CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND OF THE STUDY
It is the responsibility of managers to mange, and to achieve results through the efforts of other people. This involves the effective utilization of human resources. The way in which managers exercise their responsibilities is important and account for their managerial behaviour. Consideration should therefore be given to the management of the people. Managers are only likely to be effective if they adopt an appropriate style of behaviour.
The first step in the effective management of people is confidence in your own ability and awareness of your own strength and weaknesses.
An essential ingredient/ tool of any successful manager is the ability to handle people effectively. People respond according to the manner in which they are been treated. In the right manner, the bests in them will be brought out. The behaviour of managers and their styles of management will influence the effort expended and the level of performance achieved by subordinate staff.
Management style can be as important as management competence. The general movement towards flatter organisation structures, flexible working and greater employee involvement places greater emphasis on an integrating effort rather than a traditional controlling style of management. According to Macken (1994:64) cited in essentials of management by Olannye (2005), “management has become more about managing people than managing operations, unless we have harnessed the full potentials of our people, even the best plans are likely to be less than successful”. To achieve organisational effectiveness, managers must provide an environment in which employees will thrive best and promote increased individual performance. The way managers generally approach the performance of their jobs and the behaviour they display towards subordinate staff is likely to be conditioned by their pre-dispositions about people.
When staff of an organisation perceive their manager as being friendly and trustworthy, they are likely to be positive in their approaches to assigned duties and responsibilities. Manager’s attitude towards people, his managerial/leadership style, the management systems and the application of management by objective (MBO) in system dynamics, are essential elements in determining managerial behaviour. In Nigeria for example, most organisations including educational institutions of higher learning have their managers and or administrators exhibit characteristics that are not in line with organisational expectations, while others simply personalize their offices.
1.2 STATEMENT OF PROBLEM
Agu C. (2003), in his book “management, an introductory text” states that McGregor put forwards two suppositions about human nature and behaviour at work, he argued that the style of management adopted is a function of the managers attitude towards people and assumptions about human nature and behavior. The two suppositions are called theory X and theory Y, and are basic popular assumptions about people and work. Theory X represented or represents the carrot and stick assumptions on which traditional organisations are based and was widely accepted and practiced before the development of the human relations approach. The assumptions of the theory are:
The average person is lazy and has inherent dislike for work.
Most people must be concerned, controlled, directed and threatened with punishment if the organisation is to achieve its objectives or goals.
The average person avoids responsibility, prefers to be directed, lack ambition and values security most of the time.
The central principle if this theory is directed and control through centralized system of organisation and the exercise of authority.
On the other hand, theory y states that an average person sees work as natural as play, if he is given the freedom to exercise his ingenuity.
The managerial behaviour is therefore formed along these two extremes. How those the manager perceive his work? Does his perception in any way affects organisational effectiveness?. Is there any relationship between managerial behaviour and organisational effectiveness?
The answer to the above questions from the central theme of this study.
1.3 OBJECTIVE OF THE STUDY
This study is geared or directed towards finding out:
To explain the relationship between managerial behaviour and organisational effectiveness.
To bring to the tore managers attitude towards people in an organisation.
To explain whether the perception of managers affect organisational growth.
To examine the extent to which management attitude affect organisational goal.
1.4 RESEARCH QUESTIONS
The following research questions are formulated to guide the study.
Is there any relationship between managerial behaviour and organisational effectiveness?
Does managers attitude has impact on people in an organisation?
Does the perception of managers affect organisational growth?
To what extent does management attitude affect organisational goals?
RESEARCH HYPOTHESIS
The following research hypotheses are formulated to guide the study.
Hi: There is a significant relationship between managerial behaviour and organisational effectiveness.
Ho: There is no significant relationship between managerial behaviour and organisational effectiveness.
Hi: Managers attitude has impact on people in an organisation.
Ho: Managers attitude does not have any impact on people in an organisation.
Hi: Perception of managers affects organisational growth.
Ho: Perception of managers does not affect organisational growth
Hi: Management attitude affect organisational goals.
Ho: Management attitude does not affect organisational goals.
SIGNIFICANCE OF THE STUDY
This study has the following significance:
It provides a basis for management practitioners to identify components of managerial behaviour and organisational effectiveness.
It will provide the needed information’s that will be required by policy makers in formulating policies that will guide managerial behaviour.
It will provide the needed information that can be converted to data base that will serve as a reference point to future researchers.
It will serve as a guide to management scholars and practitioners alike, as it will provide data and other statistical information’s that will be required for further research work. It will help in enhancing organisational growth, through effective management.
1.7 SCOPE OF THE STUDY
This study is limited to the employees of Apaco Company, Agbor. The employees are put into two broad groups-the junior and senior employees. Therefore, the respondent will only constitute the junior and senior staff of the establishment
MANAGERIAL SKILLS AND ORGANIZATIONAL EFFECTIVENESS
