MBA in Management

Permanent URI for this collection

https://haigrepository.haigazian.edu.lb/handle/123456789/61

Browse

Now showing 1 - 16 of 16

Factors Affecting Organizational Performance in For-profit and Not-for-profit Organizations in Lebanon
(2012) Yoghourdjian, Houry Artine
The purpose of this study was to investigate the factors affecting organizational performance in both for-profit and not-for-profit organizations in Lebanon, and to find out whether those factors are different in for-profit and not-for-profit organizations. An empirical study was performed, using survey research. The data was collected through a questionnaire conducted on 110 organizations in Lebanon, and the questionnaire was developed based on extensive literature review. The results of the study indicated that appropriate organizational culture, proper decision-making, putting employees first, group and team performance management, talent and performance management, evaluation and feedback system, leadership, and organization design and structure are positively related to organizational performance. The result also concluded that these 8 factors identified as affecting organizational performance are not different in for-profit and not-for-profit organizations.
The Impact of Communication on the Performance of Lebanese Pharmaceutical Companies
(2013) Issa, Kamel Nehme
In my personal work experience as a medical representative with several pharmaceutical companies in Lebanon, I often witness the difficulties people at all levels have communicating with each other. These difficulties create multiple problems for the companies. I often wondered why people fail to communicate well with each other, and how much better the companies would perform if this communication was good. This personal and professional interest led me explore in depth the subject of communication, focus on the role communication plays in companies and identify the factors that have the most impact on the organization’s success or failure. I identified six major factors from my literature review and examined their impact in either large or small/medium pharmaceutical companies and in either “brand “or “generic” pharmaceutical companies. I collected data from the administration of a questionnaire that reflects the findings of my literature review, and administered my questionnaire to pharmaceutical companies in Lebanon, both local and international. I used the following statistical tools to analyze my data and develop conclusions and recommendations: multiple regressions, ANOVA, factor analysis, and other tools. I expect that my research, findings, using data from pharmaceutical companies in Lebanon, would be convincing and contribute to the understanding these companies and employees who work there have of the important role of good communication in organizational performance. In addition my study showed that there is no difference in communication processes between large companies and small /medium companies but a difference exists between the brand companies and the generic companies in the way they look to communication practices and see its importance in the organization's success.
The Direct and Indirect Impact of Public Private Partnerships in Infrastructure on the GDP of Developing Countries
(2019) Nashalian, Araz Sarkis
The Millennium Development Goals, which were approved by the leaders of 189 countries at the United Nations Millennium Summit in 2000 and Sustainable Development Goals agreed on 2015, promote Public-Private Partnerships (PPP) in infrastructure as a vehicle for growth and as a means to eradicate poverty in developing countries. This thesis examines the direct and indirect impact of public-private partnerships’ (PPP) investments on GDP in developing countries. The model builds on Solow's neoclassical production function taking into account the traditional factors of production, capital and labor, to which are added other contributors to growth, such as human capital and the institutional quality, two other dimensions developed by Robert Lucas, Douglas North and Paul Romer. Panel regressions with fixed effects on a sample of 81 developing countries for the period of 2000-2016 provide evidence that PPP infrastructure investments have a positive impact on GDP per capita. The results also confirm that the marginal effect of the labor force participation rate, other investments and the human development index on GDP per capita are further enhanced by such investments. Furthermore, the results show that the marginal effect of investments in PPP on GDP per capita depends itself on the host country’s regulatory quality.
The Impact of Corporate Social Responsibility Practices on Employee Engagement in Lebanon
(2015) Beydoun, Hola Maamoun
The purpose of this study is to examine the impact of internal and external CSR practices on employee engagement. An empirical study was performed using a survey questionnaire, which was distributed to 40 organizations that have CSR practices. Out of 40 organizations, 20 replied and 171 questionnaires were returned and used. Descriptive statistics were conducted followed by Reliability Test, Factor Analysis, and Multiple Regression with Stepwise method. Empirical evidence from this study showed that a number of internal and external CSR practices have a statistically significant positive relationship with the two aspects of employee engagement: employee commitment and employee pride.
The Impact of Teacher Leadership and Positive School Culture on the Performance of Students in Public and Private Secondary Schools in Beirut and Mount Lebanon
(2015) Mandoyan, Talar Alexander
The purpose of the study was to examine the role of teachers as leaders and the role of positive school culture on the performance of students. Moreover, this study aimed to show whether teacher leadership and positive school culture are positively affecting the successful performance of students, and whether the public and private secondary school students in Beirut and Mount Lebanon are performing equally successfully. An empirical study was performed using a survey questionnaire, which was distributed to 413 grade-12 students from 32 schools. The sample included 201 students from schools located in Beirut from which 110 students belong to private schools and 91 students belong to public schools; and 212 students from schools located in Mount Lebanon from which 115 students belong to private schools, and 97 students belong to public schools. Descriptive Statistics were conducted followed by Reliability Tests, Multiple Regression with Stepwise Method, Independent Sample T-Test, and Factor Analysis. Empirical evidence from this study showed that teacher leadership and school culture vi totally differ between the two types of schools: Private and Public schools. Private schools have better teacher leadership and a more positive school culture compared to public schools. Students in private schools build positive relationships with teachers, are engaged in school life, have a sense of school belonging, participate in classroom activities, are confident of succeeding in their exams, and achieve higher averages than students in public schools. Moreover, the study revealed that several factors regarding teacher leadership and positive school culture are better in schools in Beirut than in Mount Lebanon. That is why students in schools in Beirut build better and more positive relationships with teachers, and are more confident that they are capable of succeeding in their exams. This study recommended public schools to pay more attention to all the factors including teacher leadership and positive culture that contributed to the betterment of the private schools. Also, the schools in Mount Lebanon should learn why the schools in Beirut are doing better. In particular, they will benefit from knowing that the reasons for the differences are that in Beirut teachers are able to make their objectives clear, teachers are knowledgeable, teachers help students resolve problems or conflicts, teachers help improve skills and abilities of students, there is a supportive environment that motivates students to learn, high expectations of leaders regarding achievements, and the culture is oriented towards continuous improvement of the school.
The Impact of Innovative Management Practices on Organizational Performance in a Sample of High Performing Organizations in Lebanon
(2015) Diab, Rana Hussein
The purpose of this study was to examine whether innovative management practices are practiced in a sample of high performing organizations in Lebanon. Moreover, this study aimed to show whether these practices are positively contributing to the Employees' morale and satisfaction, Sustainable competitive advantage, and limiting Reactive or crisis-lead decisions. An empirical study was performed using a survey questionnaire, which was distributed to 30 of the high performing organizations; 287 line managers from different organizations filled and returned the questionnaire. Reliability Tests were conducted followed by Factor analysis, and Regression with Stepwise method. Empirical evidence from this study showed that a number of innovative management practices, have a statistically significant positive relationship with different aspects of organizational performance like, employee morale and satisfaction, and sustainable competitive advantage. The study recommended to managers in Lebanon to get employees more involved in decision making; give employees the power to challenge the long-standing management orthodoxies and beliefs, nurture a culture of openness and transparency, and build organizations on a flat hierarchy. Also managers/leaders should possess a strong passion for innovation, become effective listeners, and provide regular constructive feedback.
The Impact of Employee Centric Approaches of Management on Organizational Performance During Change Management Process as Perceived by Employees in a Sample of Business Organizations in Lebanon
(2014) Diab, Ali Hussein
The purpose of this study was to examine the impact of employee centric approaches by management on organizational performance during change. Moreover, this study aimed to show whether the employee centric approaches during management of change and organizational performance differ among the three categories of change (transactional, transitional and transformational), and whether the employee centric approaches during management of change and organizational performance differ among the different industries. An empirical study was performed using a survey questionnaire, which was distributed to 60 organizations from five industries; 152 employees from different organizations filled and returned the questionnaire. Descriptive statistics were conducted followed by Reliability Test, Factor analysis, One-Way ANOVA and Regression with Stepwise method. Empirical evidence from this study showed that a number of employee centric approaches such as management recognizing the stages that employees go through, have a statistically significant positive relationship with different aspects of organizational performance like innovation, employee morale and motivation and internal communication. Moreover the VI study revealed that employee centric approaches and organizational performance differed among types of industries and types of change. The study recommended to managers of the banking sector in Lebanon to get employees more involved in decision making. Also managers overall should not be afraid of transformational change but support it and manage it properly and empower employees by taking their thoughts and ideas into consideration and through communication and transparency and trust.
The Impact of Lebanese Customers' Perception on their Banks' New Product Development Process
(2014) Tchobanian, Lisa Yeghia
This research was conducted in order to determine the characteristics of successful product development which are the factors that influence customers' choice of banking products and their adoption and have an impact on their satisfaction and loyalty. Also to determine whether the customers of Lebanese banks perceive their banks' new product development process to be successfully meeting their expectations and whether this perception contributes to their being satisfied, loyal and advocates of their banks. Another objective of the research was to determine whether there is a difference between the customers of Lebanese "Alpha" banks and the customers of the rest of the banks in terms of perceptions and impact of perceptions. An empirical study was performed, using survey research. The data was collected through a questionnaire administered to 140 respondents. The questionnaire was developed based on extensive literature review. The results of the study indicated that out of all the independent variables "products meeting customers' changing needs" and "products having friendly technology" have significant effect on customers' satisfaction, "products having anytime anywhere banking facilities", "convenience of products" and "products meeting present needs of customers" have significant effect on customers' loyalty, and "products meeting customers' changing needs", "innovative yet easy to use products" and "products having anytime anywhere banking facilities" have significant effect on customers' advocacy to their banks.
The Impact of Successful Teams on the Performance of Organizations in the Hospitality Industry in Lebanon
(2014) Makhoulian, Houry Bedros
In the modern world, organizations are moving more and more into changing their structure from traditional bureaucratic forms into a community like model. They are striving to create positive conditions for their employees so that they come together, share and learn organizational challenges and come up with new ideas. One way to have this creative potential of employees to surface is through teamwork. Teamwork is becoming an essential component for the survival of today's organizations, large or small. Teamwork is breaking down the hierarchies, eliminating silos, empowering employees, and creating a spirit of accountability all through the organization. This research is based on exploring more about teamwork by studying its guidelines and principles and how it effects the overall performance of the organizations, particularly in Hospitality industry in Lebanon. Survey questionnaire was used for data collection from front-line employees of five star and four star hotels. Statistical Analysis: Descriptive statistics were done in order to simplify the interpretation of data collected. Then reliability test was done in order to show if both dependent and independent variables are correlated, and in order to reveal the internal consistency of the scale. Multiple regression with stepwise method was done also to see if there were significant positive relationships between the factors that contribute to the creation and functioning of successful teams and organizational performance measures. Factor analysis was done to see the number of factors that the data can be reduced to. Finally, independent samples t-test and one-way ANOVA were also studied to see if there are statistically significant differences in organizational performance measures between the two categories of hotels and among the subcategories of hotels in Lebanon. Conclusion: the study revealed that there is statistically positive relationship between the factors that contribute to the creation and functioning of successful teams and the organizational performance measures and there are statistically significant differences between five-star and four-star hotels, and among the subcategories of hotels.
The Effects of Performance Appraisal on Employees in a Sample of for-profit and not-for profit Organizations in Lebanon
(2014) Baboghlanian, Ani Minas
Introduction: In the organization where I work, a not-for profit organization, service oriented, and faith based, the performance appraisal idea has been a stress-causing factor for me as a subordinate first, and a manager later. When the review time approaches for evaluation, I become stressed and dread the idea of losing my job. Rather than being a way for career development and learning opportunity, the performance appraisal was a threat for me. I thought only for-profit organizations used any performance appraisal. Did we need to conduct it too seriously and stress on its results? Employees dreaded the performance appraisal, were apprehensive as how to fill the questionnaire and discuss the issue in the review meeting, and wondered what would be the results or consequences. I aimed at collecting data from different not-for-profit and for-profit organizations, targeting employees from different industries. The total number of questionnaires that I have collected added up to 90, with 64 organizations. I collected 37 questionnaires from not-for-profit organizations and 53 questionnaires from for-profit organizations. Statistical analyses: Descriptive statistics were done in order to facilitate the interpretation of the data that were received from the respondents. Reliability Test followed it to show how the variables, the independent and the dependent, are related to each other, and how they show the internal consistency of the scales as a whole. Factor analysis was conducted- a data reduction system, where a group of data are chosen and put in a model in order to test what variables to remove from the model. Multiple regressions with Stepwise method were used to show if there were any significant positive correlation between the performance appraisal and employee responses. Finally, Independent T Test was conducted in order to test the statistically significant difference that exists between the means of two independent groups. In this study, the two groups are not-for profit and for-profit organizations. Conclusion: The study revealed that there is a positive relationship between the performance appraisal and the employee responses such as increase in morale, motivation, commitment, satisfaction, lack of stress, and performance improvement. The effects and practices of performance appraisal are not different in for-profit and not-for profit organizations in Lebanon.
The Effects of Strategic Talent Management on Organizational Performance in Selected Lebanese Family-owned Enterprises in Trade, Manufacturing and Service Industries
(2013) Beledian, Marina Nigoghossian
The purpose of this study is to explore how micro, small and medium sized Family-owned Business in Lebanon practice Talent Management, and, what is the added value created by the implementation of Talent Management of the business performance. Strategic Talent Management is defined as “activities and processes that involve the systematic identification of key positions which differentially contribute to the organization’s sustainable competitive advantage, the development of a talent pool of high potential and high performing employees to fill these roles, and the development of a differentiated human resource architecture to facilitate filling these positions with competent employees and to ensure their continued commitment to the organization. The main aim of the current study was to test whether Organization Leadership Mind-set, Strategy and Culture of Talent Management and Specific Talent Management Practices have an impact on Organizational Outcomes. In addition, this study also tested whether Organization Leadership Mind-set, Strategy and Culture of Talent Management. Specific Talent Management Practices and Organizational Outcomes differ in organizations with different management types. Data were collected using a survey questionnaire, which was distributed to 188 micro, small and medium sized Family-owned Businesses operating in Lebanon across three industries i.e. wholesale and/or retail trade, service and manufacturing. Out of 188 questionnaires, 139 were returned reflecting a response rate of 74%. Descriptive Statistics, Reliability Test, Factor Analysis, and Multiple Regression with Stepwise Method, One-Way Anova and Tukey’s HSD were used to analyze the data. The findings of this study revealed that Organization Leadership Mind-set, Strategy and Culture as well as Specific Talent Management Practices characterizing Talent Management companies produced higher Overall, Financial and Human Resource outcomes.
The Impact of Incentives on Employee and Organizational Performance in Selected Industries in Lebanon
(2013) Dimashkieh, Layla Mohamad
Introduction: My personal experience in a job where I had no appraise, recognition, or a simple thank you for my efforts made my performance deteriorate. I resigned from my job to get rid of demotivation and picked my MBA thesis topic according to what I found essential in a work place. Effective incentives that satisfy different levels of needs, and are compatible with employee position and educational level, will trigger motivation for better employee and organizational performance. I chose a sample of 100 organizations, classified as high rated and low rated, from the banking, hospital, pharmaceutical and general trade sectors; I administered a survey questionnaire where statements explored the different dimensions of effective incentives and dimensions of employee and organizational performance. Statistical Analysis: Multiple regressions were done to prove the positive relation between the dimensions of effective incentives and the dimensions of employee and organizational performance. Independent Sample T Test was done to prove a significant difference in dimensions of effective incentives and dimensions of employee and organizational performance in different business categories (high rated and low rated). One-Way ANOVA was done to prove a significant difference in dimensions of effective incentives and dimensions of employee and organizational performance in the selected industries. Conclusion: The study showed that there is a positive relation between dimensions of effective incentives and dimensions of employee and organizational performance. There is a significant difference in dimensions of incentives and dimensions of performance in different business categories and in the selected industries.
The Impact of Positive Customer Experiences on Customer Loyalty in the Lebanese Retail Banking Sector
(2013) Andonian, Raphael G.
The literature shows that great customer experiences can build and sustain loyalty, which, in turn, improves profitability, market share, sales and growth. Thus, it was important to test if positive customer experience impacts loyalty in the Lebanese retail banking sector, a sector considered as highly competitive. In addition, the paper aimed at showing whether there was a significant difference in loyalty and in customer experience between the group of people dealing with a single bank and the group of people dealing with many banks. Finally, customer experience was compared between people of different levels of loyalty, namely the promoters, the neutrals, and the detractors. The statistical analysis showed that loyalty was slightly higher in the group of people dealing with one bank. However, this difference was not significant. Overall, Customer Experience was not significantly different between people dealing with a single bank, and people dealing with more than one bank. Among all the components of Customer Experience, 60% had higher means in the group of people dealing with one bank, of which, 16% significantly higher and 44% slightly higher. Moreover, Customer Experience was in some aspects significantly different between groups of Promoters, Neutrals and Detractors, while in other aspects, it wasn’t. Among all components of Customer Experience, 73.7% had the highest means in the Promoter group, which is the group of strongly loyal customers. On the other hand, the study showed that among all the components of Customer Experience, being proud of the bank’s reputation and ads, never having considered switching the bank, and feeling that the bank cares about building a long-lasting relationship were the most significant in predicting an increase in loyalty. Combining these findings, we concluded that positive experiences have positive impacts on loyalty in the Lebanese retail banking sector.
The Impact of Transformational Leadership on Organizational Commitment
(2013) Demirjian, Aline Agop
The research study explores the effect of Transformational Leadership on Organizational Commitment. The literature review explains in details the components of the two concepts. The study was done by a survey questionnaire with a five point likert measure scale. Transformational Leadership variables were identified as the independent variables; while the survey was then statistically analyzed. Regression Analysis showed overall that the Transformational Leadership components had an positive effect on followers’ affective commitment, negative effect on followers’ continuance commitment, and no effect on normative commitment. The Independent T-tests showed that on average excellent-rated organizations had better Transformational Leaders and their followers’ displayed affective commitment, while the poor-rated organizations showed lower results for Transformational Leadership and followers’ displayed more continuance commitment. Overall, this study proves that Transformational Leadership plays an important role in determining followers’ affective and continuance commitment. The findings explain the values and behaviors that need to be practiced by transformational leaders in order to increase the emotional attachment of followers and decrease their continuance commitment levels.
Employee Motivation and Its Impact on Employee Performance: Empirical Study Conducted in Two Lebanese Companies
(2008) Akahian, Christine Kevork
In today's fast paced and competitive workplace environment, motivating employees for better job performance is very crucial for not only the organization's success but also its survival. Motivation in the workplace is one of the greatest challenges for managers. High levels of motivations are directly connected to high employee performance. A lack of motivation in the workplace is a major issue for managers and unfortunately many business managers today are not aware of the effects that motivation can and does have on their business. The purpose of this study is to understand the importance and effects of motivation on employee performance by identifying the most important motivational factors. This was done by studying two companies one of which is considered to well apply the various motivational techniques while the other one applies them in a lesser degree. The methodology used to obtain the information and data needed was through two sets of questionnaires distributed to employees and managers in both companies. The results were analyzed using various statistical techniques such as descriptive analysis, comparative analysis, hypothesis testing, and correlation and regression analysis. As a result of the conducted analysis, in both companies, we were able to see how using motivational techniques affected positively on employee performance, and how using it less frequently or not at all had a negative impact.
The Impact of Knowledge Management and Organizational Learning on Organizational Performance in Selected Knowledge Management and Learning Intensive Organizations in Lebanon
(2024-04-08) Khederlarian, Maria Zadour
The purpose of the study was to examine the impact of knowledge management and organizational learning practices on organizational performance. Moreover, this study aimed to show whether knowledge management and organizational learning practices differed between higher-rated and lower-rated organizations and among five selected industries. An empirical study was performed using a survey questionnaire, which was distributed to 130 organizations in the five industries. The sample included 36 higher-rated organizations and 94 lower-rated organizations. The listing of the Chamber of Commerce, Industry and Agriculture in Lebanon was used for the rating of the organizations. Out of 130 questionnaires, 102 were returned and were usable, reflecting a response rate of 78%. Descriptive statistics were conducted followed by Reliability Test, Factor analysis, Multiple Regression with Stepwise method, Independent Sample T-Test and One-Way Anova. Empirical evidence from this study showed that a number of knowledge management and organizational learning practices has a statistically significant positive relationship with different aspects of organizational performance: organizational effectiveness and efficiency, vii innovation, customer satisfaction, employee motivation and satisfaction, workforce flexibility, and breakdown of communication barriers. Moreover, the study revealed that most of the practices that impact organizational performance differ in higher-rated and lower-rated organizations, as a result of which higher-rated organizations have increased organizational effectiveness and efficiency, enhanced innovation, increased workforce flexibility and less communication barriers than lower-rated organizations. Finally, the study revealed that the average knowledge management and organizational learning practices, as well as the average organizational performance, does not differ among the five selected industries. The study recommended to the managers of organizations in Lebanon to better manage knowledge and encourage knowledge sharing, to empower employees, and nurture a learning culture where trust and transparency prevail.

Browse

Recent Submissions