ABSTRACT
This study was carried out on the application of grand
strategy as a tool for organizational positioning basically different
literature related to this topic were reviewed, the research was carried out
using three (3) commercial banks and a total number of 180 questionnaires where
given to respondents to give their personal information and provide answers to
(20) questions in the questionnaire. Based on the findings conclusion was drawn
that grand strategy can be used as a tool for organizational positioning.
TABLE
OF CONTENTS
Certification
Dedication
Acknowledgement
Abstract
Chapter
One
1.0
Introduction
1.1
Background Information Of Study
1.2
Statement Of Research Problems
1.3
Scope Of The Study
1.4
Research Questions
1.5
Research Hypothesis
1.6
Objectives Of The Study
1.7
Significance Of The Study
1.8
Definition Of Key Terms
Chapter
Two
2.0
Literature Review
2.1
Historical Background Of Selected
Organisations
2.2
Conceptual Framework Of Strategy
2.3
Theoretical Framework Of Grand
Strategy
2.4
Classification Of Strategies
Alternatives
References
Chapter
Three
Research
Methodology
3.1
Introduction
3.2
Characteristics
Of The Study Population
3.3
Data
Collection Instrument
3.4
Standardization
Of The Research Instrument
3.5
Scoring And
Data Collection
3.6
Re-Statement
Of Research Hypotheses
3.7
Questionnaire
Design
3.8
Data
Analysis Techniques
3.9
Sampling
Techniques
3.10
Limitations
Of The Study
Chapter Four
Presentation And Analysis Of Data
4.1
Introduction
4.2
Analysis Of
Respondents’ Characteristics
4.3
Analysis Of
Research Question
4.4
Summary And
Interpretation Of Research Hypotheses
Chapter
Five
Summary, Conclusion And Recommendation
5.1 Introduction
5.2 Summary
Of Finding
5.3 Conclusion
5.4 Recommendation
5.5 Recommendation
For Further Study
CHAPTER ONE
2.0 INTRODUCTION
2.1 BACKGROUND INFORMATION OF STUDY
Until recent times, the attainment of organizational
positioning in a business industry that is the capacity of an organisation to
produce desired results with minimum expenditure of time, money personnel and
material, depended on the intuition of business owners or managers. Such intuitions
were usually based on the past experience or “human” of owners or top manager
which could bring about a level of organisational positioning.
Although, some of these intuitive decisions worked for
sometime. It was been observed that as the organisation increases in size and
the business environment starts to experience rapid change as a result of the
influence of various external factors. Hence, managers intuition is simply not
suitable though to attain organisational positioning.
It has therefore become imperative for managers and
business owners to utilize a systematic approach towards the attainment of
desires level of organizational posit the attainment of desired level of
organisational posit loming. There is need to attempt to match the resources of
the organisation to the rapidly changing environment within which its operates.
This systematic approach is what is refers to as course of action that an
organisation takes to achieve its goals.
The differences between what the organisation aspires to
do to take advantage of its opportunities and what it actually does is referred
to as performance gap. This may be due to the success of competitors,
government regulations or new technological break thoughts. When a gap is
perceived the decision maker looks for the reasons and searches for
alternatives solutions by making use of creative approaches, brainstorming or
giving preference for active or passive strategies. There is therefore the
likelihood of considering a change in strategy in relation to the gap in order
to achieve the desired outcomes in the future with the two strategy. company
strategies which are refereed as grand strategies are stable growth strategy,
growth strategy, retrenchment or turn around strategy, combination strategy.
2.2 STATEMENT OF RESEARCH PROBLEMS
What necessitated this research is the fact that in
today’s dynamic business environment, were intuition and guesses have become
highly inadequate to match the purpose of attaining organizational positioning.
The need for a better systematic and more predicable approach is required such
approach can only be verified by a study which proves the existence and
strength of the relationship between grand strategy and organizational
positioning.
2.3 SCOPE OF THE STUDY
This study will examine two grand strategies in financial
institutions within the Lagos
metropolis. These strategies are growth strategy and retrenchment or turn
around strategy. two banks are selected for this study. They are
Intercontinental Bank Plc and Platinum Habib Bank Plc (Bank PHB). This
examination will revolved around how the chosen strategies help the selected
organisations position themselves in dynamic business environment.
2.4 RESEARCH QUESTIONS
The following questions will be answered at the end of
this study:
i.
Is there a strong
relationship between growth strategy and organizational positioning?
ii.
Is growth strategy an
applicable tool for increasing profitability level?
iii.
Does merger plan
enhance credit and rating position of an organization.
iv.
Can merger be
responsible for diversification operation.
v.
Can growth strategy
be responsible for market positioning.
vi.
Is there a strong
relationship between growth strategy and improvement product sales.
2.5 RESEARCH HYPOTHESIS
Hypothesis I
H0: There is a positive significant
relationship between growth strategy and retrenchment and organizational
positioning.
Hypothesis I
H0: There is a no significant relationship
between growth strategy and improvement in product sales.
Hypothesis III
H0: Growth strategy is not responsible for
market positioning.
2.6 OBJECTIVES OF THE STUDY
The general goals to be achieve in this study:
1.
To reveal that
organizational positioning is attainable in today’s dynamic environment.
2.
To prove that growth
strategy and retrenchment play a crucial role in the attainment of
organizational efficiency.
2.7 SIGNIFICANCE OF THE STUDY
The study will focus on the application of grand
strategies focusing on growth and retrenchment strategy as a tool for
organizational positioning.
1.
This study is
significant because it would reveal empirically, the relationship between grand
strategy and organisational positioning.
2.
It would also reveal
to organisations, the possibility of attaining organizational efficiency
through growth and retrenchment strategy.
3.
It would enable
organisations to adequately match their limited resources to the dynamic
environment.
4.
Source of information
for further research
5.
This study will
reveal how grand strategy can serve as a benchmark for the attainment of high
level of organizational positioning.
2.8 DEFINITION OF KEY TERMS
1.
Strategy: A
pattern of organizational moves and managerial approaches used to achieve
organizational objectives.
2.
Grand Strategy:
These are types of strategic alternatives that could help an organisation to
fill the gaps or take advantage of the opportunities that faces the firm.
3.
Organizational Efficiency: The capacity of an organisation or business to produced
desired results with a minimum expenditure of resources.
4.
Market Share:
Is the percentage of the entire target market that the organization has
secured.
5.
Profitability:
The ability of an organisation to generate profit.
6.
Environment:
Is the combination of factors, both internal and external to the organizational
which influence the activities of the organisation directly.
7.
Corporate Strategy:
Is the major strategy for the entire organisation.
8.
Intuitive Strategy:
A non-systematic strategy that is based on the judgment of business owners or
managers.
9.
Stable Growth Strategy:
it is a strategy that all owe a company to concentrate its resources where is
will develop a meaningful competitive advantage.
10.
Growth Strategy:
This is a strategy that allows a company to do what it has been doing the way
it has been doing it.
11.
Retrenchment:
This is a strategy of last resort because it is the hardest to follow. It
denotes failure hence it is seldom used.
12.
Combination Strategy:
This strategy applies several grand strategies to different parts of the firm.
It means, fit it different strategies to different environment.
13.
Organizational Positioning: It is a process of implementing continuous improvement
competency levels to ensure achievement of business objectives and alignment to
culture and employer of choice strategies.
14.
Backward Integration Strategy: It is a plan where the firm giters the business of
supplying part of the firm’s inputs usually to ensure component quality, on time
delivery or stable price.
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