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The Impact of Management Challenges on the Productivity of Integrated Building and Services Ltd
Content Structure of The Impact of Management Challenges on the Productivity of Integrated Building and Services Ltd
The abstract contains the research problem, the objectives, methodology, results, and recommendations
- Chapter one of this thesis or project materials contains the background to the study, the research problem, the research questions, research objectives, research hypotheses, significance of the study, the scope of the study, organization of the study, and the operational definition of terms.
- Chapter two contains relevant literature on the issue under investigation. The chapter is divided into five parts which are the conceptual review, theoretical review, empirical review, conceptual framework, and gaps in research
- Chapter three contains the research design, study area, population, sample size and sampling technique, validity, reliability, source of data, operationalization of variables, research models, and data analysis method
- Chapter four contains the data analysis and the discussion of the findings
- Chapter five contains the summary of findings, conclusions, recommendations, contributions to knowledge, and recommendations for further studies.
- References: The references are in APA
- Questionnaire.
Introduction Of The Impact of Management Challenges on the Productivity of Integrated Building and Services Ltd
MANAGEMENT AND ADMINISTRATION IN A SMALL AND MEDIUM SCALE ENTERPRISE
Often people tend to use these words inter changeable the dictionary defined administration as to govern or rule an organisation and the likes while management means directing or arrangement to do something tasted. Administration recurring question is the distinction between the considerable overlap in usage. We will use this term interchanges and tiny to tend towards the use of the business organisation philanthropic institution or government bureaus. On this basis management is a most pervasive activity. Management challenges differ from organisation to organisation and industry to industry.
But there are some basic feature that are common to organisation and industries especially small and medium scale organisation which we are considering more often their not people expect more than the best from new small and medium scale industries. There is this view idea that all the differences of older similar organisation should not be seen in the view ones forgetting that never one apart from competitive environment among other things.
MANAGEMENT PROFILE IN A SMALL AND MEDIUM SCALE ENTERPRISES
As part of an organisation inherently, means being interconnected with many people. The said truth is that not every one with view problem as you do, not every one will tent to do what you believe they should and may indeed overtly oppose you. Even direct subordinates may resist your orders when they are concerned you are wrong or work will appear to comply while subtly dragging their hand.
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Sometimes those who refuse to cooperate actually have valuable knowledge or abilities thy may even be indispensable to ones success. Managing people is not only about giving their compliance but also about learning room and accommodating them when appropriate.
Collins and Devanna (1990:2o pg)says “A preliminary is to differentiate focus within the behavior personality and everything else. That is forces in the situation surrounding the person. Most American are psychologically oriented so the natural tendency is to resort to explanation of behaivour that are within the person. “The need to be in control”. She is a perfectionist and they are bunch of materials, even when such observation may be correct in some way they are usually incomplete therefore misleading and not easily amendable to management action.
While it is important to understand something about forces inside people usually more leverage result from special attention to diagnosing the external forces.
If an employed manager critises every action, the lowers possible wages and fellow workers refuse to take to anyone who produce out high rate will be helped every little by “stupid” although this could be true a valid conclusion is unlike when so many organisations condition are stacked against conscientious performance. The individual personality and internal motivation do come into but seldom are sufficient observed behavior. Indeed an important is working assumption is that one significant behavior has multiple courses which reinforce each other. In that sense most behavior is over determined with several courses. If you sent the courses, out them you will be in the best position to determine where to intervene and the likely consequence of that intervention will be the go further in talk about race in an organisation. “Roles are position in an organisation defined by a set of expectation about behaviour of an incumbent organisation roles have attached to them required of task and responsibilities (often but not always spelt out in a job description).
The formal roles tells, it occupant what activities are expected and often what result are desired since salaries are part in return for performance of the role, roles have a powerful effect on behaviour. Role can also involve information creating expectation that are not officially but that strongly influence behaviour. Both formal and informal roles can have requirements about both task and interaction the role tells the person who hold it what tasks to carry out also with whom to interact in carrying these tasks. Through the requirement of the role may never be written they will be conveyed to the occupant or more or less enforced in any event they strongly influence behaviour.
The example is that “Shehu is a quality control manager in a large plant, he is responsible for seeing that the products leaving the plant are produced to customers. Specification within certain tolerance. His job requires that he applied statistical sampling techniques and high standard, to ensure that work at every stage of manufacturer is done appropriately. His colleagues out the plant have divergent role. They want to manufacture quickly within minimal work and shop everything that has been completed. Shehu feels obligated by their role to be critical and suspicious, if he were not, substandard part might be shop by his people.
Shehu’s colleagues the managers of manufacturing engineering and sales, consider him as royal pain since his stance as meeting is perpetually negative even on subjects that is not related to quality control be usually focuses on limitation weakness dangers.
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