ZARSMIManagement Studies and Economic Systems2408-95833420170401The Role of Organizational Culture in Adopting Total Quality Management (Case Study: The Salt Complex, El Outaya, Biskra State)19721455894ENImad SaadiSchool of Economics, Commerce and Management Sciences, University of Mohamed Khider Biskra – AlgeriaJournal Article20180121This study aimed at exploring how the organizational culture can contribute in adopting Total Quality Management (TQM) in the organization. A case study was conducted at the Salt complex in El Outaya, Biskra State and the questionnaire was used to collect data. The study found that the organizational culture (organizational values, organizational behavior and the artifacts) contributes in adopting TQM with its four dimensions (top management leadership commitment, focus on the customer, focus on human resources and continuous improvement). All of the organizational culture’s dimensions can increase the top management leadership commitment towards TQM, they also contribute in focusing on the customer. Moreover, organizational culture contributes in increasing the focus on human resources through organizational behavior and artifacts. In addition, organizational culture can help sustain continuous improvement through artifacts and organizational values.ZARSMIManagement Studies and Economic Systems2408-95833420170401The Extent of Utilization of E-Marketing Application by Small and Medium Enterprises in South Eastern States of Nigeria21522455896ENPeace EzeDepartment of Marketing, School of Management Science, Chukwuemeka Odumegwu Ojukwu University, Igbariam, NigeriaObikeze C. O.Department of Marketing, School of Management Science, Chukwuemeka Odumegwu Ojukwu University, Igbariam, NigeriaJournal Article20180121The need for small and medium scale enterprises to utilize information and communication technology (ICT) applications to boost their business necessitated this study which bordered on assessing the extent of utilization of e-marketing applications by small and medium enterprises in South Eastern States of Nigeria. Two research questions guided the study. Two null hypotheses were tested at 0.05 level of significance. Survey research design was adopted for the study. The population of the study consisted of 1,846 SMEs (owners/managers) in the area. Stratified random sampling technique was used for the study. A sample of 1,473 SMEs managers were randomly selected using stratified random sampling. A structured questionnaire was used for data collection. Mean and standard deviation were used to answer the research questions. Z-test was used to test the null hypotheses. Finding of the study indicated that SMES in South Eastern Nigeria utilize e-commerce and e-invoicing marketing applications in their operations to a low extent. The results also showed that there was a significant difference in the mean ratings of SMEs managers on the extent they utilize e-commerce and e-invoicing marketing applications in their business operations based on years of experience. Based on the findings of the study, it was recommended among others that SMEs owners/managers should be trained by business schools and business consultancy firms on how to use e-marketing applications. The importance of e-marketing should be clearly spelt out for them so that they can acquire the skills to fully integrate into their business operations.ZARSMIManagement Studies and Economic Systems2408-95833420170401African Anti-Corruption Agencies: Challenges and Prospects22524355898ENOkechukwu I. EmeDepartment of Public Administration and Local Government, University of Nigeria, Nsukka, NigeriaIgwe Izuchukwu SamuelDepartment of Public Administration, Federal Polytechnic Oko, NigeriaEzenwafor Emmanuel ChidubemDepartment of Accountancy, Federal Polythenic Oko, NigeriaJournal Article20180121Corruption has become an issue of major political and economic relevance in recent years. This has led to a resurgence of interest in analyzing the phenomenon and the diverse forms that it assumes in developing politics with an expectation that democratization and economic liberation offer potential routes to dealing with the problem. Anti-corruption strategies range from institutional reforms through concerted efforts at the international, populist and local levels, but the efficiency of these approaches has not been subject to careful empirical research. This study examines these issues with reference to the politics and practicalities of anti-corruption strategies in several African societies. It is posited that although right sizing the state and political liberalization are desirable goals in many African states, they are necessary rather than sufficient conditions for the reduction of corruption. Extensive public and private sector corruption can coexist with democratic politics. Economic liberalization can also create avenues for corruption, through the sale of parastatals in dubious circumstances. For anti-corruption strategies to be effective in the continent, more attention needs to be devoted to questions of sequencing, the details of reform and its sustainability in very poor polities, political will and commitment. ZARSMIManagement Studies and Economic Systems2408-95833420170401Gender Diversity in Management Positions and Organizational Performance: A Review of Literature24525257815ENGetnet Hunegnaw KebedeDepartment of Management, College of Business and Economics, Bahir Dar University, Bahir Dar, EthiopiaJournal Article20180219In this term paper, diversity in management positions and organizational performance is analyzed using gender diversity as a mediating role. The analysis is done based on the review of related literature. An organization’s success and competitiveness depends upon its ability to embrace diversity and realize the benefits. The success and failure of an organization is also linked with its leadership compositions. Diversity provides organizations with the ability to compete in global markets. Simply recognizing diversity in an organization helps link the variety of talents within the organization. Diversity is a reality created by individuals and groups from a broad spectrum of demographic and philosophical differences. Gender diversity and organizational performance are positively related. Gender diversity provides the organization strong financial performance, intellectual capital, reputation and corporate governance, smooth communication and wider customer base, creativity and innovation, and effective leadership. While women play a vital role for the performance of an organization, their representation in management positions are hindered by global challenges, personal challenges, perception gaps, culture, lack of network and mentors, and scrutiny. To enhance the representation of women in the management positions; ensuring leadership commitment and transparency, formulating formal management position policies, selection quota, recruitment from outside, designing talent development and promotion program, mentoring and networking, providing infrastructure support service, creating awareness, etc are some of the remedies.ZARSMIManagement Studies and Economic Systems2408-95833420170401A Survey on Practice and Challenges of Balanced Score Card in Higher Education Institutions: A Case study on Selected Public Universities in Ethiopia25326757816ENNigist KelemuDepartment of Marketing Management, College of Business and Economics, Bahir Dar University, Bahir Dar, EthiopiaGetnet HunegnawDepartment of Marketing Management, College of Business and Economics, Bahir Dar University, Bahir Dar, EthiopiaMigbar LiyewDepartment of Marketing Management, College of Business and Economics, Bahir Dar University, Bahir Dar, EthiopiaJournal Article20180219The purpose of this study is to assess the practice and challenges of BSC encountered by public higher education institutions as a strategic management tool in implementing their strategic plans. In this research, the researchers used both quantitative and qualitative research approaches in its successful accomplishment. The quantitative frames will be made use of in gathering the necessary data from respondents with closed ended questionnaires and document analysis. A total of 380 questionnaires were distributed to the four public universities: Gondar University, Debre Markos University, Bahir dar University and Wollo University with an equal distribution of 95 respondents. The descriptive statistical tools mostly mean was used to analyze the data collected from the closed ended questionnaires and some document analysis was used. Based on the findings obtained from respondents, it was concluded that BSC is not implemented properly rather it is practiced partially by few employees of the universities in few colleges/schools/faculties/institutions. Respondents raised many challenges for the partial implementation of scorecard such as limited understanding of BSC, lack of training, lack of effective communication, lack of support from top management, etc. To alleviate this problem, the top management of the universities should create awareness, provide training, establish effective communication system, and support the employees for the implementation of the strategy of their university using BSC.