A) Please write a Research Project(Thesis) using the below topic:Research Topic: Effectiveness of Reward System and Appraisals System in increasing the Retention and Productivity of employees in Retai
ROLE OF CULTURE IN CREATING ORGANISATIONAL IDENTITY - A CASE STUDY ON CHEMICAL COMPANIES OF SAUDI ARABIA STUDENT NAME: XXXXX PROFESSOR NAME: XXX 2 Table of Contents Chapter 1: Introduction ................................ ................................ ................................ .............. 6 1.1 Introduction ................................ ................................ ................................ .......................... 6 1.2 Background of the topic ................................ ................................ ................................ ....... 6 1.3 Background of the companies ................................ ................................ .............................. 6 1.4 Problem Statement ................................ ................................ ................................ ............... 7 1.5 Aim of the study ................................ ................................ ................................ ................... 7 1.6 Obje ctives of the study ................................ ................................ ................................ ......... 8 1.7 Research questions ................................ ................................ ................................ ............... 8 1.8 Research Hypothesis ................................ ................................ ................................ ............ 8 1.9 Ra tionale of the study ................................ ................................ ................................ .......... 8 1.10 Purpose of the study ................................ ................................ ................................ ........... 9 1.11 Structure of the dissertation ................................ ................................ ............................... 9 1.12 Summary ................................ ................................ ................................ .......................... 10 Chapter 2: Literature Review ................................ ................................ ................................ ... 11 2.1 Introduction ................................ ................................ ................................ ........................ 11 2.2 Conceptu al framework ................................ ................................ ................................ ....... 11 2.3 Organizational culture ................................ ................................ ................................ ........ 12 2.4 Principles of organizational culture ................................ ................................ ................... 12 2.5 History of organizational culture ................................ ................................ ....................... 13 2.6 Organizational excellence ................................ ................................ ................................ .. 14 2.7 Strong and weak organizational culture ................................ ................................ ............. 14 2.8 Creating positive organizational culture ................................ ................................ ............ 15 2.9 Effectiveness and adequacy of organizational culture ................................ ....................... 16 2.10 Types of organizational culture ................................ ................................ ....................... 16 2.11 Organizational culture and its impact on corporate performance ................................ .... 17 2.12 Change in organizational culture ................................ ................................ ..................... 18 2.13 Models and theories of organizational culture ................................ ................................ . 18 2.14 Impact of organizational culture in emp loyee management ................................ ............ 20 2.15 Corporate culture in productivity ................................ ................................ ..................... 21 2.16 Organizational culture in customer satisfaction ................................ ............................... 21 2.17 Organizational culture's influence upon business improvement ................................ ...... 22 2.18 Gaps in Literature ................................ ................................ ................................ ............ 22 3 2.19 Conclusion ................................ ................................ ................................ ....................... 22 Chapter 3: Research Methodology ................................ ................................ ........................... 23 3.1 Introduction ................................ ................................ ................................ ........................ 23 3.2 Method outline ................................ ................................ ................................ ................... 23 3.3 Research onion ................................ ................................ ................................ ................... 23 3.4 Research Philosophy ................................ ................................ ................................ .......... 24 3.5 Research approach ................................ ................................ ................................ ............. 25 3.6 Research Design ................................ ................................ ................................ ................. 25 3.7 Data collection method ................................ ................................ ................................ ...... 26 3.8 Data source ................................ ................................ ................................ ......................... 26 3.9 Data ana lysis ................................ ................................ ................................ ...................... 27 3.10 Sampling method ................................ ................................ ................................ ............. 27 3.11 Population and sampling size ................................ ................................ ........................... 27 3.12 Accessibility issues ................................ ................................ ................................ .......... 28 3.13 Ethical consideration ................................ ................................ ................................ ........ 28 3.14 Research limitation ................................ ................................ ................................ .......... 28 3.15 Timetable of the research ................................ ................................ ................................ . 29 3.16 Conclusion ................................ ................................ ................................ ....................... 29 Chapter 4 Findings and Analysis ................................ ................................ ............................. 30 4.1 Introduction ................................ ................................ ................................ ........................ 30 4.2 Data collection for Quantitative Analysis ................................ ................................ .......... 30 Chapter 5 Conclusion and Recommendation ................................ ................................ ........... 70 5.1 Conclusion ................................ ................................ ................................ ......................... 70 5.2 Linking wi th the objectives ................................ ................................ ................................ 71 5.3 Recommendation ................................ ................................ ................................ ............... 73 5.4 Limitation of research ................................ ................................ ................................ ........ 74 5.5 Future scope of study ................................ ................................ ................................ ......... 75 5.6 Summary ................................ ................................ ................................ ............................ 75 Reference List ................................ ................................ ................................ .......................... 77 4 List of Figures Figure 1: Dissertation Structure ................................ ................................ ............................... 10 Figure 2: Conceptual Framework ................................ ................................ ............................ 11 Figure 3: Types of organizational culture ................................ ................................ ................ 17 Figure 4: Edgar Schein Model ................................ ................................ ................................ . 18 Figure 5: Sanctuary Model of Corporate Culture ................................ ................................ .... 19 Figure 6: Organizational Theory and Design ................................ ................................ ........... 20 Figure 7: Research Onion ................................ ................................ ................................ ........ 24 Figure 8: Research Philosophy ................................ ................................ ................................ 24 Figure 9: Research Approach ................................ ................................ ................................ ... 25 Figure 10: Research Design ................................ ................................ ................................ ..... 25 Figure 11: Data Collection Method ................................ ................................ ......................... 26 Figure 12: Data Source ................................ ................................ ................................ ............ 27 Figure 13: Gantt chart ................................ ................................ ................................ .............. 29 Figure 14: Satisfaction measure of the supervision in the companies ................................ ..... 32 Figure 15: Satisfaction level of the job training programes ................................ ..................... 36 Figure 16: Satisfaction level of the leadership of directors’ and managers in the company ... 40 Figure 17: Organization supports professional development an d career growth .................... 44 Figure 18: Conflict resolution mechanism implemented in your company ............................. 48 Figure 19: Code of Ethics in organization is appropriately designed and implemented ......... 52 Table 20: Satisfaction level on the motivational strategies and reward system adopted by the company ................................ ................................ ................................ ................................ ... 56 Figure 21: Communication and feedback mechanism implemented within the company ...... 60 Figure 22: Most important factor influencing organizational culture in company .................. 64 Figure 23: Facto rs of organizational culture to be given more importance ............................. 68 5 List of Tables Table 1: Satisfaction measure of the supervision in the companies ................................ ........ 32 Table 2: Satisfaction level of the job training programs ................................ .......................... 36 Table 3: Satisfaction level of the leadership of directors’ and managers in the company ....... 40 Table 4: Organization supports professional development and career growth ........................ 44 Table 5: Conflict resolution mechanism implemented in your company ................................ 48 Table 6: Code of Ethics in organization is appropriately designed and implemented ............. 52 Table 7: Satisfaction level on the motivational strategies and reward system adopted by the company ................................ ................................ ................................ ................................ ... 56 Table 8: Communication and feedback mechanism implemented within the company ......... 60 Table 9: Most impo rtant factor influencing organizational culture in company ..................... 64 Table 10: Factors of organizational culture to be given more importa nce .............................. 68 6 Chapter 1: Introduction 1.1 Introduction Organizational culture determines effective working prospects and significance of respective companies of specific countries. Positive working culture motivates every employee of a respective company in order to reflect business segments through efficient working procedures and methods. Moreover, culture of companies also evaluates, rather modifies working pro spects and performances of every employee of a company. This is to be justified that productivity, customer satisfaction, employee management, relationship, communication process etc. all are highly depended upon corporate culture evidently. This research study analyzes organizational cultures of five respective chemical companies in Saudi Arabia so that the readers get an effective, rather influential opinion and concept regarding organizational culture of different business institutions as well. The compa nies are mentioned as Naam chemicals, Sadara chemical company, Reza chemical, Fouz chemical and Delmon group of companies. These companies and their organizational cultures are defined and analyzed through significant data and information including SPSS, w hich are researched by the researchers in order to highlight reflective and signified implications of organizational culture and performance as well. 1.2 Background of the topic Performance of a respective company depends upon organizational culture, which is the chief topic of this research study. It is to be defined that organizational culture helps every company to increase economic aspects and capital rates so that no difficulty or trouble can affect the management in any way. However, the mentioned fiv e respective chemical companies of Saudi Arabia are competing between each other in order to gain significant and reputed marketplace.
In this respect, it must be evaluated that those five companies should keep in their minds that organizational culture an d significance must highlight and transmits their performance and adequacy. Therefore, they must handle their culture fruitfully in order to maintain market evaluation, customer loyalty, brand loyalty and so on. 1.3 Background of the companies NAMA Chemica ls: Nama chemicals group’s another title is NAMA. This company is attached with Taduwal listed company ( www.aandesigners.com, A.2017 ). Taduwal listed company was established in the year of 1992. Headquarter of this company is situated in Jubail, Saudi Arab ia. This company is under Petrochemical industry as well. 7 Sadara Chemicals Company: Sadara Chemical Company is another partner of The Dow Chemical Company and Saudi Aramco Companies as well. This company has been established in the month of October 2011. T otal investment of this company is US$20 billion (Sadara.com.2017 ). This is also a petrochemical company and headquarter of this company is situated in Jubail, Saudi Arabia. Reza Chemical: Reza chemical company is a significant chemical company situated in Saudi Arabia. This company is established in the year of 1979 as well ( Rezachemical.com.2017 ). The headquarter of this company is situated in Jeddah, Saudi Arabia. This is a significant component of Reza Investment Co. Ltd. This is a significant and renow ned company of high quality chemical products and FMCG. Fouz Chemical: Fouz chemical company also is established in 1979. The branch offices of this company are situated in Dammam. This company has a number of chemical laboratory and companies scattered in different places as well ( Fouz.com.sa.2017 ). Moreover, it is to be notified that this company provides more than 100 chemical products to its customers evidently. Delmon group of companies: Delmon Group of companies is also a part of Dammam, which is the kingdom of Saudi Arabia. This company is invented in the year of 1981 ( Delmon Group of Companies.2017 ). In this company, there are 500 or more than 500 employees respectively. This company is significant in manufacturing, engineering, trading and marketing group at a glance. 1.4 Problem Statement Organizational or corporate culture signifies significant attitude, behaviour of every respective employer and employee in order to evaluate and develop business perspectives and prospects as well. The problem stat ement of this research study is to analyze company profiles, employee management, customer satisfaction, productivity etc. This is because; all these aspects are to be justified and analyzed by the managers of five respective mentioned companies so that th ey can be able to highlight their working performances and organizational cultures as well. 1.5 Aim of the study The chief aim of the study is to analyze significant objectives and rules that should be maintained by respective managers of all the mentioned companies regarding organizational culture and performance. The study also includes researching elements and information of employee management, productivity of chemical products, relationship and communication among employers and employees of all the fiv e companies. 8 1.6 Objectives of the study • To understand the roles or purpose of organizational culture in every specified company • To evaluate strategic movement and planning of organizational culture in every company • To define change management and its impact upon organizational culture • To clarify and notify relationship between organizational culture and business performance 1.7 Research questions Research questions are highly depended upon the significant research objectives of this research study. How ever, the questions are mentioned below: • What are the chief purposes of organizational culture in order to develop business of specified companies? • How should the roles or purpose of organizational culture be maintained in every respective business compan y? • What are the significance and importance of organizational culture in every business company? • Why are the changes needed in strategies and planning of organizational culture in mentioned business companies? • How are organizational culture and business pe rformance are interrelated? 1.8 Research Hypothesis There is no relationship between organizational culture and corporate performance. There is a significant relationship between corporate culture and performance. 1.9 Rationale of the study Culture holds every aspect of business organizations, including both positive and negative aspect. It is to be mentioned that not all the organizations are prepared well to reflect their culture significantly. The chief issue of these organizations is that they are unable to highlight their business purpose and significance. The issue is faced by the organizations, as they do not have effective and significant corporate culture within their management as well. However, respective managers should try to eva luate their strategies and planning regarding productivity, employee management and customer satisfaction in order to highlight their culture as well. 9 The five respective companies are trying to involve significant organizational culture in order to highli ght and reflect their performances significantly. In this respect, they are facing irrespective troubles and difficulties, as they do not have appropriate strategies regarding employee management, productivity, customer satisfaction and so on. This signifi cant research study is trying to involve effective strategies and planning so that the respective companies are able to highlight their working elements and performances in Saudi Arabia. 1.10 Purpose of the study Role or purpose of the study is to analyze significance and importance of organizational culture in every specific business organization. Moreover, the study also discusses how corporate culture can be implemented and what planning and strategies are required in order to imply and involve significa nt management culture within all the companies as well. This study specifies the need of changes in strategies and planning of highlighted culture of organization. Along with this, the study defines and describes relationship between organizational culture and business performance as well. Other than this, it must be evaluated in the research study that researchers need to verify and clarify all the significant objectives and perspectives of implementing and evaluating a respective culture in a company. It also describes the ways and procedures of implementing essential and important objectives in order to maintain and manage a significant culture within an organization so that the employers and employees do not be able to change the respective positive cult ure into an irrespective negative one as well. 1.11 Structure of the dissertation The researchers of this research study represent their discussion, research topics, researching analysis in five respective chapters. The chapters have been furnished with si gnificant data, information, and analysis of the research topics significantly and adequately. The chapters have been followed in the figure that has been represented in this context below: 10 Figure 1: Dissertation Structure (Source: Created by the researcher) 1.12 Summary The introduction part submits significant discussion and targets of the research study so that the readers and observers of this research study can be understood all the objectives and information of organizational culture signific antly. Moreover, it is to be defined that every company including Reze chemicals, Naam chemicals group, Sadara Chemical Company, Fouz Company and Delmon group of company are the significant chemical companies of Saudi Arabia, which are represented in this context in order to describe and define the effectiveness and reflection of corporate culture upon their business performances influentially. Moreover, it is to be defined that research objectives and questions are presented in this context in order to dis cuss evaluation and essentialities of organizational culture significantly. This is because; organizational culture highly evaluates and reflects corporate performance fundamentally and evidently as well. 11 Chapter 2: Literature Review 2.1 Introduction Literature review denotes organizational culture and its performance in order to improve and evaluate a respective business company. Literature review is an essential component of a significant research study, which presents support, and proof of the objec tives that researchers have been analysed thoroughly in their research study as well. This is because, literature review involves renowned persons’ comments and speeches regarding the topic of the research study.
Those included comments and speeches are hi ghly influential and respective which help the readers, business analysts and professionals to understand the respective topic and analysis of the topic influentially and remarkably. Regarding organizational culture and its performance, researchers have in volved a number of comments and speeches, which have been mentioned by respective and significant persons including authors, business analysts and professionals and so on. According to De Bono et al. (2014, p.5), it is to be signified that culture is highl y depended on reflecting a society significantly. Similarly, organizational culture is essential in order to highlight and reflect a significant business company and its business prospects and perspectives. This is because, if culture is significant and ad equate, employees are able to work actively and energetically. On the other hand, if culture is not significant and influential, employees do not get encouragement to work significantly and productively. 2.2 Conceptual framework Figure 2: Conceptual Framework (Source: Created by the researcher) 12 2.3 Organizational culture Organizational culture explains a number of ethical behaviour and considerations, that employers and employees of a respective organization should maintain and manage. This is because , business development and improvement is highly depended upon organizational culture. Organizational culture also includes dress code of employees, way of communication, behavioural styles and approaches and so on. As cited by Ashkanasy and Dorris (2017, p.106), business development and evaluation is highly depended upon the employees’ working styles and aspects, behaviours and attitudes, timing schedule of arriving and departure in office etc.
Moreover, it is to be highlighted that all these aspects are u nified together under the umbrella of organizational culture fundamentally. However, if all the aspects and components of organizational culture are not managed and maintained adequately in a respective organization, business development and evaluation is not be possible for that organization as well. Therefore, it is to be mentioned that every organization and its management should be careful and attentive while creating and evaluating their culture. They should maintain timing or duty hours of every respe ctive employee according to their job roles and responsibilities. As opined by Hartnell et al. (2016, p.846), they should fix remuneration process of every respective employee significantly. Remuneration is significant in order to maintain a culture of org anization. This is because, employees are highly encouraged and motivated if they get correct amount of remuneration accordingly. 2.4 Principles of organizational culture Organizational culture contains number of significant principles, which are evaluatin g and significant for the development, and improvement of a respective business organization. It is to be defined that all such principles are significant for the culture as employers and employees are highly motivated in their job responsibilities. Howeve r, the principles are discussed thoroughly below in this context: Maintaining current situations: Organizational culture should be maintained after observing and evaluating current situations of a respective organization. This is because current situations were highlighted and signified in order to evaluate the culture significantly. Culture denotes dressing sense, behaviours etc. of every employer and employee as well. Changing behaviours: Organizational culture should also be maintained by changing behaviours of every employee. In this respect, it must be evaluated and justified that which employees are needed to change their behaviours and attitudes. As cited by Alvesson and Sveningsson (2015, p.100), manager should highlight those employees’ behaviour, which is 13 needed to be changed and should change their behaviours influentially according to approp riate culture and performance of an organization. Focusing on reflective behaviour: Regarding principles of organizational culture, managers need to highlight and to focus upon the employers and employees. They should have reflective behaviours and attitu des significantly. Moreover, it is to be justified that those behaviours of the employees should not be changed that are according to influential organizational culture as well. Receiving suggestions from formal leaders: While evaluating and developing a r espective organizational culture, managers need to receive and take suggestions from formal leaders and analysts. This is because organizational culture needs effective ideas and concepts of formal business leaders and analysts influentially. 2.5 History o f organizational culture Organizational culture has introduced in different business companies from the late 1970s. It takes a larger shape and is highly valuable in developing business perspectives of business management from the early -mid 1980s as well. In this respect, it is to be defined that Peters and Waterman have described features and significance of organizational culture of significant and influential companies’ performances in the year of 1982. Moreover, it has been observed that in 1985, Schein described evaluation and reflection of organizational culture. He also divides corporate culture into three respective parts, which are included as assumptions, values and artifacts. Assumption is the component, which highlights working rules and regulati ons that have been included within a company but unofficial. Values depend on working perspectives, strategies and planning significantly. The last part, artifacts reflect organizational culture including working styles, working responsibilities and so on. As cited by Alvesson and Sveningsson (2015, p.109), it is to be defined that in the most recent days, a number of business analysts, authors and professionals are describing values and importance of culture of organization in different books, journals, ar ticles and magazines. It is also to be informed that more than 150 companies in United States are getting advantages and benefits in their business performances and aspects for highlighted and influential business culture and strategies. Therefore, from t his detailed discussion, it has been proved that organizational culture and its history help the recent business managers and professionals to include significant organizational culture within their management influentially and respectively. 14 2.6 Organizati onal excellence Organizational excellence is highly depended upon internal and external environment and atmosphere of a respective organization. Moreover, it is to be highlighted that internal and external strategies and planning of a respective organizati on is highly included in organizational culture in order to make the culture excellent. Other than this, it is to be signified that all the employers and employees need to be active and energetic in order to influence a culture of their organization. This is because culture needs to be significant in order to highlight their business perspectives and objectives. According to Chatterjee (2016, p.37), business components include strategies, structures, planning and designs of respective company both internall y and externally. In this respect, it is to be signified that if the structures and planning are not established evidently, companies are not be possible for improvement and productivity.
Moreover, it is to be justified that organizational excellence and c ulture are highly interrelated with each other, as excellence is possible if culture is developed and improved as well. 2.7 Strong and weak organizational culture Strong and weak organizational culture have a number of different aspects and perspectives, which are highlighted by respective managers of a significant business organization. A strong organizational culture contains effective communication process, bonding and friendly relationship among all the employees and employers of that company. Moreover, remuneration process, stakeholders and significant business environment and atmosphere are also included within a significant and strong culture of organization. No other culture or aspects can be able to break or weaken this strong culture in those organ izations, which have this strong culture of organization as well. Regarding weak organizational culture, it must be signified that inadequate communication process, weaker relationship among employers and employees are highlighted within an organization. M oreover, it has been specified that if organizations do not contain well remuneration process and fail to manage other components and business perspectives irrespectively, they do not have strong future of organization, it mean they have failed to involve significant organizational culture and therefore, they have weak organizational culture as well. However, it is also to be mentioned that the organizations, which have weak culture of organization, needs to evaluate their working aspects and styles includi ng the overall components of business so that they can be able to influence their culture and to make stronger culture of organization significantly. 15 2.8 Creating positive organizational culture In order to create a positive organizational culture, manager s need to highlight significant points or methods, which are highly rewarding and effective. It is to be mentioned that positive organizational culture helps a respective organization to influence and manage their business perspectives and significance. Ho wever, this positivism of organizational culture can be signified through different parts or procedures, which have been discussed in this context thoroughly. Defining legacy: Legacy or bereavement should be maintained and highlighted in a respective organ ization significantly. This is because, if an employee does not get effective and according remuneration to his working responsibilities, he will definitely leave that specific company within a short period, which is unachievable for the company as well. T herefore, the company needs to highlight their every perspective regarding remuneration, working aspects, job roles, employee management, healthcare steps and so on. Recruiting smartly: In order to maintain positivism in organizational culture, managers n eed to recruit and select mostly talented candidates within their company. This is because, without talent and capability, employees never be able to maintain effective rules and regulations regarding positive organizational culture significantly. Listenin g properly: Regarding positive culture of an organization, listening method should also be maintained adequately. As opined by Dagiliene (2015, p.99), managers and employees need to communicate with each other rewardingly. Moreover, they should listen to e ach other properly so that they do not have any confusion regarding a specific topic, they have discussed with each other respectively. Engaging influential employees and actions: Positive organizational culture can be involved within an organization significantly, if the employers engage significant employees and their influential behaviour and attitude effectively. In this respect, training and development is needed. Survey is also needed in order to observe which employees are effective and talented regarding their behaviour and attitude accordingly. Rewarding significance: Rewarding system should also need to include as this system helps the employees to get motivated for their working styles and responsibilities. In this respect, it is to be signified that if the employees do not get correct encouragement and motivation, th ey get bored to explore uniqueness and evaluation in their working aspects and significance. Getting ready for change: If in an organization, some faults or crises occur, managers should evaluate and mitigate those faults and crisis in order to develop th e culture significantly. 16 Moreover, it is to be informed that managers should change their culture and atmosphere in order to develop their culture and performance. However, change management is highly effective and significant for this respect of influenci ng and developing organizational culture adequately. 2.9 Effectiveness and adequacy of organizational culture Organizational culture involves significant strategies and planning which are highly influential and respective for different business companies. This is because, if culture of organization is highly motivated and adequate, productivity of business products or services must be developed in an organization. According to Ali and Patnaik (2014, p.16), if productivity developed and increased, customers’ satisfaction is obvious and definite. As a result, organizations become successful in order to increase their rates of capital and economic value influentially. However, it is to be highlighted that if the business companies do not include significant and influential culture, they cannot be able to develop their productivity and as a result, customers’ satisfaction is not possible for them as well. However, it is to be defined that corporate culture is adequate and effective in order to maintain business a spects including working styles, responsibilities, and strategies and so on. 2.10 Types of organizational culture Corporate culture is of different types and those types should be included in respective business companies according to their business styles and management. It is to be signified that the types are clan culture, adhocracy culture, market culture, hierarchy culture and so on. Clan culture: Clan culture is evaluating and significant for every respective management regarding their business perspe ctives. This culture denotes a friendly environment in an organization. As opined by Valmohammadi and Roshanzamir (2015, p.167), managers and employees work together and perform their own according responsibilities, but they share their own thoughts and vi ews of business prospects with each other. This sharing motif helps them to evaluate and to create unique adequate strategies and working segments influentially. Human resource management is an essential part of this culture as well. Adhocracy culture: Adh ocracy culture is creative working environment. In this culture, employees invent risk for their working styles and responsibilities and employers take risks and try to mitigate with reflective plans and strategies. Other than this, it is to be justified t hat this culture helps respective business companies to work reflectively in future. 17 Figure 3: Types of organizational culture (Source: Wiewiora et al. 2013, p.1163) Market culture: This culture designates the managers to observe and receive information regarding current market culture of business aspects. Then the managers involve significant working styles and responsibilities so that their companies become successful and achieve reputed market position as well. Moreover, it is to be justified that empl oyers and employees become competitive in this culture and try to take their companies forward in financial aspects, productivity and customer satisfaction. Hierarchy culture: Hierarchy culture signifies formal and corporate based working styles and manage ment. Through this culture, leaders, managers and other respective employers lead and train every employee of their company and employees should maintain their command respectively and accordingly. As cited by Reason (2016, p.109), official rules, procedur es, methods are highly significant and essential in this respective culture of management adequately. 2.11 Organizational culture and its impact on corporate performance Corporate performance is depended upon management style and culture evidently. This is because, highlighted culture influences and motivates employees to work resultantly and remarkably. In this respect, it is to be highlighted that corporate performance includes rewarding production of business products or services, in time delivery to the customers, managing employees, appropriate training and development, remuneration and salary of employers etc. Therefore, according to Lee et al. (2013, p.1716), it is to be highlighted that 18 culture is highly valuable and significant in order to maintain corporate performance in every company as well. 2.12 Change in organizational culture Change management is also required in order to influence and to make culture of respective companies significant and adequate. Managers should be careful and attentive in this respect. This is because, if they observe or follow some crisis or irrespective faults in culture of their companies, they must evaluate their strategies and working plans in order to mitigate and avoid such crisis and faults as well. Moreover, they are able to change some specific objectives and plans of business prospects in order to signify and evaluate their culture influentially and relevantly. However, if change does not occur in culture, managers will be unable to evaluate their culture of orga nization and as a result; corporate performance will be decreased eventually. 2.13 Models and theories of organizational culture A number of models and theories are applicable and significant for corporate culture, which is highly valuable for every respe ctive business institution. However, such models and theories are significant and justified, which have been discussed thoroughly below: 2.13.1 Edgar Schein Model Edgar Schein has defined corporate culture in respective three steps, which are included as assumptions, values and artifacts. Assumptions are defined as unofficial rules and regulations that are engaged in a company in order to highlight their cultural values and prospects. Values involve specific highlighted working aspects and styles, which are influential and justified. Moreover, artifacts include official rules and regulations, which are applicable for working styles and responsibilities of every employer and employee respectively. Figure 4: Edgar Schein Model (Source: Schein et al. 2015, p.106) 19 2.13.2 The Sanctuary Model Sanctuary model involves seven significant steps, which helps a corporate culture to develop their refectory elements in order to highlight their business significance in the current market place. It is to be justified that those steps are highlighted as n onviolence, growth and change, emotional intelligence, social learning, open communication, social responsibility and democracy. Figure 5: Sanctuary Model of Corporate Culture (Source: Bloom, 2013, p.111) Nonviolence directs all the employees of a company not to commit any crime or violent activities, which may destroy working environment of the company. Growth and change evaluates respective implications, mitigates crisis, faults of a respective company, and helps the management to improve and deve lop their working elements and significance. Emotional intelligence is another significant step, which helps the managers to observe and to value psychological aspects and emotional affections of employees so that they can be able to influence them accordi ngly. Social learning is involved in this model so that the managers include and highlight social responsibilities while dealing with employees and customers. Open communication is also essential in order to improve a culture of company as without effectiv e communication, employers and employees cannot be able to work actively and improve their quality of work significantly. 2.13.3 Organizational theory and design Organizational theory and design includes effective steps and perspectives, which are highly significant and influential for corporate culture and performance. In this theory, goals, 20 strategies, size, technology, structure, culture and environment are highly notified and adequate reflectively. Goals or targets should be fixed through discussion bet ween employers and employees. If goals or targets are not fixed, designation and success are impossible for a respective company. Strategies or planning are decided in respect of goals. However, culture, environment, atmosphere etc. should also be perfect and according. Otherwise, companies cannot be able to influence their working significance and achieve a reputed position within the marketplace as well. Figure 6: Organizational Theory and Design (Source: Giachetti, 2016, p.107) 2.14 Impact of organiza tional culture in employee management Organizational culture is evaluative and influential in order to manage employees or service workers of a respective business institution. It is to be specified that employees are influenced by effective culture of org anizations. If a company holds significant working environment, atmosphere or culture, employees get influenced and motivated and start working energetically and actively. Moreover, it is to be specified that in a respective and influential culture, promot ion system should be included. This is because, if a talented employee works influentially and fruitfully, he must get promotion or higher post in his company. This system encouraged employees to work more influentially and adequately in near future. On th e other hand, demotion should also be included in a company so that the employees get warning regarding their negative and irrespective working aspects. In this regard, the employees try to evaluate their working styles and try to produce influential produ cts and services for their customers as well. 21 Remuneration process is another significant part of employee management. This is because, if employees do not get justified and satisfied remuneration according to their responsibilities and working styles, the y get demotivated. As a result, they start to neglect their work responsibilities and productivity and quality of products or services are also get decreased accordingly. Therefore, remuneration process, communication system, teamwork etc. should be improv ed and included in corporate culture so that the employee management get also highlighted and adequate evidently and efficiently. 2.15 Corporate culture in productivity Corporate culture and productivity are interrelated with each other in every respective business company. It is to be justified that productivity includes significant production of business products and services maintaining high quality of those products or services as well. Moreover, it must be specified that providing or selling high quali ty products or services to the customers in low cost or price rates is also included as a part of productivity. However, all these aspects and components are chiefly managed or maintained through reflective and fruitful culture of company as well. Other th an this, it is to be identified that regarding productivity, employees have to perform significant and chief responsibilities as well. In this regard, employees need significant corporate culture to work influentially and justifiably. Moreover, it is to be highlighted that if working environment is not maintained in culture of company, employees cannot be able to produce high quality products for which the customers get satisfaction as well. However, it is to be evaluated that culture should be notified an d noticeable in order to influence and to maintain relevance in productivity. Productivity is a specific reason or component to gain success and to achieve reputed position in its marketplace. 2.16 Organizational culture in customer satisfaction Customer satisfaction is also depended on corporate culture as well. This is because; corporate culture helps or guides employees to work actively and evidently. If employees produce business products or services maintaining high quality, customers will be highly satisfied with the quality products and their long period of validity. If a business product is sold to the customers in high price rates in a company, and its valid period is too low, customers get dissatisfied with the products and with the compa ny as well. On the other hand, it is to be informed that if a company serves its customers with high quality products in low price rates or costs and its valid period is long -term, customers will be satisfied influentially and 22 relevantly. In this respect, another significant point is relationship between employers and employees is also notified. This is because, friendly relationship helps them to discuss regarding their production and customer satisfaction and as a result, they are able to include highligh ted and reflective strategies to produce significant and high quality products or services and to satisfy customers evidently. 2.17 Organizational culture's influence upon business improvement Business development and improvement is a reflection of corpora te or business culture. This is because, if culture is not improved and evaluated, business significance and evidence is impossible. Employees, their working activities, styles, their motivation and encouragement are highly depended upon the culture of the ir company. As cited by Rosemann and vom Brocke (2015, p.105), if these aspects run or continue positively, business improvement cannot be obstructed by any other objective or component as well. Therefore, it must be justified that culture should be evalua ted and developed by respective managers in order to influence and improve business management significantly. 2.18 Gaps in Literature According to respective business analysts, business improvement needs effective and significant organizational culture. Ho wever, organizational culture is not the only topic that can be able to highlight business significance and objectives as well. As per some other respective business professionals, customer satisfaction is possible if managers manage culture influentially and evidently. If culture is the only objective to satisfy the customers, then products, costs and change management do not have value to satisfy the customers as well. However, these above mentioned points and objectives are the gaps in literature review of organizational or corporate culture as well. Managers, business analysts, researchers need to evaluate, to include and to prove some other respective objectives and notifications, which can be able to mitigate those, gaps that has been mentioned above. 2.19 Conclusion In order to conclude, it is to be mentioned that literature review signifies reflective and evident comments and speeches of renowned persons in order to support the analysis and research of researchers regarding organizational culture and corporate performance. However, though literature review has some gaps, still the aspects and objectives of literature help the researchers to prove their analysis and research significantly and reflectively. 23 Chapter 3: Research Methodology 3.1 Introductio n Methodology includes reflective methods of techniques, which help respective researchers to research or analyze a significant research study in order to provide supports and information regarding the topic to the readers as well. In this respect, it is t o be defined that this chapter helps the researchers and analysts to find out and point out innovative and significant techniques of research including diagrams, paradigms, models and theories respectively.
Moreover, it is to be defined that research topic denotes the researchers to designate the research process including quantitative or qualitative methods as well. This research study needs quantitative research method, through which researchers can be able to find out researching data and information for the research study as well. 3.2 Method outline Every respective component and part is important and effective in order to gather methods and techniques of researching a significant research topic. Method outline indicates the researcher’s significant tech niques and methods of a research study in order to analyze significantly. Moreover, it is to be mentioned that method outline indicates research philosophy, data sources, data collection analysis and so on (Bryman and Bell, 2015, p.111). However, for this research study, researchers need to select quantitative data collection in order to collect data for five respective chemical companies in Saudi Arabia. It is to be informed that 125 respondents of those five companies are selected in order to gather prima ry data through online survey and SPSS is highly reflective and effective in order to analyze data and information significantly. 3.3 Research onion Research onion is equipment, which helps the researchers to point out the steps regarding their research an alysis of a significant topic. In this respect, it is to be defined that research onion has six respective parts and these parts are situated in according layers of the onion. At the first outer layer, there has been placed research philosophy. Second, is research approaches, third one is strategies, fourth part is choices, fifth part is time horizons and the last part is techniques and procedures as well. However, it is to be defined that through these six parts, research onion is highly significant and he lpful accordingly. 24 Figure 7: Research Onion (Source: Saunders et al. 2009, p.819) 3.4 Research Philosophy Research philosophy helps every respective researcher to understand and to be familiar with all parts and components of a significant topic. There can be included three respective research philosophies, which are positivism, post positivism and realism. Research philosophy suggests the researchers to define and describe the topic and information of the topic to the readers as well. However, it is to be signified that for this particular topic, positivism research philosophy has been chosen significantly. Positivism theory is significant in order to gather positive information and data regarding organizational culture of five respective companies in Sa udi Arabia as well. Figure 8: Research Philosophy (Source: Knobe and Nichols, 2013, p.109) 25 3.5 Research approach Research approach is significant and essential in order to evaluate and develop specific topics of research study as well. Research approache s are included as inductive and deductive approach. In this research study, deductive research approach is selected. Deductive research approach helps the researchers and analysts to gain knowledge and information thoroughly regarding the topic as well. Mo reover, deductive approach also helps researchers to adopt and highlight theories and models, which are highly applicable in order to gain knowledge and information regarding the specific topic as well. Figure 9: Research Approach (Source: Friend and Je ssop, 2013) 3.6 Research Design Research design of a particular topic helps the researchers and analyst to design or structure the topics of the research topic and to analyze the topics thoroughly. Three designs are there including descriptive, explanatory and exploratory research designs. These designs help the researcher to describe and analyze their research study in order to provide current analysis and information to the readers. Figure 10: Research Design (Source: Yin, 2013, p.117) 26 Descriptive research design has been selected for this research study as well. This is because, descriptive research design helps the researchers to describe and define research topics thoroughly and adequately. Moreover, this design helps the researchers to identify and point the issues and problems while analyzing the research topic. 3.7 Data collection method There are two significant methods of collecting data, which are included as quantitative and qualitative data collection. In this respect, it is to be defined that for this specific research study, quantitative data collection method has been chosen. This is because, 15 respondents have been chosen in order to collect data through online. Therefore, it is clear that it must be quantitative data collection method . Moreover, mathematical tool and data are required in order to analyze organizational culture of five companies in Saudi Arabia. Figure 11: Data Collection Method (Source: Nomano et al. 2014, p.1379) Qualitative information includes quality and culture of respective topics, which is not important and essential in this respect as well as this data collection method helps to identify and analyze quality information of a respective topic of research study as well. 3.8 Data source Data sources include primar y and secondary as well. Primary data source signifies face -to-face interview, questionnaires, and surveys and so on. Secondary sources include collecting or gathering data and information through books, journals, articles and online services as well. For this research topic, primary sources have been given priority to gather data and information. This is because, from five respective companies of Saudi Arabia, 125 respondents have been selected in order to prepare a survey through online. Secondary data s ource is used less than primary data source in this respective research study. 27 Figure 12: Data Source (Source: Waltman and Costas, 2014, p.433) 3.9 Data analysis After getting or collecting data, it needs to be analyzed by the researchers in order to des cribe different problems and solutions of the significant topic of the research topic. Data analysis helps the readers to understand effective issues and its resolutions, which are highlighted by the researchers through data analysis as well. 3.10 Sampling method Regarding sampling method, probability and non -probability methods are specified significantly. Probability sampling method includes equal opportunities of every respondent to explore their thoughts and information regarding the topic (Forton and D e Maertelaer, 2017, p.101). Regarding non -probability sampling method, it is to be defined that respondents do not have equal opportunities to explore their information and data regarding the topic as well.
However, regarding this research study, it is to be defined that probability -sampling method has been selected as 125 respondents have been selected from five respective chemical companies of Saudi Arabia as well. 3.11 Population and sampling size Population and sampling size are also significant and ess ential for respective topic of the research study. Overall people, who are highly connected and interrelated with respective topic of the research study, is known as the population. Sampling size includes respective people or respondents who are providing information and data to the researchers and analysts regarding the topic of research study. In this research study, 125 respondents have been selected in order to gather and collect SPSS data through online survey or questionnaires as well. 28 3.12 Accessibi lity issues While researching or analyzing a significant research study, it is to be justified that researchers face a number of accessibility issues irrespectively. In order to enter the five respective companies of Saudi Arabia, they need gate pass or pe rmission to enter (Shigeno et al. 2013, p.24). In this respect, they sometimes do not get permission to enter into the chemical organizations significantly. Moreover, it is to be highlighted that managers remain busy with their working schedule and time. A s a result, they are unable to provide extra time for researchers as well. Therefore, the researchers face difficulties and issues in order to get effective information from the managers. Moreover, effective research analysis needs high budget rates and so metimes researchers face financial crisis, which is another accessibility issue regarding researching and analysis. 3.13 Ethical consideration Researchers also need to maintain ethics while collecting data and researching. Researchers should be careful and attentive while gathering data and information regarding a topic. They should not explore companies’ data and information for commercial purpo ses. In this respect, it must be signified that while collecting data and information, researchers should be careful that any data should not disclose companies’ policies and procedures (Bray et al. 2015, p.157). In this research study, researchers need t o collect SPSS data through online process and therefore, the researchers should keep these above -mentioned ethics significantly. 3.14 Research limitation Researchers also face some limitation while finishing the analysis of a respective research study. In this respect, time, money, required data etc are the significant limited topic as well. This is because, researchers do not have enough time to find out and gather significant data and information regarding a specific topic. Moreover, it is to be highligh ted that researchers need to provide havoc amount of money in order to research or analyze properly and significantly.
Research data and information are also limited, as researchers do not have enough time or money to collect and identify it as well. 29 3.15 Timetable of the research Figure 13: Gantt chart (Source: Created by the researcher) 3.16 Conclusion It is to be defined at the end of this chapter of research methodology; researchers provide significant techniques and procedures of collecting and gathe ring data of SPSS, which is significant and adequate to identify the culture of five respective chemical organizations of Saudi Arabia. Moreover, this chapter also signifies and defines that data source is highly depended upon the research topic and study as well. 30 Chapter 4 Findings and Analysis 4.1 Introduction Through the findings and analysis chapter the researchers plans to measure and evaluate the role of culture involved in the creation of the identity of an organization. Taking help of the quan titative data collection methods, the researcher undertakes the activity of assessing the importance of culture within organizations in Saudi Arabia and explores show it creates an impact on the performance of the employees. With respect to this chapter, t he researcher analyses the data, collected from the employees by applying quantitative techniques and responses of the respondents. The researcher faces certain problems in the form of data manipulation, collection of incomplete and inaccurate data during the process of data collection. On completion of the data collection method, the researcher analyses the data inputs in order to provide a conclusion received from the analysis of the data. 4.2 Data collection for Quantitative Analysis In the section, the respondents of five eminent chemical companies in Saudi Arabia namely, Delmon group of companies, Reza chemicals, Sadara chemicals, Fouz chemicals and NAMA chemical groups have been chosen. The questions put forward to the respondents of the entities are analyzed hereafter. 31 1) How far you are satisfied with the supervision mechanism in the organization? Op tio ns Delmon group of companies Reza chemicals Sadara chemicals Fouz chemicals NAMA chemical groups Nu mb er of res po nd ent s Tot al res po nd ent s % of res po nd ent s Nu mb er of res po nd ent s Tot al res po nd ent s % of res po nd ent s Nu mb er of res po nd ent s Tot al res po nd ent s % of res po nd ent s Nu mb er of res po nd ent s Tot al res po nd ent s % of res po nd ent s Nu mb er of res po nd ent s Tot al res po nd ent s % of res po nd ent s Str on gly sati sfi ed 20 50 40 12 50 24 5 50 10 10 50 20 6 50 12 sati sfi ed 10 50 20 8 50 16 10 50 20 16 50 32 16 50 32 Ne utr al 14 50 28 15 50 30 15 50 30 13 50 26 18 50 36 Dis sati sfi ed 6 50 12 15 50 30 20 50 40 11 50 22 10 50 20 32 Table 1: Satisfaction measure of the supervision in the companies Figure 14: Satisfaction measure of the supervision in the companies Delmon group of companies Statistics Respondents Total N Valid 4 4 Missing 0 0 Mean 12.5000 50.0000 Median 12.0000 50.0000 Mode 6.00 a 50.00 Std. Deviation 5.97216 .00000 a. Multiple modes exist. The smallest value is shown Reza chemicals Statistics Respondents Total N Valid 4 4 Missing 0 0 Strongly satisfied , Delmon group of companies % of respondents , 40Strongly satisfied , Reza chemicals % of respondents , 24 Strongly satisfied , Sadara chemicals % of respondents , 10 Strongly satisfied , Fouz chemicals % of respondents , 20 Strongly satisfied , Nama chemical groups % of respondents , 12 satisfied , Delmon group of companies % of respondents , 20 satisfied , Reza chemicals % of respondents , 16 satisfied , Sadara chemicals % of respondents , 20 satisfied , Fouz chemicals % of respondents , 32 satisfied , Nama chemical groups % of respondents , 32 Neutral , Delmon group of companies % of respondents , 28 Neutral , Reza chemicals % of respondents , 30 Neutral , Sadara chemicals % of respondents , 30 Neutral , Fouz chemicals % of respondents , 26 Neutral , Nama chemical groups % of respondents , 36 Dissatisfied , Delmon group of companies % of respondents , 12 Dissatisfied , Reza chemicals % of respondents , 30 Dissatisfied , Sadara chemicals % of respondents , 40 Dissatisfied , Fouz chemicals % of respondents , 22 Dissatisfied , Nama chemical groups % of respondents , 20 Strongly satisfied satisfied Neutral Dissatisfied 33 Mean 12.5000 50.0000 Median 13.5000 50.0000 Mode 15.00 50.00 Std. Deviation 3.31662 .00000 Sadara chemicals Statistics Respondents Total N Valid 4 4 Missing 0 0 Mean 12.5000 50.0000 Median 12.5000 50.0000 Mode 5.00 a 50.00 Std. Deviation 6.45497 .00000 a. Multiple modes exist. The smallest value is shown Fouz chemicals Statistics Respondents Total N Valid 4 4 Missing 0 0 Mean 12.5000 50.0000 Median 12.0000 50.0000 Mode 10.00 a 50.00 Std. Deviation 2.64575 .00000 a. Multiple modes exist. The smallest value is shown NAMA chemical groups Statistics Respondents Total 34 N Valid 4 4 Missing 0 0 Mean 12.5000 50.0000 Median 13.0000 50.0000 Mode 6.00 a 50.00 Std. Deviation 5.50757 .00000 a. Multiple modes exist. The smallest value is shown From the above -mentioned tables, it is to be notified that for Demon Group of Companies, mean, median, mode and S.D are 12.5, 12.0, 6.0 and 5.97216 respectively. Regarding Reza Company, mean, median, mode and S.D are 12.5, 13.5, 15.0 and 3.31662 specifically. In Sadara chemical company, mean, median, mode and S.D of total presented respondents are 12.5, 12.5, 5.0 and 6.45497 respectively. In Fouz Company, 12.5, 12.0, 10.0 and 2.64575 are respective mean, median, mode and S.D of total respondents as well. As per total respondents of NAMA chemical groups, mean, median, mode and S.D are 12.5, 13.0, 6.0 and 5.50757 specifically. Moreover, from the above -mentioned table and graph of every company’s satisfied respondents, it is to be specified that in Delmon Group of companies, rate of strongly satisfied respondents is maximum, neutral resp ondents are in second position, rate of satisfied respondents are less than neutral, but more than dissatisfied respondents and dissatisfied are the lowest in this company as well. In Reza Chemicals, rates of neutral and dissatisfied respondents are in sam e position; rates of satisfied and strongly satisfied respondents are much less than dissatisfied and neutral respondents as well. Sadara Chemical Company needs much development and evaluation, as its dissatisfied respondents are greater than the other fie lds including strongly satisfied, satisfied and neutral respondents. At the end of this discussion, NAMA chemical group is involved as this company’s neutral respondents are in highest position and satisfied and strongly satisfied respondents are the lowes t ones than the other respective companies as well. 2. Are you satisfied with the job -training programme? 35 Op tio ns Delmon group of companies Reza chemicals Sadara chemicals Fouz chemicals NAMA chemical groups Nu mb er of res po nd ent s Tot al res po nd ent s % of res po nd ent s Nu mb er of res po nd ent s Tot al res po nd ent s % of res po nd ent s Nu mb er of res po nd ent s Tot al res po nd ent s % of res po nd ent s Nu mb er of res po nd ent s Tot al res po nd ent s % of res po nd ent s Nu mb er of res po nd ent s Tot al res po nd ent s % of res po nd ent s Str on gly sati sfi ed 12 50 24 18 50 36 22 50 44 18 50 36 10 50 20 Sat isfi ed 10 50 20 10 50 20 12 50 24 9 50 18 12 50 24 Ne utr al 15 50 30 8 50 16 10 50 20 15 50 30 18 50 36 Dis sati sfi ed 13 50 26 14 50 28 6 50 12 8 50 16 10 50 20 36 Table 2: Satisfaction level of the job training programs Figure 15: Satisfaction level of the job training programes Delmon group of companies Statistics Respondents Total N Valid 4 4 Missing 0 0 Mean 12.5000 50.0000 Median 12.5000 50.0000 Mode 10.00 a 50.00 Std. Deviation 2.08167 .00000 a. Multiple modes exist. The smallest value is shown Reza chemicals Statistics Respondents Total N Valid 4 4 Missing 0 0 Mean 12.5000 50.0000 Strongly satisfied satisfied Neutral Dissatisfied 37 Median 12.0000 50.0000 Mode 8.00 a 50.00 Std. Deviation 4.43471 .00000 a. Multiple modes exist. The smallest value is shown Sadara chemicals Statistics Respondents Total N Valid 4 4 Missing 0 0 Mean 12.5000 50.0000 Median 11.0000 50.0000 Mode 6.00 a 50.00 Std. Deviation 6.80686 .00000 a. Multiple modes exist. The smallest value is shown Fouz chemicals Statistics Respondents Total N Valid 4 4 Missing 0 0 Mean 12.5000 50.0000 Median 12.0000 50.0000 Mode 8.00 a 50.00 Std. Deviation 4.79583 .00000 a. Multiple modes exist. The smallest value is shown NAMA chemical groups Statistics Respondents Total N Valid 4 4 38 Missing 0 0 Mean 12.5000 50.0000 Median 11.0000 50.0000 Mode 10.00 50.00 Std. Deviation 3.78594 .00000 Job training and development is highly influential regarding organizational culture. In this context, above mentioned table and graph shows the satisfactory levels of every respective company’s respondents as well. Delmon Group of Companies’ respondents ar e not satisfied much than other respective companies, as in the graph, level of neutral and dissatisfied respondents are higher than the other two field. Regarding Reza Company, it is to be specified that its level of strongly satisfied respondents are si milar with Fouz Chemical Company. However, its dissatisfied respondents are greater than Fouz Chemical Company as well. In this regard, it is also to be mentioned that it is strongly satisfied respondents are much stronger and higher than Delmon group of c ompanies. Sadara chemical company is highly significant as its level of strongly satisfied respondents is in the highest position than the other companies. Therefore, it is highly proved that Sadara Company is significant and adequate regarding its traini ng and development as well. Moreover, it must be highlighted that its level of dissatisfied respondents is in the lowest position than the other respective companies reflectively. 3. Are you satisfied with the leadership of directors and managers in the co mpanies? Op tio ns Delmon group of companies Reza chemicals Sadara chemicals Fouz chemicals NAMA chemical groups Nu mb er of res po nd Tot al res po nd ent s % of res po nd ent s Nu mb er of res po nd Tot al res po nd ent s % of res po nd ent s Nu mb er of res po nd Tot al res po nd ent s % of res po nd ent s Nu mb er of res po nd Tot al res po nd ent s % of res po nd ent s Nu mb er of res po nd Tot al res po nd ent s % of res po nd ent s 39 ent s ent s ent s ent s ent s Str on gly sati sfi ed 6 50 12 8 50 16 15 50 30 18 50 36 11 50 22 Sat isfi ed 16 50 32 14 50 28 10 50 20 17 50 34 13 50 26 Ne utr al 12 50 24 17 50 34 15 50 30 10 50 20 16 50 32 Dis sati sfi ed 16 50 32 11 50 22 10 50 20 5 50 10 10 50 20 40 Table 3: Satisfaction level of the leadership of directors’ and managers in the company Figure 16: Satisfaction level of the leadership of directors’ and managers in the company Delmon group of companies Statistics Respondents Total N Valid 4 4 Missing 0 0 Mean 12.5000 50.0000 Median 14.0000 50.0000 Mode 16.00 50.00 Std. Deviation 4.72582 .00000 Reza chemicals Statistics Respondents Total N Valid 4 4 Missing 0 0 Mean 12.5000 50.0000 Strongly satisfied Satisfied Neutral Dissatisfied 41 Median 12.5000 50.0000 Mode 8.00 a 50.00 Std. Deviation 3.87298 .00000 a. Multiple modes exist. The smallest value is shown Sadara chemicals Statistics Respondents Total N Valid 4 4 Missing 0 0 Mean 12.5000 50.0000 Median 12.5000 50.0000 Mode 10.00 a 50.00 Std. Deviation 2.88675 .00000 a. Multiple modes exist. The smallest value is shown Fouz chemicals Statistics Respondents Total N Valid 4 4 Missing 0 0 Mean 12.5000 50.0000 Median 13.5000 50.0000 Mode 5.00 a 50.00 Std. Deviation 6.13732 .00000 a. Multiple modes exist. The smallest value is shown NAMA chemical groups Statistics Respondents Total N Valid 4 4 42 Missing 0 0 Mean 12.5000 50.0000 Median 12.0000 50.0000 Mode 10.00 a 50.00 Std. Deviation 2.64575 .00000 a. Multiple modes exist. The smallest value is shown Respondents of five respective companies have been queried in order to find out which company is the best regarding leadership of directors and managers significantly. However, from the above -mentioned tables and graph, it has been signified that Fouz Chem ical is in the best position regarding leadership and management. This is because, in this context, Fouz Chemical’s rate of strongly satisfied respondents is 36%. However, it is also proved that Fouz chemical is highlighted and reflective regarding best le ading and managing power, as its rate of dissatisfied respondent is only 10%. Moreover, it is to be informed that this company’s mean, median, mode and S.D are 12.5, 13.5, 5.0 and 6.13732 respectively. On the other hand, it must be signified that Delmon Group of Companies is highly respective and in poor condition regarding its leadership and management services. This is because, according to the above -mentioned table and graphs, it is notified that its rate of dissatisfied respondents is 32%. Other than this, it is to be informed that its rates of strongly satisfied and satisfied respondents are 12% and 32% respectively. According to the tables and graphs, other three respective companies are in middle position regarding leading and managing employees and customers as well. 4. Do you agree that the organization supports professional development and career growth? O pti on s Delmon group of companies Reza chemicals Sadara chemicals Fouz chemicals NAMA chemical groups Nu mb er Tot al res % of res Nu mb er Tot al res % of res Nu mb er Tot al res % of res Nu mb er Tot al res % of res Nu mb er Tot al res % of res 43 of res po nd ent s po nd ent s po nd ent s of res po nd ent s po nd ent s po nd ent s of res po nd ent s po nd ent s po nd ent s of res po nd ent s po nd ent s po nd ent s of res po nd ent s po nd ent s po nd ent s St ro ng ly A gr ee 20 50 40 14 50 28 12 50 24 18 50 36 21 50 42 A gr ee 14 50 28 12 50 24 18 50 36 14 50 28 16 50 32 N eu tra l 8 50 16 16 50 32 10 50 20 11 50 22 8 50 16 Di sa gr ee 8 50 16 8 50 16 10 50 20 7 50 14 5 50 10 44 Table 4: Organization supports professional development and career growth Figure 17: Organization supports professional development and career growth Delmon group of companies Statistics Respondents Total N Valid 4 4 Missing 0 0 Mean 12.5000 50.0000 Median 11.0000 50.0000 Mode 8.00 50.00 Std. Deviation 5.74456 .00000 Reza chemicals Statistics Respondents Total N Valid 4 4 Missing 0 0 Mean 12.5000 50.0000 Median 13.0000 50.0000 Strongly Agree Agree Neutral Disagree 45 Mode 8.00 a 50.00 Std. Deviation 3.41565 .00000 a. Multiple modes exist. The smallest value is shown Sadara chemicals Statistics Respondents Total N Valid 4 4 Missing 0 0 Mean 12.5000 50.0000 Median 11.0000 50.0000 Mode 10.00 50.00 Std. Deviation 3.78594 .00000 Fouz chemicals Statistics Respondents Total N Valid 4 4 Missing 0 0 Mean 12.5000 50.0000 Median 12.5000 50.0000 Mode 7.00 a 50.00 Std. Deviation 4.65475 .00000 a. Multiple modes exist. The smallest value is shown NAMA chemical groups Statistics Respondents Total N Valid 4 4 Missing 0 0 46 Mean 12.5000 50.0000 Median 12.0000 50.0000 Mode 5.00 a 50.00 Std. Deviation 7.32575 .00000 a. Multiple modes exist. The smallest value is shown Organizations and companies highly support professional development and career growth.
However, regarding the specified companies, it must be signified that NAMA chemical group is highly influential as it has the highest rate of strongly agreed respondents as well. This company has 42% of strongly agreed respondents within the management. On the other hand, disagreed respondents of this company are only 10% as well. Therefore, it is highlighted that this respective company has agreed that organizations supp ort professional development and career growth adequately and forcibly. As per the tables and graphs, it must be involved that Sadara chemical group does not agree much that organization supports professional development and career growth. This has been proved as the table shows that this company has 20% of disagreed respondents, while the other respective companies have lower percentage of disagreed respondents accordingly. Moreover, it should be involved that this company has only 24% of strongly agreed respondents, whereas the other companies have much higher percentage of respondents in this field. 5. Are you satisfied with the conflict resolution mechanism implemented in your company? Op tio ns Delmon group of companies Reza chemicals Sadara chemicals Fouz chemicals NAMA chemical groups Nu mb er of res po nd Tot al res po nd % of res po nd Nu mb er of res po nd Tot al res po nd % of res po nd Nu mb er of res po nd Tot al res po nd % of res po nd Nu mb er of res po nd Tot al res po nd % of res po nd Nu mb er of res po nd Tot al res po nd % of res po nd 47 ent s ent s ent s ent s ent s ent s ent s ent s ent s ent s ent s ent s ent s ent s ent s Str on gly sati sfi ed 16 50 32 9 50 18 7 50 14 9 50 18 6 50 12 Sat isfi ed 22 50 44 11 50 22 10 50 20 13 50 26 11 50 22 Ne utr al 10 50 20 16 50 32 12 50 24 17 50 34 14 50 28 Dis sati sfi ed 2 50 4 14 50 28 21 50 42 11 50 22 19 50 38 48 Table 5: Conflict resolution mechanism implemented in your company Figure 18: Conflict resolution mechanism implemented in your company Delmon group of companies Statistics Respondents Total N Valid 4 4 Missing 0 0 Mean 12.5000 50.0000 Median 13.0000 50.0000 Mode 2.00 a 50.00 Std. Deviation 8.54400 .00000 a. Multiple modes exist. The smallest value is shown Reza chemicals Statistics Respondents Total N Valid 4 4 Missing 0 0 Mean 12.5000 50.0000 Strongly satisfied Satisfied Neutral Dissatisfied 49 Median 12.5000 50.0000 Mode 9.00 a 50.00 Std. Deviation 3.10913 .00000 a. Multiple modes exist. The smallest value is shown Sadara chemicals Statistics Respondents Total N Valid 4 4 Missing 0 0 Mean 12.5000 50.0000 Median 11.0000 50.0000 Mode 7.00 a 50.00 Std. Deviation 6.02771 .00000 a. Multiple modes exist. The smallest value is shown Fouz chemicals Statistics Respondents Total N Valid 4 4 Missing 0 0 Mean 12.5000 50.0000 Median 12.0000 50.0000 Mode 9.00 a 50.00 Std. Deviation 3.41565 .00000 a. Multiple modes exist. The smallest value is shown NAMA chemical groups Statistics 50 Respondents Total N Valid 4 4 Missing 0 0 Mean 12.5000 50.0000 Median 12.5000 50.0000 Mode 6.00 a 50.00 Std. Deviation 5.44671 .00000 a. Multiple modes exist. The smallest value is shown Regarding the satisfaction of conflict resolution mechanism, it is to be specified that Delmon Group of companies is in the highest position. This information has been collected from the above -mentioned tables and graph as well. According to the table, Delmon group of companies’ rate of strongly satisfied respondent is 32%, whereas Reza chemicals and Fouz Chemicals are in same position. Reza chemicals and Fouz chemicals have 18% of strongly satisfied resp ondents. Moreover, it is to be observed that Delmon Company has only 4% of dissatisfied respondent regarding this conflict as well. Sadara chemicals have most dissatisfied respondents in this context. This company has 42% of dissatisfied respondents, where as its strongly satisfied respondents are 14%. But, Nama chemicals is in the last position regarding this conflict, as it has only 12% of strongly satisfied respondents. Mean, median, mode and S.D of Nama chemicals is 12.5, 12.5, 6.0 and 5.44671 respective ly. 6. Do you agree that the Code of Ethics in your organization is appropriately designed and implemented? O pti on s Delmon group of companies Reza chemicals Sadara chemicals Fouz chemicals NAMA chemical groups Nu mb er Tot al res % of res Nu mb er Tot al res % of res Nu mb er Tot al res % of res Nu mb er Tot al res % of res Nu mb er Tot al res % of res 51 of res po nd ent s po nd ent s po nd ent s of res po nd ent s po nd ent s po nd ent s of res po nd ent s po nd ent s po nd ent s of res po nd ent s po nd ent s po nd ent s of res po nd ent s po nd ent s po nd ent s St ro ng ly A gr ee 9 50 18 12 50 24 18 50 36 10 50 20 8 50 16 A gr ee 12 50 24 8 50 16 26 50 52 13 50 26 9 50 18 N eu tra l 19 50 38 16 50 32 5 50 10 15 50 30 20 50 40 Di sa gr ee 10 50 20 14 50 28 1 50 2 12 50 24 13 50 26 52 Table 6: Code of Ethics in organization is appropriately designed and implemented Figure 19: Code of Ethics in organization is appropriately designed and implemented Delmon group of companies Statistics Respondents Total N Valid 4 4 Missing 0 0 Mean 12.5000 50.0000 Median 11.0000 50.0000 Mode 9.00 a 50.00 Std. Deviation 4.50925 .00000 a. Multiple modes exist. The smallest value is shown Reza chemicals Statistics Respondents Total N Valid 4 4 Missing 0 0 Mean 12.5000 50.0000 Median 13.0000 50.0000 Strongly Agree Agree Neutral Disagree 53 Mode 8.00 a 50.00 Std. Deviation 3.41565 .00000 a. Multiple modes exist. The smallest value is shown Sadara chemicals Statistics Respondents Total N Valid 4 4 Missing 0 0 Mean 12.5000 50.0000 Median 11.5000 50.0000 Mode 1.00 a 50.00 Std. Deviation 11.56143 .00000 a. Multiple modes exist. The smallest value is shown Fouz chemicals Statistics Respondents Total N Valid 4 4 Missing 0 0 Mean 12.5000 50.0000 Median 12.5000 50.0000 Mode 10.00 a 50.00 Std. Deviation 2.08167 .00000 a. Multiple modes exist. The smallest value is shown NAMA chemical groups Statistics Respondents Total N Valid 4 4 54 Missing 0 0 Mean 12.5000 50.0000 Median 11.0000 50.0000 Mode 8.00 a 50.00 Std. Deviation 5.44671 .00000 a. Multiple modes exist. The smallest value is shown According to the researched and analyzed tables and graph, it has been signified that Sadara Chemicals is influential regarding its rate of strongly agreed respondents. 36% respondents have agreed strongly that the Code of Ethics is appropriately designed and implemented. Moreover, it is to be informed that only 2% respondents have disagreed the fact in this context.
Therefore, it is to be specified that 52% respondents have agreed the fact and 10% respondents are in confusion. Reza chemicals is in second position regarding the field of strongly agreed respondents. This company has 24%respondents, who have agreed strongly that Code of Ethics have significant reflection upon respective companies as well. However, Nama chemicals has highest percentage of dis agreed respondents. This company has 26% respondents, who have disagreed the fact highly. On the other hand, this company has only 16% respondents, who have agreed the fact strongly. However, Sadara chemical is again reflective regarding its agreed respond ents, as it has 52% of agreed respondents influentially. Moreover, it is to be specified that Nama chemical group has most respondents among other companies, who are confused to provide their comments in this regard. 7. Are you satisfied with the motivati onal strategies and reward system adopted by the company? Op tio ns Delmon group of companies Reza chemicals Sadara chemicals Fouz chemicals NAMA chemical groups Nu mb er of Tot al res po % of res po Nu mb er of Tot al res po % of res po Nu mb er of Tot al res po % of res po Nu mb er of Tot al res po % of res po Nu mb er of Tot al res po % of res po 55 res po nd ent s nd ent s nd ent s res po nd ent s nd ent s nd ent s res po nd ent s nd ent s nd ent s res po nd ent s nd ent s nd ent s res po nd ent s nd ent s nd ent s Str on gly sati sfi ed 12 50 24 4 50 8 14 50 28 9 50 18 7 50 14 Sat isfi ed 18 50 36 8 50 16 17 50 34 19 50 38 15 50 30 Ne utr al 10 50 20 26 50 52 10 50 20 12 50 24 19 50 38 Dis sati sfi ed 10 50 20 12 50 24 9 50 18 10 50 20 9 50 18 56 Table 7: Satisfaction level on the motivational strategies and reward system adopted by the company Table 20: Satisfaction level on the motivational strategies and reward system adopted by the company Delmon group of companies Statistics Respondents Total N Valid 4 4 Missing 0 0 Mean 12.5000 50.0000 Median 11.0000 50.0000 Mode 10.00 50.00 Std. Deviation 3.78594 .00000 Reza chemicals Statistics Respondents Total N Valid 4 4 Missing 0 0 Mean 12.5000 50.0000 Strongly satisfied Satisfied Neutral Dissatisfied 57 Median 10.0000 50.0000 Mode 4.00 a 50.00 Std. Deviation 9.57427 .00000 a. Multiple modes exist. The smallest value is shown Sadara chemicals Statistics Respondents Total N Valid 4 4 Missing 0 0 Mean 12.5000 50.0000 Median 12.0000 50.0000 Mode 9.00 a 50.00 Std. Deviation 3.69685 .00000 a. Multiple modes exist. The smallest value is shown Fouz chemicals Statistics Respondents Total N Valid 4 4 Missing 0 0 Mean 12.5000 50.0000 Median 11.0000 50.0000 Mode 9.00 a 50.00 Std. Deviation 4.50925 .00000 a. Multiple modes exist. The smallest value is shown NAMA chemical groups Statistics Respondents Total N Valid 4 4 58 Missing 0 0 Mean 12.5000 50.0000 Median 12.0000 50.0000 Mode 7.00 a 50.00 Std. Deviation 5.50757 .00000 a. Multiple modes exist. The smallest value is shown Motivational strategies and rewarding system is influential and essential for every respective business company. It is to be defined that Sadara Chemicals is again notified and signified regarding its percentage of strongly satisfied respondents in this context. It has 28% of respondents who are strongly satisfied with motivatio nal strategies and planning along with rewarding system. On the other hand, the percentage of the respondents who are not satisfied in this context is 18% respectively. NAMA chemicals also has same percentage of respondents regarding dissatisfaction. Reza chemicals is in the last position regarding the field of strongly satisfied respondents. The percentage of strongly satisfied respondents is this company is 18%. However, dissatisfied respondents are of 24% in this respective company as well. It is also to be mentioned that among all the companies, this Reza Company is also in the highest position regarding neutral respondents as well. Therefore, it is to be evaluated that the companies, which have poor motivational strategies, need to develop and modify th eir strategic implementation of motivation significantly. 8. Are you satisfied with the communication and feedback mechanism implemented within the company? Op tio ns Delmon group of companies Reza chemicals Sadara chemicals Fouz chemicals NAMA chemical groups Nu mb er of Tot al res po % of res po Nu mb er of Tot al res po % of res po Nu mb er of Tot al res po % of res po Nu mb er of Tot al res po % of res po Nu mb er of Tot al res po % of res po 59 res po nd ent s nd ent s nd ent s res po nd ent s nd ent s nd ent s res po nd ent s nd ent s nd ent s res po nd ent s nd ent s nd ent s res po nd ent s nd ent s nd ent s Str on gly sati sfi ed 14 50 28 12 50 24 11 50 22 6 50 12 9 50 18 Sat isfi ed 20 50 40 16 50 32 17 50 34 8 50 16 13 50 26 Ne utr al 12 50 24 14 50 28 10 50 20 19 50 38 16 50 32 Dis sati sfi ed 4 50 8 8 50 16 12 50 24 17 50 34 12 50 24 60 Table 8: Communication and feedback mechanism implemented within the company Figure 21: Communication and feedback mechanism implemented within the company Delmon group of companies Statistics Respondents Total N Valid 4 4 Missing 0 0 Mean 12.5000 50.0000 Median 13.0000 50.0000 Mode 4.00 a 50.00 Std. Deviation 6.60808 .00000 a. Multiple modes exist. The smallest value is shown Reza chemicals Statistics Respondents Total N Valid 4 4 Missing 0 0 Strongly satisfied Satisfied Neutral Dissatisfied 61 Mean 12.5000 50.0000 Median 13.0000 50.0000 Mode 8.00 a 50.00 Std. Deviation 3.41565 .00000 a. Multiple modes exist. The smallest value is shown Sadara chemicals Statistics Respondents Total N Valid 4 4 Missing 0 0 Mean 12.5000 50.0000 Median 11.5000 50.0000 Mode 10.00 a 50.00 Std. Deviation 3.10913 .00000 a. Multiple modes exist. The smallest value is shown Fouz chemicals Statistics Respondents Total N Valid 4 4 Missing 0 0 Mean 12.5000 50.0000 Median 12.5000 50.0000 Mode 6.00 a 50.00 Std. Deviation 6.45497 .00000 a. Multiple modes exist. The smallest value is shown NAMA chemical groups 62 Statistics Respondents Total N Valid 4 4 Missing 0 0 Mean 12.5000 50.0000 Median 12.5000 50.0000 Mode 9.00 a 50.00 Std. Deviation 2.88675 .00000 a. Multiple modes exist. The smallest value is shown 28% respondents of Delmon Group of Companies are highly satisfied with the communication and feedback mechanism implemented within their company. This company's respondents are huge in this field among other respective companies significantly. Fouz chemicals’ respondents are too low in this field of strongly satisfied as well. Only 12% respondents are strongly satisfied regarding the communication and feedback mechanism of Fouz Chemicals as well.
On the other hand, it is to be notified that only 8% respondents are totally dissatisfied in this respect of communication and feedback mechanism in Delmon Group of companies. It is to be specified that Delmon Group of Companies are als reflective in satisfied field re garding this context of communication. Moreover, it is to be highlighted that 40% respondents are satisfied with effective communication skills and feedback mechanism as well. Except Fouz chemicals and Delmon Group of companies, the other three respective companies are not so reflective and adequate regarding their communication and feedback mechanism context. It is to be observed from the above graph and table that 22% respondents of Reza chemicals, 24% of Sadara chemicals, and 18% of Nama chemicals are st rongly satisfied with their communication and feedback mechanism significantly. It is to be mentioned that these three respective companies are not so influential and reflective than the other two companies mentioned above. 9. Which is the most important factor influencing organizational culture in your company? 63 Op tio ns Delmon group of companies Reza chemicals Sadara chemicals Fouz chemicals NAMA chemical groups Nu mb er of res po nd ent s Tot al res po nd ent s % of res po nd ent s Nu mb er of res po nd ent s Tot al res po nd ent s % of res po nd ent s Nu mb er of res po nd ent s Tot al res po nd ent s % of res po nd ent s Nu mb er of res po nd ent s Tot al res po nd ent s % of res po nd ent s Nu mb er of res po nd ent s Tot al res po nd ent s % of res po nd ent s Un ity 11 50 22 10 50 20 13 50 26 6 50 12 16 50 32 Lo yal ty 9 50 18 11 50 22 11 50 22 6 50 12 11 50 22 Co mp etit ion 9 50 18 11 50 22 9 50 18 11 50 22 9 50 18 Dir ecti on 9 50 18 10 50 20 10 50 20 13 50 26 8 50 16 Ide ntit y 12 50 24 8 50 16 7 50 14 14 50 28 6 50 12 64 Table 9: Most important factor influencing organizational culture in company Figure 22: Most important factor influencing organizational culture in company Delmon group of companies Statistics Respondents Total N Valid 5 5 Missing 0 0 Mean 10.0000 50.0000 Median 9.0000 50.0000 Mode 9.00 50.00 Std. Deviation . 10.0 .00000 Reza chemicals Statistics Respondents Total N Valid 5 5 Missing 0 0 Mean 10.0000 50.0000 Median 10.0000 50.0000 Mode 10.00 a 50.00 Unity , Delmon group of companies % of respondents , 22 Unity , Reza chemicals % of respondents , 20 Unity , Sadara chemicals % of respondents , 26 Unity , Fouz chemicals % of respondents , 12 Unity , Nama chemical groups % of respondents , 32 Loyalty , Delmon group of companies % of respondents , 18 Competition , Delmon group of companies % of respondents , 18 Competition , Reza chemicals % of respondents , 22 Competition , Sadara chemicals % of respondents , 18 Competition , Fouz chemicals % of respondents , 22 Competition , Nama chemical groups % of respondents , 18 Direction , Delmon group of companies % of respondents , 18 Direction , Reza chemicals % of respondents , 20 Direction , Sadara chemicals % of respondents , 20 Direction , Fouz chemicals % of respondents , 26 Direction , Nama chemical groups % of respondents , 16 Identity , Delmon group of companies % of respondents , 24 Identity , Reza chemicals % of respondents , 16 Identity , Sadara chemicals % of respondents , 14 Identity , Fouz chemicals % of respondents , 28 Identity , Nama chemical groups % of respondents , 12 Unity Loyalty Competition Direction Identity 65 Std. Deviation 1.22474 .00000 a. Multiple modes exist. The smallest value is shown Sadara chemicals Statistics Respondents Total N Valid 5 5 Missing 0 0 Mean 10.0000 50.0000 Median 10.0000 50.0000 Mode 7.00 a 50.00 Std. Deviation 2.23607 .00000 a. Multiple modes exist. The smallest value is shown Fouz chemicals Statistics Respondents Total N Valid 5 5 Missing 0 0 Mean 10.0000 50.0000 Median 11.0000 50.0000 Mode 6.00 50.00 Std. Deviation .00000 NAMA chemical groups Statistics Respondents Total N Valid 5 5 Missing 0 0 Mean 10.0000 50.0000 66 Median 9.0000 50.0000 Mode 6.00 a 50.00 Std. Deviation 3.80789 .00000 a. Multiple modes exist. The smallest value is shown According to the report that is conducted on according to the people the most important element of the organisations to influence a good culture, it is clearly observed that the mean, median, mode and S.D of Delmon group are 10.0, 9.0, 9.0 and 1.41421. The mean, median, mode and S.D of Raza chemicals are 10.0, 10.0, 10.0 and 1.22474. In addition, the mean, median, mode and S.D of Sadara Ch emicals are 10.0, 10.0, 7.0 and 2.23607 and in the scenario of Foux Chemicals the mean, median, mode and S.D are 10.0, 11.0, 6.00, 3.80789. In the NAMA chemical groups, the the mean, median, mode and S.D are 10.0, 9.0, 6.0, 3.80789. Thus, analysing the st atistics of the respondents the 32% of people from NAMA chemical groups replied that they believe that unity is the main factor in building up the organisational culture. This is the highest percentage of people those gave their view regarding the unity, f rom Forza chemicals it's only 12% of people, from Sadara chemicals the percentage raised a little bit higher that is 26% and this is the second highest respondents. On the other hand from Reza chemicals and Delmon group of companies, the percentage was 20% and 22% respectively. There were many others factors too like loyalty, competition, direction and identity, still, among them; competition received almost the lowest response from the people. The people from Delmon group of companies only 18% responded to this element, from Reza chemicals only 22% said that competition matters to make a good organisational culture. Besides, from Sadara chemicals only 18% people are agreed on this view. 22% from Four chemicals responded in it and finally from NAMA chemical groups 18% people responded to this element. Thus, from the table analysis, it is clear that the factors in which the survey was taken that are unity, loyalty, competition, direction and identity all the respondents are were given their separate views thus the percentage ratio of all the parameters got mixed response. 10. Which factors of organizational culture should be given more importance to enhance performance of the company? 67 Op tio ns Delmon group of companies Reza chemicals Sadara chemicals Fouz chemic als NAMA chemical groups Nu mb er of res po nd ent s Tot al res po nd ent s % of res po nd ent s Nu mb er of res po nd ent s Tot al res po nd ent s % of res po nd ent s Nu mb er of res po nd ent s Tot al res po nd ent s % of res po nd ent s Nu mb er of res po nd ent s Tot al res po nd ent s % of res po nd ent s Nu mb er of res po nd ent s Tot al res po nd ent s % of res po nd ent s Un ity 12 50 24 14 50 28 10 50 20 10 50 20 9 50 18 Lo yal ty 10 50 20 11 50 22 11 50 22 9 50 18 10 50 20 Co mp etit ion 9 50 18 8 50 16 9 50 18 7 50 14 8 50 16 Dir ecti on 8 50 16 9 50 18 12 50 24 12 50 24 10 50 20 Ide ntit y 11 50 22 8 50 16 8 50 16 12 50 24 13 50 26 68 Table 10: Factors of organizational culture to be given more importance Figure 23: Factors of organizational culture to be given more importance Delmon group of companies Statistics Respondents Total N Valid 5 5 Missing 0 0 Mean 10.0000 50.0000 Median 10.0000 50.0000 Mode 8.00 a 50.00 Std. Deviation 1.58114 .00000 a. Multiple modes exist. The smallest value is shown Reza chemicals Statistics Respondents Total N Valid 5 5 Missing 0 0 Mean 10.0000 50.0000 Median 9.0000 50.0000 Unity , Delmon group of companies % of respondents , 24 Unity , Reza chemicals % of respondents , 28 Unity , Sadara chemicals % of respondents , 20 Unity , Fouz chemicals % of respondents , 20 Unity , Nama chemical groups % of respondents , 18 Loyalty , Delmon group of companies % of respondents , 20 Loyalty , Reza chemicals % of respondents , 22 Loyalty , Sadara chemicals % of respondents , 22 Loyalty , Fouz chemicals % of respondents , 18 Loyalty , Nama chemical groups % of respondents , 20 Competition , Delmon group of companies % of respondents , 18 Competition , Reza chemicals % of respondents , 16 Competition , Sadara chemicals % of respondents , 18 Competition , Fouz chemicals % of respondents , 14 Competition , Nama chemical groups % of respondents , 16 Direction , Delmon group of companies % of respondents , 16 Direction , Reza chemicals % of respondents , 18 Direction , Sadara chemicals % of respondents , 24 Direction , Fouz chemicals % of respondents , 24 Direction , Nama chemical groups % of respondents , 20 Identity , Delmon group of companies % of respondents , 22 Identity , Reza chemicals % of respondents , 16 Identity , Sadara chemicals % of respondents , 16 Identity , Fouz chemicals % of respondents , 24 Identity , Nama chemical groups % of respondents , 26 Unity Loyalty Competition Direction Identity 69 Mode 8.00 50.00 Std. Deviation 2.54951 .00000 Sadara chemicals Statistics Respondents Total N Valid 5 5 Missing 0 0 Mean 10.0000 50.0000 Median 10.0000 50.0000 Mode 8.00 a 50.00 Std. Deviation 1.58114 .00000 a. Multiple modes exist. The smallest value is shown Fouz chemicals Statistics Respondents Total N Valid 5 5 Missing 0 0 Mean 10.0000 50.0000 Median 10.0000 50.0000 Mode 12.00 50.00 Std. Deviation . .00000 NAMA chemical groups Statistics Respondents Total N Valid 5 5 Missing 0 0 Mean 10.0000 50.0000 Median 10.0000 50.0000 70 Mode 10.00 50.00 Std. Deviation 1.87083 .00000 This survey report had been done to recognise the factors in choosing the factors of an institutional culture that would give more importance to raise the performance of the company.
In this matter, a very effective response had been received. Almost five major elements were there, those are unity, loyalty, competition, direction and ident ity. In this matter, if the element of unity is concerned it can be evaluated that from Delmon group of companies 24% respondents said they believe in unity, from Reza chemicals the number of agreed people were 28%, from Sadara chemicals the percentage of respondents were 20%. Out of 50 people in Fouz chemicals, 20% agreed with the viewpoint and in NAMA chemical groups is was 18% of people out of 50%. On the other hand, if the Delmon group of companies’ mean, median, mode and S.D are observed then it is cl ear that they are 10.0, 10.0, 8.0 and 1.58114. The same mean, median, mode and S.D in the scenario of Reza chemicals are 10.0, 9.0,8.0 and 2.54951. If the statistics of Sadara chemicals is observed then the mean, median, mode and S.D are 10.0, 10.0, 8.0 an d 1.58114. The mean, median, mode and S.D of Four chemicals are 10.0, 10.0, 12.0 and 2.12132 and lastly, NAMA chemicals’ mean, median, mode and S.D are 10.0, 10.0, 10.0 and 1.87083.
Thus, from the findings it is clear that apart from unity there are other elements too that are direction, identity, direction, competition and loyalty. In all those parameters respondents from five of the companies gave mixed responses, for the reason it can be evaluated that all the five parameters are equally important to inc lude in the organisational culture to enhance the performance of the organisation. Chapter 5 Conclusion and Recommendation 5.1 Conclusion As discussed earlier, many factors are there to improve and make an effective organisational identity, organisational identities are crucial because in the business market judging by this factor the scope of market improves. Therefore, the organisation ide ntity would improve if the organisation improves their culture in the institution. The five different companies all belong from the chemical industry and for the reason, the culture in their case impact very much influencing their productivity, management or building customer relationship. In this scenario, it can be evaluated that maintaining the culture in these organisations might not be easy, as they needed to go through various steps to complete a single objective in a limited amount of 71 time. Moreover, a huge number of employees work there. Thus, establishing an organisational culture means the companies need to manage all the staffs and create an environment that fruitful for all the stakeholders and only then a good culture can be established. Thus, m aking it effective in the organisations, in this study different research processes has been conducted to know the most important parameters that are needed to make the culture better. Through the methods, it has been evaluated that the chemical organisati ons until now introduced many rules and regulations to improve the culture. However not all are effective, some policies are accepted by the people and some are not. In addition, different elements are brought to recognise the additional things that might help to improve the culture and in that scenario, a mixed response from the participant had been received. Thus, coming to an overall viewpoint in this matter a set of recommendation has been made in this chapter. 5.2 Linking with the objectives After an alysing the entire data collection method, in this section, the researchers had tried to recognise the link between the research objectives and its application. These entire procedures would help to judge the authenticity of the topic. Linking objective 1 : To understand the roles or purpose of organisational culture in every specified company Assessing from the research studies it can be evaluated that the importance of organisational culture is very important for all the five specified organisations that are Delmon group of companies, Reza chemicals, Sadara chemicals, Fouz chemicals and NAMA chemical groups.
After judging the surveys of the respondents it is clear that the employees of the institution also want it, as they recognised that the organisationa l culture would not only work for the institution's benefits, however, it would also benefit the stakeholders. Thus, the companies need to stress on these matters. The entire theory is clearly described in the literature review in the ‘ effectiveness and a dequacy of the organisational culture’, where the study has been evaluated that the cultural organisation highly motivate the employees in the workplace and make them be more productive, besides it assists to put value in them so that they would be able to grow individually. In addition to the literature review in model and theories of organisational culture, it was proved that various theorists produced different models to improve the culture to manifolds. The models from Edgar Schein to sanctuary model ev aluates the roles and responsibilities of making a healthy culture in the institution and it clearly assessed that much high corporate 72 organisation established themselves through the application of these models. Thus, the purpose of the objective is establ ished in this section. Linking objective 2: To evaluate strategic movement and planning of organisational culture in every company The objective is based on the strategic movement and planning session that are needed to maintain the organisational culture . Thus, in this scenario it can be stated that a number of initiatives that could have been taken to improve the culture that is concentrating on the changing behaviour, maintaining current situation to focusing on only the reflective behaviour and maintai ning all these structures the necessary elements are discussed in the organisational structure. These matters are evaluated in the literature review, where a good analysis had been made regarding strong and weak organisational culture. In this point, the strategic movement and different planning system has been assessed, where the study clearly stated that if the chemical companies take a good responsibility in maintaining organisational culture then they would able to fulfil their objectives easily. Doin g this effectively the institution needed to apply a planning process like defining the legacy, where the companies need to maintain employee retention and give them a good remuneration to understand their responsibility. In addition, recruiting smartly th e five chemical organisations would be able to bring the talented people in the company and as a result, the culture would automatically flourish. Besides, engaging influencing employees would help them to make a decent behavioural pattern and attitude amo ng all the other employees. Side by side the literature review also described that the five companies needed to get ready for the changes that mean any time in the matter of any discrimination happens them they need to be prepared to bring and accept the c hanges. Thus, this objective met with the literature review. Linking objective 3: To define change management and its impact upon organisational culture The entire objective is the procedure in which the change management and its effect in the organisation al culture is defined. In this matter, it can be said that the entire objective is defined in the literature review of this study, where it evaluated that the companies need to be more specific about the cultural and promotional strategies. In addition, em ployee motivation and working environment are also necessary for this matter. Thus, the discussed five organisations here needed to take care in this matter. In the literature review, the matter is clearly described. In the point ‘organisational culture an d its impact', it was stressed that both the style and culture are evident in an organisation, as it plays a major role in improving and motivating the staffs to gain productivity. In this matter, it is clearly evaluated that the cooperation from the 73 emplo yees to management sectors are very necessary to achieve the objective. In addition, the result for the effective use of culture gives is explained here neatly, as before applying the process the chemical institutions need to know the reason behind applyin g the policies, so that, the impact would be more effective and positive. Thus, it can be said that the objective met with the literature review. Linking objective 4: To clarify and notify relationship between organisational culture and business performanc e This objective revolves around the clarification and notification between the company's culture and business performance. This study has been evaluated in the quantitative research method.
Where the data has been taken to justify the certain standards th at needed to be taken to clear about the steps of linking the relationship between the two sectors. However, in the literature review, the matter has been discussed more elaborately, where it had been clearly stated the influence of institutional culture t o improve the business. In this matter with the valuable points, it had been justified that if the culture of the organisation is improved then it also instigates the performance of the employees. The working activities seemed to be changed in a positive w ay. In addition, it also stressed the importance of maintaining the organisational culture properly. In the scenario of five companies like Delmon group of companies, Reza chemicals, Sadara chemicals, Fouz chemicals and NAMA chemical groups they all belong to the chemical industry and if the maintain the sustainability in the business culture then the result would assist them to increase the valuation of the company.
However, in the point, it is also stated that at the time of improving the business perform ance their main objective and quality of service need not be lost or decreased along the way. Thus, the objective is able to fulfil all requirements of a literature review. 5.3 Recommendation In the analysis, it has been clear that each of the companies is taking their initiatives to improve their organisational culture. However, in many scenarios, they are lacking some basic data to apply it to the institution, in this section; some recommendations are provided to the companies to improve their overall str ucture. Articulating the entire vision and mission In the scenario of Delmon group of companies and Sadara chemicals, it is clear that though they are planning to apply all the policies to make their organisational culture better still they are lacking th e fundamental elements that are to determine their overall; vision and mission as 74 a chemical company. If the main objectives were clear for these two organisations then for them it would not be an issue to create a good culture in their workplace, Analysi ng the tools that would motivate all the stakeholders In this matter, the two organisations are Reza chemicals and NAMA chemical groups, where they need to think of the different tools and techniques so that the stakeholders stay motivated at the time of w orking. The tools might be a reward facility, where the employees would be able to get a reward as per their performances or the company might give them some incentives or promotion. Designing a good team The companies like NAMA chemical groups and Fouz c hemicals needed to be more serious in making a good team that would be able to not only maintain the organisational culture, however, motivate the entire work culture. Thus, maintaining all these both the organisation needs to recruit good team members and this can be done by allocating a good management system in the institution. Scope for creativity An organisation flourish only in that time when the stakeholders are given an opportunity to do something more than is required in a creative way. Thus, organ isations like Reza chemicals and Delmon group of companies need to focus on that. It would give their employees an opportunity to produce their skills and if this kind of flexibility were maintained then employees of this organisation would get a chance to open up, this is very essential to make a good organisational culture. 5.4 Limitation of research At the time of making research some major and minor issue were encountered by the researchers, those issues made some limitation in the overall research work, some are discussed below. ● The senior executives of these chemical organisation were very busy in their tight schedule so that in spite of many tries they were unable to provide an adequate amount of time to the researchers, for the reason many questi ons are there that were made by the researchers were not asked in their interviews. This incident created difficulties in coming to the accurate conclusion ● The researchers have conducted this study to all the main branches of these five chemical companies. However, it was not possible for them to go to all the branches they have, as for it they required some additional amount of budget and time. Thus, in 75 this case, all the research studies had been made of the limited amount of information they got. ● The l imitation in the research work also happened for the insufficient amount of budget researchers have. The budget was limited for research work and for the reason having many sources to study; they were unable to meet those. If they had more budgets then the research work would be more advanced. ● Many respondents were there those were unable to give their point of view to the questions the researchers have asked. In data analysis, section many questions are there that remained unanswered or researchers got a n eutral answer on that. Thus, it became difficult to the researchers to come to a proper conclusion. ● Another research limitation is that all researchers have been witnessed an inadequate amount of time. The time that is given to the researchers was very l imited and at that time, it was almost impossible for the researchers to ensure an accuracy of the research work they are getting. 5.5 Future scope of study As previously discussed many research limitations are there in the entire research and for this reason, there is many scopes to make a future study regarding this matter. In research limitation, it was clear that the result that has been made is not 100% accurate and many reasons are there behind it. Firstly, researchers had not gotten adequate time t o do research in a broader perspective. In addition, inappropriate budget made them research maintaining only some basic criteria, if in future with an adequate amount of budget same research has been conducting then the result would have been more correct . On the other hand, managers of the five companies had not been involved in research process accurately so that if in future work this matter is maintained properly then a correct source of information could have been received, in a matter each manager's time need be allocated separately. Besides, this research has been conducted within a limited geographical structure, thus, there would be a lot of scope in the future if a geographical scenario has been expanded.
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