Organizational Behaviour

In both developed countries, privatization and in some cases commercialization have grown in popularity and acceptability. It has also become an important instrument that government can use to promote economic development, improve the production and distribution of goods and services, stream line government structure and reinvigorate industries controlled or managed by the state. The magnitude of persistent failure of public enterprises has alarming rate due largely high level corruption. Even when faithful implementation was supposed to result in efficiency effective and economic to the economy and consumers alike there continued to a derail from reality. The study methodology applied survey design and use Pearson product moment correlation coefficient. The study revaled that privatization promotes economic development. Privatization is a major road map to sustainable economic development. Hence creation of employment opportunities, four prices and competition but unfortunately public power as example the expectations from privatization have not been realized in Nigeria. It has been at the detriment of the households. The study recommends that there should faithful implementation of privatization, and it should be implemented with vigour.

Human civilization formed from several communities and each community is growing and developing all the communities. We are observing the evolution of human civilization. Why do some countries get richer every day? And some of the highest incomes in rich countries pay for improving their innovation and development costs and the future of the country but low-income and poor countries does not do anything. Several communities are always people who are hard-working creative and entrepreneurial addition to their problems; help others to solve community problems. Joseph Schumpeter the father of enterprise believed that the scientific and economic development growth and job creation that is possible when a system the people in the community take risks and to new innovative methods of alternative solutions and approaches to per inefficient and archaic .This means anyone with a new idea of entrepreneurship and business process mobilization marketed through the new product or service. The human society development process since the beginning can see with help of a time machine from the beginning until now and we see that in each period and creative entrepreneurs have pioneered new developments. From the Renaissance to the present number of experts on entrepreneurship has researched and everyone has tried to encourage every person in own age. Entrepreneurs are individuals with special characteristics such as courage, innovation, hard work, creativity, with the goal of success, etc. These special conditions during childhood and adolescence and therefore pursue the implementation of their projects. However, the development of national and international entrepreneurs is not possible without new ideas, way of life and their composition, creativity, design, fight hard, take risks and succeed with hope and confidence is high. These three personal skills, technical and management required.The main advantages of entrepreneurship for job creation, completion of civilization and industry increased productivity, preventing brain drain then increase national wealth and etc. Because governments use this key and scroll and progress must appropriate and use this important legislation and provided with the necessary facilities to encourage youth entrepreneurship and to transform society and in the international competition and to succeed in their community.

The main objective of this paper was to look at the effect of Organizational Culture on Organization’s Economic Performance. The discussion was based on series of empirical studies of Organizational culture and Organization’s Economic performance. The research findings no doubt have validated the synerginous relationship between Organizational culture and Organization’s Economic performance especially, the long-term financial performance was highest for organizations with an adaptive culture while strength and fit perspectives were partially supported. They also recommended that there can still be more room for improvement and consequently better economic performance if proactive adaptability is enhanced, which requires senior leaders to cooperate and collaborate among themselves, leaders must create and implement a business vision and associated strategies that fit the organizational context( a vision represents a long-term goal that describes” what an organization wants to become”) , if adaptive culture is promoted over time by a combination of organizational success and specific leadership ,leaders must get employees to buy into a timeless philosophy or set of values that emphasizes service to the organization’s key constituents-customers, stockholders, and employees-and also emphasizes the improvement of leadership, and creating infrastructure to preserve the organization’s adaptiveness by consistently reinforcing and supporting the organization’s core philosophy or values of satisfying constituency needs and improving leadership by management.

Organizational justice is a variable that predicts a lot of organizational variables such as organizational citizenship behavior (OCB) and plays an important role in its improvement. In today's competitive world, organizations cannot survive for a long-term period of time without employees' voluntary intention to cooperate and adopt the organizational responsibilities, commitment, and mutual trust. They need behaviors beyond the organizational expectations and does not exist in written job description but ensure the organizational survival. Thus, managers should be sensitive to development and reinforce this organizational variable. Since, the purpose of this study is to investigate the effect of organizational justice on OCB through mediation of organizational identification as well as moderation of psychological contract. To do this, a sample size of 84 was estimated using Cochran's formula, and finally, 90 questionnaires were collected from the employees of Agriculture Jihad department of Gonbad-e-Kavoos. Cronbach's alpha for all the measures was greater than.70 and confirmatory factor analysis confirmed the questionnaire's construct validity. Structural equation modeling and hierarchical regression were used to test the hypotheses. Research results indicated that organizational identification fully mediated the relationship between interactional justice and OCB; partially mediated the relationship between distributional justice and OCB, but the mediating role of organizational identification in the relationship between procedural justice and OCB was not confirmed. Furthermore, it was determined that the positive relationship between organizational identification and OCB was moderated by psychological contracts so that this positive relationship is stronger when transactional and relational contracts are high.

Changing employment patterns together with changes in the demographic structure of the workforce have resulted in a different reality for the 21st century. Instead of trying to manage copious amounts of leisure time, many employees are instead trying to juggle numerous responsibilities with the increased, intensified demands of work. Such reality and in particular, transformations in the structure of both the workplace and the workforce imply that work practices and employers’ expectations must change accordingly. The changing economic conditions and social demands have changed the nature of work throughout the world. The concept of Work life balance is becoming more and more relevant in an ever dynamic working environment. This study makes an attempt to analyze empirically perceptions of Information Technology (IT) sector women professionals on work life balance.

This article examines whether adherence to organisational rules and policies or meeting assumed job satisfaction standards and living within working conditions can induce job satisfaction among employees in the Lagos State parastatals. The study sampled six parastatals where a sample of four employee categories (Top Management staff, Senior Managers, Middle Lower Managers, and non-managerial employees) was made. A structured questionnaire containing 52 items drawn from 10 variables (dependent and independent variables) was the main instrument used to explicate data from respondents, measuring the various aspects that reflect the nature of these variables. Beside this primary source, other secondary sources used include books, journals and internet materials. The study adopted analytical models such as correlation, regression and path analyses in assessing the research question, while the chi-square was used to analyze the hypothesis. In conclusion, the article discovered that indeed, there exists a positive correlation between adherence to organisational rules and policies or meeting assumed job satisfaction standards and living within working conditions, and job satisfaction among employees in the Lagos State parastatals. Therefore, adherence to organisational rules and policies, meeting assumed job satisfaction standards and living within working conditions are recommended among workers in the Lagos State parastatals as such activities have the propensity to promote employee job satisfaction.

At the heart of a human being are emotions, feelings, and the behavioral manifestations that come from those inner stirrings. Emotional information plays a critical role in our working lives since the relationships we form are governed by rules of behavior – of cooperation and dominance, among others – that are triggered by our emotions. Before the 1990s, EI had been an overlooked part of human nature – recognized intuitively sometimes, but not examined according to rigorous, scientific criteria. The new scientific idea behind EI is that human beings process emotional information; they comprehend and utilize emotional information about social relationships. This idea was launched in two 1990 scientific articles by Peter Salovey and myself. Daniel Goleman’s successful popularization of those early articles on emotional intelligence, and the related work of many other scientists, led to a great deal of popular discussion of the idea. This popular notion of EI as anything but IQ has created a new management fad. Unfortunately, the faddish appeal of emotional intelligence has encouraged many people engaged in otherwise legitimate business consultation to include a wide variety of approaches and concepts under the umbrella emotional intelligence. Emotional Intelligence is increasingly relevant to organizational development and developing people, because the EQ principles provide a new way to understand and assess people's behaviors, management styles, attitudes, interpersonal skills, and potential. Emotional Intelligence is an important consideration in human resources planning, job profiling, recruitment interviewing and selection, management development, customer relations and customer service, and more. Emotional Intelligence links strongly with concepts of love and spirituality: bringing compassion and humanity to work, and also to 'Multiple Intelligence' theory which illustrates and measures the range of capabilities people possess, and the fact that everybody has a value. The EQ concept argues that IQ, or conventional intelligence, is too narrow; that there are wider areas of Emotional Intelligence that dictate and enable how successful we are. Success requires more than IQ (Intelligence Quotient), which has tended to be the traditional measure of intelligence, ignoring essentials behavioral and character elements. We've all met people who are academically brilliant and yet are socially and inter-personally inept. And we know that despite possessing a high IQ rating, success does not automatically follow.

This article examines the influence of positive job feeling on job satisfaction among workers in Lagos State Ministries. A priori expectation is that positive job feeling has a correlation with job satisfaction among workers in Lagos State Ministries. The study sampled six ministries where a sample of four employee categories (Top Management staff, Senior Managers, Middle Lower Managers, and non-managerial employees) was made. A structured questionnaire containing 8 items drawn from the variables (dependent and independent variables) was the main instrument used to explicate data from respondents, measuring the various aspects that reflect the nature of these variables. Besides the primary source, secondary sources such as books, journals and internet materials were also used to conduct the research. The study adopted analytical models such as correlation, regression and path analyses in assessing the research question, while the chi-square was used to analyse the hypothesis. In conclusion, the article found that positive correlation exists between positive job feelings and job satisfaction among workers in Lagos state ministries, and recommended that factors of perceived fairness should be strengthened as it promotes positive job feelings which in turn motivate job satisfaction.

Lean Six Sigma is a powerful business improvement system that is rapidly being deployed across several manufacturing and service sectors. This paper introduces environmental professionals—including environmental health and safety (EHS) managers, environmental agency personnel, and non-governmental environmental technical assistance providers—to these methods. This paper also evaluates how Lean Six Sigma can be related to the environment and provides guidance on how environmental professionals can leverage Lean Six Sigma activities to generate better environmental and operational results. The challenge, and opportunity, for environmental professionals is to figure out how to leverage Lean Six Sigma improvement efforts in a seamless way that embeds environmental considerations and sustainability concepts into the normal way of doing business. This paper is designed to assist environmental professionals in meeting Lean Six Sigma practitioners where they are; help them translate environmental concepts into the Lean Six Sigma lexicon; and make environmental improvement efforts a seamless, integrated aspect of delivering waste-free value to meet customers’ needs.

Nowadays regarding to increasing complexity of organizations and differences in thoughts, attitudes and beliefs of individuals, there has been some conflicts in organizations as inevitable part of organizational life which should be properly identified and managed. But now what is important to resolve organizational conflicts is awareness of the five conflict management strategies and their appropriate contexts and applications in order to select the appropriate strategy for each position; not only to prevent damage to the organization, but leading them to the realization of organizational goals. Organizational Justice is an ability of managing organizational conflict. The process and outcomes of Organizational Justice includes many results such as reduction of stress, enhancing understanding and communication, increasing stability, continuity and empathy. Conflict management is to resolve disputes, teamwork, and cooperation, working with people through shared goals, etc. this is a descriptive survey which sought to identify the impact of Organizational Justice on conflict solving strategies. In this regard, this survey achieves some results in conflict solving strategies and its impressionability based on the components of emotional intelligence.