IMPACT OF ENVIRONMENTAL POLLUTION ON THE PERFORMANCE OF SMALL AND MEDIUM SCALE ENTERPRISES IN NIGERIA

CHAPTER ONE

INTRODUCTION

Background to the Study

Small and Medium Enterprises (SMEs) as defined by the National Council of Industries refer to business enterprises whose total costs excluding land is not more than two hundred million naira(N200,000,000.00)only. It has been argued that SMEs are an effective instrument for economic growth and development in Developed and Less Developed Countries (Beyene, 2002; Nitani, 2005). This is because SMEs contribute significantly to the Gross Domestic Product (GDP) and produce substantial amounts of locally consumed products (ECA, 2000; Wattanapruttipaisan, 2003; Tagoe et al, 2005; Saleh and Ndubisi, 2006). According to Mojmir (2000), SMEs play an important role in the economic growth of any country including industrialised countries because they account for more than half of a country‟s output and employment (Hussain et al, 2008). In the same vein, Udechukwu (2003) asserts that the development of SMEs is an essential element in the growth strategy of most economies, which holds particular significance for developing countries like Nigeria. SMEs are a vital part of any market economy because they are represented in all major branches of manufacturing and service sectors (Obokoh, 2008c). This is in addition to their role in job creation for the unemployed, provision of goods and services within and across national boundaries of countries (Saleh and Ndubisi 2006; Woldie et al, 2008).

Due to their small size, SMEs are flexible and are more able to adapt to changes within the market environment than large firms (Mazzarol, 2000; Udechukwu, 2003; Aryeetey, 2005).

Small Scale Enterprises cover wide range of business activities some of which have environmental impacts.

Regardless of the contributions of Small Scale Enterprises in the environment, the environment suffers from their activities day by day. These attacks, more often than not, leave the lands, waters, air, vegetation and all other features that constitute the natural environment with damage done to them. This damage reduces the productivity of the environment and even reduces, if not completely extinguishes, the pleasure we can derive from it (Kasum, 2010). Hence, environment needs to be effectively managed in order to be conducive for human habitation and business productivity. Thus, there is need to plan, organise, supervise, monitor and control the environment to suit desired purpose- residential or/and business outfits.

The environment has become one of the most significant issues of present situation. The challenge is to find approaches to environmental management that will give people the quality of life they seek while protecting the environmental systems that are also the foundations of our well being. Environmental management is one of the neglected areas of management in many parts of the world, Nigeria inclusive (Okotoni, 2004). The State Environmental Protection Agencies (SEPAs) are charged with the responsibility of protection of environment in various States. But in Osun  State it is inadequate.

Therefore, there are no understandable formulated policies in the State aimed at coordinating and monitoring the relationship between environmental management and Micro, Small and Medium Scale Enterprises especially the informal sectors operations. This is in spite of the efforts of the Federal Environmental Protection Agency (FEPA). Presently, the environmental protection legislation in the State is poorly enforced. There are no incentives for the adoption of pollution abatement measures and very few disincentives for polluting the environment. Wastes are disposed indiscriminately, and environment is degraded illegally especially for small scale.

Consequently, little consideration has been given to the effect of the activities of confectioneries on the environment including the health of the people engaged in such activities and those living around places where such activities are carried out. The augment in number of small scale enterprises brings into question the extent to which such enterprises take into cognisance the environmental impacts of their activities. Also it is not clear if small scale enterprises are aware of the pollutions they are releasing into the environment. The Small Scale Enterprises are among those businesses that have negative environmental impacts. Such impact may include pollutions and deforestation which leads to degradation especially due to the source of raw materials (fire wood) and their location very close to residential buildings respectively.

Members of the public are complaining of pollutions, and they are not aware of where to forward the environmental problems due to inadequate environmental policies and laws guiding the activities of Small Scale Enterprises in the State. Therefore, the objective of this study is to assess the Impact Of Environmental Pollution On The Performance Of Small/Medium Scale Enterprises.

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Impact Of Change Management On The Performance Of Employees In Nigeria Brewery Plc

CHAPTER ONE: INTRODUCTION

1.1 Background to the Study

Recognizing the need for change and leading organizations through that change is one of the most challenging for any leadership. Change is the only constant in today‟s life for individuals and organizations. Some changes can be reversible while others are not hence the risk involved in managing change. Change management should be effective, for example have the ability to move freely, have the ability to influence others, and directing the working forces in the target systems and administrative units (Burnes, 2002). Bernstein, (2009) argue that all organizations are currently undergoing some type of change. Many of these change programs arise from management such as culture change, business process engineering, empowerment and total quality.

This study was guided by stakeholder theory and resource based theory. Stakeholder theory is significant in identifying critical stakeholders in the environment of the change management practices in order to define developments for strategy. Moreover, in the contexts of business ethic and corporate social responsibility, stakeholder analysis has been used to identify important areas of concern. The resource-based theory stipulates that in strategic management the fundamental sources and drivers to firms‟ competitive advantage and superior performance are mainly associated with the attributes of their resources and capabilities which are valuable and costly to imitate (Mullins, 1999).

Banks are operating in a very dynamic marketplace today and this requires the ability to choose the right change opportunities while demonstrating the necessary degree of flexibility to meet the fluid requirements of the organization over time (Barbaroux, 2011). The ability to select change management initiatives that are aligned with the organizations strategic direction is fundamental for success. According to Thompson (1997), strategic change arises out of the need for organization to exploit existing or emerging opportunities and deal with threats in the market. The banking industry has not been left behind in this process.

Change management as defined by (Lewis and Seibold, 2008) is a process involving unfreezing, moving, and refreezing values, practices, and procedures within organizations. Unfreezing refers to the creation of a perceived discrepancy between the existing and ideal state of an organization that generates a desire for change and lowers people‟s resistance to change. Moving refers to the various processes such as training, education, and restructuring that lead to the development of new behaviors, attitudes, and beliefs. Refreezing regards reestablishing a new state of equilibrium within the organization by stabilizing the new patterns through a variety of support mechanisms. Moran and Brighton (2011) defined change management as the process of continually renewing an organization direction, structure and capabilities to serve the ever-changing needs of external and internal customers. Burnes (2004) like many others scholars asserted that change is a present feature of organizational life, both at the operational and strategic level. Due to its importance, change management is becoming imperative and needs appropriate managerial skills and strategy.

Most organizational managers today would agree that change has become a constant phenomenon, which must be attended to and managed properly if an organization is to survive. Changes in technology, the marketplace, information systems, the global economy, social values, workforce demographics, and the political environment all have a significant effect on the processes, products and services produced. The culmination of these forces has resulted in an external environment that is dynamic, unpredictable, demanding and often devastating to those organizations, which are unprepared or unable to respond (Burnes, 2004).

When change is announced in an organization, there is a general hope and feeling among the staff that the outcomes will be favorable to them (Kimaku, 2010). The norm indicates that most employees expect a positive outcome and their management will consider their needs. This also applies to new ideas, products or service. Therefore, trust becomes a key factor in determining how employees think, feel and act in respect to the current change (Sikasa, 2004). He further states that trust is the willingness of a party to be vulnerable to the actions of another party based on the expectation that the other will perform a particular action important to the trustor, irrespective of the ability to monitor or confront that other party. Eriksson and sundgren (2005) introduce another angle on the issue of change management where they lay emphasis on organizational culture. Mostly, culture is ignored and assumed to have a life of its own. Behavior determines a large part of the expected outcome of change. According to Davis and Holland (2002) Culture comprises the shared values, understandings, assumptions, and goals that are learned from earlier generations, imposed by present members of an organization, and passed on to succeeding generations.

This is hugely exhibited during on job training, where a new worker is instructed that the processes are carried out in a certain way and the same should be upheld. Limitations in change management are associated with the management‟s perceptions of the need for change, the opportunity to change and the way to change Hoffman and Woody (2008). Change agents, usually managers and change recipients, usually employees need to work together to drive change (Gakere et al., 2012). This is usually not easy to achieve as change recipients are known to bring up unreasonable obstacles or barriers that block the change process. This assumption gives away change recipients as a weak link, hence easily blamed for failures.

Employee performance is attitude towards work-related conditions, or aspects of the job. Senge, (1990) was of the view that employee performance is more of a response to a specific job. Employee performance is an important element from organizational perspective, as it leads to higher organizational commitment of employees and high commitment leads to overall organizational success and development (senge, 1990). Employee performance has been found to be associated with organizational trust and help increase employee performance ( Arnett et al., 2002). Employee performance also serves as a significant predictor in organizational commitment and retention (Kim et al., 2004). When employees are satisfied with their job, they are more willing to provide service that exceeds customers‟ expectations and positively influence customers‟ attitude towards their service. In contrast, employees who are dissatisfied with their job are likely to have more occupational stress and be less productive (Skinner and Champion (2008). Thus, highly committed, high performing ,and happy employees are valuable resources to the hotel sector.

1.2 Research Problem

Many organizations are occasionally faced with challenges that force them to adjust or change (Burnes, 2004).Development organizations, in particular, regularly have to go through change processes when having to respond to new development scenarios or simply as part of their expansion or restructuring processes. Increasing market pressures force companies to implement drastic organizational changes in order to remain competitive. Commercial banks overall performance is affected by individual and group performance of its employees. The sector now faces major challenges in preventing the loss of employees to its competitors. These challenges have, therefore, created the need to change in the management to be more supportive to the newer technology, while, at the same time, finding innovative ways of retaining talent (KIPPRA, 2010).

1.3 Objectives of the Study

The main objective of this study was to evaluate impact of change management on the performance of employees in Nigeria Brewery PLC

The study sought to achieve the following specific objectives

1. To identify the factors influencing effectiveness of change management in Nigerian Brewery
2. To assess the effectiveness in implementing change in Nigerian brewery
3. To assess the impact of change management on performance in the Nigerian brewery.
4. To make recommendations for improvement of the management of change significance of the Study

1.4 Significance of the Study

The study will help in theory development by giving insights to the best practices to adopt to manage change in the Nigerian brewery, Other studies on change management have been done mostly in developed world and in other sectors other than the Nigerian brewery. This study will highlight insights of best practices to adopt to manage change. The study also acts as he study acts as a guide in coming up with frameworks of critical factors that influence strategic change management. Such frameworks are available for future theory building and empirical testing.

The research will be useful to future researchers, students and academicians in understanding the effect and importance of the different changes in the management on performance. By exploring how this study will reveal new findings and adding to the existing knowledge. The study will be beneficial to the researcher in pursuit of knowledge about challenges of change management and the practices to adopt to manage the challenges of change within the organization. The result adds value to the literature available in implementing change management initiatives especially in public sector in Nigeria.

The study will also be useful to leaders and managers in organizations by employing leadership styles in relevant situations effectively. This would help reduce social accidents, wastage of and internal conflicts in the working environment.

1.5 Definition of Terms

1.5.1 Change

The Oxford Dictionary defines change as an act or process through which something becomes different. Organisational change is the movement of an organisation away from its present state and toward some future state to increase effectiveness (George and Jones, 2009:621).

1.5.2 Management

Management is a practice which involves directing, organizing, and developing people, technology, and financial resources to effectively achieve organizational objectives (Robbins, 2004:4). The importance of management can never be overemphasised as the success of an organisation is attributed to sound management. The key management functions which include planning, organizing, delegating, communicating clearly, motivating employees, adapting to change and constantly generating innovative ideas are therefore crucial (Sidikova, 2011:12).

1.5.3 Change Management

Change management is an approach to transitioning individuals, teams and organisations to a desired future state (Kotter, 2011:1). The English Collins dictionary defines change management as a style of management that aims to encourage organisations and individuals to deal effectively with the changes taking place in their work.

Change agents can be managers or non-managers, employees of the organisation or outside consultants. According to Robbins (2004:558), change agents are persons who act as catalysts and assume the responsibility for managing change activities in the organization. Organisations may hire the services of outside consultancy for advice and assistance if the change efforts are major. The advantage of hiring out is that consultancy can initiate more drastic changes as they do not have to live with the repercussions after the implementation. The challenge is they usually have an inadequate understanding of the organisation’s history, culture, operating procedures and personnel (Robbins, 2004:558).

1.5.4 Planned Change

Changes can either be planned or unplanned. Changes in the tax administrations may arise reactively in response to problems or externally imposed requirements such as legislative changes or proactively from seeking improved efficiency and effectiveness. This study will focus on a planned change embarked by Nigeria brewery Region 1 from 2010 to 2013. Planned change is a term first coined by Kurt Lewin in the 1940s to distinguish change that was consciously embarked upon and planned by an organisation, as opposed to types of change that might come about by accident or by impulse or that might be forced on an organisation. Lewin’s planned change approach to change consists of four interrelated elements: Field Theory, Group Dynamics, Action Research and the three step model of change (Burnes, 2009:600).
George and Jones: 38) state that this perspective is grounded on the assumption that organisational change is a process that “moves from one ‘fixed state’ to another through a series of pre-planned steps.”Download Full Material-N5000

THE EFFECTIVE COMMUNICATION, A TOOL FOR THE ACHIEVEMENT OF ADMINISTRATION GOALS IN AN ORGANIZATION: A CASE STUDY OF OYI LOCAL GOVERNMENT AREA

ABSTRACT

Effective communication in any organisation, regardless of its type and size remains critical, to the achievement of organisational objectives.This is more so, when any break communication will result in chase, misunderstanding and conflict. Bank PHB Plc lays great emphasis on the oral and written communication for the successful accomplishment of its goals and objectives. The objectives of this study therefore are; to find out different methods and channels of communication and how these can best be used in achieving organisational goals. It was to also find out the barriers and problems of communication and hour they can be solved. Consequent upon which, some recommendations were to be made on how organisations can improve their system of communication for optimum performance and higher productivity. The study adopted the descriptive method through structured means. The sute collected for this study were qualitative therefore, the research relied on descriptive analysis. A summary of the findings indicate that effective communication, is an important factor for any organisation, that wants to achieve its objectives. While it was also discovered that ineffective communication could led to difficulties such a break down in communication low moral, industrial conflict and low productivity.

Chapter one
1.1 Background of the study 10
1.2 Statement of the problem 11
1.3 Purpose of the study 12
1.4 Significance of the study 13
1.5 Research questions 14
1.6 Scope / Delimitation of the study 14
1.7 Definition of terms 17
Chapter two
Literature review 20
– Conceptual framework 38
– Theoretical framework 39
– Empirical review 42
Chapter three
Research methodology 43
3.1 Design of the study 43
3.2 Area of the study 43
3.3 Population of the study 44
3.4 Sample of the study 45
3.5 Instrument for data collection 45
3.6 Validation of the instrument 46
3.7 Distribution and retrieval of the instrument 46
3.8 Method of data analysis 46
Chapter four
Presentation of data and analysis 47
Research questions 53
Chapter five
5.1 Summary of findings 54
5.2 Conclusion 58
5.3 Recommendations 59
5.4 Limitation of the study 60
5.5 Suggestions for further research 60
References 61
Appendix 64

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