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Organization Leadership and Development Quarterly (OLDQ)

Journal Papers (30) Details Call for Paper Manuscript submission Publication Ethics Contact Authors' Guide Line
1 The New Trend: Using AI for Building the Future Workforce , Shazia Asif
Digital technologies are rapidly evolving and disrupting different areas of business including Human Resource (HR practices). Artificial Intelligence (AI) has a transformational impact on businesses as it is shifting the dynamics of business practices and aiding businesses to gain competitive advantage. Organizations are investing heavily in AI applications to unlock value and generate economic benefits. AI adopters expect to grow their profit margins more than their peers. HR is a key department that is responsible to oversee recruitment, training and development, compensation, and employee engagement within an organization. In order to cater the future needs, employers therefore need to shift from traditional approaches towards more automated systems. As the workforce is a key asset and the building block for the success of the organization, it is necessary to provide HR professionals support by adopting new technology models in the work processes. AI is playing a crucial role in assisting the workforce and extending support in several tasks. The aim of the paper is to introduce AI trends that will redefine human resource management. This paper explores the innovations in the field of Artificial Intelligence that are of particular importance to HR practices. It provides insight into the role of AI in shaping the UAE economy and its workforce. Testimonies from both the government and other sources reflect the success of AI in mitigating the skills of employees as a productive workforce.
2 The 5As Framework: Exploring The Fundamental Roles and Responsibilities of Organization Development Consultants , Justine Chinoperekweyi
The understanding of educative and technical qualities of Organization Development Consultants is central to the achievement of Organization Development (OD) outcomes. The extent of volatility and uncertainty in the business operating environment calls for a clear awareness of the roles and responsibilities of consultants. To enhance the qualities of OD Consultants, there is need to improve the current education, training, and development programs and align them to the basic principles of systematic progression and growth at individual, institutional, and inclusive levels. This article elaborates the five main roles and responsibilities of OD Consultants based on a social constructivist perspective. The roles and responsibilities are drawn through scholarly and applied engagement. The article is informed by the technical and adaptive challenges in the post-normal business environment. A qualitative design was adopted in developing this article because it provides opportunities to further investigate the multidimensional issue and gaining deeper understanding on the subject. The article concludes that building high performance organizations can be enhanced through the adoption of an integrative approach to OD Consulting.
3 Leveraging Logistics Management To Drive Profit Maximization , Tosin Ekundayo
Considering the complexity of today’s business environment, the need for effective strategies focused on maximizing profit cannot be over emphasized. Directors and C-suites in most organizations command deep-pocket financial investments to aid business growth strategies. Market trends have proven that there is a thin line, in meaning and understanding between “business growth” and “business expansion”. It is essential to recognize that both concepts require effective logistics management. This empirical research paper seeks to elaborate on the position that logistics management is a key variable to drive profit maximization in both business growth and expansion prospects in relation to other business milestones, objective and achievements. The article adopts an empirical comparison approach of two e-commerce giants, that us Amazon and Alibaba. The comparative analysis is based on two perspectives: revenue versus the logistic assets acquisition. These perspectives are considered essential to organizational effectiveness. This research article shows that even though market share is paramount to profit maximization, logistics management is an inherent strategy to maximize profit and achieving broader organizational goals.
4 Fostering Effective Communication: A Systems Approach To Facilitating Organizational Congruence , Arnold Mtetwa
Effective communication is imperative to the effectiveness of any social structure. OD has as its defining role the unification of people in organizations. Effective communication and systems thinking help in understanding the complexity and interconnectedness of organizations. The revitalization of the innovation agenda in organizations demands the effective communication among all organizational members. This article explores the role and significance of effective communication among managers in an organization. The article submits that organizational congruence is fundamental to the attainment of organization development outcomes. The sustenance of collaborative approaches in organizations requires managers to foster effective communications.
5 Coaching: A Strategic Imperative To Enhancing Skills Of Emerging Leaders , Nareiman N. Abdul Moeti; Kim Margaret B. Amora
The need for developing future leaders in today’s highly complex and uncertain operating environment cannot be overemphasized. Most of the extant literature on leadership focuses on already practicing professionals such as C-suites, executives, and managers. Literature on developing emerging leaders seems to be scant. Though most business colleges and universities, teach leadership and management courses from undergraduate level, there seem to be little attention given to the significance of these activities in organizational effectiveness and economic transformation. This article recognizes the significance of ensuring coaching, consulting, and facilitation programs are initiated at grassroots level. The current study focused on determining the role of coaching in enhancing skills of emerging leaders or professionals. The study also focused on determining the challenges that emerging professionals are facing regarding career foresight. The study found out that coaching is a strategic imperative to individual and organizational success.
6 Strategic Leadership In Organization Development , Tabani Ndebele
The need for strategic thinking and strategic leadership in organization development and economic transformation cannot be overemphasized. Organizational effectiveness is a product of renewed thinking among those at the higher echelons of an organization. The building of successful organizations requires that organizations identify and focus on factors critical to all its stakeholders, and fosters judicious and strategic use of organizational resources (Chinoperekweyi, 2019). This descriptive study focuses on the recognition that strategic leadership is fundamental to organization development. This is primarily because through strategic leadership, organizations will enhance contextual intelligence and as such ensure effective use of resources. The article is predominantly explanatory based on the researchers’ applied engagement and a review of literature on strategic leadership and organization development.
7 Appreciative Leadership And Its Importance In Organization Development (OD) - Application To Uzbekistan , Azimjon Abdirakhmonov
This article is informed by my studies on Organization Leadership and Development. I enrolled for this professional certification program in 2018 after my engagement with Dr. Justine Chinoperekweyi, who happens to be the ‘Director: Academics and Programs’ at Centre for Organization Leadership and Development (COLD). The theory and practice of organization leadership and development are essential in enhancing entrepreneurship and the cultivation of essential leadership skills. The study of Organization Leadership and Development gives insight on how to create and effectively control businesses. This article submits that OD tools and techniques are fundamental to organizational effectiveness. The main purpose of this article is to explore the meaning and role of Appreciative Leadership in organization development within the Uzbekistan context. This article relied on primary and secondary information. Primary information is derived straight from the original source through questionnaires and interviews. Secondary information refers to information that has been interpreted by somebody other than the current researcher. The sources of secondary data used for this article include journals, books, websites, and other publications. Secondary information can be in any format, including written, visual, electronic or oral. It remains unchanged, for example autobiographies and diaries.
8 Harnessing OD Theory, Practice, and Interventions as Strategic Imperative for Organizational Effectiveness , Justine Chinoperekweyi
The thinking and incorporation of Organization Development (OD) skills training for directors, C-suites, managers and other work groups is a strategic imperative for building high-performance organizations. Most business literature, discussions and training focuses on the skills of organizational members in the areas of economics, audit, finance, banking, business administration, accounting, and law. Most of the capacity and professional development programs exclude other key organizational work groups, particularly those at the lower level of the organization’s hierarchy. The failure to be integrative and explicitly focus on organization development skills in and outside of the corporate boardrooms significantly affects coherence, adaptability and organization renewal. Boards, C-suites, and managers must proactively consider the opportunities that come with holistically embedding OD principles and practices in their operational and strategic roadmaps. This article discusses the significance of organization development skills among all work groups, C-suites, and directors. The promotion of OD skills among directors, C-suites and managers has a tectonic impact on the effectiveness of the entire organization.
9 Embrace Organization Development (OD) Values: A Development Imperative , Justine Chinoperekweyi
Much has been written and said about values and Values-based Leadership in organizations. In fact, most organizations have a set of values well-displayed on the office walls and hanging on office hallways. When individuals, work groups, and organizations lack values, performance is tremendously compromised. It is essential to humanize workplaces or organizations though embracing the all-encompassing Organization Development (OD) values. The OD values recognize that an organization is a complex, dynamic, social process; not a static structure. The ability to embrace the OD values in every fabric of the organization has tectonic positive impact on building sustainable organizations.
10 Managing Change during Turbulent Times , Kudzanai Vere
Most businesses in developing economies encounter tough times as the countries undergo some radical (disruptive) and at times gradual (evolutionary) economic transformation through policy reforms and legislative alignments. The changing business environment is characterized by complex technical and adaptive challenges which cause severe distress and failure to those businesses that fail to adapt. Though change affect most businesses, the degree of impact varies considerably between businesses that take proactive planning as a strategic imperative and those that assume change is something to be bolted on (more often at lightning speed) and as such operate without documented strategies and a clear vision. What can be done to keep businesses afloat in the changing operating environment? In this article, I tackle this question from a Small and Medium Enterprises (SMEs) perspective. However, the concepts and recommendations are relevant to businesses at any life-cycle stage.
11 Fostering Management Innovation through Organization Development (OD) , Justine Chinoperekweyi
Generally, employees initially exude positive energy, passion and commitment to holistically drive performance but they are quickly robbed of all innovation capacity and interest by the organizations. They are sidetracked, overworked, and ridiculed to boot, hence losing the innovation capacity. Management innovation is a precondition to building high performance organizations. Management innovation is a product of successful organization development interventions supported by highly committed employees. The technical and adaptive challenges prevalent in the business operating environment demands management innovation capabilities.
12 Achieving Excellence through Employee Attitude Development , Avilla Dororosa Goba
Employee attitudes affect organizational effectiveness. The organization’s ability to cultivate positive employee attitudes drives excellence and positive results. However, the cultivation of right attitudes among individual employees cannot be viewed as the sole responsibility of the organization. To complement organization’s effort, individual employees must willingly develop and exhibit the right attitude at work. More so, the extent of employee diversity in the workplace demands that employees adopt a generation-wide attitude adjustment that fosters collaboration, cooperation, and corporate community mindset. Employees should exhibit glowing behaviors or attitudes that value quality and excellence. Examples of these positive attitudes include: enthusiastic, ‘can-do’ attitude, innovative ideas, courteous and friendly, meeting deadlines, taking responsibility, punctuality, and respect for others. These attitudes are highly intolerant to mediocrity hence essential to building high performance organizations. There are two ways to nurture these attitudes among employees: institutional strategies and individual approaches. These methods should be used cumulatively or as complements to each other. Developing attitudes that value quality and excellence does not come naturally, but need to be deliberately stimulated through the institutional and individual approaches. In view of the quest to develop sustainable organizations, it is imperative that organizations invest time and effort to explicitly and regularly discuss attitude issues.
13 Renewed Thinking: Building High Performance Organizations , Justine Chinoperekweyi
The turbulent business environment, complexity and chaos in organizations have necessitated the need for renewed thinking on the approaches to building high performance organizations. Complexity Theory and Chaos Theory indicate that the modern corporation is a highly complex adaptive system that is disorganized and unordered. Let’s review the need for renewed thinking from a corporate governance perspective. Why corporate governance? Sustainability is a product of effective governance roles and functions, particularly the strategic leadership and strategic thinking. Renewed thinking facilitates the development of organizational strategies consistent with an enduring organizational genome. With renewed thinking, organizations (boards to be precise) can effectively examine the triggers that might propel the organization beyond the new normal. It also facilitates the ability to explore for promising adjacencies to the core business of the organization. Renewed thinking enables boards to prospect for blue oceans and change the organization’s course. For organizations to fully adopt the far more assertive posture of initiating and driving (orchestrators), renewed thinking is strategic and operational imperative. A failure to capture this strategic and operational imperative leads organizations to be mere reactors.
14 Sustaining Continuity: Strategic Approaches to Support Disruptive Business Models , Justine Chinoperekweyi
Scores of organizations have achieved phenomenal results in the midst of disruptive changes. How do firms sustain continuity (stability) in the face of disruptions? The content of this article was first addressed to one of the telecommunications firm in Zimbabwe on the 12th of November 2013. The primary aim of the original article was to champion transformation for growth and development in the telecommunications industry in Zimbabwe and to support systematic growth and development of business organizations in the African continent. From the evolutionary vantage point, the growth and development of organizations requires stability. However, it is not possible for a system to deal with total uncertainty and disruption. To thrive in the highly competitive and disruptive business environment, organizations should engage in wild innovations. Innovation, planned change, and stability are essential agendas to support organizations in the face of disruption.
15 Service Strategy Design: Transforming Service Management into a Strategic Asset , Justine Chinoperekweyi
Most business processes are in chaos, that is, they are disorganized and unordered. The level of chaos is more pronounced when dealing with service processes. It is against this understanding that the governance and management of service processes should prioritize the development of a service strategy that is all-encompassing, structured and aligned to the overall business intent. Collaboration between different functions is a prerequisite to the process of service strategy development in order to ensure sound implementation of the service strategy as determined by organization’s enhanced capacity to self-organize and adapt. The service strategy should show how the organization will transform service management from an organizational capability into a strategic asset, and to think and act in a strategic manner. As a result of reliance on automated processes, business today involves a multiplicity of services, systems or processes, hence th1e need for the unified engineering methodology to the development and implementation of the service strategy.
16 Change Management: Approaches to Sustaining Change Initiatives , Liovic M. Sanchez
Frederick Taylor, who is known to be the father of Scientific Management published “The Principles of Scientific Management” in 1909. The principles were developed to optimize and simplify jobs while increasing productivity and advancing cooperation among work groups and managers. By reviewing the idea of Scientific Management, it is evident and quite simple to understand that the primary objective of the business is profitability. This objective is mainly enabled by committed, engaged, and innovative employees. As such the attainment of shareholder wealth maximization objective in the turbulent business environment requires brilliant strategies that lead the company to the crest. The basic principles of Scientific Management such as replacing working by “rule of thumb”, matching the workers to the jobs, monitoring performance and allocation of work among employees are influenced by dynamics that affects organizations; hence the need for effective organizational change management.
17 Risk Management: Core to Performance , Justine Chinoperekweyi
Risk management is a core function of contemporary institutions because organizations as complex adaptive systems are not easily controllable. Businesses need to adopt sound corporate governance as a roadmap to ensuring that risks are understood, managed, and properly communicated. The proper identification and comprehensive management of risk should be at the centre of any risk governance standards. Based on the complexity and volatility of the business operating environment, the governance standards in modern organizations should place sufficient emphasis on ex ante identification of risk as a prerequisite for building high performance organizations. Organizations should ensure adequate strategic, compliance, innovation and operational risk management in addition to giving due consideration to both financial and non-financial risks that are prevalent in the business environment.
18 Financial Management Challenges , Walter Nyakanyanga
Educational institutions are the special havens for learning and development. I write this article in the context of Zimbabwe. However, the overall thesis of my submission is applicable to schools in most economies. I chose to write about schools, not because of my 15 years’ experience as a School Bursar, but because the education system is foundational to inculcating essential values and leadership traits among leaners.
19 Financial Reward Management as an OD Intervention to Drive Employee Satisfaction , Tabani Ndebele
The present study focused on analyzing the relationship between financial reward management and employee job satisfaction. Empirical literature indicates that reward systems form part of the mostly researched subjects in management and organizational behavior. Organization development scholars and practitioners emphasize the need for effective reward management in order to improve employee productivity. Reward management encompasses the development, implementation, and communication of organizational reward processes. Reward processes in organizations can be divided into financial and non-financial. This study was informed by the Expectancy Theory view that money is the significant motivator for most people and extrinsic motivation is closely connected to the link between effort and reward. The study reviewed empirical, theoretical, and related literature covering remuneration and employee satisfaction. The study adopted the interpretivist epistemology and subjectivist ontological position using a mixed method design. An abductive research strategy was adopted to support the exploratory, explanatory and descriptive nature of the study.
20 Creativity and Innovation: Pathways to Organizational Effectiveness , Andrew Chinoperekwei
To many organizations and developing economies the process of innovation and creativity is still foreign but some organizations have already embraced the significance of these two and the organizations have succeeded. Many organizations fail to develop and grow their operations because of lack of innovativeness and creativity within their operations, which then results in less economic success. Many large corporations like Facebook and Tesla have expanded their capacity and succeeded because they have comprehended the significance of creativity and innovation in their day to day activities. Empirical literature shows that most organization in developed economies have used innovativeness and creativity as paths to sustainable growth and development. This article submits that some organizations who are still struggling need to create a working environment that promotes creativity and innovation. Less developed economies need to encourage and foster policies that promotes innovation and creativity. Contemporary organizations need to realize that innovation and creativity work hand in glove since creativity is the ability to produce new and unique ideas, then innovation is the ability to implement that creativity. Creativity and innovation within a well-run company have always been recognized as a sure path of success. Most large corporations have also established environments where the employees are filled with the desire to create, innovate and maximize their full potential, or fully utilize their expertise for the betterment of the company. If organizations encourage the management team and its workers to think outside the box and provide time and resources for the workers to explore new areas for innovative ideas, cost effective business solutions are brought to the firm. Organizations need to understand that the application of creativity and innovation to every aspect of their operations will enable them to stay ahead of an ever-changing marketplace and competition. For both established and new firms, innovation and creativity is important in a dynamic, changing environment and failure to innovate by firms will cause customers, employees and community at large to suffer. The business environment is volatile so organizations need to be innovative which means that the working team should be capable of identifying useful ideas and convert them into useful products, services or processes or methods of operation.
21 A Review of Organizational Change Strategies , Hafiz Kashif Ali Naeem
There is an exponential increase in the number of studies focusing on organizational change and organization development. Though these studies differ in terms of their philosophical orientation and the expected transformative value, there seem to be a general consensus in terms of the constancy of change and the tools and strategies for managing change. This article notes that there are numerous change management and change implementation models and each model has different methodical idea, knowledge application, and resources for management which are utilized for the acceptance and establishment of business processes within organizations. , i.e. conducting certain changes with the purpose of reaching the targeted condition and projected results. However, the article affirms that the emphasis of organizational change strategies should not be exclusively targeted at the tools and techniques, but the ability of the change strategies to bring transformative value to organizations. This article offers a basic review of the main organizational change strategies that should be adopted in executing change initiatives.
22 The Role of Organization Development in Effective Change Management: Banking Sector Perspective , Grace Magwani, Justine Chinoperekweyi
The banking services sector plays an important financial intermediation role in any economy. Zimbabwean banks are at the centre of economic transformation and the growth of other sectors. The banking environment is highly complex and chaotic as a result of the inevitability of change and the resultant tensional forces. Effective change management demands a consideration of the internal and external environment through the adoption of organization development interventions. It is an aphorism that organization development is a strategic and operation imperative for sustainable change management in the banking sector. This research sought to critically analyze the role of Organization Development (OD) in effective change management. The researcher adopted an explanatory, exploratory, and descriptive strategy in conducting this qualitative study. The research indicated that organization development is fundamental to the stability and continuity of banking institutions in Zimbabwe. The study shows that the banking sector in Zimbabwe is greatly affected by both the macro, meso, and micro environmental factors. Change management interventions are mainly affected by the political, legal system, stakeholders, and technology in Zimbabwe. The researcher posits that a failure to develop and implement organization development interventions within the banking sector will lead to slow growth as the individual banks will be incapacitated to resolve the complex emergent issues prevalent in the industry, prolong chaos (disorganized and unordered structures), and promote conflict among key stakeholders thereby limiting the capacity to be critical in addressing change.
23 Financial Reward Management as an OD Intervention to Drive Employee Satisfaction , Tabani Ndebele
The present study focused on analyzing the relationship between financial reward management and employee job satisfaction. Empirical literature indicates that reward systems form part of the mostly researched subjects in management and organizational behavior. Organization development scholars and practitioners emphasize the need for effective reward management in order to improve employee productivity. Reward management encompasses the development, implementation, and communication of organizational reward processes. Reward processes in organizations can be divided into financial and non-financial. This study was informed by the Expectancy Theory view that money is the significant motivator for most people and extrinsic motivation is closely connected to the link between effort and reward. The study reviewed empirical, theoretical, and related literature covering remuneration and employee satisfaction. The study adopted the interpretivist epistemology and subjectivist ontological position using a mixed method design. An abductive research strategy was adopted to support the exploratory, explanatory and descriptive nature of the study.
24 Creativity and Innovation: Pathways to Organizational Effectiveness , Andrew Chinoperekwei
To many organizations and developing economies the process of innovation and creativity is still foreign but some organizations have already embraced the significance of these two and the organizations have succeeded. Many organizations fail to develop and grow their operations because of lack of innovativeness and creativity within their operations, which then results in less economic success. Many large corporations like Facebook and Tesla have expanded their capacity and succeeded because they have comprehended the significance of creativity and innovation in their day to day activities. Empirical literature shows that most organization in developed economies have used innovativeness and creativity as paths to sustainable growth and development. This article submits that some organizations who are still struggling need to create a working environment that promotes creativity and innovation. Less developed economies need to encourage and foster policies that promotes innovation and creativity. Contemporary organizations need to realize that innovation and creativity work hand in glove since creativity is the ability to produce new and unique ideas, then innovation is the ability to implement that creativity. Creativity and innovation within a well-run company have always been recognized as a sure path of success. Most large corporations have also established environments where the employees are filled with the desire to create, innovate and maximize their full potential, or fully utilize their expertise for the betterment of the company. If organizations encourage the management team and its workers to think outside the box and provide time and resources for the workers to explore new areas for innovative ideas, cost effective business solutions are brought to the firm. Organizations need to understand that the application of creativity and innovation to every aspect of their operations will enable them to stay ahead of an ever-changing marketplace and competition. For both established and new firms, innovation and creativity is important in a dynamic, changing environment and failure to innovate by firms will cause customers, employees and community at large to suffer. The business environment is volatile so organizations need to be innovative which means that the working team should be capable of identifying useful ideas and convert them into useful products, services or processes or methods of operation.
25 Corporate Governance and Strategy in the Retail Sector , Fouzia Mazaz
The retail industry in UAE is therefore experiencing the growth stage and significant extension strategies should be adopted in line with the changing business environment and technological advancements. The corporate governance and strategy problems within most organizations encompass poor organization climate, structure, culture, and strategies that are misaligned to the ever-changing operating environment. Therefore, the study examines the corporate governance and strategy loopholes within retail firms and proffer sustainable solutions for growth. Based on the analysis of questionnaire and interview responses, the study found out that the retail industry is facing intense competition from international brands. This is mainly fuelled by the low barriers to entry and the flexible regulatory environment in most economies. Retail giants are expected to lead the innovation agenda because most of the industry players are making use of numerous online retail channels. The study recommends significant organization development interventions to support the continuous growth of retail sector firms.
26 Liquidity risk management and profitability nexus of listed banks in Ghana , Armstrong Ephraim Awinbugri
The study examines the impact of liquidity management on the profitability of banks listed in Ghana Stock Exchange. Purposive sampling technique was used to select 7 banks out of the 10 listed banks. Quantitative research approach was adopted, making use of secondary data comprising audited financial statements as well as other significant rep orts within a ten-year period (2008-2017). The liquidity variables were investment ratio, quick ratio, capital ratio, net credit facilities/ total assets and liquid assets ratio, whilst return on equity (ROE) and return on assets (ROA) were the proxies for profitability (performance). It was observed that liquidity management have a positive and significant relationship with profitability of banks listed on Ghana stock market. In line with the findings, it was recommended that listed banks in Ghana must adopt effective liquidity risk management schemes to enhance profitability through sufficient holding of cash and cash equivalent resources to mitigate any liquidity gap that might result in reliance on repo markets.
27 An investigation into the Organization Development (OD) strategies for PalSuiss competitive positioning in UAE   , Erlin Faye
Competitive position is a key theme for the success of contemporary organizations. In view of the pervasive epochal change in the business environment, the achievement of competitive advantage is determined by the different organization development strategies adopted by an organization. As a multi-disciplinary field, organization development (OD) strategies are essential in facilitating corporate stability, continuity, and sustainability. The research investigates the organization development strategies for the establishment of PalSuiss as a new fashion industry firm in Dubai, UAE. Organization development refers to “an effort planned, organization-wide, and managed from the top, to increase organization effectiveness and health through planned interventions in the organization's 'processes,' using behavioral-science knowledge.” The competitive nature of the UAE industry as necessitated by the increasing pace of globalization and liberalization of markets has led to the need to investigate the available organizational development interventions available for PalSuiss. The company provides good conditions to start the business within the UAE. In view of the anticipated the huge completion there are good chances for the business considering special direction and fashion design models in the UAE.
28 An analysis of the causes of non-performing loans in the Zimbabwean banking sector (2009-2013) , Arnold Mtetwa
This study provides insight of the impact of economic sectors on non-performing loans in the Zimbabwean banking sector since 2009. Zimbabwean banking sector NPLs have gone beyond the Basel II Accord’s 5% threshold, threatening the sustainability of the banking sector. This study made use of both qualitative and quantitative data. Commercial banks were selected as a sample. According to the results, both internal and external factors were responsible for turning good loans into bad loans. Productive sectors and loans to households dominated the credit portfolios of banks while most banks employed government-led, sector profitability and repayment tenure criteria in allocating credit to various sectors. In the study, it was noted that sectoral distribution of credit had an impact on the quality of the loan portfolio of commercial banks while economic situation, poor bank management, supervision, government interventions, information asymmetry, and poor corporate governance were the major causes of loan impairments. Based on research findings, the study suggested that commercial banks should put in place strategies for credit rationing to sectors according to risk, proactive monitoring and ethical lending practices. The government and the regulator should embark on proactive supervision and monitoring of banks, proper alignment of policies in line with banking laws, establishment of credit reference centres and introduction of measures to sustain the banking sector.
29 Workplace Spirituality – The ‘Poor Cousin’ of the ‘Red-headed Stepchild’ now dining with ‘Adults’ in Corporate Boardrooms , Justine Chinoperekweyi
It is stated that organizational studies have undergone a fundamental shift from a mechanistic or Newtonian paradigm that values reason and scientific principles to an organistic or spiritual paradigm that values consciousness and understanding (Whitty, 1997). It seems evident that the focus of organizational studies shifted from reductive analysis and predetermined plans to more holistic analyses. The mechanistic paradigm states that individuals can be scientifically measured and categorized based on intellectual and other characteristics they possess, and that certain people are meant to be leaders whereas others are meant to be followers. This view further assumes that organizations and the world function on rational laws that dictate the only correct way of doing things. The mechanistic paradigm has a strong belief in scarcity of resources, leading to practices such as “antagonism, political manipulation, ‘padding’ of budget requests, empire building, and lack of trust and cooperation between persons and organizational units” (Whitty, 1997). This editorial article submits that the spiritual paradigm should be fully integrated into corporate boardrooms rather than be viewed as the ‘poor cousin’ of the ‘red-headed stepchild’ among adults in corporate boardrooms.
30 A Review of Organizational Change Strategies , Hafiz Kashif Ali Naeem
There is an exponential increase in the number of studies focusing on organizational change and organization development. Though these studies differ in terms of their philosophical orientation and the expected transformative value, there seem to be a general consensus in terms of the constancy of change and the tools and strategies for managing change. This article notes that there are numerous change management and change implementation models and each model has different methodical idea, knowledge application, and resources for management which are utilized for the acceptance and establishment of business processes within organizations. , i.e. conducting certain changes with the purpose of reaching the targeted condition and projected results. However, the article affirms that the emphasis of organizational change strategies should not be exclusively targeted at the tools and techniques, but the ability of the change strategies to bring transformative value to organizations. This article offers a basic review of the main organizational change strategies that should be adopted in executing change initiatives.