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ABSTRACT

This is a research work aimed at critically and objectively examines staff training and development as important tools for achieving an organization‘s objectives with a particular reference to the banking sector in Nigeria. To achieve this, the work it’s divided into five (5) chapters. Chapter one provided a general view on the study, which include introduction the aims and objectives of the study the hypothesis among other thing. The chapter two, which is the literature review, shaded more light on the vital aspect of training and development. Textbooks were referred in other to get related information, quotations were made from these materials chapter three deals with research methodology, the method that data were collected, carefully analyzed and presentation was also made, the questionnaire were collated other administering. Finally, chapter five, which comprises summary, conclusion and recommendation, is also embedded, these the researcher believe could be of immense benefit to any organization that may wish to venture into training and development exercise.

TABLE OF CONTENTS

CHAPTER ONE

Introduction – – – – – – – – 1

1.1 Background of the Study – – – – – – 1

First Bank in Brief – – – – – – – 2
Statement of the Problems – – – – – 4
Objectives of the Study – – – – – – 4
Research hypothesis – – – – – – – 5
Significance of the study – – – – – – 6
Scope of the study – – – — – – – 7
Limitation of the Study – — – – – – 7
Definition of Key Terms – – – – – – 8

CHAPTER TWO

2.0 Literature review – – – – – – – 11

Introduction – – – – – – – – 11
Training and development: the Basic Framework – 14
Reason for Training and Development – – – 20
Identifying Training and Development Needs – – 23
Planning Training and development Processes – – 29
Evaluation of Training and Development – – – 34
Training Evaluation Method – – – – – 38

CHAPTER THREE: Research Methodology

Data Gathering Method – – – – – – 41
Primary Sources – – – – – – – 42
Secondary Sources – – – – – – – 44
Method of Data analysis – – – – – – 46
Population and sample size – – – – – 47

CHAPTER FOUR

Data Presentation, Analysis and Interpretation

4.0 Introduction – – – – – – – – 49

4.1 Hypothesis Testing – – – – – – – 57

CHAPTER FIVE: Summary, Conclusion and Recommendation

5.1 Introduction – – – – – – – – 60

Summary of Finding – – – – – – – 61
Conclusion – – – – – – – – 63
Recommendation – – – – – – – 64

Bibliography – – – – – – – – 66

CHAPTER ONE

1.0 INTRODUCTION

BACKGROUND OF THE STUDY

The human resources are the most dynamic of all the organization’s resources of all the organization’s resources. They need considerable attention from the organization’s management; if they are to realize their full potential in their work. Thus motivation, leadership, communication work restructuring, payment systems and training and development may be included in the issue which has to be faced by management today. Most of these issues will be considered in this research work, but now it is time to consider the role of training and development activities in the organization. Because of the changing nature of business environment due to modern technology, workers need to adapt themselves to this new technology so, the need for effective training and development ought to be seriously emphasized which will create an impartation of new skill, knowledge etc. that an individual worker will need in other to lead to greater productivity and higher performance, where there is training and development in an organization. It helps the organization in achieving its goal and objectives. ]

Training and development however are matters for individual organization to sort out the rest of this research look at how organizations set about meeting their training ad development needs.

FIRST BANK OF NIGERIA IN BRIEF

First bank of Nigeria Plc for over a century has distinguished itself as a leading financial institution. The bank was incorporated as a limited liability company on March 31 1894, with Head office in Liverpool by Sir Alfred Jones, a shipping magnate in it early years of operations the bank recorded an impressive growth and worked closely with the colonial government.

To justify its West Africa coverage a branch was opened in Accra, Ghana in 1876 and in free town, Sierra Leone in 1898. The second branch of the bank in Nigeria was in the old Calabar in 1900 and two years later services were extended to their Northern Nigeria. In 1957, it changed it names from Bank of British West Africa to Bank of West Africa. In 1969, the bank was incorporated locally as Standard Bank of Nigeria Limited in line with the companies decree of 1968. Changes in the bank also occurred in 1979 and 1991, to First Bank of Nigeria Limited and First Bank of Nigeria Plc, Respectively. In 1985, the bank introduced a decentralized structure with five regional administrations. To further enhance the bank’s operational efficiency, this was reconfigured into sixteen area offices in 2003. In view of the foregoing, it was therefore, a natural progression when 2001, the bank began the process of transforming its corporate identity reflects it rejuvenated focus the bank expanding skill base has been extended by a range of training provided by a range of training provide…

Teamwork and Organizational Productivity

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CHAPTER ONE

INTRODUCTION

Background of the Study

Teamwork is as old as mankind, and as such many organizations use the term ‘team’ in either one sense or the other i.e such as in the production, marketing processes, etc. Examples are management team, production team or an entire organization can be referred as a team.

Cook (1998) claimed that there is a growing consensus among scholars in the world that organizations may be getting works done through individuals, but his super achievement lies in the attainment of set goals through teams (teamwork). It is a well known fact that teamwork is not only the foundation of all successful managements, but the means of improving overall results in organizational productivity.

Wage (1997) described Teamwork as an idea of working together in a group to achieve the same goals and objectives for the good of the service users and organizations in order to deliver a good quality of service (productivity). Ruth (2007) claimed that employees teamwork is seen as constituting a larger group of people than what job position describes, the essence of teamwork is that workload is reduced and broken into pieces of work for everyone to take part. Alan (2003) defined teamwork as a grouping of professionals whose members work intensely on a specific, common goal using their positive synergy, individual and mutual accountability, and complementary skills. Employees take baby steps toward accomplishing key action items and nothing important is finished. Team work is the ability to work together towards a common vision. It is a fuel that allows common people to attain uncommon results. Collective action is widely recognized as a positive force for teamwork in any organization or institution to succeed. Teams enable individuals to empower themselves and to increase benefits from cooperative work engaged on as a group. Getting together with others also can allow individuals to better understand the importance of teamwork and how the organizations operate as well as promote the culture of teamwork success.

Davis (2007) claimed that employers always stress the need for employing those (Employees) that can be able to work with a team. And they (Employers) generally talk of teamwork when they want to emphasize the need to various talents possessed by different employees. The organizations however, coordinate the employees into different teams, such as management team, production team, etc. This is purposely to tap from the abilities of respective human resources employed by an organization.

Organization according Caroline (2008) is a social entity that is goal directed, deliberately structured activity systems with a preamble boundary.

Alan (2008) claimed that productivity is the rate at which an employer, company or country produces goods, and the amount, produced, compared with how much time, work and money is needed to produce them.

This therefore, shows that, this study will concentrate specifically on the use of the term ‘teamwork’ which involves reshaping the way work is carried out. This includes organizing employees into teams based on a distinct product, each team performing a particular task. These teams are given a high degree of responsibility and are expected to work with flexibility.

The researcher is interested on this topic in order to understand or know how much organizing employees into teams (Teamwork) has contributed to the improved productivity of Power Holding Company (PHCN Plc, Kaduna Electricity Distribution Company, Zonal Office), New Nigeria National Board for Technical Education (NBTE) Kaduna, Coca-Cola Bottling Company, Kaduna and the Nigerian Breweries Plc,Kaduna, and how it will positively contribute to the organizations.

Statement of the Problem

Every organization, either large or small, struggles to acquire productivity so as to achieve success and maintain a valuable image in this present world of organizational competitions. And it is the wish of organizations to see the input they use (resources) and the output (goods and services produced) they have at the end.

The population of workers in an organization may be very large and yet that organization achieving a very low productivity and with no improvement in their products. Could this occur as a result of absence of teamwork in such organizations. And if it is, then, there are other organizations that have teams and yet achieve little or no productivity at all. It may be as a result of the following problems:

Lack of Teamwork in the Organization: That is the failure of an organization to coordinate works into work groups in order to tap from the respective human resources the organization possesses.
Poor Leadership Styles in the Organization: It may be as a result of the leadership style of the organization possibly not favorable to teamwork.

THE EFFECT OF MATERIAL MANAGEMENT TECHNIQUE ON PRODUCTION PLANNING PROCESSES

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THE EFFECT OF MATERIAL MANAGEMENT TECHNIQUE ON PRODUCTION PLANNING PROCESSES
(A CASE STUDY OF UNITED NIGERIA TEXTILE PLC (UNT PLC), KADUNA)

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ABSTRACT

The aims and objectives of this work is to examine “The Effect of Materials Management Techniques on Production Planning Process with reference to United Nigeria Textile Plc (UNT Plc), Kaduna… Materials management is open to so many problems in industrial sector in Nigeria, especially when theory and practice are compared. Among the problems facing materials management in Nigeria, which is also peculiar to the company which the project is based on are: Multiplication of materials management principles, unprofessional/unskilled personnel, given the task of material manager. The writer looked at the opinions of different notable authors and academic writers on the topic that are related to the subject matter. It was deduced that those academic writers are of the same view as far as materials management is concerned. In this research study, I will attempt to look at the following points:

The purpose of the study, historical background, statement of the problem, limitation and scope of the study, rational for the study.
Literature review on materials management, production planning, materials control, purchasing, stock ordering and types of stock taking, benefit of stock taking.
Methodology, research methods and approach used, justification for approach used.
Presentation and analysis of data, and also test of hypothesis.
Summary of finding, conclusion and recommendations.

TABLE OF CONTENTS

CHAPTER ONE

INTRODUCTION

1.1 Background of the Study – – – – – –

1.2 Statement of the Problem – – — – – –

1.3 Objectives of the Study – – — – – –

1.4 Statement of Hypothesis – – – — – – –

1.5 Significance of the Study – – — – – –

1.6 Scope of the Study – – – – – – – –

1.7 Limitations of the Study – – – – – – –

1.8 Historical Background of UNT PLC – – – – – –

1.9 Definitions of Terms – – – — – – –

CHAPTER TWO

LITERATURE REVIEW

2.1 Definition of Materials Management — – – –

2.2 production planning –

2.3 Materials Control – – – – – – – –

2.4 Purchasing (Procurement) – – – – – –

2.4 Stock Ordering – – – – – – – – –

2.5 Types of Stocktaking – – – – – – –

2.6 Benefits of Stocktaking – – – – – – –

CHAPTER THREE

RESEARCH METHODOLOGY

3.0 Introduction – – – – – – – –

3.1 Research Design – – – – – – – –

3.2 Research Population – – – – — – –

3.3 Sample Size and Sample Technique – — – –

3.4 Methods of gathering Data – – – – – –

3.5 Justification of method used – – – — – –

3.6 Methods of Data Analysis – – – – – –

3.7 Justification of Instrument used – – – – –

CHAPTER FOUR

DATA PRESENTATION AND ANALYSIS

4.1 Data Presentation – – – – — – – –

4.2 Data Analysis – – – – – – – – –

4.3 Test of Hypothesis – – – – – – –

CHAPTER FIVE – Summary Of Findings, Conclusion & Recommendation

5.1 Summary of Findings – – – – – – –

5.2 Conclusion – – – – – – – – –

5.3 Recommendations – – – – – – – –

References – – – – – – – –

Appendix

CHAPTER ONE

INTRODUCTION

Material management is an integrated management approach to the planning, purchasing, ware housing, stock keeping allocation and movement of needed material from point of source to user department. It can also be defined as the process of management of material which involves purchasing, storage control and transportation.

Material management is a relatively new discipline. The 20^th century’s rapid growth and the significant industrial development has played a major role in the relationship and effective management of the traditional 5Ms which are: Machine, material, men, money and management.

The famous industrial revolution made material(s) the largest elements cost in any organization.

At the wake of the 20th century many firms had recognized the importance of material, and several material activities like purchasing, ware housing, stock control and distribution carried out by the organization.

By the 1950 firms have identified the need for effective coordination or integration of such material activities and material organization tools concept like those of physical distribution movement, logistic movement and material management as a means to check, co-ordinate and control the firm’s material activities.

Globally, there is no clear definition on the area of material management. According to M.A. Tokunbo (1987) defines it in the context of store and material control as compensation for the effective co-ordination of the principle element.

Identifying, classifying and coordination of stocks
Provision, inventory control and stress accounting
Store house layout and organization
In house storage handling and distribution
Presentation of materials in store.

To these, material management has the duty to apply the most suitable technique in the most effective way to ensure the minimum total cost consistent with providing the service required.

The American production and inventory control; society (APICS) defines material management technique and production as the grouping of management function related to the complete cycle of material flow from the purchase and internal control of work in the latter term, traditionally is limited to internal control of production materials.

In examining the whole definition one could easily notice that they are not quite different from one another only the way of approach and little difference in terminology. In this respect (material and resource) or material management is not only limited to buying and storing as many view it but involves also purchasing, transport and distribution planning and continuous monitoring.

POOR MANAGEMENT, A STUMBLING STONE OF CONSUMER COOPERATIVES DEVELOPMENT

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POOR MANAGEMENT, A STUMBLING STONE OF CONSUMER COOPERATIVES DEVELOPMENT

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CHAPTER ONE

1.1 Background To The Subject Matter

From the book cooperative identity (1998) “the modern cooperative movement began England during the fist part of the nineteenth century. There were many years of experimentation, and many failed attempts, before a successful cooperative was established. The turning point came in 1944 when the first successful cooperative, called the Rochdale, an industrial town close to Manchester. The society was registered under the friendly societies Act. On October 28^th 1844, but the shop did not open for business until December 21^st1944. This cooperative shop, established 155 years ago, continues to exist and proper up to the present day.”

They started with an intensive pre-member education program based on weekly discussion meetings lasting several months. During these meetings, they drafted their regulations which they later implemented with tenacity of purpose. They participated actively and democratically in the running of their society. Everyone bought shares of one pound each and bought their supplies from the shop in cash according to their rules. Their officials were honest, highly committed and fully accountable. They kept strict account of every transaction and declared their balance sheet quarterly. Their methods led them to success and they became a model for cooperatives all over the world.”

Furthermore,” their program was clear: start with a shop, using it as the foundation for further development. This idealism made them work hard, accept discipline, overcome difficulties, and eventually an internationally resounding success as the world’s first authentic cooperative shop. The Rochdale pioneers ran their shop like a serious business enterprise. Since their initial capital was small, only twenty-eight ponds, they had to manage it prudently. They stocked only goods in daily use: bread, flour, sugar, butter oatmeal, candles, etc later they added shoes, meat and cloth. They kept away from luxury goods and speculative buying.”

In this regard, the management had some significant impact to the success of the cooperatives. Management according to Akpala (1990) can be defined “as the process of combining and utilizing, or allocating an organization’s inputs (men, materials and money) by planning, organizing directing and controlling for the purpose of producing outputs (goods and services or what ever the objects are) desired by customers so that the organizational objectives are accomplished.”

While in his book Handbook for secretaries of cooperative John Okowo (1991) said “management of cooperative business, on behalf of the members, and in accordance with the decision taken at the meetings, means looking at every detail with them. Save skill and energy as private traders, to give to the business.” And Boettinger said “management is an impostion of order on chaos”. Looking at the role of management in cooperative development, therefore, this study intends to find out the possible management solutions to the dangling situation of the operation of consumer cooperative shop under study.

1.2 Historical Background To The Subject Area

The history of consumer cooperative shop, in the Department of Cooperative Economic And Management CBMS, is dated back in the month of April, 2000 AD. The shop was decided to be established to fulfill the requirement of the National Board for Technical Education (NBTE) for the recognition and accreditation of the higher National Diploma (HND), and National Diploma (ND) programs in cooperative studies, runned by the Department. Also, it is to serve as laboratory or references centre, or demonstrative shop, for students offering the courses, in Kaduna Polytechnic, Kaduna.

The none availability of essential commodities or scarcity of them needed by the staff, the cooperative consumer shop is up to provide them to its members. In this shop, commodities are sold to both the members and non-

ORGANOGRAM AS AN IMPORTANT COMMUNICATION TOOL IN BUSINESS ORGANIZATION

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ORGANOGRAM AS AN IMPORTANT COMMUNICATION TOOL IN BUSINESS ORGANIZATION

COMPLETE PROJECT MATERIAL COST 3000 NAIRA

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