MANAGEMENT TRAINING AND DEVELOPMENT TECHNIQUES IN NIGERIA (A CASE STUDY OF FEDERAL POLYTECHNIC, OKO)
MANAGEMENT TRAINING AND DEVELOPMENT
TECHNIQUES IN NIGERIA (A CASE STUDY OF FEDERAL POLYTECHNIC, OKO)
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ABSTRACT
MANAGEMENT TRAINING AND
DEVELOPMENT TECHNIQUES HAVE BEEN FOUND TO BE AN IMPORTANT ASPECT OF PERSONAL
DEPARTMENT TODAY BECAUSE OF CHANGES IN BEHAVIOURS OF EMPLOYEE AND CHANGE IN
OFFICE PROCEDURE WHICH REQUIRED ADDITIONAL TRAINING TO IMPROVE THE SKILL AND
EFFICIENCY OF EMPLOYEE. WHEN EMPLOYEES ARE NEWLY EMPLOYED IN AN ORGANIZATION,
AN ORIENTATION TRAINING IS GIVEN TO THEM. THESE PROGRAMMES ARE DESIGNED TO FAMILIES THE NEW EMPLOYEES WITH
THEIR JOB ENVIRONMENT HENCE, THE NEED FOR TRAINING WILL FOREVER BE EMPHASIZED
IN CARRYING OUT THIS STUDY, IT IS TO BE DIVIDED IN FIVE CHAPTERS. CHAPTER ONE
DEALS WITH BACKGROUND OF STUDY, ITS STATEMENT OF PROBLEM, ITS SIGNIFICANCE OF
STUDY, PURPOSE OF STUDY AND SCOPE OF STUDY. CHAPTER THREE DEALS WITH AREA OF
STUDY, POPULATION SIZE AND SAMPLE SIZE, INSTRUMENT FOR DATA ANALYSIS, DATA
COLLECTION. CHAPTER FOUR DEALS WITH THE DATA PRESENTATION AND ANALYSIS AND
FINDING. CHAPTER FIVE DEALS WITH DISCUSSION, RECOMMENDATION, CONCLUSION,
LIMITATION, SUGGESTION OF FURTHER STUDIES.
TABLE OF CONTENT
Title page
Approval page
Dedication
Acknowledgements
Abstract
List of tables
Table of content
CHAPTER ONE
1.0 INTRODUCTION
1.1 Background
of the study
1.2 Statement
of the problems
1.3 Purpose
of the study
1.4 Significance
of the study
1.5 Research
Questions
1.6 Scope
of the study
1.7 Definition
of terms
CHAPTER TWO
Literature Review
2.0 Introduction
2.1 Origin of management training and development
techniques
2.2 Management
training and development techniques
2.3 Management
Training and Development in use in Federal Polytechnic Oko
2.4 Industrial Training for National Development
2.5 Defining Management Development
2.6 Summary of Literature Review
CHAPTER THREE
3.0 Research
Methodology
3.1 Brief Outline of the Study
3.2 Design of the Study
3.3 Area of the Study
3.4 Population of the Study
3.5 Sample of the Study
3.6 Instrument for Data Collection
3.7 Validation of the Instrument
3.8 Distribution and Retrieval of the Instrument
3.9 Method of Data Analysis.
CHAPTER FOUR
4.0 Data
Presentation
4.1 Data
Analysis
4.2 Findings
CHAPTER FIVE
5.0 Summary of Findings
5.1 Conclusion
5.2 Recommendations
5.3 Limitations of the Study
5.4 Suggestion for Further Study
References
Appendices
Questionnaire
CHAPTER ONE
INTRODUCTION
1.0 BACKGROUND OF STUDY
The
term “Management training and development technique” refer to the needs for
staff development and training in an organization. It is when individuals in
the organization grow that the organization itself grow through such steps
taken by themselves to improve their knowledge and skills.
Also
after the employee has been selected the next step naturally is his training.
All types of office jobs, even the simple ones that is dispatch of letters,
handling of telephone, etc e some training for their efficient performance.
Even old employee needs some training at various stages of their carrier. The
basic purpose for training is to direct and guide the terming of employee so
that they may perform their duties as efficiently as possible. The importance
of urgency of training arises because of rapid changes of technological milen
of industries, the growth and simplicities of present day enterprises, the
rising in educational levels, new educational processes and change in socio
system and cultural patterns.
Training
therefore refers to all the processes that lead to the development of the
personnel in an organization so that they assure a higher order of assessment
training, it is also the act of increasing the knowledge and skills of an
employee for doing a particular job. In addition, training and development are
the necessary prerequisite for an organizational development in this area such
as induction training, in house training day release of courses, specific
training of technical nature e.g a sight at work on a bottling line and general
training given to a worker in an industry.
Method
of Training
The
various methods of training includes:
INDUCTION TRAINING: This is known as orientation
training. Even new employee at any level should undergo an induction programme
which should include information on the organization, its structure products or
services, policies, information about suggestion schemes etc. The induction training
should be arranged at intervals over a period of perhaps three to six months
with the most important topics being covered in the early stage.
JOB TRAINING: This consists of a combination of
skills and knowledge needed to perform the duties of the job to the required
standard. A carefully integrated programme consisting of on the job and off the
job training is often the best approach.
ON-THE JOB TRAINING: This refers to the training
of an employee in the job he is doing or his to do, it is considered in his own
job and place where he works.
Training
on the job may be imparted by a skilled and experience workers or by a
supervisor or even by a special instruction. There are various type of on the
job training and these include the following:
i.
Understudy
system by which a trainee is taught by the man on job.
ii.
Filling –
squared method; which aims at providing experience in all the departments.
iii.
Job rotate –
by which the trainee is periodically shifting from one job to another so that
he may acquire a general background.
OFF THE JOB TRAINING: With a simple office job, on
the training can be provided to office workers. But when jobs are complicated
and call for addition to on the job training, some technical knowledge and
experience the employee may be asked to undertake off-the-job training and
these may include
a.
Vestable
Training; in which workers are trained in specific job in a special parts of
the organization where the actual looking requirement is created.
b.
Conference
Methods: This method is group centered approach by which the leaders guide the
discussion. It is used to pool ideas and information amongst employees.
c.
Case Method:
Under which trainees are placed possession of facts and are asked to draw
conclusions from them, in this way, the develop and improve power of reasoning
and analysis.
JUNIOR STAFF
Junior staff should be regarded as the raw
material of future supervisors or managers and should be given commensurate
attention. Junior staff should be taught how to do things e.g how to check a
voucher and then left to their devices. They should be encourage to extend
their leanings in order to improve in their skills.
SUPERVISORY TRAINING
A
supervisor is the one that oversees the work of others. He is in the middle
management cadra. He is responsible for employee toward better performance. A
supervisors training is important because he motivates the employees towards
better performance of work until recently office supervisor where left to
acquire these skills by experience but it can be a long process and is made
much easier by proper training.
MANAGEMENT TRAINING
Practical
training for management often consists of a definite policy where by clerks are
regularly transferred from one department to another so that a bread experience
is obtain of all sides of the organization. This is an excellent plan since it
is accepted by the workers and is definitely linked with a promotion policy.
Most
office mangers take their places in specialized positions such as company
secretaries, accountants, sales mangers, personnel managers and so on, for each
of these and for other special vocation, there are various professional
qualifications together with study for one of these qualifications. Training
for management can be divided into three main groups.
1.
Management
courses leading to diploma in management studies conducted at collages,
regional management centres, business schools and universities.
2.
Short
residential courses
3.
In–house management
development programme, advantages should be taken of the
following.
a. Institutes providing management training such as Nigeria
institute of management (NIM) the administrative staff college of Nigeria
(ASCON) centre for management development (CND) and research institute.
b. Seminars and workshops are part of the job
training.
1.1 STATEMENT OF THE PROBLEM
The
problem encountered in management training and development techniques are as
followed:
Many
a times, in respect to industrial training, huge amount of money is invested
for the training but as soon as a worker is trained there is likely to be a
highly trained staff who is occupationally more mobile.
Industrial training fund was created by the decree
NP. 47 of 1971 to help in training of personnel which is an arm of the federal
ministry of industries which is made mandatory for firms to invest in training
hatter engaged in business of bushing.
It is also true that during economic depression,
workers are retrenched all in the name of declining productivity.
Inadequate supply of rural materials and spare
parts will lessen demand for another kind of skill. The training of workers on
specific skills than general training is that, it is often very difficult to
retain workers with specific skill, the result is redundance in the period of
recession, worker on junior cadre who gain admission to a higher institution
are often advised to resign rather than take in service leave with or without
salary. Another problem is that guide often, the most promotable junior staff
may be in training and may not have advanced enough to take over when the new
opening occurs.
Therefore, a policy of promoting from within
should be modified by the words “whenever feasible”.
Promotion from within, where serving managers are
given benefits on advantages as an opening occurs. These policies has come,
limitations sometimes employees may question a promotion a promotion feeling
that the right person has not been selected to fill a position, the promotion
may be questionable and create more problems of moral which the policy is aimed
at solving, unless there is a convincing proof that one of the three employee has
cheers edge over. Others to get the promotion, the company will be advised to
recruit a manager from outside.
1.2
PURPOSE OF THE STUDY
The project study was promoted by the researchers
desire to determine and ascertain.
1.
The training
method and techniques to be adopted to improve the moral of employees and
productivity.
2.
The effects of
training and development of skills on employee in Nigeria.
3.
If training of
workers on specific skills rather than general training will make it difficult
to retain employee with specific skills during an economic depression in Nigeria.
4.
To ascertain
whether training and development of skills lead to fresh view points and ideals
on business activities in Nigeria.
1.3 SIGNIFICANCE OF THE STUDY
Training
is the organized procedure by which people acquire knowledge and skills for a
definite purpose. The aim of training is to achieve a change in the behaviour
of those trained. The importance of training therefore includes;
i.
It helps the
trained person to be more effective and efficient in his job
ii.
It reduce
learning time, the trained employee can be easily apply what he learned from
training to real job situation.
iii.
It helps to
reduce waste by minimizing mistake.
iv.
The employee
who acquire new knowledge and skill can easily secure more lucrative jobs
between working conditions.
v.
It reduces
turnover rate, absentism, accident and grievance rate. There is every tendency
that if an employee is well trained for a particular job, he may develop
special interest for the job and as well always like to go to work.
In the aspect of questionnaire distribution and
collection, the researcher faces a lot of financial problem designing a good
questionnaire. Some times it is very difficult to meet the people who will give
him the required information in their office, the case is the same when he
wants to collect the questionnaire so distributed. This posses a limitation to
the research study.
1.4 RESEARCH QUESTIONS
1. What management training and development
techniques are more appropriate or less expensive for Federal Polytechnic, Oko.
2. What approach and techniques is management
of Federal Polytechnic, Oko, adopting in their training and development of
staff?
3. Does staff training and development yield
to organizational effectiveness.
4. Does training and development end of
coaxing or persuades staff to do what the management wants?
5. Does training and development improve the
staff and management of Federal Polytechnic, Oko.
1.5 SCOPE OF
THE STUDY
The
research work was conducted and specifically carried out in federal
Polytechnic, Oko in Orumba
North L.G.A
Anambra State.
The
aim of this scope is intended to measure the level in Federal Polytechnic, Oko
in Orumba North L.G.A.
1.6 DEFINITION OF TERMS
The
concept training has been seen as part of human development which is a process
of enlarging peoples choice. In principle this choice can be change overtime or
infinity, at all level of human development we have three essential facet, the
first is for long life (health), to acquire knowledge through training and the
last one is to have access to resources for expansion.
The
concept development implies improvement, developing competence such as
technical, human, conceptual and managerial, for the growth of the
organization.
The
concept management consist of activities undertaken by one or more persons to
co-ordinate the activities of other persons to achieve results not achievable
by one person acting alone.
The
concept management training and development is an important approach
incorporated into organization with the aim to improve the staff effectiveness,
increase productivity and lessing cost of production, it continue process in
the organizational effectiveness. Organizational effectiveness is the degree in
which an organization produce it intend output. Daft in (1983) view
organizational effectiveness as the degree to which an organization realized it
goal, he went further to say that organization pursue multiple goal and such
goal must be ascertain in the face of competition and with the limited resources.
Techniques
for management training and development.
The
techniques for development are:
i.
Understudy:
This is good succession planning, which allows for smooth transition of work
when one officer leaves a schedule or organization.
ii.
Job Rotating:
This is necessary for all workers to move from one schedule to another within
the same organization to allow for competence on all sphere of work.
iii.
Self
development/self assessment: Self development means a personal desire to
improve through an individual attempt to embark on study and practical
experience. Self assessment is a personal identification of strengths,
opportunities, weakness and challenges and an attempt to improve and build on
current efforts for a more fulfilling corporate movement.
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