STRATEGIC MANAGEMENT AND ORGANIZATIONAL PRODUCTIVITY IN THE BANKING SECTOR, (A CASE STUDY OF UNITED BANK FOR AFRICA PLC.)

ABSTRACT
The study is on the impact of strategic management on
organizational productivity in the banking sector, with UBA as
the case study. The study is done with a view of identifying the
major benefits of managing strategically and also highlights the
challenges faced by organizations as a result of not applying
strategic planning into its management process. The
methodology adopted involved the use of primary data, through
structured questionnaire collected from 160 respondents,
randomly selected and determined through Yaro Yam en’s rule.
The data obtained were analysed and further subjected to Chisquare
statistical tool in testing the hypothesis. The result
obtained showed that productivity in the banking sector can be
improved by the application of strategic management. We can
therefore conclude that strategic management, if properly
applied can be a major booster of organizational productivity

CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND OF STUDY
The spate of competition among organizations has necessitated the need
for improved performance if they are to realize their corporate goals. The
socio-political environment of businesses is also ever changing and thus
imposes upon these entities the challenges of managing that change in
order to sustain performance. Resources are limited, consumer demands
are primarily directed by prices, and as such businesses and firms could
not sell everything they produced. Little attention being paid to
competitors and relative competitive strength of the business, mainly due
to the perception of the environment as being relatively stale and simple.
“During and after the oil crises of 1973, the world economy virtually
collapsed with both inflation and stagnation at the same time, leading
consumer demands to change to high quality good and services, which in
turn led to fierce international competition. (Garth, Andrea & Podolny,
2001: 25). This trend in the socio-economic environment unfortunately
continued into the 1980s where western corporations could only look as
their Japanese counterparts proved capable of combining high
performance in areas of productivity, timeline and quality with a high
degree of motivation and commitment from their employees. These
developments resulted in both technological and economic changes that
were difficult to predict with common forecasting methods. Techniques

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