THE FACTORS THAT MILITATE AGAINST EFFECTIVE ADMINISTRATION OF SOME SELECTED SECONDARY SCHOOL IN ENUGU URBAN
ABSTRACT
Ineffective management of government owned companies are gradually becoming alarming in Nigeria. These government owned companies has continued to witness increased low productivity and other vices that are immoral to the growth of our economy while government at all levels are busy working out strategies to check this ugly situations, the problems has continued unabated.
So, this study has looked at the problems of effective management in government owned companies using Nigeria Coal Corporation, Enugu as the case study.
This project looked into ways of preventing or reducing the incidence of poor management of government owned companies in examining the problems, the researcher used both primary and secondary data. The primary sources of data includes – the use of questionnaire and oral interview while the secondary sources of data includes – textbooks, articles, magazines and other relevant write ups in various journals.
CHAPTER ONE
INTRODUCTION
1.1Â Â Â Â Â Â BACKGROUND OF THE STUDY
The term effective management refers to the need for an organization to achieve its desired goals through prudent management of resources at its disposal.
What is management? The analysis of management knowledge is facilitated by a useful and clear organization of that knowledge. Management knowledge is organized around the basic functions of managers, thus, planning, organizing, staff, leading and controlling.
Some scholars look at management as a total and universal activity separation from the managerial activities of a business or government agency while others look at management from operational point of view.
Managing is essential in all organized co-operation as well as at all levels of organization in an enterprise. It is the functions not only of the corporation managing director and the army general but also of the shop supervisor and the company commander.
One will find no basic distribution between managers and executives, administrators or supervisors to be sure a given situation may differ considerably between various levels in our organization or various types of enterprise, the scope of authority held may vary, the types of problems dealt with may be considerably different and a person in a managerial role may also be salesman, engineer or financial. But the fact remains that as managers, all who obtain results by establishing an environment for effective group endeavour undertake the same functions.
Even so, those in managerial role seldom devote all their time and talents to managing and the organization roles which individuals fill almost invariably involve unmanagerial duties one has only to look at the duties and performances associated with, perhaps the most complex managerial role in our society that is, that of the president of Nigeria to realize that much of his work is non-managerial even in business corporations, company managing directors found themselves doing a considerable amount of non-managerial jobs. And as one goes down the organization ladder, the number of non-managerial duties tend to increase. Nevertheless, this fact of life should not detract in any way from the key significance of managing.
The goal of all managers, non-business executives sometimes say that, top business managers have it easy, that is, that profit is their goal. Profit is only a measure of the surplus of business income over cost. It was pointed out earlier that, in a very real sense, the goal of all managers must be surpluses. Their task is to establish the environment for group effort in such a way that individuals will contribute to group objectives with the least amount of such inputs as money, time, effort, discomfort and materials. By the very definitions of the task, this becomes the goal of managers but if they were ever to know whether the efforts of those for whom they are responsible are effective and efficient, whether they attaining goals with least cost they obviously must know what group goals are. Not only must these goals be known to managers and preferably to all those for whom they are responsible, but they should also be known in a clear way otherwise, managers can never measure either their own effectiveness and efficiency or the effectiveness and efficiency of their group.
