CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND OF THE STUDY
The problem of management in effectiveness and bad attitude to work among Nigerians is widespread in government owned companies. There has been growing concern among Nigerians on the poor organisational performance and managerial ineffectiveness recorded in these organisations. This concern perhaps is a result of the size of economic and social influence of these government institutions on Nigerian development. (Akpala, 1990:193).
Inspite of the huge capital investments in these companies, the results have been extremely poor. As a result of government, as trustees for the ultimate owners of public enterprises have appointed tribunals, commissions and panels to find ways and means to improve the efficiency and effectiveness of the enterprises (CMD, 1985:5).
At the managerial and operative performance levels, the problem is also a general one. In an attempt to explain and subsequentlyliniment government owned companies, two schools of thought emerge. One is of the opinion that the problem is from ill implication of the known theories and
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principles of management in government owned companies. The other holds that the problem stems from not applying management philosophy that is based on Nigerian culture.
This takes us to the meaning of management. Management can be defined as the art or science of working in an organisation through being directed by and by directing and co-ordinating the activities of people to achieve one’s personal goals in the context of the goals of one’s organisation (Ejiofor,1985:3).
Management involves the performance of all the management functions which include planning, organizing, staffing, directing, controlling and co-ordinating of activities to attain optimum result with organisation resources. Management is concerned with the achievement of objectives, performances result, success, efficiency and effectiveness.
The survival of any company in realizing its objectives, depend among other things in proper management of its human and material resources.
No company or organisation can have its activities moving on without a manager. Managers and company goes hand in hand. The need for managers arises because companies exist. One cannot exist without the other.
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Managers have to perform many roles in an organisation and how they handle various situations will depend on their style of management. A management style is an overall method of leadership used by a manager.
There are two sharply contrasting styles that will be broken down into smaller subsets later.
(i) Autocratic
(ii) Permissive
Each style has its own characteristics Autocratic:leaders make all decisions unilaterally. Permissive: leader permits subordinate to take part in decision making and also gives them a considerable degree of autonomy in completing routine work activities combining those categories with democratic (subordinates are allowed to participate in decision making) and directive (subordinates are told exactly how to do their jobs) styles gives us four distinctive ways to manage (IEBM, 1998:201). Directive democrat: makes decisions participatively i.e. closely supervises subordinates. Directive autocratic: makes decisions unilaterally; closely supervises subordinates.
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Permissive democrat: makes decisions participatively gives subordinates latitude in carrying out their work. Permissive autocrat: makes decisions unilaterally gives subordinates latitude in carrying out their work.
Managers must also adjust their styles according to the situation that they are presented with. Below are four quadrats of situational leadership that depend on the amount of support and guidance needed.
Telling: work best when employees are neither willing nor able to do the job (high need of support and high need of guidance).
Delegating: works best when the employers are willing to do the job and know how to get about it (low need of guidance and low need of support).
Participating: works best when employers have the ability to do the job, but need high amount of support (low need of guidance but high need of support).
Selling: works best when employees are willing to do the job, but don’t know how to do it (low need of support but high need of guidance).
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The different styles depend on the situation and the relationship behaviour (amount of support required and task behaviour (amount of guidance required).
1.2 STATEMENT OF PROBLEM
The effect of management style on the efficiency of government owned companies cannot be discussed without looking into the problems militating against these management styles. These upsetting difficulties and problems are:
a) Poor attitude to work/poor performance
b) No proper accountability
c) Inefficiency
d) Wrong management style
e) Poor quality service (Norber M. Ile)
These problems have attracted incessant criticisms from people. Some managers lack good management capabilities.
It is all these that made the researcher to endeavour to determine the impact of the management style on the efficiency of government owned companies.
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1.3 OBJECTIVES OF THE STUDY
The purpose of the study is as follows:
1. To find out the impact of the management style on the efficiency of some government owned companies.
2. To find out the management style adopted by these companies.
3. To find out why there is poor attitude to work in these companies.
4. To find out why there is poor performance and improper accountability in these companies.
5. To ascertain the causes of manager’s inefficiency and instability.
6. To make recommendations.
1.4 RESEARCH QUESTIONS
1. What is the impact of management style on the efficiency of government owned companies?
2. What management style is adopted in Enugu State Water Corporation and Enugu State Star Printing and Publishing Company Limited?
3. Why is there poor attitude to work in these companies?
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4. Why is there poor performance and improper accountability in these companies?
5. What are the causes of manager’s inefficiency?