CHAPTER ONE

1.1 INTRODUCTION

There are numbers of factors that contribute to the success

of any organization, these factors include; capital, equipment,

manpower etc. All these factors are important but the most

significant factor is the human factor. Since it is the people that will

put the other resources to work, it should be viewed as such by

management by giving it due attention in order to achieve its

organizational goals and objectives. The success of any business

organization or firm depends on a sound management.

Management in business/organizations means to coordinate the

efforts of people to accomplish goals and objectives using

available resources efficiently and effectively.

Management comprises planning, organizing, staffing,

leading or directing, and controlling an organization or initiative to

accomplish a goal. Resourcing encompasses the deployment and

manipulation of human resources, financial resources,

technological resources, and natural resources. Since

organizations can be viewed as systems, management can also

be defined as human action, including design, to facilitate the

production of useful outcomes from a system.

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 Whenever people work together for the attainment of a

predetermined objective, there is a need for sound management

that is charged with the responsibility of ensuring that the aims and

objectives of the organization are realized.

Sound management planning aimed at ensuring that the

right persons are available for the job at the right time. This

involves formulating a forward looking plan to ensure that there is

necessary human effort to make it possible for the survival and

growth of the organization.

This emphasis on sound management is influenced by the

belief that it is now desirable to focus more attention on areas

which in the past has been relatively neglected because every

organization regardless of its size must provide for the needs,

interest and desire of its employee within the work environment

necessary to compete effectively.

In other words, the achievement and accomplishment of an

organization depends on the ability and expertise of those who

operate it both at the managerial and lower levels of operation,

such abilities and expertise usually stems from the knowledge they

posses and training received.

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1.2 STATEMENT OF THE PROBLEM

It is no doubt that management is considered the most

critical to any organizational survival of a truism.

In light of the above, the following are the statements of the

problem:

i. Most organization plan meticulously for their investment in

physical and capital resources while neglecting human

resources (employees) by not embarking on a sound

management plan which will lead to effectiveness and

efficiency through training.

ii. There has been a lack of sound and proper coordination of

efforts of the workers (synergy) in order to attain expected

result in reasonable time, and with minimum resources.

iii. There has also been a progressive decline in the ability of

management to cope with the uprising challenges of over-

unfolding dispensation in the organization.

iv. Management observed that poor performance of staff follows

their inability to keep abreast with the new technological

development as a result of absence of appropriate and

sound management planning.

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1.3 OBJECTIVES OF THE STUDY

The following are the objectives of the research work:

i. To highlight the need for sound management planning in the

organization.

ii. To conduct an investigation on the review of sound

management planning and its impact on employees

efficiency and effectiveness

iii. To identify some techniques of management planning in the

organization and their relevance to organization needs.

iv. To establish the relationship between sound management

planning and employees performance/effectiveness.

v. To correct the belief that in this age of computerization and

technological development. All that organization need to

survive in the acquisition of up-to-date capital equipment to

the neglects of the power of its human resources, sound

planning etc.

vi. To proffer solutions to the identified problems.

1.4 SIGNIFICANCE OF THE STUDY

The research work is no doubt important because of the

following reasons:

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 i. It serves as a basic requirement for the partial fulfillment of

the award of National Diploma (ND) in Business

Administration and Management to the student.

ii. It will also enable the organization (Plateau State

Polytechnic, Barkin-Ladi) to map out strategies that will lead

to efficiency and effectiveness of employees.

iii. It will also serve as a reference materials to up-coming

students and researchers who may wish to carryout further

research on the subject matter.

1.5 SCOPE OF THE STUDY

The research work is limited to the impact of sound

management planning on organization’s efficiency and

effectiveness with Plateau State Polytechnic Barkin Ladi, Jos

Campus as a case study for the period of 2010 – 2012.

1.6 DEFINITION OF TERMS

Management: Management is defined as the process of

controlling, supervising and coordination of

activities in order to attain optimum results

with organizational resources.

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Organization: Organization can be defined as a social

unit purposely constructed and

reconstructed.

Planning: Is the process of setting attainable goals

and determining how best to achieve it.

Effectiveness: Quality of performance in an organization

that is the important.

Efficiency: The ratio of the output to the input of any

system that comes out of a process.

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 CHAPTER TWO

LITERATURE REVIEW

2.1 INTRODUCTION

The aim of this chapter is to review related literatures on

sound management planning as it relates to efficiency and

effectiveness in an organization. It focuses on the concept of

management, theories of management, functions of management

designing organizational goals, management and the achievement

of goals and other related terms concerning management.

2.2 CONCEPT OF MANAGEMENT

Concepts are abstractions formed from generalizations from

particulars. Concepts are the corner stone for the development of

principle and theory. In reality, a concept is a commonly agreed

upon definition of an object, event or process. The importance of

concept can be illustrated by the fact that unless a concept is very

clear to those who must use the, knowledge cannot be effectively

transferred to another person. The same word must mean the

same thing to all the people. The word “management” and

“organization” are typical examples. They do not appear to imply

the same phenomenon among various persons.

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 A scholarly grouping of concepts and principles create a

theory. A theory presents a framework of principle and concepts

for the clarification of a theory. A theory presents a formal manner

interrelated principles. Thus the theory of management is the

synthesis of the concepts and principles of management. We have

as a result of this systematic synthesis many theories –

organization theory, theories of leadership, theories X and Y,

Graicunas theory and the like. Management theory attempts to

present concerted manner loose facts about human behavior in

organization. Theory therefore is a scientifically acceptable

schema useful in understanding phenomena and predicting future

happenings.

Management as a System

The systems’ approach to management encourage

management to perceive the internal and external environmental

factors as an integrated whole. As a result of this system concept,

the manager views the physical, human, environmental and

psychological facets of the job as linking to form an integrated

whole. An example of a system is the motor car. The parts are

assembled in a manner to function effectively, the sub-systems

must function effectively. In a general sense, the human being is a

complex system made up of sub-systems such as the circulatory

8
system, the locomotive system, and so on. These sub-systems are

inter-dependent. When any of them fails to function effective, the

entire system experiences a severe setback. A system is a set of

interrelated and interdependent parts arranged in a manner that

products a united whole.

The system concept is often used in business to highlight the

interrelationship between the functional area of management.

These functional areas such as production, marketing, finance,

procurement and personnel could be seen as the sub-systems.

These functions must be properly coordinated for the enterprise to

attain its desired objectives. The functions of the manager could be

perceived as managing the system. He is to create and define the

objective of each sub-system and integrate the sub-systems. The

success of a manager goes beyond the effective management of

any of the functional areas – finance, marketing, or production. He

must not only strive to achieve the objective of each of the

functional areas, but also attain an integrated balanced company

objective. Failure to recognize this fact could make each system

pull in the opposite direction and a common objective could not be

attained. The interrelationship in a system could be demonstrated

by a simple illustration. For the sales department to meet delivery

dates promised to customers, it has to rely on the production

9
target, the purchases department must order enough materials,

the accounts department must make enough money available in

time for the order to be placed and received on schedule.

The success of any system depends on the relationship

between system and its sub-systems. In a business organization,

factors such as goal clarity, authority relationships and the

structuring of the sub-systems could affect the performance of the

entire system.

The systems’ approach to management recognizes that

management system is a complex formal system organized to

function effectively and efficiently to achieve a desired goal. Where

the system does not function as expected as a result for poor

communication, personality clashes, poor or lack of goal

congruency, the entire organization suffers.

Universality of Management

Management function is identical in all formal organizations

whether it is profit making organizations or a non-profit making

organization all people who occupy management positions perform

the same type of functions. They plan, organize, staff, direct and

control. They get things done through and with subordinates. Their

principal responsibility is to achieve organizational objective

through group efforts.

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 The concept of the universality of management implies that

all managers irrespective of their position in the organization

hierarchy perform at one time or the other identical functions. The

concept also connotes that management know-how is transferable

form one organization to another. Managers seldom perform the

actual activities themselves. Their functions are managerial, not

technical.

The functions of managers in organizations are as follows:

(i) Managers make decisions.

(ii) Managers focus on objectives.

(iii) Managers plan and set policies

(iv) They organize and staff.

(v) They communicate with subordinates, colleagues and

superiors.

(vi) They direct and supervise by securing actual performance

from subordinates.

(vii) They control organizational activities.

It is as a result of all these multiple functions that

management has grown into a big profession. The professional

manage who occupies an important position in an organization is

concerned about the corporation and its health and growth. The

chief executive is, for example, a professional manager who owes

11
no allegiance to a function or specialty for his function is to guide

and direct the company as an integrated unit, not in managing its

separate parts.

Nwachukwu (2006:3) said there is no human endeavor that

does not require proper management for its effective functioning.

All types of organizations whether government establishment,

business enterprises, hospitals, cooperatives, churches, mosques

or profit making organization require some measure of good

management to function effectively. Managing is one of the most

importance human activities that permeate all organizations.

Whenever people work together for the attainment of

predetermined objectives, there is need for management that is

charged with the responsibilities of ensuring that the aims and

objectives of the organization are realized.

To ensure the desired output, effort towards planning,

organizing and directing organizational resources to the manner

that goals will be achieved.

Ujo (2001:98) viewed management as the preparation of

material on which decision are taken, the technical efficiency with

large operation of administration are carried out. The cost

consciousness of staff at all level. The provisions of special skills

and service, economically, statistically, accountancy organization

12
and method etc for holding particular problems and awareness

and effectiveness with which they are used at each level of

responsibility.

Charles Babbage Theories of Management

Nwachukwu (2006:27) championed that, Babbage is one of

the forerunner of Fredrik Taylor who spent his life working on the

different engine. His major contributions to the field of

management include:

(a) Division of labour and specialization: He stressed the

need for dividing and assigning labour on the basis of skills.

He used pin production to illustrate the benefits of division of

labour pointing out the saving in time and the acquisition of

skill within a relatively short time and as a person

concentrate only one operation.

(b) Automatic operation: He stressed the need for replacing

manual operation with automatic machinery.

Human Relations School Theory

Nankus, et al (2005:43-44) championed that, Mayo is

generally regarded as a pioneer father of human relations, Mayo’s

management system was departure from that of Taylor who

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believed that man was an economic animal and would respond to

financial incentive plan.

Mayo urged that scientific management involves getting

things done through people, and then the action of management

should be centered on interpersonal relations of workers in an

organization. For the organizational effectiveness and efficiency

depend upon the quality of relationship that exist between the

management and employees in an organization.

The above assumption was based on the Howthorn

experiments carried out by Elton Mayo at the Western Electric

Company near Chicago in 1930s.

The experiments conducted by May were:

(a) Illumination experiment: This experiment was conducted to

determine whether the light system had any effect on

productivity. The experiment shows that light has an effect

on productivity.

(b) Relax – assembly test room (RATAR): The second

experiment was conducted to determine the effect of group

dynamic on productivity. The outcome of this experiment was

positive as productivity improve considerable within the

experiment group.

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(c) Interviewing programme: The interviewing programme

experiment was to determine the connection between off the

job experiment and on the job performance. The interview

provided valuable information about informal organization

pattern in the plant and the influence of peer socialization

and pressures.

From the foregoing, we can deduce the main finding of the

Howthorn studies is based on the assumption that management

cannot treat workers as interchangeable machines tools but

understand them in their human complexity.

It was concluded that social and psychological factors are

responsible for the behavior of the employees. They knew they

were being given special recognition and that this experiment was

of special interest to the management and supervisors. These,

more than external environmental factors, produced the results.

The result of this study which produce what is called “the

Howthorne effect”, showed the effect attitude towards work,

management and work group, have on human behavior.

Robert Owen, a Scottish manager in a textile mill believed

that employees should be seen as “vital machines”. He compares

workers to machines by pointing out that if workers are looked

after as machines by being kept in a state of good repair, greased

15
and cleaned, the effort expended in caring for them would be paid-

off by increased productivity. He believed that if this was true of

“inanimate machine”, it had to be true of “vital machines”. Owen is

believed to be one of the pioneer of human relations school.

Henry Fayol Administrative Theory

According to Obikeze and Anthony (2004:62-63) Henry Fayol

is a French Industrial Mining Engineering whom contribute to

management come up after this retirement as a manager where he

wrote based on his long experience as a practical career manager.

He stated that the activities of every organization should be

classified into six (6) departments as follows:

(i) Technical Department: To deal with the issues of

production, manufacture e.t.c.

(ii) Commercial Department: According to him commercial

department handle buxing, selling exchange e.t.c.

(iii) Financial Department: It is a department that search for

and use of capital.

(iv) Accounting Department: This department deals with the

statistical and provision of financial report to the

management.

(v) Security Department: Is a department that protects both

people and property in the organization.

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 (vi) Managerial Department: Refers to department that handled

planning, organizing, staffing, coordination, controlling of

both human and material resources.

2.3 MODERN APPROACHES TO MANAGEMENT

After a scholarly review of management concept over the

years, Harold Koonts in his article “The Management Jungle” has

classified the major “schools” of management into six broad

categories:

(i) The Management Process School: This school of thought

perceives management as a process of getting things done

through and with people operating in organized groups. The

management process school attempts to establish a

conceptual framework, identify the principles and formulate a

theory of management based on it. This group in the

universality of management. He grouped Henry Fayol as

belonging to the same school. This school, he believes,

looks to the functions of managers.

(ii) Empirical School: This is Koonts’s second classification. He

groups in this section those who studies management

through the analysis of the experience of successful

managers. An attempt was made by examining the

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 successful operation to form generalization concerning the

nature of management and be able to apply the best

management techniques. Ernest Dale, the Great Organisers,

typify this group. The criticism for this school is the danger of

using the past to judge the present or believing that what

appeared to be right in the past may fit a situation in the

present or future.

It could be argued that the empirical school is identical to the

management process school. Taylor and Fayol were men

with many years of practical experience on the job and what

they postulated were based on their own experiences. Dale’s

comparative approach is based on structureless experience.

Both aim at deriving concepts or principles to be used as a

guide for the practice of management.

(iii) Human Behaviour School: This group concentrates on the

interpersonal relationship between management and

workers. This group places emphasis on the understanding

of employees by management. It stresses motivation,

meeting workers needs and aspirations. The school believes

that effective use of human relationship will aid management

in realizing the organizational goals. The criticism for this

school is that it tries to link management too closely to the

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 field of psychology and sociology. The study of group

dynamics and interpersonal relationship is not limited to

management.

(iv) Decision Theory School: This group believes in rational

decision making. They perceive management as engaged in

the analysis of decision from varying viewpoint – the

economic rationale of the decision, decision makers and

psychological aspects of decision making. Most of the

members this school are economists and they tailor their

analysis to include utility, maximization, indifference curve,

marginal curve and economic behavior under uncertainty.

Hey have broadened the area of decision making to include

every aspect of the organization and all the factors that

influence the enterprise.

(v) Mathematical School: There is a class relationship the

mathematical school and the decision theory school. These

people classify themselves as “management scientists”.

They attempt to quantify some areas of management such

as planning, decision making and control in the form of

mathematical symbols and models. In recent times this is

called operations research. With the advent of the computer,

this field has gained recognition and has extended its

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 activities to include simulation and game theories requiring

sophisticated algebraic symbols and equations.

(vi) Management Today: In the more advanced countries,

businesses, large and small are using e-business (electronic

business). Managers are not managing the e-by using

electronic (internet-based) linkages with its key

constituencies employees, managers, customers, suppliers

and partners) in order to efficiently and effectively achieve its

goals (Robbins). E-commerce (electronic commerce) is any

form of business exchange or transaction in which the

parties interact to enhance methods of doing business or are

e-business enabled organizations.

2.4 PLANNING AS FUNCTION OF MANAGEMENT

Planning is the first and perhaps the most important function

of management. The essence of planning is to prepare for and

predict future events. Planning goes beyond attempting to attain

strategy and procedure require required for effective realization of

the entire plan. It entails determination of control, direction and

methods of accomplishing the overall organizational objectives.

Planning is a process that involves the establishment of objectives,

strategies to achieve the objectives and a step-by-step

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determination of the activities and resources necessary to achieve

them.

Since productivity is a major objective of most organizations,

planning strategy enables the goals and objectives of an

organization be realized.

Nankus, Nanju and Charles (2006:67) sees planning as

involving mental activities as it specifies what to be done, when

and how it should be done, action to be taken, who is responsible

and when it is the selection of suitable alternative from a multiple

choice, planning is also refers to the process of determining

feature objective, planning is also concerned with what to do, how

to do it, when to do and who to do it.

Planning is an activity performed by all levels of

management. It is a thought process concerning a proposed

course of action. The overall plan involves broad company

objective while departmental plan involves the effort to achieve

subsidiary goals which contribute to the achievement of the overall

enterprise objectives. In a business enterprise, it is the managing

director that determines the kinds of activities to be undertaken,

the resources to be employed and the customers to appeal to.

Every business involves some risk. No matter how

experienced, informed or the level of intuition a manager possess,

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 there is an uncertainty surrounding his decision. Planning function

minimizes the uncertainty of results, thus enabling management to

take a calculated risk.

Planning is said to be pervasive and primary. Its

pervasiveness originates from the fact that it is necessary for

performing other key management functions – organizing,

directing, staffing and controlling. We plan how to organize, direct,

staff and control. We even plan to plan. A serious defective error in

planning can hardly be overcome in organizing, directing or

controlling. Planning is primary because it is expected to be the

first activity. Unfortunately, it is the easiest to forget or given a lip

service to. Planning helps to identify the organization’s philosophy,

policies, programmes, procedures, practices and problems. It is

during this thought and decision activity that important questions

such as who, what, where, when, why and how much (resources)

are to be used, are answered intelligently.

2.4.1 Types of Plans

The essence of a plan is to reduce business risk. In planning

and concentrate on the five M’s of planning – men, money,

machine, material and methods. The details of this are carried out,

in the form of time, business function, breath and scope.

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 Thompson has described three kinds of business plan which

includes:

(a) plans for doing current business.

(b) Plans for continuing in business, and

(c) Plans for business development and growth.

The plans for current business are those that are necessary

for the day-to-day operation of the business. These are those

required by managers to ensure that they have available the five

M’s for each order, assignment or work schedule.

Plans for continuing business are those that deal with the

changing character of the customer business, with changing

technology of one’s own business and with the changing and

expectations of workers and society at large.

Plans for business development and growth, include

ensuring that the product continues to meet customers tastes.

These include plans to exploit new market opportunities by product

differentiation, introduction of new product lines and services.

2.4.2 Classification by Terms

Very often, planning is classified in terms of short-range and

long-range.

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Short- Range Plan

Short-range plans are sometimes called operating plans. A

short-range plan is usually from six months to one year planning.

Whether short-range or long-rage depends on the type of

enterprise, the kind of industry, the production cycle and the quality

of management. As a general rule, plans that only require a short

period of time to accomplish are referred to as short-range plans.

The long-range plans of an organization determines what

constitutes its short-rage plans. The budget is the most used short-

range plan. The budget is a device for expressing future plans in

quantitative terms.

When, on the other hand, many executives talks of long-

range plans, they refers to a short time period over five years.

large corporations and universities generally plan over a long time

span. A plywood industry that plants new seedlings to grow into

timber is panning for the long term.

Thompson has succinctly summarized the factors that leads

to a selection of the proper planning time span as follows:

(i) Lead time – time it takes from the realization that new

products are needed for the commercial production of the

products including the period of utilization before the

products become obsolete.

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(ii) The length of time required to recover the capital funds

invested in plant and equipment, and in training skilled

personnel.

(iii) Expected future availability of consumers.

(iv) Expected future availability of raw materials and

components.

Long –Range Plan

One of the major problems confronting small business

enterprise in Nigeria is how to engage in long-range planning.

Many indigenous small enterprises do not undertake long-range

planning because of the ignorance of how to do it and many are

entangled in day-to-day operation. Benge recommends that the

realistic steps for undertaking long-range planning should include:

(a) Begin with a realistic appraisal of the present strengths and

weaknesses of the company. A book publishing company

may forecast rapid growth in the demand for primary school

textbooks. This would influence the company in determining

its course of action in the future. In analyzing the enterprise

strength, the following factors are considered:

(i) the demand for the product or service

(ii) company’s competitive position or strength;

(iii) the cost position of the company; and

25
 (iv) resources availability, finance and quality of staff.

(b) Involve the company’s key personnel in planning. It is wrong

for the managing director to do the planning of an

organization alone. Research has shown that key employees

can reason and their ideas are as good if not better than

those of the directors. They should be involved in planning.

The sales manager, production manager, chief engineer,

accountant and personnel officer should be involved in

planning.

(c) Base on the plan on the customer; give it a marketing

orientation. The success or failure of an enterprise depend

on customer orientation. Good plan should be concentrated

in finding out such factors as the stability of company

product, for it is the utility or satisfaction derived from a

product by the customer that will determine customer loyalty.

Planning should include strategy to concentrate the effect of

close substitutes and product obsolesces.

(d) Establish a five-year plan, subdivide it, delegate

responsibilities. Good long range plans take up to five years.

The involvement of key personnel in long – range planning is

strongly recommended.

26
 (e) Set up a schedule for key events and try to keep it. These

serve as sign posts to aid in evaluating and taking necessary

corrective action.

2.4.3 Classification by Functional Areas

Planning can be classified according to the functional areas:

production, sales, promotion, finance and personnel. In this case

plans are centered around the five m’s of planning. The advantage

in this type of classification is that it helps the planner to use the

systems approach and recognize the interrelationship between

these functions. In planning, the promotions department, for

example, will consider the financial strength of the company, the

activities of the production department and availability of personnel

before it decides the right time to undertaken a massive campaign

programme.

2.4.4 Classification by Scope

Classification by scope takes into consideration company

strategic policies, progrmmes and procedures.

Strategy consists of moves and approaches devised by

management to produce successful organization performance. It is

the game plan which helps it to highlight its strengths and

opportunities and play down on its weaknesses and threats.

Strategy help a company determine its future plans. All successful

27
organizations have strategies to exploit their environment by first

undertaking a detailed analysis of their strengths and weaknesses.

After this, plan of action is formulated.

Organizing as a function of Management

Organizing revers to the sitting out of the formal structure of

authority and flow of work in such a way that the work in the

various subdivision, sections and branches is carefully arranged,

clearly defined and effectively coordinated in order to

accomplished the objective of the organization or department.

Staffing as a function of Management

Gayus and Chris (2006:19) referred to staffing as the act of

involving the required number of employees by recruiting, training

and maintaining them on a favourable working condition as a role

of management in an organization.

Directing as a function of Management

According to Nanjul, Nankus and Charles (2005:68) stated

that by directing it means management are concerned with the

implementation of objectives base on given instruction, guidelines

and or supervision of subordinates to achieve what has been

planned for.

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 Management are responsible for creating enable

environment where command, delegation and supervision can be

strove adherent to.

Coordination as a function of Management

Coordinating is a very important function of management;

they must continually ensure that the various branches of the

organizations are making smoothly that the interrelated task being

performed in the various subdivisions and section of the

organizations are harmoniously coordinated.

Reporting as a function of Management

Nankus, Nanjul and Charles (2005:70) stated that

management use reports to gathered to improve the performance

of the organization. The reports gathered are from the continuously

system and routinely collection of relevant data and information

about what is going on through reporting, records, research and

inspection.

Budgeting as a Function of Management

Gayus and Chris (2006:20), championed that management

are responsible for estimating the problem future income and

expenditure in the form of fiscal planning, accounting and control.

29
2.5 DESIGNING ORGANIZATIONAL GOALS

Fermant and James (1979:156) stated that goals are the

desired future conditions that the organization strive to achieve,

which include missions, purposes, objectively, targets quotas and

deadlines.

He went further to designed organizational goals into:

2.5.1 Satisfaction of Interest

Organization has a goal to satisfy the interest (or needs,

desires and wants) of various people, both members of the

organization and outsiders. These interest are multiple, hard to

identify and overlapping. The satisfaction of the location and

members involved.

2.5.2 Efficiency and Effectiveness

The goal of any organization is to obtain an effective and

efficiently output in their organization in order to achieve their set

goals.

2.5.3 Observance of Codes

The goals of an organization is to observe both formal and

informal rules developed by the organization and its various units

and the prescribed behavior imposed upon the organization by

law, morality and professional ethics.

30
2.5.4 Rational Decision

The major goal of an organization is to choose a rational

decision regarded as satisfactory in terms of deliberately, feasibility

and consistency for the efficient organizational output.

2.5.5 Optimum Utilization of Labour Force

The major goal of an organization is to effectively utilize the

available labour force of high productive in an organization.

2.6 MANAGEMENT AND ACEHIVEMENT OF ORGANIZATIONAL

GOALS

According to Nwachukwu (2006:3) there is no human

endeavor that does not require proper management for the

achievement of its goals.

All types of organization whether government

establishments, business enterprises, hospitals, cooperatives,

churches, mosques or profit making organization require some

measures of good management to achieve its goals.

Management is the most important human activities that

permeates all organizations, whenever people work together for

the attainment of predetermined goals. The management is

charged with the responsibilities to ensure that the goals and

objectives of an organization are achieved.

31
 CHAPTER THREE

RESEARCH METHODOLOGY

3.1 INTRODUCTION

In this chapter, the researcher will present the various

instruments adopted in this study like the population size, sampling

techniques, source of data and method of collection. Research

methodology is based on inductive and deductive reasoning and

the result is based on statistical analysis and presentation.

Research is simply a systematic investigation of some

phenomenon or a specific matter to discover new facts or obtain

additional information.

Industrial Research Institute (2010) defined methodology as

“the way of searching or solving the research problem”.

3.2 POPULATION OF THE STUDY

“Population is simply the totality of the collection of

individuals, object or measurement whose properties are under

investigation” Eguzoikpe (2003).

In this study therefore, the researcher’s population of the

study is the Staff of Plateau State Polytechnic, Barkin-Ladi, Jos

Campus.

32
3.3 SAMPLE SIZE

“A sample is a subset of a population, a proportion chosen to

stand in for the entirety of all the subjects or observation.”

Eguzoikpe (2008).

For the purpose of this research work, the sample size of fifty

(50) respondents shall be randomly selected from the population to

represent the entire staff of the Plateau State Polytechnic, Barkin-

Ladi – Jos Campus.

3.4 METHODS OF DATA COLLECTION

For the purpose of this research work, primary and

secondary sources of data collection will be used in gathering

information obtained in the course of this research.

The primary procedures shall involve the use of the following

data collection techniques.

3.4.1 Personal Interview Method

This shall involve the asking of verbal questions during a

face to face interaction with the respondents in order to collect

factual information.

3.4.2 Questionnaire Method

Questionnaires shall be printed and personally distributed to

respondents in order to obtain written answers to questionnaires

33
 and shall be printed and distributed to the respondents in their

offices.

3.5 METHODS OF DATA ANALYSIS

Basically, method of data collection is aimed at providing

information on how to obtain the necessary data on which the

result and conclusions obtained at the end of a research project

are based.

For the purpose of this study, the data collected will be

analyse and presented using a simple percentage method. This

can be used with the help of table and row which will be presented

using a formula thus;

Number of Respondents Per Variable x 100

Total Number of Questionnaire Received

34
 CHAPTER FOUR

DATA PRESENTATION AND ANALYSIS

4.1 INTRODUCTION

This chapter is aimed at analyzing and interpreting the data

collected which form basis for conclusion and recommendation.

The major technique of data collection used in this study is the

questionnaire method of gathering information for the research.

The interview method was also used because of its complement

role in supporting the questionnaire.

In this research, only fifty (50) questionnaires were

administered to the staff of Plateau State Polytechnic, Barkin Lad –

Jos campus but unfortunately, fourty four (44) were properly filled

and returned, these questionnaires were distributed locally, with

the aim of collecting information that will help the researcher to

generalize his findings to all Institutions and organizations in the

nation (economy).

A copy of the questionnaire for this research is found at the

end of the project.

35
4.2 DATA ANALYSIS

Question 1: How does management promote efficient

performance in Plateau State Polytechnic?

Table 4.1

Variables Respondents Percentage (%)

Delegation of Responsibilities 16 24.2

Staff Training 20 62.6

Human Relation 8 13.2

All of the Above 0 Nil

None of the Above 0 Nil

Total 44 100

Source: Survey Field, 2014

The table above shows that 16 respondents representing

24.2% are of the opinion that management promote efficient

performance through Delegation of responsibilities while 20

representing 62.6% said it is through Staff training and 8

respondents representing 13.2% said it’s through Human Relation.

36
Question 2: Does the survival of Plateau State Polytechnic

depend on effective management?

Table 4.2

Variables Respondents Percentage (%)

Yes 44 100
No 0 Nil

Total 44 100

Source: Survey Field, 2014

We can therefore deduce from the above table that the

survival of Plateau State Polytechnic solely depends on effective

management this is as a result of the responses as all the

respondents 44 representing 100% of the total respondents

agreed to the fact.

Question 3: Has Management contributed towards the effective

performance of Plateau State Polytechnic?

Table 4.3
Variables Respondents Percentage (%)

Yes 36 86.8
No 8 13.2

Total 44 100

Source: Survey Field, 2014

37
 The above result shows that 86.8% representing 36

respondents agreed by saying yes, management has contributed

towards the effective performance of the Institution while 13.2%

representing 8 respondents said no to the fact.

Question 4: How effective (tremendous) has management

contributed towards the achievement and accomplishment of the

institution’s goal?

Table 4.4

Variables Respondents Percentage (%)

Very effective 30 72.1

Somewhat effective 11 21.2

Not Effective 3 6.7

No Idea 0 Nil

Total 44 100

Source: Survey Field, 2014

From the table above, 30 representing 72.1% of the total

respondents said management has contributed effectively and

tremendously towards the achievement of its goals while 21.2%

agreed that, to some extent, management has contributed

effectively towards the achievement of its goals. 3 respondents

representing 6.7% however, on the contrary said that management

38
has not effectively contributed to the achievement and

accomplishment of the organization’s goal.

Question 5: Do you agree that sound management planning exist

in the institution?

Table 4.4

Variables Respondents Percentage (%)

Yes 41 93.3
No 3 6.7

Don’t Know 0 Nil

Total 44 100

Source: Survey Field, 2014

The table above shows that 41 respondents representing

93.3% agreed that sound management do exist in the institution

while 3 respondents representing 6.7% are of the contrary opinion.

Question 6: Does management strategic planning have any

impact on organization?

Table 4.4

Variables Respondents Percentage (%)

Yes 44 100
No 0 Nil

Don’t Know 0 Nil

Total 44 100

Source: Survey Field, 2014

39
 From the table above, 44 of the respondents representing

100% of the total responses said yes, that management strategic

planning has an impact on the institution.

Question 7: What are the problems of management in Plateau

State Polytechnic?

Table 4.7

Variables Respondents Percentage (%)

Poor Planning 21 62.1

Corruption 3 6.7

Favouritism 8 13.2

All of the above 12 18.0

Total 44 100

Source: Survey Field, 2014

The table above shows that 21 representing 62.1% are of the

opinion that the problems of management is due to poor planning

while 3 respondents representing 6.7% said it is due to corruption,

8 representing 13.2% said it is due to favouritism and 12

representing 18.0% are of the opinion that all the variables listed

above are the factors that contributed to the problems of

management in the institution.

40
Question 8: How would you rate the performance of management

in the institution?

Table 4.8

Variables Respondents Percentage (%)

Excellent 22 50.0
Good 22 50.0

Fair 0 Nil

Total 44 100

Source: Survey Field, 2014

From the above table, 22 respondents representing 50.0%

said management performs excellently in the institution while also

22 respondents representing 50.0% rate management’s

performance as “good”.

Question 9: Are the staff of the institution motivated in regards to

their performance?

Table 4.9

Variables Respondents Percentage (%)

Yes 34 80.1
No 10 19.9

Total 44 100

Source: Survey Field, 2014

41
 The table above shows that 80.1% agreed that the staff of

Plateau State Polytechnic, Barkin Ladi – Jos Campus are

motivated in regards to their performances while 19.9% are of a

contrary opinion.

Question 10: In what terms are they motivated?

Table 4.10

Variables Respondents Percentage (%)

Monetary 28 75.8
Promotion 16 24.2

Others 0 Nil

Total 44 100

Source: Survey Field, 2014

It is obvious from the table that 28 respondents representing

75.8% said that they are motivated in monetary terms while 16

respondents representing 24.2% said they are motivated through

promotion.

4.3 SUMMARY OF ANALYSIS

In analyzing the data collection of each table as shown

above, it is worthy to note that there are varying responses to

questions based on the way they were presented. The opinions

and views shows that for sound management planning to take

42
place in an organization, the manager must understand the goals

to be achieved and create strategies for the achievement of the set

goals.

Furthermore, through the questionnaire responses, it can be

clearly seen that sound management planning has significant

effects organizational efficiency and effectiveness: for instance,

through one of the question thrown in the questionnaire, that

management has contributed tremendously towards the effective

performance of Plateau State Polytechnic Barkin Ladi – Jos

Campus.

This indicates that sound management planning plays a vital

role in enhancing the performance of the organization.

Therefore, through the data presentation and analysis of the

researcher with the help of questionnaires and interviews, it can be

established that sound management has positive impact on

organizations especially Plateau State Polytechnic, Barkin Ladi –

Jos Campus.

43
 CHAPTER FIVE

SUMMARY, CONCLUSION AND RECOMMENDATION

5.1 INTRODUCTION

In this chapter, effort is made to summarize the research.

Findings is based on data collected and analyzed, and as such

conclusion be drawn on the results of findings.

Also, the outcome be generalized on the entire

organizations/institutions in the nation (economy). The research

having examined the “the impact of sound management planning

on organizational efficiency and effectiveness” will make

recommendations where necessary.

5.2 SUMMARY OF FINDINGS

Based on findings, the researcher notices that management

plays an enormous role in an organization in terms of planning,

organizing, staffing, coordinating, reporting and budgeting as well

as developing staff performance through in-service and on-the-job

training policy and also the issues of poor planning, corruption,

inadequate of finance etc.

44
5.3 CONCLUSION

It is therefore, imperative to note that the growth of every

organization depends largely on sound, effective and efficient

management. Thus poor performance of management in any

organization constitutes a serious problem which can obstruct the

achievement of goals in the organization. Hence, management

constitutes over 61% of the most essential element in leading on

organization by providing effective use of material and human

resources so that desired goals and objectives of the organization

can be achieved.

5.4 RECOMMENDATIONS

Based on the research carried out and the problems

indentified, the researcher recommends the following:

i. For management to achieve the goals set out for its

organization, it must be very sound. Management should be

able to know and understand the goals to be achieved before

working towards it.

ii. The management should endeavour to organize workshops,

seminars from time to time so that it will keep staff a brace of

the norms and values of the organization.

45
 iii. The organization should ensure that communication

channels are opened to all levels of employees so that the

lower level staff can communicate freely as well as carry out

task effectively.

iv. Management of Plateau State Polytechnic, Barkin Ladi – Jos

Campus should foster good relationship with their employees

(workers) to enhance effective and efficient performance in

the organization through regular meetings and involvement

of subordinates in decision making.

v. The management should also apply the fourteen (14)

principles of management as postulated by Henry Fayol to

enhance sound management planning in the organization

5.4 LIMITATION OF THE STUDY

The scope of this research is limited by factors inherent in

our environment such as finance, time and attitude of respondents.

The limitations encountered in the course of this investigation are

as follows:

i. It is evidently clear that things are very difficult in Nigeria

these days. This problem become more apparent due to the

high cost of transportation, a considerable increase in price

46
 of writing, typing and binding this material at the time of

writing this project due to devaluation of naira.

ii. The researcher had struggled in between lectures and period

of data collection, the time available for the project is not

sufficient to cover all the necessary areas.

5.5 SUGGESTION/NEED FOR FURTHER RESEARCH

There is need for other people to research further on this

topic “The Impact of Sound Management Planning on

Organizational Efficiency and Effectives”, this has to do with

the reason that the importance of management in an organization

cannot be over emphasize;

i. There is need for further research, as new things (especially

principles and strategies of management) are coming into

existence and to find out modern techniques that will

encourage sound management planning on organizational

efficiency and effectiveness.

ii. To encourage student or the researcher to understand the

role that management plays in an organization which should

not be overlooked.

iii. Management should ensure continuous performance of

sound management planning which will yield to the growth of

47
the organization and absence of this, can eventually lead to

the breakage of workers performance and growth of the

organization.

48
 BIBLIOGRAPHY

Alesay, B. (2011). Principles and Practice of Management in

Nigeria. Ibadan. Spectrum Books Limited.

Bateman, T. (2009). Management Building Comparative

Advantages. United State of America. Von Hoffmann Press
Inc. Revised Edition.

Donnelly, G. and Ivancevich (2006). Fundamental Management.

United State of America. Business Publication Inc.

Eguizoikpe, E.E. (2003): Research Methodology. A Practical

Treatise for Studnets. Fon Nigeria Ltd.

Gibson, L.J., Invancerich. J.M. & Donnelly, J.H. (2000).

Organizations Behaviour. Structure Press Process. New
York: Irwin / Mcgraw-Hill.

Fremart & James (2010). Organization and Management: A

System and Contingency Approach. McGraw-Hill kegakusha:
Tosho Printing press.

Fulmer, M.R. (1981). The New Management. Sixth Edition. New

York: Macmillian Publishing Company.

Kotler & Keller (2012). Marketing Management Planning Control.

4th Edition.

Nwachukwu C.C. (2006). Africana-First Publishers Plc. Onitsha,

Nigeria. Revised Edition.

Osuala, E.C. (1982): Introduction to Research Methodology,

African FEP Publishers Ltd. Onitsha, Nigeria.

Stridzer, A.C. et al (1976): Information Management, J. Willey and

Sons, New York.

49
 APPENDIX “A”

Department of Business Administration

and Management,
Plateau State Polytechnic,
Barkin Ladi –Jos Campus
P.M.B. 02023 Bukuru.
20th January, 2014.
Dear Respondent,

The researcher is a final year National Diploma Student of the above

institution undertaking a research on “The Impact of Sound Management

Planning on Organizational Efficiency and Effective: A Case Study of

Plateau State Polytechnic, Barkin Ladi – Jos Campus”

It will be highly appreciated if you can candidly express your opinions

and ideas on the subject matter by responding to the questions overleaf.

Any information provided shall be treated with utmost confidentially

and for academic purpose only.

Thank you for anticipated cooperation.

Yours faithfully,

Badung Lobadungze
Researcher

50
 APPENDIX “B”

SECTION A

Personal Data

Name:________________________________________________

Designation/Status: _____________________________________

Sex: _________________________________________________

How long have you worked here: _________________________

SECTION “B”

Instruction: Tick ( ) the appropriate options

1. How does management promote efficient performance in Plateau

State Polytechnic? Delegation of Responsibilities [ ]

i. Staff Training [ ]

ii. Human Relation [ ]

iii. All of the above [ ]

iv. None of the above [ ]

2. Does the survival of Plateau State Polytechnic depend on effective

management? Yes [ ] No [ ]

3. Has management contributed towards the effective performance of

Plateau State Polytechnic? Yes [ ] No [ ] Don’t Know [ ]

51
4. How effective (tremendous) has management contributed towards

the achievement and accomplishment of the institution’s goal?

Very effective [ ] Not Effective [ ]

Somewhat Effective [ ] No idea [ ]

5. Do you agree that sound management planning exist in the

institution? Yes [ ] No [ ] Don’t Know [ ]

6. Does management strategic planning have any impact on

organization? Yes [ ] No [ ] Don’t Know [ ]

7. What are the problems of management in Plateau State

Polytechnic?

i. Poor Planning [ ]

ii. Corruption [ ]

iii. Favouritism [ ]

iv. All of the above [ ]

8. How would you rate the performance of management in the

institution? Excellent [ ] Good [ ] Fair [ ]

9. Are the staff of the institution motivated in regards to their

performance? Yes [ ] No [ ]

10. In what terms are they motivated?

i. Monetary [ ]

ii. Promotion [ ]

iii. Others (specify)…………………………………………………

52