Abstract
Abstract The study examines the organisational design and organisational effeciveness in Ecobank Nigeria Limited in Delta State. The instrument used for data collection wasorganisational design questionnaire and the data were analyzed using chi-square. The findings of the study revealed that there is a significant relationship betweenpoor technology, inappropriate organisational size and staff mix as well as poor responsive and adaptive organisational (internal) environment and organisational effectiveness in Ecobank Nigeria Limited in Delta state. The study recommended that organisation should increase the level of their technology, organisational size, staff mix as well as imbibing the culture and practice of anticipating, scanning, monitoring of internal and external environments with an eye to responding and adapting to appropriate changes and trends to actualize their organisationalset goals.
Highlights
Organisational as social systems require a formal structure
Despite the recognized and acceptable need for organisationals to create, maintain and redesign ther formal structures to ensure that activities are grouped and tasks are assigned, the levels in the authority hierachy are minimized, authority is decentralized to units and sub-units, functions are placed in the structures and relationships exist between units and funcions in a co-ordinated and integrated manner in order to actualize organisational effectiveness (Armstrong 2012; Ekakitie 2017; Griffin 2016 & Robbins 2015), it is surprising to observe that several factors seem to be inhibiting the critical role that organisational design is expected to play in the attainment of organisational effectiveness
Ann, Nwankwere, Orga & Igwe (2015) investigated the impact of structure on organisational performance and the findings revealed that decentralisation enhanced better and more informed decision making in technical and service firms in Nigeria and task routine affected staff productivity both positively and nagatively.In a similar vein, Laleh, Masoud and Aflatoon (2014) examined the relationship between organisational structure and effectiveness in Melat bank and the result indicated that the organisationalstructure negatively affected the organisational's status and conditions
Summary
Organisational as social systems require a formal structure. This structure serves as a formal arrangement that allocates tasks and responsibilitties among employees and departments. The structure determines the relationships between the different employees and various departments and it is created to facilitate the coordination of organisational activities in an integrated fashion. It controls the actions of its members through. Despite the recognized and acceptable need for organisationals to create, maintain and redesign ther formal structures to ensure that activities are grouped and tasks are assigned, the levels in the authority hierachy are minimized, authority is decentralized to units and sub-units, functions are placed in the structures and relationships exist between units and funcions in a co-ordinated and integrated manner in order to actualize organisational effectiveness (Armstrong 2012; Ekakitie 2017; Griffin 2016 & Robbins 2015), it is surprising to observe that several factors seem to be inhibiting the critical role that organisational design is expected to play in the attainment of organisational effectiveness. Ann, Nwankwere, Orga & Igwe (2015) investigated the impact of structure on organisational performance and the findings revealed that decentralisation enhanced better and more informed decision making in technical and service firms in Nigeria and task routine affected staff productivity both positively and nagatively.In a similar vein, Laleh, Masoud and Aflatoon (2014) examined the relationship between organisational structure and effectiveness in Melat bank and the result indicated that the organisationalstructure negatively affected the organisational's status and conditions
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