Category Total Percentage
i Gender a) Female
b) Male
55
70
44.00
56.00
ii Education a) Diplomas
b) Degrees
c) Others
40
50
35
32.00
40.00
28.00
iii Age a) 18 – 35 years
b) 36 – 50 years
c) 51 – 70 years
25
70
30
20.00
56.00
24.00
iv Experience a) 5 - 10 years
b) 11 – 20 years
c) 21 – 35 years
42
52
31
33.60
41.60
24.80
v Status a) Low
b) Middle
c) High
33
58
34
26.40
46.40
27.20
Source: Fieldwork (2020)
Table-2. Analysis of Frequencies, Mean, Decision Mean and Grand Mean for Responses to Research Questions
S/N Restatement of
Research Questions
Scores Row
score
No of
Resps
Mea
n
Decision
mean @
3 points
Grand
mean
SA A N D SD
5 4 3 2 1
i Individuals/groups
can influence
organizational
behavior
60 40 2 3 20 492 125 3.94 Accepted
3.14
ii Management does
not supervise groups
in organizations
10 20 3 20 72 251 125 2.00 Rejected
iii Technology does not
influence
organizational
activity
15 10 4 16 80 239 125 1.91 Rejected
iv Organizational
processes can
enhance corporate
effectiveness
70 20 1 4 30 475 125 3.80 Accepted
v Cultural /
environment
contributes to human
behaviour in
organizations
65 35 2 5 18 499 125 4.00 Accepted
Source: Fieldwork (2020)
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126
Table-3. Regression Analysis
Variables Coefficient Std. Error t-Statistic Prob.
OB 87.26050 31.12605 2.512760 0.0345
C 207.7241 18.07840 28.06640 0.0000
R-squared 0.883012 Mean dep. var 248.4265
Adj. R-squared 0.731160 S.D. dep. var 249.3750
S.E. of regression 114.4530 Akaike info criterion 11.38409
Sum squared resid 312478.5 Schwarz criterion 11.89464
Log likelihood -191.4324 Hanna-Quinn Criterion 11.62105
F-Statistic
Prob (F-statistic)
15.48286 Durbin-Watson Stat 1.653101
Source: E-Views Statistical Package
4.1. Discussion
The psychometric model in figure 1 was used to explain that positive organizational behaviour is often
characterized by human behaviour, task, people, technology and structure. Human behaviour in organizations is a
reflection of personality and the environment, while building blocks of organizations as well as organizational
culture have significant contribution on corporate effectiveness. For example, the individual's perception of a given
organizational environment is greatly affected by the organizational stimuli and self-concept. Self-concept refers to
what an individual thinks of himself or herself which affects the person's view of others. On the other hand,
organizational stimuli or situation, also known as perceptual organization involves the arrangement of information
with a view to interpreting and understanding them. Early attempts on building blocks of organizations,
organizational design or structure sought to evolve effective structure for organizing co-operative endeavours to
enhance corporate effectiveness. A focus on organizational structure becomes imperative as a capable pattern of
reducing the inefficiency arising from organizational complexity. In addition to defining lines of authority and
responsibility among individuals and groups in organizations, organizational structure also provides for matters
relating to centralization and decentralization, depending on the type and size of the organization, as means of better
achieving organizational goals. A major issue in organizational management has always been the question of locus
of authority. The locus of authority in the organization affects the structure of the organization which may be
described as centralized or decentralized. Centralization results when all the power in decision-making is in the
hands of a single-high-level person. On the contrary, decentralization results in a situation in which ultimate
authority to command and ultimate responsibility for results can be localized as far down in the organization as
efficient management of the organization would permit. Basically, decentralization is the tendency to delegate
formal authority to lower organizational units, while centralization is the tendency to withhold such authority-
centralization and decentralization are not however, mutually exclusive. They are not alternatives rather they form a
continuum. In the circumstances, an organization cannot be said to be centralized or decentralized, instead, an
organization is either more centralized or more decentralized, provided it has the necessary flexibility for the
ultimate corporate effectiveness. In decentralized structures, managers exercise some measure of flexibility in
interpreting organizational policies, and the degree of decentralization in an organization is linearly related to the
level of flexibility. Drucker (1998), posits that decentralization lead to speedier, more responsive decisions,
improved management development, and increased motivation on the part of the managers to do a good job and be
rewarded for it. Furthermore, he suggests that decentralization makes for proper distribution of decisions at all levels
of management which results in flexibility and co-operative effort in the organization. Consequent upon its
philosophy and culture management can develop employee characteristics in terms of mental, psychological and
personality attributes and highly structured for high performance, competitiveness and corperate effectiveness.
Management has to put in place an environment that creates the necessary discipline and appropriate structure for
ensuring proper internal controls over organizational operations. This means an organizational structure which
ensures that the authority and responsibility for activities are clearly defined. Such a structure should offer a high
level of independence for internal control and ensures that human resource policies and practices are effective and
are tailored towards ensuring that employees take ownership and responsibility to control activities in their
respective strategic business units (SBUs). With creativity on the part of the organizational membership, it can
convert challenges into opportunities and experiences show that it is only when an organization has established
structures that its gains can endure. Organizational behaviour is a blended discipline involving the sciences of
psychology, sociology, engineering, anthropology, management, and others. Because of the interdisciplinary nature
of the topic, people from different backgrounds were selected for the study. As in table 1, the 125 respondents
comprised of 55 females and 70 males ranging in age between 18 and 70 years, and with over 5 to 35 years industrial
work experiences. They had qualifications such as diplomas and degrees and falling within the low, middle and high
income levels. The responses received from the subjects were found useful for the purpose of analysis. As in table
2(i), at 3.94 points, the respondents agreed that individuals/groups influence organizational behaviour. This supports
(Lepine and Dyne, 2001) that human behaviour promotes co-operative behaviour in organizations. At 2.00 in table
2(ii), they rejected that management does not supervise groups in organizations. This lends credence to Zhang et al.
(2017) that leader’s behaviours matter in organizational management. The respondents also denied at 1.91 points, in
table 2(iii). That technology does not influence organizational activity, to promote the views of Fritz et al. (1998)
that information and communication technology help in organizational activity. As in table 2(iv), it was accepted at
3.80 points that organizational processes can enhance corporate effectiveness. This agrees with Ihejiahi (2008) that it
7. International Journal of Economics and Financial Research
127
is when an institution has established structures that its gains can endure. As in table 2(v), and at 4.00 points, the
respondents were emphatic that culture/environment contributes to human behaviour in organizations. The response
agrees with Fritz (1996) that corporate performance is also influenced by organizational culture. This descriptive
scientific analysis with a grand mean score of 3.14 over a decision score of 3.00 showed that organizational behavior
has positive effect on corporate effectiveness. The regression analysis in table 3 was specifically adopted to establish
the relationship between the variables of interest. In regression analysis, there is an important measure, R2
, which
calculates the percentage of variation in the dependent variable accounted for by the independent variable(s). The
possible values of R2
, range from 0 to 1.00. The closer R2
is to 1.00 the greater the percentage of the explained
variation. A high value of R2
of about .80 or more would indicate that the independent variable is a good predictor of
values of the dependent variable of interest. A low value of about .25 or less would indicate a poor predictor and a
value between .25 and .80 would suggest a moderate predictor. In this investigation, the R2
value of .88 suggests that
there is a strong positive relationship between the variables of interest. The goodness-of-fit test of the model is also
very good at the adjusted R2
value of .73. The Durbin-Watson criterion value of 1.65 is a value that is within the
range between 1.5 and 2.5. Therefore, it is safe to state that there is no autocorrelation among the independent
variables of the study. The F-test and t-test are significant at 0.05 level. Therefore, Ho: was rejected and Hi: accepted
to confirm that organizational behaviour explains corporate effectiveness. This is the import of the study.
4.2. Scope for Further Study
Further study could examine the relationship between personality characteristics and performance effectiveness
to find ways of matching the man and the task to enhance organizational sustainability.
Recommendations
i. Organizations should promote emotional intelligence programmes for their membership as an important
pattern of increasing co-operative behaviours.
ii. Board of directors (BODs) in organizations must always ensure to put in place strong organizational
structures to drive corperate effectiveness.
iii. Conducive working conditions are a pre-requisite to encourage organizational attractiveness and employee
retention.
iv. It is important to build and sustain credible organizational culture to enhance organizational reputation,
credibility and corporate effectiveness.
v. Decentralization should be encouraged and authority pushed as far down the organizational ladder as
possible, consistent with competence. This flexibility is necessary to promote even distribution of decision-
making powers in organizations.
5. Conclusion
Organizational behaviour is concerned with individual and group behaviour in organizations and how it affects
corporate effectiveness. Organizational behaviour also stresses the basics of system thinking, as well as group
dynamics. It is very interested in the role of perception and motivation in the behaviour of the individual and
enhances integrated and cohesive approach to management. Personality is critical to organizational behaviour
because it reflects the unique adjustments individuals make to perform in certain consistent ways in an organization
to achieve organizational objectives. Within the context of organizational behaviour, organizational culture reflected
by values provides incentives for better performance. Building blocks of organizations such as organizational
structure and resources promote corporate effectiveness because it is only when proper structures are established that
the organization's sustainability can endure. 125 respondents participated in the study conducted through the
exploratory research design. Data were analyzed through statistical techniques and the result showed positive
correlation between organizational behaviour and corporate effectiveness.
5.1. Research Funding
No funding was received from any sources whatsoever for this original investigation, authorship, and/or
publication of this paper.
5.2. Declaration of Conflicting Interests
This author declares no potential conflicts of interest to this research, authorship, and/or publication of this
paper.
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