CHAPTER ONE

1.0 INTRODUCTION

1.1 BACKGROUND OF THE STUDY

Business organization is a formal system of co-ordinate

activities of a group of people working co-operating towards a

common goal, under authority and leadership.

These formal goals are the basis for their legitimacy to exist in

our society since these goals have aspects of functional relevance

for the societal development and national growth.

Obviously, no business venture is done in isolation of the

prospective investor and customers. A business outfit that does not

command patronages is not fit to exist. This is why it is pertinent

to state that all business must co-operate with the environment to

avoid blunders. There are certain key elements or factors that are

often considered in the overall or total business environment there

include among others.

a) Socio-cultural environment

b) Market/competitive forces

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 c) Political/legal forces

d) Technical forces Etc.

These have been classified under task core and general

environment.

Business exists in an ever changing world where it must

interact with and respond to many environmental forces. Location

of any business venture of organization has certain features of

characteristics that must be associated with it before it can take off

and flourish else its motive will be defeated. Business

administrators must carry out feasibility studies before

establishing any such an outfit to ensure its viability and success.

The quality of the working personal will be satisfactory to

encourage quality output the input-output ratio or deposition must

be promising. The relationship between management and staff

must be very cordial so as to attract investors. The relationship

between the organization and its neighbours should be

encouraging to ensure inter-managerial exchange of resources

including sound and professional ideas and manpower- technical

manpower contributions. It is assumed that business environment

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by its dynamic nature influence organization performances.

Business environment is operationally defined as the overall

conditions and forces that influences organizational ‘performance

involving productivity, turnover, effectiveness and capacity

utilization. Business environment constitute the independent

variable of the topic while organizational performance remains the

dependent variables.

The study focused on the influence of business environmental

factor variables and their effect on organization performance.

Therefore the need to determine the effect of individual variables

effect on organizational performance involving productivity,

turnover, effectiveness and capacity utilization necessitated this

enquires. The study will determine whether business environment

within the defined variables of economic factors, technological

factors, social-cultural factors and legal/political factors will

influence performance within the defined variables of productivity,

effectiveness, turnover, and capacity utilization.

To achieve this, three companies have been selected from Imo

state for investigation, among these are Eco bank of Nigeria Owerri,

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Nigeria bottling company PLC Owerri, and Enugu Electricity

Distribution Company (EEDC).

Out of these three companies listed here, we are going to

concentrate on one which is The Nigeria Bottling Company PLC

Owerri in Imo State.

The Nigeria Bottling Company PLC is one of the world’s

largest bottlers of drinks from the coca-cola company, in Nigeria

they serve approximately 180 million people by producing and

distributing a unique portfolio of quality brands, bringing passion

market place implementing and demonstrating leadership in

corporate social responsibility. This also help the under graduate

work in terms of employment by improving creativity in the

organization.

The company is also into wholesale and retail by creating a

relationship between the buyer and the seller.

In any organization, the managers must be transparently

honest, financial prudence will be their guiding principles, as this

alone will increase the profit margin while the profit margin

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attracts of dispel customers. One can rightly observe that business

operations and organization are mostly carried out within an

environment that is besieged by a number of problems 1and

constraints

According to Oghojafor (1998), in management, the word

“Environment” does not necessarily mean physical surroundings,

but is used to describe all those influences that bear upon the

individual organization. Business environment is used to mean

anything which surrounds the business organization. It affects the

decisions, strategies, process and performance of the business. The

environment is consisting of factors which are yond the control of

the business (STEP) social, technological, economical, legal and

political. It provides opportunities or poses threats to the

organization.

Since business makes demand on the society and the society

makes demand on the business, managers in any organizations

must interacts with and response to environmental factors internal

or external to their organizations. The some of these

interrelationships within the business and between the society is

5
zit the management regarded as business environment or

organization

Organizations survival and success depend on the

appropriate adoptions to a complex and over-changing

environment. It is pertinent for top management of an organization

to identify opportunities and threats in the external environment.

Internal environment of the organization should is on strengths

and weakness, potential and existing ones. It should respond

swiftly, in order to known where it can have competitive advantage

over its rivals.

In Nigeria, business environment has witnessed a lot changes

from the period of the oil boom in the 1960s and the early 1970s.

the need for studying business environment became important

considering the fact that business organization do not operate in

vacuum and effective management in complex and dynamic

society,, such as Nigeria, requires the assessment of strengths and

weakness of the organization and the opportunities and threats

posed and the challenges of the external environment. For the

survival and growth, organization must adapt to these changes.

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1.2 STATEMENT OF THE PROBLEM

One can rightly observe that business operations and

organization are mostly carried out within an environment that is

designed by a number of problems and constraints. The specific

and feasibility problem statement drawn from the general problem

is to determine whether business environment within the defined

variables will influence organizational performance within the

defined variables. Furthermore, business environment variables

are constructed as; the business culture, electricity and office

furniture, while organization performance would be measured by

productivity, satisfaction and turnover.

The problem statement of the study therefore is to determine

the internal influence of the business environment variables

including culture, light, office furnishing on performance variables

decompose into productivity, satisfaction, and turnover. This

problem statement will be resolved through (a) finding the

relationship between culture and turnover in the organization. (b)

Finding the relationship between light and productivity in the

7
organization. (c) Finding the relationship between office furnishing

and satisfaction in the organization.

1.3 OBJECTIVES OF THE STUDY

The broad objectives of this study is to evaluate the

environmental influence as major constraint militating against

productivity in business organization.

The specific objectives are as follows:

1. To evaluate the effect business internal environment as

business culture on productivity effectiveness.

2. To evaluate the effect business internal environment as

electricity on employee satisfaction.

3. To evaluate the effect business internal environment as

internal functions in feasibility on employee turnover.

1.4 RESEARCH QUESTIONS

In view of this research work, the researcher have attempted

following central issues.

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 1. Does internal business enforce any effects on productivity

effectiveness of the organization.

2. Does electricity energy within the business organization any

effect on the employee satisfaction.

3. Does internal office furnishing of the internal business

organization any effect on the employee turnover.

1.5 RESEARCH HYPOTHESIS

The hypothesis of this study includes;

1. Internal business culture has no effect on productivity

effectiveness of the organization.

2. Electricity energy has no effect of employee satisfaction in the

organization.

3. Internal office furniture has no effect on employee turnover.

1.6 SIGNIFICANCE OF THE STUDY

The purpose of this work has greatly been outplayed. This

work greatly shows that the micro and macro economic situation in

the world have necessitated the need to explore the influence of

business environment on the productivity of business organization.

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Consequently upon this also is the proliferation of business

without adequate feasibility studies which will guarantee

unmitigated production and liquidity ration of capital. This study

will be beneficial to business organization as it gives numerous

reasons why feasibility studies should be conducted in order to

establish the organization to be sited, to ensure maximum

productivity in a competitive market.

Finally students and potential investors for knowledge

acquirement also equipped good future business administrators in

any part of the world and for wise investment decisions.

1.7 SCOPE/DELIMITATION OF THE STUDY

This research work on the influence of business environment

on organizational performance in Nigeria, will be centered the

selected business organization in Owerri, (Nigeria bottling company

PLC Owerri).

1.8 LIMITATIONS OFTHE STUDY

The Problems and prospects of the study focus in both small

and medium scale business organization in order to determine

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their various degrees of environmental influences militating against

productivity in out changing business world. Some of this things

encounter during research work may be:

a) TIME: considering the fact that this research work is part of e

requirement for the fulfillment of an academic programmed,

coupled with other assignment during the semester, it

becomes ear that one does not have all the time to carry out a

more elaborate work.

b) FINANCIAL CONSTRAINT AND HOSTILITY OF THE

ESPONDENTS: It was very easy transporting from one

destination to another gathering information for this work

coupled with the fact that less corporation was given time by

most of the staff.

1.9 DEFINITION OF TERMS AND CONCEPT

For effective understanding by users of the work, some of

such terms are explained under;

1. ORGANIZATION: this is a deliberate association of two or more

individuals working co-operational towards a common objective

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 under authority and leadership. It is also an entity comprising

multiple people such as an institution or an association that has

a collective goal and is linked to an external environment.

2. BUSINESS ORGANIZATION: These are organization primarily

oriented towards economic productions. It is also an entity

formed for the purpose of carrying on commercial enterprise,

such an organization is predicated on systems of law governing

contract and exchange, property rights, and incorporation. Most

large industrial and commercial organization are limited liability

companies.

3. PRODUCTIVITY: a measure of how well resources are brought

together in organization and optimally utilized for accomplishing

a set of results. It is also a measure of the efficiency of a person,

machine, factory, system etc in converting inputs into useful

outputs.

4. MANAGEMENT: this is the process of directing coordinating and

influencing the operations of an organization so as to obtain

desired results and enhance performance. It also consist of the

interlocking functions of creating corporate policy and

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 organizing, planning and directing an organizations resources in

order to achieve the objectives of that policy.

5. TECHNOLOGY: the science of technical process in a wide,

thorough related field of knowledge. This industrial technology

embraces the chemical3 mechanical and physical sciences as

these are applied in industrial processes.

6. DECISION MAKING: This is a series of steps that starts with an

identification of problem under consideration. It can simply be

said to mean a deliberate adoption of means to ends.

7. EFFECTIVENESS: the extent to which an organization as a

social system given certain resources and means, fulfils its

objective without incapacitating it means and resources and

without placing undue strain upon it members.

8. GOAL: This is synonymous with objective; it is a statement of

what is to be achieved. Goals are objectives which are made

specific with respect to degree and time.

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 CHAPTER TWO

1.0 LITERATURE REVIEW

1.1 INTRODUCTION

This chapter is a review of related literatures on the

environmental influences militating against productivity of

business organization.

During the period of 1930 to 1949, entrepreneurial

organization existed in Nigeria with local production. Foreign

companies also involve themselves in some productive activities

and import. Substitution of essential and capital good that cannot

be manufactured locally, so business activities were dominated

mostly by Nigerians and the open market centers were major

enters for business transportation started to link up some parts

the country and the regionalization of the country helped to further

business activities and the major economic centers like Lagos,

Onitsha, Kano, Aba etc within this period some foreign companies

started building factories/manufacturing organization e Nigeria

Breweries, Guinness, John Holt etc. it was in this nod that cash

14
crop exportation increased and this stimulated farming business

also there exploration on minerals and export. At this time

business environment in Nigeria was expanding and hanging not

characterized by major technological competition was limited.

Modern management was identified in few foreign companies and

local ones like banks. During the period of 1960- 1980, there was

an experience of political struggles among the tribes and their

membership in various political parties’ challenges and

discontinuities. The challenges that were observed during affluence

/prosperity were also discontinuous. The period between 1986 to

the present day is that of continuous turbulence (socio

economics/political).

Government control of business is on the increase and higher

rate business mortally among both foreign and indigenous ones.

2.2 CONCEPTUAL REVIEW

Organization is a word many used loosely some would say it

includes all the behaviour of all participants others would equate

with the total system of social and cultural relationship still others

refer as an enterprise.
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 According to Koontz and Wedirichi the term organization

implies formalized international structure of role or position, by

internal structure of the role, they implied in defining the nature

and consent of organizational roles that people working together

must fill certain roles. Again the roles people are asked to fill

should be internationally designed to provide that required

activities that are fit together so that people can work smoothly

effectively and efficiently in groups They went further to distinguish

organization between formal and informal organization.

Formal organization means the intentional structure of roles

in a formally organized which must be flexible, there must be room

for discretion for taking advantage of creative talents and for

recognition of individual likes and capacities in the most formal

organization, yet individual effort in a group situation must be

channeled towards organizational goals.

Informal organization according to Keith Daris is a network of

personal and social relation not established or required by the

informal organization but arising spontaneously as people

associate with one another.

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 According to Onwuchekwa (1995) organization associations of

man being work co-operative by towards common objective under

authority and leadership. Organization are designed at a particular

point in time to pursue certain goals objective as defined by the

founders. If an organization achieve its goals it becomes useful to

be society where it is located. Diverse aspects goal attainment by

organization becomes diverse functional performances of societies

where organizations are located.

Organizations are ubiquitous. It means that they are

scattered everywhere in our society and in one way or the other

satisfy the needs of those societies where they are located. So

organizations re not concentrated in a particular area of the

society.

Organization operated a core technology that is identifiable,

that is for every organization there is technology for achieving their

goals. Hence technology is a complex of techniques through which

materials are manipulated in a directed manner, based on

knowledge of materials an organization must be objective. This is

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the target which must be accomplished if an organization must

survive.

Organization as viewed by per-row if the product of

interaction between cultural and technology system. By this the

means that organizations are organized on the basis of some

cultural valves on beliefs system which determines what their goals

will be.

ELEMENT OF BUSINESS ORGANIZATION

Sources: Onwuchekwa (1993). An organizational Design, and

Analysis

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Social Structure

This is the partnered and regularized relationship among the

people in organization. According to Scott,(1984). There are two

major components of the social structure of organization. There are

the participant’s normative and behavioral structures.

In the real world situation the behavioral structure is the

actual groupings of the organizational workers. The normative

structure is oriented toward their beliefs and roles expectation

norm and Ethics so the normative structure constraints the

actions of the behavioral structure.

Technology

According to Onwuchukwu (2000). Technology is the knowledge

of how to manipulate materials (raw materials) by applying

complex of techniques to achieve a patterned stipulated or

expected end. So it is knowledge of how to manipulated materials

to achieve some contemplated end that it the product. Lt is viewed

again as the state the arts in a society or the cause/effects beliefs

on the organizational structure and it cause constrain in the

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activities of the organizational participants. According to Perrow

(1965) there are two major components of technology.

1. Knowledge of the productive activities of an organization.

2. The equipment which can be used to carry this technological

process and realized the expected objectives of the productive

activities of an organization.

Participants

Organizational participants are those workers in the

organizational, understanding beliefs and orientation of the

participants the organization. The participants are essential for

directing their actions towards organizational goals.

Goal

Formal organizations have goals which they pursue and

wants to achieve this becomes a measure of organizational

effectiveness. It is what the organizational hopes to accomplish.

Hence goals are the diverse functions which organizations as sub

system perform for the society.

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Environment

It is those entities customer, institutions organization,

competitors which a formal organization deals with but has no

control over them. There are two dimensions of the business

environment the task system environment are those competitors or

those organization that are in the same are of business with focal

organization whose activities have direct influence on the

organization in term of differential advantage. General environment

for example government institutions regulations and climate

condition has a general influence on all organization.

2.2.1 MANAGEMENT OF BUSINESS ORGANIZATION

Most of the modern management literatures discuss

management from the operative management perspective hence

they viewed management as comprising the basic functions of

planning organization leadership and controlling management of

organization can be understood be first all cuss organization which

has been discussed from a contingency theories degree with a

situational approach to management design in consideration of

environment technology and social factors. So the situation in

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which an organization finds itself will determine the design of

management strategy for t organization.

Onwuchwkwa (1993) views management as an art of

organizational design. According to him management has to

identify its focal business areas of crucial contingencies and

constraints so that the business organization can make structural

responses to include these constraints and contingencies within its

boundary. Hence what management does for an organization to

help it declare that domain identify growth opportunities within at

domain and to respond with appropriate organizational structure.

Koontz (1988) views management as the process of designing

and maintaining an environment in which individuals working

together in groups to accomplish efficiently selected aims. He goes

further to expand it this way.

1. As managers, people carry out the managerial function of

planning, organizing, and staffing leading and controlling.

2. Management applies to any kind of organization

3. It applies to managers all organizational levels

4. The aim of managers is the same to create surplus.

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 5. Managing is concerned with productivity that implies

effectiveness and efficiency.

From the above discussion, it is discovered that management

in organization does the basic function of planning Organizing

staffing leading and controlling. There activities are applied to every

organization both profit and non-profit organization. These

functional activities cut across all level of management in an

organization which is towards effectiveness and efficiency.

The following functions are important in understanding the

management of organization. They are:

1. Choosing and maintaining a viable technology for an

organization.

2. Identify the task environment and having the capacity to

satisfy the demands of the tasks environment

3. Identify the contingencies and constraints of the task

environment due to continuous changes.

4. Understanding the changes in technology as cause / effect

relationship change.

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 5. Protecting the technical care of the organization from

environment uncertainties and contingencies by domain

maneuvering and organization design.

6. Organizational structure must be developed, and maintained

consistent with technological requirement and inputs and

through input and output demand of environment.

7. Identify the three types of interdependencies in organization

and three types of co-ordination strategies and signing

effectiveness communication network.

8. Assessing and evaluating organizational performance.

9. Designing incentive strategies for the organization and

maintenance of human values.

10. Formulating goals, objective and making effective decision.

11. Controlling and directing actions towards goals attainment.

These functions are organized around the roles of managers

which are in designing an environment of an organization and

adapting the demands of environment. Clearly management cannot

perform this task well unless they have understanding of and

responsive to the many elements and internal environment. The

24
internal factors which comprise the organizational resources

organizational behaviour, marketing capability, distinctive

competitive etc. while the eternal factors comprises the economic,

technology, social, political, market etc. that affects their areas of

operations.

ORGANIZATIONAL RESOURCES

Organizational resources have been defined as the physical

and human resources used by an organization to create output in

the form of product and service through a transformation process

some of these important resources are men, money, materials

facilities knowledge and systems.

hat is important here is the cost and availability of these sources.

An organization that obtains them at low costs is in a better

strategic position than another organization that obtains en at

every high cost or cannot obtain them at all in terms of strength,

we can say that the first organization is stronger than e second one

and therefore can out compete it.

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ORGANIZATIONAL BEHAVIOUR

Kazmi (1992) defines organizational behaviour as the

manifestation of the various forces and influence operating in the

internal environment of an organization that create the ability of Dr

place constraints in the usage of resources. He listed these force

and influences as:

a. The quality of leadership

b. Management philosophy

c. Share val4.es and culture

d. Quality of work environment

e. Organizational policies

f. Use of power

It is clear that the possession of resources alone does not

confer strength but all the forces mentioned are extremely

important if the resources are to be used effectively and efficiently

to achieve functional strength.

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MARKET CAPABILITY

Marketing capability factors relate to the 4ps of marketing

products, pricing, promotion and the place (distribution) of the

products or services. The important elements that organization are

as follows:

a. Product based elements such as the quality variety mix

differentiation and packaging.

b. Price based elements such as pricing policies change and

price advantages.

c. Promotion based elements such as advertising, salaries,

promotion, personal selling.

d. Place based element such as distribution system marketing

management information system, company image.

DISTINCTIVE COMPETENCE

Sharplin (1985:93) define a distinctive competence as any

advantage a company has over its components because it can do

something which they cannot or it can do something better than.

27
 Thompson and Strickland (1996) defined what they call core

competence as “something a company does especially well in

comparing to its competitors. However, a distinctive competence,

as we are discussing is a product of organizational resources,

behaviour strengths and weakness combing in a complex fashion

to produce synergistic effects. The manifestation of this synergy is

the organizations competence which is distinctive. In other words

this organizational competence arising from the above forces

confers unique ability exclusively in a relatively large measure on

the organizational competence arising from the above forces unique

ability exclusively in a relatively large measure on the

organizational hereby giving it superior strategic power the

importance of distinctive competence cannot be overemphasized in

the competitive world of business. It is what distinguishes one

company from another. It is what makes the difference between

high and low profile companies.

TECHNOLOGICAL ENVIRONMENT

Technology deals with the application of knowledge and the

use of machines, tools, equipment and material in the production

28
of goods and services. Technology has exerted tremendous impact

on the structure strategies and operations of various industries

and organization. Technology has also advanced human progress

through developments in computers, transportation, antibiotics

telecommunication magnetic resonance imaging, genetic

engineering, and power of energy generation. The level of

technology advancement now differentiates one company from

another. Organizational strategists should be very sensitive to the

technological environments. This is because new technology can

destroy an existing one or make it obsolete.

SOCIO-CULTURAL ENVIRONMENT

The socio-cultural Environment provides both opportunities

and threats to business organization. Different valve and beliefs

systems as well as different attitudes to work products and public

properly also emanate from this. Hence norms beliefs want

expectations and behaviour varies from country. Organizational

strategies must recognize and respond appropriately with the right

strategy or mix of strategies they includes:

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 i. Demographics such as population density and the male-

female distribution, age composition and income

distribution as well as rural, urban mobility.

ii. Educational levels of the population.

iii. Social customs rituals and practices.

POLITICAL ENVIRONMENT

Government plays an active role as a planner, promoter and

regulator of economic activities because of this business

organizations are very conscious of and sensitive to the political

Environment. The federal state and local government take various

actions that have positive or negative impacts on business. Some

government decisions affecting business may have been made out

of political consideration some are made to reward political

supports.

ECONOMIC ENVIRONMENT

The status of an economy has an impact on the policies, goals

objectives and the strategic planning of a business organization.

30
Also the economic system adopted may have positive or negative

impacts on organizations.

MARKET ENVIRONMENT

Organization/industries constantly fight battles in the

competitive market employing such tactics increased customer

service new product introduction lower prices and special

promotions, all designed to catch new customers or to retain the

existing ones. In this same line of Uyterhoeven, Ackerman and

Lobenblum (1984) stated that market environment concerns itself

with that various theaters of the battle among competitors namely.

I. The customers to be served

II. The channels of distribution to be used to get to the

customers to be served.

III. The size and segmentation of market demand.

Therefore, the organizational strategist should know what the

customer wants how they want it, when he wants it and the

optimal channels to be adapted to the goods and services to them.

Rivalry among competitors seems to be a function of many

31
variables its intensity and strength determines the nature of

completion in the market place. Porter (1979) did a lot of work on

the concept of rivalry within the market environment. He made the

following assertions.

i. Rivalry intensifies as a number of competitors increase and

as competitors become more equal in size and capability.

ii. Rivalry is usually stronger when the demand for the

product is growing slowly.

iii. Rivalry is more intense when industry conducting tempt

competitions to use price cuts or other competitive

weapons to boost unit volume.

iv. Rivalry is stronger when customers costs to switch brands

are low.

v. Rivalry is stronger when one or more competitors is

dissatisfied with its market position and launches mores to

booster its standing at the expense of rivals.

ANALYSIS OF BUSINESS ENVIRONMENT

The environment of a business can be analyzed through two

approaches:
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 1. Environment can be viewed as a source of information to a

business organization.

2. It can be viewed or approached as a source of material

resources to a focal business organization.

The information aspect the resource aspects of the

environment focus its attention on the degree of uncertainty

confronting the organization, those stressing the resource aspects

of the environment focus on the degree to which the organization is

dependent on the vital resources.

So the technology and environment of an organization are

essential in the logistics activities of the organization, which are

inputs-through put output exchange activities.

These logistics activities of an organization can be analyzed based

on the concept of domain which the organization must stake out of

their actions in the environment.

Domain consists of claims which an organization stake out for

itself in term of:

1. Range of products produce for serve.

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 2. Population served.

3. Services rendered.

2.3 THEORETICAL FRAMEWORK

Declining productivity in Nigeria has become a persistent

concern of economic and business analysts over the past five years

and as the decline continues so does the search for solutions

(Bowman, 1994; Burnstein and Fisk, 2003; Balk, 2003). Dozens of

organizations have attempted to solve their productivity problems

by application of various innovative management techniques

(Balas, 2004). Some private sector agencies have implemented

incentive programs in order to influence and increase productivity.

Many of the motivational tools used in private industry are

not available to managers who work in the public sector. An

employee working in the public sector knows that salaries are not

individually negotiated. In the literature, it is posited that the

industrial revolution and the movement away from agrarian society

was the pivotal point in history that instigated the concern with

workers output (Kartzell and analorich, 2000). The major schools of

thought, namely, Fredrick W. Taylor and the Human Relations

34
Movement have impinged on productivity since the mid-nineteenth

century. Among a number of factors that were since that time

believed to have some influence on productivity are (a) the growth

of organized labour unions, (b) technological advancement and (c)

the changing role of government. For instance, government was

assumed to have some influence on productivity, albeit often

indirect through labour legislation, consumer protection

regulations and even tax regulations, which may redirect the way

in which factors of production are allocated.

The need to provide a safe business environment for

employees has had a long history in human resource management.

In Beer et al. (1994) model of human resource management, it is

acknowledged that work systems cannot only affect commitment,

competence, cost effectiveness and congruence but also have long

term consequence for workers’ well being, there is some evidence to

indicate that work systems designs may have effects on physical

health, mental health and longevity of life itself. Conducive

business environment ensures the wellbeing of employees which

invariably will enable them exert themselves to their roles with all

35
vigour that may translate to higher productivity (Akinyele, 2007)

Longman dictionary of contemporary English (2003) defines

business environment as “ all the situation, events, people etc but

that influence the way in which people live or work” while work” is

defined as” a job you are paid to do or an activity that you do

regularly to earn money”.

Accordingly, Kohun (1992), defines business environment as

“an entirely” which comprises the totality of forces, actions and

other influential factors that are currently and, or potentially

contending with the employee’s activities and performance.

Business environment is the sum of the interrelationship that

exists within the employees and between the employees and the

environment in which the employees work. Brenner (2004) was of

the opinion that “the ability to share knowledge throughout

organizations depends on how the work environment is designed to

enable organizations to utilize business environment as if it were

an asset. This helps organizations to improve effectiveness and

allow employees to benefit from collective knowledge”.

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 In addition, Brenner (2004) argued that work environment

designed to suit employee’s satisfaction and free flow of exchange

of ideas is a better medium of motivating employees towards higher

productivity. Work environment when appropriately designed,

motivates employees toward higher productivity.

To attain the objective, management of any organization must

identify those factors both in employment situation and in the

psychology of the workers that best motivated them and to see to

the provision of such factors in order to boost productivity. The

business environment according to Opperman (2002) is a

composite of three major sub environments viz: the technical

environment, the human environment and the organizational

environment. Technical environment refers to tools, equipment,

technological infrastructure and other physical or technical

elements. This environment creates elements that enable

employees perform their respective responsibilities and activities.

The human environment refers to peers, others with whom

employees relates, team and work groups, interactional issues, the

leadership and management. Human environment is designed in

37
such a manner that encourages informal interaction in the work

place so that the opportunity to share knowledge and exchange

ideas could be enhanced. This is a basis to attain maximum

productivity. Organizational environment include, systems,

procedures, practices, values and philosophies. Management has

control over organizational environment. For instance,

measurement system where people are rewarded on quantity hence

workers will have little interest in helping those workers who are

trying to improve quality. Issues of organizational environment

influence employee’s’ productivity. There are two types of business

environment according to Kyko (2005), which are conducive and

toxic business environments. Conducive work environment gives

pleasurable experience to employees and enable them to actualize

their abilities and behavior.

This type of environment also reinforces self- actualizing

behaviours. For instance, an irresponsible employee can change

into a responsible employee in conducive work environment. Toxic

work environment gives unpleasant experiences and at the same

time, de-actualize employees’ behavior. This environment reinforces

38
low self-actualizing behaviours and it leads to the development of

negative traits of the employees’ behavior. In toxic work

environment, responsible and sensible employee can change into

irrational and irresponsible employee as a survival strategy.

Kyko (2005) identified six factors which contribute to a toxic

business environment hence contributing to low productivity of

workers. The factors are: opaque management, biased boss,

company’s policies, working conditions, interpersonal relationship

and pay.

Mali (1978) sees productivity as “the measure of how

resources are brought together in organizations and utilized for

accomplishing a set of results. Productivity is reaching the highest

level of performance with least expenditure of resources. The term

employee productivity is commonly used to refer to the volume of

goods and services produced or rendered per employee within some

specific unit of time (year, month, week, day or hour). Productivity

is seen as the power of employees, that is, ability of employee to

turnout used values (goods and services) which can be normal at a

given state, technique and organization (Lambert, 2000;

39
Nwachukwu, 1987). Lambert (2005) was able to show in his

findings that” it is the nuniber of management functions in the

business environment which appear to have been the key factor

inhibiting higher productivity”. Accordingly, he identified the

management functions as: provision of adequate fringe benefits,

supervision, work method and organization.

Nwachukwu (1987) also identified, supervision, subordinates,

the environment and outcome as the major variables that influence

productivity. According to Cecunc (2004), productivity is referred to

as “an index expressed as the ratio of output over input (Weihrich

and Koontz, 1994; Bedejan, 1987). Lambert (2005) opines that

“labour productivity is rarely measured directly but inferred from

changes in employees’ attitude and behaviour such as

organizational commitment, organizational citizenship behaviour

and job satisfaction”.

Business environment includes some factors, which either

contributes positively or negatively to achieving maximum

employee productivity (Elywood, 1999). We cannot measure the

effectiveness of a job design without the knowledge of the working

40
environment in which the design is place it is part of total picture.

The factors which either contributes positively or negatively to

employee productivity are: temperature, humidity and air flow,

noise, lighting, employee personal aspects, contaminants and

hazards in the working environment, types of sub environment.

Brenner (2004) in a work place index survey conducted for

steel case itemized what employees want and perceived to help

their productivity in the work environment as better lighting, more

elbob room, creative methods for assessing space, personalization,

more impromptu meeting for work well done and involvement in

the decision that impact their day to day lives at work. An

organization that want to ensure employee productivity

improvements will exploit those tools used for managing the

business environment in which such employees work. An effective

business environment management entails making business

environment attractive, creative, comfortable, satisfactory and

motivating to employees so as to give employees a sense of pride

and purpose in what they do. The following are some of the tools

used to manage business environment to improve productivity.

41
Noise control, contaminants and hazard control, enhancing

friendly and encouraging human environment, job fit, rewards,

feedback, work environment modeling, creating qualitative work life

concepts and making physical working conditions favourable

(Cecunc, 2004; Opperman, 2002; Elywood, 1999).

Brenner (2004) argued for modeling of business environment

to improve employees’ productivity calls for management

responsibilities of holding everything together, improving

motivation and creating commitment in the work environment. He

postulated the PRIDE model, which managers can use in order to

be successful in modeling the business environment. Providing a

business environment that simultaneously achieves company goals

and employees’ goal involves motivating such business

environment with quality of work life. This involves giving

employees opportunity for their personal growth, achievement,

responsibility, recognition and reward so as to get high quality

productivity from employees (Cecunc, 2004).

42
2.4 EMPIRICAL REVIEW

Temtime & Pansiri (2004), in a small business research

entitled critical success / failure factors in developing economies:

some evidence from Botswana, conducting research on 203 units

of SMEs (Small and Medium Enterprises) in three cities in the

republic of Botswana. They used a questionnaire as a tool for

collecting research data, and analyze the data with statistical

techniques aided descriptive and inferential statistics. Their results

showed that the development of human resources, organizational

development, the background manager, managerial leadership and

competitive strategy is an important component that affects the

performance of the organization (SMEs). The main criticism we can

give to this research is the research question still contain

fundamental flaws in the design aspects of research,

conceptualization and operationalization of the factors that become

a critical aspect of the success and failure of SMEs. Thus, further,

we need a re-Explored on their research to include external factors,

such as the role of government, competition, and so on.

Furthermore, research conducted by Munizu (2010) with the title of

43
the influence of external factors and internal to the performance of

micro and small enterprises (MSEs) in South Sulawesi, which is

held in the city of Makassar and ParePare, and involved 300

respondents. Next, Mappingau & Maupa (2012), in a study entitled

entrepreneurial intention and small business growth: an empirical

study of small food processing enterprises in South Sulawesi,

Indonesia, conducting research on 137 units of small businesses in

the food maker Erekang region Of South Sulawesi. They used a

stratified random sampling and questionnaire as techniques and

tools to collect research data, and analyze the data with path-aided

engineering analysis. The results of their research to document

empirically that both internal factors (availability of start-up

capital, the desire far self, family support, a model of

entrepreneurship, personal skills, and work experience) and

external factors (availability of assistance and support from the

government, the availability of processing technology, availability of

raw materials, and option markets) simultaneously and positively

affect the growth of small businesses.

44
 Criticism that can be raised above their research is the

conceptualization of organizational growth has not been formulated

clearly, so that the further research of this variable should be

developed in a more measured, such as organizational performance

variables. Furthermore, Herman (2011), in a study entitled

influence business location, business character of the business

strategy and business performance of small industry in North

Sulawesi, carry out research on the 6 districts / cities (each of the

three counties / cities) in North Sulawesi. He used questionnaires

in research involving 200 respondents, and then analyze the data

using descriptive analysis and structural equation modeling

(Structural Equation Modeling-SEM). Research results conclude

that government regulation, competition and business location

significantly influence business strategy. Being small industrial

business performance is significantly affected by government

regulation, competition, business characteristics through business

strategy. Criticism which. can be raised against this study is the

researchers did not include the uncertainty of the environment

variable in examining the relationship between business strategy

and organizational performance, so that in future studies

45
mentioned variables should be considered as one dimension of

business strategy variables of a partial picture of the influence

between each variable that consists of the external environment,

internal environment, and cooperative performance.

46
 CHAPTER THREE

3.0 RESEARCH METHODOLOGY

3.1 BRIEF OUTLINE

Attempt has’ been made in this chapter to discuss- research

design, source of data or generation of data, method of data

collection, population and sample size determination, sampling

techniques, test of validity and reliability of instruments, and

method of data analysis or interpretation.

3.2 RESEARCH DESIGN

The research design adopted in this project is the survey

research method. The method was used to elicit information from

the respondents. The research design used is the survey research

techniques. This was because survey research technique study

large populations and also small populations, usually as samples

that are representative of such populations being studied enables

the researcher to draw correct conclusions.

3.3 SOURCES OF DATA OR DATA GENERATION

47
 In carrying out this study, information was obtained basically

from two main resources namely;

(a) Primary source

(b) Secondary source

PRIMARY SOURCE: Through this source, information and data

includes the first hand data collected through questionnaire and

oral interview. Also personal observation by the researcher.

SECONDARY SOURCE: This data was gathered from newspaper,

articles, journals, seminar papers, textbooks, magazines and

annual reports on issues relating to management of organization in

Nigeria.

3.4 METHOD OF DATA COLLECTION

For the purpose of this research, the researcher used oral

interview as the communication with the respondent both by

telephone and face to face. The use of face to face observation was

also supplied as well as questionnaire. Questionnaire was designed

with the objective that the responses will enable the researcher to

obtain appropriate data required to achieve the objective.

48
35 POPULATION OF STUDY AND SAMPLE SIZE

DETERMINATION

The population of the study was taken from the selected

organization in Owerri (coca-cola) the study will cover a whole

range of staff in that organization, which has about 150 workers,

therefore the total population is 150. The sample size of the study

was determined using yaro yemern formula.

It states;

n = N

1+N (e)2

where : n = sample size

N = Population size

e = level of significance of error or error margin.

1 = constant –

The level of significance used is 5% (0.05) which implies 95% level

of confidence.

So using the formula

49
 n= N

1+N(e)2

n= 150

1+150(0.05)2 -

n= 150

1+150(0.0025)

n= 150

1+0.375

n= 150

1.375 n = 109

Therefore the sample size is 109.

3.6 SAMPLING TECHNIQUES/PROCUDURE

The sampling procedure employed in this research work is

strategies sampling techniques when the populations are made up

of different segments and each group is needed in the sampling.

In this study, the population is made up of managers, supervisors,

clerk and other categories of workers and since they are all needed,

the strategies sample makes it possible for all the segments to be

presented.

50
3.7 TEST OF VALIDITY AND RELIABILITY OF MEASURING

INSTRUMENT

In order to ensure reliability of source of data, this was to

ensure that questions were simples and understandable so that

ambiguity of answers will be avoided. The researcher used sample

percentage to make the data obtained very simple to be analyzed

and to make the information presented in a way that it will clearly

be understood. The research instrument was the questionnaire,

which was designed in a simple and unambiguous words and

relevant questions were asked.

3.8 ADMINISTRATION OF DATA COLLECTION INSTRUMENT

The collection instrument was personally administered by the

researcher and retrieved for analysis, the questionnaire were

distributed to the top management, staff, supervision, and junior

staff.

3.9 METHOD OF DATA/STATISTICAL ANALYSIS

The data collected were represented with no sample table. The

collections were presented using statistical techniques such as

51
tabulations, averages and percentages, percentages were mostly

used to analyze data since ratios might not represent the expected

results, the percentage computed are those which are more

embracing in the analyzing of the influence of business

environment on the productivity of business organization.

Percentage are used to present population proportion, it is a

simple method of data analysis as it does not require many

calculation. The percentage of the response to each questionnaire

was also used.

The statistical tools adopted for answering research questions

and testing hypothesis are percentages and chi-square (x2)

respectively, in testing of hypothesis, chi-square will be used to see

whether the deviation of the actual observation (the observe

frequency) from the expected is significant so that it may result to

either rejection of the null hypothesis or acceptance of the null

hypothesis.

CHI-SQUARE (X2) ¿ ∑ ( Oi−Ei ) 2

Ei

52
Where; Oi = observed valued (frequency)

Ei = expected valued (frequency)

∑¿ Summation

Expected frequency (El) RT*CT

GT

Where; RT = Row Total

CT = column Total

GT = Grand Total

DECISION RULE

Accept and reject decision

Accept Ho (null hypothesis) if the x2 calculated is less than the x2

table value.

Reject HO (null hypothesis) if the x2 calculated is greater than x2

table value.

Accept HO if x2 cal is < than the x2 tab.

Reject HO if x2 cal is > than the x2 tab.

53
 In this formula, x2 is used to evaluate whether or not the

frequencies which have been empirically obtained differ

significantly from those which would be expected under a certain

set of theoretical assumptions. In order to apply the x2 test certain

level of confidence or margin of error has to be assumed and the

degree of freedom must be determined by the researcher.

The degree of freedom is found by taking that there are “R”

and “C” columns in the table, the first R-1 rows and C-1 column,

the remaining values are boarder tables. They represent the

possible response while the columns represent the classification of

the population studied. Therefore there is (R-1) (C-1) degree of

freedom.

DEGREE OF FREEDOM

The degree of freedom refers to the components of x2 which

vary randomly and independently once the boarder have been

established. The degree of freedom contingency table “R” rows, “C”

columns was given by (R-1) (C-1).

54
 The table value x2 for the appropriate degree of freedom

would be compared with the computed x2 and the decision would

be made at 5% level of confidence or significance. (i.e 95%

confidence level). This level of significance would be given in the

chi-square distribution.

55
 CHAPTER FOUR

4.0 PRESENTATION AND ANALYSIS OF DATA

4.1 BRIEF INTRODUCTION

In this chapter, the data collected through the use of

questionnaire during the field work are presented. Therefore, the
purpose of study which was discussed at the earlier chapter of this
project were used as guidelines in analyzing data collected during
the research.

4.2 PRESENTATION OF DATA

In this research, the total of one hundred and nine

questionnaires was collected from the organization which was
designed for senior staff management and the junior staff of the
company.

Administration and return of questionnaire.

56
4.3 ANALYSIS OF DATA

In analyzing the data, the information shows that there were

different opinions observations from the workers of selected

organizations in Owerri. It is therefore necessary to for flow the

rules as itemized in the questionnaire. They are as follows;

Question 1: what is your sex?

Table 4.3.1 sex of respondents.

Source: field survey 2021

From the table above, 54% representing 59 male respondents while

46% representing 50 female respondents.

57
Question 2: Marital status

Table 4.3.2 Marital status of respondents

Option No of Respondents % of Respondents

Married 60 55
Single 49 45
Total 109 100
Source: Field survey 2021

From the table above, 55% representing 60 respondents of those

that are married while 45% representing 49 respondents of those

that are single.

Question 3: Age bracket

TABLE 4.3.3: Age of respondent.

Option No of Respondents % of Respondents

25-30 yrs 30 27.5

30-35 yrs 30 28
35-40 yrs 40 37
40 and above 9 8
Total 109 100
Source: Field survey 2021

From the table above, 27.5% representing 30 respondents that fall

between 25-30yrs, 28% representing 30 respondents also fall

between 30-35yrs, 37% representing 40 respondents that fall

58
between 35-40yrs and 8% representing 9 respondents that fall

between 40yrs and above.

Question 4: Education qualification

TABLE 4.3.4: Education qualification of respondents.

Option No of Respondents % of Respondents

SSCE/GCE 7 6
NCE/OND 10 9
HND/BSC 30 28
MA/MSC 50 55
PHD 2 2
TOTAL 109 100
Source: Field survey 2021

From the table above, 6% representing 7 respondent that have

SSCE/GCE holders, 9% representing 10 respondent that have

NCE/OND, 28% representing 30 respondent that have HND/BSC

holders,55% representing 60 respondent that have MA/MSC

holders while 2% representing 2 respondent that have PHD.

Question 5: Working experience

Table 4.3.5 working experience of respondent.

Option No of Respondents % of Respondents

1-5 yrs 30 27.5

59
 6-10 yrs 40 37
11-15 yrs 30 28
16 and above 9 8
Total 109 100
Source: Field survey 2021.

From the table above, 27.5% of respondent have not spent up to

5yrs of employment in the company, 37% of respondent

representing 40 of those who have 6-lOyrs experience, 28°h

representing 30 respondent that have 11-15yrs experience while

8% representing 9 respondent of those that have spent l6yrs and

above in the company.

Question 6: How does your business response to changes in the

environment.

TABLE 4.3.6

Option No of Respondents % of Respondents

Lay down plan 57 52

As it come - -
Affirmative action 52 48
Total 109 100

60
Source: Field survey 2021.

From the table, 52% representing 57 of the company staff that

respond to the question while 48% representing 52 that also

respond to the changes of the environment.

Question 7: Does internal business culture have any effective

productivity effectiveness of the organization?

TABLE 4.3.7

Option No of Respondents % of Respondents

Yes 87 80
No 22 20
Total 109 100
Source: Field survey 2021.

From the table above, 8O% responded to Yes that business

environment can influence the organization while 2O% said No that

it cannot influence the business environment.

Question 8: Does eleciting energy within the business

organization have any effect on employee satisfaction?

TABLE 4.3.8

61
Option No of Respondents % of Respondents

Yes 52 48
No 57 52
Total 109 100
Source: Field survey 2021.

From the table above, 48% representing 52 that response to Yes

that organizational performance can be measured by productivity,

satisfaction and turnover while 52% representing 57 of the

respondent that said No that the organizational performance

cannot be measured.

Question 9: Does internal office furnishing of the internal business

organization any effect on employee turnover?

TABLE 4.3.9

Option No of Respondents % of Respondents

Yes 82 75
No 27 25
Total 109 100
Source: Field survey 2021.

62
From the table above, 75% of respondent agreed that the

relationship between the valuables can be resolve in the

organization, while 25% disagreed that the relationship between

the valuables cannot be resolved.

4.4 TEST OF HYPOTHESIS I

Ho: internal business culture has no effect on productivity

effectiveness in the organization.

TEST STATUS

Where X2 = ∑ (Oi−Ei)2
El
∑ ¿ Summation
Oi = Observed frequency

Ei = expected frequency

Df = degree of freedom

Df = (RC-1) (C-1)

Where RTXCT

GT

RT = Row total

CT = Column total
63
 GT = grand total

Break down of responses.

Expected frequency = row total x column total

Grand total

Expected frequency for management

For Yes = 99x81 = 8019 = 73.6

109 109

For No = 10 x 81 = 810 = 7.4

109 109
Expected frequency for workers
For Yes = 99 x 28 = 2772 = 25.4
109 109
For No = 10 x 28 = 280 = 2.6
109 109
CONTINGENCY TABLE

Options Oi Ei Oi-Ei (Oi-Ei)2 (Oi-Ei)2

Ei
Managemen 79 73.6 5.4 29.16 0.3962
t Yes
Managemen 2 7.4 -5.4 29.16 3.9405
t Yes
Workers Yes 20 25.4 -5.4 29.16 1.1480
Workers No 8 2.6 5.4 29.16 11.2154
Total 109 16.7001

64
Calculated chi-square value = 16.7001
Critical value = chi-square at S% level of significance Degree of
freedom = (R-1) (C-1)
R=2
C=2
(2-1) (2-1) = 1x1 = 1
Therefore, the critical value from contingency table = X2, (0.05,1)
= 3.841
DECISION RULE
Since the calculated chi-square is 16.7001, it is greater than the
chi-square critical value 3.841, the null hypothesis (HO) is
therefore rejected which means that monitoring of the business
environment create impact on the organizational performance.

4.4.1 TEST OF HYPOTHESIS II

Ho: Evaluating energy has no effect on employee satisfaction.

Option Management workers Total

Yes 68 22 90
No 7 12 19
Total 75 34 109
Expected frequency = Row total x column total
Grand total

Expected frequency for management

For Yes = 99x75 = 6750 = 61.9

65
 109 109

For No = 19 x 75 = 1425 = 13.1

109 109

Expected frequency for workers

For Yes = 90 x 34 = 3060 = 28.1

109 109

For No = 19 x 34 = 646 = 5.9

109 109

CONTINGENCY TABLE

Options Oi Ei Oi-Ei (Oi-Ei)2 (Oi-Ei)2

Ei
Managemen 68 61.9 6.1 37.21 0.6011
t Yes
Managemen 7 13.1 -6.1 37.21 2.8404
t Yes
Workers Yes 22 28.1 -6.4 37.21 1.3241
Workers No 12 5.9 6.1 37.21 6.3067
Total 109 11.0723

Calculated chi-square value = 11.0723

66
Critical value = chi-square at 5% level of significance.

Degree of freedom (2-1) (2-1) = 1x1 = 1

Therefore the critical value from the contingency table = X2,

(0.05,1) = 3.841

4.5 DECISION RULE OR INTERPRETATION OF RESULT

Since the calculated chi-square value is 11.0723, is greater than

the chi-square critical value 3.841, the null hypothesis (HO) is

therefore rejected which means that the organizational

performance measured productivity, satisfaction and turnover in

the business environment.

CHAPTER FIVE

5.1 SUMMARY OF FINDINGS, CONCLUSION AND

RECOMMENDATION

5.2 SUMMARY OF FINDINGS

The findings of this project were based on the analysis of data

collected from the different questionnaires administered to

manager’s supervisor’s clerks and others in the company. Also oral

67
interview and personal observation were conducted with some of

the company staff. The researcher discovered that control and

management of business environment structure, design or

organizational domain would enhance efficiency, productivity,

performance and total output in business organization.

It was also discovered by the researcher that investment friendly,

employment opportunities improves economy and good standard of

living situation will be future experience in Nigeria economy as

these articulated are used in our business environment.

Furthermore, poor management, high cost of maintaining staff and

training, uncertainties associated with suppliers and consumers,

ineffective communication network and lack of exert personal were

also identified as some problems facing the control and

management of influence of business environment on

organizational performance in Nigeria.

5.3 CONCLUSION

An organization is environmentally oriented if it has integrated

environment issues into its overall strategy. Control and manage

68
environmental influence in an appropriate way. To meet this

requirement it is necessary to integrate environment into the goal

structure of the organization using different set of goals, it is

reasonable to assume that the most important objective/vision of

an organization is survival.

That is strengthening its resource and capabilities to meet the

requirement or changing business world and gain competitive edge.

At the next level are strategic goals/mission which includes profit,

productivity, performance and market objective as a basic

objective.

5.4 RECOMMENDATION

Based on the project report findings on the influence of business

environment on organizational performance in Nigeria. The

researcher here by marks the following recommendations.

1. Proper feasibility studies should be carried out before

proliferation of any business organization.

69
2. The management is advised to employ financial forecasting in

predicting financial needs and effects of new policies and thereby

reduce strategic emergency decision which affects productivity.

3. To employ expert personnel in different departments

4. To state out appropriate domain which will help it now its

defenders.

5. The management should negotiate with its task environment in

order to achieve domain consensus.

6. Development competitive power, co-operative power and

defensive power to manage its relationship with its environment

hence the extent of productivity and survival depends on how it

manipulates its power dependences.

BIBLIOGRAPHY

Drucke F. Peter (1999) the practice of management Ron book

London.

Ebebe Getty C (1998) Business policy (a strategic approach, A &

Son Educational publishers Onitsha

Egolum and Okenwa (1999) fundamentals of production

management, snapp press Nig Ltd Enugu.

70
Godfrey Om (1997) professional manger: medyke printers Port
Harcourt

Nnadozie and Nwana L (1993) introduction to business. A

contemporary approach, first edition, Buset printing and
Allies production Ltd Nkpor, Anambra state.

Nwana LE (1996) organizational behaviour, Onwubiko printing &

pack industry Ltd Onitsha.

Onwuchekwa (1995) personal management Goshen publishers

Awka,

Onwuchekwa C.I (1993) management of small business

organization: an organizational design analysis, Goshen
publishers, Akwa.

Onwuchekwa C.I (1993) Management theory & organizational

analysis, Goshen Publishers Awka.

Shell petroleum development company Nigeria Ltd (2OOJ.) &

(2002) business and environment annual report.
Temilota Kehinde (1997) chattered secretary and administrator
APPENDIX I

Department of Business
Administration and Management,
Imo State Polytechnic
P.MB 1472, Umuagwo Ohaji Egbema.
23 June, 2018.
Dear Respondent,

71
I am a final year students in the department of Business
Administration and Management of the above named institution,
undertaking a research project on THE INFLUENCE OF BUSINESS
ENVIRONMENT ON ORGANIZATIONAL PERFORMANCE IN
NIGERIA, in Partial Fulfillment for the Award of Higher National
Diploma (HND).

I will be grateful if you can kindly complete the attached

questionnaire as objective as possible as the information obtained
will be treated confidentially and strictly used for the furtherance of
this research.

Yours faithfully,

Asoluka

APPENDIX II

QUESTIONNAIRE

BACKGROUND INFORMATION

Please mark (x) in the appropriate box

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Name:

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74
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