THE APPLICATION OF EFFECTIVE MANAGEMENT MODELS IN SUSTAINING ORGANIZATIONAL PRODUCTIVITY (A CASE STUDY OF OKOMU OIL PALM COMPANY PLC)
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THE APPLICATION OF
EFFECTIVE MANAGEMENT MODELS IN SUSTAINING ORGANIZATIONAL PRODUCTIVITY (A CASE
STUDY OF OKOMU OIL PALM COMPANY PLC)
ABSTRACT
This project work seeks to examine the impact as well as the
application of management models in sustaining organizational productivity
using Okomu Oil Palm Company Plc as a case study. Improving productivity is
construed in this paper as putting in place the right structures that are
capable of raising output from existing resources in the organization. All over
the world, governments and businesses have been concerned about productivity
improvement in organizations for a number of reasons. The first is that
productivity is a major issue in foreign competition, and if government’s
export promotion drive is to yield the desired results, productivity in
particular must be optimized. The second reason is that the declining rate of
increase in productivity is a major cause of monetary problems and inflation,
and governments obviously should be interested in both. The issue of how best
to improve productivity had always been at the centerburner in organization
theory and practice since the onset of management learning. For decades,
management researchers have been obsessed with the kinds of structure that will
promote effective employee behaviour and subsequently increase productivity. Is
there a one best structure in organizational design in pursuit of increased
productivity? In this paper, attempt is made to review and critique a number of
the better-known approaches to early management theories that emphasized
performance improvement in the organization such as the scientific management
theory, the classical management school and the behavioural science school. The
conclusion is that there is abundant evidence that the application of these
theories to improve organizational efficiency and productivity have not yielded
the desired result because of over emphasis on technical optimization at the
exclusion of human side of the enterprise. Organizational efficiency and
effectiveness can only improve where management has given all necessary
incentives, developed the ability of workers to perform and there is already a
willingness on the part of workers to perform better.
TABLE OF CONTENTS
Cover Page
i
Title Page
ii
Certification Page
iii
Dedication
iv
Acknowledgment
v
Table of contents
vi
Abstract
x
CHAPTER ONE
INTRODUCTION
1.1 Background of
the Study
1
1.2 Statement of
Problem
3
1.3 Objectives of
the Study
4
1.4 Statement of
Hypothesis
5
1.5 Significance
of the Study
5
1.6 Scope of the
Study
6
1.7 Limitation of
the Study
6
1.8 Definition of
Terms
6
1.9 Background Of
Okomu Oil Palm Company Plc 7
CHAPTER TWO
LITERATURE REVIEW
2.1 Introduction
11
2.2 Meaning of productivity 11
2.3 Increasing productivity through the use of
scientific management model
15
2.4 Increasing productivity through the classical
organization
theory approach to
appropriate organizational structure 18
2.5 Increasing productivity through the use of behavioural
model 20
2.6 Improvement of human effectiveness at work is the
greatest opportunity for the improvement of performance and results 23
2.7 Equity theory of motivation
35
2.8 Assumptions of the equity theory 27
2.9 Adams’ equity theory 28
2.10 How to apply the Adams’ Equity Theory 28
CHAPTER THREE
RESEARCH METHODOLOGY
3.1
Introduction
31
3.2 Research Design
31
3.3 Population of
Study
32
3.4 Sample
Size/Sampling technique
32
3.5 Method of
Data Collection
32
3.6 Data Analysis
Techniques 34
3.7 Validity of
instrument
35
3.8 Reliability
of instrument
35
CHAPTER FOUR
DATA PRESENTATION, ANALYSIS AND INTERPRETATION
4.1
Introduction
37
4.2 Data
Presentation
38
4.3 Test of
hypotheses
45
CHAPTER FIVE
SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATION
5.1
Introduction
50
5.2 Summary of
Findings
50
5.3
Conclusion
52
5.4
Recommendations
53
References
55
Appendix
59
Questionnaire
60
CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND OF THE STUDY
The productivity of an organization is jointly determined by
the efficiency with which the organization utilizes several available factors
of production which invariably are scarce relative to the demand for them. As
it were therefore, one can conceive of an equilibrium condition in productivity
terms within given and stated constraints in an organization. Like the price
scenario, several factors operate to make it difficult to optimize the use of
human and other resources in the organizations such that the equilibrium
condition is not achieved easily. Ouchi (1981) clearly pointed this out when he
addressed the issue of what he labeled “the organizational dilemma” i.e. the
organization’s search for rationality (technological determinism) and the human
beings search for happiness (as in the doctrine of Hedonism).
Technology and labour are therefore the major factors/variables
in the productivity equation, with the one or the other being emphasized at
different points of the trade cycle. Like many economists would posit, during
economic recession, emphasis is usually placed on the relationship between
productivity and unemployment. According to McClelland and Winter (1969) during
periods of rising prices, interest usually shifts to the problem of rising
costs and the relationship between productivity and wages. As a result, many
early attempts at increasing productivity emphasized technical optimization (as
in scientific management) or social system optimization (as in human relations
school).
All over the world, governments and businesses have long been
very concerned about productivity improvement for a number of reasons. The
first is that productivity is a major issue in foreign competition, and if any
government’s export promotion drive is to yield the desired results, labour
productivity in particular must be optimized. The second reason is that the
declining rate of increase in productivity is a major cause of monetary
problems and inflation, and government obviously should be interested in both.
In this paper, we shall attempt a review and critique of a number of the
better-known approaches to early management theories such as the scientific
management, the classical organization, and the behavioural schools that
emphasized performance improvement in the organization with a view to charting
a new course in solving the problem of managing entrepreneurial organizations
for optimal performance in this age of increasing competition.
When Alfred Marshal (1890) showed that price is determined by
demand and supply operating, simultaneously, little did we know that the
concept can apply to productivity improvement in the organization? According to
Marshal (1890) when demand equals supply there exists an equilibrium price.
However several factors are said to act on both demand and supply in such a way
that the equilibrium price does not necessarily rein all the time demand has
equaled supply.
1.2 STATEMENT OF PROBLEM
Productivity is a major issue in foreign competition, and if
government’s export promotion drive is to yield the desired results,
productivity in particular must be optimized. The declining rate of increase in
productivity is major cause of monetary problems and inflation, and governments
obviously should be interested in both. The issue of how best to improve
productivity had always been at the center burner in organization theory and
practice since the onset of management learning. For decades, management
researchers have been obsessed with the kinds of structure that will promote
effective employee behaviour and subsequently increase productivity. Is there a
one best structure in organizational design in pursuit of increased
productivity? There is abundant evidence that the application of these theories
to improve organizational efficiency and productivity have not yielded the
desired result because of over emphasis on technical optimization at the
exclusion of human side of the enterprise.
Managers suffered frustration, because people did not always
follow predicted or expected patterns of behaviour. Thus there was increased
interest in helping managers deal more effectively with the “people side” of
their organizations.
The effective motivation of workers is a problem in most
organizations regardless of the theory applies to dealing with such motivation;
this is probably because there is no implementation of the necessary procedure
or techniques of motivation.
1.3 OBJECTIVES OF THE STUDY
1. To examine the
impact of the application of management models on organizational productivity
2. To examine the
relationship between management models and organizational productivity.
3. To investigate
the issues in the application of management models in sustaining organizational
productivity.
4. To examine the
process of application of management models in the organization under study.
5. To investigate
how to improve productivity through the application of management models in
organizations.
1.4 RESEARCH QUESTIONS
1. Are there
positive impacts of the application of management models on organizational
productivity?
2. What are the
relationship between management models and organizational productivity?
3. What are the
issues in the application of management models in sustaining organizational
productivity?
4. What are the
processes of application of management models in the organization under study?
5. What are the
best methods of applying management models in sustaining organizations
productivity?
1.5 RESEARCH
HYPOTHESES
The following research hypotheses formulated will be
empirically tested and result gotten will serve as a spring hoard for
recommendations.
HYPOTHESIS I
Ho: The application of effective management models has no
positive impact on
organizational productivity.
Hi: The application of management models has positive impacts
on organizational productivity.
HYPOTHESIS II
Ho: There is no significant relationship between management
models and organizational productivity.
Hi: There is a significant relationship between management
models and organizational productivity.
1.5 SIGNIFICANCE OF THE STUDY
At the end of this study, most organizations will understand
that basic principles and process of application of management models and how
it affect productivity and performance in organization. It will also serve as a
guide for further researches.
1.6 SCOPE OF THE STUDY
The research is mainly based on the application of management
models and how it affects organizational performance and productivity. This is
done using Okomu Oil Palm Company Plc as a case study. This means that the area
in which data were collected for the study is limited to Okomu Oil Palm Company
Plc.
1.7 LIMITATION OF THE STUDY
One of the major problems encountered by the researcher is
the insufficient time to embark on a more elaborate research on the topic.
Another problem is the monetary problem. There was no sufficient money to make
the purchasing of all necessary materials for the research work. There was also
the problem of meeting some personalities to get information from them. Because
of that, the researcher found it difficult to collect all the necessary
information. However, the researcher made do with the resources available for
her research work.
1.8 DEFINITION OF TERMS
i.
Management Model: A Management Model is simply the set of choices made
by executives about how the work of management gets done - about how they
define objectives, motivate effort, coordinate activities, and allocate
resources.
ii. Productivity: Productivity is an
average measure of the efficiency of production. It can be expressed as the
ratio of output to inputs used in the production process, i.e. output per unit
of input. When all outputs and inputs are included in the productivity measure
it is called total productivity. Outputs and inputs are defined in the total
productivity measure as their economic values. Productivity measures that use
one or more inputs or factors, but not all factors, are called partial productivities.
iii.
Organizational Productivity: The capacity of an organization,
institution, or business to produce desired results with a minimum expenditure
of energy, time, money, personnel, materiel, etc.
1.9 BACKGROUND OF OKOMU OIL PALM COMPANY PLC
The Okomu Oil Palm Company Plc is a manufacturing company
that is located at Okomu Oil Palm Estate, Okomu-Udo, Ovia South-West L.G.A.,
Benin City, Edo State, Nigeria.
The Okomu Oil Palm Company Plc engages in the development and
management of oil palm and rubber plantations, as well as processing of palm
oil, kernel, and rubber in Nigeria. It offers palm oil, palm kernel oil, palm
kernel cake, banga and rubber cup lumps, and rubber slabs. The company sells
its products directly to individual customers and industrial users.
The Okomu Oil Palm Company was established in 1976 as a
Federal Government pilot project aimed at rehabilitating oil palm production in
Nigeria. At inception, the pilot project covered a surveyed area of 15,580
hectares out of which 12,500 hectares could be planted with oil palm. It was
incorporated on December 3, 1979 as a limited liability company.
By December 31, 1989, 5,055 hectares of the estate had been
planted. The company also began infrastructural developments on the estate at
that period. The facilities included office blocks, workshops/stores, staff
quarters, a petrol station, a powerhouse and a primary school for children of
the company's staff members.
In 1990, the Technical Committee on Privatization and
Commercialization (TCPC) privatized The Okomu Oil Palm Company on behalf of the
Federal Government of Nigeria. It has since grown to become Nigeria's leading
oil palm company with 8,800 Ha of mature palm, a young extension of 4,000 Ha of
rubber, and a palm oil mill of 30 tons per hour capacity.
The privatization of the Okomu Oil Palm Company Plc has been
a great success and a huge encouragement for the Nigerian agricultural sector
for the future, with profound positive consequences of stable socio-economical
growth for the region where it is implanted. The success of the company was
further demonstrated by the strong increase of its net income which allowed
doubling of its dividend.
This company has consistently posted profits in the last 10
years, a period during which most other agricultural initiatives in the country
had either folded up or were performing sub-optimally.
What is most inspiring is not just the growth and
profitability of the company but the fact that The Okomu Oil Palm Company Plc
is ranked 10th among listed companies with the largest turnovers quoted on the
Nigerian Stock Exchange (NSE). It is the only agric-business in the NSE's top
16 companies with the largest turnovers. According to the June - July issue of
the Bottomline magazine, The Okomu Oil Palm Company Plc is
the ninth company with the highest profits before tax among companies quoted on
the NSE, and the only agro-business on the Exchange's top 16.
Today, what is now known as The Okomu Oil Palm Company Plc
has transformed into an economic success, earning presidential commendation and
recording over 300 percent rise in profit after- tax (PAT) from the preceding
year.
The excellent quality of oil produced by Okomu guarantees
good selling price on the local market, which absorbs the whole production.
Just as its expanding in size, its corporate environment is
also expanding. Currently, the company employs over 800 permanent and several
independent sub-contractors. All these have added up to place it on top in the
growing oil palm business and to position it as an emerging leader in rubber
production.
With all these facts. The Okomu Oil Palm Company Plc has
lived true to its slogan: "With nothing we can do nothing, but with
little, we can achieve plenty".
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