College of Business and Economics

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Start date: 2020Subject: search.filters.subject.Organizational Performance

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Now showing 1 - 5 of 5
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    Strategic Leadership in the Transformation from Traditional Bathroom Manufacture to Smart and Healthy Living Solution Provider: A Case Study of Bolina Group
    (Mekelle University, 2025-11-28) ZHENG WENQIN
    This study investigates the role of strategic leadership in guiding the transformation of Bolina Group from a traditional bathroom manufacturer to a provider of smart and healthy living solutions. It focuses on understanding how leadership practices influence organizational strategy, structure, processes, technological adoption, employee engagement, and overall performance during this transformation. A case study design was employed, collecting data through structured questionnaires distributed to 168 employees across key job categories, complemented by semi-structured interviews with management and technical staff. The study examined constructs including Transformational Leadership, Adaptive Leadership, Visionary/Entrepreneurial Leadership, Organizational Culture, Technological Readiness, Smart and Healthy Living Product Adoption, and Organizational Performance. Reliability tests using Cronbach’s Alpha confirmed that all measurement scales were internally consistent and suitable for analysis. Findings reveal that strategic leadership is a critical driver of organizational transformation. Transformational, adaptive, and visionary leadership practices significantly influence the adoption of smart and healthy living solutions, foster innovation, enhance employee engagement, and improve overall organizational performance. Additionally, a supportive organizational culture and strong technological readiness were identified as key enablers that amplify leadership effectiveness in driving change. The study concludes that effective strategic leadership, supported by an enabling organizational environment, is essential for navigating complex transformations and sustaining long-term competitiveness. Recommendations include strengthening leadership development, enhancing organizational culture, investing in technological readiness, and continuously monitoring transformation initiatives to ensure alignment with strategic objectives.
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    AN ASSESSMENT ON STRATEGIC MANAGEMENT PRACTICE ( THE CASE OF PEOPLE’S LIBERATION ARMY (PLA) HOSPITAL OF CHINA)
    (Mekelle University, 2025-11-28) Zhang Giang
    Strategic management is essential for organizational success, particularly in complex and highly structured institutions such as military hospitals. The People’s Liberation Army (PLA) Hospital of China operates under unique organizational and operational conditions, requiring effective strategy formulation, implementation, and evaluation to ensure efficient healthcare delivery and alignment with broader military objectives. This study aims to assess the strategic management practices adopted at the PLA Hospital, focusing on how strategies are formulated, implemented, evaluated, and controlled, as well as identifying the key challenges faced in the strategic management process. A descriptive research design was employed, using a mixed-methods approach with a primary focus on quantitative techniques. Data were collected from 98 hospital staff through structured questionnaires covering strategic planning, implementation, monitoring, and evaluation. A pilot study was conducted to ensure the reliability of the instrument. Quantitative data were analyzed using SPSS version 27, employing descriptive statistics to summarize trends and inferential statistics, including correlation and regression analyses, to examine the relationships between strategic management practices and organizational effectiveness. Findings indicate that the PLA Hospital demonstrates acceptable to good reliability in strategic management practices, with effective planning, implementation, and monitoring. Challenges identified include resource allocation constraints and coordination issues among staff. Addressing these challenges can further enhance operational efficiency and strategic alignment. The study recommends continuous evaluation, targeted staff training, and integrated strategic planning to strengthen hospital performance.
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    KNOWLEDGE MANAGEMENT AND ORGANIZATIONAL PERFORMANCE: THE CASE OF SELECTED BANKS IN MEKELLE CITY
    (Mekelle University, 2025-10-25) MAMUYE TEKLAY MEKONEN
    This study examined the effect of knowledge management (KM) practices on organizational performance in selected private banks in Mekelle City, Ethiopia. Specifically, the study focused on four dimensions of KM—knowledge acquisition, knowledge sharing, knowledge storage, and knowledge application—and their influence on organizational performance measured through the Balanced Scorecard perspectives: customer satisfaction, learning and growth, financial performance, and internal processes. A quantitative research approach and explanatory design were used. Data were gathered through structured questionnaires distributed to a sample of 279 employees and managers at Wegagen Bank and Lion International Bank, yielding 272 responses, which resulted in a 97.5% response rate. Descriptive statistics, correlation, and multiple regression analyses were performed using SPSS. The results revealed that all four KM dimensions are practiced to varying degrees, with knowledge application (Mean = 3.96) and knowledge acquisition (Mean = 3.78) being the most prevalent. In contrast, knowledge storage (Mean = 3.30) was the least practiced. Correlation analysis showed strong positive relationships between KM practices and organizational performance, with knowledge acquisition having the strongest association (r = 0.817). Regression results indicated that KM practices jointly explained 71.9% of the variation in organizational performance. Among the predictors, knowledge acquisition had the most significant effect (β = 0.532), followed by knowledge storage (β = 0.166), knowledge sharing (β = 0.135), and knowledge application (β = 0.119). The study concludes that effective KM practices are critical drivers of organizational performance in private banks. In particular, investing in systematic knowledge acquisition and robust storage mechanisms significantly enhances competitiveness and service delivery. It is recommended that banks strengthen their knowledge management systems by expanding training opportunities, improving knowledge repositories, fostering a culture of sharing, and integrating knowledge into strategic decision-making. Future research should explore additional factors such as leadership, technology adoption, and organizational culture that may also influence performance.
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    The effect of Leadership Styles on Organizational Performance in Tanqua Milash Wereda, Centeral Zone, Tigray, Ethiopia
    (Mekelle University, 2025-06-28) Gebreslassie Hailemariam
    This study investigates the effect of leadership styles on organizational performance in Tanqua Milash Wereda, a newly established administrative unit in Tigray, Ethiopia. Given its nascent stage and challenges like resource constraints, political interference, and workforce shortages, effective leadership is crucial for service delivery and sustainable development. The research used a combination of methods to gather information, collecting numerical data from 215 structured questionnaires and personal insights from 18 semi-structured interviews, while looking at six types of leadership: autocratic, transactional, transformational, democratic, charismatic, and laissezfaire. Key findings indicate a predominant reliance on autocratic leadership, with 77.4% of respondents reporting exclusion from decision-making. This leadership style strongly correlated with poor organizational performance, evidenced by critically low employee motivation (78.3% negative perception) and minimal recognition of staff contributions (82.1% negative perception). Transformational and democratic styles, while linked to higher performance in literature, were largely absent in practice. Qualitative data further highlighted systemic barriers including inadequate leadership training, bureaucratic inefficiencies, and political interventions hindering good governance. The study contributes empirical evidence on leadership dynamics in newly formed Ethiopian weredas, addressing a significant research gap. It highlights the serious problems caused by strict control in areas with limited resources and suggests practical solutions like leadership training programs, reforms for involving people in decision-making, and changes in policies to reduce political interference. Ultimately, this research emphasizes the need for a systemic shift toward adaptive leadership approaches to enhance organizational effectiveness, employee satisfaction, and public service delivery in Tanqua Milash Wereda, offering a framework for similar developing contexts.
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    EFFECT OF TOTAL QUALITY MANAGEMENT PRATICE ON PERFORMANCE OF BREWERY FACTORY (TheCASE OF DASHEN BREWERY Share Company)
    (Mekelle University, 2024-11-25) NIGUSSE KELEMU
    This research investigates the impact of Total Quality Management (TQM) implementation on the performance of Dashen Brewery Share Company in Ethiopia, focusing on data collected from 2015 to 2023. This is due to the reason that companies frequently assume QMS practices and ISO certification can improve organization performances. Employing a mixed-methods approach, the study integrates quantitative performance metrics with qualitative insights from management and employee interviews. Financial statements & performance reports are used as secondary data and Questioners & interview are used as primary data. Purposive sampling used to select the interviewees and respondents for the questionnaire. The collected data was analyzed using both descriptive and inferential statistics as well as tested for its significance using SPSS version 20 software. Findings reveal that key TQM practices—such as top management commitment aspect, customer focus, continuous improvement and innovation, employee involvement practices, reward and recognition, effective communication and information systems and Benchmarking—significantly influence performance metrics (p < 0.05), including product quality, operational efficiency, and employee engagement. Despite these positive outcomes, challenges persist, such as insufficient employee involvement, lack of comprehensive training, and limited resources, which hinder the effective implementation of TQM. The research contributes to the body of knowledge by providing empirical evidence of TQM's significance within the Ethiopian brewing sector, offering practical recommendations for organizations seeking to enhance performance through effective quality management strategies.