Organizational Behaviour and its Effect on Corporate Effectiveness

Organizational behavior involves the design of work as well as the psychological, emotional and interpersonal behavioral dynamics that influence organizational performance. Management as a discipline concerned with the study of overseeing activities and supervising people to perform specific tasks is crucial in organizational behavior and corporate effectiveness. Management emphasizes the design, implementation and arrangement of various administrative and organizational systems for corporate effectiveness. While the individuals, and groups bring their skills, knowledge, values, motives, and attitudes into the organization, and thereby influencing it, the organization, on the other hand, modifies or restructures the individuals and groups through its structure, culture, policies, politics, power, and procedures, and the roles expected to be played by the people in the organization. This study conducted through the exploratory research design involved 125 participants, and result showed strong positive relationship between the variables of interest. The study was never exhaustive due to limitations in terms of time and current relevant literature, therefore, further study could examine the relationship between personality characteristics and performance in the public sector, where productivity is not outstanding, when compared with the private sector. Based on the result of this investigation it was recommended that organizations should provide emotional intelligence programmes for their membership as an important pattern of increasing co-operative behaviors and corporate effectiveness.


Introduction
An organization is a dynamic social system driven by certain factors within and outside its environment. An organization relies on basic perspectives on task, people, technology and structure to enhance its effectiveness. Organizational behaviour is the study of individual and group behaviours within organizations and the application of such knowledge towards corporate effectiveness. It is directly involved and primarily concerned with the understanding, prediction and controlling of human behaviour in organizations, and also supplies necessary behaviour patterns in organizations, and to management. Organizational behaviour stresses the basics of systems thinking, as well as group dynamics. It is interested in the role of perception and motivation in the behaviour of the individual, and enhances integrated and cohesive approach to management performance. As a systematic study of the nature and culture of organizations, it focuses on understanding, changing and improving individual and group behaviours by examining interpersonal and leadership behaviours in relation to teams, cultural diversity, and ethics in organizations and promoting human behavior towards improving corporate effectiveness. Corporate effectiveness is a measure of the organizational outcomes in terms of performance, growth, productivity and profitability. An organization is effective when it is able to achieve its goals in terms of the triple-bottom-line; in relation to its goals. Organizational behaviour is particularly interested in the unique behaviour manifested by an individual within an organization, because human behaviour is central to performance and corporate effectiveness. Therefore, organizational behaviour tries to find out the reason why an individual may react positively to a situation and the other reacts negatively to the same situation. It also considers why do two or more different individuals performing the same task achieve very different results even though they are being managed in the same manner. To this extent, organizational behaviour is not only bound towards the enhancement of the effectiveness of organizations, it is the field that seeks enhanced knowledge of behaviour in organizational settings through the scientific study of individual, group, organizational processes politics and power, and the goal of such knowledge being the enhancement of both organizational effectiveness and individual well-being (Sidle, 2008;Strohmair, 2013;Swanson, 2015; Williams and Anderson, 1991).

Research Problem
While human behaviour is central to organizational behaviour and corporate effectiveness, it is also the most problematic aspect of organizational management. Because of differences in value system, perception, personality, and cultural background, no two individuals are the same, and it becomes difficult, if not impossible, for them to produce the same result even under one management or leadership. This perspective on individual differences is critical for management in attempts to achieve corporate effectiveness. The challenge for management in organizations is therefore, to try to find ways to fit individuals and groups within the organizational environment and to provide opportunities for effective performance that would lead to ultimate corporate effectiveness.

Research Objective
This study was designed to explore the relationship between organizational behaviour and corporate effectiveness.

Research Questions
i. Is it true that individuals or groups influence organization behaviour? ii. Can management supervise groups in an organization? iii. Does task or technology influence organizational activity? iv. Can organizational processes enhance corporate effectiveness? v. Does environment or culture contribute to human behaviour in organizations?

Hypothesis
To achieve the objective of the study this hypothesis was formulated and tested at 0.05 level of significance. Ho: There is no relationship between organizational behaviour and corporate effectiveness. Hi: There is a relationship between organizational behaviour and corporate effectiveness.

Conceptual Framework
A conceptual framework is the nature of the study and its relationship with the variables of interest. It is usually expressed as a model. A model is used to clarify issues that would otherwise be buried in an excess of words. Models are necessary for theory building (Keeves, 1997). The framework for this study is shown in figure 1.

Figure-1. Organizational Behaviour and Corporate Effectiveness Model
Source: Author Designed (2020) In this model, organizational behaviour is the major independent variable associated with behaviour, building blocks of organizations, and organizational culture, with corporate effectiveness as the main dependent variable. As to behaviour, it is predicted that the behaviour of an individual depends on certain factors and this can be stated thus: B = f(P,E). This implicates that the ultimate behaviour (B) of a person is a function (f) of the person's characteristic personality (P) and the environment (E) in which the person finds himself or herself. The way and manner an individual acts is often influenced by his or her personal characteristics. It is always the differences in individual's characteristics that make the person to act or react differently to the same situation. Also, anything that falls outside a person's control is usually from the environment. This could be other people, the physical arrangements, among other things. In the model B = f(P, E), P, can act directly on the B; E, can also act independently on the B. the E can modify the person (P) and the person (P) can also modify the E and the two can then combine forces to influence B. The interaction between P and E equally influences the B of a person. Therefore, it is assumed that behaviour is basically a function of the interaction between a person and his or her environment. Also, OB = f(B, BB, C). This basically suggests that the behaviour of an organization frequently depends on several factors, including behaviour (B), building blocks of organizations (BB) and organizational culture (C). In the model OB = f(B, BB, C), can respond directly to OB; BB can also react independently on the OB, and C, can equally independently act or react on OB. The B can influence the BB, and C can modify B, and BB, and these can influence OB. From this psychometric analysis therefore, it is the assumption that OB is a function of the interactions among behaivour, building blocks of organization and organizational culture, which leads to corporate effectiveness. Unlike organizational psychology, organizational behaviour studies human behaviour, attitudes and performance involving individuals, groups and structure within organizations for the enhancement of the effectiveness of organizations. Both organizational behaviour and organizational psychology focus on explaining human behaviour within organizations. However, their difference centres on the fact that organizational psychology restricts its explanatory constructs to those at the psychological level, while organizational behaviour draws constructs from multiple disciplines. As the domain of organizational psychology continues to expand, the difference between organizational behaviour and organizational psychology diminishes to the point of lack of identify between the fields. Organizations have their own personality which affects both individuals and groups. Such personality attributes of organizations also known as the building blocks of organizations includes: individuals and groups, tasks and technology, organizational design, organizational process, and management. These building blocks are carefully knitted by management with regard to the organizational culture to enhance performance effectiveness. Culture in organizations refers to the basic assumptions and beliefs shared by members of an organization. It involves the norms that evolve in individual members, working groups and behavioural patterns in the organization which reflect on the organizational behaviour and its performance outcomes. Corporate culture also describes the system of shared values, beliefs, and habits within an organization that interacts with the formal structure to produce behavioural norms. According to Agulanna and Madu (2003) the culture of an organization has tremendous impacts on the direction of the organization and the behaviour of the people within it (Brumback, 2011;Gardner et al., 2004).

Literature Review
Organizational behaviour involves individual behaviour and group dynamics in organizations. According to Nelson and Quick (2003) organizational behaviour is primarily concerned with the psychological, interpersonal, and behavioural dynamics in organizations necessary for performance efftiveness. They opine that other variables that affect human behaviour at work that involves organizational behaviour include; jobs, the design of work, communication, performance appraisal, organizational design, and organizational structure. By definition, organizational behaviour is both research and application oriented. According to Kreitner and Kinicki (2004) there are three basic levels of analysis in organizational behaviour, which are; individual, group and organizational levels. While the individuals and groups bring their skills, knowledge, values, motives and attitudes into the organization, thereby affecting the organization, the organization on the other hand, modifies or restructures the individuals and groups through its own system of operations. As an interdisciplinary field primarily dedicated to better understanding and managing people at work, it would appear that the variables that can have direct influence on human behaviour, organizational behaviour and corporate effectiveness include, but not limited to personality, organizational design and job design. To achieve corporate effectiveness the organization must be able to motivate its members. Motivation as a management function is also connected with the issue of organizational leadership which is a critical determinant of organizational success. Organizational behaviour implies that effective leadership must be based on understanding rather than on techniques alone, on mature relationships of mutual trust rather than on manipulation. It should be based on an indept communication instead of on superficial verbal transactions that may not be able to transport intended meanings in the context (Drucker, 2009;DuBrin, 2012;Hardre, 2013;Nazeri, 2011).

Personality and Organizational Behaviour
Personality is the totality of the qualities, abilities, beliefs and morals of an individual which clearly brings out the uniqueness of his or her being. According to Feldman (2007) personality is the pattern of enduring characteristics that differentiates a person-those patterns of behaviours that make each individual unique. It is also personality that leads a person to act consistently and predictably in different situations and over extended periods of time. Personality is a critical measure in organizational behaviour because it is the individual's characteristics and behaviours, organized in such a way as to reflect the unique adjustment which the person makes to his or her environment. The way and manner an individual performs his or her duty (behaviour) is influenced by his or her personality characterized by agility, knowledge, and other competencies. The environmental factors that may influence the performance (behaviour) of the individual in the work situation may include, work conditions, availability of working materials, the task itself, among others. The integration between the person and the environment will determine actual performance (behaviour). Behaviour refers to actions or movements aimed at achieving a specific objective. It is everything done that can be observed and can also have impact on organizational performance. This can be located within the concept and context of positive organizational behavior (Hergenhahn and Olson, 1999;Luthans, 2002)

Organizational Design and Organizational Behaviour
Even though the individuals and groups bring their skills and abilities to the organization and to influence it, organizational structure plays a unique role. There are two ways of looking at organizational design. First and foremost, as a part of the field of organizational behaviour in which case it is concerned with the establishment of the basic principles and concepts that underlie the evaluation of organizational structure. Second, as a top management function involving the creation of an appropriate architecture through which the activities of an organization are accomplished. The possible outcomes of such a top management action include organizational chart, job description or design, policies and procedures, necessary for corporate performance. On the other hand, organizational structure refers to an established pattern of work roles embracing authority and responsibility relationships and the administrative mechanisms used in controlling and integrating work activity. This is a type of unifying mechanism that attempts to bring together people and work in a harmonious manner. In this case, the concern of top management engaged in organizational design is to create an effective structure for the membership of the organization that would guarantee the realization of the goals of the organization (Fritz, 1996;Shih et al., 2016;Torraco and Swanson, 2015).

Job Design and Organizational Behaviour
Job design can be defined as the systematic specification of the tasks inherent in a job, the techniques used in performing the job and the relationship of the job to other jobs. Essentially, job design is concerned with identifying the tasks and determining the techniques suitable for its accomplishment. In addition, management must consider the interdependencies of the job and its processes to the worker to ensure the best fit between the worker and the job. Job design is important in organizational behaviour and corporate effectiveness because it is believed that ultimate job performance is influenced by the tool and methods adopted in accomplishing the job. Also, the nature of the job or task determines the methods, the tools, and the techniques to be adopted. This implies that there should be a balance between the demands of both the job, the tools and the employee's physical and mental efforts. Basic methods in job design include job enlargement and job enrichment. Job enlargement simply involves increasing the job range or horizontally loading the job. Job enlargement has the advantage of increasing the skill variety of a worker. Academic research has shown that it increases worker performance (behaviour). However, job enlargement does not give the worker control over his work; also some workers do not even like enlarged jobs. On the other extreme is job enrichment. Job enrichment involves increasing the depth of the job or vertically loading the job through giving the worker control over what he or she is doing. It is broader in scope than job enlargement because it requires increasing both the range and the depth of a job. Some of the variables associated with job enrichment include, accountability, achievement and control. Accountability implies that the worker should be responsible for his or her performance, and achievement means that the job should be challenging enough to enable the worker achieve something significant. Control demands that the worker should be able to determine and control the pace of his or her performance in attempts to achieve organizational goals. Human resource management is an essential building block in organizational behaviour and corporate effectiveness because even though the board of directors (BODs) should ensure that a proper management structure, systems and people are in place, the entire membership of the organization must be well motivated for optimal performance. It can be emphasized that sound human resource management helps to promote and maintain corporate interest, reputation and it is the acts and omissions of the people charged with relevant responsibilities that will determine whether corporate objectives are to be achieved. Obviously, the interaction of human behaviour with corporate practices and the environment provides the basis for the ultimate corporate effectiveness (Fritz et al., 1998;Hellriegel et al., 2001;Lazaar, 2014;Schermerharm et al., 2011).

Emotional Intelligence and Organizational Behaviour
Emotional intelligence often described as the revolutionary new science of success and human relationships, promotes emotional health, it is about being happy, self-confident, self-aware and resilient. It is the ability to indentify emotions and use them constructively in everyday life and in organizations. This necessitates learning emotional regulations, or the ability to control emotions, monitoring them and adjusting them to shape personality and behaviour. Emotional intelligence has huge positive influence on organizational behaviour and organizations at large through the membership and leadership (Mandell and Pherwani, 2003). Emotional intelligence as a unique psychological construct is associated with positive co-operative behaviour. For example, according to Nelson and Quick (2003) in contrast to task performance, co-operative behaviour is a form of contextual performance at work. Contextual performance contributes directly to organizational success by maintaining or improving the organizational, social, or psychological environment that supports task performance. In other words, contextual performance improves the social-psychological quality of the work environment and also has specific relationships with personality characteristics and cognitive ability. They found in a study that cognitive ability was strongly related to task performance, but not contextual performance. In contrast, the personality characteristics of conscientiousness, extroversion, and agreeableness were strongly related to co-operative behaviour. Therefore, personality factors do have influence on co-operative behaviour but it depends on the organizational emotional intelligence and the quality of the organizational, social and psychological environment at work (Lepine and Dyne, 2001). In emphasizing the relationship between organizational behaviour and emotional intelligence, Cherniss and Caplan (2001) suggest that individual factors, group factors, interpersonal and organizational factors are critical ingredients of organizational behaviour. They suggest that in organizational selection processes, chief executive officers. (CEO), intervention strategies are among the issues that shape organizational behaviour and performance. The theory of emotional intelligence suggests that excellent performance management systems combined with effective training and development will have impact only when the organizational leadership practices are aligned with them. Leadership in this context is tied to excellent organizational management systems which are needed for corporate effectiveness. Even though organizational leaders may believe that individual and organizational capacity for continuous learning is an essential competitive advantage, matters in the external environment may often take their attention away from this concern and leading to negative individual and group performance. Therefore, capturing the attention of leaders for the purpose of having organizational people engaged in quality work is necessary and will ultimately contribute to corporate effectiveness. Leadership is a major emotional intelligence competence that has huge influence on organizational membership and corporate performance. It also to a great extent drives corporate behaviour and effectiveness (Lam and Kirby, 2002;Warner, 1994;Zhang et al., 2017). According to Goleman (2006) organizational life is a kind of vanity fair, in which those who want to get ahead can do so by playing to the vanity of their superiors. Therefore, organizations must find ways to force leaders to listen to employees and take others' views into consideration in decision-making. Leaders who do not appreciate the views of employees will likely stay isolated behind their desks and a wall of colorless sycophants who will readily be supportive irrespective of whatever is said or done. The emotional intelligence, personality and competences of organizational leaders influence task demands, people, building blocks and organizational culture to enhance corporate effectiveness Avino, 2013;Avolio, 1999;Bass, 1998;Caruso et al., 2002;Daus and Ashkanasy, 2005;MiGOI et al., 2017;Munir and Azam, 2017;Sparr et al., 2017).

Research Methodology
This is the pattern of the study.

Research Design
The exploratory research design was adopted in this study. A combination of quantitative and qualitative techniques can be used in exploratory research. This method is historical in nature and does not often require a large sample or a structured questionnaire. The population composed of all the bank employees in Nigeria. The purposive method was used to select the sample and the sample ratio technique was adopted to identify the sample size from the target unit. Data were collected through primary and secondary sources. Data generated were analyzed using descriptive and the ordinary least square regression techniques (Dempsey, 2003;Mugenda and Mugenda, 2003).

Decision Rule
Decision rule for the cut-off point for analysis of frequencies was set at 3.00 (Nwankwo, 2011)

Discussion
The psychometric model in figure 1 was used to explain that positive organizational behaviour is often characterized by human behaviour, task, people, technology and structure. Human behaviour in organizations is a reflection of personality and the environment, while building blocks of organizations as well as organizational culture have significant contribution on corporate effectiveness. For example, the individual's perception of a given organizational environment is greatly affected by the organizational stimuli and self-concept. Self-concept refers to what an individual thinks of himself or herself which affects the person's view of others. On the other hand, organizational stimuli or situation, also known as perceptual organization involves the arrangement of information with a view to interpreting and understanding them. Early attempts on building blocks of organizations, organizational design or structure sought to evolve effective structure for organizing co-operative endeavours to enhance corporate effectiveness. A focus on organizational structure becomes imperative as a capable pattern of reducing the inefficiency arising from organizational complexity. In addition to defining lines of authority and responsibility among individuals and groups in organizations, organizational structure also provides for matters relating to centralization and decentralization, depending on the type and size of the organization, as means of better achieving organizational goals. A major issue in organizational management has always been the question of locus of authority. The locus of authority in the organization affects the structure of the organization which may be described as centralized or decentralized. Centralization results when all the power in decision-making is in the hands of a single-high-level person. On the contrary, decentralization results in a situation in which ultimate authority to command and ultimate responsibility for results can be localized as far down in the organization as efficient management of the organization would permit. Basically, decentralization is the tendency to delegate formal authority to lower organizational units, while centralization is the tendency to withhold such authoritycentralization and decentralization are not however, mutually exclusive. They are not alternatives rather they form a continuum. In the circumstances, an organization cannot be said to be centralized or decentralized, instead, an organization is either more centralized or more decentralized, provided it has the necessary flexibility for the ultimate corporate effectiveness. In decentralized structures, managers exercise some measure of flexibility in interpreting organizational policies, and the degree of decentralization in an organization is linearly related to the level of flexibility. Drucker (1998), posits that decentralization lead to speedier, more responsive decisions, improved management development, and increased motivation on the part of the managers to do a good job and be rewarded for it. Furthermore, he suggests that decentralization makes for proper distribution of decisions at all levels of management which results in flexibility and co-operative effort in the organization. Consequent upon its philosophy and culture management can develop employee characteristics in terms of mental, psychological and personality attributes and highly structured for high performance, competitiveness and corperate effectiveness. Management has to put in place an environment that creates the necessary discipline and appropriate structure for ensuring proper internal controls over organizational operations. This means an organizational structure which ensures that the authority and responsibility for activities are clearly defined. Such a structure should offer a high level of independence for internal control and ensures that human resource policies and practices are effective and are tailored towards ensuring that employees take ownership and responsibility to control activities in their respective strategic business units (SBUs). With creativity on the part of the organizational membership, it can convert challenges into opportunities and experiences show that it is only when an organization has established structures that its gains can endure. Organizational behaviour is a blended discipline involving the sciences of psychology, sociology, engineering, anthropology, management, and others. Because of the interdisciplinary nature of the topic, people from different backgrounds were selected for the study. As in table 1, the 125 respondents comprised of 55 females and 70 males ranging in age between 18 and 70 years, and with over 5 to 35 years industrial work experiences. They had qualifications such as diplomas and degrees and falling within the low, middle and high income levels. The responses received from the subjects were found useful for the purpose of analysis. As in table 2(i), at 3.94 points, the respondents agreed that individuals/groups influence organizational behaviour. This supports (Lepine and Dyne, 2001) that human behaviour promotes co-operative behaviour in organizations. At 2.00 in table 2(ii), they rejected that management does not supervise groups in organizations. This lends credence to Zhang et al. (2017) that leader's behaviours matter in organizational management. The respondents also denied at 1.91 points, in table 2(iii). That technology does not influence organizational activity, to promote the views of Fritz et al. (1998) that information and communication technology help in organizational activity. As in table 2(iv), it was accepted at 3.80 points that organizational processes can enhance corporate effectiveness. This agrees with Ihejiahi (2008) that it is when an institution has established structures that its gains can endure. As in table 2(v), and at 4.00 points, the respondents were emphatic that culture/environment contributes to human behaviour in organizations. The response agrees with Fritz (1996) that corporate performance is also influenced by organizational culture. This descriptive scientific analysis with a grand mean score of 3.14 over a decision score of 3.00 showed that organizational behavior has positive effect on corporate effectiveness. The regression analysis in table 3 was specifically adopted to establish the relationship between the variables of interest. In regression analysis, there is an important measure, R 2 , which calculates the percentage of variation in the dependent variable accounted for by the independent variable(s). The possible values of R 2 , range from 0 to 1.00. The closer R 2 is to 1.00 the greater the percentage of the explained variation. A high value of R 2 of about .80 or more would indicate that the independent variable is a good predictor of values of the dependent variable of interest. A low value of about .25 or less would indicate a poor predictor and a value between .25 and .80 would suggest a moderate predictor. In this investigation, the R 2 value of .88 suggests that there is a strong positive relationship between the variables of interest. The goodness-of-fit test of the model is also very good at the adjusted R 2 value of .73. The Durbin-Watson criterion value of 1.65 is a value that is within the range between 1.5 and 2.5. Therefore, it is safe to state that there is no autocorrelation among the independent variables of the study. The F-test and t-test are significant at 0.05 level. Therefore, Ho: was rejected and Hi: accepted to confirm that organizational behaviour explains corporate effectiveness. This is the import of the study.

Scope for Further Study
Further study could examine the relationship between personality characteristics and performance effectiveness to find ways of matching the man and the task to enhance organizational sustainability.

Recommendations
i. Organizations should promote emotional intelligence programmes for their membership as an important pattern of increasing co-operative behaviours. ii. Board of directors (BODs) in organizations must always ensure to put in place strong organizational structures to drive corperate effectiveness. iii. Conducive working conditions are a pre-requisite to encourage organizational attractiveness and employee retention. iv. It is important to build and sustain credible organizational culture to enhance organizational reputation, credibility and corporate effectiveness. v. Decentralization should be encouraged and authority pushed as far down the organizational ladder as possible, consistent with competence. This flexibility is necessary to promote even distribution of decisionmaking powers in organizations.

Conclusion
Organizational behaviour is concerned with individual and group behaviour in organizations and how it affects corporate effectiveness. Organizational behaviour also stresses the basics of system thinking, as well as group dynamics. It is very interested in the role of perception and motivation in the behaviour of the individual and enhances integrated and cohesive approach to management. Personality is critical to organizational behaviour because it reflects the unique adjustments individuals make to perform in certain consistent ways in an organization to achieve organizational objectives. Within the context of organizational behaviour, organizational culture reflected by values provides incentives for better performance. Building blocks of organizations such as organizational structure and resources promote corporate effectiveness because it is only when proper structures are established that the organization's sustainability can endure. 125 respondents participated in the study conducted through the exploratory research design. Data were analyzed through statistical techniques and the result showed positive correlation between organizational behaviour and corporate effectiveness.

Research Funding
No funding was received from any sources whatsoever for this original investigation, authorship, and/or publication of this paper.

Declaration of Conflicting Interests
This author declares no potential conflicts of interest to this research, authorship, and/or publication of this paper.