Abstract
The attainment of independence of the nations civil service was structured into four main regions. This structure was ratified after the adoption of God Wits report of 1954 and essentially based as in all common wealth. Africa in essence was patterned on the British model. At the professional classes, below it is the effective class, the technical and general class at all, within thirty, forty seven years of our existence. The civil service has further been divided into the contest on the mode of control of the civil service. Arguments have being made as to whether the executive or bureaucratic class in control of administration in view of incessant struggle between the higher bureaucratic and executive, be it civil or military dispensations. Infact, this context is as old as the nation itself. In conventional administrative sphere, the civil service makes the higher bureaucrats in the instrument, both for policy, advice and implementation of the will of the state as determined by legitimate political institution to which the service must be both subordinate and subservient. MaxWeber indeed warned that the subjection of the civil service to political control is necessary to stop the institution from becoming a master rather than the servant of the society as well as ensuring the effective discharge of its functions. In this research, an attempt would be made to examine the roles of executive in the machinery of such control and its efficiency. The methodology used for this research centered mainly on discussions. Oral interview and administration of questionnaires. The focus of the study views mainly on policy, ministries. Non-ministerial and extra ministerial departments (civil servants) were also selected from stratified random sampling techniques. Findings revealed that it is absolute necessary to control administration such as control, should be done based on capability than mere occupation of political powers.
TABLE OF CONTENTS
Title page i
Approval page ii
Dedication iii
Acknowledgement iv
Abstract v
Table of content vi
CHAPTER ONE
1.0 Introduction 1
1.1 Background of the study 1
1.2 Statement of the problem 6
1.3 Objectives of the study 7
1.4 Research questions 8
1.5 Significance of the study 9
1.6 Scope of the study 9
1.7 Limitation of the study 10
1.8 Definition of terms 11
CHAPTER TWO
2.1 Introduction 12
(Other function of the topic)
Reference 23
CHAPTER THREE
- Research design and methodology 24
3.1 Introduction 24
3.2 Research design 24
3.3 Methods of sample size 24
3.4 Population and sample size 26
3.5 Sampling technique 26
3.6 Validity and reliability of measuring instrument 27
3.7 Method of data analysis 28
CHAPTER FOUR
- Presentation and analysis of data 29
4.1 Introduction 29
4.2 Presentation of data 29
4.3 Analysis of data 30
4.4 Interpretation of result(s) 32
CHAPTER FIVE
- Summary, conclusion and recommendation 33
5.1 Introduction 33
5.2 Summary of findings 33
5.3 Conclusion 34
5.4 Recommendations 35
References 37
Appendix
Questionnaire
CHAPTER ONE
1.0 INTRODUCTION
1.1 BACKGROUND OF THE STUDY
Over the years, arguments have been made as to whether it is
reasonable to control administration school of thought has it that if
administration is not controlled by a superior authority within the polity,
would over-stretch its powers to a point of dictatorship.
P.E Ollana (1975) argues
that is necessary to control administration in order to compete it to more in
the same state with the ruling party else, the ruling party would wake up and
discover that its programmes and policies have been dis-oblige on the alter of
bureaucratic sabotage. In this vein, the concept of using the higher
bureaucrats as a confidential advisor to the political class, the minister as
in the west minister, parliamentary model is quite as in the know in
inter-developed democracy of the third world.
Mition Esman, et al (1969) said, when he contended that the
control of bureaucracy in the context of most of the developing countries is a
misplaced priority on that, might seriously retard the rate of progress. We
ought to be more concerned with the increase in the capacity of bureaucracy to
perform and this we see as a function of greatly enhanced professional
capability and operational autonomy, rate the further controls.
Esman point of emphasis is vital as they under-score the rate
or true intention of development of administration which is increase in state
and bureaucratic control over individual human being.
Based on the above, it then means that a measure of control of
administration is a sine qua-non in any given political system. It is a civil
polity or military dispensation control of administration by a superior
responsibility policy and programmes are made good, it is necessary for the
political execution to carry out and implement the policies of the political
executive.
Administration is an instrument for achieving public policy.
It could sometimes be an impediment. The civil service is fashioned in a manner
that will develop a procedure which sometimes makes the acceptance of new
policy and programme difficult. This is much more fervent when a former
political executive had stayed in office for long and had gathered a lot of
loyalist and support, some cases in point abound.
The British labour government after (1945) met some resistance from the conservative administrative class in British civil service. The same was experienced in Germany during Wilmer republic. These resistances were associated with the policy thrust of the government support and loyalty to the regime. If system were not check-mated, it becomes obvious and its programmes and policies would suffer undue setback, it therefore becomes plausible to review and adopt a means for the control of bureaucracy.
In Nigeria,
the collapse of the first republic and the attendant military bureaucratic
relationship, posed a hurdle on the control of bureaucracy. When the military
struck on the 5th of January 1966, all the political structures of
the state were disbanded, the leadership vacuum this created was filled by the
higher civil service bureaucrats.
First by incorporation and lately accretion as of right.
General T.V Aguiyi-Ironsi enacted them. “the 1966, this act transferred the
functions of individual member of the year 1966 federal executive council (F.E.C) to
appropriate permanent secretaries and the heads of extra ministerial
departments”. This led to an unjustified high level of political involvement of
the part of higher administration with a great commissioner.
This action resulted into an undue grip of the service and made
administration exist in an unparallel manner, in any attempt to control it
consequently, they are of super-permanent secretaries emerged.
These permanent (super) secretaries held an undue siege on any
government in power until 1945, when the late general Murtala Mohammed carried
the first and foremost civil service, purged in an attempt to control
administration. It was the conclusion of the 1975 purge that became explicit to
the higher administration that it controls even a guest manner.
For the avoidance of doubt, a meaningful success of July, 1975
purge, was an affirmation that political neutrality of the civil service is a
fundamental feature of a democratic government and too essential for its
efficient operation. It must be maintained even at the cost of some loss of
political liberty by certain, of those who elect to enter into services.
Most important to be observed is the truth already, so much
and so fortunately insisted upon by our civil service reformers.
Namely that administration
lies outside the proper sphere of politics.
Administrative questions are not political questions. Although
politics sets the task for administration, it should not be suffered to
manipulation of its offices, this is distinction of high authority.
In course of this discourse, a pertinent question that would
be answered will revolve on the role of the executive politics in the control
of administration with Imo state civil service as a case study.
The process or modus operandi for such a control and how
efficacious they are answerable to these questions from the premise of the
study.
THE EFFECT OF ADMINISTRATIVE CONTROL ON THE EXECUTIVES IN IMO STATE A CASE OF IMO STATE CIVIL SERVICE
