Nigerian Institute of Management (Chartered) : Management Principles and Practice

NIM
NIGERIAN INSTITUTE
OF MANAGEMENT
(CHARTERED)
NIGERIAN INSTITUTE OF MANAGEMENT

(CHARTERED)
MANAGEMENT PRINCIPLES
AND PRACTICE
(SMPE 101)
NIM VISION: To be The Source and Symbol of Management Excellence

NIGERIAN INSTITUTE OF MANAGEMENT
(CHARTERED)
STUDY PACK
MANAGEMENT PRINCIPLES
AND PRACTICE
(SMPE 101)
STUDY PACK
Nigerian Institute of Management (Chartered)

Management House
Plot 22, Idowu Taylor Street
Victoria Island — Lagos
P.O. Box 2557
Lagos
Tel. 01 -2705928
Website: www.nim.ng
E-mail: mec@nim.ng or nysc@nim.ng
VISION: To be the Source and Symbol of Management Excellence
MANAGEMENT PRINCIPLES AND PRACTICE PAGE

iii
FOREWORD
This study pack covers all the topics and all the basic materials necessary for adequate
grasp of the subject for the Proficiency Certificate in Management Examination of Nigerian
Institute of Management (Chartered).
While expecting every candidate to read as much as possible on their courses, the
Institute's role in preparing this study pack is to treat in one publication all the topics
covered by the syllabus for the particular course.
This will enhance focused study on the part of the candidate. This pack is written and
reviewed by experts on the subject. The writing is reader-friendly while the issues
discussed are current, with the general treatment of topics within the contemporary time.
The topics are treated in a way not only to provide general and theoretical knowledge but to
enhance practice.
Reviewed questions are provided at the end of each pack to facilitate understanding.
We wish to express our utmost appreciation to our faculty of experts for their invaluable
development, writing and review of these study pack series.
MANAGEMENT

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TABLE OF CONTENTS
Pages
FOREWORD iv
Module One Concepts in Management 1
Module Two Management Theories 6
Module Three Management Models 11

Managerial Behaviours and Attitudes to
Module Four People 18
Module Five Theories of Human Motivation 21

Identification of Bad Management Practices
Module Six and
their Remedies 27
Module Seven Innovative Expatriate Strategies 31
Module Eight Cases in Management. 36
Bibliography 38

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MODULE ONE
CONCEPTS IN MANAGEMENT
1.1. OBJECTIVES
At the end of the lecture, students should be able to:
⚫ Define the term management and explain its role in organisations
⚫ List and describe the roles and functions of managers
⚫ Itemize rewards and challenges of managers in Nigeria.
⚫ Clearly express the skills managers require, to achieve corporate goals.
⚫ Differentiate between the functions of managers and non managers
⚫ Understand management concepts, theories and models
1.2. INTRODUCTION: The term management may mean different things to different
people. It can refer to the people who run an organisation (e.g. our management has
recommended a wage increase for all staff) or the activities that take place high up in
an organisation (e.g. there is an urgent need to improve the management of
some Nigerian banks) or the way the organisation is run (e.g. Most progressive
companies in the world have a democratic management.)
When some Nigerians respond to enquiries about their welfare with a melancholic,we
are managing to survive' they are using the term correctlyas we shall see in the next
section. Many of us need to manage (understand, enjoy and protect) our health,
marriages or time. Management is pervasive and is practised by Senior professionals
for example in engineering, education and health, practice management. That is why
management is an umbrella profession and the Nigerian Institute of Management,
chartered by an Act of Parliament in 2003, is called the mother of professional
institutes!
1.2.1: What is management?

⚫ Achieving results or getting things done through others
⚫ The process of planning, organising, leading, controlling, and
staffing to achieve corporate goals
⚫ Directing, channeling efforts and resources to achieve planned goals
⚫ Creating a conducive environment to enable people achieve
goals and objectives
1.2.2 Who are managers? If management involves the use of resources to achieve
objectives then all employees play a role in the management of themselves, their
work or others in their organisation. Therefore every job has management content
and there is a bit of management in us all.

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But managers in the real sense are people with a lot of management responsibilities that are
held accountable for the performance of other people and the organisation as a whole. The
table below summarises the differences between managers and non-managers
MANAGERS NON-MANAGERS
Can delegate tasks Not delegate tasks
Can represent others Generally do ot represent others
Have authority over others Do not have authority over others
Have discretion over the use of resources – Do not have authority over use of
time, money e.t.c resources –time, money e.t.c
Not responsible for decision
Are responsible for decision making making
• Perform limited technical aspects of the
Job.
• Technical means a specialised area Jobs are purely technical and not
of work e.g. marketing or engineering managerial
Do more of planning, organising, Perform little of managerial
controlling, coordinating etc tasks.
1.3 FUNCTIONS OF MANAGERS

Managerial activities can be summarized below:
1. Planning: This is a process of setting goals and objectives and choosing how to
achieve them. It forces managers to decide in advance on what to achieve and the
resources to utilize in order to reduce wastes and costs. Plans can be short, medium
or long term, tactical strategic or rolling.
2. Leading: This involves influencing, inspiring, directing and motivating others to do
their best to achieve goals. A manager leads by setting SMART (Specific,
Measurable, Achievable, Realistic and Time-bound) objectives, directing people,
taking decisions and solving
problems. Styles of management range from autocracy, through democracy to laissez
faire. What other leadership styles do you know? What qualities should leaders have?
Some leaders do things to people, others do things for people and the rest do things
through people. In which group is your boss?
3 Organising: This is simply determining work activities and roles in an organization
and grouping them into suitable departments and divisions with clear lines of authority
and responsibilities. Organizing reduces conflicts, friction and duplication of efforts
and enhances organizational performance, communication and relationships.
Organizing is reflected in organograms (organisational charts), policy/organizational
manuals and job schedules with authority.
4 Staffing: Different from organizing, staffing is concerned with staff recruitment,
selection, placement, training and appraisal to achieve corporate goals. It is fixing
personnel into the structures designed by the organising function. Poor staffing leads
to corporate failure. Why?

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5 Control: This is the measurement of corporate performance and the analysis and
correction of deviations from the expected results. Control begins with setting
standards and measuring performance against expected standards. Negative
deviations are studied and corrected. What do we do about positive deviations?
Other managerial functions are leading and coordinating.
1.4 MANAGEMENT ROLES

Managers play different roles. A role is wider than a mere job description with its emphasis
on duties and activities (functions). It includes expected behaviour and attitude.
Managerial roles, according to Heinzberg, include:
Figurehead: Concerned with the ceremonial and routine duties associated with the
manager's position e.g. signing of documents, receiving visiting dignitaries, entertaining
guests, etc.
Leader: He inspires and motivates staff to put in their best, hires and fires, trains, sets goals,
appraises performance and distributes rewards
Liaison: He serves as link between the organization and the internal and external
environments e.g. meeting government or community agents to settle thorny issues.
Entrepreneur: He searches for and takes initiative and creative action. He designs and
initiates changes with the support of other staff.
Harmonizer: He takes action to deal with conflicts in the organization.
Resource Allocator: He decides who gets what resource, when and how.
Negotiator: He negotiates with internal and external parties to ensure that corporate goals
are not derailed e.g. negotiating with unions, suppliers and other stake holders.
Spokesman: He transmits information about corporate plans and policies to parties

outside his unit, department or organization
Monitor: He scans the environment for relevant information using formal and informal
channels, to understand and take advantage of the environment.
Disseminator: He also distributes relevant information to his staff to enable them

perform effectively.
1.4.1 Some rewards of management

⚫ Prestige (he becomes ‘oga’, master or madam)
⚫ More discretionary powers to recruit, fire etc
⚫ A higher remuneration than non-managers
⚫ Respect from the society
⚫ Self fulfilment and self satisfaction
⚫ The joy of controlling others and deciding their work-fate

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1.4.2 Some challenges in management
⚫ Many workers are not motivated to work to the best of their
ability thereby burdening managers.
⚫ Some workers resist discipline and managerial guidance and may
attack managers physically or psychologically.
⚫ Resources to manage and produce results are scarce.
⚫ Friends and relatives expect and demand all kinds of assistance,
some of them difficult to deliver.
⚫ Jealousy; especially when the position has attractive perks of office.
⚫ Globalisation with its global competition is a big challenge for many
Nigerian managers used to managing in a protected, competition free environment.
⚫ Some top managers frustrate junior managers with their
autocratic and unethical management styles.
⚫ Nigerian infrastructural facilities are poor and challenge even the
most patient or innovative managers.
1.4.3 A manager requires special skills to manage and achieve results. He should be able to plan
and coordinate his or her work, organise, recruit, select, train, motivate and evaluate
workers. He should also be able to strategize (advanced planning) and help the organisation
prosper now and in the future.
Some of the requisite skills are:

⚫ Technical skills in his area of specialty like engineering, education,
law, the arts, medicine, or nursing to be able to understand and supervise the work of
subordinates in these areas.
⚫ Interpersonal skills like how to listen, empathise, talk or write politely,
criticize with understanding, has self control and is able to relate well with other
people.
⚫
Managerial skills like how to plan, form teams, take decisions,
discipline and motivate others.
⚫
Conceptual/Holistic skills or the ability to take a wide view of issues and make
decisions considering all the departments and stakeholders to be affected.
The Manager's decisions must not be parochial or narrow-minded,
Deliberately favouring a unit against another.
Junior managers require more of technical, interpersonal and managerial skills while
their senior colleagues require more of interpersonal, managerial and conceptual
skills.
*For these skills to be effective, a manager should have many of the attitudes, habits
and values espoused in the rest of this study pack.

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5. TUTORIAL QUESTIONS:
1. Visit any organisation of your choice and note the management functions and duties
performed most and least by managers. Suggest reasons for your observations.
2. Study the differences between managers and non-managers in the
organisation selected above. Rate the managerial competence in the top three
managers on scale of 1-10 with 1 being the least score possible.
3. Chronicle the benefits and problems faced by your boss because of his position in the
office. How should he overcome the challenges? Do you want to also be a boss?
Why?
Answer the question what do managers do? by noting and timing the duration
4. of the office activities of a manager you are familiar with for a week
e.g. reading correspondence, reading newspapers, attending meetings,
receiving visitors, writing reports, having a nap etc. Are you surprised with
your research results?
1.6 REVIEW QUESTIONS.

1. Explain how managers make sense out of non-sense
2. Give two definitions of the term manager. Will he/she increase or
decrease in relevance in formal organisations in the future?
3. Account for the differences between the skills and functions of managers.
4. When you become a manager, what rewards would you want to receive? Why?
5. Are some Nigerians right when they answer to questions
about their welfare with 'we are managing'
6. Why do some Nigerian managers develop stress symptoms at work?

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MODULE TWO
MANAGEMENT THEORIES
At the end of the lecture students should be able to:

⚫ Define the term management theory with appropriate examples.
⚫ Explain the relevance of management theories in modern management
⚫ Enumerate the principles, benefits and criticisms of the Scientific Management,
Human Relations, System and Behavioural approaches to management.

⚫ State how the various management approaches can be applied in management today.
⚫ Compare and contrast the various management approaches.
2.1 INTRODUCTION
A theory is a set of proved assertions and principles that explain a concept,
behaviour, observation or event. Management theories usually explain, evaluate,
apply or describe management concepts. Examples are the scientific management,
human relations, systems and behavioural theories of or approaches to management.
2.2 SCIENTIFIC MANAGEMENT THEORY

A. Introduction. The improvements in engineering and production in the 19 th
century increased plant size and efficiency and the variety and value of products. But
this technical efficiency was not matched with managerial effectiveness. Management
was very autocratic, forceful, self trained, based on personal judgements, intuition
and arbitrary practices and procedures. Then the scientific management theory of
Frederick Taylor and other like minds came to rescue management.
B. What is scientific management?

It is an objective and systematic approach to increase management efficiency based on the
collection and analysis of data. Proponents of the scientific management theory included
Frank and Lillian Gilbreth, Henry Gantt, Harrington Emerson and Henry Hopf. They used
scientific experiments and methods in management.
C. Aims and Objectives of Scientific Management:

• to increase productivity
• simplify management operations
• develop work standards to judge worker efficiency
• study work to increase its efficiency and increase earnings
• increase quality and quantity of production
• use financial incentives like bonuses on extra work and cost
savings to motivate workers to do more work
• provide management tools to enhance labour efficiency and
measure output for reward purposes instead of using intuition
and improvised practices.
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D. Main aspects of Scientific Management
⚫ Scientific methods like time and motion studies are used to select the best
method of performing a task
⚫ Workers are scientifically selected to achieve a good man–task match.
⚫ Scientific training and education of workers are necessary to
increase productivity.
⚫ Staff output and productivity are tied to their remuneration. Workers who
meet set job quotas are rewarded while work laggards get a lower pay.
⚫ Workers and management should work as a team (cooperatively) and have
good interpersonal relations for continuous productivity.
⚫ There is work specialisation. The task of planning a job and its execution are
different and for different levels of workers.
E. Relevance to modern day management

⚫ Scientific management principles, methods and practices like line and staff
organisation, methods analysis, standardisation, incentive plans, statistical
quality control and budgeting are still in use today. They make management
more professional and efficient.
⚫ Scientific management introduced the division of work into smaller tasks and
enhances allocation of work to workers after relevant training.
⚫ Scientific management introduced the idea of a scientific selection of
employees based on their proven ability to work.
⚫ Taylor and his co-theorists introduced the scientific method of solving
management problems by objective collection and analysis of data not by
intuition and the rule of the thumb.
⚫ They also sowed the seed of modern day effective work relations. Taylor
recommended a friendly cooperation between workers and management to
enhance productivity.
⚫ Scientific management separated work into planning (by administrators) and
execution (by workers) functions to make for specialisation and efficiency.
This division is however blurred now because of enhanced participatory
management, worker education and unionism. (Onochie: 2008)
⚫ Taylor recommended the current practice of using management training and
development to increase staff efficiency and productivity.
⚫ He also initiated the popular idea of remuneration based on actual work done
instead of payment based on specific periods
⚫ The use of work measurements and time study to standardise work procedures and
work duration and the practice of work simplification started with Fredrick Taylor.
F. Problems of Scientific Management

• Improvements in productivity and product quality are more emphasised than
staff welfare. Workers are seen as replaceable parts of an industrial machine.
• Its ‘fixed best’ method approach is not suited to a changing work environment
and clear cut duties reduce staff initiative and increase frustration and monotony
• In today's world the customer and not engineering efficiency is supreme

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⚫ Scientific management emphasised financial gains for workers
ignoring all important social needs. This led to workers' frustration and unrest.
Money is not all a person requires.
⚫ In some cases, productivity improvements by workers didn't lead to income
increases as Taylor prescribed. This mismatch resulted in strike action and
union militancy.
⚫ The concept of strict division of labour (or allocation of tasks as Taylor called
it) can increase staff isolation, monotony and ignorance of other parts of the
operation that other workers are responsible for.
2.2.1 HUMAN RELATIONS THEORY

A. Introduction: The scientific management theory assumed that people were
motivated to work when their economic needs were met. But it was found that
workers still felt frustrated, dissatisfied and unproductive when they were
given money and other economic motivators. There was then a need to go
beyond economic factors in understanding and improving human
interactions, work and productivity.
B. The Hawthorne Experiment: Elton Mayo and his associates, beginning from
1927, carried out a series of experiments at the Hawthorne plant of the Western
Electric Company in Cicero, Illinois, USA. They determined the effect of factors
like hours of work, duration of work, duration of rest, illumination and noise on
workers' fatigue and productivity levels and had unexpected results. When noise
was increased or the work place illumination reduced, productivity increased
instead of reducing. They concluded that even more than physical work factors,
psychological and social work factors like morale, a sense of belonging, good
interpersonal relations, and people–based management affected productivity
and fatigue at work. This is the Hawthorne Effect.
C. The HR theory: The theory resulted from the revolutionary insights of the
Hawthorne Studies. It stressed the harmony of organisation and personal needs. It
also emphasised the importance and influence of psychological and social factors
like morale, employee participation, effective communication, positive group
interactions, humane leadership and recognition on organisational efficiency,
productivity and the general wellbeing of workers and the organisation. HR theorists
believe that these psychosocial determinants of employee satisfaction and
productivity should be given more prominence in organisational policies than
physical ones like money and facilities. Do you agree?
D. Criticisms of the HR theory:

⚫ An overemphasis on employee morale as the key to all problems, a happy
worker may not be productive.
⚫ Some people see it as manipulative and coercive because of its 'no morale
no productivity' dictum.
⚫ Like scientific management it is limited in scope and method as an employee-
efficiency tool.
⚫ It also fails to consider human relations from a wider organisational context
with a need for improved corporate structure and controls.

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2.4 SYSTEMS THEORY
A. Introduction: A system is a set of interrelated and interconnected units that
form a complex unit or whole. For example the human body is a system with
many sub-systems and units like the brain, stomach etc. Management is also
a system of different departments, units, people and processes.
B. Features of a system:
• It has sub-systems and sub-units
• The sub-systems and subunits are linked and integrated into
a single whole system.
• All sub-systems and units influence one another and the whole system
• The system has boundaries and interacts with the external environment.
C. The tenets of the Systems Theory

· Management is a system with sub-systems such as departments and units
· Each management sub-system (e.g. the planning department) interacts with and
is influenced by other sub-units like the accounting and production departments.
· The success or failure of the sub-system and unit in management affects and
is affected by the whole system (the organization) and other subunits.
· A change in one part of a system e.g. increase in production affects other sub-
units e.g. planning, personnel, finance.
· Activities of a unit in a system e.g. preparation of a report may involve
interactions with other units (departments) and the external environment
(government, suppliers, banks etc).
· The total management system itself interacts with external systems like
governments, customers, and other organizations.
· The management system acquires inputs like finance, raw materials and information
from other systems, transforms the inputs through its processes and procedures to
outputs e.g. products and product information for the external systems.
· A good management system is not stable. It changes to adapt to a changing
· environment.
·
Advantages of Systems Theory
o It shows that man is more than an economic unit of production and is linked to
other resources.
o It proves that a change in a part of the system affects other parts.
o It is a realistic view of management because management actually has many
interrelated but different internal and external sub-units.
o It shows possible influencers of management effectiveness and efficiency.
2.3 BEHAVIOURALIST – THEORY : This is an interdisciplinary theory of

management with inputs from sociology, economics, political science, education,
linguistics, anthropology and so on.
The behavioural theory is thus an inter-disciplinary, value centred, formative and

futuristic approach to management that considers the total climate of an organisation
in changing and improving organizational behaviour and performance.

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Other features: It emphasises the use of groups, employee participation, development
of interpersonal competence and the management of change in management.
Advantages: It takes a broader view of management than the HR approach because it
considers all aspects of the work environment and their effect on employee productivity.
It seeks to increase efficiency by making improvement in any area of the work
environment that requires it.
It seeks to increase interpersonal and HR skills by increasing communication, social

climate, staff satisfaction and recognition etc.
2.5 TUTORIAL QUESTIONS

i. Describe the situation of management in the pre-Scientific Management period. Are
there any similarities between that era and management in Nigeria today?
ii. Justify the teaching of management theories in Nigerian schools of management.
iii. What elements of systems and behavioural theories are applied in your own organisation?
iv. Study the levels of human relations in two organisations known to you. Is the one
with a higher level of human relations more efficient as far as you can judge?
v. In what ways is the behavioural theory superior to the human relations theory?
2.6 REVIEW QUESTIONS
i. Describe the Hawthorne experiments of Elton Mayo and his associates. How did
they give rise to the Human Relations Theory? Is the theory still relevant today?
ii. Compare and contrast the principles of Scientific Management and Behavioural
theories. Which one is more applicable to Nigerian management? Why?
iii. What is the Systems Theory of management? Explain briefly how your
organization utilises the theory in achieving its objectives. Why?
iv. What management problems did the Scientific Management Theory seek to
solve? What methods were used? Are they still used by managers in Nigeria?
v. Mention some criticisms of the human relations theory. Are they justified?

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MODULE THREE
MANAGEMENT MODELS
3.1 OBJECTIVES
At the end of the lecture, students should be able to:
⚫ Explain the meaning and importance of management models with
relevant examples
⚫ Describe the strategies, necessary conditions, benefits and
problems of participatory management
⚫ Use the relevant diagram to explain the concept and process
of the management grid model of management
⚫ Outline the process of and necessary conditions for
management by objectives
⚫ List the benefits and problems associated with the management
grid and MBO models of management
⚫ Describe how Nigerian cultural practices have affected management.
3.2 EMPLOYEE PARTICIPATION MODELS

Employee participation means allowing employees to at least have a say in making
decisions that will affect them and their conditions of work. A great variety of
participative models exists with a range of worker involvement and recognition.
A. Different participation options

• Managers make decisions and convince the workers to accept them. They
answer questions, tender necessary documents and use trade- offs to win the
workers' acceptance.
• Managers accept inputs from workers and take decisions alone.
• Unit managers and workers sit down together, consider problems, facts and
data and make joint decisions
• Workers make decisions on problems presented to them by management or
independently identified by them. These are submitted to management for
ratification or implementation or both.
• Workers are represented on the management boards by their own
representatives with full powers like in Germany.
• Collective bargaining between representatives of workers and managers is a sort of
participatory technique recognised by our labour laws and supported by governments
nationwide. It covers negotiations about terms and conditions of work.
• Some managers also see delegation of authority as a form of workers'
participation. Is it?
B. Importance of workers' participation.

⚫ It increases the acceptance of decisions because participators in decision
making will do their utmost to accept and implement their decisions.
⚫ It increases the quality of decision making since the workers are very
knowledgeable about their own work and interests.

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⚫ It increases workers' prestige, morale and satisfaction, money alone is not enough.
⚫ It is a way to decentralise authority and tasks.
⚫ It increases manager- worker communication and relationship.
⚫ Work efficiency and productivity are also high.
⚫ It reduces employee turn-over and increases change skills and acceptance.
⚫ It increases learning and job skills.
⚫ People have more skills and education today than ever before and
want to be involved in decision making to avoid f frustration.
⚫ It meets the human need for affiliation, acceptance and accomplishment.
⚫ Staff innovative capacity is enlarged.
C. Criticisms of Participatory Models

⚫ Some workers see it as a sign of managerial weakness. In Puerto Rico some
workers involved in participative management exited a company because they
felt the management was too weak and liberal. They love managerial chains!
⚫ Uninformed and unenlightened staff may make wrong decisions.
⚫ Some people believe it can erode management prerogatives, prestige and authority
⚫ It may cost more time, money and emotions.
⚫ Many workers are short sighted and too money conscious. Can they take
holistic and farsighted decisions?
⚫ Some managers use token participation (with no real impact) to 'buy' workers loyalty.
D. Necessary conditions for effective workers' participation:

⚫ Staff training to improve the knowledge of workers about company, national
and international affairs
⚫ Adequate job knowledge, skills and positive work ethics in the workers
⚫ A high dose of organisational loyalty and commitment by workers and managers
⚫ Adequate time for workers to make decisions
⚫ Interest of workers in the organisation and its problems
⚫ A type of organisational and societal environment that favours power sharing
e.g. a democratic and open environment
⚫ When the acceptance of and commitment to decision by workers are vital
⚫ A willingness of management to share authority and power
⚫ A willingness of the workers to accept to participate in decision making
⚫ Financial compensation to the workers for their additional responsibilities
⚫ When the situation is such that the manager cannot decide alone. For
example when the situation is worker- sensitive or not clear enough
⚫ A climate of trust between workers and managers
⚫ A modification in organisational structures and processes
3.2.1 Management Grid Model of management.

A. What is a grid? It is a series of adjacent squares or evenly spaced vertical and
horizontal lines used to indicate specific positions of different variables e.g.
grid lines or reference lines on a map help us to locate the positions of places.

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B. What is a management grid? It is a series of adjacent squares on a graph showing
different management styles and models on the bases of concern for people and
concern for production.
C. THE MANAGEMENT GRID THEORY:

(i) A concern for production (and work) in managers is shown by the following attitudes and
behaviours-concern for or interest in work/production efficiency, quality, amount of output,
value of output, innovativeness, research, quality of staff services, quality of policies, efficient
procedures and processes, speed of production etc.
The concern for production in a manager ranges from 9 (a maximum) to 1 (a minimum).
(ii) A concern for people (and workers) is manifested by the following interests and
behaviours of managers - good working conditions, good interpersonal and group
behaviour, trust in the staff, respect for staff welfare and self worth. The concern for
people in a manager ranges from 9 (a maximum) to 1 (a minimum).
(iii) People have different management styles depending on how much of concern for people
and concern for production they have. These can be shown on a management grid with
concern for production on the X- axis and concern for people on the Y- axis (diagram).
Five management styles
The following are five out of a total of 81 possible management styles depicted on the
management grid.
⚫ (9, 1) A maximum concern for production and a minimum concern for
people or autocratic task management. Managers in this position on the grid have a
very low regard for the opinion and welfare of staff but a superlative interest in
achieving work objectives, increasing the efficiency and quality of production,
processes, procedures, systems and products.
⚫ (1, 1) A minimum concern for both production and people or impoverished/ laissez faire
or (No Future Ambition - 'NFA') management. The managers have little concern for work
or workers and exert minimum effort at work. They abandon their jobs and obligations
and act as reluctant advisers, message transmitters and consultants to the workers. If the
subordinates of such managers are not self motivated and self controlled, they degrade
into low motivation, low commitment, low loyalty, moonlighting and perambulation.
⚫ (1, 9) A minimum concern for production and a maximum concern for people or
country club management. The managers strive to make staff happy, relaxed, friendly
and comfortable by maintaining good working environments and conditions; using
participatory techniques, trust and friendship to control and displaying a liberal
attitude to work and work activities. Little attention and minimum efforts are given to
achieving work objectives or upgrading procedures and products
⚫ (5, 5) An average concern for both production and people or ‘a middle of the road’ or
‘balanced management’. The managers work towards achieving work goals while
ensuring that staff welfare, morale and work conditions are not compromised

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⚫ (9, 9) – A superlative concern for both production and people or effective team
management. Managers in this class are committed towards an efficient production
system through a dedicated team of adequately motivated and knowledgeable
workers. They effectively meet both production and people needs.
Fig.1: The Management Grid
(1,9) (9, 9)
Y-AXIS
9
6
(5,5)
Concern For 5
Workers
2
(1,1) (9,1)
1
1 2 3 4 5 6 7 8 9
X-AXIS
Concern For Production
Importance of Management Grid
1) People can know the management styles they use with their subordinates by
consulting the grid.
2) They can also identify needed personal and corporate changes and take appropriate
actions.
3) The management grid can be used to evaluate different management styles and
recommend appropriate ones.
4.) The management grid helps managers improve interpersonal and group relations.
Problems of the Management Grid Theory
1) The model is classified and cannot explain why a manager has a particular style.
2) Essentially, a manager requires the support of co- trainees, his subordinates and
other stakeholders to evaluate himself or herself with the management grid.

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3.2.2. MANAGEMENT BY OBJECTIVES OR MANAGEMENT BY RESULTS.
A. Introduction: Also called goal management or management by results, this is a
system of management in which managers set objectives in consultation with their
superiors and subordinates and are evaluated and developed with the objectives in
mind.
MBO is a training development, evaluation, planning and motivational tool all rolled in
one.
B. Process of MBO.
⚫ Managers and their staff clearly study, understand and buy into organisational or
corporate goals.
⚫ Managers and their staff also understand and accept their departmental goals
⚫ Managers and staff design measurable work objectives with clear work standards and
time frames, from departmental goals
⚫ Work activities, facilities, evaluation techniques and rewards for target achievement
are agreed
⚫ Workers are given the space, time, facilities and other necessary support for target
achievement.
⚫ Departmental and individual work performance through target achievement is
cooperatively evaluated, as agreed, by the managers and subordinates
⚫ A post evaluation feedback identifies unsuitable performance, targets, standards and
activities and recommends appropriate corrective action. Appropriate rewards are also
recommended for different levels of target achievement.
C. Necessary conditions for MBO

⚫ Managers and subordinates should love and accept change
⚫ Performance should be in critical or key result areas
⚫ Performance evaluation should be objective and target-based
⚫ Managers should be supportive of and be ready to delegate to subordinates
⚫ Selfishness, autocracy and secrecy in management should be replaced with
cooperative, open, team management.
⚫ Managers and their subordinates should be result and not process oriented
⚫ All expected results, targets and objectives should be SMART-Specific, Measurable,
Attainable, Realistic and Time bound
D. Advantages of MBO
⚫ Mutual goal setting and appraisal clarifies goals and highlights critical performance
areas to all stakeholders.
⚫ Mutual goal setting and appraisal stimulates superlative performance from subordinates.
⚫ MBO also improves management-worker relationship through the series of
interactions that are part of the process.
⚫ MBO makes staff training and evaluation easy as they are based on agreed targets.
⚫ Rewards are also easy and objective, based on agreed targets.
⚫ Organizational, departmental and unit goals and objectives are integrated and networked in
MBO
⚫ Career planning and development are easy and objectives-based in an MBO organization.

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E. Problems OF MBO
⚫ SMART objectives are difficult to set.
⚫ Managers and their staff may lack the skill to set good objectives and participate in
the programme.
⚫ MBO may involve more time and financial resources than the one-way conventional
management.
⚫ It can make people think more of targets and the short term at the expense of long
term corporate survival.
⚫ Some managers may resist sharing goal setting and evaluation tasks with their subordinates.
3.2.3 The Traditional Nigerian Approach to Management: Theory N. According to Ubah

and Atakpu (2009), the following unique Nigerian cultural factors influence management in
our country:
⚫ Respect for life and human beings
⚫ Social stratification and disparity
⚫ Belief in God/gods/ancestors to tamper and moderate behaviours
Female gender discrimination
⚫ Respect for integrity, honour and family reputation
⚫ Separation of family life and work life
⚫ Love for rites and ceremonies
⚫ Treating members of one's tribal/religious group as brothers and sisters
⚫ Use of copious greetings, titles and surnames in communication
⚫ Communalism and collectivism
⚫ Belief in the power of demons, witches and ancestors to bring progress or
failure. Royalty and the rich are respected
⚫
3.2.4 SOME MANAGEMENT IMPLICATIONS OF OUR CULTURAL ENVIRONMENT

⚫ Workers depend more on God than on hard work for promotion and
advancement and blame witches/demons/destiny for failures instead of their work style or
personality. An award winning manager will praise God or Allah while the loser will blame
enemies or say 'It is not God's wish'.
⚫ Many managers transfer the master-servant relationship between our traditional
rulers and their subjects into the board room. They talk, earn and behave like kings
and queens while they treat others like subjects.
⚫ Managers favour and form cliques with their kith and kin. These groups are used to
lobby and jostle for rewards and job advancement. This is worsened by the
government quota system on the basis of geo-political zones (south-south, north
west, etc), states, senatorial zones, local government councils and towns.
⚫ We greet extravagantly at work. Where the American will say 'hi' or
nothing and focus on his work, the average Nigerian will spend valuable work time to
greet a work colleague and ask about all aspects of his life and extended family.
⚫ The Nigerian extended family system also increases the economic burden on
workers and is blamed by some people for many unethical work practices.

16
⚫ The sentimentalism and humaness of the Nigerian manager makes him more of a
social worker than he should be. Sentimental decision making results in over-
employment, rewards based on fear or emotion and not performance, retention of
expired and unmotivated staff, the promotion of the 'un-performable' and the non
performing 'dead wood' in the system even if the organization is ‘bleeding’.
⚫ Office parties for official and non official landmarks consume a lot of corporate time,
money and other resources.
⚫ Female sex discrimination is rife in corporate Nigeria.
⚫ Many Nigerian workers refrain from performing some unethical acts to protect the
integrity and honour of their family names and reputation. An individual disgrace is a
family shame. Success is also a family affair.
⚫ Workers with high royal, political or social connections and background are more
favoured, respected and rewarded in many Nigerian organizations. The son or
daughter of an Emir, Obi, Oba or senator will attract more corporate support and
approval than his or her fellow Nigerian, no matter his or her performance level.

i. What type of participatory management is practised in your organisation? How
did it originate? Find out how effective it is.
ii. Is participatory management a cure-all? Give reasons for your answer.
iii. Use the management grid model to identify the management style of your
immediate boss? Is it agreeable to you? Why?
iv. Do you think your junior staff are ready for MBO and higher levels of
participatory management? Suggest how they can be better prepared for
these two models of management.
v. Why do your managers behave like kings and queens?
vi. What are the signs of tribalism in your organisation? How does tribalism affect
corporate success?

i. Why is MBO an effective tool of high performing managers? How can it be
introduced in a big organisation?
ii. What are the problems associated with participatory management?
iii. Why are some managers sceptical about MBO?
iv. Describe any three management styles in the management grid model,
specifying when they can be effectively used.
v. What are the attributes of a manager who has a high concern for production and
a low concern for people? Mention one advantage and one disadvantage of his
management style.
vi. Which traditional Nigerian practices have infiltrated the work place? How do they
affect management?

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MODULE FOUR
MANAGERIAL BEHAVIOURS AND ATTITUDES TO PEOPLE
4.1 At the end of the lecture students should be able to:

⚫ Define the terms values, attitude and behaviour and explain
their differences and link.
⚫ Enumerate and describe the factors that determine the
attitude and behaviour of managers
⚫ List some positive and negative attitudes and behaviours of managers.
⚫ Outline the effects of poor attitudes and behaviours on organisations
⚫ Suggest effective strategies to improve managerial
attitudes and behaviours in Nigeria.
4.2 Introduction: Managerial effectiveness is strongly affected by the attitudes and

behaviours of managers (and of course the workers). Positive attitudes and
behaviours by managers motivate other people to excel and enhance managerial
excellence in decision making, leadership, staff discipline and other critical aspects
of organizational life. Negative attitudes and behaviours do the opposite. It is
therefore important for managers to understand and manage their attitudes and
behaviours for the overall good of the organization and all stakeholders. An ill
behaved manager is a liability to any organization. He must change or exit.
4.2.1 Important definitions

⚫ Values: General or global beliefs that guide a person's attitude and behaviour towards
specific objects and situations e.g. a manager with high moral values (guiding beliefs)
will not want to accept a bribe ( an attitude) and will reject one if offered (a behaviour)
⚫ Attitudes: Feelings, thoughts, behavioural tendencies and inclinations towards a
particular situation or object. They can be positive, negative or neutral. For example,
people may have a negative attitude (negative feelings or thoughts) to company
property or a positive attitude to female managers or be indifferent about either.
⚫ Behaviours: are observed, external and apparent responses, activities or actions of
persons towards situations or objects. They reflect internal values and attitudes. For
example a person with a negative general belief about other people's belongings
(values) will be careless about company property (attitude) and may destroy or steal
company equipment (behaviour)
⚫ Using the analogy of a mango tree, values and attitudes are like the roots hidden in the
soil while behaviours are like leaves and fruits visible to all. We infer or imply values and
attitudes of people from their behaviours, wrongly or rightly. The best way to change a
bad behaviour is to attack its root- the underlying values and attitudes.
4.2.2 Factors that influence the values, attitudes and behaviours of managers.
Parental upbringing, past work and other life experiences, the nature of friends and family,
health status, personality, educational and intelligence levels, past failures and successes,
financial status of parents, present financial status, nature of employees, behaviour of
superiors and colleagues, organisation culture, rules, climate and motivation, religious
inclination of the manager etc.

18
4.2.3 Some negative managerial behaviours.
⚫ Defective management styles that glorify secrecy, shouting/insulting or physically
assaulting employees or causing disaffection and disunity amongst staff.
⚫ Pride. Some managers walk, talk, dress and manage with pride. Pride demeans and
kills slowly. Some managers have boasted about their authority and lost their jobs
shortly afterwards.
⚫ Loose Morals: Some managers are morally loose and sexually harass, exploit,
blackmail and intimidate their subordinates. A director in a federal establishment
always went very early to work to sleep with hapless cleaners and sweepers on his
office floor. He was ultimately disgraced out of service.
⚫ Thievery. Some managers are chronic thieves. Anyone who takes an office pin, pen or
generator without permission from higher officers (or the board in the case of a CEO) is
guilty of larceny and showing a bad example. Top managers or law makers who strip their
official company/government quarters of everything (including installed electricity cables) or
connive with others to defraud their employers are a disgrace to management.
⚫ Conflict of Interest: Many managers set up businesses to compete with their
employers while still in paid employment. Some use their employers' resources to do
external part time work.
⚫ Wickedness: Some jealous, ignorant, spiteful or petty managers use postings,
promotion, company perks and work facilities to punish those they hate.
⚫ Nepotism: Some managers offer undue advantage to their friends and pet workers.
(Nepotism) bias and rewards to undeserving workers destroy work ethics,
leadership, morale and commitment.
⚫ Some managers are too liberal and allow workers too much freedom which can
breed a casual work attitude and ineffectiveness.
⚫ Stealing workers' praise and credit.
⚫ Badmouthing: subordinates to other managers
⚫ Absenteeism, religious, ethnic, club, family or alumni association bias
⚫ Some managers routinely come late or stay away from duty altogether. Senior public
servants see Fridays and Mondays as part of weekends or have multiple jobs
because they are far from the headquarters .
⚫ Laziness: Some managers are lazy and push all assignments to their subordinates
while others stubbornly refuse to accept their errors until they destroy their
organisations.
⚫ Authoritarianism: Some managers turn meetings to one-way talk shops where they
give directives and brook no opposition. They love sheepish subordinates.
4.2.4 Effects of poor work behaviour by managers

⚫ Poor workers' morale and performance
⚫ Poor corporate image
⚫ Increased conflicts and stress
⚫ High staff defensive behaviours including negative corporate politics, dog eat dog
survival tactics, cronyism, low work passion and high organisational staff turnover.
⚫ Poor corporate competitiveness
⚫ Embarrassing visits by law enforcement and anti corruption agents
⚫ Lawsuits against managers and the organisation
4.2.5 What the organisation can do?

⚫ Regularly train and enlighten managers on the sources, symptoms and effects of
poor attitudes and behaviours
⚫ Start an ethical re-orientation programme for all managers
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⚫ A strict code of conduct for managers, with clear sanctions for ethical failures, should
be put in place.
⚫ Help managers find solutions to their problems through in-house counsellor, mentors
and psychologists
⚫ Restructure corporate systems, procedures and processes to minimise bad behaviours e.g.
effective controls and motivation, reduced bureaucracy and CCTV surveillance.
⚫ Punish persistent bad behaviour
⚫ Reward positive behaviour
4.2.6 What the manager can do to reduce their bad practices
⚫ Gather facts about and understand the negative behaviour.
⚫ Write down its effects on other people and the organisation.
⚫ Be determined to change that behaviour even if it involves seeking external help.
⚫ Ingesting the golden rule can also help.
⚫ Read about the problem and use self counselling and self talk (self advice) to tackle it
⚫ Seek external counselling/mentoring/coaching if need be
⚫ Draw up and stick to a personal code of ethics
⚫ Serious stubborn problems may require psychological intervention or spiritual
deliverance
4.2.7 Positive work behaviours expected of the manager
⚫ Counselling and mentoring workers
⚫ Applying teamwork and participative management techniques
⚫ Regular and prompt work attendance
⚫ Humility and moderation in all matters
⚫ Self control and maturity in moral issues
⚫ Fairness, justice and equity.
⚫ Being quick to praise and slow to condemn
⚫ Helping and training others.
⚫ Managing with a heart of flesh and a humane face
⚫ Forgiving others without a grudge or unfair generalisation.
⚫ Rarely grumping or sulking but being cheerful and satisfied with life

i. Which positive managerial behaviours do you display at work? How were they
acquired? Can you acquire more?
ii. What negative work behaviours do you display? Can you explain how you got
them? Can you make ways to reduce them?
iii. Observe your boss at work for a week and note his behavioural weaknesses and
strengths. How does each behavioural attribute affect his work and yours?
iv. Draw up a personal code of conduct with managerial ‘dos’ and ‘don'ts’. How can
you stick to the code?
v. From your experience is it true that female managers display less negative
managerial behaviour than their male colleagues? Give reasons for your answer.

i. What are values and attitudes? How do they affect managerial behaviour?
ii. What values, attitudes and behaviours should a potential manager avoid if
he wants to have a successful career? Which ones should he embrace?
iii. How do poor managerial attitudes and behaviours damage organisational
effectiveness? What can be done to ameliorate them?
iv. Mention and explain five principal factors that cause negative pride in
managers? How can such managers be saved from destruction?
v. In the context of bad attitudes and behaviours, write the profile of an
immature manager.
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MODULE FIVE
THEORIES OF HUMAN MOTIVATION
5.1 At the end of the lecture, students should be able to:

⚫ Explain the meaning and importance of motivation.
⚫ Link needs, motives and motivation.
⚫ Describe different motivational theories.
⚫ List the advantages, disadvantages and management implications of some
motivational theories.
⚫ Suggest practical motivators to increase staff performance.
5.2 MOTIVATION: One problem in Nigerian organisations is lack of motivation. Many

workers don't have the inspiration, zeal, urge or motivation to put in their best in paid
employment. It is criminal for people to collect full remuneration for a job not done
with 'full' commitment and goal achievement. How can managers make their
subordinates contribute much more to achieving corporate objectives and earn their
pay? The answer is effective motivation.
5.2.1 A. What is motivation?

⚫ Energizing and directing behaviour to specific goal achievements
⚫ The aspiration of individuals to do their best to achieve goals and objectives.
⚫ The zeal or urge in people to do more than what is usual to achieve goals
⚫ Maintaining and sustaining interest and efforts in particular assignments.
The amount of motivation in workers greatly determines those who come early or come late to work
at the flimsiest excuse, those who work hard or casually, or those who seek more responsibility or
dodge responsibility. Even in family, religious and societal affairs (like doing house chores, praying,
voting, keeping a clean environment, keeping the laws of the land) the motivated ones are more
diligent. An unmotivated person gets up in the morning, prepares reluctantly for work, gets to the
office and works grumpily. He or she infects customers and co- workers with his/her mood.
What is the remedy?
A. Need –A need is an inner desire, feeling or urge for something or someone that gives
rise to tension if not fulfilled. Human behaviour is need and goal directed. Unsatisfied needs
motivate and push action, for example:
· The need to pass an examination motivates a serious study for the examination.
· The need for companionship motivates the search for a partner or friend
· The need for job promotion/achievement motivates hard work
· The need for an NYSC award motivates 'corpers' to work and serve well.
B. Motives are attitudes, feelings, urges and predispositions about something or someone
that stimulate or inspire action or behaviour e.g. My motive for joining the NDLEA is to
support the zero-hard drugs policy of government. People's motives develop from their
upbringing, education, environment, the friends they keep, their wealth, social status etc.

21
C. Mechanism or process of individual motivation.
· When a person has a need or goal to achieve, there is an internal disequilibrium or
tension. He or she has a motive to take action. For example hunger for food causes
disequilibrium or tension in a person.
· This causes the person to act or behave in a particular manner to achieve the need or motive
and establish equilibrium. For example going out to buy food to eat to quench hunger.
· The strength of the need determines the strength of the motive and the behaviour or
action to achieve the need. For example the more the hunger is, the more urgent
and desperate will the food seeking behaviour be. What is self control?
· Satisfied needs lead to personal satisfaction, a repetition of the action and (in some
people) a desire for more difficult and challenging needs or goals. For example if the
food seeking behaviour led to good food, the person will repeat the behaviour when
hungry or even seek higher quality food. Success motivates more action.
· A behaviour that didn't achieve a need is discontinued, and another behaviour is
initiated or the need or goal is extinguished e.g. a failed desire to be promoted by hard
work may lead to an alternative behaviour of lobbying or the abandonment of the desire
to be promoted. Failure de-motivates in some people. What is perseverance?
5.2.2 Herzberg's Motivator- Hygiene theory.

A. When lower level factors like promotion, safety, quality of administration, supervision,
company policy, good working conditions, job security, interpersonal relations and good
salary are absent in a work environment, workers are dissatisfied.
⚫ But their presence doesn't motivate but only prevent dissatisfaction.
These job context, maintenance, extrinsic or job environment variables are Herzberg's
Hygiene factors.
⚫ Higher level factors are job content or intrinsic variables like challenging work, recognition,
job achievement, growth on the job and more job responsibility. These Herzberg's
motivators, motivate people to perform better. Their absence de-motivates.
⚫ To motivate workers, a manager should apply motivators to motivate and
Maintain hygiene factors to prevent dissatisfaction.
B. Criticisms - It does not take workers' needs and characteristics into consideration. Only job
content and job context factors are considered
• One person's dissatisfiers can be motivators to others
• Some factors are both satisfiers and dissatisfiers
• In some societies dissatisfiers are great motivators

22
C. Advantage- The hygiene factors and motivators correspond to Maslow's lower and
higher level needs.
5.2.3 Goal – Setting Theory

A. The Principles
⚫ Setting of goals greatly influences motivation and performance in people.
⚫ Individuals with goals have a greater motivation to achieve success
⚫ The higher and more challenging a person's goal is, the higher the performance
⚫ People with easy or no goals perform more poorly than others
B. Implication for management: Managers should always assist their subordinates to

set goals and achieve higher performance.
5.2.4 Equity theory:

⚫ When people perceive that they work more, earn less or are less favoured at work
than others in their class or level, they have a feeling of inequity.
⚫ They seek to reduce this inequity by a series of actions like complaining, absenteeism or
slower work, seeking less work or more rewards, sabotaging the company, exiting etc.
⚫ The comparison of job input to job out put ratio can be against workers in other
organisations.
Implications for management

The worker's view or perception of his remuneration is important, make it as favourable as
possible through effective communication and good human relations. Managers should
manage and motivate as fairly as possible.
5.25 Reinforcement Theory: A reinforcement is anything or behaviour that strengthens or

buttresses an action e.g. a reward, an approval or a feeling of achievement.
• The behaviour of people depends on the reinforcement of such behaviours.

• A reinforced behaviour is repeated or improved
• A behaviour that is not reinforced is performed less frequently or stopped altogether
Implication for management: managers should use reinforcements to motivate the

behaviours that lead to goal achievement. The reverse is also true.
5.2.6 McGregor's Theory X and Y:

McGregor theorised that motivation strategies of managers depend on their beliefs
in the nature of their workers.
Theory X managers believe that workers are inherently lazy, hate responsibility, hate work
and are un-ambitious. They want to be directed and given security.

23
Theory X managers view workers mechanically and manage by close monitoring and
control, autocratic tactics, the use of fear, centralised authority and minimal participation by
worker in decision-making.
Theory Y managers believe that workers love work, are self motivated, creative and
committed, seek responsibility at work and are intellectually capable. They manage by
worker-participation, humane interpersonal relations, decentralisation of authority, a
democratic leadership style and a freer organisational climate.
5.2.7 Maslow's Need Hierarchy Theory.

⚫ Human beings have a variety of needs and behave in ways to achieve them.
⚫ These can be arranged in a hierarchy of physiological, safety, belongingness and
love, esteem and self actualisation needs.
⚫ Physiological needs: these are biological needs that restore balance e.g. food, sex,
waste elimination, water, rest, air etc
⚫ Safety needs: these are the need for physical safety and security from attack,
accidents and diseases and the need for safety from psychological abuse, job
insecurity and discrimination
⚫ Belongingness and love needs: these include affection, friendship, social activity,
care, social acceptance and good interpersonal relations.
⚫ Esteem needs: these include the need to have self esteem and self respect from competence,
mastery, freedom and independence at work and to have the respect and esteem of others.
⚫ Self- actualisation need: the need to achieve one's potential and be the best one can be.
⚫ Fundamental physiological needs motivate initially. But when they have been
satisfied, they no longer motivate. Safety needs become motivating and dominant.
⚫ When the safety needs are met, the love needs become dominant and motivating.
⚫ When love needs are met, new needs, esteem needs will be needed to motivate.
⚫ Later on, a person that has satisfied esteem needs can only be motivated by the
need for self actualisation.
⚫ The total satisfaction of esteem needs is possible only in theory and the more one tries
to satisfy self actualisation needs the more they increase. They are never truly satisfied.
⚫ There is an age dimension to the theory: Physiological and safety needs are
predominant in infants, love needs in children, esteem needs in young adults and
self actualisation needs in mature adults that have met all the other needs.
Criticism
⚫ Needs may not be hierarchically fixed
⚫ A person can be motivated by randomly selected motivators and not in a step-wise
fashion.
⚫ People who are being motivated by basic physiological needs also want to be
respected (esteem need) and accepted in the group (belongingness need)

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5.2.8 VROOM'S EXPECTANCY THEORY
⚫ The motivation to perform depends on a person's interest in and value of the outcome of
the performance (valence) multiplied by his perception of the probability that the
performance will lead to the desired outcome (expectancy). Motivation= Valence x
Expectancy.
⚫ That is motivation or effort to do a job depends on the value the worker places on the
reward of doing the job multiplied by his belief that he will get the reward at the end of the
performance.
⚫ A valence of zero means a person doesn't care about the reward or achievement of a
performance and a negative valence means he doesn't want to achieve the task or its
reward. In both cases motivation (valence x expectancy) will be nil and negative
respectively. E.g. when a worker doesn't value the reward of a job performance, the
motivation to do it will be low.
⚫ A zero or negative belief that the performance will yield the expected outcome (zero or
negative expectancy) means poor motivation e.g when a worker does not believe hard
work
or coming early to work will help him achieve targets, he will do neither.
ADVANTAGES
⚫ Considers the needs of individuals in the motivation process.
⚫ It is realistic because the value placed on motivators depends on individual perception.
⚫ It supports a need for a fit between objectives of organization and workers' personal
objectives for high motivation.
Management implications:
⚫ Managers should design a work environment that allows workers to meet their own
objectives while meeting corporate objectives.
Managers should advise subordinate to reduce their expectancies and valence to avoid de-
⚫
motivation.
Managers shouldn't promise what they can't offer staff.
⚫ Poor management credibility will reduce motivation
⚫ Workers' satisfaction with a motivator depends on their perception and not solely on its
⚫
absolute value.
It is important to consult with workers in designing motivators.
⚫
5.2.9 Motivators- These are tangible and intangible measures or vehicles of motivation and help
workers meet their needs. Organisations use motivators to increase the zeal,
inspiration and performance of workers.
• Financial e.g. A good salary or commission, bonuses, profit sharing, stock options,
allowances, gifts, loans, grants, good retirement benefits, etc.

25
• Non-financial – challenging work, work equipment, a conducive work environment,
cooperative, good leadership, respect, pride of achievement, participation-at-work,
job security, job rotation, job enlargement, training, promotion, welfare services,
sports and recreation, work safety.
5.2.9 How should a manager use motivation?

• Study the work, work environment and practices in other organizations.
• Identify various motivators and incentives.
• Consult with the workers to find out motivators/motivation techniques they prefer,
considering all relevant factors.
• Use the agreed motivators.
• They must be fair, just and in-line with individual skills, desire, performance,
contributions, etc.
• Regularly evaluate and update the motivators to ensure they are still relevant.
5 .3 Tutorial questions:
1. Is your boss a Theory X or Theory Y person? Give reasons for your answer.
2. Find out how the reinforcement theory can be used to
i) train dogs to sniff hard drugs in airports and
ii) make workers reduce absenteeism
3. Which Nigerian do you think has passed the esteem stage into self
actualisation? In what ways?
4. How can motivation be used to improve/increase the performance of Nigerian
Policemen?
5. Which of the motivational theories in this lesson do you think is best for
Nigerian workers? Why?
5.4 REVIEW QUESTIONS.

1. Recommend five financial and five non-financial motivators to your boss.
2. Explain the statement that 'the staff of NNPC are Maslow's belongingness people'
3. What factors conditioned the beliefs of Theory X managers? How do they
motivate staff?
4. Explain the Equity Theory of motivation. How can it improve the work
environment?
5. How are needs and motivation related?
6. Explain how goal–setting can increase work performance?
7. Compare and contrast the need-hierarchy and Vroom's expectancy theories.
8. What are the benefits of effectively motivating staff?

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MODULE SIX
IDENTIFICATION OF BAD MANAGEMENT PRACTICES

AND REMEDIES TO SUCH PRACTICES
6.1 Objectives: At the end of the lecture, students should be able to:
⚫ Explain the concept 'bad management practice' with the aid of relevant examples.
⚫ List some sources and symptoms of bad managerial practices
⚫ Describe how to identify and overcome bad management practices
⚫ Thoroughly explain reasons for poor practices by managers.
6.2 Introduction: Nigeria is a liberal country with a variety of management organisations

from different parts of the world. These organisations with their origins in Nigeria,
South Africa, China, Japan, Taiwan, Lebanon, the United states, Europe and other
parts of the world have management practices people regard as bad. This module
will unearth some of them and suggest practical remedies.
6.2.1 What is a bad management practice?

⚫ It is the regular or usual behaviour or action of managers and organisations
that is unacceptable to stakeholders like employees, government and its
agencies, host communities and civil society organisations.
⚫ It is a management behaviour, action or attitude that negates corporate, legal
or moral rules.
⚫ It is a management activity with poor side effects and consequences on other
stake holders. They leave managerial corpses on their management path- (to
quote a popular former president of the NIM).
Note that a bad management practice may be financially profitable or popular with
workers or acceptable to top management, but 'what is bad is bad’
6.2.3 Reasons for Bad Management Practices in Nigeria.

⚫ Managerial greed for financial gains at all cost.
⚫ Poor managerial values and ethics.
⚫ Managerial strategic ignorance and short-sightedness.
⚫ Poor management concern for the interests of employees and the nation.
⚫ Managers lack proper managerial knowledge and use shortcuts to achieve results.
⚫ General ineffectiveness of governmental and non-governmental regulatory
and registration bodies like the TUC, NLC,FIRS, NJC,IAP CBN, SEC, NIM,
EFCC, ICAN,CIBN, CAC, NBA, NMA, FAAN, COREN, MAN, NECA, ICPC,
Code of Conduct Bureau etc.
⚫ General apathy of workers and non management stakeholders to poor management
practices. Some people fear losing their jobs while others say 'what can we do?'
⚫ A general corruption in a system where almost 'anything goes', the end
justifies the means and people are judged by the content of their purse rather
than by the content of their character.

27
6.2.4 Some signs of poor management practices.
⚫ Poor financial results.
⚫ Poor management-workers or poor management – community relations.
⚫ Sabotage or vandalism in the organisation.
⚫ Poor cooperation and teamwork among staff
⚫ Incessant staff conflicts, frustrations, quarrels, back-stabbing, back-biting and
betrayals
⚫ An abnormal staff turnover and exit rate
⚫ A high incidence of anxiety, stress, illnesses, errors and accidents among staff
⚫ A high rate of corruption and fraud
6.2.5 How to identify bad management practices in Nigeria

⚫ Monitor local and international news media reports.
⚫ Visit organisations to observe and record malpractices.
⚫ Use the telephone or personal interview method to gather information from
present and past workers.
⚫ Use anonymous questionnaire with relevant questions to inquire from
employees, suppliers, customers etc.
⚫ Consult the offices of credible labour and company regulatory bodies.
⚫ Send anonymous persons (mystery shoppers) to visit/do business with
organisations and report malpractices.
6.2.6 Some identified management malpractices.

⚫ Gender bias: Most employers are male, employ males and male-fy jobs and
policies while they ignore the female gender in designing work, work
schedules, work periods, rewards, training etc
⚫ Women are mostly in 'women' professions like nursing, teaching, hotel and
catering and retailing. Even when women work, they get less pay, less promotion
and less challenging work than men. Excuses of gender-blind managers like 'don't
you know you are a woman', 'what will your husband say,' 'your husband will
assist you financially' or 'you will marry and leave us' annoy many serious women
who are prepared to compete with men physically, and mentally. The United
Nation's 'advice' that a third of political positions be reserved for women is ignored
in Nigeria when some less endowed African countries have exceeded that quota.
⚫ Selfishness and hoarding of authority-junior workers are excluded from
participating in decision-making that affect them. They are seen as
unenlightened, intrusive and decision- executors only.
⚫ Sacrifice of merit and talent in recruitment, selection, posting, appraisal, promotion
and reward of staff on the altar of religious, ethnic or filial and other affiliations.
⚫ The casual labour syndrome in which some organisations employ a few permanent
staff and a host of casual workers. Casual staff have few rights and privileges and are
paid minimally with no prospects for long term training. They also lack certain
allowances, some safety and holiday rights, proper medical care and retirement
benefits. These 'casuals' may have worked in the companies for years or are
regularly disengaged and re- engaged to prevent a situation where they will have a
period of continuous work long enough for a permanent staff status.

28
⚫ Some other companies also outsource some corporate functions like security,
secretarial work, accounting, protocol, transportation and recruitment, staff
appraisal and promotion to outside firms, ostensibly to increase effectiveness and
reduce time and financial costs. But in some organisations, such functions are
cost and result-inefficient because they were outsourced to companies owned by
friends and relatives of the CEOs or by the CEOs themselves.
⚫ The top management of some organisations give themselves perks - like
vehicles and outrageous salaries and allowances while most other staff are
not assigned official cars and get 'peanuts' for long and challenging hours of
work. This astronomical gap can lead to de-motivation, sabotage or outright
theft of company assets by the workers.
⚫ Some managers are so crude that they manage by shouting and swearing
and throwing objects at their staff. Others delight in cursing, insulting, beating,
threatening, humiliating and terrorizing their staff.
⚫ Some ethically empty managers remain in paid employment and start personal
businesses that compete with their primary assignment for time and clients.
Some use resources from their primary employment (like staff, equipment and
customer-list) to engage in private practice or assist a rival firm for a fee.
⚫ Some managers find it difficult to differentiate between official and personal
resources. They, their cronies and relatives actively use official assets for
personal pursuits. Some lend official drivers or maintenance personnel (paid
by their organisations) to friends for days!
⚫ Staff promotion and salary increases in some organisations are as scarce as roses in
the Sahara desert. Managers plead lack of money but waste funds on frivolous perks
like large parties, foreign cooks, foreign holiday trips and acquisition of cars.
⚫ Manpower training and development are rare in some private and government
organisations. The training fund is diverted to less developmental functions. A
CEO once refused to train his staff because of the fear that they would move
to other firms after the training!
⚫ Succession planning is meant to prepare managers (especially) to step into
the shoes of their exited colleagues in order to prevent organisational
confusion and hiccups. But some organisations ignore it and employ from
outside to fill all vacancies (a very de- motivating management malpractice).
⚫ Sit tight managers with indefinite or royal tenures are common in Nigeria. This
practice stimulates corruption, inefficiency and frustration of staff. The CBN
and the Federal Head of Service have recently taken steps to prevent tenure
elongation in the banking sector and the Federal Civil Service respectively.
⚫ Recent exposés in the political and financial sectors have highlighted a
chronic management malady-corruption. Billions of naira were said to have
been individually mis-taken, mis-appropriated, mis-invested, mis-applied or
mis-used by national icons, idols and models.

29
i. Give the full meaning of all the abbreviations of organisations listed in the
lecture. What are their functions?
ii. Carry out an objective research to find out if many Asian managers are actually more
unethical than their Nigerian counterparts. Give reasons for your observation.
iii. What is the proportion of women to men in
a) the National Assembly and the Federal Executive Council
b) the State Houses of Assembly and the state executive councils in two
Northern and two Southern states
c) the management staff of your organisation
d) the public primary or secondary school close to you? Comment on your
findings.
iv. Why do you think that some professionals in the Federal Public Service who
earn monetised jumbo salaries still engage in 'private practice'? How can
illegal private practice be curbed?
v. What malpractices do managers in your office commit? In what ways can you
help them become more ethical?
vi. How has managerial corruption any ethnic, gender or age divide? Explain.
vii. In what ten ways can malpractices hurt managers, their families and organisations?
viii. Why are few Nigerian companies as old as Boeing, Motorola, Ford Motors,
Procter and Gamble and American Express founded in 1915,1928,1903,1812
and 1850 respectively?
a. If you had the power and authority to curb managerial malpractices,

what will you do?
b. How and why do some managers have poor relations with their staff?
What can be done to improve their human relations?
c. With the use of relevant examples, explain the statement 'some
managers are full of malpractices'
d. Why is it that all managers in the same organisation don't have the
same malpractice level?
e. In what practical ways can a director in the bank identify and know the
bad managers to pencil down for retirement?
f. What measures can reduce female gender bias in Nigeria? In what
ways are women themselves to blame for this tendency?

30
MODULE SEVEN
SOME INNOVATIVE EXPATRIATE STRATEGIES
Objectives: At the end of the lecture students should be able to

⚫ List some innovative strategies that can upgrade management in Nigeria
⚫ Describe some innovative strategies for ailing organisations
⚫ prescribe preventive and curative strategies for these organisations
7.1 Introduction: Nigerian organisations should be able to increase their effectiveness

and efficiency to become competitive regional and global players. Progressive
organisations make a progressive nation. One way they can upgrade is to benchmark
and emulate strategies that have succeeded in other countries. Such strategies
should, of course, be adapted to suit our environment.
7.2 Some innovative strategies.

A. E-management- Managers should more increasingly use ICT to perform their
planning, control, human relations and decision making functions. This is e-
management. It encompasses e-governance (use of ICT in various government
activities) and e-business (leveraging ICT in business processes).
Examples:
⚫ E- census: For faster and more accurate enumeration of people and for
automatic updates of data and registration of births, deaths, marriages and
other population parameters.
⚫ E- voting: using electronic means to register voters, validate election results
and for the actual voting. Nigeria presently has e-voters' registration but not
the real e-voting. Would you support online voting in national elections?
⚫ E-health can be used by health care managers to record and improve doctor
(nurse) patient interaction. Computer-aided diagnosis and surgical operations
are now commonplace. In one case, a doctor in say London can lead doctors
in Lagos in performing a delicate heart surgery.
⚫ E-ticketing enables prospective passengers to pay for their flight tickets and
make all flight arrangements from their homes or offices. A flight manager can
make all his plans without paper and pen.
⚫ E- taxation: this involves online tax assessment, tax payment and tax queries.
The Lagos state tax-system is partially computerised. Why may some tax
officials prefer face to face tax interactions?
⚫ E- budgeting, accounting, administration and statistics: it is an information and
knowledge portal that improves government-to-citizen, citizen-to-government and
citizen to citizen communication and service. In India people are encouraged to
photograph reckless drivers on their mobile phones and send pictures to the Traffic
Police via Face book. The Federal Government of Nigeria regularly sends positive
text messages about the country to Nigerians. Political campaigns, issuance of
national passports and identity cards and WAEC, NECO and JAMB examination
enrolments are few of the services that are now computerised and done on-line.
⚫ E-land administration- This is the computerisation of the records, operations
and other aspects of land administration to increase transparency, efficiency
and speed. The FCT has introduced some ICT into its land administration.

31
E-business- The use of electronic means to do business is the vogue. It is faster, more
accurate, covers a wider area in space and time, with more flexibility and at lower costs.
E-business also involves the use of intranets, extranets and the internet to communicate
with employees, major external stakeholders and the public at large, respectively.
B. Environmental (green) Issues: International, Federal and State environmental

organisations pressurize businesses to balance profit making and environmental
friendliness. Companies that degrade the environment, carelessly dump hazardous
wastes and have a careless attitude to uncontrolled urbanization, energy use,
deforestation and highway construction will be penalized even by consumers.
Managers are thus advised to practice self-regulation and environmental friendliness.
We are in a 'green' era. Buy into it. Be a 'green' manager.
C. Knowledge is power: Knowledge is power that should be dynamic. The manager

must acquire knowledge to remain relevant and marketable; he must keep abreast of
advances in knowledge. How will the employees acquire knowledge? Are our schools
equipped to supply the right personnel? With our present outdated teaching methods
and facilities, obsolete curriculum, indolent students, theoretical and unethical
lecturers we may be in grave danger. Think beyond brick and wall schools! The
internet and the experience of older managers are available.
D. Customer Service: The present enlightened customer will not tolerate poor service. He
will cherish superlative service, zero defect, zero customer feedback time and customer
rewards. Companies must therefore be market-driven with a corporate marketing focus. They
must be able to thoroughly understand, meet customer expectations and even exceed them
to beat competition. Managers must also think like their customers and experience what they
experience and use the standards of difficult customers as general standards for all
customers. Virile customer databases should fuel customer service.
Customer service involves:

⚫ Activities performed by an organization (through its employees) in
order to satisfy the customers.
⚫ An additional, extra element to a product purchased by a customer e g
Buying a textbook and getting (in addition) politeness and care from the vendor.
⚫ Adding humaneness, courtesy, consideration to a business transaction
Customer service should occur before, during and after a purchase.

⚫ BEFORE SERVICE; A warm welcome, courtesy, prompt pre-
service advice, good phone habits e.t.c.
⚫ DURING THE SERVICE; Helping customers solve problems
and prioritise options, polite responses etc
⚫ AFTER SERVICE; feedback, reassurance, appreciation, etc
Importance of customer service

⚫ An increase in repeat business, referral, satisfied and loyal customers.
⚫ An increase in profit, market share etc
⚫ An increase in competitive advantage, credibility, reliability,
empathy, and responsiveness of the organisation.
⚫ Reduced customer complaints and defections.

32
E. Technology: In the last decades, technological possibilities in Nigeria have multiplied.
The way we work will still change tremendously in the this millennium as a result of more
technological innovations from outside our shores. The computer in its various forms will
become a more significant extension of the manager. The manager must be able to use
the computer in data gathering, analysis, decision making, product designing and the
development of scenarios. The use of robots in industry should also increase.
F. Innovative work practices- The time for permanent jobs is gone. We are now in an
era of temporary jobs, flexible working hours, flexible security, outsourcing, strategic
partnerships, bench -marking etc.
G. Failure Analysis: To a manager who wants to foster creativity, participation and

top class performance failure is not final. It is a step towards success. Don't be felled
by failure or stay down when you fail. Accept and analyze the failure to discover the
reasons for it and how to avoid it in the future. Remember, failure is part of success
and a man would do nothing if he is afraid of failure.
H. Delayering: This involves reducing the number of management strata or layers

between the least employee and the CEO of an organization. It increases morale,
communication, promptness of decision making and satisfaction but may reduce
effectiveness in problem resolution. Tall organisations with many layers and levels
are getting outdated.
I. Down Sizing or Right Sizing: This means a reduction in the size or activity of a firm
to boost ROI, sharpen competition and reduce cost and management inefficiencies.
Overstaffing and over employment kill organisations. In what ways? But down sizing
shouldn't be misused or abused.
J. Talent management: One talented worker is better than ten un-talented ones.
Talent management is the process of developing and fostering new workers through
training and retaining current workers and attracting highly skilled ones from other
companies. Companies using this strategy know how to source, attract, select, train,
develop and promote quality employees.
K. Coaching: This is an important intervention to increase the performance of an

individual/team. It helps workers to explore for themselves the problem at hand and
fashion out potential options on how to move forward. Coaching is not advising. It
helps others to develop their ability and think in a more effective way. Coachees
(people that are coached) take full ownership of the solutions they develop.
L. Mentoring: A person (a mentor) with direct and relevant experience in the problem
area offers advice and suggestions to help another (a mentee or protégé). Mentoring can
be formal when it is initiated and organised by an organisation or informal when both
parties make the learning arrangement themselves. Mentoring helps to groom upcoming
employees who have the potential to move up the ladder into leadership roles.

33
M. Total Quality Management (TQM)
⚫ It means satisfying customers first time, every time.
⚫ It means enabling employees to solve problems and eliminate waste.
⚫ It means quality in people, processes and products.
N. Team Building:
A team is a number of persons working together with complementary skills to achieve
common goals. The members are aware of and interact with one another, act as one,
and interdependently achieve the team's task or purpose.
⚫ A mere aggregation of persons or group is not a team.
⚫ Teams don't just happen, they are built up. A good team is a result of
deliberate efforts, practices, drills, sacrifices, understanding and commitment
on the part of team leaders and members.
O. Delegation:
Authority is delegated when organizational discretion is vested in a subordinate by a
superior. Superiors cannot delegate authority they do not have whether they are
board members, presidents, vice presidents or supervisors. Equally, supervisors
cannot delegate all their authority without in effect passing on their positions to their
subordinates. The entire process of delegation involves:
⚫ The determination of results expected from a position.
⚫ The assignment of tasks to a position.
⚫ The delegation of authority to a person for accomplishing these tasks.
⚫ The holding of people in positions responsible for
accomplishment of tasks.
7.3 TUTORIAL QUESTIONS:

i. What difficulties exist in the e-passport and e-identity card
schemes of government? How can they be overcome?
ii. Organisations find it difficult to get good recruits due to the fallen
standard of education in Nigeria. What strategies do organisations use to
overcome this problem? What else could they do?
iii. What customer service errors and mistakes are regularly committed by
organisations in Nigeria? Suggest what they should do to improve service delivery.
iv. Describe the level of formal mentoring and coaching in your
organisation. In what ways are they necessary?
v. Find out the number of layers or levels in your own organisation. Is the
corporate structure tall or flat? How has the number of levels affected
employee effectiveness?

34
REVIEW QUESTIONS
i. Mention and describe five innovative strategies that can make the Nigerian
public service one of the best in the world.
ii. How important is delegation of authority? Explain to your autocratic boss how
to delegate authority to subordinates.
iii. The practical knowledge of many Nigerian graduates is low. Why is it so?
How can coaching and mentoring be used to increase the skills of newly
employed graduates? Differentiate between both concepts.
iv. Differentiate between a team and a group. How can a group be converted to
a team?
v. How can you counsel a friend who failed an important professional
examination about the correct attitude to failure?
vi. Why should talent management be a popular strategy in the medical profession?
How can it be practised in a Nigerian University Teaching Hospital?

35
MODULE EIGHT
Case 1: THE CRISIS IN OFADA LOCAL GOVERNMENT COUNCIL.

Nigeria is a country rich in different cultures and traditions. From Maiduguri to Badagry,
Sokoto to Isikwato, Bauchi to Auchi, Kano to Mbano and from Argungu to Enugu many
cultural practices have seeped into management.
One cultural behaviour that has set tongues wagging in a local government council in one of
the states in Southern Nigeria is the caste system where people from particular villages and
families are seen as outcasts and unworthy of honour and civil interaction.
Mr OSU, the new Chief Personnel Officer of Ofada Local Government council, Ofada is
shunned and ignored by many indigenes and staff because his great grand father was
offered to the gods decades ago. No member of the community is expected to visit, eat with
or marry from his extended family. Accepting supervision and directives from any 'slave' is
an abomination which western education and religion have not completely eradicated.
This has created a problem in the council secretariat. The king of Ofada, HRH MOFE
MISAN is worried. The town women are planning to protest half-naked. Some council
workers are talking about postings, transfers or retirements. Even Mr OSU's messenger
believes he, as a freeborn, 'is better than oga' and wants a transfer.
Questions:
· Mention and explain five other cultural practices that can strain relationships in
modern organisations.
· Graphically describe the situation in the council secretariat and in Ofada town.
· If you were the secretary to the local government, how would you resolve the
problem? Should Mr OSU exit? Why?
CASE 2: THE SCIENTIFIC MANAGEMENT APPROACH TO MANAGEMENT.

Efua Annan, an upper-level executive of one of Ghana's best managed companies retired early
from her position and became a lecturer in management in one of the nation's business
schools. One of the concepts she continually heard discussed by her younger colleagues was
that the modern manager must learn and take a scientific management approach to managing.
Impressed by this apparently new idea, she seriously asked each of these academic colleagues
what executives would do differently if they adopted this approach.
Without exception, the replies seem to assume that the “traditional” executives were
incompetent. She discovered that utilizing the scientific approach was exactly what every good
manager had been doing for years. Whether a program involved marketing of a new product,
expansion of plant facilities, managerial appraisal, reorganization, or the many other areas in
which managers are called to take action, the scientific approach was precisely what good
managers had long been doing, and it was therefore not new to management.
1. What does it mean “to take a scientific management approach” to managing? List at
least six key concepts of the scientific management theory.
2. Identify important variables in a scientific management model of managing. Describe
the relationships among these variables.
3. How useful, do you think, the scientific management concepts are for managers?
What are its advantages and limitations?

36
Case 3: MANAGEMENT BY OBJECTIVES.
Alhaja Mailefi, the Director of Marketing for the Mark Grains Company, has just finished the
annual rounds of visits to her marketers nationwide. Among those visited in Ibadan was
Femi Abiodun, the Sales Manager. He has been with the company several years. Although
he is doing a good job in the field, he has serious shortcomings in a number of other areas.
Mailefi tried to discuss these areas with him, but to no avail; Abiodun simply would not
accept criticism and did nothing to correct his shortcomings.
Thinking of the competitiveness in the industry, Alhaja Mailefi decided to contact the
Nigerian Institute of Management to see whether or not they could suggest a method of
dealing with the challenge of Mr Femi Abiodun and other managers like him. The NIM
suggested that she tried management by objectives to stimulate the managers.
Questions
1 How desirable is management by objectives ?
2 Did the NIM give her a poor counsel ?
3 Why should Femi Abiodun accept and correct his shortcomings?
Case 4: THE BY PASSED MANAGERS

The Corporate Affairs Department of Niger Oilfields Ltd; headed by Mr Jesse Jude was the
star department in the company and a regular winner of the managing director's prize for
ethical excellence. Due to its activities, the company is positively highlighted in the press,
labour relations are good and relationships with host communities and customers are the
envy of other oil servicing companies.
Mr Jude has four managers under him and together they fashion out strategies, policies and
procedures that have been so well appreciated. But unknown to others in Niger Oilfields, three of
the managers are, according to him 'waste pipes'. Their work is below the quality expected. One of
them almost caused a riot when asked to brief labour union officials on what the company was
doing to adhere to the local content regulations of government. The second makes unbecoming
errors in his reports and briefs that are usually late. The third manager is secretly called Ali Baba by
the staff; he loves to make an extra naira from every assignment, which he does poorly, anyway. Mr
Jude relies only on Mr Essien Udeme to get things done. He has effectively cut-off, by-passed or as
the Americans would say, walked around the other three managers. Mr Jude says he is too busy to
coach and counsel the three bypassed managers and that he would not risk jeopardizing his own
career by giving them sensitive assignments.
Questions:
1. Do you agree with the by-passing strategy of Mr Jesse Jude? Give reasons for your answer.
2. How does this strategy affect Mr Udeme, the other managers and the department as
a whole?
3. What alternative strategies do you have to solve the problem of the Corporate
Affairs Department? How could it have been prevented?
4. Which of the characters in the case do you most closely resemble? How can you upgrade?

37
BIBLIOGRAPHY
1. Adeleke, A (2001): Management Concepts and Applications, Lagos Concepts

Publications
2. Drucker, P.F. (1979): Managing for Results. London, Pan Books Ltd.
3. Otokiti, S.O. (2005): Management Theory and Practice. Lagos. Pukmark

Publishers
4. Ubah, S. and Atakpu, E.: Management and Human Capital in

Nigeria, Lagos Douglas and Diana Publishing (soon to be
published)
5. Wehrich, H. and Koontz H. (1994): Management: A Global Perspective

New York. McGraw Hill Inc.
6. Yalokwu, P.O. (1999): Management Concepts and Techniques, Lagos. Peak

Publishers.

38

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NIM

NIGERIAN INSTITUTE OF MANAGEMENT

NIM VISION: To be The Source and Symbol of Management Excellence

Nigerian Institute of Management (Chartered)

VISION: To be the Source and Symbol of Management Excellence

MANAGEMENT PRINCIPLES AND PRACTICE PAGE

MANAGEMENT PRINCIPLES AND PRACTICE PAGE

Module One Concepts in Management 1

Module Two Management Theories 6

Module Three Management Models 11

Module Five Theories of Human Motivation 21

Module Seven Innovative Expatriate Strategies 31

Module Eight Cases in Management. 36

MANAGEMENT PRINCIPLES AND PRACTICE PAGE

1.2.1: What is management?

MANAGEMENT PRINCIPLES AND PRACTICE PAGE

1.3 FUNCTIONS OF MANAGERS

MANAGEMENT PRINCIPLES AND PRACTICE PAGE

1.4 MANAGEMENT ROLES

Managerial roles, according to Heinzberg, include:

Harmonizer: He takes action to deal with conflicts in the organization.

Spokesman: He transmits information about corporate plans and policies to parties

Disseminator: He also distributes relevant information to his staff to enable them

1.4.1 Some rewards of management

MANAGEMENT PRINCIPLES AND PRACTICE PAGE

Some of the requisite skills are:

MANAGEMENT PRINCIPLES AND PRACTICE PAGE

1.6 REVIEW QUESTIONS.

MANAGEMENT PRINCIPLES AND PRACTICE PAGE

At the end of the lecture students should be able to:

Human Relations, System and Behavioural approaches to management.

2.2 SCIENTIFIC MANAGEMENT THEORY

B. What is scientific management?

C. Aims and Objectives of Scientific Management:

E. Relevance to modern day management

F. Problems of Scientific Management

MANAGEMENT PRINCIPLES AND PRACTICE PAGE

2.2.1 HUMAN RELATIONS THEORY

D. Criticisms of the HR theory:

MANAGEMENT PRINCIPLES AND PRACTICE PAGE

C. The tenets of the Systems Theory

2.3 BEHAVIOURALIST – THEORY : This is an interdisciplinary theory of

The behavioural theory is thus an inter-disciplinary, value centred, formative and

MANAGEMENT PRINCIPLES AND PRACTICE PAGE

It seeks to increase interpersonal and HR skills by increasing communication, social

2.5 TUTORIAL QUESTIONS

2.6 REVIEW QUESTIONS

MANAGEMENT PRINCIPLES AND PRACTICE PAGE

3.2 EMPLOYEE PARTICIPATION MODELS

A. Different participation options

B. Importance of workers' participation.

MANAGEMENT PRINCIPLES AND PRACTICE PAGE

C. Criticisms of Participatory Models

D. Necessary conditions for effective workers' participation:

3.2.1 Management Grid Model of management.

MANAGEMENT PRINCIPLES AND PRACTICE PAGE

C. THE MANAGEMENT GRID THEORY:

The concern for production in a manager ranges from 9 (a maximum) to 1 (a minimum).