TEAM MANAGEMENT AS A TOOL FOR ORGANIZATIONAL PERFORMANCE IN SELECTED HIGHER INSTITUTIONS IN ENUGU STATE, NIGERIA

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ABSTRACT

The study is undertaken to unveil how team management could be used as effective tool for organizational performance in selected higher institutions in Enugu State, Nigeria. However, the specific objectives of the study were to ascertain the effect of (i) participative leadership of team management on goal attainment (ii) shared responsibility in team management on workers morale (iii) alignment of purpose on employee satisfaction (iv)communication in team management on control over organizational environment. The literature was reviewed along the line of conceptual framework, theoretical framework and empirical review. The study adopted descriptive survey design in which three (3) Institutions in Enugu State, Nigeria were studied. (vis-á-vis IMT, Enugu, Enugu State University of Science and Technology (ESUT) and Enugu State College of Education (Technical). The population of the study was 1605 and the sample size of 963 was obtained using Cochran sample size estimation formula 92005). The sampling selection was stratified sampling method; research instrument used for the study was self-developed structured questionnaire in five point Likert scale, and oral interview guide. Data collected were presented descriptively using tables, frequencies and percentages. The ability test was by Pearson Product Movement Correlation coefficient. The test of hypotheses were performed using simple regression. The major findings  of the study were that: participative leadership positively affect organizational goal attainment (r = 36.64, p < 1.96,). Shared responsibility to a large extent significantly affect workers; morale (r = 90.97, p < 1.96). There is positive effect of communication on control over organizational environment (r = 86.64, p < 1.96). The work concludes that team Management has become a veritable tool for organizations that is seeking for improvement in their current developmental status and intend to achieve leadership height in its operating environment. Further, effective and efficient team management remains a tool for establishments seeking and striving to operate in a competitive world. The study recommend that: institutions of higher learning should embrace team development by applying practical skill/strategies to maximize team performance; team work approach should be adopted by higher institutions and other organizations as an integral concept within their organizations, particularly as interventionist strategy to management of situations. Team members should be exposed to several training and development strategies necessary for effective team performance; such areas includes knowledge based competencies like cue strategy associations team mate characteristics, accurate and shared task model and task sequencing and skill based competencies- Adaptability situational awareness. Communications are decision making. Organizations should adequately motivate teams with juicy incentive and rewards to enable them operate efficiently and optimally for the achievement of organizational goals.     

TABLE OF CONTENTS

Approval                                                                                                                     i

Declaration                                                                                                                  ii

Dedication                                                                                                                  iii

Acknowledgements                                                                                                    iv

Abstract                                                                                                                      v

List of Tables                                                                                                              ix

List of Figures                                                                                                             x

CHAPTER ONE: INTRODUCTION

1.1       Background of the Study                                                                               1

1.2       Statement of the Problem                                                                     4

1.3       Objectives of the Study                                                                                  7

1.4       Research Questions                                                                                         7

1.5       Research Hypotheses                                                                                      8

  1. Significance Of The Study                                                                             8

1.7       The Scope of the Study                                                                                  8

1.8        Limitation of the Study                                                                                 9

1.9       Operational Definitions of Terms                                                      9

1.10     Brief Profile of Selected Institutions Under Studied                      10

            References                                                                                                      12

CHAPTER TWO: REVIEW OF RELATED LITERATURE

2.1        Introduction                                                                                     14

2.2       Conceptual Framework                                                                        14

2.2.1    Concept of Team                                                                                            14

2.2.2    Groups and Teams Differentiated                                                    15

2.2.3    Team Management                                                                              16

2.2.4    Features of Team Management                                                            17

2.2.5    Teamwork in Organization and Type                                          17

2.2.6    Organizational Performance                                                                20

2.2.7    Purpose of Performance Management                                              20

2.3       Theoretical Framework                                                                       21

2.3.1    Teams and Quality Management                                                   25

2.3.2    Team Building                                                                                                26

2.3.3    Strategies for Building Teams                                                           27

2.3.4    Team Development Stages                                                              28

2.3.5   Strategies for Building and Managing Teams for Optimum

Performance                                                                                                    29

2.3.6    Impact of Team Building Strategies                                               30

2.3.7    Implementation of Team Building Strategies                                33

2.3.8    The Goal of Team Building                                                            34

2.3.9    Goal Setting In Teams                                                                      35

2.3.10 Problem Solving Team Contrasted With Work Team                       36

2.4    Empirical Review                                                                                37

2.4.1. Effect of Participative Leadership on Goal Attainment                   37

2.4.2 Shared Responsibility on Workers’ Morale                                  38

2.4.3 Alignment of Purpose on Employee Satisfaction                           38

2.4.4 Communication on Control Over Organizational Environment           39

2.5    Summary of Reviewed Literature                                                   41

2.6       Gaps in the Literature on Team Management as a Tool for

            Organizational Performance                                                         41

            References                                                                                                      43

CHAPTER THREE: METHODOLOGY

3.1       Research Design                                                                       47

3.2       Sources of Data                                                                                              47

  • Primary Sources                                                                                              47
  • Secondary Sources                                                                                          47

3.3       Population of the Study                                                                      47

3.4       Sample Size Determination and Sample Technology                     48

3.5       Research Instrument                                                                   48

3.6       Validity of the Instrument                                                                    49

3.7       Reliability of the Instrument                                                                49

3.8       Model Specification                                                                           50

3.9       Method of Data Analysis                                                      51

             References                                                                                                      53

CHAPTER FOUR: DATA PRESENTATION AND ANALYSIS

4.1       Data Presentation                                                                             54

4.2       Discussion of Results Findings                                                      69

            References                                                                                                      71

CHAPTER FIVE: SUMMARY OF FINDINGS, DECISION OF RESULTS, CONCLUSION AND RECOMMENDATIONS

5.1       Summary of Findings                                                                       72

5.2       Conclusion                                                                                                      72

5.3       Recommendations                                                                               72

5.4       Contribution to Knowledge                                                              73

5.5       Suggestion for Further Research                                                        73

            Bibliography                                                                                                   74

            Appendix                                                                                                        81

Questionnaire                                                                                                  82

            Interview Schedule                                                                             85

LIST OF TABLES

Table 3.1: Population Distribution of Staff                                                  47

Table 3.2: Reliability Test                                                                           49

Table 3.3: Value                                                                                                          52

Table 4.1: Distribution of students who came out in either distinction or

upper credit and senior academic staff in ESUT (2000-2014)                       54

Table 4.2 Ordinary Least Squares (OLS) Results                               55

Table 4.3: Residuals Statisticsa                                                                     55

Table 4.4: ANOVAa                                                                                      55

Table 4.5: Model Summaryb                                                                   56

Table 4.6: Descriptive Statistics                                                                     56

Table 4.7: Distribution of students who came out in either distinction or

upper credit and senior academic staff in IMT (2000-2014)                          57

Table 4.8: Ordinary Least Squares (OLS) Results                                 48

Table 4.9: Residuals Statisticsa                                                                58

Table 4.10: ANOVAa                                                                                                 58

Table 4.11: Model Summaryb                                                                       59

Table 4.12: Descriptive Statistics                                                                  59

Table 4.13: Descriptive Statistics                                                                 60

Table 4.14: Distribution of students who came out in either distinction or

upper credit and senior academic staff in ECSET (2000-2014)                     61

Table 4.15: Ordinary Least Squares (OLS) Results                                61

Table 4.16: Residuals Statisticsa                                                                     62

Table 4.17: ANOVAa                                                                                                 62

Table 4.18: Model Summaryb                                                                    62

Table 4.19: Participative leadership affects goal attainment                          64

Table 4.20: Shared Responsibility affects workers’ morale                       64

Table 4.21: Alignment of purpose affects employee satisfaction                    65

Table 4.22: Communication affects control over organizational environment           65

LIST OF FIGURES

Fig. 2.1:    A Model of Goal Setting                                                             36

CHAPTER ONE

INTRODUCTION

1.1      Background of the Study

The human resources is unique in yet another significant way. This study is considering how effective human resources management constitutes an essential ingredient for harmonizing and seeking to match the expectations needs and objectives of the employees, with those of the organization on a continuous basis. In view of this development, organizational life requires at least some degree of co-ordination through operation of groups and team work. Teams are increasingly becoming the primary means for organizing work in contemporary organization.  Robins and Judge (2007:306) state that understanding of the nature, impact of groups and teams and their effects is vital if the manager is to influence the behavior of the people in the work situation. Therefore mangers must be aware of the impact of groups and teams and their effects on organizational performance.

Mahajam (2011:486) state that a team is a small number of people with complementary skills, who are committed to common purpose, a set of performance goal, and an approach for which they hold themselves accountable. Team building and team management is very necessary as many tasks can only be completed successfully by cooperating with others. Good communication with the team is vital to ensure common understanding; contribution of every person is valued and trusted. Besides, team members have responsibilities which include supporting, encouraging each other, demonstrating trust and respect. Teams are more successful in implementing complex plans, develop more creative solutions to difficult problems, they develop the saving approach to problem solving. This is why we have a popular saying that “two good heads are better than one”.  Nelson and Quick (2005:178) differentiates between groups and teams by stating that all work teams are groups, but not all groups are work team, Groups emphasize individual leadership, individual accountability, and individual work products. Work teams emphasize shared leadership, mutual accountability and collective work product.

Mahajam (2011:487) agrees that a group is essentially an assemblage of two or more persons who interact with one another, are psychologically aware of one another, and think of themselves as a group while a team is a group whose members influence one another toward the accomplishment of individual work whereas members of a team are collectively responsible for team work. Organizations are restructuring themselves to compete more effectively and efficiently, they have turned to teams as a better way to use employees’ talent.

Ilgen (1999:199) says that team efforts are required in many organizations (example; government agencies, aviation operations, military organizations, schools, police departments, sports institutions and hospitals) to meet their missions and goals. Boone and Kurtz (2005:349) confirms that team work is vital in business and many other areas. Teams can perform difficult and complex tasks, motivate their members effectively, and in some cases outperform individuals (Foushee 1984:162) than in the culture that is highly individualistic. Orasanu and Fisher (1997:216) agree that teams can be more productive, make better decisions than individuals. Teams can be a powerful organizational tools when organized, designed and managed correctly.(Guzzo and Dickson 1996), Ugbam,(2011:336) is of the opinion that teams emerge when a number of people have common goal and recognize that their personal success is dependent on the success of others. According to Mclntyre and Salas (1995), team work is a critical component of team performance and requires an explanation of how a team behaves. They mention fours keys behavioral characteristics that compose teamwork as follows:

TEAM MANAGEMENT AS A TOOL FOR ORGANIZATIONAL PERFORMANCE IN SELECTED HIGHER INSTITUTIONS IN ENUGU STATE, NIGERIA