Skip to main content

THE EFFECT OF SUCCESSION PLANNING ON ORGANIZATIONAL RESILIENCE IN SELECTED MANUFACTURING COMPANIES IN RIVERS STATE





ATTENTION:
BEFORE YOU READ THE PROJECT WORK, PLEASE READ THE INFORMATION BELOW. THANK YOU!

TO GET THE FULL PROJECT FOR THE TOPIC BELOW PLEASE CALL:
08068231953, 08168759420

TO GET MORE PROJECT TOPICS IN YOUR DEPARTMENT, PLEASE VISIT:







THE EFFECT OF SUCCESSION PLANNING ON ORGANIZATIONAL RESILIENCE IN SELECTED MANUFACTURING COMPANIES IN RIVERS STATE


CHAPTER ONE
INTRODUCTION
1.1   CONTEXT OF THE PROBLEM
The corporate world exists in a dynamic environment with external factors far beyond the control of managers and internal factors generated within the organization. Managers are constantly striving to improve the performance of their organization. Regardless of the type  of and purpose of an enterprise, its leaders seek to enhance the way an organization conducts its business by adopting management practices which aim to increase effectiveness, efficiency and safety, also being resilient.
Alastir (2010) asserts that as our society becomes more complex and independent, we are becoming more vulnerable to disruptive events form threats and hazard. Alastir  contends that the aim of building resilience is to remove or reduce the exposure of organizations to threats and hazards by developing protective measures which claim to reduce the likelihood and consequences of a disruptive event, by preventing when possible, responding effectively and efficiently when an event occurs, and by recovering as quickly and completely as possible.
The concept of organizational resilience was borne out of the need for organizations to constantly keep themselves abreast of obstructions that may erode their entire existence and thereby take adequate precautionary measures which are regarded as anticipatory measures. The importance of organizations being resilient has a far reaching effect on the position of the entire enterprise. Scientists are now finding that the ability of good people to bounce back from bad situation, to continue to move forward under stress is a behaviour which should be nurtured and can infact be learned. Organization need to constantly respond not just to one time crisis or disaster event but to continuously anticipate and adjust to trends that permanently impair the earning power of the organization.
This is also affirmed by Mallak (1998) who opines that while disaster and crisis situation necessitates resilience for organizations, the unexpected events of most of the day-to-day operations of today’s unpredictable business environment require similar responses by employees too. The ability of any organization to maintain its standard and remain viable in the face of many perturbations today is a reflection of how resilient such organization could be. This is affirmed in Umoh (2009) who asserts that social organizations have to absorb environmental disturbance of all kinds in the process of achieving goals or objectives. He contends that the regulatory capacity of a subsystem is limited to its variety i.e. complexity. The regulatory must generate higher variety than that of the situation being regulated, otherwise it is impossible to bring and keep the situation within the set of desirable states.
This is also in consonance with the law of requisite variety cited in Umoh (2009) that “only variety absorbs variety”. The concept of a system being variable can be seen in eh context of how resilient it is. How proactive manages of organizations are in dealing with crisis, how prepared they are a measure of their viability.
Koontz, O’Donnel and Weihrich (1980) posit that an organized enterprise does not exist in a vacuum rather it is mutually dependent on its external environment, it is part of a larger system such as economics system, the industry to which it belongs and society. This implies that certain environmental factors such as natural disaster, economic factors, government regulations, socio-cultural factors, political instability, employee turnover are disturbance that can affect the entire business operations of an organization.
Umoh (2009) maintains that organizations must be at a homeostatic equilibrium or steady state being an open system it is and develop an error control measure as well in the form of feedback adjusters/adjuster organizers such as environmental inputs specialized facilities which check and forestalls the organization enabling it to live on negative entropy.
Drucker (2008) asserts that as baby boomers leave the workplace, they are also taking the depth of their experience with them, thus, there is not only a decline the number of workers, but there is also a shortage of experienced workers, and lack of documented practices. Hence, he contends that an organization has to provide today the men and women who can run it tomorrow. It has to renew its human capital by steadily upgrading its human resources. The next generation should stand in on the shoulders of their predecessors, establish a new “high business” baseline for the generation after them. For Drucker, an organization that just perpetuates today’s level of vision, excellence, and accomplishment has lost the capacity to adopt.
Several authors have looked at the concept of resilience from different angles. Archeologists and anthropologists have written provocatively about studying the resilience of parts, present societies.
Holling and Gunderson (2002:25-27) have considered resilience from the ecological view relating to biological studies using flexibility “adaptive cycle” to analyzes specific ecosystem trajectories against this theory. They also related this to families which may integrate due to divorce, but that reconstituted families follow the designs deemed “acceptable” by culture or religious institutions, including most parent child nuclear families. According to Redman and Kinzig (2003) archeologists, ecologists and economics have conceptualized on adaptive cycles and anarchy. However, the conceptualization made by holling in the field of ecology is being widely adopted and is serving as the basis for same compelling international collaborations devoted to enhancing resilience and regional sustainability, largely through auspices of the Resilience Alliance.
In Ostrom (1999)  and Westely (1995) participating economists have considered resilience useful incorporating notions of markets, pricing, and future discounting into refinements.
Studies on resilience and succession planning have been examined independently. It has also been related to other concepts. The researcher attempts to close this gap by defining succession planning as to how it affects organizational resilience.
1.2   STATEMENT OF THE PROBLEM
Organizations maintain our economy; they provide jobs, goods, service and a sense of community. The increasingly globalized nature of the modern world has led to organizations facing threats that often become crisis (McManus, Sonia, Therese; 2008). The implication of an ageing population on organizations will be substantial in terms of employee cost, flexibility and availability (Alastir; 2010).
Manufacturing companies in Nigeria, particularly Rivers State have been facing tremendous challenges such as epileptic power supply, the country’s deficient infrastructure including bad nature of the roads, credit squeeze, low purchasing power, high cost of custom duties for importation of raw material used in local production, corruption, poor management, production of fake products, youth restiveness as witnessed in kidnapping and recent bombings and many more are some of the eminent problems so many manufacturing companies in Nigeria.
Manufacturing companies are also faced with employee turnover arising from retirement, illness, death, search for better opportunities in other companies, economic situations arising from inflation, religious/cultural issues, competition etc. The external environmental factors are the most threatening because some of them are far beyond the control of managers.
It was reported in Vanguard Newspaper of November 13th, 2011, that manufacturers identified energy supply as one the challenge facing the sector. Source of energy and high cost of production are two major problems manufacturing companies are facing. These problems have led to some employees leaving their organizations for better opportunities. When employees move away from their companies, the knowledge gap created by their absence generates significant costs to the employers, but even more trouble is the potential loss of institutional knowledge vulnerability. This calls for need for a resilient team of management that is committed to actively manage resilience issue in these manufacturing companies.
Succession planning is a well-designed management tool which can address these problems arising from loss of key employees, thereby preparing the organization in advance. Succession plans are anticipatory measures and anticipatory measures according to Umoh (2009) anticipates and responds in advance to threats.
Steve (2010) asserts that succession planning focuses on managing risk and ensuring continuity across all level of the organization- risk of retirees taking their skills and knowledge with them and leaving nothing behind, and risk of retiree taking their skill and knowledge with them and risk of losing high value employees to competitors.
Daniel (2009) asserts in a study earlier this decade by the Bureau of Labour statistic reported that 17 percent of boomers holding executive and managerial positions were expected to leave their career by 2010. Forty percent (40%) of the skilled labour force will leave the manufacturing workforce during the next five years and will reportedly cost companies between $50 million and hundred million dollar ($100m), according to a June 2005 study by Advanced Technology Service and Nielsen Entertainment Consumer Products Group. This problem could only be addressed through well planned succession. Succession planning focuses on training those that will occupy executive positions.





1.3   CONCEPTUAL FRAMEWORK










Text Box: Business Continuity





Text Box: Emergency
Management
 











Source:
The above model has been developed borrowing from the work of several authors. Berke (2008) conceptualized management development as crucial to for succession planning and necessary for business continuity. Caldwell, C. Ann (2007) conceptualized leadership/management development as one of the dimensions of succession planning, while Bell,C. R. (1996) conceptualized mentoring as one of the dimensions of succession planning. He emphasized that whole succession ensures continuity and providing ready candidates for vacancy development ensures that employees have the necessary knowledge and skills to perform their jobs effectively and prepared for future assignments. Kurt, J. Engemann and Douglas, M. Handderson (1994) conceptualized risk management, business continuity and emergency response as measures of organization resilience.
1.4   PURPOSE OF THE STUDY
The general purpose of this study is to empirically evaluate the effect of Succession Planning on organization Resilience.
The specific objectives are:
1.     To examine the effect of management development on organizational resilience.
2.     To evaluate the effect of mentoring on organizational resilience.
3.     To evaluate the impact of structure on the relationship between succession planning and organizational resilience.
1.5   RESEARCH QUESTIONS
1.     To what extent can management development affect organizational resilience?
2.     To what extent can mentoring affect organizational resilience?
3.     To what extent can structure moderate the influence of succession planning on organizational resilience?
1.6   HYPOTHESES
To add direction to this study the hypotheses will be stated in a null form as follows:
H01: Management development does not have any significant effect on risk management.
H02: Management development does not have any significant effect on business continuity.
H03: Management development does not have any significant effect on emergency management.
H04: Mentoring does not have any effect on risk management
H05: Mentoring does not have any significant effect on business continuity.
H06: Mentoring does not have any significant effect on emergency management.
H07: Organizational structure will not moderate the effect of succession planning on organizational resilience.
1.7   SIGNIFICANCE OF THE STUDY
This study is intended to help the companies under study to be aware of the threats, the environmental hazards facing their business and how to deal with these challenges through strategic human resource planning. The significance of this study will be categorized into two areas
(1)    Theoretical significance
(2)    Practical significance
1.     Theoretical Significance: This study is intended to help academician an scholars who might be interested in this area of research in adding to their wealth of knowledge by broadening their scope in this area.
2.     Practical Significance: The study will help companies, policy makers and other users of such information relating to succession and organizational resilience in dealing with situations arising from resilience and how to pan for succession.
1.8   SCOPE OF THE STUDY
Pfeffer (1982) has argued that the level of or unit of analysis is determined by the theoretical content of the criteria value. In this study, the study units are organizational level not individual or group level. The organization is of two micro and macro level. The study here is a macro level analysis. It is a deductive study, the researcher is pulling from a major knowledge.
The geographical or survey area is a sample of manufacturing companies in Rivers State.


1.9   LIMITATION
 The researcher found it difficult to gain access to these companies under study. The respondents posed a lot of problem in retrieving data from them as some were unwilling to respond fine.
Financial constraints were one of the major problems in this research work.
1.10 DEFINITION OF TERMS
Business Continuity: Business continuity is the activity performed by an organization to ensure that critical business functions will be available to customers, suppliers, regulators, and other entities that must have access to those functions.
Delegate: To give part of your work, power or authority to somebody in a lower position than you.
Development: The gradual growth of something so that it becomes advanced, stronger, etc.
Emergency Management: Emergency management is the generic name of an interdisciplinary field dealing with the strategic organizational management processes used to protect critical assets of an organization from hazard risks that can cause events like disaster or catastrophes and to ensure the resilience of the organization within their planned life time.
Emergency: A sudden serious and dangerous event or situation which needs immediate action to deal with it.
Management Development: This is the process by which managers learn and improve their skills not only to benefit themselves but also their employing organizations.
Management: The act of running and controlling a business or similar organization.
Mentor: An experienced person who advices and help somebody with less experience over a period of time.
Plan: (something) (for something) to make detailed arrangement for something you want to do in the future.
Resilience: The ability of people or things to feel better quickly after something unpleasant, such as shock, injury etc.
Risk Management: the identification, analysis, assessment, control, and avoidance, minimization, or elimination of unacceptable risks.
Risk: to somebody or something the possibility of something bad happening at some time in the future; a situation that could be dangerous or have a bad result.
Succession Planning: is therefore the process of making a detailed arrangement for someone to take over an official position or title.
Succession: The act of taking over an official position or title; the right to take over an official position or title, especially to become the king or queen of a country.
1.10 ORGANIZATION OF THE STUDY
 This study is divided into several chapters. This will ensure that the discussions are clear and consistent with the distinct areas covered by each chapter. For the purpose of this study, the discussion are divided into five chapters
Chapter One: The first chapter basically forms part of the introductory elements of this paper. It offers a discussion on what the study intends to tackle and what organizational issue it seeks to resolve. An introduction to the general importance of organizational resilience, a background of the problems in the current environment of manufacturing companies in Nigeria, and the rationale why and how this general problem needs to be addressed shall be indicated in this chapter. Hence, the first chapter shall build the foundation on which the subsequent chapters will relate.
Chapter Two:  The second chapter shall provide for the review of related literature pertaining to succession planning, organizational resilience and contextual factor, structure. On a more specific note, the discussions shall fall squarely on how the existing literature points to the concepts and issues mentioned in purpose of this study. Moreover, this chapter will also provide some description of past studies that shows similarities with the intended ends of this study. These discussions will then be sued to relate to the actual findings of this study.
Chapter Three: The third part of the paper shall cover the methods and procedures used in this paper. Simply, the discussion on this chapter shall cover the models used in the data acquisition processes in the paper. Statistical tools as well as other concerns which the researcher encountered during the course of the study shall be taken into account. This is to provide a transparent account on how the data is acquired and to show that the data used in the analysis are credible.
Chapter Four: The fourth chapter shall present, interpretation and analysis of the data acquired from the respondent companies. In this part of the study, tables shall be used to summarize the findings made by the researcher process. Specifically, the processed data from the quantitative research shall be discussed and related to the objectives of the paper. In addition to that, the discussions shall also relate the findings on the existing theories pointed out in the earlier literature review.
Chapter Five: The last chapter shall be giving out the summary, conclusion and recommendations based on the findings presented in the preceding chapter. In doing so, this chapter will succinctly specify the implication of the study on the overall field of organization.





AFFILIATE LINKS:

www.nairaprojects.edu

Comments

Popular posts from this blog

INDUSTRIALIZATION IN NIGERIA; POLICIES STRATEGIES AND IMPACT ON ECONOMIC GROWTH.

                                                        ATTENTION: BEFORE YOU READ THE PROJECT WORK, PLEASE READ THE INFORMATION BELOW. THANK YOU! TO GET THE FULL PROJECT FOR THE TOPIC BELOW PLEASE CALL: 08068231953, 08168759420 TO GET MORE PROJECT TOPICS IN YOUR DEPARTMENT, PLEASE VISIT: www.easyprojectmaterials.com www.easyprojectsolutions.com www.worldofnolimit.com INDUSTRIALIZATION IN NIGERIA; POLICIES STRATEGIES AND IMPACT ON ECONOMIC GROWTH. ABSTRACT Industrialization in Nigeria has been pursued since the post independent era through a government policy of import substation, export promotion, and many other complementing policies, aimed at accelerating the pace of the economic development. Despite these policies, industrialization is till at rudimentary state in the country. This is the principals factors that motivation this study. This study examines and evaluates the industrial environment in Nigeria, its problems and th

ENGLISH LANGUAGE EDUCATION PROJECT TOPICS AND MATERIALS

  ENGLISH LANGUAGE EDUCATION PROJECT TOPICS AND MATERIALS       ATTENTION: BEFORE YOU READ THE PROJECT TOPICS BELOW, PLEASE READ THE INFORMATION BELOW.THANK YOU!   NOTE: WE WILL SEND YOU THE ABSTRACT, TABLE OF CONTENT AND CHAPTER ONE OF YOUR APPROVED TOPIC FOR FREE. CHOOSE FROM THE LIST OF TOPICS BELOW. SEND YOUR EMAIL ADDRESS AND THE APPROVED PROJECT TOPIC TO ANY OF THESE NUMBERS-08068231953, 08168759420   WE WILL THEN SEND THE ABSTRACT, TABLE OF CONTENT AND CHAPTER ONE FOR FREE   NOTE ALSO: WE CAN ALSO DEVELOP THE FULL PROJECT WORK CALL: 08068231953, 08168759420       ENGLISH LANGUAGE EDUCATION PROJECT TOPICS AND MATERIALS     1.     STYLISTIC ANALYSIS OF CHIMAMANDA NGOZI ADICHIE’S HALF OF A YELLOW SUN 2.     PIDGIN ENGLISH ON RADIO AS A MEANS OF EFFECTIVE COMMUNICATION TO ILLITERATE AUDIENCE 3.     A CRITICAL, RATIONAL AND REFLECTIVE ENQUIRY INTO THE CONCEPTS OF HUMAN RIGHTS AND DEVELOPMENT 4.     THE SOCIOLINGUISTIC ANALYSIS OF THE

CURRICULUM STUDIES AND EDUCATIONAL PLANNING

  CURRICULUM STUDIES AND EDUCATIONAL PLANNING     ATTENTION: BEFORE YOU READ THE PROJECT TOPICS BELOW, PLEASE READ THE INFORMATION BELOW.THANK YOU!   NOTE: WE WILL SEND YOU THE ABSTRACT, TABLE OF CONTENT AND CHAPTER ONE OF YOUR APPROVED TOPIC FOR FREE. CHOOSE FROM THE LIST OF TOPICS BELOW. SEND YOUR EMAIL ADDRESS AND THE APPROVED PROJECT TOPIC TO ANY OF THESE NUMBERS-08068231953, 08168759420   WE WILL THEN SEND THE ABSTRACT, TABLE OF CONTENT AND CHAPTER ONE FOR FREE   NOTE ALSO: WE CAN ALSO DEVELOP THE FULL PROJECT WORK CALL: 08068231953, 08168759420       CURRICULUM STUDIES AND EDUCATIONAL PLANNING     1.     THE IMPACT OF PLANNING ON TEACHING AND CURRICULUM DEVELOPMENT OF TEACHING AND LEARNING INTERGRATED SCIENCE IN JUNIOR SECONDARY SCHOOLS IN NIGERIA 2.     FUNCTIONAL ACCOUNTING EDUCATION CURRICULUM FOR SUSTAINABLE YOUTH EMPOWERMENT IN EDO STATE 3.     FACTORS MILITATING AGAINST EFFECTIVE MANAGEMENT OF SCHOOL RECORDS BY SECONDARY SCHOOL