ASSIGNMENT MATERIAL

Assignment

 

 

On

 

 

Advance Management Theory

 

The Effect of Nigeria Cultural Diversity

It’s Business Environment

 

 

Presented By

              Egbe John Edogi                         11/062345001

          Abstract

Management scholars often contemplate why it is increasingly obvious that the expectations of organizations created and managed along western management models have not achieved the desired results when applied across borders. It is a truism that culture affects management hence the need for cross cultural management studies. This paper examines cross cultural aspects of management in different cultures including Africa culture. We have come to accept that there is need to adequately manage cultural diversity of workforce. Management in Africa should incorporate African culture in conjunction with western management best practices and models in order to achieve desirable results.

 Introduction

Some scholars often wonder why management effectiveness appears to differ sharply from country to country. The inability of western management theories and fundamentals to achieve the desired objectives in non-western nations in which these theories are attempted to be implemented or applied, call to question the universality of management. It is a truism that management fundamental concepts, theories and principles are fairly universal. The application of these fundamental concepts, theories and principles differ greatly in various cultures; it is the know-how involved in applying the knowledge that is different. The transferability of management know how is subject to validity test.

Evidence abound that the application of these western models in Africa for instance, are devoid of cultural underpinnings. Hicks and Gullet (1978) assert that the general applicability of management fundamental is culture bound as many applications ton organization and leadership were inappropriate to local situations, as the native culture and personality play a significant role in enterprise success.

Characteristics of Africa culture
In Africa, family relations and social system is the extended family system as opposed to the western nuclear family system. The extended family system is an economic unit that has to care for its members. In Africa, families collectively share a common kinship lineage of both the dead and the living. Mbigi (1997), opines that the family play a fundamental in Africa society by the norms and values it imposes and carries out. The extended family system, constitute an excellent economic unit for production, distribution and consumption.

The African family is seen as a large number of kingship groups which extends from the past over the present to the future. Common blood ties create

common obligations which demands that relatives should be supported. Thus individualism is suppressed. From the early age, a person is taught to accept his place within the kinship organization as entirely determined by age.

Using Hofstede (1980, 1991) classification of societal culture, Africa cultures can be analyzed along these cultural dimensions. On the culture dimension of individualism versus collectivism, African cultures are predominantly collectivist. This is as a result of the extended family system where individualism is greatly suppressed. The extended family system as a basis for social relationship is both monetary and kind (Dia, 1996). This is in addition to communal works in family farms, the redistribution of resources and the prestige enhancing functions of the social systems.

Given the pivotal role of the African extended family system, it is apparent that sanctions of kins carry considerable weight and heavy pressure can be exerted by family members for conformity (Takyi-Asiedu, 1993). Achievements within the African traditional cultural setting are usually attributed to group effect rather than individual assertiveness.

On the dimension of masculinity versus femininity, Africa society is traditionally more feminine in nature. There is greater emphasis on the maintenance of warm personal relationship, caring for the weak and in the development of cooperative spirit, contrary to a masculine society where assertiveness, competitive spirit are encouraged. The feminine disposition of Africa society creates a closed circuit between humans and their environment oriented towards harmony. There is a strong emphasis on settling disputes and restoration of harmonious personal relationships (Kiggundu, 1993).

Overview of Nigeria: Nigeria is a country located in the Gulf of Guinea in West Africa and shares border with Cameroon in the east, Chad on the northeast, Niger on the North and Republic of Benin on the West. It is Africa´s most populous country and the biggest and richest country in Africa and the tenth largest country in the world, with population of about 149 million and total land area of 356,669 square miles (923,773 square kilometers). Nigeria came into existence as a result of the amalgamation of 1914 by Lord Laggard which joined the North 2 and South together to form Nigeria. It secured her independence in the year 1960 from Britain and currently has 36 states with its capital located at Abuja. It has 6 major business cities comprising Lagos, Abuja, Aba, Onitsha, Kano and Kaduna. The country is highly blessed with natural resources e.g. Timber, Column bite, Rock Salt, Gypsum, Lead/Zinc, Bentonite and Baryte, Gemstone, Kaolin, Tantalite, Talc, Iron Ore, Tin, Oil and Agricultural farm land for both crop and arable farming. Nigeria as a country is very diverse owing to many tribes that exist in the country. It is estimated that Nigeria has about 371 tribes and 400 spoken languages (Ethelbert E. Kari; March 2002, 1.).

Among the existing tribes in Nigeria, there are only 3 major tribes that are accorded recognition in Nigeria which are the Ibo, Hausa and Yoruba. The country is made of 3 Geo-political zones, North, South-West and South-East before the recent politically motivated South-South which is originally part of the South-East Geo-political zone. Nigeria has gone through a lot of problems in its leadership since her independence in 1960 as a result of Military intervention in the governance of the country. The military has ruled for 29yrs out of the 52years of independence and this has in no small way contributed in making the country under-developed and rank as one of the most highly corrupt. Since 1999 the country has experienced a democratic government which has succeeded in handing over power to another civilian and today, Nigeria´s business environment has improved greatly with many foreign companies coming to Nigeria to explore business opportunities. The government of Nigeria has taken certain steps to improve, strengthen and guarantee security of investment in Nigeria through the establishment of Special Investigation Panel of Financial Crimes and Trade Malpractice, the Economic and Financial Crimes Commission (EFCC), Independent Corrupt Practices Commission (ICPC). These agencies were created to fight corruption in Nigeria and provide favorable environment for business which has significantly reflected in our economy today as things are gradually returning to status quo.

 CULTURAL ASPECTS OF NIGERIA

In this chapter, the writer will examine culture in general view while Nigerian culture will be specifically analyzed. Furthermore, opinions and definitions of culture by different authors and cultural issues about Nigeria will be examined using the 3 major tribes and culture in Nigeria. In today’s business, it is an established fact that culture plays a vital role or to a high degree influences the attitude, perception and decision making process of an individual. Culture is like an unavoidable state of rules and regulations that defines people’s daily life in a particular environment or society hence Nigerian culture will be analyzed so that Thurmo Oy will have an understanding of Nigerian culture.

 

Definitions of culture

Culture is a comprehensive concept as it embraces almost all factors that influence an individual’s reasoning process and shape behavior. It influences both our preferences, decisions and our general perspective about the world around us. Considering the fact, that most human behaviors are not innate but learned shows that culture is acquired over time. Many authors, philosophers, historians, sociologists, anthropologists and linguists have written and argued in different perspectives the actual meaning of culture, but one point remains that culture is an unavoidable part of human daily life. Hofstede (1998) argued that culture is a fuzzy concept that can be viewed from two perspectives that seems inter-related and confusing. He stated that culture could be seen from a narrow perspective to mean "civilization" and in the broad perspective as “anthropology” which involves thinking, feelings and acting. Furthermore, culture is a combination of material and spiritual wealth designed by man through process of social and historical development.

H.H Stern (1983, 36.) divided culture into three different categories,

 (1) Material Culture

(2) System Culture

(3) Psychological Culture.

Material culture deals with all the man made material creation aided by civilization such as transportation, clothing, etc, this aspect of culture is visible and can be assessed and quantified.
System and psychological Culture deals with the existence of the living system like religion, social system, family system, behavior, reasoning and thinking and also aesthetics. The two categories belong to the invisible or hidden culture. H H Stern in his opinion explained that narrow cultures deals with popular social attitude and habits which include daily life, behavioral norms, customs, tradition and general lifestyle. Hammerly (1982, 74.) in this book has further categorized culture into three parts, information culture, achievement culture and behavior culture. Information culture deals with available and related information like historical perception of local people, social and geographical information also belong to information culture. It deals with gathering and assessment of information concerning a particular environment or society.
Behavior factor plays a vital role by enhancing effective communication as it deals with the actual lifestyle, pattern, behavior, values and attitude etc. Achievement culture refers to traditional cultural concept which handles issues relating to literary achievements and artistic. Peck (1998, 19.) defined culture to be, "The accepted and patterned ways of behavior of a given people" he further asserts that culture could be also viewed as membership in a discourse community or environment with common social space and history, reasoning and shared values. Savignon & Sysoyev (2002, 513.) defined Culture as the formation of a system of symbols, norms, belief, meanings etc which is transferred from one generation to another and this attributes, differentiates groups of people with distinct characteristics such as origin, gender, religion, race, socioeconomic class, ethnicity and political views. Hammerly (1982, 46.) gave a clear and simple definition of culture as, "the total way of life of a people which is created over time".

 Language

Language diversity has exacerbated the amount of ethnic rivalry in Nigeria. Apart from the 250 or more indigenous languages, English and “Nigerian Pidgin” play a significant role in communication among various ethnic groups. English is the official language of Nigeria and is spoken most frequently in the workplace and in schools. Young Nigerians are first introduced to English in elementary schools, and it is used almost exclusively in secondary schools and universities. “Pidgin” is spoken among people with little or no formal education. Circumstances force many Nigerians to become multilingual. Business activity throughout the country and across ethnic groups force people to learn the languages of the groups with whom they trade. The Hausas comprise slightly over one-fifth of the nation’s population (Anyansi-Archibong, 1988, p. 79). They are the largest ethnic group. As mentioned, they are extremely traditional and conservative and refuse to study English. Their dominant population makes them an inevitable trading partner within the country. Hence, if you are going to trade with them, you must learn their language. It is no surprise that Southerners usually know the language of the Hausas as a second language.

Different cultures in Nigeria

Nigeria is a country with many cultures and tribes. As stated in chapter 1, Nigeria has about 371 tribes with cultures as many as the tribes. For the purpose of this assignment, we will focus on the three major cultures in Nigeria which are Igbo Culture, Yoruba Culture and Hausa Culture.
Ibo Culture: The Ibos are located in the South-East part of Nigeria with 5 states which includes (Anambra State, Imo State, Enugu State, Ebonyi State and Abia State). They are agriculturists as most of the families especially in the villages survive through subsistence farming. Apart from farming, the Ibos are known for their astuteness in trading and business. When you talk about business in Nigeria, then it is referred to mostly the Ibo tribe as they are very versatile in trade. The Ibo people have so much confidence in themselves and believe in equality and fairness and always believe that honesty is the way to success in life. influential and take decisions that bind on other members of the society, this assisted indirect rule of the British colonial masters to be successful in the Yoruba land.
Yoruba Culture: The Yoruba people are very religious and worship a lot of deity, they claim to have 401 deities which have aroused many Western scholars to compare them to the Ancient Greeks. Also the Yoruba people are very polygamous as it is seen as weakness for a man to have one wife. With the coming of the white missionaries to Nigeria, the Yoruba land was the first place that Christianity was accepted in Nigeria and later the introduction of Islam, which was also accepted by many. The acceptance of both Christianity and Islam in great proportion could be evidence that the Yorubas are open minded and ready to adventure. Lagos being part of the Yoruba states and the biggest commercial city in Nigeria and Africa makes the Yoruba land an important area in the issue of business in Nigeria. In conclusion, the culture of the present Yoruba is highly influenced by Christian and Muslim religion. (James Giblin 7 March, 1999.) Today the Yoruba culture is infiltrated by both Christianity and Islam in nearly equal proportion, but with Lagos being an important state regarding doing business in Nigeria, many Ibos reside in Lagos and today the number of Ibos in Lagos state is more than the Yoruba people (Osuagwu G.A. 1992, 32.)
Hausa Tribe: The Hausas are in the Northern part of the country, with the highest size in land marks and population in Nigeria (Nigeria Census Data, 2006). The Hausa States include (Adamawa State, Gombe State, Jigawa State, Katsina State, Kebbi State, Kogi State, Kwara State, Katsina State, Kano State, Zamfara State, Yobe State, Taraba State, Sokoto State, Plateau State, Niger State, Nasarawa State, Borno State, Bauchi State, Benue State, and Abuja F.C.T.). The Hausas are mostly peasant farmers and herdsmen and live mostly in their villages for easy access to their farms and cattle. The culture of the Hausas permits them to be governed by the Emirs who are so powerful and influential that their words are laws and the Emirs are selected from a ruling linage by cleric council known as "Mallamai.
Based on their religious doctrine and culture, the women are seen as second class being and not allowed to work or go to school while the men are the head and in charge of all issues concerning the family. The Hausa culture supports polygamy in its entirety and extra marital affair is acceptable, a man is restricted to the number of wives only by his financial capacity to take care of them. The Hausas are viewed to be most honest and transparent in business dealings in Nigeria than other tribes but have little quest to venture into business at international levels especially with the Western countries. The Hausa culture is highly influenced by the Muslim Religion, with the present integration and practice of Sharia law in Hausa culture, the business atmosphere in Hausa land can be compared to that of Saudi Arabia, and other Islamic countries in the world. Kano and Kaduna are among the biggest commercial cities in Nigeria and being in the Hausa territory make them to be strategically importance when doing business in Nigeria. (Kevin Shillington 2005, 617-618.)

 Nigeria moral and cultural values
Nigeria as a country has a lot similarities with other African countries especially when it comes to moral and cultural values. Nigeria cultural values include: (1) Value for Community Life (2) Value for family oneness (3) Value for Sacred and of religion (4) Value for old age and authority (4) Value for acceptance and hospitality.

Value for Community life: This a highly cherished value in the culture of Nigerians as the community and it occupants are seen as one entity and need to be protected. No matter how civilized and wealthy a man is, he must always be present in his community as often as possible as a mark of responsibility. Nigerians see communalism as a system that in its reference is both supersensible and material. People’s identity in most cases is dependent on their community of origin. In respect to material term of reference, people are expected to be at the community square for participation in issues concerning politics, religion and socialization, festivals and other traditional programs carried out in the community. “A man outside his clan (clan: means community) is compared to a grasshopper that has lost its wings” (Davidson B. 1999, 55.) 11

In Nigeria, an individual’s identity cannot in anyway override the identity of his community and this is the reason why the ideology of individualism and as a principle of life is not acceptable in Nigeria and other African countries though this element has not been eradicated. According to Biko Steve, "We will regard it never to be unfortunate having lived together, and will not perceive it to be an endless competition and struggle within us rather as it pleases God to put us together as brothers and sisters in the same community to source answers and solution to many problem of life". (Biko Steve 1979, 43.)

Value for family oneness: Family is highly valued in Nigeria culture and seen as the basis of existence. Unlike the Western world family is viewed beyond a man, his wife and children but rather extend to other relatives. Nigerians perceived family as the bedrock of human creation and as such attach much value to it. The man is the head of the family and is bestowed with the responsibility of catering for the welfare of his immediate family and extends to relatives. Nigerian families are characterized with large sizes with children being higher in proportion. A man is judged to be responsible only if he has a family. When dealing with an individual family man in Nigeria is like dealing with his entire family because all a man strives for is to get his entire family going. Corruption which is often attributed to Nigerians and other Africans are as a result of tribal and cultural responsibility necessitated by African family system and transferred to them when leaving the village to the city in search of job or school. When an individual employee is not properly remunerated, he/she becomes frustrated and corruption sets in (Robert T.Moran, Philip R. Harris, Sarah V. Moran 2007, 616.)
Cultural influence on business in Nigeria

Culture is the summary or sum total of people’s way of life which is transferable, in this case it must have great influence in business since business revolves within the circumference of people and their culture. Hofstede (1996) classified culture in four dimensions and explained its degree of influence in business at each dimension.

Power Distance: This deal with the way people in a culture accepts the power inequality or gap among themselves in regards to allocation of authority. It looks at the allocation of power within a society and it is further divided into two, High and Low Power Distance culture. In high power distance culture authority is bestowed on those within the apex of the hierarchy. Here children are more of dependent on their parents likewise subordinates to management (bosses) and there is dichotomy in social class. In Low Power distance culture, such gaps do not exist and individuals can assess authority when their actions are right or wrong. (Hofstede 1996.) Nigeria and other African countries are seen to have High Power distance culture. According to “Grzeda and Assogbavi” African cultures are characterized with High Power Distance considering the fact that authority is assigned on grounds of education, experience and age and exercise of authority is through political system that supports centralization of powers. (Grzeda and Assogbavi 1999, 417.) This is a real fact about Nigeria as authorities are centralized and orders are given from the top to down. There is downwards flow of information and authority which justifies Nigeria as a High Power Distance culture.
Individualism and Collectivism: This refers to the degree of importance between individual´s interest against that of the group. It is important to note that the interest of the group is of utmost priority and precedence than that of an individual in the collectivism culture and society. In this culture people value being seen from the concept and opinion of a group with the group taking care of them in return for loyalty. It is important to express here that Nigeria practices collectivism over individualism meaning that issues are viewed from the perception and consideration of group. This can further be explained by the extended family social fabric and concept in Nigeria and most African societies. In a research carried out on the concept of Collectivism vs. Individualism, West and East Africa scored 20 % and 27 % respectively while US scored 91 % (Hofstede 2004.

Uncertainty Avoidance: This centers on how people in a society accept or perceive treats of a new situation and its uncertainties. This concept is further classified into two, High uncertainty Avoidance and Low Uncertainty avoidance cultures. Low uncertainty avoidance cultures react positively to change, new concept adoption and opportunities while High Uncertainty avoidance hates and rejects change and they prefer and insist on old and regular routine. African societies and culture have high degree of uncertainty 14

avoidance; they prefer routine, stability and little managerial direction (Kiggundu 1988, 74.) A survey on Individualism vs. Collectivism in East Africa (Ethiopia and Kenya) and West Africa (Nigeria, Ghana and Sierra Leone), in the scores of the survey West Africa scored 50 % and East Africa 52 % in comparison to USA that scored 42 % (Hofstede 2004.) There is no doubt that Nigeria is a High Uncertainty avoidance culture as this has contributed to the rejection and neglect of Government policies that can effect change and being improvement in the country. Also the under-development of Africa in general could partially be attributed to this fact because African culture is afraid of trying new things.

Masculinity and Femininity: This refers to the traditional way in which ambition, goal and achievements are valued in a society or culture. In many cultures, the way achievements are made and accessed between traditional male orientations and traditional female orientations differs and culture differs in what motivates people toward achieving a certain goal. Masculinity cultures are characterized with aggressive goal behavior, high value for material acquirement, money and assertiveness. Femininity cultures are characterized with passive goal behavior, high value for social relevance, prefer high standard and quality of life and show great concern for welfare of others in the society.
Masculinity and Femininity: This pertains to societies in which social gender roles are clearly distinct. This in other words, refers to the degree to which tough values like assertiveness, performance, success and competition associated with male prevail over tender values of quality of life, maintaining warm personal relationships, service, care for the weak and solidarity are associated with female. Organizations ranked high on masculinity management style is entirely concerned with task accomplishment rather than in nurturing social relationship. In this type of culture, motivation is based on acquisition of money and materialism rather than quality of life. In a more feminine culture, leadership is to ensure bottom line profits in order to satisfy shareholders and to set targets safeguard employees’ well being and concern for social responsibility (Bartlett and Ghoshal, 2000).

 Barriers of intercultural communication

When entering into another culture, there are certain barriers that are being experienced. These barriers turn to be the major obstacles to effective communication. It is important to note that communication here include both verbal and non-verbal communication. An example is when communicating in Japan nodding of head means that the person is listening, in American it means that the person has accepted what you are discussing while in Bulgaria it means that the person disagree with you. These barriers mentioned are obstacles to effective communication in a new culture. Chaney et al. (2005, 12.), have listed some barriers to communication in a different culture

Physical: environment, comfort and needs, time (example: letter, telephone)

Cultural: religious, ethnicity and social differences

Perceptual: analyzing issues from ones predetermined mindset

Motivational: the listener mental resolution or inertia

Experimental: absence of familiar experience

Linguistic: Different ways in language speaking by the speaker or the use of big grammar that is beyond the listener’s comprehension.

Having explained some of the factors that are barriers to communication, it is important that we look at some strategies to succeed and cope in a new culture. Below are  important strategies to adopt when going into a new culture
Acceptance of the new culture: A person going into a new culture should accept the culture within him or herself and try to learn at least the basics of the language of the new culture.
Substitution: This strategy deals with one substituting his culture with the important aspect of the new culture. The person must learn how to react on the appropriate behaviors in the new culture.
Addition: The person should learn and add the culture of the host country to his behaviors and exhibit them when dealing with people from that national. Also the person must retain his/her culture which is required when the person return back home.

Synthesis: This deal with integration or merger of two different cultures, example could be the combination of African and European dressing. This helps to create a balance of value for the two cultures (own culture and host country´s culture).

Resynthesis: This is the infusion or integration of a new idea into a culture. Example of this is going to .

Managing the consequences of cultural diversity

Cultural diversity relates to the co-existence of people from different background. Multiculturalism is concerned with the influence of this culturally diverse workforce co-existing and flourishing within the organization. The nature of this diversity could be in ethnicity, race, gender, physical ability and sexual orientation and age (Stonner, Freeman and Gilbert Jr, 1993).

Due to the challenges posed by cultural diversityin workplace, management must pay strict attention to the needs of a diverse workforce. Cox and Blake (1991), highlighted six arguments as consequences of diversity. The cost argument relates to the cost of managing cultural issues. The resource allocation argument is concerned with the reputation of managing diversity. The market argument is concerned with the distribution of goods and services in a culturally diverse environment. The creativity argument is concerned with the improvement of the level of innovativeness. The problem solving argument takes advantage of the heterogeneity of the workforce in decision making and problem solving resulting in better decisions. Finally, system flexibility argument posts that the operating environment becomes less determinate, less standardized and therefore more fluid.

Employee Efforts:

Every employee is enjoined to strive to cultivate the attitude of understanding, empathy, and tolerance and demonstrate the willingness to communicate.

Understanding is required from each manager of the meaning and nature of diversity. Managers are to come to terms with treating everyone as the same and people’s needs are to be treated fairly and equitably.

Empathy is demanded from managers in handling diversity and multiculturalism in workplace. Managers are to learn the different feelings of new employees and members from different background. Tolerance is demanded from individuals when dealing with others. They should be willing and able to tolerate any fundamental difference between themselves and others. Employees should be willing to communicate openly on issues relating to diversity and multiculturalism in workplace, such that exchanges are friendly, low key and none threatening.

Organizational Efforts

The starting point is that policies be in places that show how people or employees are affected directly or indirectly by workplace diversity. Mission statements should articulate a clear and direct commitment to differences among people (Rynes and Rosen, 1994).

Another organizational effort is organizational practices. This connotes the following practices and procedures that are based on flexibility rather than rigidity. Such practices as flexible working hours can be used to accommodate diversity. The composition of teams and committees should be a reflection of the extent of diverse workforce. Equally important is training in diversity. Such training should be aimed at bringing out the similarities between the employees rather than the differences. Finally, there should be a fundamental belief among management that diversity and multiculturalism are valued before it can be effectively managed. Deliberate policy should be in place that clearly underscores management commitment to support diversity and multiculturalism.

The management style prevalent in a culturally diverse society like Ghana can be appraised in line with the common characteristics of Africa society and Hofstede’s (1980, 1991) classification of societal cultures. Organizational power in Ghana is based on clear system of hierarchy. Autocratic leadership style is common place as a result of organization hierarchy and respect for age in Africa. In this regard authority is rarely questioned. Decision making is highly centralized as absolute objectives rests with God. Managers are paternalistic in nature as they show adequate concern for the welfare of the subordinates and harmony is thus maintained. The organization structure is high, emphasizing hierarchical order of doing things. To the employees, job security is considered very important. Organizations recruit employees from mixed sources; from schools, from other organizations, and staff punching is common. Employee loyalty is neither to the organization nor to the profession. Free wheeling is the norm rather than the exception.

The typical organization structure tends to retain the major characteristics of rigid bureaucratic structures, and rule bound hierarchies. On staff development, organizations are reluctant to invest highly on staff training as there are the possibilities of staff switching after such training. The term of employee employment is often intermediate as a result job switching and early retirement. On the issue of employee motivation, the hygiene factors of recognition and appreciation in addition to monetary incentive are employed. In s strict sense, the application of theory X and Y is not suitable, rather Theory T. this advocates that tradition is a source of wisdom, hence people will dislike change and will do everything to avoid it if possible. Proponents of Theory T believe that change is a natural function and resisting authority leads to negative consequence (Adekola and Sergic, 2007). As an extension of the African extended family system, relationship oriented leadership is practiced commonly.

Nigeria and instead of eating Nigerian food, decides to eat Chinese or Italian food (Chaney et al. 2005, 76.)

 

 Environmental Factors

According to Milliken (1987), environmental uncertainty arises from the organisation’s inability to predict its environment, or in other words, to predict the factors that characterise its environment. These factors are usually classified into two groups (Bourgeois, 1980) i.e. ‘‘general’’ and ‘‘task’’ external business environmental factors.

 

2.2. Factors of the General External Business Environment

The general environment is a relatively remote environment and the elements that compose it have an indirect influence on the organisation. This environment is typically composed of factors such as social values, educational, political, economic, legal, behavioural, demographic, natural environment, natural resources, and technological (Asheghian & Ebrahimi, 1990; Grant, 1999).

 2.3. Factors of the Task Environment

Asheghian & Ebrahimi (1990) and Grant (1999) argued further that the task environment is the closest environment of the organisation and the elements that made it is influencing the organisation directly. This environment is made up of factors such as consumers, competitors, suppliers, labour market, industry and financial resources. Daft et al.(1988) and Auster & Choo (1993) opined that factors in the task environment usually create greater and perceived uncertainty to organisations than factors in the general environment. This is because it is believed that the task environment, which is connected with the short-run, is more volatile than the general environment that is connected with the long-run.

 Types of External Business Environment

Duncan (1972) viewed external business environment as the totality of factors outside an organisation that are taken into consideration by an organisation in its decision making. These factors depend largely on the complexity and dynamism of the environment (Duncan, 1972; Dess & Beard, 1984). Thus, external business environment has been classified as being stable when it does show any changes, unstable when it shows relative changes, and dynamic when it shows changes continuously (Aguilar, 1967).However, perceptions of the organisations about the type of the external business environment to a large extent depends on their size and industry in which it operates.

Economic Environment

Ogundele (2005) says that is vital concern to an organisation. He further said that, the economic environment goes a long way to determine and define the opportunities for an organisation; this is because an expanding economy provides operational scope for the organisational existence as well as for the establishment of new ones. However, a period of recession can bring about failures and probably liquidation of the organisation. It is of paramount importance that the management should be able to distinguish between short-run phenomena and more fundamental changes in its assessment of the overall economy.

 

 Political Environment

The political environment is viewed via the legal framework where the organisation operates and this is done through the laws and regulations that guides the operations of the business in question.

The political stability of the environment is also a necessity for effective and efficient operation of the business. The management of the organisation must take cognisance of these constraints, actual and potential, and seek out the implications for the business organisation from legal advisers (Ogundele, 2005).

CONCLUSION

In this study, the relationship between culture and organizational performance were examined across three ethno-geographical locations in Nigeria. The findings showed that there is a significant relationship between culture, on the one hand, and organizational performance on the other. In addition, if all things remain equal, organizations that are performing to the satisfaction of the owners, employees and customers will be found in culture suitable for their operations. However, the results of this study showed clearly that all things do not remain equal. It was found that variables such as organizational context, organizational culture, nature of the economy and polity, the availability of the needed equipments and the adequacy of public utilities most especially electricity all have significant impact on organizational performance. The findings also showed that exogenous variables such as the nature of the economy and polity and the inadequacy of electricity have more impact on organizational performance than endogenous variables such as size, organizational culture, organizational structure and technology. Thus it is clear from the empirical evidence generated in this study that organizational performance is a multi-faceted and multidimensional criterion.

With regard to culture, the findings in this study do not reveal any significant cultural differences among the workers. We did, however, observe that the Igbo workers were more aggressive and tended to be individualistic. The Yoruba workers tended to be averagely aggressive but not individualistic. The Hausas are at the rear, with very little aggression and are largely collectively oriented.

However, the Hausa workers exhibited more religious values at work, as the

Hausa workers appear to be more inclined and attached to their religion Islam. In general, the workers are largely extrinsically oriented as the premium placed on monetary rewards is very high. The emphasis and premium on money is higher among Igbo workers than among their Yoruba and Hausa counterparts. The Yoruba come in between, while the Hausas are at the rear. Again, there is ample evidence in this study to suggest that Nigerian culture emphasizes low individualism and high collectivism. It also emphasizes low power distance, since the workers expressed a preference for consultative management.

We are wary of making far-reaching generalizations in this study for two obvious reasons. First is the fact that the size of our sample is not large enough. Second is the restriction of this study to the manufacturing sector, especially textile firms, and to the private sector. The findings may not be applicable to organizations in the public sector or in sectors other than the manufacturing sector. Finally, science is a social activity. Analyses made by a single scholar should be susceptible to replication, amplification and modification by others. Throughout this study we have attempted to present our findings in a fashion that will facilitate further exploration of the problems by others.

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