ABSTRACT
The study investigated organizational development techniques and the effectiveness of manufacturing firms in Nigeria. The study was conducted to investigate the relationship between quality circle and productivity; quality circle and profitability; sensitivity training and productivity; sensitivity training and profitability; team building and productivity; team building and profitability; quality of work life (QWL) and productivity; quality of work life (QWL) and profitability. The researcher employed the survey research design in the study. A structured Likert Scale questionnaire was the major instrument for data collection. The study employed descriptive statistics of percentages, mean and standard deviation for analysis of data obtained by way of questionnaire administration. Testing of hypotheses was committed to correlation analysis. The analysis was done with SPSS software. The findings showed that there was a positive relationship between quality circle and productivity; quality circle positively enhanced profitability; sensitivity training positively beefed productivity; sensitivity training positively influenced profitability; team building positively boosted productivity; team building positively enhanced profitability; quality of work life (QWL) positively affected productivity; and quality of work life (QWL) significantly improved profitability. The researcher concluded that organizational development techniques improved the indices of effectiveness of manufacturing firms in Nigeria. It was recommended that management of manufacturing firms should improve the standard of quality circles in the enterprises with a view to consistently improving output quality, output quantity and capacity utilization in the organizations. The study suggests among others that future researchers should work on effect of sensitivity training on customer retention in insurance firms in South-South Nigeria.
TABLE
OF CONTENTS
Title
page i
Declaration
ii
Certification
iii
Dedication
iv
Acknowledgements
v
Table
of Contents vi
List
of Tables ix
List
of Figures x
Abstract
xi
CHAPTER 1: INTRODUCTION
1.1 Background
of the Study 1
1.2 Statement
of the Problem 4
1.3 Objectives
of the Study 5
1.4 Research
Questions 5
1.5 Research
Hypotheses 6
1.6 Significance
of the Study 6
1.7 Scope
of the Study 7
1.8 Limitations
of the Study 8
1.9 Profile
of the Organisations under Study 10
1.10
Operational Definition of Terms 15
CHAPTER 2: REVIEW OF RELATED LITERATURE
2.1 Conceptual Framework 17
2.1.1
Organizational development 21
2.1.2
History of organizational development 22
2.1.3
Key concepts of organizational development theory 24
2.1.4
Quality circle as organizational development technique 31
2.1.5
Sensitivity training 32
2.1.6
Team building 39
2.1.7
Quality of work life 46
2.1.8 Productivity 64
2.1.9 Profitability 67
2.2 Theoretical Framework 69
2.2.1
John Adair team performance theory (1934) 70
2.2.2
Mary Parker Follett participating theory of management 71
2.2.3
Social learning theory of Albert Bandura (1977) 76
2.2.4
Victor Vroom’s expectancy theory (1964) 81
2.3 Empirical Review 67
2.4 Gap in Literature 71
2.5 Summary of the
Reviewed Related Literature 72
CHAPTER 3: METHODOLOGY
3.1 Research Design 73
3.2 Sources of Data 73
3.2.1 Primary sources 73
3.2.2 Secondary sources 74
3.3 Population of the Study 74
3.4 Sample
Size Determination 74
3.4.1
Computation of the sample size proportion 76
3.5 Sampling Technique 77
3.6 Description of the Research Instrument 77
3.7 Validity of the Instrument 77
3.8 Reliability of the Instrument 78
3.9 Methods of
Data Analysis 78
CHAPTER 4: DATA PRESENTATION AND ANALYSIS
4.1 Data
Presentation 80
4.1.1 Return rate of questionnaire 83
4.2 Data
Analysis 86
4.2.1 The relationship between quality circle and
productivity 108
4.2.2 The relationship between quality circle and
profitability 111
4.2.3 The relationship between sensitivity
training and productivity 115
4.2.4 The relationship between sensitivity
training and profitability
119
4.2.5 The relationship between team building and
productivity 122
4.2.6 The relationship between team building and
profitability 125
4.2.7 The relationship between quality of work
life and productivity 129
4.2.8 The relationship between quality of work
life and profitability 132
4.3 Test of
Hypotheses 107
4.4 Discussion of Findings 113
CHAPTER 5: SUMMARY, CONCLUSION AND RECOMMENDATIONS
5.1 Summary
of Findings 117
5.2 Conclusion
118
5.3 Recommendations
118
5.4 Contribution
to Knowledge 119
5.5 Suggestions
for Further Studies 119
References 121
Appendices 152
LIST OF TABLES
Pages
3.3.1 Characteristics of the study population
3.4.2
Selected manufacturing firms for the study (and the proportion size considered)
4.1 Questionnaire return rate
distribution
4.2 Gender distribution
4.3 Age distribution
4.4 Level of education
4.5 Respondent’s marital status
4.6 Working experience
4.2.1A
Correlation result on the relationship between quality circle and productivity
4.2.1B Respondents’
responses on quality circle and productivity in their
respective organizations
4.2.2A
Correlation result on the relationship between quality circle and profitability
4.2.2B
Respondents’ responses on quality circle and profitability
4.2.3A
Correlation result on the relationship between sensitivity training and
productivity
4.2.3B Respondents’
responses on sensitivity training and productivity in their
respective organizations
4.2.4A
Correlation result on the relationship between sensitivity training and
profitability
4.2.4B Respondents’
responses on sensitivity training and profitability in their
respective organizations
4.2.5A
Correlation result on the relationship between team building and firm’s
productivity
4.2.5B Respondents’
responses on team building and productivity in their
respective organizations
4.2.6A
Correlation between team building and profitability
4.2.6B Respondents’
responses on team building and profitability in their
respective organizations
4.2.7A Correlation
result on the relationship between quality of work life and
firm’s productivity
4.2.7B Respondents’
responses on quality of work life and productivity in their
respective organizations
LIST OF FIGURES
Pages
2.1 Conceptual
model of organizational development techniques 19
2.2 Basic
expectancy model 83
4.2 Gender
distribution 104
4.3 Age
distribution 105
4.4 Respondents’
educational level 106
4.5 Respondents’
marital status 107
4.6 Respondents’
level of work experience 108
CHAPTER
1
INTRODUCTION
1.1
BACKGROUND OF THE STUDY
In
every fiercely competitive business environment like ours in Nigeria, every
enterprise tends to be very conscious of its corporate outcomes. Various
strategies are often employed to achieve quality and sound outcomes. One of the
strategies that may be adopted by businesses in the manufacturing sector to
boost their corporate outcomes is organizational development strategies.
Organizational development can be defined as an objective-based methodology
used to initiate a change of systems in an entity. It is achieved through a
shift in communication processes or their supporting architecture (Corporate
Finance Institute, 2015). It is the theory and practice of planned systematic
change in the attitudes, beliefs, and values of the employees through creation
and reinforcement of long-term training programme in order that organisations
may adapt better to the fast changing external environment of new market
regulations and technologies (Business Dictionary).
The
key distinctive feature of an organizational development perspective is taking
a holistic focus; paying attention to how what is done in one part of the organization
impacts on another. As more and more practitioners and clients are paying attention
to the value that organizational development can add to their organizations, it
is apparent that they build their capacity and confidence in taking
organizational development perspective and developing organizational
development expertise (Sila and Olly, 2012).
Organizational
development emphasizes culture and processes; it encourages heartfelt
collaboration between managers and employees and members managing culture and
processes; and it is characterized by accomplishment of tasks; focuses on both
human and social sides; involves participation and it focuses on total system
change. Ellen and Yermer (2011) maintain that there are seven characteristics
of organizational development viz: humanistic values, systems orientation,
experimental learning, problem solving, contingency orientation, change agent
and levels of interventions.
There
are various organizational development strategies. They include both human
process techniques and structural techniques. This study concentrates on human
process techniques. There are many human process techniques but this work will
concentrate on only four of them because the researcher cannot handle all of
them in one single work. The human process techniques that will be handled in
this work include: Quality Circles, sensitivity training, team building, and
quality of work life. These four techniques will be used in this work because
the researcher observed a lot of research gaps in this area. For instance,
Jyothibabu, Bibhuti and Ayesha (2011) studied organizational learning and
performance - an empirical study while Newton, Penny, and Richard (2015)
investigated organizational development techniques: their impact on change.
Ugwu (2012) worked on Management by Objective (MBO) etc. as an instrument for
organizational performance: A case study of First Bank, Plc, Enugu Main Branch,
while Tinuke (2013) did an evaluation of the perceptions and experiences of Quality
of Work Life (QWL) in Nigeria. This shows a knowledge gap. A quality circle is
a participatory management technique that enlists the help of employees in
solving problems related to their own jobs. Circles are formed of employees
working together in an operation who meet at intervals to discuss problems of
quality and to devise solutions for improvements. Quality circles have an
autonomous character, are usually small, and are led by a supervisor or a
senior worker. Employees who participate in quality circles usually receive
training in formal problem-solving methods – such as brain-storming, pareto
analysis, and cause-and-effect diagrams, and they are encouraged to apply these
methods either to specific or general company problems. After completing an
analysis, they often present their findings to management and then handle
implementation of approved solutions (Sila and Olly, 2012).
Sensitivity training may
be another version of organizational development strategies essential for
corporate outcomes in manufacturing firms. Also known as laboratory training,
here, the employees in groups are asked to interact. The aim of sensitivity
training is to help people understand each other and gain insight so that they
feel free and become fearless. The different groups of employees are allowed to
mix up with each other and communicate freely and build up interpersonal relationship.
Sensitivity training is a group experience designed to provide maximum possible
opportunity for the individuals to expose their behavior, give and receive
feedback, experiment with new behavior and develop awareness of self and of
others. The employees through this techniques know others feeling and behavior
and the impact of their behavior on others. It builds up openness, improves
listening skills, tolerate individual differences and the art of resolving
conflicts. It helps in reducing interpersonal conflicts in the organization
(Sila and Olly, 2012).
Indeed,
quality of work life has remained one of the key organizational development
techniques recognized in Management literature. Chella and Liou (2013) quoted
the American Society of Training and Development as defining quality of work
life as a process of work organizations which enable its members at all levels
to actively participate in shaping the organization’s environment, methods and
outcomes. This value based process is aimed towards meeting the twin goal of
enhanced effectiveness of organizations and improved quality of life at work
for employees’. QWL is therefore based on a general approach and an
organizational approach. The general approach includes all those factors
affecting the physical, social, economic, psychological and cultural wellbeing
of workers, while the organizational approach refers to the redesign and
operation of organization in accordance with the value of democratic society.
Another
organizational development technique to be emphasized in this study is team
building. Team building according to Demir and Eubanks (2012) is the ability to
identify and motivate individual employees to form a team that stays together,
works together and achieves together. There are various reasons for team
building and according to Herdez and Mann (2009), they include communication
and working better together, collaboration and the fostering of innovation and
creativity; celebration, team spirit, fun, and motivation; competition and
bragging rights; teamwork and boosting team performance and networking,
socializing and getting to know each other better.
However,
Organizational development techniques may influence the effectiveness of
manufacturing organizations. Corporate effectiveness as used in this study is
the use of such organizational development strategies like quality circles,
sensitivity training, team building and Quality of Work Life to boost
productivity and profitability of manufacturing firms in South Eastern Nigeria.
Productivity is the ratio of inputs to the quality and quantity of outputs
while profitability is the positive difference between income and expenditure.
It is in the light of the foregoing that this study on organizational
development techniques and the effectiveness of manufacturing firms in South
East Nigeria is conducted to investigate how organizational management uses
these essential Organisational Development (OD) strategies to boost key
indicators of corporate effectiveness with a view to achieving zero tolerance
for corporate collapse in the face of fierce business competitions in Nigeria.
1.2 STATEMENT OF THE
PROBLEM
Many
organizations are currently perceived to have been passing through difficult
times in their organizational development efforts in Nigeria. The researcher
has observed that in many manufacturing enterprises in South Eastern Nigeria,
Management has poor knowledge of quality circle as an organizational
development strategy, neither is such practiced in such organizations. The
situation is compounded when sensitivity training is relegated to the
background. It becomes a serious threat to the productivity and profitability
indicators of manufacturing outfits. It has indeed been noticed that some
organizations have no value for team building and quality of work life among
their employees. All these are capable of dragging corporate outcomes to the
mud.
The
researcher has also observed a great research gap on the link between
organizational development strategies and corporate effectiveness in Nigeria.
The empirical studies accessed by the researcher in the area of organizational
development did not show how quality circles influenced productivity and
profitability in manufacturing firms in South Eastern Nigeria. The studies did
not show how sensitivity training, team building and Quality of Work life (QWL)
influenced productivity and profitability in manufacturing firms in the South
Eastern geo-political zone. None of the previous studies assessed by the
researcher handled the relationships this present study seeks to examine. Based
on the foregoing, the researcher faced the major problem of investigating organizational
development techniques and the effectiveness of manufacturing firms in South
Eastern Nigeria.
1.3 OBJECTIVES OF THE
STUDY
The major purpose of this
study was to assess organizational development techniques and the effectiveness
of manufacturing firms in South Eastern Nigeria. The specific objectives were
to:
i.
investigate the
relationship between quality circle and productivity.
ii.
identify the relationship
between quality circle and profitability.
iii.
determine the relationship
between sensitivity training and productivity.
iv.
establish the relationship
between sensitivity training and profitability.
v.
examine how team building
affects productivity.
vi.
evaluate how team
building affects profitability.
vii.
ascertain the
relationship between quality of work life and productivity.
viii.
assess the relationship
between quality of work life and profitability.
1.4 RESEARCH
QUESTIONS
The
following research questions were developed to guide the study:
i. What is the relationship between
quality circle and productivity?
ii. What is the relationship between
quality circle and profitability?
iii. What is the relationship between sensitivity
training and productivity?
iv. How does sensitivity training affect
profitability?
v. What is the relationship between team
building and productivity?
vi. How does team building affect profitability?
vii. How does quality of work life affect productivity?
viii. What is the relationship between quality
of work life and profitability?
1.5 RESEARCH
HYPOTHESES
Based
on the research questions, the researcher developed the following hypotheses:
H01: There
is no significant relationship between quality circle and productivity.
H02: There is no significant relationship
between quality circle and profitability.
H03: There is no significant relationship
between sensitivity training and productivity.
H04: Sensitivity training does not significantly
affect profitability.
H05: Team building does not significantly affect
productivity.
H06: There is no significant relationship
between team building and profitability.
H07: There is no significant relationship
between quality of work life and productivity.
H08: There is no significant relationship
between quality of work life and profitability.
1.6 SIGNIFICANCE OF THE STUDY
A
study of this nature will no doubt be useful to various individuals and
corporate persons in and outside the manufacturing sector.
1.
Workers:
Workers in Nigerian organizations will learn how important it is to support
their managers in their efforts to develop their organizations.
2.
Future
researchers: Future researchers will benefit
extensively in the review of related literatures and in the methodology.
3.
Top
government officials: Top government officials
will be exposed to the relevance of team building to the success of political
endeavours.
4.
Potential
entrepreneurs: Potential entrepreneurs will be
better equipped to manage their businesses hence they will appreciate the
sensitivity training approaches and need for quality of work life and team
building in the running of business affairs.
5.
Managers:
Managers of various enterprises will use this work to understand the
intricacies of sensitivity training, team building and quality of work life
with a view to enhancing corporate effectiveness.
6.
Entrepreneurs:
Entrepreneurs will be encouraged to always
look out for those organizational development techniques that may improve
market share, employee commitment and customer retention.
7.
Management
consultants: Management consultants will be
better informed and as such better positioned to solve the problems of their
clients especially those challenges that border on organizational development
and enterprise effectiveness.
1.7
SCOPE OF THE STUDY
1.
Content
Scope: For the content scope, the researcher
examined the relationship between quality circle and productivity; quality
circle and profitability; sensitivity training and productivity; sensitivity
training and profitability; team building and productivity; team building and
profitability; quality of work life and productivity; quality of work life and
profitability.
2.
Unit
Scope: The unit scope is composed of all the
functional units in the study firms like Production, Accounting and Finance,
Marketing, Human Resources and even Top Management. These units are the most
relevant to the study given the nature of the research questions.
3.
Geographical
Scope: The researcher concentrated on the
following enterprises in the brewery sub-sector of the Nigerian manufacturing
industry: International Breweries Plc, Onitsha, Anambra State; Nigerian
Bottling Company Plc, Owerri, Imo State; Nigerian Breweries Plc, Enugu, Enugu
State and Guinness Nigeria Plc, Aba, Abia State. The geographical scope
therefore consists of Onitsha, Owerri, Enugu and Aba.
1.8
LIMITATIONS OF THE STUDY
A number of constraints were encountered by the researcher in the
course of conducting this study. The researcher faced various challenges in the
following aspects:
1.
Respondents’ attitude: Some
of the supposed respondents became so difficult in terms of accepting to fill
the questionnaire. Some of the questionnaire copies administered to the
respondents were not returned. Few of those that were returned were not
properly filled according to the instructions on the questionnaire. The
researcher however exercised patience with the respondents while consistently
reassuring them that any information they would reveal to the researcher would
be used solely for academic purposes. This helped to change the mindset of the
respondents and they really became committed to the filling of the instrument.
2.
Coronavirus Pandemic (Covid 19): The coronavirus pandemic which ravaged the
whole world raised its ugly head against this study. Industries, including the
study firms, limited movement of visitors to their business environment. This adversely
affected timely administration and collection of the questionnaire copies.
Government at various levels banned libraries and academic institutions from
operating and such posed untold difficulties to the smooth and progressive
conduct of the research. The researcher however exercised patience with the
situation and when the dreaded pandemic subsided reasonably, normal social
activities commenced including academic activities. Hence, the researcher was
able to continue with her research.
3.
Funding: The earlier budget made by the researcher
for the smooth conduct of the study overrun. Events in the uncontrollable
economic environment as the US dollar continued exchanging with the naira at
fluctuating rates; very unfavorable to the Nigerian currency. This increased
the costs of the research materials like laptops, papers and data analysis
tools. The researcher however adjusted her research budget, borrowed when
necessary and forged ahead with the study.
4.
Literature materials: It was very difficult for the researcher to
lay her hands on certain critical literature materials at the time those
materials were most needed. Most of the physical libraries visited did not
contain those materials. The researcher had to acquire sophisticated gadgets to
access essential empirical review online.
5.
Methodological: It was difficult to get an analyst who would
understand the content of the questionnaire in relation to the research
questions and hypothesis. The researcher however intensified effort in the
search for a competent and specialized analyst in the area of Business
Management. As such, the researcher was able to overcome that constraint.
6.
Editorial challenges: It was quite difficult to get a typist who
knows her onions in computer operations as it relates to typing. It was after
over three consecutive attempts that the researcher was able to come in contact
with a prudent typist who helped to reduce drastically, editorial challenges in
the work.
1.8 PROFILE OF THE
ORGANIZATIONS UNDER STUDY
1. Nigerian Breweries Plc
Nigerian Breweries Plc is
the pioneer and largest brewing company in Nigeria. It serves the Nigerian market and exports to
other parts of West Africa. Incorporated in 1946, its first bottle of beer,
STAR Lager, rolled off the bottling lines of its Lagos brewery in June, 1949.
Other breweries were subsequently commissioned by the company, including Aba
Brewery in 1982. In September 1993, the company acquired its fifth brewery,
sited at Ameke in Enugu. Ama Brewery began brewing on the 22nd March, 2003 and
at 3 million hectoliters is the largest brewery in Nigeria. Operations at Enugu
brewery were discontinued in 2004, while the company acquired a malting plant
in Aba in 2008.
In October 2011, Nigerian
Breweries acquired majority equity interests in Sona Systems Associates
Business Management Limited, (Sona Systems) and Life Breweries Limited from
Heineken N.V. This followed Heineken’s acquisition of controlling interests in
five breweries in Nigeria from Sona Groups in January, 2011. Sona systems’ two
breweries in Ota and Kaduna, and Life Breweries in Onitsha have now become part
of Nigerian Breweries Plc, together with the three brands: Goldberg lager,
Malta Gold and Life Continental lager.
On December 31st
2014, Nigerian Breweries Plc completed the merger with Consolidated Breweries
Plc which added the three breweries in Ijebu-ode, Awo-Omama and Makurdi to the
company and also with brands 33 Export Lager, Williams Dark Ale, Turbo King
Stout, More Lager, Breezer, Himalt and Maltex (the first Nigerian malt drink).
In November 2015,
Nigerian Breweries launched the international brand Strongbow cider which makes
it the first in Nigeria to produce and bottle the cider category beverage.
Nigerian Breweries Plc now has ten operational breweries from which its
products are distributed to all parts of Nigeria, in addition to the malting
plants in Aba and Kaduna. Nigerian Breweries also supported operations in
Champion Breweries Plc, Uyo.
Products
The company has a
portfolio of high quality brands including:
-
Star Lager (launched in
1949) Pale Lager
-
Gulder Lager Beer (1970)
Pale lager
-
Legend Extra Stout (1992)
7.5% ABV Extra Stout.
-
Heineken Lager (June
1998) Premium Lager
-
Goldberg lager (October,
2011)
-
Life Continental Lager
(October, 2011)
-
Star Lite Lager (Feb.
2014) Pale lager
-
Ace Passion Apple Spark
(Dec., 2014)
-
33 Export Lager (Jan.,
2015)
-
Williams Dark Ale (Jan.,
2015)
-
Turbo King Stout (Jan.,
2015)
-
More Lager (Jan., 2015)
-
Breezer (Jan., 2015), in
three varieties of fruit-flavoured bacardi drink.
-
Ace Roots (April 2016)
-
Star Radler (July, 2015)
-
Ace Rhythm (Sept, 2015)
-
Star Triple X (Sept.,
2015)
-
Strongbow Cider (Nov.
2015)
Alcohol-Free
Drinks
-
Maltina (1976), in three
varieties namely Maltina Classic, Maltina Strawberry, and Maltina Pineapple;
Maltina Sip-it (2005), in Tetrapak;
-
Amstel Malta (1994)
-
Fayrouz, in pear,
pineapple and exotic flavor (2006)
-
Climax Energy drink
-
Malta Gold (October,
2011)
-
Himalt (Jan,2015)
-
Maltex (Jan., 2015).
Most of the products are
packed in reputable bottles and all products are now available in cans.
Fayrouz, Maltina and Amstel Malta are also produced in P.E.T Bottles. The
company’s lead offices are located in Lagos.
2. Nigerian Bottling Company Plc
The Nigerian Bottling
Company (NBC) was incorporated in November 1951 as a subsidiary of the A.G
Leventis Group with the Franchise to bottle and sell products of The Coca-Cola
Company in Nigeria. Two years later in 1953, the production of Coca-Cola began
at a bottling facility in Ebute-Metta, Lagos State. In the same year, the
company opened its first bottling plant in Apapa. In 1960, the year of
Nigeria’s independence, NBC exceeded the one million cases a year mark.
Nigerian Bottling Company
(NBC), in 1961, commissioned its second bottling facility at Ibadan, Oyo State
and rapidly expanded its operation over the next couple of years which today
stands at 13 facilities and 64 depots across the country. In 1972, Nigerian
Bottling Company (NBC) became a publicly quoted company and listed its shares
on the Nigerian Stock Exchange. NBC acquired the Eva Premium water and
Schweppes brand in 1991. In 2000, NBC became a member of the newly formed
Coca-Cola Hellenic Bottling Company S.A (an anchor bottling group with
operations in over 28 countries worldwide). The first ultramodern fully
automated NBC plant was commissioned in Benin in 2001.
Nigerian Bottling Company
(NBC) launched the Five Alive Juice brand in 2003; PET packaging for its
Sparkling Soft Drinks category in 2004; and 33cl Can in 2007. In 2008, NBC
introduced the more environmentally friendly ‘Ultra’ glass packaging for its
Returnable Glass Bottle product segments. In October 2011, NBC was awarded the
Social Enterprise Reporting Awards (SERAs) for the ‘Best Company in
Environment’ for its PET recycling project jointly implemented with Coca-Cola
as well as for the ‘Most Socially Responsible Company in Nigeria’. In November
2011, NBC became the first company in Nigeria to receive the food safety system
(FSSC 22000) certification.
In April 2013, Coca-Cola
HBC AG was listed on the premium segment of the London Stock Exchange and
Coca-Cola was also voted winner in the Non-alcoholic beverage category at the
maiden Nigerian Consumer Awards (NiCA). In January 2013, Coca-cola was adjudged
winner of the product excellence award in the Non-Alcoholic Beverage Category,
at the Maiden Nigerian Consumer Awards (NiCA) ceremony held in Abuja.
In 2014, Coca-Cola HBC AG
was named the industry leader amongst beverage companies in the 2014 Dow Jones
Sustainability Indices (DJSI) and also received an “A” rating from the carbon
disclosure project. In 2015, NBC was recognized by the Lagos State Government
as a Category ‘A’ sponsor of the ‘Support our Schools’ initiative with the LASG
CSR Award. The company also won the award in 2010, 2012, 2013 and 2014.
More product of the firm
will include; Coca-Cola Regular, Zero Coke, Fanta Orange, Zero Fanta, Sprite
Regular, Zero Sprite.
3. International Breweries Plc
International Breweries
Plc is a Nigeria-based company engaged in brewing, packaging and marketing of
beer, alcoholic flavoured/non-alcoholic beverages and soft drinks. The company
operates through Nigeria segment. It began production in December 1978 with an
installed capacity of 200,000 hectoliter per annum; this increased to 500,000
hl/a in December 1982.
On 26 April, 1994,
International Breweries Plc became a public limited liability company and
listed on the Nigerian Stock Exchange.
IB Plc has a technical
services agreement with Brauhaase International Management GMBH, a subsidiary
of Warsteiner Group of Germany, which owned 72.03% equity.
On 1 January 2012,
SABMiller took operational management control of International Breweries from
BGI Castel.
The company was founded
by Lawrence Omole. It is involved in brewing of beer and non-alcoholic malt
drinks with headquarters at Ilesa, Osun State (www.nse.com.ng).
Products:
Trophy lager, Betamalt, Trophy Black,
Budweiser, Hero Lager, Eagle Lager, Eagle Stout.
4. Guinness Nigeria Plc
Guinness Nigeria Plc is
home of the first Guinness brewery outside of the British Isles. The first
bottle of Guinness Foreign Extra Stout in Nigeria was brewed on the 30th
of November, 1963, three years after Nigeria’s independence-opening up
opportunities for the overseas Guinness Foreign Extra Stout brewing in other
parts of the world. Two years later, in 1965, Guinness Nigeria was listed on
the Nigerian Stock Exchange. They firm is to be the world’s second largest
market for Guinness, and a major part of the inspiring long history of broad
Guinness.
Steady growth in markets
for Guinness Stout and Harp Larger during the next 30 years prompted the
building of three more major breweries in Nigeria. In 1974, the company built a
second brewery in Benin, where it produced Harp larger beer. This facility was
later expanded to accommodate a second Stout brewery commissioned in 1978. In
1982, a fourth Guinness brewery was built in Ogba, Lagos to brew Harp Premium
Lager beer. This site too, was expanded to include Guinness Stout. In 2011, the
Benin and Ogba breweries were expanded to further increase capacity and meet
the growing demand for Guinness Nigeria products which include the acclaimed
brands: Guinness Foreign Extra Stout, Guinness Extra Smooth, Malta Guinness,
and Harp Lager beer. Other brands include Gordon’s spark, Smirnoff Ice, Smirnoff
Chocolate, Armstrong Dark Ale, Satzenbrau Pilsner, Top Malt, Harp Lime, Dubic
Extra Lager, Malta Guinness Low Sugar, Guinness Africa Special, Origin beer,
Origin Bitters, Origin Zero, Snapped Lager Beer, Gordon Mutingar Dry Gin, Mr Dowell,
Red Label Gin, Balloons cream, Jonny Walker, Royal Challenge, .
1.10 OPERATIONAL
DEFINITION OF TERMS
For
the purposes of clarity, the researcher defined various terms used in the study
as follows:
i.
Organizational
development (OD): The theory and practice
of planned, systematic change in the attitudes, beliefs, and values of the
employees through creation and reinforcement of long term training programmes
in order that the organization may adapt better to the fast changing external
environment of new market, regulations and technologies.
ii.
Organizational
development strategies: Application of quality
circle, sensitivity training, team building and quality of work life to the enhancement
of business effectiveness.
iii.
Productivity:
The ratio of inputs to the quality and
quantity of outputs.
iv.
Profitability:
The positive difference between income and expenditure.
v.
Quality
circle: A participatory management technique that
enlists the help of employees in solving problems related to their own jobs.
vi.
Quality
of work life: A process of work organizations which
enable its members at all levels to actively participate in shaping the
organizations environment, methods and outcomes.
vii.
Sensitivity
training: A group experience designed to provide
maximum possible opportunity for the individuals to expose their behavior, give
and receive feedback, experiment with new behavior and develop awareness of
self and of others.
viii.
Team
building: Ability to identify and motivate
individual employees to form a team that stays together, works together and
also achieves together.
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