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Ogidi, Armstrong Emmanuel
Abstract: This study examined the Organizational structure, function and performance of agribusiness enterprises in Nigeria. The subjects in this study consisted of key employees from 141 agribusiness companies. After Taro Yemen samplings technique was employed, a sample frame of 104 agribusiness companies was trimmed out of 141. The relaxation of formalization and centralization variable implies that at the time this study was carried out, the agribusiness enterprises were under the influence of environment-of-business forces. In order for the businesses to adjust or tackle the turbulent nature of the environment, they had to strategically flatten their organizations to give way for an organic structure to offset the perturbation. Minute tasks performed by specialists in the agribusiness enterprises greatly improved communication and the copying of improved procedures, processes and technologies within the organization. Agribusiness enterprises rely on shared goals for control and lateral co-ordination, thereby reducing sub-optimization within departments to the minimum. There should be an increased exchange of communication between units and departments so as to allow for free flow of information, management should make effort in directing employee work performance towards desired organizational objectives so as to reduce sub-optimization within the departmental units. Boundary spanners should be installed and functional departments synchronized with the environment of business to reduce perturbations. Management should also monitor technological changes that would standardize tasks performed in a uniform manner. Key words: Agribusiness, function, organizational structure, performance, organic
This study investigated the impact of structure on strategy implementation among telecommunication firms in Nigeria. Four hypotheses were formulated and tested to determine if there are relationships among selected dimensions of structure (centralization and specialization) and measures of strategy implementation (budgetary program implementation and resource control implementation). The Pearson Product Moment Correlation Coefficient was used to test the relationship via SPSS version 21. The results showed that centralization has insignificant positive correlation with budgetary program implementation and resource control implementation, (r = .117 and .111). Analyses also revealed that specialization has positive and significant relationships with the dimensions of strategy implementation with (r = .733 and .764). It was concluded that Centralized structure leads to slow pace of strategy implementation while Specialization structure enhances strategy implementation of the telecommunication firms. It was suggested that managers of telecommunication firms should encourage their employees to specialize on their jobs for an effective and efficient strategy implementation. Management were advice to adopt a decentralized structure in order to facilitate faster decision making. Furthermore, it was suggested that a similar study should be done to know the moderating role of leadership styles, and training and development.
Journal of Operations Management
The impact of organizational structure on time-based manufacturing and plant performance2003 •
2008 •
The main aim of the study is to evaluate the structural dimensions and functions of structure influencing agribusiness enterprises: mechanistic vs. organic systems approach. Systematic or quasi-random sampling was used. The sample size for this research was made up of twenty (26) small-to-medium scale agribusiness enterprises in Benue State, Nigeria, from a population of fifty two (52). One hundred and two (102) respondents were framed for this study. Preliminary analysis sub-divided agribusiness enterprises into mechanistic and organic enterprises. The mechanistic agribusiness enterprises had higher correlations in terms of written procedures, job descriptions, policy manuals and rules and regulations. Tasks performed by organic agribusiness enterprises are not fractionated and the levels of job qualification were not highly specialized compared to mechanistic enterprises. Respondents in mechanistic and overall agribusiness enterprises had a more dissatisfied feeling when decisions are made exclusively by top management. For organic agribusiness enterprises to be innovative, they must improve on their formalization of job descriptions, policy manuals and rules and regulations. To improve the image of employees and the organization, vertical differentiation and the number of supervisors in organic agribusiness enterprises must be increased and defined properly. Mechanistic agribusiness enterprises should allow decentralization so as to foster intrapreneurship. Key words: Agribusiness, functions of structure, mechanistic, organic, structural dimensions, synergy
Journal of Organization Design, vol. 4, no. 2
A Network Perspective on Organization Design2015 •
Much of the literature linking organizational design to performance falls into two broad streams. One conceptualizes structure bureaucratically, i.e. in terms of a hierarchical pattern of authority or reporting relationships, as well as the degree of standardization, formalization, specialization, etc. The impact of structure and other elements of design on performance is most typically contingent upon other factors such as strategy, task characteristics, and environmental conditions. The other stream conceives of structure more informally, i.e. as a network of interpersonal and intra-organizational relationships. Properties of informal structure are typically shown to have a more direct (less contingent) impact on organizational performance. Despite these rather pronounced differences, considerable overlap and complementarity exists between the two streams. Little of it has been systematically examined, however. In this paper I compare and contrast a pair of exemplars from each stream—the information-processing perspective and the social network perspective—with respect to their conceptualizations of organization design and its relationship to performance. The paper concludes with several specific recommendations for future research combining the two approaches.
2011 •
International Journal of Organization Theory and Behavior
Organizational structure and supply chain integration: an empirical, cross-regional examinationLoading Preview
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Journal of Organization Design
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