MANAGEMENT PRACTICES FOR ENHANCING PRODUCTIVITY

IN NATIONAL AGENCY FOR SCIENCE AND ENGINEERING

INFRASTRUCTURE CENTRES IN NIGERIA

BY

MOHAMMAD, ABDULLAHI SHABA

PG/M.Ed/06/41207

DEPARTMENT OF VOCATIONAL TEACHER EDUCATION

(FACULTY OF EDUCATION)

UNIVERSITY OF NIGERIA, NSUKKA

JUNE, 2010

i

TITLE PAGE

MANAGEMENT PRACTICES FOR ENHANCING PRODUCTIVITY IN

NATIONAL AGENCY FOR SCIENCE AND ENGINEERING

INFRASTRUCTURE (NASENI) CENTRES IN NIGERIA

BY

MOHAMMAD, ABDULLAHI SHABA

PG/M.ED/06/41207

A RESEARCH PROJECT PRESENTED TO THE DEPARTMENT OF VOCATIONAL

TEACHER EDUCATION, UNIVERSITY OF NIGERIA, NSUKKA IN PARTIAL

FULFILLMENT OF THE REQUIREMENT FOR THE AWARD OF MASTERS

DEGREE IN INDUSTRIAL TECHNICAL EDUCATION.

JUNE, 2010

ii

APPROVAL PAGE

The Research has been approved for the Department of Vocational Teacher

Education University of Nigeria, Nsukka

By

---------------------------- --------------------------

DR. E.O. EDE PROF. E.E. AGOMUO

Supervisor Head of Department

---------------------------- --------------------------

External Examiner Internal Examiner

…………………………………

Dean, Faculty of Education

Prof. G.C. Offorma

iii

CERTIFICATION

MOHAMMAD, ABDULLHI SHABA, a post graduate student in the Department of

Vocational Teacher education and with Registration number PG/M.Ed/06/41207 has

satisfactorily completed the requirements for course and research work for degree of

master in Industrial Technical Education (Mechanical Technology option). The work

embodied in the project is original and has not been submitted in part or full for any

Diploma or Degree of this or any other University.

……………………………….. ……………………

MOHAMMAD, ABDULLAHI SHABA DR. E.O EDE

CANDIDATE SUPERVISOR

iv

DEDICATION

This research work is dedicated to my beloved wives, children and other

members of my families

v

ACKNOWLEDGEMENTS

The researcher profound gratitude to Allah-the Almighty is hereby being

expressed, the beneficent, the Merciful and Omniscience who made it possible for me

to reach this successful completion level; and for all his favours on me from beginning

to the end of this endeavor in life.

The researcher sincerely wish to recognize and extend my heart-felt

appreciations to my able supervisor Dr. E.O. Ede for all his time and energy devoted to

this work throughout. Similarly my unreserved gratitude goes to my proposal reader

Dr. A. Onoh for his tireless encouragement. The researcher is heavily indebted to Dr.

(Mrs.) Ogbuanya T.C for all her efforts on every bit of my thoughts and actions on this

work despite her tight schedules for times without number.

The researcher sincere gratitude goes to all the lecturers in the Vocational

Teacher Education Department for their positive contributions and assistance in one

form or the other towards successful accomplishment of this work. Just to mention a

few out of many worthy of thanks and prayers for include Profs. S.C.O.A, Ezeji, E.C.

Osuala, Drs. B.A. Ogwo, E.C.O Sinem, C.E Nwachukwu,, A.E Aneale etc. for their

immense assistance.

The researcher deeply indebted to Scientific Equipment Development Institute,

Minna (SEDI-Minna) and National Agency for Science and Engineering

Infrastructure, Idu-Abuja (NASENI) as well as Federal Ministry of Science and

Technology for granting me the opportunity to undertake the study accordingly.

The researcher must acknowledge with serious thanks the other supports both in

kind, financial, moral and spiritual from some individuals towards this programme.

These individuals are numerous to list here but few among them include my beloved

and cherished wives, children, near and far relations, superiors, colleagues and

subordinates in the offices, homes and businesses. Finally, may the Almighty-God

reward all abundantly, Amen.

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TABLE OF CONTENTS

TITLE PAGE - - - - - - - - I

APPROVAL PAGE - - - - - - - - II

CERTIFICATION - - - - - - - - III

DEDICATION - - - - - - - - IV

ACKNOWLEDGEMENTS - - - - - - - V

TABLE OF CONTENTS - - - - - - - VI

LIST OF TABLES - - - - - - - - IX

LIST OF FIGURES - - - - - - - X

ABSTRACT - - - - - - - - - XI

CHAPTER I

INTRODUCTION

Background of the Study - - - - - - 1

Statement of the Problem - - - - - - 6

Purpose of the Study - - - - - - 7

Significance of the Study - - - - - - 7

Research Questions - - - - - - - 9

Hypotheses - - - - - - - - 9

Delimitations of the Study - - - - - - 10

CHAPTER II

REVIEW OF RELATED LITERATURE

Theoretical Framework in Management and Manufacturing - 11

Scientific Management Theory - - - - - 11

Aims of Scientific Management Theory - - - - 25

Conceptual Framework in Management and Manufacturing - 27

Planning Practices for Enhancing Productivity - - - 28

Organizing Practices for Enhancing Productivity - - 32

Staffing Practices for Enhancing Productivity - - - 38

Leading Practices for Enhancing Productivity - - - 46

vii

Controlling Practices for Enhancing Productivity - - 48

Safety Control during Manufacturing - - - - 49

Types of Risk in Management - - - - - 50

Related Empirical Studies - - - - - - 58

Summary of the Related Literature - - - - - 61

CHAPTER III

METHODOLOGY

Design of the Study - - - - - - - 64

Area of the Study - - - - - - - 64

Population for the Study - - - - - - 64

Sample and Sampling Technique - - - - - 65

Instrument for Data Collection - - - - - 65

Validation of the Instrument - - - - - 66

Reliability of the Instrument - - - - - 67

Method of Data Collection - - - - - 67

Method of Data Analysis - - - - - 67

CHAPTER IV

PRESENTATION AND ANALYSIS OF DATA

Research Question 1 - - - - - - 69

Research Question 2 - - - - - - 71

Research Question 3 - - - - - - 72

Research Question 4- - - - - - - 73

Research Question 5 - - - - - - 74

Hypothesis 1- - - - - - - - 75

Hypothesis 2 - - - - - - - - 77

Hypothesis 3 - - - - - - - 78

Hypothesis 4 - - - - - - - 79

Hypothesis 5 - - - - - - - 80

Findings of the study - - - - - - 81

Discussion of Findings - - - - - - 87

viii

CHAPTER V

SUMMARY, CONCLUSION AND RECOMMENDATION

Re-statement of the Problem - - - - - 93

Summary of Procedure Used - - - - - 94

Major Findings of the study - - - - - 95

Conclusion - - - - - - - - 97

Implication of the finding - - - - - - 98

Recommendations - - - - - - - 99

Suggestion for Further Study - - - - - 100

References - - - - - - - - 101

APPENDICES

Appendix A – Introductory Letter to the Respondents - - - 107

Appendix B- Questionnaire - - - - - - - 108

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LIST OF TABLES

TABLE PAGE

1. Mean and Standard Deviation Ratings for Planning Practices

required for enhancing Productivity - - - - - 70

2. Mean and Standard Deviation Ratings on Organizing practices for

enhancing productivity - - - - - - - 71

3. Mean and Standard Deviation Productivity Ratings on Staffing

Practices for enhancing Productivity - - - - - 72

4. Mean and Standard Deviation Ratings on Directing /Leading for

enhancing Productivity - - - - - - - 73

5. Mean and Standard Deviation Ratings on the Controlling Practices

for enhancing Productivity - - - - - - 74

6. The t-test analysis of the mean responses on the planning practices

that can enhance productivity - - - - - - 76

7. The t-test analysis of the mean responses on the Organizing

practices that can enhance productivity - - - - 77

8. The t-test analysis of the mean responses on the Staffing practices

that can enhance Productivity - - - - - - 78

9. The t-test analysis of the mean responses on the directing/leading

practices that can enhance productivity - - - - 79

10. The t-test analysis of the mean responses on the controlling

practices that can enhance productivity - - - - 80

Planning practices for enchaining productivity in NASENI

Centres - - - - - - - - - 81

Organizing practices for enhancing productivity in NASENI

Centers - - - - - - - - - 83

Staffing Practices for enhancing productivity in NASENI

Centres - - - - - - - - 84

Directing/ leading practice for enhancing productivity in NASENI

Centres - - - - - - - - - 84

Controlling practices for enhancing productivity in NASENI

Centres - - - - - - - - 85

x

LIST OF FIGURES

FIGURES PAGE

Gantt chart - - - - - - - - - 14

Risk Management life Circle - - - - - - 53

Risk Analysis Technique - - - - - - 55

Risk Management Matrix - - - - - - 57

xi

ABSTRACT

This study determined management practices that can be adopted for enhancing

productivity in NASENI Centers of Nigeria. The study was carried out in seven states

and FCT-Abuja using a survey research design and with a population of 270

people/respondents. A structured questionnaire was used for data collection. This

instrument was validated by three experts from the Department of Vocational Teacher

Education of University of Nigeria, Nsukka and Federal University of Technology,

Minna. The reliability co-efficient of the entire instrument was 0.73. Five research

questions were analyzed using means and standard deviation. Five null hypotheses

were formulated and tested at 0.05 levels of significance using the t-test statistic. The

study revealed 24 planning practices, 18 organizing practices, 14 staffing practices, 11

leading practices and nine controlling practices that should be employed to enhance

productivity in NASENI centers. It was recommended that National Agency for

Science and Engineering Infrastructure (headquarters) and centres should employ

effective management practices, be aware of good management practices, be made

resource in employment of staff as well as organizes workshop/seminars/ trainings etc.

required for enhancing productivity generally.

1

CHAPTER I

INTRODUCTION

Background of the Study

Technology has been the main force behind the longtime increase in income in

the rich world. Through the domestication of existing technologies and innovations,

countries in Asia and Europe have further advanced the quality of life for their

citizens.

In most societies, despite the ideology of free enterprise and in the face of

competing needs, governments nevertheless play a catalystic role in the nurturing and

provision of consistent support for the science and technology sectors aimed at

manufacturing of goods, encouraging research and development activities. This is to

gain national advantage for technology funding which is necessary and obligatory

expenditure in any society desirous of rapid economic growth.

Inline with this desire and aspiration, the Federal Government of Nigeria in

1992 established the National Agency for Science and Engineering Infrastructure

(NASENI handbook, 1992). It was with the hope that Nigeria, as a developing

country, would break the jinx of over dependence on the importation of technology

accessories for its industrial uses.

NASENI, by its mandate and scope of operation, is Nigeria‟s one of purpose-

built Agency designed to conduct developmental work in the areas of manufacturing

and as such, it is capable of coordinating the proliferation of technologies developed

either within or outside of its centres including patents. If its mandates are met,

NASENI is expected to domesticate or innovate existing technologies that would

1

2

alleviate poverty and improve economic growth. This is the standard obtained by

bodies similar to NASENI in the developed world, for example, SIRIM of Malaysia

(Standard and Industrial Research Institute of Malaysia).

NASENI as a young and promising agency then, has the aim of meeting the

nation‟s technological needs. Till today, Nigerian industries still import most of their

spare parts because the Agency (NASENI) is yet to meet up with their demands.

Analysts believe the agency has made a lot of impact and ground-breaking discoveries,

but lack of funds and maybe management styles have made it impossible for the

agency to translate scientific results and ideas into tangible goods and services, Ede

and Abdullahi (2008).

The Agency operates through development institutes located at the following

places in the country, viz; Minna, Enugu, Kano, Awka, Akure, Okene and Nnewi.

The rich programme of the Agency are directed at the use of current and

upcoming technologies to fast-track the country‟s development process. The ultimate

objective is to significantly boost the per capital income of the country. Consequently,

the Agency is adopting the application of some technologies in its operations which

include; (i) Advance Manufacturing Technology(AMT) involving use of Computer

Aided Manufacturing (CAM); Computer Aided Design (CAD); High Power

Computing (HPC); Virtual Manufacturing Laboratory (VML); Rapid Prototyping

(RP); and Die Technology (ii) Another form of operation introduced by the Agency is

the Reverse Engineering projects or capability to replicate machines design, construct,

testing and publication of manufacturing layout thereby developing requisite skills

and technology in its manufacture and mass production (iii) Similarly, the Agency is

3

going into the area of Nanotechnology-this is one of the emerging technology areas

where Nigeria is lacking in expertise. It has potential application in energy, medicine,

agriculture, non-porous material for water filtration, electronics etc; and lastly, (iv)

Solar cell manufacturing plant (FMST, 2008). It is a known fact that the success of any

establishment is directly linked to good management practices being adopted.

There is need to look at the following key concepts in this research work for

better understanding of the purpose for the work itself, they are; management

practices, risk, manufacturing and manufacturing risks.

Management practices – in brief is mainly based on the idea that management

activities can best be described/anlaysed in terms of some essential groups of

activities, which include namely planning, organizing, directing, controlling etc.

Manufacturing – defines as the making of goods or wares by manual labour or by

machinery, especially on a large scale. Its activities include any work that fits the

definition, irrespective of whether the activity relates to private individuals or

organization whose principal business is or not manufacturing.

Risk – as a concept denotes the precise probability of specific eventualities. There are

many definitions; however, many texts describe risk as a situation which would lead to

negative consequences. In general terms, risk is the threat or probability that an action

or event, will adversely or beneficially affect an organization‟s ability to achieve its

objectives. Therefore, risk is “Uncertainty of Outcome”. In engineering, the definition

risk often is Risk = (probability of an accident) x (losses per accident) Or Risk =

(probability of event occurring) x (impact of event occurring).

4

Manufacturing risks- therefore, involve all events, activities, situations related to

manufacturing leading to negative consequences on an organization‟s ability to

achieve its objectives. Hence good management practices are very essential to the

successful implementation of NASENI centres‟ programme.

Management refers to the process of achieving an organizational goal through

specific practices/functions: planning, organization, staffing, directing and controlling

(Osuala, 2000). He explained that management is the process of combining and

utilizing or allocating an organizational input through planning for the purpose of

producing desired output, so that, the organizational objectives are accomplished. The

aim of management is to coordinate the human, material and financial resources, so

that, they can be utilized economically, efficiently and effectively. In other words, it is

the process of getting necessary activities completed effectively with and through

other people. It involves planning, organizing, leading, directing and controlling an

organization‟s efforts for the purpose of accomplishing its goal.

Planning entails deciding what work is to be done and how to accomplish it. In

planning, objectives are set and roles assigned to individuals responsible for carrying

out the objectives. Organizing involves ensuring that all human and material resources

required are available and arranged in such a way that it will enhance good working

relations, effective communication and proper coordination to execute the programme.

In other words, organizing is deciding how work is to be shared and coordinated in

order to achieve the organizational goals/objectives. Staffing refers to the selection of

qualified and interested personnel for the establishment. That is, personnel who can

deliver to ensure achievement of the stated objectives. Directing entails the motivation

5

of employees to perform at expected standard. It is the process of decision making.

That is issuing directives as well as demonstrating the leadership necessary to keep the

organizations moving towards achieving its objectives, motivating employees to

perform, leading them towards a goal achievement and informing them about their

work assignment (Osuala, 2003). He went further to explain that controlling is the

process of monitoring the progress and determining the extent to which objectives

have been achieved. It entails setting standards, measuring performance against

standards and taking corrective action as the need arises.

Manufacturing involves a lot of risks ranging from, sub-standard manufactured

products to inability in controlling both human and material resources, as well inability

to compete favourably in the competitive market. If bad management style leads to

eventual closure of any establishments, then, the fulfillment of its goal/objectives

becomes a mirage. This negates the dream of those who set-up such establishment, and

hence turning all invested resources to a share wastage. If this happens to NASENI,

both administrators and staff will be thrown into loss of job, thereby increasing the

ever-growing number of unemployed workers in this country. Again, Nigeria will

continue to be technologically irrelevant in the world‟s economy landscape.

It has been maintained that best management practices should be matched and

adopted to meet products‟ specific requirement. In other words, there is no „one-cap-

fits‟ all in manufacturing. Every manufacturing establishment suppose to look inward

and determine specific management practices that can enhance productivity. NASENI

as a manufacturing outfit has specific or peculiar attributes and characteristics that

should be matched with quality management practices. These management practices

6

should not only lead to enhancement in manufacturing but should also lead to goals

attainment, so that it should be able to compete favourably in the global competitive

market. From the foregoing comments, observations and definitions of some critical

concepts in respect of this study, it is evidently clear that after over twelve (12) years

of NASENI existence, its contributions or performance does not seem good enough as

against her mandate/goals that establish it. Therefore, this study examines management

practices for enhancing productivity in the National Agency for Science and

Engineering Infrastructure Centres.

Statement of the Problem

The National Agency for Science and Engineering Infrastructure (NASENI)

was established in 1992 by degree No. 33 of the Federal Republic of Nigeria. FGN

(2002) explained that NASENI is charged with a mission to establish and nurture an

appropriate and dynamic science and engineering infrastructural base for achieving

home-initiated and home-sustained industrialization through the development of

relevant processes, capital goods and equipment necessary for job creation, national

economic well-being and progress. Adeoye (2004) opined that NASENI was

established with the hope that Nigeria as a developing country would break the jinx of

ever depending on the importation of technology accessories for its industrial uses.

NASENI therefore is charged with the responsibility of meeting the Nigeria

technological needs of the 21st century. Unfortunately, Adeoye (2004) observed that

Nigerian industries still import most of their spare parts because the Agency does not

seem to meet up with its demand. This Oranun (1999) pointed out might be blamed on

the nation‟s inability to pursue an aggressive development of the Nigerian‟s

7

technological capabilities. Adeoye (2004) suggested a shift from the use of

conventional manufacturing technology to the Advanced manufacturing technology

process in order to attain the needed industrial development. However, what is

obtainable in NASENI centres seem to point to contrary. Hence it becomes pertinent to

ask: what are the management practices necessary for enhancing productivity at

NASENI centres in Nigeria?

Purpose of the Study

The study is aimed at examining the management practices for enhancing

productivity in NASENI centres. Specifically, the study was designed to determine:

(1) Planning practices for enhancing productivity in NASENI centres,

(2) Organizing practices for enhancing productivity in NASENI centres.

(3) Staffing practices for enhancing productivity in NASENI centres,

(4) Directing or leading practices for enhancing productivity in NASENI centres.

(5) Controlling practices for enhancing productivity in NASENI centres.

Significance of the Study

The management in competencies of the managers are largely responsible for

organizational failure in their businesses. Hence, the effective management practice

strategies in any engineering/manufacturing body like the National Agency for

Science and Engineering Infrastructure (NASENI) is essential for the centres‟

management teams, production staff, schools, research institutes, hospitals, small and

medium enterprises (SMEs), the government, etc to benefit from the findings of this

study.

8

The study‟s findings would help the beneficiaries in many diversed ways for

instance, discipline personnel, job security and job creation, boost economic base of

the nation, qualitative product, efficiency in production, reduction in materials

wastages, downtime and minimize accidents to human (workers), machineries,

equipment and accessories, etc. The findings of the study would also serve as a

reference point to the future research studies related to this work for literature, just to

mention but few. The findings will provide information to FMST, NASENI and SEDI-

M on management practices that can enhance productivity in their manufacturing

centres/outfits. The findings could be used to ascertain areas of training and retraining

needs of staff in best management practices to guarantee high productivity. The

findings could assist NASENI‟s management to identify management practices

deficiency with respect to promoting manufacturing activities.

By implication, the findings of this study will be beneficial to small and

medium scale industries (SMES) in Nigeria by providing some of the equipment

needed. Local industries (SMES) can purchase the machines/equipment etc

manufactured by NASENI instead of importing them at exorbitant costs. This will

benefit the low level enterprises, low-income earners entire citizenry, because local

manufactured products from small and medium scale industries will be affordable,

since most of their resources will be locally manufactured by NASENI. By extension,

too, employment will be provided for many youth in different branches of NASENI in

the country if manufacturing is updated and maximized through good management

practices that are to be identified in this study.

9

Research Questions

The following research questions guided the study:

(1) What are the planning practices required for enhancing productivity?

(2) What are the organizing practices required for enhancing productivity?

(3) What are the staffing practices required for enhancing productivity?

(4) What are the directing/leading practices required for enhancing productivity?

(5) What are the controlling practices for enhancing productivity?

Hypotheses

The following five null hypotheses (Ho) were formulated and tested for the

study at 0.05 level of significance.

Ho1: There is no significant difference in the mean responses of administrators and

workers of NASENI on planning practices that can enhance productivity in

NASENI.

Ho2: There is no significant difference in the mean responses of NASENI

administrators and workers on the organizing practices for enhancing

productivity in NASENI.

Ho3: There is no significant difference in the mean responses of NASENI

administrators and workers on the staffing practices for enhancing productivity

in NASENI.

Ho4: There is no significant difference in the mean responses of administrators and

other NASENI workers on the directing/leading practices required for

enhancing productivity in NASENI.

10

Ho5: There is no significant difference in the mean responses of NASENI administrators

and workers on the controlling practices for enhancing productivity in NASENI.

Delimitation of the Study

The study was delimited to the identification of the required management

practices for enhancing productivity in NASENI centres in Nigeria. The management

component covered in this study include: Planning, organizing, staffing,

directing/leading, and controlling practices required for enhancing productivity. The

study will not include the methods of production, distribution and sales of products.

11

CHAPTER II

REVIEW OF RELATED LITERATURE

In this chapter, literature related to the present study were reviewed. The

related literature was reviewed under the following sub-headings.

1 Theoretical and conceptual framework

2 Planning practices for enhancing productivity in NASENI centres

3 Organizing practice for enhancing productivity in NASENI centres

4 Staffing practices for enhancing productivity in NASENI centres

5 Leading (Directing) practice for enhancing productivity in NASENI centres

6 Controlling practices for enhancing productivity in NASENI centres.

7 Related empirical studies

8 Summary of related literature

Theoretical Framework in Management and Manufacturing

The theoretical framework that influence this study will examine some areas of

theories that contribute to the growth of management and productivity in the

manufacturing sector.

Scientific Management Theory

The search for greater efficiency and effectiveness in the Management of

organizations to produce better results led to the development of scientific

Management theories. Management of industries has become increasingly complex

and those who will administer industries must have both adequate experience and

proper administrative training in order to cope with the challenging context of

11

12

industrial management, his view/opinion was also supported by other authors exactly

in Hinze and Lisa (2000).

Scientific management (which is comprised of Taylor‟s work as well as that of

another classical theories Max Weber, Taylorism or the Taylor system, Taylor

himself referred to it as Process management) is a theory of management that analyzes

and synthesizes workflows, with the objectives of improving labor productivity. The

core ideas of the theory were developed by Frederick Winslow Taylor in the 1880s and

1890s, and were first published in his monographs, Shop Management and the

Principles of Scientific Management. He began trying to discover a way for workers to

increase their efficiency when he was the foreperson at the Midvale Steele Company

in 1875. Taylor believed that decisions based upon tradition and rules of thumb should

be replaced by precise procedures developed after careful study of an individual at

work. Its application is contingent on a high level of managerial control over employee

work practices.

According to Nwachukwu (1992) and Obi (2002) the first great thinker in the

field of management was Frederick Winslow Taylor. Taylor believed, for instance

that in any organization the planning function should be performed by the managers.

Taylor rested his philosophy on four basic principles, namely;

1. The development of a true science of management so that the best method of

performing each task could be determined.

2. The scientific selection of workers so that each worker would be given

responsibility for the task for which he or she was best suited.

3. The scientific education and development of the worker are very important.

13

4. Intimate, friendly cooperation between management and labor. (Stones,

Freeman and Gilbreth, 2000).

Taylor contended that the success of these principles required “a complete mental

revolution”-on the part of the management and labour. Rather than quarrel over

profits, both sides should try to increase productivity; by so doing, he believed, profits

would go such an extent that labour and management would no longer have a fight. In

short, Taylor believed that management and labour had a common interest in

increasing productivity.

According to Cole (1995), based his management system on production-line

time studies. Most people do not consciously think about how they are spending their

time. The way you spend your time determines how you live your life. Learning to

control your time means changing some of your time habits. But you can‟t change

habits until you first know what those habits are. First of all develop a record of how

you spend your time for a week or two, or more if necessary. Record whatever you do

as you do it so as not to forget anything. At the end of each week, summarize what you

did and check percentages of time spend on each activity. Next, check how much of

this time was actually spent on goal-oriented, prioritized activity and how much

activity was aimless, repetitive, of low priority. Analyzing how you spend your time

will leave you with more discretionary time, which is the only time you really control.

Nwachukwu (1992) stated that Taylor insisted that management should not rely on

traditional intuition, but rather should subject every job to a critical analysis, inventive

experiment and a thorough objective evaluation which he applied in his machine shop

14

in order to attain best result. However, Taylor was criticized for the reductionist

approach to work which dehumanizes the worker.

Gantt (2005) began to reconsider Taylor incentive system, Gantt strongly

opposed Taylor‟s ideas and did much consulting work on scientific selection of

workers method and the development of incentives bonus systems, he was far more

cautious than Taylor in selling and implementing his scientific management method.

Koontz, (1996) stated that, Gantt is perhaps best known for the development of a

graphic method of describing plans and making possible better managerial control.

Gantt emphasized the importance of time as well as cost in planning and controlling

work. This eventually led to the famous Gantt chart, which is widely used in

industries shown below.

WEEKS: 1 2 3 4 5 6 7 8 9 10 11 12 13

WBS 1 Summary Element 1 57% complete

WBS 1.1. Activity A 75% complete

WBS 1.2. Activity B START-TO-START

67% complete

WBS 1.3. Activity C

WBS 1.4. Activity D

WBS 1 Summary Element 2

FINISH-TO-FINISH

50% complete

0% complete

FINISH-TO-START

0% complete

0% complete

0% complete

0% complete

TODAY

WBS 2.1 Activity E

WBS 2.1 Activity F

WBS 2.1 Activity G

Figure 1: Gantt chart showing 3 kinds of schedule dependencies (in red) and percent complete indication.

15

In fact, Freeman and Gilbreth (2000), ascertained that Gantt chart formed the basis for

the two charting devices which were developed to assist in planning, organizing and

controlling complex organization such as NASENI, thus Gantt chart can be

recommended for adoption in NASENI centers in Nigeria.

Human relations school of thought is another area that may interest us to study.

The effort to put in practice the machine principle of scientific management was met

with a lot of hostilities on the part of the workers. Thus, the industrial psychologists

tried to investigate such problems as to device tests to select the best man for a given

job, how to find out who is working at full efficiency, how far is his performance

being affected by temperature, lightening, humidity, and noise in workshop. What are

the effects of boredom, doing repetitive work and so on (Daff 1997)

The term “management” has been variously defined by different authors, and

different meanings have been attributed to it as indicated above. Some people see it as

a process demanding the performance of a specific function. Here it is seen as a

profession. To a student it is an academic discipline. In this instance, people study the

art of managing or management science (Nwachukwu, 1992). According to Ibekwu

(1973) cited in Ajoma (2006) management is defined as the process of planning,

organizing, directing, coordinating and controlling men, materials, machines and

money so as to secure the optimum achievement of objectives. The American Institute

of Management (1959) cited in Nwachukwu (1992) observed that management is used

to designate either an organization‟s official hierarchy or the activities of men who

compose it: to provide antonym to either labour or ownership.

In line with the above, Hornby (2003) noted that management involves:

16

1. The control and taking decision in business or similar organization

2. The people who control a business or similar organization; and

3. The process of dealing with or controlling people or things.

From the definitions above, management could be seen as a process of utilizing the

resources of an enterprise to accomplish designated objectives. These definitions

treat management as a process entailing decision-making, and they embrace the

concept of getting things done through working with people and using other

resources. Apart from decisions making, the process of management involves other

functions commonly referred to as management functions (planning, organizing,

directing, controlling among others).

Management according to Obi (2003) is the process by which managers create,

direct, maintain and operate purposive organization through coordinated cooperative

human effort, (Obi 2003). He gave a panoramic definition of management in industrial

perspective, as the utilization of physical and human resources through cooperative

efforts and it is accomplished by forming the function of planning, organizing,

controlling and coordinating. Obi further expatiated clearly; where he pointed out that

managers are the people who:

1. Set objectives for using available resources

2. Formulate plans for achieving those objectives

3. Identify the activities to be performed

4. Organize the activities into groups

5. Staff the job with people

6. Initiate work activities

17

7. Supply incentives to stimulate productivity

8. Set up control to measure the achievement of objective and

9. Take remedial action if the objectives are not met.

Similarly, Welhrich and Koontz (1994) define management as the process of

defining and maintaining an environment which individuals working together in

group efficiently accomplish their selected goals. They further explain that:

1. As managers, people carry out the managerial functions of planning,

organizing, staffing, leading and controlling.

2. Management applies to any kind of organization

3. It applies to managers at all level of organizations

4. The aim of all managers is the same; to create surplus and;

5. Managing is concerned with productivity, this implies effectiveness and

efficiency.

Continuing the concept of management Ajoma (2006) sees it as a process of

employing diverse resources of materials. Finance people and time in a manner as to

achieve a set objective of an organization. It involves good planning, staffing,

organizing, directing and controlling of workers and materials. Barney (1991) stressed

that these five functions are inseparable; and a manager must coordinate them. She

stated that plans cannot be carried out without acquiring human resources and

organizing work group. Controls are acquired to access a plan‟s progress while

directing subordinate(s) on how to complete the plan. The management functions and

the performance of the functions by managers are dynamic, complementary and

mutually supportive.

18

Obi (2002) and Ojo (1994) described management as a process by which those

in authority plan, organize and control a business in an effort to make it successful.

Obi (2002), noted that management functions can be categorized into planning,

organizing, controlling and leading or directing; while secondary functions include

coordinating, staffing, training and human relations; with regards to primary functions

and responsibilities, they must have a clear picture of what the firm is and implement

the goals of the owners of the firms.

According to the Encyclopedia Americana (2000), management is the guidance,

leadership and control of the efforts of a group of individuals towards some common

goal. Osuala (2000) also sees management as an art of getting things done through

people. He explains it further as the process of achieving an organization‟s goal

through the coordinated performance of five (5) specific functions, namely; planning,

organizing, staffing, directing, and controlling. He added that every business must

have goods and services for sales; and that the ultimate goal of the business is to sell

the goods or service for profit. Obviously, the product sold must also be produced,

financial arrangements must be made, and personnel need to be involved in all aspect

of production, financing and marketing. These functions are performed through

people. Osuala (2003) explaining these functions as follows:

Planning – deciding what work to be done and how to accomplish it.

Organizing - deciding how the work is to be divided and coordinated.

Staffing- ensuring that there are efficient qualified personnel to carryout the work.

Directing- motivating employees to perform, leading them towards a goal

achievement, and informing them about their work assignment.

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Controlling - setting standards measuring performance against standards and taking

corrective action as needed (Osuala 2000:5).

Ajoma (2006) sees management as a social process which entails the

responsibilities for effective and economic planning and regulations of the operations

of an enterprise in fulfillment of given purpose as task. Such responsibilities involve:

1. Judgments and decision in determining plans in using data to control

performance and progress against plan; and

2. The guidance, integration, motivation and supervision of a personnel

comprising the enterprise and carrying out its operations.

Also Daff (1977) defined management as the attainment of the organization‟s goals

in an effective and efficient manner through planning, organizing, leading and

controlling organizational resources. He itemized two important ideas in this

definition:

1. The four functions of planning, organizing, leading and controlling: and

2. The attainment of organizational goals in effective and efficient manner.

Obi (2003) said management involves strategy, innovation, initiating about

change, creative problem solving and decision making, actively seeking out

alternatives and opportunities, formulating goals and priorities, redeploying resource

,negotiating, resolving conflicts, dynamic and active leadership, diplomacy, state-man-

ship and high degree of risk taking and entrepreneurship.

From the various definitions above, management can be seen as a principal

activity that make a difference in how well organization serve people affected by them.

How successfully organization achieves it objectives and satisfies social

20

responsibilities as well, depend to a large extent on its managers. If managers do their

jobs well for an organization will probably achieve its goals, how well managers do

their jobs-managerial performance-is the subject of much debate analysis, and

confusion in our organizations.

Supporting the above statement, Drucker (1980) quoted by Stoner, Freeman and

Gilbreth (2000) suggested two basic concepts that can determine how well a manager

can perform and do well for the organization to achieve their goals. These concepts

are efficiency and effectiveness.

Efficiency as he puts it means: doing things right and effectiveness means,

doing the “right thing” Drucker, further explain the concept of efficiency as the ability

to do things right – is an input – out put concept. An efficient manager is one who

achieves out put or result, that measure up to expectation (i.e. up to inputs), which

include labour, material and time used to achieve them. Managers who are able to

minimize the cost of the resources needed to achieve goals are acting efficiently.

Effectiveness is the ability to determine appropriate objectives; doing the right

thing. This is why Obi (2003) advised organization to enhance effective management

practice. He listed five (5) benefits derived through effective and efficient

management practices as:

1. Increase productivity and outputs

2. Improvement in the quality of outputs

3. Greater flexibility of skills and employee

4. Greater job satisfaction

5. Improved safety measures.

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From the various definitions of management given, its universality is

established. Its function is identical in a formal organization whether profit making or

non-profit-making (Nwachukwu 1992). All people who occupy management positions

perform the same type of functions. Plan; organize, direct , staff and control. They get

things done through and with subordinate(s). Their principal responsibility is to

achieve organizational goals through group efforts. Managers‟ functions. According

to Nwachukwu are managerial in nature. Managers therefore need to possess

managerial skills and acumen.

Managerial skills are skills necessary to be acquired by managers to complete

task successfully. Weihreck and Kontz (2003) identified three kinds of managerial

skills the fourth added by them is the ability to design solutions, known as design skill.

Skill is defined by Hornby (2003) as the ability to do something well. These

managerial skills are needed by manufacturing managers to successfully manage

production in the workshops. These skills are explained below.

1. Technical skill: This is knowledge of and proficiency in activities involving

methods, processes and procedures. Thus, it involves working with tools and

specific techniques. Employees or manager (production managers) work with

tools, so it‟s necessary that these managers have the ability to teach their

workers how to use the tools. It is essential in manufacturing industry.

2. Human skill: is the ability to work with people; it is cooperative effort, it is the

creation of an environment in which people are secured and free to express their

opinions. Production manager should be able to work with and understand

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communication, attitudes and motivation in order to achieve cooperation and

productivity.

3. Conceptual skill: involves the ability to see and recognize significant elements

in a situation and to understand the relationship among the element.

4. Design skill: is the ability to solve problem in a way that will benefit the

organization. A good manager should be able to work out practical solution to

problems. That is why, Wideman (2000) ascertained that no production

manager can be effective without design knowledge.

Those managerial skills are very essential in managing production works in

manufacturing industry and other types of organization. They are needed for effective

planning, organizing, staffing, directing, coordinating and controlling of the entire

production process in manufacturing industry for higher productivity and safety.

To be able to achieve the results the manager of an organization firstly, decide

on what he wants to do, that is he must plan: set objectives and forecast the

environment. Secondly, he should organize: determine the activities that have to be

done in achieving the objectives set and planning stage; classify these activities, decide

and group them and thirdly assign them to individual (staffing) that he believes will fit

best into the job. Fourthly, he should direct and motivate the workers that have been

assigned the tasks so that workers would work willingly, effectively and efficiently.

Fifthly, the manager has to control what is being done by comparing it with the

plan(s). Where deviations are noticed between what is being done and the standards

set, corrective measures are taken.

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This calls for strategic management. Strategic management according to Cole

(2000), is a process directed by top management to determine the fundamental aims of

goals of the organization and a range of decision which will allow for the achievement

of those aims or goals in the long term while providing for adaptive responses in short

term depending on the nature of the project.

By contrast, the general management of business and industrial corporations

assumes a broader outlook with greater continuity of operations. Nevertheless, there

are sufficient similarities as well as differences between the two so that management

technique developed for general management may be adapted for manufacturing

management. Specifically, manufacturing management encompasses a set of

objectives which may be accomplished by implementing a series of operations subject

to resources constraints. There are potential conflicts between the stated objectives

with regard to scope, time, cost and quality, and the constraints imposed on human,

material and financial resources. These conflicts should be resolved at the onset of the

project by making the necessary trade offs or creating new alternatives, subsequently,

the functions of production include the following:

1. Specification of production objectives and plans including delineation of scope,

budgeting, scheduling, setting performance, requirements, and selecting

production project participant.

2. Maximizing of efficient resources utilization through procurement of labour,

material and equipment according to the prescribed schedule and plan

3. Implementation of various operations through proper coordination and control

of planning, design, estimating, and production in the entire process.

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4. Development of effective communications and mechanisms for resolving

conflicts among the various participants. (Hendrickson 1999).

The purpose of production management according to Lock (2000) is to foresee or

predict as many of the dangers and problems as possible and to plan, organize and

control activities so that the project is completed as successfully as possible inspite of

the risks and uncertainties. Lock, further stated that the process starts before any

resources are committed and must continue until the work is finished. The aim is for

the final result to satisfy the consumers/purchaser within the promised time scale and

without using more money or resources than those originally set aside or budgeted.

Hence the knowledge of management as well as understanding of the design and

production process is necessary for manufacturing managers in engineering industry to

minimize risks.

Hendrickson (1999) dichotomized the management practices in the manufacturing

industry as:

1. The management process approach

2. The behavioral science approach for human resources development

3. The management science and decision support approach.

The management process approach emphasizes the systematic study of

management by identifying management functions in all organization and then

examining each in details. There is general agreement regarding the functions of

planning organizing and controlling. The major tenets is that by analyzing

management along functional lines, a frame work can be constructed into which all

new management activities in manufacturing can be placed. Thus, the production

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manager‟s job is regarded as coordinating a process of interrelated functions, which

are neither totally random nor rigidly predetermined, but are dynamic as the process

evolves. Another tenet is that management principles can be derived from an

intellectual analysis of management functions, by dividing the manager‟s job into

functional components, principles based upon each function can be extracted. Hence

management function can be organized into hierarchical structure designed to improve

productivity and operational efficiency.

Aims of Scientific Management Theory

Scientific management according to its early proponents enumerates the

thirteen aims of scientific managements: which are as follows;

1. To guide industrial tendencies and the market in order and to regularize

operations in a manner which will conserve the investment, sustain the

enterprise as an employing agency and assure continuous operation and

employment.

2. To ensure genuine planning and balancing operations and continuous earning

opportunity while on payroll.

3. To earn through a waste saving management and processing technique.

4. To make possible a higher standard of living as a result of increased income to

worker.

5. To assure a happier home and social life to workers through rewards by

increased of income.

6. To assure a healthy and safety as well as individually and socially agreeable

conditions of workers.

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7. To assure the highest opportunity for individual capacity through scientific

method of work analysis and selection, training, assignment, transfer and

promotion of workers.

8. To assure by training instructional foremanship for workers to develop new and

higher capacity and eligibility for promotion to higher position.

9. To develop self-confident and self-respect among workers

10. To develop self-expression and self-realizations among workers through the

simulative influence of an atmosphere of research and evaluation

11. To build character through proper conduct of work.

12. To promote justice through the elimination in wages, rate, etc.

13. To eliminate factor of the environment which are irritating and the cause of

fraction and to promote common understanding and the spirit of the work

(Clause and George 1972).

Obi (2003) summarized the chief aims of the research work is to examine

working conditions as they are related to out-put and generally to classify the

numerous problems arising in the working condition. Thus, the worker is not any

longer viewed as an isolated psychological being but as a group member whose

behavior is greatly controlled by norms and values. He added that human are social –

that business operations are a matter merely of machinery and method, but also of

gearing these with the social system to develop a complete socio-technical system. In

effect the social technical system in manufacturing industry remained a tool for

effective management.

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Conceptual Framework in Management and Manufacturing

Obi (2003) cited Willian (1976) that the word management seems to have come

into English usage directly from “Italian” meager meaning “to handle” especially to

handle or train horses. It traced back to the Latin work Manus meaning “hand” in the

early sixteen century “manage” was quickly extended to the operation of war and used

in the general sense of taking charge or directing. Later according to Obi, manage

becomes confused with the French word “a manager” meaning “to use carefully”.

In the seventeenth and eighteenth centuries the word manage and manager over

appeared in use and today meaning of the word manage is colored by these early

variations. Management was originally a noun used to indicate the process of

planning, organizing, directing and controlling. Obi (2003) sees management as the

process by which a cooperative group directs action toward common goals. Daff

(1997), observed the following as the contribution and criticisms of scientific

management thought:

The Contributions

1. It demonstrated the importance of compensation for performance

2. It demonstrated the importance of personnel selection and training

The criticisms

1. Did not appreciate the social context of work and higher needs of workers

2. Did not acknowledge variance among individuals.

3. Tended to regard workers as uniformed and ignored their ideas and suggestions.

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Planning Practices for Enhancing Productivity

Planning is the first function of management. It is not a function which can be

left in a watertight compartment. The word planning has been viewed by Drucker

(1980), as where management begins. It involves making decision that will be

implemented. Planning is further explained as activities which involve skillful use of

imagination, fore-sight and sound judgment to identify and evaluate manufacturing

opportunities and hazards or risks, and the determination of the best course of action to

achieve selected goal. This implies that planning involves thinking through the general

form and details of manufacturing operations so that present goals can be

accomplished with certainty and economy. Osuala (2002), supported this by stating

that effective planning reduces wastages as resources are strictly tied to achieving

organizational goals, facilities and easy identification of bottleneck within the system.

Nwachukwu (1992), planning is the establishment of objectives, strategies to

achieve the objectives and the step by step determination of the activities and

resources needed to achieve them. In the same vein, Gana (2001) view it as the

process of setting objectives and putting up the necessary steps to achieve them. It is a

process of determining a desire future and the steps necessary to bring it about.

Grolier (2000), describes planning as “deciding in advance what is to be done”. A

plan is a projected course of action. It involves setting objectives, forecasting the

environment, analyzing problems and taking decision. Also defined planning is also

as planning as defining organizations objectives or goals, establishing an overall

strategy for achieving those goals, and developing a comprehensive hierarchy of plans

to integrate and coordinate activities, four major reasons why managers should plan;

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i. It gives direction

ii. Reduces impact of change

iii. Minimize wastages and redundancy and

iv. Sets the standards used in controlling

Similarly, Weithrich and Koontz (2003), described planning as selecting missions

and objectives and the action to achieve them; it requires decision making i.e.

choosing from among alternative future courses of action. Planning bridges the gap

from where we are to where we want to go. Obi (2003), observed that planning helps

one to prepare and adapt effectively to the numerous complex and ever changing

situations in the environment. It is the blue print for action. Failure to plan, given rise

to inefficiency, lack of direction and waste of resources. Planning introduces

rationality to the extent that it allows an organization to achieve optimal use of human,

material and financial resources in meeting organizational objectives. In the same vein

Stoner, Freeman and Gilbreth (2000), said plans are the guide by which (1) The

organization obtains and commits the resources required to reach it objectives (2)

Members of the organization carry on activities consistent with the chosen objectives

and procedures; and (3) progress toward the objectives is monitored and measured so

that corrective action can be taken if progress is unsatisfactory.

According to Henri (1991), Planning in organizations and public policy is both

the organizational process of creating and maintaining a plan: and the psychological

process of thinking about the activities required to create a desired goal on some scale.

As such, it is a fundamental property of intelligent behavior. This thought process is

essential to the creation and refinement of a plan, or integration of it with other plans,

30

that is, it combines forecasting of developments with the preparation of scenarios of

how to react to them. An important albeit often ignored aspect of planning, is the

relationship it holds with forecasting. Forecasting can be described as predicting what

the future will look like, whereas planning predicts what the future should look like.

Purpose of planning practices for enhancing productivity Richard (1996) statement,

Just as no two organizational are alike, so also their plans. It is therefore

important to prepare a plan keeping in view the necessities of the enterprise. A plan is

an important aspect of business. It serves the following purpose three critical

functions.

Helps management to clarify, focus, and research their business‟s or projects

development and prospects.

It provides a considered and logical framework within which a business can

develop and pursue business strategies over the next three to five years.

It offers a benchmark against which actual performance can be measured and

reviewed.

Importance of the planning process practice for enhancing productivity

David (2008), important of the planning process are as follows:

A plan can play a vital role in helping to avoid mistakes or recognize hidden

opportunities. Preparing a satisfactory plan of the organization is essential. The

planning process enables management to understand more clearly what they want to

achieve, and how and when they can do it.

A well-prepared business plan demonstrate that the managers know the business and

that they have thought through its development in terms of products, management,

31

finances, and most importantly, markets and competition. Planning helps in

forecasting the future, makes the future visible to some extent. It bridges between

where we are and where we want to go, planning is looking ahead.

Steps in planning practice for enhancing productivity

According to Barrett (2003), Planning is not done off hand. It is prepared after

careful and extensive research. For a comprehensive business plan, management has to

1. Clearly define the target/goal in writing

It should be set by a person having authority,

The goals should be realistic

It should be specific

Acceptability

Easily measurable

2. Identify all the main issues which need to be addressed

3. Review past performance

4. Decide budgetary requirement

5. Focus on matters of strategic importance

6. What are requirements and how will they be met?

7. What will be the likely length of the plan and it structure?

8. Identify shortcomings in the concept and gaps

9. Strategies for implementation.

10. Review periodically.

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Organizing Practices for Enhancing Productivity

To organize or organizing in its broadest sense, according to Obi (2002),

implies a way of putting into a systematic relationship, those elements and activities

necessary for the effective and efficient achievement of an optimal production capacity

with the available human and non-human resources. She further explains

organization as the second function of management, to mean the road along which

planning will be carried out; hence, she stated that the function of organizing is

concerned with the establishment of the intended structure of roles through deciding

which activities are necessary for the attainment of the stated goals. It comprises the

assignment of duties, delegation of authority and communication through

organizations structure

Organizing according to Ajoma (2006), is the process of arranging and

allocating work, authority, and resources among an organizations members to achieve

an organizational goals efficiently. They maintained that different goals required

different structure. For instance an enterprise, which aims at producing bottles, needs

a different machine from that of a plastic industry, Likewise, the organizing structure

in the industry differs from one project to another. Similarly Grolier (2000),

explained organizing is related to assigning tasks to supervisors and operators and

defining the official relationships between them. Nwachukwu (2001), revealed that

organizing, like planning permeates all phases of Manufacturing operations; namely,

Management, Production, Finance, Marketing, among others.

According to Osuala (2000), organizing means managing available resources in

order to accomplish plans. Among other things, this means deciding what method to

33

use. Organizing also mean design a drawing to get things done. It means which

employee will do what work and developing the procedures or guides, subordinate

need in order to know how to accomplish it. Still on organizing Osuala, (2000),

defines it simply as “deciding how the work is to be divided and coordinated. He

identifies three aspect of organizing as: (1) Devising the work (2) grouping the task

(work) into logical units and (3) coordinating the work. According to Daff (1997),

organizing typically follows planning and reflects how the organization tries to

accomplish the plan. Organizing according to Daff, involves the assessment of tasks,

the grouping of tasks into departments and allocation of resources to the departments.

Relationships and time are central to organizing activities. Organizing produces

structure for the relationship in an organization, and it is through this structured

relationship that future plans will be pursued. Stoner, Freeman and Gilbreth (2000),

stressed that whether forming a new organization, tinkering with an ongoing

organization, or radically altering the pattern of relationships at all organization,

managers take four fundamental steps where they begin to make decision about

organizing;

1. Divide the total workload into tasks that can logically and comfortably be

performed by individuals or groups.

2. Combine tasks in a logical and efficient manner.

3. Specify who reports to whom in the organization.

4. Set mechanism for integrating departmental activities into a coherent whole and

monitoring the effectiveness of that integration.

34

The second major category of management in manufacturing industry is

organizing. It is pointed out that organizing involves the activities of structuring and

supplying the organization. The production manager for example must plan, structure,

or form the organization. This means he must have men, and material to do each job.

He forms or structures his plant deciding;

i. What work is to be done

ii. Which workers will do it

iii. When and how they will do it.

In doing so he is exhibiting sense of coordination. Coordination therefore is the

process of integrating the activities of separate departments in order to pursue

organizational goal effectively. Without coordination people would lose sight of

their roles within the organization totality and be tempted to pursue their own

departmental interests at the expense of organizational goals (Stoner, Freeman and

Gebreth, 2000). The extent of coordination depends on the future of the tasks

performed and the degree of interdependence of people in the various units

performing them. When this task requires communication between units, then a high

degree of coordination is likely to be beneficial for work that is non routine and

unpredictable, for work in which factors in the environment are changing, and for

work in which interdependence is high. In addition, organizations that set high

performance objectives usually require a higher level of coordination.

Coordination according to Obi (2003), involves bringing into an appropriate

relationship the organization to achieve its purpose. It is also the uniting and

correlating of all the activities of the positional incumbents in an organization and

35

directing them towards the realization of the organizational goal. Obi, further added,

that the need for coordination stems from the concept of division of labour and tasks

into component parts which are assigned to individual workers. Stoner, Freeman

and Gilbeeth (2000), observe that coordination is a complement, even a

counterbalance to the division of labor or work and job specialization.

Specialization tend to separate people in organization, because jobs are by

delimitation, separate identifiable collections of activities.

Coordination involves bringing people back together to ensure that work

relationships between people with different but related jobs can contribute to

organizational goals. This function of management by implication is a key to

integration in manufacturing industry.

Nature of organizing practice for enhancing productivity

Womack (1990), the following are the important characteristics of

organization.

Division of work or specialization

The entire philosophy of organization depends on the concept of specialization.

In specialization, various activities are assigned to different people who are specialists

in that area. Specialization improves efficiency. Thus, organization helps in division of

work and assigning duties to different people.

36

Orientation towards goals

Every organization has its own purposes and objectives. Organizing is the

function employed to achieve the overall goals of the organization. Organization

harmonies the individual goals of the employees with overall objectives of the goals.

Composition of individuals and groups

Individuals form a group and the groups form an organization. Thus,

organization is the composition of individuals and groups. Individuals are grouped into

departments and their work is coordinated and directed towards organizational goals.

Differentiated functions

The organization divides the entire work and assigns the tasks to individuals

in-order to achieve the organizational objectives each one has to perform a different

task and tasks of one individuals must be coordinated with the tasks of others.

Continues process

An organization is a group of people with defined relationship to each other

that allows them to work together achieve the goals of the organization. This

relationship do not come to end after completing a task. Organization is a never ending

process.

Purpose of organizing practice for enhancing productivity.

Ruigrok, Pettigrew and Whittington (1999), stated the following purpose of

organization.

37

Helps to achieve organizational goal

Organization is employed to achieve the overall objectives of business firms.

Organization focuses attention of individuals objectives towards overall objectives.

Optimum use of resources

To make optimum use of resources such as men, money, machine and method,

it is necessary to design an organization properly. Work should be divided and right

people should be given right jobs to reduce the wastage of resources in an

organization.

To perform managerial function

Planning, Organizing, Staffing, Directing and Controlling cannot be

implemented without proper organization.

Facilitates growth and diversification

A good organization structure is essential for expanding business activity.

Organization structure determines the input resources needed for expansion of a

business activity similarly organization is essential for product diversification such as

establishing a new product line.

Human treatment of employees

Organization has to operate for the betterment of employees an must not

encourage monotony of work due to higher degree of specialization. Now,

organization has adapted the modern concept of systems approach based on human

relations and it discards the traditional productivity and specialization approach.

38

Staffing Practices for Enhancing Productivity

This is the process of ensuring that competent employees are selected,

developed and rewarded for accomplishing manufacturing objectives.

For instance, in the APEX TIME a paper industry with some sections divide

duties thus; one section does the cutting of the paper to the required size, another

section does the ruling another section the folding, while one does the pricing of the

exercise books and so on until it reaches the grid stage. Hence, proper coordination

help in time management, in maximizing profit and at the same time in Risks

reduction.

Staffing otherwise known as personnel, is the third function of management

(Osuala, 2000). Weihrich and Koontz, (2003; in Gana (2001), believe that staffing is

the most important asset of any organization with which a manufacturing need to

function. He further stated that the existence, survival and success of any organization

depend on the quality of the personnel. This is more so because it is the personnel that

manages all other resources for any organization to achieve its objectives. Hence,

procuring, utilizing, maintaining, and retaining the right staff should be given priority

by managers.

According to Osuala (2000), staffing is very closely related to organizing. It

means getting the right people for each job. First of all, the kind of person who will

work effectively to perform the goals of the organization must be hired. Then, the

individual must be trained to do the job that must be done. Staffing also include

evaluating the work of the employees and determining the pay that should be received.

It involves promoting those who deserve it, but unfortunately, it also means dismissing

39

(firing) those who do not work hard. An organization can not be successful, unless the

staffing functions is performed properly (Osuala, 2000).

In the same vein, Osuala (2000), stated that staffing is ensuring that there are

sufficient qualified staff to carry out the work of an organization. He simply puts it as,

“putting people in positions. Similarly, Weihrich and Koontz (2003), defined staffing

practices of an organization to mean filling and keeping filled, positions in the

organizational structure. This they say is done by identifying work force requirement,

inventorying the people available; and recruiting, selecting, placing, promoting,

appraising, planning the careers, compensating and training or otherwise developing

both candidates and content job holders so that tasks are accomplished effectively and

efficiently.

For many years there has been concern that manufacturing industry is not

making full use of personnel managers. As early as 1974 Simeon observed, that

selection and education of personnel managers is one of the aspect of the

manufacturing industry in which there is most room for improvement. Similarly, it is

said that there is fundamental need in the industry for positive employment policies.

The growing technical sophistication of the industry has not been matched by any

parallel development in the handling of personnel relations. There is clear indication

particularly in the industry that they do not pay enough time or attention to the risk of

developing and making the best use of their manpower from operative level upward.

No doubt according to Philips – Brown that there are several reasons for the

reluctance to employee full time personnel specialists. Certainly the fragmented

structure of the industry is a contributory factor, but perhaps more relevant is the

40

decentralized nature of department within the industry with manufacturing managers

often having greater deal of autonomy to handle the aspect of personnel. Another

feature observed in the manufacturing industry is the preponderance of small and

medium firms who sees little benefit in employing such a specialist. In such

organization there will often be a direct relation between the principals (job managers

and foremen) and the operatives, which will mean that any grievances can be amicably

and speedily settled.

Furthermore, manufacturing work has traditionally more variety associated with

it and this in itself can eliminate many of the frustrations with which personnel

management has to deal.

However, effective personnel management in the manufacturing industry can

be seen as complementary to good company organization. It has been observed that

the practices adopted in staffing that will enhance productivity and mitigate loses in

industry include the following:

1. Job analysis

2. Job description

3. Job specification

4. Recruiting

5. Selecting process

6. Placement and orientation

7. Training and development

8. Motivation of employees

41

Job Analysis: Before any worker (employee) is employed, the manager and

the foreman should determine beforehand the type of personnel required for each

vacant job and how many people (workers) will be required for the effective execution

of the project. To be able to do this successfully, it has been suggested that the

production manager must be able to state categorically during the planning stage; the

qualification, experience and other necessary qualities that are required for each

position, and this may depend on the nature of the work at hand.

Job Description: According to Osuala (2000), job description, describe what

the job is, what its duties and responsibilities are, what work condition is involved,

where the job is to be performed and how the duties are to be carried out. Job

description gives out details of what job to be done, how it should be done and why;

who the occupant of the job reports to and the people to report to him, explaining

whether the personnel will work in hazardous environment etc. Job description is

useful in manufacturing industry for the following purpose:

1. It ensures that the production manager does not over look any aspect of what

needs to be done to improve productivity quality, cost and safety.

2. It eliminates personnel conflicts in the work place; if everybody knows what he is

responsible for and to who he is to report to, there would be little or no over

lapping of responsibility. This improves the use of time and reduces friction in the

organization.

3. If used in conjunction with job specification, it guides the personnel manager or

production managers in putting advertisement for employment (Gana, 2001).

42

Job Specification: This explains the person best suited to fill a particular

position in terms of qualifications, experience, skills and other personnel characteristic

(Osuala, 2000), while some authors describe job specification as the summary of

human qualification requirement for a job. They noted facts to be considered in job

specification as:

i. The academic requirement

ii. Working experience

iii. The intellectual demand

iv. The emotional demand

Recruiting: Having determined the personnel required for each position in an

organization, the next step is recruiting. Recruitment according to Gana (2001), and

Osuala (2000), is the process of searching for who would be employed and simulating

them to apply. In manufacturing industry a recruitment practice depends on the size of

the organization and the nature of the job. He further stated that, many industries

recruit labour without reference to overall needs. For example machine-turners may

be desperately required on one section while another is, welders away. Some

suggested that centralization of recruitment is the more effective solution since overall

labour needs can be evaluated at head office level and common standard for entry can

be applied. The Laize-faire approach to recruitment often taken at the industry level

means that recruitment is often done in hurry, with the consequence of less than

optimum use of labour resulting to poor quality job, increase in accident rate and even

theft in the industry.

43

Selection process: Having recruited the prospective applicants, the industry

should make a systematic effort to identify the most suitable candidate through

selection process (Ajoma, 2006). Also if recruitment of new employee is necessary

then it is important to adhere to selection procedure. Naturally; the practice and vigour

of selection, will vary according to the level to which appointment is made.

Notwithstanding, many manufacturers prefer applicant forms which can standardize

basic information. Obviously the level of details required will vary according to job

specification, with more sophisticated forms been necessary for managerial

appointments. Some manufacturers also experimented with selection test.

However selection could be done through a logical procedure. The selection

process includes:

(1) Application forms

(2) Tests

(3) Interview

(4) Physical examination

(5) Reference check

(6) Employment decision and

(7) Offer.

For semi skilled and unskilled workers the reach for these process may not be

necessary.

Placement and Orientation (Induction): It has been observed by Harm (1992),

(2000), that there is the tendency for a high separation rate at the early stage of

employment. Induction, in many industries, are done through company handbook and

44

pointed company rules and disciplinary procedures written contract of employment be

given to a new employee.

However, the formal induction procedures need to be reinforced by attitude

which welcomes the new recruit. It is important that the new employee is well

received by the work force and if necessary follow–up interview should be conducted

to monitor the employee adaptations to the work and organization.

The single most important thing that a production manger can do for anyone

coming on a job is to ensure that the person is well oriented. Production workers even

more than those in many other industries are likely to have accidents unless given

orientation.

1. Defining who is new; that a good manager should treat every employee coming on

the job as a new employee even if the person has worked for the industry before.

2. Contact with new workers: Study shows that managers on small jobs who have

direct contact with each new worker have fewer than half as many accidents on

their jobs as managers who fail to take advantage of this opportunity for direct

orientation of new employees.

3. Workshop orientation: the production manager who has been involved in the job

from the beginning, the workshop is familiar and easy to maneuver through, It is

not so to new workers. Without management guidance and orientation, it is a

bewildering and dangerous place Levit and Sameson, 1996).

Training and Development: Another important function in staffing is the

training and development. Nwachukwu cited in Ajoma(2006), defined training as an

organizational effort aimed at helping an employee to acquire basic skills required for

45

the efficient execution of the functions for which he was hired. Gana (2001), equally

expounds it as a process by which an individual improves his skills and has developed

new ones.

The employees having been recruited, selected and inducted, should be trained

to adequately fit into the job and the organization. Training is important particularly

that the manufacturing process is getting more sophisticated day – by – day.

Advantages of personnel training and development in Levitt and Samuelson

(1996), outlined the advantages of personnel training and development as follows:

(1) Increased productivity through efficiency

(2) Improve quality work and work morale

(3) Develop new skills, knowledge and attitude

(4) Correct and more efficient use of new tools, machine, method and procedures

(5) Reduction of wastage, accidents, labour turnover, lateness and absenteeism

(6) Raising of standards of performance and growth.

(7) Preparing workers for higher or new functions

The following outlined will benefit production manager to minimize risks in the

industry;

(1) Recruitment and selection of qualified and experienced workers

(2) Induction/orientation to both new and old staff on new job

(3) Statistic on labor turnover, labor stability and absenteeism

(4) Development and administration for redundancy scheme

(5) Education and training scheme for staff

(6) Communication

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To them labour stability need to be encouraged in the manufacturing industry.

Those leaving the firm voluntarily should ideally interviewed by their supervisors to

determine reason for leaving. This will help in identifying employment satisfaction

which the company may be able to rectify. Similarly in the case of dismissal, the

reason for the dismissal must be recorded and the company must satisfy itself that the

provision laid down by the employment protection Act have been followed.

Of equal concern in the manufacturing centers is the problem of absenteeism.

In many area of the country, production management have become sufficiently

concerned to institute attendance bonus, where bonus payment is made if the employee

attend work for the whole week and loses this if there is a period of absence during the

week.

Another area of concern to personnel management is redundancy in the

manufacturing industry, the industries have often argued that the uncertain nature of

job, changing technology and greater mechanization mean that redundancy will be

inevitable (Levit and Samelson, 1996). Similarly, it has been suggested that it is

necessary to undertake a level of redundancy planning. These factors demands that an

industry pre-plans for any redundancy; if it does not, then good relationship with trade

unions, employees and public at large may suffer.

Leading Practices for Enhancing Productivity

According Patteson (2004), leading as the process of social influence in which

one person can enlist the aid and support of others in the accomplishment of a

common task. Leadership is ultimately about creating a way for people to contribute to

making something extraordinary happen.

47

Leadership is about capacity: the capacity of leaders to listen and observe, to use their

expertise as a starting point to encourage dialogue between all levels of decision-

making, to establish processes and transparency in decision-making, to articulate their

own values and visions clearly but not impose them. Leadership is about setting and

not just reacting to agendas, identifying problems and initiating change that makes for

substantial improvement rather than managing change One indication of good leading

or leadership in the manufacturing industry is when the work goes on even when the

production managers and foremen are not there.

Similarly, Tolentina (2000), posits that leading is motivating, enabling and

drawing out the tenant of employees to achieve the goals of an organization through

good communication, building of trust and confidence, creation of organizational

climate for good performance and development of their capabilities, skills and

competences. If workers are not properly led or directed and motivated they can not

achieve the goal of the organization. Still on leading practices, explained it as

influencing employee so that they will contribute to organization and group goals.

Once employees are recruited it becomes the duty of the manager to utilize

them by directing, influencing and motivating them to accomplish the production goal.

To attain this according to Lock (2000), the production manager must also give

employee the necessary information to complete their individual or group tasks,

induces, inspire and motivates the employee to perform activities in the most efficient

manner toward successful execution of production without lost.

Controlling Practices for Enhancing Productivity

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Controlling is defined in various ways and it is believed to be the final part of

the management process after planning, organizing, staffing and leading (directing) in

which employee performance is monitored Gana (2001), without it, the other

managerial functions loose their essence. It is through the practice of control that

manager of business or organization can determine how effective the other functions

are. Controlling starts as soon as the execution phase start so as to determine if plans

are being realized.

Controlling according to Stoner and Freeman (1992), is the process of ensuring

that actual activities conform to planned activities. They asserted that control starts

from where planning stops. Nwachukwu (1992), viewed controlling as monitoring and

modification of organizational activity and resources utilization to ensure that pre-

determined standards are met and plans are carried out. According to Osuala (2000),

controlling implies measuring performance of the organization against the standards.

The goals set in the plan are checked to see if they have been achieved. It is the

control function that tells the manager how well he has managed. If this function is to

perform correctly, it will greatly aid the managers and contractors in deciding the

adjustment to making his operations.

The management role of a manufacturing production manager is a positive one.

He is anticipating the needs, guiding the efforts, and coordinating the different groups

of the positive centre of activity within the manufacturing plant.. These controls have

been anticipated at designing stage. They include job plan, network, schedules, and

division of work into the various specialty operation.

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Safety Control during Manufacturing

Safety Control

The major concern of every NASENI centre is safety of personnel in the

workshops, of the general public within, the manufacturing activities and of the

material and equipment general. Wideman (2001), observed that for some plant

owners, the pain and suffering to workers and their families resulting from

manufacturing injuries and deaths are strong enough reason by themselves for

requiring effective safety management on their jobs. But for many plant owner the

humanitarian reason cannot stand-alone. They feel that no matter how good an idea

working safety is, it has to be co effective. That is why Samuelson (1996) asserted

that the reason why effective safety management in the manufacturing industry is a

profit maker is that accident have high direct and indirect costs and management can

control these cost. Samuelson, further described direct costs as including medical

costs, premium for worker compensation benefits, liability and report losses as well as

indirect costs reduces workers productivity, delay in administrative time, damage to

equipment and the facility and reputation of the company.

In contrast to most industrial accidents, Samuelson (1996) reveals that innocent

by-stander may also be injured in manufacturing/industrial accidents; several flying

objects have resulted in injuries to passersbys claiming lives and properties. Hence

prudent plant managers and owners would like to reduce accident, injuries and

illnesses as much as possible.

Various measures are available to improve job safety condition in

manufacturing. Choice of technology according to Hendrickson can also be critical in

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determine the safety of a job. Safeguards built into machinery can notify operator of

problem or prevent injuries. Example simple switches can prevent equipment from

being operating when protective shields are not in place. Material and work process

choice also influences the safety of manufacturing. Example; substitution of

alternative material for asbestos e.g. glass-technology work can reduce or eliminate the

prospect of long-term illnesses, such as asbestosis.

Educating workers and managers in proper procedure and hazards can have

impact on job safety. The realization of the large costs involved in industries injuries

and illnesses provide a considerable motivation for awareness and education.

Types of Risk in Management

Generally, people often think of risk as the chance of something bad happening.

Osuala (2004) defines risks as uncertainty about possible loss. Risk is viewed as the

possibility of loss, injury, disadvantage or destruction. The word Risk according to

Wehmeer (2001) is the possibility of something bad happening at sometime in the

future; A situation that could be dangerous or have a bad result Obi, (2002) defined

risk as a condition in which there is the possibility of an adverse deviation from a

desired outcome that is expected or hoped for. Deducing from the above definitions,

risk has no meaning without loss being the outcome of concern. Hence risk is a threat

to enterprise.

Obi (2002) observed that even when business is carefully managed,

uncertainties like economic fluctuation, change in customers‟ taste, action of

competitors, strikes, shortage of raw materials, fires, war and new government policies

can cause untold hardship to the business owners. Also, some observers have it, that,

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risks can be completely controlled or minimized. That once comprehensive list of

risks is compiled, the end of the theoretical work is reached and managerial practice

can take over. These factors are argued in some studies as it can combine to create

false sense of security that will dull manager‟s attention and can thereby create even

bigger risks.

As etymological analysis of risk shows that the term has two possible roots, on

one hand there is the Greek “riza” related to Arab “rise” which stand for divinely

given fact, for fate, but also for means of subsistence. On the other hand, there is the

Latin or Italia root “risco” which stand for sailing around clifts. This definition has

been widely accepted in the sociological literature of risk. Luhman (1990), observed

that risk is the form in which the future in decision is made visible and rationalized.

Risks are result of action that is neither necessary nor impossible; they are contingent

and depend on human action.

Starting from this etymological perspective of the term “risk” it is observed that

risk is not an objectively given entity but a social manufacturing. According to

Collins, Dictionary of sociology. The “Social manufacturing of reality(s) is a

formulation employed within some areas of sociology to emphasize the way in which

social institutions and social life generally is socially produced rather than naturally

given or determined” (Jary and Jary 1995). Since manufacturing industry or projects

and their implementations within an organization are clearly created and used by and

through social interactions they fit the above definition.

While there may be many benefits in acquiring new technologies, several types

of risk accompany the acquisition of new technologies. These risks have to be

52

evaluated and traded off against the benefits before they are adopted. Some of these

risks are described as follows.

Technological Risks An early adopter of a new technology has the benefit of

being ahead of the competition, but he also runs the risk of acquiring an untested

technology whose problems could disrupt the firm‟s operations. There is also the risk

of obsolescence, especially with electronics-based technologies where change is rapid

and when the fixed cost of acquiring new technologies or the cost of upgrades is high.

Also, alternative technologies may become more cost-effective in the future, negating

the benefits of a technology today.

Operational Risks. There could also be risks in applying a new technology to a

firm‟s operation. Installation of a new technology generally results in significant

disruptions, at least in the short run, in the form of plant wide reorganization,

retraining, and so on. Further risks are due to the delays and errors introduced in the

production process and the uncertain and sudden demands on various resources.

Organizational Risks Firms may lack the organizational culture and top management

commitment required to absorb the short-term disruptions and uncertainties associated

with adopting a new technology. In such organizations, there is a risk that the firm‟s

employees or managers may quickly abandon the technology when there are short-

term failures or that they will avoid major changes by simply automating the firm‟s

old, inefficient process and therefore not obtain the benefits of the new technology.

According to Wikpedia (2006) Risk management is the process of measuring or

assessing risk and their developing strategies to manage the risk. In general the

strategies employed include transferring the risk to another party; avoiding the risk,

53

mitigating the effect of the risk and accepting some or all of the consequences of a

particular risk. Rigby (2003) also defined risk management as the sum of all proactive

management directed activities within a project that are intended to acceptably

accommodate the possibility of failures in element of the project. “Acceptability” as

judged by the buyers in the final analysis, but form an organizaiton‟s perspective;

failure is anything accomplished in less than a professional manner and or with less

than adequate result.

Risk management can be described as the decision making process by which an

organization or individual reduces the negative consequences of risk. Risk

management may also be defined as a process to control the level of risk and mitigate

its effects. It is a systematic approach for identifying, evaluating, estimating,

monitoring and responding to risk encountered in manufacturing project.

Control risk environment

Fig.2: Risk management life cycle (Baker et al 1997)

Similarly,. Ward and Chapman (1997) identify five good steps in the risk

management process in manufacturing industry; namely

1. Establish the context

Risk evaluation

Risk monitoring

Risk response

Risk identification

Risk estimation

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2. Identify risks

3. Analyse risks

4. Evaluate risks

5. Treat risks.

Establish the context: Establishing the context include planning the remainders of

the process and mapping out the scope of the exercise, the identity and objectives of

stakeholders, the basis upon which risks will be evaluated and defining a frame work

for the process, and agenda for identification and analysis.

Evaluation of risks: Evaluating the severity of the consequences (impact) is quite

difficult for immaterial assets. Assets valuation is another question that need to be

addressed: and

Risk Analysis: Risk analysis helps in estimating potential impacts of risks and in

making decision regarding which risk to retain and which risk to transfer to other

parties (Ward and Chapman 1997). Six (6) systematic approaches to risk analysis in

the manufacturing industry identified are given below;

Step 1: All the various options should be considered.

Step 2: Consider the risk attitude of the decision makers

Step 3: Consider what risks has been identified which are controllable and what

impact is likely to be.

Step 4: Measurement of both qualitative and quantitative risks

Step 5: Interpretation of the results of the analysis and development of strategy to

deal with the risk.

Step 6: Decide what risks to retain and what risks to allocate to other party.

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According to them both qualitative and quantitative techniques are available for

risk analysis. The quantitative method relies on probability distribution of risks and

may give more objective result than the qualitative methods, if sufficient current data

is available. On the other hand qualitative method depends on the personal judgment

and past experiences of the analyst and the result may vary from person to person.

Hence, the qualitative methods are preferred by most analysts describe the qualitative

and quantitative risk analysis techniques in diagrammatic form shown below.

Fig. 3: Risk analysis technique

Risk Response Practice

Once risks have been identified and assessed, all techniques to manage the risk

fall into one or more of these four major categories.

1. Risk Avoidance

2. Risk Transfer

3. Risk Reduction

4. Risk retention

Risk Analysis

Risk Management

Quantitative Qualitative

Probability Analysis Sensitivity Analysis Scenario Analysis Simulation Analysis

Direct Judgment Ranking Option Comparing Option Descriptive Analysis

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5. Risk Functions

Risk avoidance: Is sometimes referred to as risk elimination. A client not placing a

bid or the manufacturer not proceeding with the project funding are two examples of

totally eliminating or avoiding the risks. There are number of ways through which

risks can be avoided in manufacturing plants

Risk Transfer: can take two basic forms: (a) the property or activity responsible for

the risk may be transferred, i.e. subletting the more complex part of production to

another manufacturer (b) the property or activity may be retained, but the financial risk

transferred i.e. by method such as insurance.

Risk Retention: This is the method of handling risks by the company who is

undertaking any project. The risks foreseen or unforeseen, are controlled and financed

by the company. There are two retention methods, active and passive. Active retention

of the possible losses, cost of alternative ways of handling risks. Passive retention

(non-insurance) however occurs through negligence, ignorance or absence of decisions

e.g. a risk has not been identified and handling the consequences of that risk must be

borne by the manufacturer producing the component. Risk retention is a good practice

only when it is impossible to transfer the risk.

Risk Reduction: This is sometimes referred to as risk mitigation. This is the process

of combining loss prevention or loss control to minimize a risk. This risk management

strategy serves to reduce the loss potential and decrease the frequency or severity of

the loss. This risk reduction is preferably used in conjunction with other risk

management strategies, since using this management method alone will not totally

eliminate risks (Carter and Doherty 1974).

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Risk Functions

The basic functions for risk management are:

Program Manager: A Non-Voting Advisory Board for assisting PM (Production

Manager) in resolving risk management issues.

Risk Manager: Performs the following duties or responsible for:

- Writing the Risk Management Program Plan.

- Identifying requirements for Risk Management Consultants.

- Providing training in Risk managements.

- Coordinate Risk management inputs for all stakeholders in the organization.

- Coordinate Risk management activities for workers, suppliers, customers, etc.

- Prepare briefing materials for Risk management for program manager.

Risk Management Matrix

HIGH LOW

High

Avoidance

Loss Reduction &

Transfer

Low

Loss Prevention &

Retention

Retention

Fig. 4: Risk management matrix

The upper right-hand corner represents situations involving low frequency and

high severity. Here we find “loss reduction” and “transfer.” For large-valued potential

losses, reduction is an effective way to minimize risk. Furthermore, a low-probability

but high-valued event involves significant risk, which is more effectively managed

FREQUENCY

SEVERITY

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when transferred, usually, through the purchase of insurance. An example might be

loss due to liability through the manufacture of a defective product, or loss caused by

an interruption of business due to damage to a factory.

The fourth corner, representing both low frequency and low severity, shows

“retention,” because loss control techniques‟ tend to be less effective with loss

situations that rarely happen and are low of value. Furthermore, little risk exists in

such a scenario, making retention a generally appropriate financing tool. Examples

might include someone driving through the parking gate and damaging it, and loss of

the pet gerbil to a visiting python.

Related Empirical Studies

This section reviews the related empirical studies in the problem under

investigation:

Ahmed, Azhar and Ahmad (2005) carried out a study on the general risk management

practices in Florida (USA). The aim of the study was to evaluate the effectiveness of

different risk management practices used by the Florida production managers. The

comparison was made with the production managers from Georgia (GA), North

Carolina (NC), Illinois (IL) and New York (NY). The thrust of the study was to find

out the most suitable way of managing the industry risk in Florida to ensure on time

and within budget project completion, reduce conflicts and improve profitability.

The methodology adopted in the research was questionnaire survey and

structured interviews. The questionnaire contained 25 items grouped into four (4)

separate sections.

59

1. Background information to elicit information about the respondents and

industry.

2. Identification of the critical risks and their impacts on cost, time and quality.

3. Company strategies to handle identified risks.

4. Awareness about the availability of current risk analysis and response

techniques.

This was followed with structured interviews (through telephones and e-mails) with

professionals in the selected industries. The questionnaires were completed by top

managements in the organizations (mainly) directors and partners and almost all of

them over 90% had over 10 years of industrial experience.

Based on the results of the questionnaire, the result indicates that there are six

(6) top risk analysis techniques employed by most of the companies (around 35%) in

the selected states. The analysis techniques were:

1. Expert system

2. Probability analysis

3. Sensitivity analysis

4. Simulation analysis

5. Direct judgment

6. Comparing analysis

The result from the structured interview indicate that majority of the industries

(over 75%) in Florida depends on intuition/judgment/experience to manage risks

involved in production. The computer based (expert system) technique are not really

used and in fact most of the industries (around 81%) are not even aware of the

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technique. However, the research reveals that the situation reversed in North Carolina,

Illinois and New York where most of the industries over 80%) rely more on

computational method and hence has good track record managing risk.

On the evaluation of the response practices the result reveal that risk

elimination (avoidance) and risk transfer are the two most favorite risk response

methods employed by the managers in Florida, with a total response rate 85%. On the

basis of structured interviews, it was found that when those industries want to

eliminate risks, they do either by not bidding for a job or by biding at a very high

price. Risk transfer was chosen by (over 55%) of the respondents in Florida as their

risk management strategy, especially when their expected loss is more than

$50,000(N7.5m approximated).

A stand of literature argues that investment in Human Resources Management

(HRM) practices can raise and sustain a high level of firm performance. HRM

practices can represent a significant source of competitive advantage, as they are the

means by which firms locate, develp and retain rare, non-imitable and non-

substitutable human capital (Barney, 1991; Barney, 2001).

The studies found in the literature have predominantly reported a positive effect

of using HRM practices although it needs to be ensured that costs for introducing and

maintaining these practices do not outweigh their benefits. Empirical evidence

suggests that unionization is an important mediator for the success of HRM practices.

In support of this type of approach, Michie and Sheehan (2005) analysed original data

from a mixed sample of 362 manufacturing and service sector companies. The

empirical findings demonstrate positive relationships between HR policies and

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practices and objective financial performance, mediated by business strategy type

(business strategies were classified as cost leadership-innovation-focused or quality-

focused). Additionally, the use of external flexible labour was associated with lower

HR effectiveness. The implications are very pragmatic, and although this survey is

only cross-sectional, it could be inferred that there exists a two-way causational

relationship between the Human Resources (HR) policies and practices and financial

performance.

When comparing the productivity of Japanese and USA production line

workers, empirical evidence shows that USA manufactures who had adopted a full

system of innovation HRM practices patterned after the successful Japanese system,

achieved levels of productivity and quality equal to the performance of Japanese

manufacturers (Ichniowski and Shaw, 1999). This suggests that the higher average

productivity of Japanese plants cannot be attributed to cultural differences; instead,

this is related to the utilization of more effective HRM practices. This research work

seeks to look into management practices for enhancing productivity in NASENI

centers in Nigeria.

Summary of Related Literature

This review has brought to lime-light the theoretical and conceptual basis of

management and its impact in enhancing productivity in the manufacturing industry:

The literature to this study revealed that managing is one of the most important human

activities. All the authors agreed that management is central and critical in operating

any organization irrespective of its size. They also affirmed that every human

endeavor require proper management for its proper functioning. Therefore, the

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management practices planning, organizing, coordinating and controlling must be

properly applied for the realization of organizational goals.

There is a consensus by authors that planning is a detailed set of action through

which an organization hopes to accomplish its goals. They agreed that it is essential

because it specifies what is to be done, when, where and how much is to be

accomplished and by whom.

Similarly, the authors concurred that organizing, coordination of activities and

controlling for quality and safety are important for reducing production risks in

industry. They agreed that organizing is designed to clarify who will perform what

tasks, and those responsible for particular results in order to remove obstacles to

performance caused by uncertainties. It was necessary that activities in the production

industry \be integrated because of the nature of work: i.e. integrating various

departments/sections and the managers activities.

The existing literature acknowledges that controlling ensure conformity of

actual performance of activities to planned activities. They also concerted that without

controlling the activities in any production work, the work cannot be easily evaluated.

It serves as a good feedback as to the adequacy of planning, organizing, coordination

and leading. Similarly, the authors pointed out the screening of machinists/employees,

and other relevant workers, conducting post accident testing and random testing of

workers in the industry will go a long way in curbing cases of alcoholism and drug

abuse which cause a lot of accident (minor or fatal) when operating machines in the

industry. However, literature reviewed did not reveal any empirical work done in the

area of production risks management in the industry. It becomes necessary to

63

determine those management practices that would help to enhance production risks in

an industry like NASENI centres nationwide.

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CHAPTER III

METHODOLOGY

This chapter describes the procedures used in carrying out the study. The

procedures are presented under the following sub-headings: Design of the Study, Area

of the study; Population for the study; Instrument for Data Collection; Validation of

Instrument; Reliability of the Instrument, Method of Data Collection; and Method of

Data Analysis.

Design of the Study

The design used for the study was the descriptive survey. Descriptive survey

design aims at collecting data on and describing in a systematic manner, the

characteristics, features or facts about a given population (Nworgu, 1991). This study

focused on eliciting the opinions of administrators and workers of National Agency for

Science and Engineering Infrastructure (NASENI) on management practices for

enhancing productivity in NASENI. A survey design was considered suitable since

data were collected using questionnaire from both workers and administrators of

NASENI.

Area of the Study

The study was conducted in six NASENI Centres located in the following

places;

1. Scientific Equipment Development Institute, Minna (S.E.D.I. Minna).

2. Scientific Equipment Development Institute, Enugu (S.E.D.I. Enugu).

3. Engineering Materials Development Institute, Akure (EMDI – Akurue).

4. Electronics Development Institute, Awka (ELDI –Awka)

64

65

5. National Engineering Design Development Institute, Nnewi (NEDDI – Nnewi)

6. Hydraulic Equipment Development Institute, Kano (HEDI-Kano).

Population for the Study

The population for the study comprised all the NASENI Centres in Nigeria.

One hundred and eighty (180) administrators from six (6) NASENI Centres and three

hundred and sixty (360) workers from six (6) NASENI Centres, (180 + 360 = 540).

Sample and sampling Technique

The sample for this study consisted of 540 NASENI staff. This number is made

up of 180 administrators and 360 workers. The sampling technique employed was

proportionate sampling technique. For each category (administrators and workers of

NASENI) 50 percent the entire population was sampled. The simple random sampling

was used to select 90 administrators from of the six NASENI centres while 180

workers were selected from the six NASENI centres making a total of 270

administrators and workers. Thus, 270 respondents (both administrators and workers)

were used for the study.

Instrument for Data Collection

The instrument used for data collection was a structured questionnaire

developed by the researcher. Items in the questionnaire were generated after a

thorough review of available related literature and information gathered from

administrators and staff of NASENI. The questionnaire was made of sections A-F

66

with five point Likert rating scale items which dwelt on the management practices for

enhancing productivity in NASENI.

Section – A collected information on personal data of the respondents for

identification and classification.

Section - B collected information on the planning practices for enhancing productivity

in NASENI. This section has 23 items that were used to answer research question one.

Section - C focused on the organizing practices for enhancing productivity in

NASENI. This section has 18 items.

Section - D with 15 items dealt with the staffing practices for enhancing productivity

in NASENI.

Section - E elicited information on directing/leading practices for enhancing

productivity in NASENI. This section has 12 items that were used to answer research

question four.

Section - F obtained information on controlling practices for enhancing productivity

in NASENI. Information here was used to answer research question five. It has 8

items.

A 5 point Liker rating scale was used to guide the respondents in expressing

their opinion in sections B-F of the questionnaire. The scales are in a descending order

with the highest positive response receiving the highest value of five (5) and lowest

negative receiving the lowest value of one (1) thus:

Response Scale Numerical Value

Strongly Agree (SA) 5 points

Agree (A) 4 points

67

Undecided (UD) 3 points

Disagree (D) 2 points

Strongly Disagree (SA) 1 point

Validation of the Instrument

Face validation was carried out by experts in Department of Vocational and

Teacher Education, (Industrial Technical Education Unit), University of Nigeria

Nsukka and Federal University of Technology Minna, in making sure that the

instrument cover the variables pointed out in the study.

Reliability of the Instrument

The reliability of the instrument was established using Cronbach Alpha

reliability method to ascertain the extent of the homogeneity of the items in measuring

the attributes of each sub-section. The items were trial tested in Defence Industries

Corporation (DIC), Kaduna with the reliability coefficient of 0.72 and 0.70 estimated

in terms of internal consistency. This organization was not part of NASENI, the data

gathered from the trial testing exercise was used in establishing the internal

consistency of the instrument.

Method of Data Collection

The data for this study were collected by the researcher and five research

assistants within four weeks. One assistant for each centre. The research assistants

were trained on the objectives of the study, arrangement of the questionnaire and

method to be used in administration and collection. This was to enable the research

68

assistants to answer any question or clarify any issue concerning the instrument during

administration.

Method of Data Analysis

The responses from section B-F of the questionnaire were analyzed using mean

and standard deviation statistic. Each mean of an item was interpreted in relation to the

real limit of number for each response made. The detail of the interpretation rule is

provided as follows:

Mean Ranges Mean Decision

5.50-6.49 5 Strongly Agree

4.50-5.49 4 Agree

4.50-5.50 3 Undecided

2.50-3.49 2 Disagree

0.50-1.49 1 Strongly Disagree.

A t-test statistic for independent samples was used for testing the null hypotheses at

0.05 level of significance, for the decision rule, if t-cal is less than t-tab, there is no

significant difference. All computations for the study including Cronbach Alpha for

establishing the reliability coefficient of the instrument was carried out using the

statistical package for social sciences (SPSS).

69

CHAPTER IV

PRESENTATION AND ANALYSIS OF DATA

This Chapter presents results and discussion of data analysis for the study. The

presentations were organized according to the research questions and null hypotheses

that guided the study.

Research Question 1: What are the planning practices required for enhancing

productivity?

69

70

Table 1 Mean and standard deviation ratings of administrators and workers of National Agency for

Science and Engineering Infrastructure (NASENI) on the planning practices required for

enhancing productivity S/NO Planning Practices X

SD Decision

1 Setting objectives for manufacturing activities to be determined and

specified accordingly based on products to be produced.

4.50 0.52 SA

2 Drawing with specifications and spelling out the product to be

manufactured for easy understanding between the designers (Engineer)

and the Mechanists (Technologist/ Technicians/Craftmen).

3.50 0.32 A

3 Listing/ sorting out/ identifying all necessary machineries, equipment,

accessories, tools being used regularly and periodically for

manufacturing work in the workshop.

4.25 0.84 A

4 Identifying all raw materials and inputs required for the routine

production work

4.00 0.44 A

5 Estimating the production cost of each product to be manufactured

before production

4.25 0.44 A

6 Determining and following strictly the work sequence/production line of

each product

4.00 0.00 A

7 Determining and grouping all the activities into main and sub-units for

easy and sequential discharge.

4.20 0.50 A

8 Having a thorough review of the cost and schedules before

commencement of any work

3.25 0.71 UD

9 Determining the labour schedules requirement for each product from

bottom to top.

3.32 0.44 UD

10 Developing the product production schedules from materials selection to

finish level.

4.75 0.44 SA

11 Determining sources of reliable supply of raw material/inputs necessary

for production

4.50 0.50 SA

12 Determining the appropriate materials‟ storage system 3.70 0.32 A

13 Determining the appropriate materials‟ movement routs from stores to

the workshops and back to stores accordingly

4.05 0.84 A

14 Determining and providing for safety precautions within and outside

manufacturing vicinities

3.55 0.44 A

15 Determining and considering all legal regulations / implications related

to the personnel, machines/ equipment, customers Marketing,

environment etc.

3.62 0.44 A

16 Determining reliable sources of constant supply of energy for continuity

of all the manufacturing activities

4.00 0.00 A

17 Planning the production work/activities to achieve the objective of the

organization

4.00 0.00 A

18 Establishing action plan for the work at hand and alternatives action plan

for each product and or services to be produced or rendered accordingly

4.10 0.50 A

19 Specifying how to actively involving all key participants in each

product/service at all stages of work from planning to execution.

4.00 0.71 A

20 Determining and adhering to all the technologies selected for operations 4.25 0.44 A

21 Determining and providing all the first aid facilities necessary for use in

event of accident including stand-by vehicle.

4.50 0.50 SA

22 Providing and ensuring availability of cash impress for minor

purchases/incidentals.

4.50 0.50 SA

23 Planning for proper and effective monitoring all activities before and

during production/manufacturing.

3.50 0.32 A

24 Providing effective feedback system between the NASENI and product

and users

4.25 0.84 A

Key: - Mean, SD – Standard Deviation

A-Agree SD – Standard Deviation D – Disagree

SA-Strongly Agree, A-Agree, UD-Undecided

71

Data presented in Table 1 above shows that with exception of items 7 and 8, item

1,10,11,21 and 22 are strongly agree, all others items stated as planning practices

required for enhancing productivity were agreed on by the respondents. The

agreement is evidenced from their mean scores that all from 3.50 and above are

considered to be high standard deviation values range from 0.000 to 0.836 which is

considered low enough to infer that the respondents were unanimous in their opinion.

That is the agreement of the respondents is homogenous.

Research Question 2: What are the organizing practices required for enhancing

productivity?

Table 2

Mean and standard deviation ratings of administrators and workers of National

Agency for Science and Engineering Infrastructure (NASENI) on the organizing

practices for enhancing productivity.

S/NO Organizing Practices X SD Decision

1 Having division of labour among sections/units/workshops etc 4.25 0.84 A

2 Developing checklist of functions/activities involved in every given

product to be manufactured/produced or services to be rendered.

4.72 0.44 SA

3 Forming working appropriate group/items 3.75 0.84 A

4 Provision of adequate information on details work 4.40 0.50 A

5 Provision of sufficient funds to all terms/groups 4.00 0.71 A

6 Provision of competent supervision/leader for each group. 4.25 0.44 A

7 Provision of a general supervisor for all the terms for effective

supervision and coordination.

4.25 0.84 A

8 Provision for functional utilities/services such as telephone, water,

etc.

4.01 0.00 D

9 Provision of light refreshment/entertainment occasionally to boost

workers morale.

4.00 0.71 D

10 Ensuring availability of all necessary raw materials, inputs, before

commencement of any work.

4.35 0.44 A

11 Ensuring proper positioning of all machines, tools, equipment, raw

materials, inputs within and outside workshop to provide for free

access gangways, entrance and exists.

3.921 0.44 A

12 Provision of sufficient and effective security system 24 hours. 3.98 0.86 A

13 Provision of enough spare parts (mechanical and electrical) of

machines, equipment to ensure prompt effective maintenance work.

4.20 0.54 A

14 Provision of bulk purchase of raw materials/inputs and all necessary

items for uninterrupted manufacturing activities.

4.08 0.74 A

15 Provision of maintenance crew at all times during productions. 4.02 0.46 A

16 Provision of prompt payment of over-time allowances as and when

due

4.25 0.80 A

17 Provision of special awards and bonuses. 4.01 0.00 A

18 Provision of functional fire extinguisher at all strategic positions

within and outside workshops.

4.00 0.67 A

Key: -Mean, SD–Standard Deviation

SA - Strongly Agree, A – Agree, UD – Undecided, D-Disagree SD-Strongly Disagree.

72

Table 2 shows all the 18 organizing practices were agreed on by the

respondents as being required for enhancing productivity. The agreement is based on

the fact that all the items obtained a mean score above or equal to 3.50 which is the

lower real limit of agree on a five point scale. In addition the value of the standard

deviation ranges from 0.000 – 0.864 which is considered low. This means that the

respondents were homogeneous in their opinion.

Research Questions 3: What are the staffing practices required for enhancing

productivity?

Table 3

Mean and standard deviation ratings of administrators and workers of National Agency

for Science and Engineering Infrastructure (NASENI) on the Staffing practices for

enhancing productivity.

S/NO Staffing Practices X SD Decision

1 Determining the staff needs based on skills and expertise for any product at hand to

be produced.

4.50 0.50 SA

2 Recruiting qualified/right personnel within the centres based on their mandates 4.75 0.44 SA

3 Sustaining staff in the centre by determining the correct salaries and allowances for

them

3.75 0.50 A

4 Ensuring prompt payment of salaries as and when due. 4.50 0.87 SA

5 Properly funding all staff/workers welfare scheme. 4.50 0.87 SA

6 Effecting workers normal and special promotions when due without delays. 4.00 0.71 A

7 Developing staff consensus chart / statistics to determine their commitment,

performance, turn over, job satisfaction, punctuality/absenteeism, stability etc.

4.50 0.50 SA

8 Developing staff leave/exit movement system to avoid/minimize loss of man hour

during active production periods.

4.75 0.44 SA

9 Provision of enough personnel to man all the sections/units effective. 4.50 0.50 SA

10 Provision of train and retraining programmes for all categories of staff especially on

engineering and computer courses.

4.75 0.44 SA

11 Introducing train-the trainers and on-the-job workshops/trainings for skill acquisition

and general staff development.

4.35 0.44 A

12 Providing of induction courses for new staff to acquaint them with the job

requirements.

3.92 0.44 A

13 Providing a total quality control management (TQM) and safety training for all staff

in the workshops.

3.98 0.86 A

14 Introducing appropriately disciplinary measures against erring staff such as warming

letters, suspensions, surcharging for.

4.20 0.54 A

Key: - Mean, SD – Standard Deviation

SA - Strongly Agree, A – Agree, UD – Undecided, D-Disagree SD-Strongly Disagree.

73

The data presented in Table 3 above reveals that all the 14 staffing practices

were agreed on by the respondents as being required for enhancing productivity. The

agreement is based on the fact that all the items had means score of 3.50 and above.

This couple with the small standard deviation value that ranged from 0.436 – 0.873 is

an indication of homogeneity in agreement of the respondents on the staffing practices

for enhancing productivity.

Research Question 4: What are the directing/leading practices required for

enhancing productivity?

Table 4

Mean and standard deviation ratings of administrators and workers of National

Agency for Science and Engineering Infrastructure (NASENI) on the

directing/leading practices for enhancing productivity.

S/NO Directing/Leading Practices X SD DECISION

1 Assigning a leader to head each unit/section/shop to oversee specific

functions/duties.

4.75 0.44 A

2 Sectional head leading their members to ensure production of unit

component as per design.

4.50 0.50 A

3 Enforcing all manufacturing/production rules and regulations. 4.50 0.50 A

4 Showing leadership qualities by good examples. 4.75 0.44 A

5 Workshop mangers inspecting work at specified stages. 4.25 0.44 A

6 Leaders/ managers/heads ensuring that any act of violation of

rules/regulations by the staff is stopped immediately and appropriate

punishment meted out.

4.25 0.44 A

7 Ensuring development of good habits in material usage to minimize

wastage.

4.50 0.50 A

8 Production committee members ensuring strict adherence to set

targets by all production staff.

4.50 0.50 A

9 Having periodical production meetings e.g. monthly or quarterly

involving all staff/workers in each workshop to discuss production

problems, reviewing production activities and set new goal or

review current

4.00 0.00 A

10 The head of the manufacturing department (H.O.D) supervising all

the sectional/units heads for effectiveness in production line at all

times.

4.75 0.44 A

11 Taking all necessary disciplinary actions that would correct

situations and boost production.

4.75 0.44 A

Key: - Mean, SD – Standard Deviation

SA - Strongly Agree, A – Agree, UD – Undecided, D-Disagree SD-Strongly

Disagree.

74

Table 4 above shows that all the 11 directing/leading practices for enhancing

productivity were agreed on by the respondents. The mean scores of all the 11 items

are above 3.50 which is the lower real limit of agree on a five points scale. The

standard deviation ranged from 0.000-0.504, which is small and an indication of

homogeneity in agreement among respondents.

Research Question 5: What are the controlling practices for enhancing productivity?

Table 5

Mean and standard deviation ratings of administrators and workers of National

Agency for Science and Engineering Infrastructure (NASENI) on the Controlling

practices for enhancing productivity.

S/NO Controlling Practices X SD DECISION

1 Controlling all activities involved in the

production line by the head of production

and the Director/Chief Executive.

4.99 1.13 A

2 Developing a checklist to monitor production

activities to ensure conformity to the planned

programme.

4.14 0.91 A

3 The design and planning officers (D^PO)

must ensure strict monitoring of the planned

work (designers) and the actual production.

4.47 0.60 A

4 Controlling modifications if any, to ensure

attainment of pre-determined standards.

4.54 0.82 A

5 Controlling raw materials/inputs, machineries,

tools etc by the schedule officers to avoid or

minimize wastages.

4.38 0.55 A

6 Monitoring and controlling human resources

effectively by the head of the production

team.

4.28 0.79 A

7 Determining the achievement of set objectives

ie successful completion of the product(s)

planned to accomplish within stipulated

periods of time

4.26 1.07 A

8 Effective controlling of all activities by

supervisors to ensure positive performance

and high yield in productivity.

4.35 0.66 A

Key: - Mean, SD – Standard Deviation

SA - Strongly Agree, A – Agree, UD – Undecided, D-Disagree SD-Strongly Disagree.

75

In Table 5 above, the nine controlling practices for enhancing productivity were all

agreed on by the respondents since their mean score are all above 3.50 which is the

lower limit for agreement. This coupled with low standard deviation of 0.55-1.13

implies homogeneity among respondents on the controlling practices for enhancing

productivity.

Hypothesis 1

H01 There is no significant difference in the mean responses of administrators

and workers of NASENI on the planning that can enhance productivity.

76

Table 6

The t-test analysis of the mean responses of administrators and workers of

NASENI on the planning practices that can enhance productivity. S/N Planning Practices X1 SD1 X2 SD2 t-cal Decision

1 Setting objectives for manufacturing activities to be determined

and specified accordingly based on products to be produced.

4.26 0.45 4.38 0.49 0.32 NS

2 Drawing with specifications and spelling out the product to be

manufactured for easy understanding between the designers

(Engineer) and the Mechanists (Technologist/

Technicians/Craftmen).

4.33 0.48 4.16 0.37 0.13 NS

3 Listing/ sorting out/ identifying all necessary machineries,

equipment, accessories, tools being used regularly and periodically

for manufacturing work in the workshop

4.48 0.52 4.32 0.85 0.36 NS

4 Identifying all raw materials and inputs required for the routine

production work

4.78 0.42 4.16 0.37 0.00 NS

5 Estimating the production cost of each product to be manufactured

before production

4.37 0.49 4.22 0.42 0.19 NS

6 Determining and following strictly the work sequence/production

line of each product

4.48 0.52 3.81 1.20 0.00 NS

7 Determining and grouping all the activities into main and sub-units

for easy and sequential discharge.

4.37 0.47 3.81 1.05 0.10 NS

8 Having a thorough review of the cost and schedules before

commencement of any work

4.15 0.36 3.81 0.97 0.06 NS

9 Determining the labour schedules requirement for each product

from bottom to top.

4.59 0.50 3.65 1.09 0.65 NS

10 Developing the product production schedules from materials

selection to finish level

4.48 0.51 4.22 0.82 0.12 NS

11 Determining sources of reliable supply of raw material/inputs

necessary for production

4.06 0.45 4.08 0.49 0.32 NS

12 Determining the appropriate materials‟ storage system 4.30 0.48 4.10 0.37 0.13 NS

13 Determining the appropriate materials‟ movement routs from

stores to the workshops and back to stores accordingly

4.08 0.52 4.02 0.85 0.36 NS

14 Determining and providing for safety precautions within and

outside manufacturing vicinities

4.70 0.42 4.10 0.37 0.00 NS

15 Determining and considering all legal regulations / implications

related to the personnel, machines/ equipment, customers

Marketing, environment etc.

4.30 0.49 4.00 0.42 0.19 NS

16 Determining reliable sources of constant supply of energy for

continuity of all the manufacturing activities

3.88 0.52 3.81 1.20 0.00 NS

17 Planning the production work/activities to achieve the objective of

the organization

4.37 0.47 4.81 1.05 0.01 NS

18 Establishing action plan for the work at hand and alternatives

action plan for each product and or services to be produced or

rendered accordingly

4.15 0.36 3.98 0.97 0.06 NS

19 Specifying how to actively involving all key participants in each

product/service at all stages of work from planning to execution.

4.59 0.50 3.95 1.09 0.78 NS

20 Determining and adhering to all the technologies selected for

operations

4.18 0.51 4.02 8.82 0.12 NS

21 Determining and providing all the first aid facilities necessary for

use in event of accident including stand-by vehicle.

4.08 0.52 4.37 0.85 0.36 NS

22 Providing and ensuring availability of cash impress for minor

purchases/incidentals.

4.09 0.42 4.16 0.37 0.98 NS

23 Planning for proper and effective monitoring all activities before

and during production/manufacturing.

4.37 0.49 4.22 0.42 0.19 NS

24 Providing effective feedback system between the NASENI and

product and users

4.48 0.52 3.81 1.20 0.54 NS

Key: S= significant, SD = Standard deviation, NS= Not significant

P = 0.05 t-critical =t-tab 1.96, df = 268

77

The results in Table 6 shows the mean, standard deviation and t-test values of the

responses of the respondents on the planning practices for enhancing productivity.

The result indicates that there is no significant difference between the mean ratings of

NASENI administrators and workers on the planning practices that can enhance

productivity. The null hypothesis was accepted for all the items at 0.05 level of

significance since all the t-calculated values did not exceed the t-critical value of 1.96

at 268 degrees of freedom. That means that any observed difference is due to chance,

which could have resulted from sampling errors.

Hypothesis 2

HO2 There is no significant difference in the mean responses of administrators

and workers of NASENI on the organizing practices that can enhance productivity.

Table 7

The t-test analysis of the mean responses of administrators and workers of

NASENI on the organizing practices that can enhance productivity. S/N Organizing Practices X1 SD1 X2 SD2 t-cal Decision

1 Having division of labour among sections/units/workshops etc 4.26 0.45 4.49 0.51 0.06 NS

2 Developing checklist of functions/activities involved in every given

product to be manufactured/produced or services to be rendered.

4.37 0.42 3.97 0.80 0.02 NS

3 Forming working appropriate group/items 4.37 0.49 3.89 0.84 0.01 NS

4 Provision of adequate information on details work 4.22 0.42 3.27 1.24 0.90 NS

5 Provision of sufficient funds to all terms/groups 4.26 0.45 4.30 0.46 0.74 NS

6 Provision of competent supervision/leader for each group. 4.26 0.45 3.97 0.69 0.05 NS

7 Provision of a general supervisor for all the terms for effective

supervision and coordination.

4.33 0.48 4.00 0.71 0.03 NS

8 Provision for functional utilities/services such as telephone, water, etc. 4.59 0.50 4.32 0.85 0.12 NS

9 Provision of light refreshment/entertainment occasionally to boost

workers morale.

4.93 0.27 4.49 0.51 0.08 NS

10 Ensuring availability of all necessary raw materials, inputs, before

commencement of any work.

3.92 0.67 4.13 0.42 0.12 NS

11 Ensuring proper positioning of all machines, tools, equipment, raw

materials, inputs within and outside workshop to provide for free access

gangways, entrance and exists.

4.42 0.34 4.07 0.49 0.32 NS

12 Provision of sufficient and effective security system 24 hours. 4.35 0.65 3.67 0.42 0.13 NS

13 Provision of enough spare parts (mechanical and electrical) of machines,

equipment to ensure prompt effective maintenance work.

4.21 1.02 3.98 0.45 0.36 NS

14 Provision of bulk purchase of raw materials/inputs and all necessary

items for uninterrupted manufacturing activities.

3.92 0.78 4.03 0.45 0.00 NS

15 Provision of maintenance crew at all times during productions. 3.90 0.49 3.99 0.48 0.19 NS

16 Provision of prompt payment of over-time allowances as and when due 4.18 0.42 4.08 0.50 0.00 NS

17 Provision of special awards and bonuses. 4.21 0.45 4.28 0.27 0.01 NS

18 Provision of functional fire extinguisher at all strategic positions within

and outside workshops.

4.08 0.45 4.09 0.42 0.12 NS

Key: SD = Standard deviation S = Significant, NS = Not Significant

78

Table 7 above shows that all the items are not significant at 0.05 level of significance.

This is evidenced from the fact that none of the t-calculated exceeded the t-critical of

1.96 at 268 degrees of freedom. This means that the null hypothesis is not rejected at

0.05 level of significance. Therefore, there is no significant difference between the

mean ratings of administrators and workers of NASENI on the organizing practices

that can enhance productivity.

Hypothesis 3:

HO3 There is no significant different in the mean responses of administrators and

workers of NASENI on the staffing practices that can enhance productivity.

Table 8

The t-test analysis of the mean responses of administrators and workers of

NASENI on the staffing practices that can enhance productivity.

S/N Staffing Practices X1 SD1 X2 SD2 t-cal Decision

1 Determining the staff needs based on skills and expertise for any

product at hand to be produced.

4.21 1.43 0.41 0.82 0.51 NS

2 Recruiting qualified/right personnel within the centres based on

their mandates

2.79 3.79 0.45 0.50 0.98 NS

3 Sustaining staff in the centre by determining the correct salaries

and allowances for them

2.27 4.25 0.67 0.54 0.61 NS

4 Ensuring prompt payment of salaries as and when due. 4.32 2.22 0.52 0.66 1.01 NS

5 Properly funding all staff/workers welfare scheme. 4.18 2.08 0.50 0.56 1.48 NS

6 Effecting workers normal and special promotions when due

without delays.

2.30 4.20 0.73 0.75 0.49 NS

7 Developing staff consensus chart / statistics to determine their

commitment, performance, turn over, job satisfaction,

punctuality/absenteeism, stability etc.

4.39 2.35 0.77 1.07 1.80 NS

8 Developing staff leave/exit movement system to avoid/minimize

loss of man hour during active production periods.

4.21 1.11 1.08 1.06 0.86 NS

9 Provision of enough personnel to man all the sections/units

effective.

4.50 2.37 1.07 0.70 0.46 NS

10 Provision of train and retraining programmes for all categories of

staff especially on engineering and computer courses.

4.26 4.15 0.76 0.80 1.92 NS

11 Introducing train-the trainers and on-the-job workshops/trainings

for skill acquisition and general staff development.

4.78 0.42 4.16 0.37 0.00 NS

12 Providing of induction courses for new staff to acquaint them with

the job requirements.

4.37 0.40 4.22 0.42 0.9 NS

13 Providing a total quality control management (TQM) and safety

training for all staff in the workshops.

4.48 0.52 3.81 1.20 0.07 NS

14 Introducing appropriately disciplinary measures against erring staff

such as warming letters, suspensions, surcharging for.

4.37 0.47 3.81 1.05 0.01 NS

Key: SD = Standard deviation

S = Significant, NS = Not Significant

79

Table 8 reveals that none of the items tested is significant at 0.05 level of significance.

This is true because all the values of t-cal are less than 1.96 which is the t-critical value

for two fail test. Therefore the null hypothesis was upheld. This means that there is

no significant difference between the mean ratings of administrators and workers of

NASENI on the staffing practices that can enhance productivity.

Hypothesis 4:

H04. There is no significant difference in the mean responses of administrators and

workers of NASENI on the Directing/leading practices that can enhance productivity.

Table 9

The t-test analysis of the mean responses of administrators and workers of

NASENI on the directing/leading practices that can enhance productivity.

S/N Directing/Leading Practices X1 SD1 X2 SD2 t-cal Decision

1 Assigning a leader to head each unit/section/shop to oversee

specific functions/duties.

4.06 0.45 4.08 0.49 0.32 NS

2 Sectional head leading their members to ensure production of

unit component as per design.

4.30 0.48 4.10 0.37 0.13 NS

3 Enforcing all manufacturing/production rules and regulations. 4.08 0.52 4.02 0.85 0.36 NS

4 Showing leadership qualities by good examples. 4.70 0.42 4.10 0.37 0.00 NS

5 Workshop mangers inspecting work at specified stages. 4.30 0.49 4.00 0.42 0.19 NS

6 Leaders/ managers/heads ensuring that any act of violation of

rules/regulations by the staff is stopped immediately and

appropriate punishment meted out.

3.88 0.52 3.81 1.20 0.00 NS

7 Ensuring development of good habits in material usage to

minimize wastage.

4.37 0.47 4.81 1.05 0.01 NS

8 Production committee members ensuring strict adherence to set

targets by all production staff.

4.15 0.36 3.98 0.97 0.06 NS

9 Having periodical production meetings e.g. monthly or quarterly

involving all staff/workers in each workshop to discuss

production problems, reviewing production activities and set

new goal or review current

4.59 0.50 3.95 1.09 0.78 NS

10 The head of the manufacturing department (H.O.D) supervising

all the sectional/units heads for effectiveness in production line

at all times.

4.18 0.51 4.02 0.82 0.12 NS

11 Taking all necessary disciplinary actions that would correct

situations and boost production.

4.08 0.52 4.32 0.85 0.36 NS

Key: SD = Standard deviation

S = Significant, NS = Not Significant

80

Table 9 shows that all the items on directing/leading practices were not significant. In

other words, all the values of t-calculated were not up to or above the t-critical value of

1.96 at 0.05 level of significant and at 268 degrees of freedom. This means that for all

the items the null hypothesis was not rejected. So, there is no significant difference in

the mean ratings of NASENI. Administrators and workers on the directing/Leading

practices that can enhance productivity.

Hypothesis 5:

H05 There is no significant difference in the mean responses f administrators and

workers of NASENI on the controlling practices that can enhance productivity.

Table 10

The t-test analysis of the mean responses of administrators and workers on

NASENI on the controlling practice that can enhance productivity.

S/N Controlling Practices X1 SD1 X2 SD2 t-cal Decision

1 Controlling all activities involved in the production line by the

head of production and the Director/Chief Executive.

4.99 4.98 11.13 1.19 0.03 NS

2 Developing a checklist to monitor production activities to

ensure conformity to the planned programme.

4.14 4.11 0.91 0.38 0.13 NS

3 The design and planning officers (D^PO) must ensure strict

monitoring of the planned work (designers) and the actual

production.

4.47 4.00 0.60 0.63 0.46 NS

4 Controlling modifications if any, to ensure attainment of pre-

determined standards.

4.54 4.44 0.52 0.97 0.48 NS

5 Controlling raw materials/inputs, machineries, tools etc by the

schedule officers to avoid or minimize wastages.

4.38 4.40 0.55 0.57 0.16 NS

6 Monitoring and controlling human resources effectively by the

head of the production team.

4.28 4.25 0.79 0.82 0.11 NS

7 Determining the achievement of set objectives ie successful

completion of the product(s) planned to accomplish within

stipulated periods of time

4.26 4.22 1.07 1.15 0.15 NS

8 Effective controlling of all activities by supervisors to ensure

positive performance and high yield in productivity.

4.35 4.33 0.86 0.79 0.10 NS

Key: SD = Standard deviation,

S = Significant, NS = Not Significant

81

Table 10 above shows none of items on controlling practices that can enhance

productivity is significant at 0.05 level of significance and at 268 degrees of freedom.

That is true because the value of t-calculated in Table 10 ranges from -0.16 – 0.48

which is smaller than the t-critical value of 1.96. Therefore, the null hypothesis (Ho)

is upheld for all the items in table 10. That means that, there is no significant

difference between the mean ratings NASENI administrators and workers on the

controlling practices that can enhance productivity.

Findings of the Study

The following findings emerged from the study based on the research question

and hypotheses tested.

Findings from Research Question 1-5

Planning Practices Required for Enhancing Productivity.

The respondents show that the following planning practices can enhance

productivity.

- Setting objectives for manufacturing activities to be determined and specified

accordingly based on products to be produced.

- Drawing with specifications and spelling out the product to be manufactured for

easy understanding between the designers (Engineer) and the Mechanists

(Technologist/ Technicians/Craftmen).

- Listing/ sorting out/ identifying all necessary machineries, equipment,

accessories, tools being used regularly and periodically for manufacturing work

in the workshop

- Determining and following strictly the work sequence/production line of each

product

- Determining and grouping all the activities into main and sub-units for easy and

sequential discharge.

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- Having a thorough review of the cost and schedules before commencement of

any work

- Determining the labour schedules requirement for each product from bottom to

top.

- Developing the product production schedules from materials selection to finish

level

- Determining sources of reliable supply of raw material/inputs necessary for

production

- Determining the appropriate materials‟ storage system

- Determining the appropriate materials‟ movement routs from stores to the

workshops and back to stores accordingly

- Determining and providing for safety precautions within and outside

manufacturing vicinities

- Determining and considering all legal regulations / implications related to the

personnel, machines/ equipment, customers Marketing, environment etc.

- Determining reliable sources of constant supply of energy for continuity of all the

manufacturing activities

- Planning the production work/activities to achieve the objective of the

organization

- Establishing action plan for the work at hand and alternatives action plan for each

product and or services to be produced or rendered accordingly

- Specifying how to actively involving all key participants in each product/service

at all stages of work from planning to execution.

- Determining and adhering to all the technologies selected for operations

- Determining and providing all the first aid facilities necessary for use in event of

accident including stand-by vehicle.

- Providing and ensuring availability of cash impress for minor

purchases/incidentals.

- Planning for proper and effective monitoring all activities before and during

production/manufacturing.

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Organizing skill required for Enhancing productivity.

The respondents agreed that the following organizing practices can enhance

productivity: -

- Having division of labour among sections/units/workshops etc

- Developing checklist of functions/activities involved in every given product to be

manufactured/produced or services to be rendered.

- Forming working appropriate group/items

- Provision of adequate information on details work

- Provision of sufficient funds to all terms/groups

- Provision of competent supervision/leader for each group.

- Provision of a general supervisor for all the terms for effective supervision and

coordination.

- Provision for functional utilities/services such as telephone, water, etc.

- Provision of light refreshment/entertainment occasionally to boost workers morale.

- Ensuring availability of all necessary raw materials, inputs, before commencement of

any work.

- Ensuring proper positioning of all machines, tools, equipment, raw materials, inputs

within and outside workshop to provide for free access gangways, entrance and

exists.

- Provision of sufficient and effective security system 24 hours.

- Provision of enough spare parts (mechanical and electrical) of machines, equipment

to ensure prompt effective maintenance work.

- Provision of bulk purchase of raw materials/inputs and all necessary items for

uninterrupted manufacturing activities.

- Provision of maintenance crew at all times during productions.

- Provision of prompt payment of over-time allowances as and when due

- Provision of special awards and bonuses.

- Provision of functional fire extinguisher at all strategic positions within and outside

workshops.

84

Staffing Practices Required for Enhancing

The respondents agreed that the following staffing Practices can enhance productivity:

- Determining the staff needs based on skills and expertise for any product at

hand to be produced.

- Recruiting qualified/right personnel within the centres based on their

mandates

- Sustaining staff in the centre by determining the correct salaries and

allowances for them

- Ensuring prompt payment of salaries as and when due.

- Properly funding all staff/workers welfare scheme.

- Effecting workers normal and special promotions when due without delays.

- Developing staff consensus chart / statistics to determine their commitment,

performance, turn over, job satisfaction, punctuality/absenteeism, stability etc.

- Developing staff leave/exit movement system to avoid/minimize loss of man

hour during active production periods.

- Provision of enough personnel to man all the sections/units effective.

- Provision of train and retraining programmes for all categories of staff

especially on engineering and computer courses.

- Introducing train-the trainers and on-the-job workshops/trainings for skill

acquisition and general staff development.

- Providing of induction courses for new staff to acquaint them with the job

requirements.

- Providing a total quality control management (TQM) and safety training for

all staff in the workshops.

- Introducing appropriately disciplinary measures against erring staff such as

warming letters, suspensions, surcharging for.

Directing /Leading Practices Required for Enhancing Productivity.

The respondents agreed that the following directing/leading practices can

enhance productivity:

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- Assigning a leader to head each unit/section/shop to oversee specific

functions/duties.

- Sectional head leading their members to ensure production of unit component

as per design.

- Enforcing all manufacturing/production rules and regulations.

- Showing leadership qualities by good examples.

- Workshop mangers inspecting work at specified stages.

- Leaders/ managers/heads ensuring that any act of violation of

rules/regulations by the staff is stopped immediately and appropriate

punishment meted out.

- Ensuring development of good habits in material usage to minimize wastage.

- Production committee members ensuring strict adherence to set targets by all

production staff.

- Having periodical production meetings e.g. monthly or quarterly involving all

staff/workers in each workshop to discuss production problems, reviewing

production activities and set new goal or review current

- The head of the manufacturing department (H.O.D) supervising all the

sectional/units heads for effectiveness in production line at all times.

- Taking all necessary disciplinary actions that would correct situations and

boost production.

Controlling Practices Required for Enhancing Productivity

The respondents agreed that the following controlling practices can enhance

productivity:

- Controlling all activities involved in the production line by the head of

production and the Director/Chief Executive.

- Developing a checklist to monitor production activities to ensure conformity

to the planned programme.

- The design and planning officers (D&PO) must ensure strict monitoring of the

planned work (designers) and the actual production.

86

- Controlling modifications if any, to ensure attainment of pre-determined

standards.

- Controlling raw materials/inputs, machineries, tools etc by the schedule

officers to avoid or minimize wastages.

- Monitoring and controlling human resources effectively by the head of the

production team.

- Determining the achievement of set objectives ie successful completion of the

product(s) planned to accomplish within stipulated periods of time

- Effective controlling of all activities by supervisors to ensure positive

performance and high yield in productivity.

Findings from the Hypotheses 1-5

The findings from the hypotheses tested revealed that:

1. There is no significant difference between the mean ratings of the NASENI

administrators and workers on the planning practices items required for

enhancing productivity in NASENI

2. There is no significant difference between the mean ratings of the responses of

administrators and workers of NASENI on the 18 stated items on organizing

practices required for enhancing productivity in NASENI

3. There is no significance difference between the mean ratings of the responses of

administrators and workers of NASENI on the 14 items on staffing practices

required for enhancing productivity in NASENI

4. There is no significant difference between the mean ratings o the responses of

administrators and workers of NASENI on the 11 items on directing /leading

practices that can enhance productivity in NASENI

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5. There is no significant difference between the mean ratings of the responses of

administrators and workers of NASENI on the none items, on controlling

practices that can enhance productivity.

Discussion of Findings

The data presented in table 1 provided answer to research question one, finding

revealed that all items on practices required for enhancing productivity were found as

required planning practices for enhancing productivity with exception of items 7 and

8. The means of all other 22 items were above 3.50 the tower real limit of agree.

This agreement on most the items sum the importance of planning in any

management practices. Salami (1997) while stressing the place of planning in

management pointed out that planning involves processes concerned with establishing

objectives, strategies and guide lines that will lead to achievement of set objectives.

His view is corroborated by Koontz (2003) who stated that planning involves

selection of mission, objective and selecting actions to achieve them. He explained

that planning is the hub of management that requires decision making and choosing

from among alternative counsels of action. Planning is the truly way NASENI can

forecast the future and make goals or mission a reality.

In research question two, as shown in table 2, all the items on the organizing

practices to be adopted by NASENI for enhancing productivity were agreed on by the

respondents. This is evidenced for the mean of the items that were all above 3.50, the

lower real limit of agree. The mean ranged from 3.75 – 4.72. The high mean values

obtained for organizing practices confirmed that organizing practices is highly

required if productivity will be enhanced in NASENI. Organizing like planning

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permeates all phases of manufacturing operations such as manufacturing, production,

finance, marketing and distribution (Nwachukwu 2001). Supporting the close

relationship between planning and organizing Daff (1997) emphasized that organizing

typically follows planning and reflects how the organization tries to accomplish plan.

Organizing in NASENI is very important function for the effective management

planning no matter how well stated can not bring about productive unless both human

and material resources are effectively organized.

It was revealed in this that staffing practice is one of management functions

required for enhancing productivity in NASENI. This revelation was shown in table

3. The findings show that 14 items in this table were all agreed on as staffing

practices required for enhancing productivity in NASENI. The evidence of this claim

is the high mean score obtained from the data analyzed representing respondent‟s

opinion. All the mean scores were above 3.50 the lower real limit of agree. In

explaining the importance of staffing to any organization Gana (2001) Stated that

staffing is the most important asset of any organization needed to make its object

functional and realizable. Osuala (2000) referred to staffing as personnel. The

survival and success of any organization depend largely on the quality of the

personnel. (Gana 2001) this is true because it is that personnel that manage all other

resources for an organization to achieve its objective. It then follows that personnel

or staffing is a very important management function in an organization like NASENI

for enhancing productivity. This means that the issue of employing, utilizing,

maintaining and retraining of the right caliber of staff should be a priority if NASENI

is going to enhance productivity and hence, achieve its goals.

89

The data presented in table 4 provided answer to research question four.

Finding from the data analyzed revealed that all the 10 items on directing /leading

were agreed on by the respondents as required for enhancing productivity in

NASENI. The mean scores of these items were above 3.50 the lower real limit of

agree. This shows that the respondents found all the items as the required ones for

enhancing productivity in NASENI. Leading /directing is important function in

management in which one person can enlist the aid and support of others in other to

accomplish a common task (Patterson 2004). No one person no matter how efficient

can effectively achieve the goal of an organization like NASENI. For others to

follow, Tolentina (2000) stated that leading should involve motivating, enabling and

drawing out the talents of the employees to achieve the goal of the organization. This

he said should be done through good communication, building up of trust and

confidence, creation of organizational climate for good performance and development

of employees‟ capabilities, skills and competences. This means that if NASENI

works are not properly led and motivated, they may not performed to the extent of

achieving the goal of the organization.

It was also revealed in this study that controlling practices are required to

enhance productivity in NASENI. The data presented in table 5 showed that all the

items were agreed on by the respondents as those required for enhancing productivity

in NASENI. The mean scores of all the 11 items were above 3.50 the lower real limit

of agree. This means that controlling was seen as a very important management

function by all the respondents. In emphasizing the importance of controlling as a

management function Stoner and Freeman (1992) stated through controlling ensures

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that actual activities conform to planned activities. Supporting this view, Gana

(2001) interpolated that; without controlling function all other management functions

loose their essence That means that controlling provides a measure of performance of

the organization against the standards in NASENI the goals set in the plan are

checked to see if they have been achieved through controlling function. Surfice it to

say that to enhance productivity in NASENI that controlling practices as found in this

study must be strictly comply with in productivity.

The analysis of hypothesis one shown in table 6 indicated that the comparison

in the mean rating of responses of administrators and workers of NASENI on the

planning skill required for enhancing productivity tested with t-test statistic at 0.05

level of significance and 268 degree of freedom was upheld. This is true because the

t-calculated values of the items were less than their t-critical of 1.96. None of the

items was found to be significant at 0.05 level of significance. Therefore, there was

no significant difference between the mean rating of the administrators and workers

of NASENI on the planning practices required for enhancing productivity in

NASENI.

The analysis of hypothesis two shown on table 7 indicated that the comparison

in the mean rating of responses of the respondents on the organizing practices that can

enhance productivity was tested with t-test statistic at 0.05 level of significance and

268 degrees of freedom. The financing revealed that there was no difference in the

opinion of administrator and workers of NASENI. This is based on the fact that all

the calculated t-values of the items were not greater than t-critical values of 1.96 at

0.05 level of significance.

91

This mean there was no significant difference between the mean rating of the

responses of NASENI administrators and workers on the organizing practices

required for enhancing productivity.

The analysis of hypothesis three shown in table 8, showed that the comparison

in the mean rating of responses of the respondents on the staffing practices that can

enhance productivity was tested with t-test statistic at 0.05 level of significance and

268 degrees of freedom. The findings indicated that for all the items, the respondents

did not differ significantly in their responses. This is made evident from the t-

calculated values that were not greater than t-critical values of 1.96 at 005 level of

significance. Therefore, the null hypothesis was not rejected. This implies that there

was not significant difference in the mean ratings of NASENI administrators and

workers on the staffing practices that can enhance productivity in NASENI.

The data for hypothesis four was analyzed in Table 9. The analysis indicated

that the comparison in the mean rating of responses of administrators and workers of

NASENI on the directing/leading practices that can enhance l productivity was test

with t-test statistic at 0.05 level of significance and 128 degrees of freedom. The

Findings indicate revealed that in all the items the t-calculated were less than the t-

critical of 1.96 at 0.05 level of significance. This means then, that the null hypothesis

was upheld at 0.05 level of significance. Therefore, there was no significant

difference in the mean ratings of NASENI administrators and workers on the

directing/leading practices required for enhancing productivity in NASENI.

The analysis of this hypothesis shows on Table 10 showed that the comparison

in the mean rating of responses of the respondents on the controlling practices that

92

can enhance productivity was tested with t-test statistic at 0.05 level of significance

and 128 degrees of freedom. The findings showed that the values of t-calculated of

the items were less than t-critical of 1.96 at 0.05 level of significance. This means

that respondents did not differ in their opinion significantly. Therefore, the null

hypothesis was not rejected. This implies that there was no significant difference in

the mean rating of responses of NASENI administrators and workers on the

controlling practices that can enhance productivity.

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CHAPTER V

SUMMARY, CONCLUSIONS AND RECOMMENDATIONS

This Chapter presents the summary of the statement of problem; the procedures

used in carrying out the study and draws conclusions based on the findings of the

study. It also presents the educational implication of the study, recommendations and

suggestion for further study.

Re-Statement of the Problem

Observation has shown that Nigerian industries still import most of their spare

parts despite the fact, the National Agency for Science and Engineering Infrastructure

(NASENI) was established since 1992 to produce spare parts. NASENI was charged

with the mission to establish and nurture an appropriate and dynamic science and

engineering infrastructure base for achieving home – initiated and home-sustained

industrialization through the development of relevant processes, capital goods and

equipment necessary for job creation, national economic well-being and progress.

Unfortunately, Nigerian industries still import most of their spare parts because the

Agency does not seem to meet up with its demand (Adeoye 2004). He went further to

suggest a shift from the use of conventional manufacturing technology to the advanced

manufacturing technology process in order to attain the needed industrial

development. However, there is no evidence of calculated steps towards enhancing

productivity and hence achieving the agency goals. Therefore the problem of study is

NASENI is not leaving up to expectations. That is, it is not meeting the responsibility

of Nigerian technological needs of the 21st century. It then becomes necessary to

93

94

determine the management practices that can enhance productivity. Thus it could be

reasoned that the determination of management functions like planning, organizing,

staffing, directing/leading and controlling could go a very long away in improving

productivity in NASENI.

Summary of the Procedure Used

The study examined the management practices for enhancing productivity in

NASENI centre‟s. It specifically determined the planning, organizing, staffing,

directing/leading and controlling practices for enhancing productivity in NASENI. In

coming out with this study, the researcher employed descriptive survey research

design. All six NASENI centres were involved in the study. These centres were with

working population of 540 made up 180 administrator and 360 workers. Fifty percent

of both administrators and workers were sampled and 270 respondents were selected

and used for the study. The instrument employed for data collection was structured

questionnaire, a five point Likert scale ranging from Strongly Agree (SA), Agree (A),

undecided (UD), Disagree (D) and strongly Disagree (SD) with assigned value of

5,4,3,2 and 1 respectively. The cut – off was 3.50 which is the lone real limit of

“agree” with 4 points. The structured questionnaire was made of 85 items to collect

data for determining the various management practices. The questionnaire was

subjected to face validations by three experts from Department of Vocational

Education, University of Nigeria, Nsukka to scrutinize the items. The questionnaire

was later trial-tested on a sample of 21 workers in Defence Industries Corporation

(DIC), Kaduna who were not part of the population for the study. The reliability co-

efficient of the instrument was calculated to 0.86 for the overall and 0.78, 0.82, 0.82,

95

0.77 and 0.88 respectively for each of the section of the instrument. These were the

internal consistency values obtained by using cronbach Alpha reliability formula. The

instrument was finally administered on 270 NASENI staff made up of 90 administrator

and 180 workers.

The data collected were analyzed using mean and standard deviation to answer

the five research questions and t-test statistic to test the five hypotheses. The null

hypothesis was rejected where calculated t-test value exceed the t-table value of 1.96,

otherwise the null hypothesis was upheld.

From the data analyzed, with exception of items 7 and 8 in research question

one (planning practices) all other items generated for this study were agreed on by the

respondents as management practices that can enhance productivity. This is because

all the items had mean scores of 3.50 and above. The five null hypotheses were not

rejected for the 85 items analyzed in this study.

Major Findings of the Study

The study determined the management practices required for enhancing

productivity in NASENI. These are summarized as follows:

1. Setting objectives for manufacturing activities to be determined and specified

accordingly based on products to be produced.

2. Drawing with specifications and spelling out the product to be manufactured for

easy understanding between the designers (Engineer) and the Mechanists

(Technologist/ Technicians/Craftmen).

96

3. Listing/ sorting out/ identifying all necessary machineries, equipment,

accessories, tools being used regularly and periodically for manufacturing work

in the workshop

4. Listing/ sorting out/ identifying all necessary machineries, equipment,

accessories, tools being used regularly and periodically for manufacturing work

in the workshop

5. Determining and following strictly the work sequence/production line of each

product

6. Having division of labour among sections/units/workshops etc

7. Developing checklist of functions/activities involved in every given product to

be manufactured/produced or services to be rendered.

8. Forming working appropriate group/items

9. Provision of adequate information on details work

10. Provision of sufficient funds to all terms/groups

11. Determining the staff needs based on skills and expertise for any product at

hand to be produced.

12. Recruiting qualified/right personnel within the centres based on their mandates

13. Sustaining staff in the centre by determining the correct salaries and allowances

for them

14. Ensuring prompt payment of salaries as and when due.

15. Properly funding all staff/workers welfare scheme.

16. Assigning a leader to head each unit/section/shop to oversee specific

functions/duties.

97

17. Sectional head leading their members to ensure production of unit component

as per design.

18. Enforcing all manufacturing/production rules and regulations.

19. Showing leadership qualities by good examples.

20. Workshop mangers inspecting work at specified stages.

21. Controlling all activities involved in the production line by the head of

production and the Director/Chief Executive.

22. Developing a checklist to monitor production activities to ensure conformity to

the planned programme.

23. The design and planning officers (D&PO) must ensure strict monitoring of the

planned work (designers) and the actual production.

24. Controlling modifications if any, to ensure attainment of pre-determined

standards.

25. Controlling raw materials/inputs, machineries, tools etc by the schedule officers

to avoid or minimize wastages.

CONCLUSION

Given the mandate of the National Agency for Science and Engineering

Infrastructure (NASENI) to establish and nurture an appropriate and dynamic science

and engineering infrastructure base for achieving home-initiated and have sustained

industrialization through development of relevant processes, capital goods and

equipment necessary for job creation, national economic well-being and progress, the

need to find out the best management practices to enhance productivity and achieve its

goals is paramount. This study found out that planning practices is required to

98

enhance, productivity in NASENI. The study also found out that organizing practices

will enhance productivity in NASENI. The study further revealed that staffing or

personnel involved in the management of NASENI is important in other words, there

hiring, motivation and maintenance should be adequately considered.

Directing/leading practices are required for enhancing productivity in NASENI as well

as controlling practices The study found no significant difference in the mean ratings

of the respondents on the five management practices that can enhance productivity.

What this means is that, irrespective of status, there is agreement that improved

management practices can enhance productivity in NASENI. Management practices

such as planning, organization, staffing, directing/Leading and controlling are viable

means of enhancing productivity in an organization like NASENI. If the management

practices identified in this study is employed in the operation of NASENI, its

productivity will be enhanced and then objective achieved.

Implication of the Finding

The findings of this study have implications for the administrators of NASENI,

schools, hospitals, small and medium scale enterprises (SMES). The study found that

effective planning; organizing, staffing, directing/leading practices are paramount in

the enhancing productivity in NASENI. The implication of this finding to NASENI

administrators is that they should employ appropriate management strategies or

practices that will clearly delineate planning, organization, staffing, directing pleading

and controlling practices in manufacturing with the aim to improve productivity.

Another important implication from this study is that such management practices

employed will need to specify roles of various calibers of personnel that have to be

99

coordinated or controlled by a leader – all efforts geared toward achievement of well

stated objective(s).

It has been found in this study that good management practices can enhance

productivity. As such if these practices are employed, good products such as school

equipment, hospital equipment, spare parts of machines and tools. This has far,

reaching implication on the schools, hospital and SMES. Schools, hospitals and SMEs

will have the opportunity to use locally made equipment, tools and spare parts. Thus,

getting them at a reduced cost, ensured availability and reduced down time of

equipment and machine.

Moreover, one of the important finding that emerged from this study is that

both NASENI administrators and workers agreed that management practices can bring

about enhanced productivity. This finding implied that remedial training aimed at

improving managerial ability would be need to be organized for the entire NASENI

staff. Besides, NASENI Administrators should greatly appreciate the need to

constantly, employ effective management practices in planning production or

manufacturing; organizing the activities of the workforce and material resources;

Hiring and maintaining staff; directing (leading activities of human resources and

controlling both human material resources as the need arises for enhancing

productivity and maintaining relevance.

RECOMMENDATIONS

Based on the finding of this study, the following recommendations are made:

1. NASENI administrators should set objectives for manufacturing activities to be

determined and specified accordingly based on products to be produced.

100

2. NASENI administrators should determine and following strictly the work

sequence/production line of each product

3. NASENI administrators should assign a leader to head each unit/section/shop to

oversee specific functions/duties.

4. NASENI administrators should Control all activities involved in the production line

by the head of production and the Director/Chief Executive.

5. Workshops, seminars and conferences should be organized by the ministry in charge

of NASENI and administrators of NASENI to enlighten the staff and improve their

knowledge on management practices that can enhance productivity.

Suggestion for Further Study

From the findings of this study the following further research are suggested

1. Alternative funding of NASENI.

2. Internal control Problem affecting productivity in NASENI.

3. Management practice improvement needs of NASENI staff.

4. Framework for effective implementation of NASENI objectives.

101

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APPENDIX A

INTRODUCTORY LETTER TO THE RESPNDENTS

Department of Vocational Technical Education,

University of Nigeria,

Nsukka.

Dear Respondent

I am a post-graduate student of the above named department and university,

currently conducting a study on the Management Practices for enhancing productivity

in NASENI centres.

You are kindly requested to complete the attached questionnaire as honest as

possible. The information sought from you is strictly for research purpose and

therefore, will be treated with utmost confidentially.

Thanks for your cooperation in anticipation.

Yours Faithfully,

Abdullahi Shaba Mohammad

108

APPENDIX B

QUESTIONNAIRE

SECTION A

Instruction: Please, carefully supply the following information by ticking (√) as

appropriate.

Tick the group that best identifies you.

(a) Administrator

(b) Worker

Please, check (√) against your rating on your level of agreement or disagreement on

the items

Note: SA = Strongly Agree - 5

A = Agree - 4

UD = Undecided - 3

D = Disagree - 2

SD = Strongly Disagree - 1

109

SECTION B: Planning practices for enhancing productivity in NASENI centres

S/N ITEM STATEMENT SA

5

A

4

UD

3

DA

2

SD

1

1 Setting objectives for manufacturing activities to be

determined and specified accordingly based on products to be

produced.

2 Drawings with specifications and spelling out the product to

be manufactured for easy understanding between the

designers (Engineers) and the Machanists (Technologist/

Technicians/Craftmen).

3 Listing/ sorting out/ identifying all necessary machineries,

equipment, accessories, tools being used regularly and

periodically for manufacturing work in the workshop

4 Identifying all raw materials and inputs required for the

routine production work

5 Estimating the production cost of each product to be

manufactured before production

6 Determining and following strictly the work

sequence/production line of each product

7 Determining and grouping all the activities into main and sub-

units for easy and sequential discharge.

8 Having a thorough review of the cost and schedules before

commencement of any work

9 Determining the labour schedules requirement for each

product from bottom to top.

10 Developing the product production schedules from materials

selection to finish level

11 Determining sources of reliable supply of raw material/inputs

necessary for production

12 Determining the appropriate materials‟ storage system

13 Determining the appropriate materials‟ movement routes from

stores to the workshops and back to stores accordingly

110

14 Determining and providing for safety precautions within and

outside manufacturing vicinities

15 Determining and considering all legal regulations /

implications related to the personnel, machines/ equipment,

customers Marketing, environment etc.

16 Determining reliable sources of constant supply of energy for

continuity of all the manufacturing activities

17 Planning the production work/activities to achieve the

objective of the organization

18 Establishing action plan for the work at hand and alternatives

action plan for each product and or services to be produced or

rendered accordingly

19 Specifying how to actively involving all key participants in

each product/service at all stages of work from planning to

execution.

20 Determining and adhering to all the technologies selected for

operations

21 Determining and providing all the first aid facilities necessary

for use in event of accident including stand-by vehicle.

22 Providing and ensuring availability of cash impress for minor

purchases/incidentals.

23 Planning for proper and effective monitoring all activities

before and during production/manufacturing.

24 Providing effective feedback system between the NASENI

and product and users

111

Section C: Organizing practices for enhancing productivity in NASENI centres.

S/N ITEM STATEMENT SA

5

A

4

UD

3

DA

2

SD

1

1 Having division of labour among

sections/units/workshops etc

2 Developing checklist of functions/activities involved in

every given product to be manufactured/produced or

services to be rendered.

3 Forming working appropriate group/items

4 Provision of adequate information on details work

5 Provision of sufficient funds to all terms/groups

6 Provision of competent supervision/leader for each

group.

7 Provision of a general supervisor for all the terms for

effective supervision and coordination.

8 Provision for functional utilities/services such as

telephone, water, etc.

9 Provision of light refreshment/entertainment occasionally

to boost workers morale.

10 Ensuring availability of all necessary raw materials,

inputs, before commencement of any work.

112

11 Ensuring proper positioning of all machines, tools,

equipment, raw materials, inputs within and outside

workshop to provide for free access gangways, entrance

and exists.

12 Provision of sufficient and effective security system 24

hours.

13 Provision of enough spare parts (mechanical and

electrical) of machines, equipment to ensure prompt

effective maintenance work.

14 Provision of bulk purchase of raw materials/inputs and

all necessary items for uninterrupted manufacturing

activities.

15 Provision of maintenance crew at all times during

productions.

16 Provision of prompt payment of over-time allowances as

and when due

17 Provision of special awards and bonuses.

18 Provision of functional fire extinguisher at all strategic

positions within and outside workshops.

113

Section D: Staffing practices for enhancing productivity in NSAENI centres.

S/N ITEM STATEMENT SA

5

A

4

UD

3

DA

2

SD

1

1 Determining the staff needs based on skills and expertise for any

product at hand to be produced.

2 Recruiting qualified/right personnel within the centres based on

their mandates

3 Sustaining staff in the centre by determining the correct salaries and

allowances for them

4 Ensuring prompt payment of salaries as and when due.

5 Properly funding all staff/workers welfare scheme.

6 Effecting workers normal and special promotions when due without

delays.

7 Developing staff consensus chart / statistics to determine their

commitment, performance, turn over, job satisfaction,

punctuality/absenteeism, stability etc.

8 Developing staff leave/exit movement system to avoid/minimize

loss of man hour during active production periods.

9 Provision of enough personnel to man all the sections/units

effective.

10 Provision of train and retraining programmes for all categories of

staff especially on engineering and computer courses.

11 Introducing train-the trainers and on-the-job workshops/trainings

for skill acquisition and general staff development.

12 Providing of induction courses for new staff to acquaint them with

the job requirements.

13 Providing a total quality control management (TQM) and safety

training for all staff in the workshops.

14 Introducing appropriately disciplinary measures against erring staff

such as warming letters, suspensions, surcharging for.

114

Section E: Planning practices for enhancing productivity in NASENI Centres.

S/N ITEM STATEMENT SA

5

A

4

UD

3

DA

2

SD

1

1 Assigning a leader to head each unit/section/shop to oversee

specific functions/duties.

2 Sectional head leading their members to ensure production

of unit component as per design.

3 Enforcing all manufacturing/production rules and

regulations.

4 Showing leadership qualities by good examples.

5 Workshop mangers inspecting work at specified stages.

6 Leaders/ managers/heads ensuring that any act of violation

of rules/regulations by the staff is stopped immediately and

appropriate punishment meted out.

7 Ensuring development of good habits in material usage to

minimize wastage.

8 Production committee members ensuring strict adherence to

set targets by all production staff.

9 Having periodical production meetings e.g. monthly or

quarterly involving all staff/workers in each workshop to

discuss production problems, reviewing production activities

and set new goal or review current

10 The head of the manufacturing department (H.O.D)

supervising all the sectional/units heads for effectiveness in

production line at all times.

11 Taking all necessary disciplinary actions that would correct

situations and boost production.

115

Section F: Controlling practices for enhancing productivity in NASENI centres.

S/N ITEM STATEMENT SA

5

A

4

UD

3

DA

2

SD

1

1 Controlling all activities involved in the production line

by the head of production and the Director/Chief

Executive.

2 Developing a checklist to monitor production activities to

ensure conformity to the planned programme.

3 The design and planning officers (D&PO) must ensure

strict monitoring of the planned work (designers) and the

actual production.

4 Controlling modifications if any, to ensure attainment of

pre-determined standards.

5 Controlling raw materials/inputs, machineries, tools etc

by the schedule officers to avoid or minimize wastages.

6 Monitoring and controlling human resources effectively

by the head of the production team.

7 Determining the achievement of set objectives ie

successful completion of the product(s) planned to

accomplish within stipulated periods of time

8 Effective controlling of all activities by supervisors to

ensure positive performance and high yield in

productivity.