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MANAGING PEOPLE AND TEAM FOR ORGANIZATIONAL GROWTH A STUDY OF MB-ANAMMCO LTD

CHAPTER ONE
 INTRODUCTION 
1.1 BACKGROUND OF THE STUDY
 The most valuable asset any organization has today is not its facilities. It’s not the inventory in the warehouse or on production line. It’s not healthy bottom line the company achieved last year. It’s people it’s especially true in the communications and public relations arena where quality and quantity are in such short supply. It’s an asset that is difficult to find, difficult to retain and difficult to manage. But if you manage the assets properly it can produce exceptional results for your company and for you. According Mc Murry, 1953: 16-11 “Only when business management has a realistic understanding of human attitude and reaction can it formulate appropriate polices and the procedure of their implementation which reduces natural human resistance and evoke potential positive response. Management is the process of working with and through people to get organizational job done. It referees to the series of systematic sequential overlapping and interdependent steps by which the goals of an organization are attained. People here refers to the human intellect and physical energies employed in purposeful enterprise. Some simple guidelines are followed to manage people more effectively, more easily and with better like; The degree of success of an organization and the difference between similar organization is often due to the way the people involved in the business are managed. From them the business gets the ideas, attitude, innovativeness, entrepreneurialism and flexibility that is necessary for an organization to move forward and properly counter risk. Yet the major focus on many properties is one close management of the technical and financial aspects of the business, while little thoughts is given to making the best use of the people available to the business. The resilience of an organization can be remarkable when the people and employees within the organization are united. One of the most difficult thing many organization have to get their minds around is the need to invest in people. People’s management is not just about having the people with the right skills, training and opportunity. If not properly managed people in the business can use these attitude to actually inhibit or sabotage the achievement of the business goals. A team is a group of people working together towards achieving a common goal. Managing people and team in an organization simply put as the management of human resources in an organization for optimal utilization and attainment of objectives Banjoko (1996). This human management takes place within the framework of an organization in a purposeful constrict, deliberately designed to achieve certain goals. According to Akpala (1990:4) an organization is a combination of people or individuals working together in pursuit of certain purpose called organizational objectives. Management however is intangible and as a result, it is difficult to point to any one individual or physical object in an organization as management. Individuals work in order to help accomplish the objectives of an organization, these individuals also wish to accomplish their own goals through the organization. To achieve these goals, there is the need to combine the three main resources of men, materials and money are coordinated for specific purposes in the process known as management. With different resources and different ways of combining and utilizing them, management can be said to be an all embracing process subsuming a number of sub processes. Thus one can think of sub process of managing materials and the sub process of managing men (people) which is typically management of people and Team. Some authors use the term managing people and team and personnel management interchangeably while some view people’s management or human resource management as being some what different from the traditional personnel management on the grounds that personnel management appears to be more clerically oriented and narrower in scope than human management. Personnel management is defined by fillipo as the planning, organizing, directing and controlling of the procurement, development, compensation, integration and maintenance of people for the purpose of contributing to organizational goals. Human resource management according to Fisher et al (1990: p6) involves all management decisions and practices that directly affects or influence the people who work for the organization. According to Ikeagwu(1999) the two terms are synonymous but personnel management is older and more an established name while the other is more up to date title for the field. Some distinct features of human resources management include that while personnel management is work force oriented, which deals with every problem exclusively and emphasizes on employees welfare; managing people and Team is management oriented, emphasizes research and analysis, looks at the whole thing globally, goes into detail to get the root cause of the problem, aims at obtaining and retaining people for maximum performance by ensuring that the right person is selected for the job by using the right method of recruitment and selection. There is a growing awareness by managers and personnel specialists that the organization is on organic entity and that all its parts are so interdependent that a change cannot be introduced in one without affecting the total. In tracing the historical antecedents of human resource mode, Ikeagwu (1999:p75) stated that the theory x of Douglas McGregor preceded the human resources models. Theory x which implies an autocratic approach to management was widely accepted; and with few exceptions, universally practiced before the human relations movement. The human relations movement slowly began to undermine the assumptions of theory x and by 1940s and 1950s, many practitioners thinking about the management of people are human relations theory and research. This thinking is summarized in McGregor’s Theory Y. Theory Y implies humanistic and supportive approach to managing people while theory X approach preceded the human relations theory and practice of management, theory Y marks the point of departure for the human resources management model. Ikeagwu (1999:p76) stressed that the basic assumption of the human resource approach are similar to those of theory Y but that it goes beyond theory Y by stating what the actual implementation for the practice of management and the expectation of managers and workers will be. These policies are: 1. The managers basic task is to make use of untapped human resources 2. He must create an environment in which all members may contribute to the limit of their ability 3. He must encourage full participation on important matters and continually broadening subordinates self direction and control. It is expected that these policies will yield some results such as: a. Expanding subordinates influence, self direction and self control which will lead to direct improvement in operating efficiency b. Work Satisfaction may improve as a by-product of Subordinates Making use of their resources. In Summary, the manager in human resources models goes beyond human relations approach by having real understanding of the complexities of human motivation, proper, understanding of learning theories and behaviour modification, psychological process and personality theory, proper understanding of dynamics of individual different, group dynamics and other Social considerations.

Project detailsContents
 
Number of Pages106 pages
Chapter one Introduction
Chapter two Literature review
Chapter three  methodology
Chapter  four  Data analysis
Chapter  five Summary,discussion & recommendations
ReferenceReference
QuestionnaireQuestionnaire
AppendixAppendix
Chapter summary1 to 5 chapters
Available documentPDF and MS-word format


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