TECHNIQUES FOR ASSESSING THE DURABILITY OF SMALL SCALE BUSINESS OPPORTUNITIES

 

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TABLE OF CONTENT

Chapter One

1.0     Introduction: Background of the Essay                                   1

1.1     Background of the Essay

1.2     Objective of the Essay

1.3     Scope of the Essay

1.4     Limitations of the Essay

Chapter Two

• Literature Review

2.1     Meanings of Investment Appraisal

2.2     Methods of Investment Appraisal

2.3     Meaning of Small Business

2.4     Types of Small Business Concern

2.5     Small Business Concepts in Nigeria

2.6     The Importance of Investment Appraisal by Small Business

Concern in Nigeria

Chapter Three

3.0     Summary, Conclusion and Recommendations

3.1     Introduction

3.2     Summary

3.3     Conclusion

3.4     Recommendations

References                                                                                        

 

CHAPTER ONE

1.0     INTRODUCTION: BACKGROUND OF THE ESSAY

Probably amongst the most crucial decision facing management today are those concerned with capital investment. Typical of these decisions are those related to expansion through adding of new product lines, factory extension for extension in new sales entries. The significance of a decision of this nature is obvious since based on the decision made, the firm will find itself, committed to a pattern of activity and expenditure that will continue for some time into the future due to huge capital outlay involved.

 

Uncertainty with respect to the future is considered in any investments decision but the further into the future its efforts are projected, the greater the degree of that uncertainty.

 

Management appraisal involves the generations of investment proposals, the estimate of cash flow for the proposal, the evaluation of cash flow, the selection of project based upon an acceptance criteria and the continuance re-evaluation of investment project after their acceptance (Home et al 1983).

 

How high a proposal must go before it is finally approve depends upon how large the capital outlay is the greater the capital outlay, the greater the number of evaluations that may be the required. The object of any system of project evaluation is to be able to compare the profitability of a series of funds usage. Each project will require the use of volume of the firms fund for varying periods and will also provide for the returns of those funds together with an element of profit. The appraisal system should be able to take both of these factors and by comparing them, calculate a comparable rate of return.

 

This will enable investment projects to be measured against two criteria.

1. To ensure that only those projects that give the highest rate of return are selected.
2. To ensure that investments are not made in projects that will give a rate of return less than the cost of capital employed in the business.

 

It is in this regard that this essay seeks to analyze the role of investment appraisal of small business in Nigeria. This essay will also seek to evaluate and carryout an investment appraisal of small business in Nigeria.

 

 

 

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THE APPLICATION OF PRODUCTION SKILLS IN THE MANAGEMENT OF BUSINESS ORGANIZATION TO GAIN COMPETITIVE ADVANTAGE
(A CASE STUDY OF P.P.M.C KADUNA)

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ABSTRACT

Production skills is a basic element in maintaining the production capacity of an organization is an important function in any production organization. The reprocess of any organization is made up of both it’s human and material assets, which are the source of generating revenue and growth. A great deal of production skills, is required to harness both the human, machine, materials, money, and assets of a production firm, and stay on top of the business, been a competitive market. Where there are various competitors in the market, the production manager should posses production skills to enable him outsmart other competitors in the market where materials, plants, and machineries are ignored, neglected, they are bound to loose values, and in some cases it lead to high staff turnover and eventually lost of product quality. Lost of sales, lack of workers safety, and at times can even lead to the winding up of such firms, without production skills. Emphasis will be on how these skills can sustain and develop more features to remain on top, or gain competitive advantage. It is also be noted that lack of skills, can make an industry run into a great downfall to an extent of winding up. This research work will be important to coach and train workers for them to become skilled and enable them to be the best in other to be at advantage over their competitors.

 

 

 

 

 

TABLE OF CONTENTS

CHAPTER ONE

1.1     Background of the study –         –         –         –         –         –         1

1.2     Statement of the problem –         –         –         –         –         –         4

1.3     Objectives of the study    –         –         –         –         –         –         8

1.4     Statement of Hypothesis  –         –         –         –         –         –         9

1.5     Significance of the Study           –         –         –         –         –         9

1.6     Scope of the study –         –         –         –         –         –         –         10

1.7     Limitation of the Study    –         –         –         –         –         –         10

1.8     Historical background Case Study –               –         –         –         11

1.9     Definition of the terms     –         –         –         –         –         –         14

 

CHAPTER TWO

Literature Review

2.1     Introduction           –         –         –         –         –         –         –         17

2.2     Training in PPMC  –         –         –         –         –        –         –         21

23. PPMC work force –         –         –         –         –         –         –         22

2.4     Approach to further skill acquisition    –         –         –         –         23

2.5     Service delivery in PPMC          –         —       –         –         –         26

2.6       Management training with PPMC     –           –           –           –           –           26

2.7       Advantage of skill acquisition           –           –           –           –           –           27

2.8       Management Efficiency-       –           –           –           –           –           –           28

CHAPTER THREE

Research Methodology

3.1       Research Design         –           –           –           –           –           –           –           30

3.2       Research Population   –           –           –           –           –           –           –           30

3.3       Sample size and Sample Techniques –           –           –           –           –           31

3.4       Method of gathering Data      –           –           –           –           –           –           33

3.5       Justification of the method used                    –           –           –           –           34

3.6       Method of data Analysis        –           –           –           –           –           –           35

3.7       Justification of the instruments used.            –           –           –           –           –           35

CHAPTER FOUR

Data presentation and analysis

4.1     Introduction  –         –         –         –         –         –         –         –         37

4.2     Presentation of analysis of Data-  –         –         –         –         –         37

4.3     Test of Hypothesis   –       –         –         –         –         –         –         47

CHAPTER FIVE

Summary of findings, conclusion and recommendations

5.1     Introduction  –         –         –         –         –         –         –         –         50

5.2     Summary of research findings      –         –         –         –         –         50

5.3     Conclusion    –         –         –         –         –         –         –         –         52

5.4     Recommendation –  –         –         –         –         –         –         –         53

Bibliography –            –           –           –           –           –           –           –           –           55

Appendix      –         –         –         –         –         –         –         –         57

 

CHAPTER ONE

INTRODUCTION

• BACKGROUND OF THE STUDY

Production skills (defined)

Industries and business organization be it private or public, have one thing in common, the human workforce, this could confidently be said, that organization, will not exist without its human resources, since a business organization cannot even start without a workforce, and effective and efficient skills, will gear the ability of the organization to stand out among its competitors.

 

Production control is defined by Burbidge (1992). In his book the principles of production control, “Is the function of management which plans, directs and controls the material supply and processing activities of an enterprise, so that the specified products are produced. By specific methods to meet an approved sales programme. These activities being carried out in such a manner that the labour, plant and capital available are used to the best advantage.

Poter (2006). In his book, effective entrepreneurship, he is of the view that companies can choose between three general strategy to build competitive advantage a differentiation strategy, a low-cost strategy and third approach, frequency used by entrepreneurs in focus, or ninche strategy. A firm that uses a differentiation strategy competes on the basis of its ability to do things differently than its major competitors do.

 

Beal, Reginald (2000). In his journal competing environmental scanning competitive strategy and organizational performance in small manufacturing firms is of the view that pursuit of an effective entrepreneurial strategy is mainly through advantages, has been mapped through the collection and analysis of information from existing and potential customers.

Boxalla (1996) Boxall 1996 defines strategy as a firm’s frame work of critical ends and means. This definition helps to make the point clear, that means do not flow unproblematically from ends. Rather the historically developed means to shape what ends are conceivable and possible.

Mitchell Porter (1984), Competitive advantage is a very basic word, a position a firm occupies against its competitors. The three methods of creating a sustainable competitive advantage are through: cost leadership, differentiation and focus.

 

Iornum (2005). In his book introduction to material management defines material management as practical in business today, as “ A confederacy of traditional materials, activities bound by a common idea; the idea of an integrated management approach to planning, conversion flow and distribution of production materials from the raw materials state to the finished product state. Managers or individual should understand that core competencies include the particular set of skills and resources firm posses as well as the way those resources are used to produce outcome.

 

Usage of these resources depends on the skills and ability of the human work force in the organization. Therefore the need for effective and skilled labour is required to stage ahead in competing with other competitors. The creation of knowledge is a dynamic and continues process.

 

 

• STATEMENT OF THE PROBLEM

In the past years, various issues to the effective management of industries and business organizations to gain competitive advantage over others have been noticed and highlighted as follows:

Unskilled Labour:

Unskilled labour has been the major…

 

 

 

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THE ASSESSMENT OF HUMAN RESOURCE DEVELOPMENT IN ENHANCING ORGANIZATIONAL PRODUCTIVITY IN KADUNA REFINERY AND PETROLEUM COMPANY

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CHAPTER ONE

1.0 BACKGROUND OF THE STUDY

In today’s dynamic environment achieving high level of operational performance have became the main concern of management. However, the realization of this to a great extent depends on the quality of an organization workforce, “the Human side of enterprise as their orientation come to be know, influenced various research efforts that contributed to this growth of human resources development. From the humble beginning, the management of people have growth and gradually people have come to be identified as the most important asset in very organization, thus the success of any organization is generally said to be a function of good people” (Udeze 2000).

 

Likert (1967) underscored the importance of human resources, when stated that “All the activities of any enterprise are initiated by the persons who make up that institution, offices, computers, automated equipment an everything else that a modern firm uses are unproductive except for human effort being the central and most important task because everything else depends on it”.
Iyanda (1995) stated that “management of human resources is the most undoubting of all managements responsibilities and the most popular subject of re search and experiment. He further stated that the reason for the interest is for the fact that human resources is the most important resource, having unlimited capacity for creativity, resource fullness and productivity. The ability to access and activate these potentials holds exciting promise for organizations and humanity interms of higher productivity profit”.

 

It has so far been seen that there is no perfect substitute for human resources in today’s organization management it defined as the art of getting things done through people. Human resources cannot be discussed without clarifying on the meaning of organization.

 

Flippo and Musinger (1978) looked at organization as “a socio technical device, which enable the accomplished by a single individual” whether it is a simple or large organization like Kaduna refinery and petrochemical corporation, one important feature is common to all and which is the fact that the all require human direction in the form of management.

Management of human resources in an organization in collaboration with other resources makes a business run effectively and enables maximum productivity. Neglecting them is equivalent to experiencing failure in an organization; in other words people are seen to be the key element in the organization.

Thus, human resources holds the key to the survival of any organization with emphasis to KRPC.

 

 

HISTORICAL BACKGROUND OF THE STUDY

The Kaduna refinery and petrochemical company (KRPC) was commission in 1980, its initial capacity was 100,000 barrels per stream day (BPDS). It was now incorporated as a wholly owned limited liability company of Nigeria National petroleum corporation (NNPC) on the 3rd November 1988. It is the third refinery in the country, established to cope with the growing demand for petroleum products especially in the Northern part of the country. The refinery was designed to process both Nigerian and imported crude oil into fuel section of the refinery was successfully debottle-necked from 50,000 BPSD to 60,000 BPSD bringing the total refined instaled capacity to 110,000 BPSD. In March 1988, the 30,000 MT per annum, linear Alkaline benzene (LAB) petroleum plant as commissioned. The petrochemical plant being a down stream plant of the refinery derives its entire raw materials including utility supplies from the refinery in an attempt at commercialization of NNPC in the same year (1988), it became the necessary to merge the two plants (refinery and the petrochemical plants) to firm a single subsidiary company of the NNPC known as the Kaduna refinery and petrochemical company limited (KRPC) as it is to day.

 

It occupies area equipment approximately 1.87cm square made up of two main divisions namely, operations and services, each headed by executive Directors who report to the managing director. However, there are departments that report directly to the managing director and are regarded as the Managing Directors division. Managers heading the departments report to their executive directors.
The refinery primary products the following petroleum product:
i. PMS – I
ii. LPG – Liquid petroleum gas
iii. DPK – Kerosene
iv. AGO – Diesel
v. BASE Oils
vi. LAB – Linear Alkaline benzene products for manufacturing of liquid detergents and pharmaceuticals.

This company was designed with the objectives of optimizing the capacities of existing plants, reduce the operating cost of the plants, develop new products from existing plants and facilities for use in down stream industries and external services to their refineries in West Africa.

 

 

1.2 STATEMENT OF THE PROBLEMS
An organization like Kaduna refinery and petrochemical company will be faced with one problem or the other because it is composed of two or more people with various conflicting objectives which must reasonably be satisfied.
The neglect of human resources has resulted in the low morale of employee and also in the problem of low productivity and increase in organization conflict.

In the past, human resources were not given due attention they deserve by the management: they were treated with les importance when..

 

 

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THE EFFECT OF HUMAN RESOURCE DEVELOPMENT ON EMPLOYEE PRODUCTIVITY IN SEVEN-UP BOTTLING COMPANY KADUNA

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TABLE OF CONTENT

CHAPTER ONE                      

1.0    Introduction      –       –       –       –       –       –       –       –       1

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

1.2    Statement of the Problem  –       –       –       –       –       –       4

1.3    Objective of the Study        –       –       –       –       –       –       5

1.4    Statement of Hypothesis    –       –       –       –       –       –       6

1.5    Significance of the Study   –       –       —      –       –       –       7

1.6    Scope of the Study    –       –       –       –       –       –       –       8

1.7    Limitation of the Study      –       –       –       –       –       –       8

1.8    Historical Background of Seven-Up Bottling

Company Kaduna      –       –       –       –       –       –       –       10

1.9    Definition of Terms.   –       –       –       –       –       –       –       13

 

 

CHAPTER TWO

2.0    Literature Review      –       –       –       –       –       –       –       16

2.1    Concept of Human Resource Development –       –       16

2.2    Significance of Human Resource Development   –       –       22

2.3    Aims of Human Resource Planning    –       –       –       –       24

2.4    The Relationship Between Human Resource

Development and Business Planning –       –       –       –       25

2.5    Method and Techniques of Human Resource

Development     –       –       –       –       –       –       –       –       28

2.6    Five Major Transition that will effect Training

and Human Resources Development  –       –       –       –       34

2.7    The Impact of Human Resource Development and

Productivity in and profit maximizing business

Organization     –       –       –       –       –       –       –       –       35

2.8    Training in the context of high performance work

Organization     –       –       –       –       –       –       –       –       37

2.9    The Role of training in High performance work

organization      –       –       –       –       –       –       –       –       38

2.10  Training as a component of performance

Improvement    –       –       –       –       –       –       –       –       42

 

CHAPTER THREE

3.0    Research Methodology       –       –       –       –       –       –       49

3.1    Research Design        –       –       –       –       –       –       –       49

3.2    Research Population –       –       –       –       –       –       50

3.3    Sampling size and Sampling Techniques    –       –       –       50

3.4    Method of Gathering Data  –       –       –       –       –       –       51

3.5    Justification of Methods Used    –       –       –       –       –       51

3.6    Method of Data Analysis    –       –       –       –       –       –       52

3.7    Justification of Instrument Used        –       –       –       –       53

Reference

 

 

 

 

 

 

 

 

 

CHAPTER ONE

INTRODUCTION

1.1    Background of the Study

Human Resource Development (HRM) as a theory is a framework for the expansion of human capital within an organization through the development of both the organization and the individual to achieve performance improvement. Many employees have failed in organizations because their need for training and development was not identified and provided as an indispensable part of management function. Human Resource Development deal with the activities undertaken to expose an employee to perform additional duties and assume positions of importance in the organizational hierarchy.

 

Nwachuku C.C (2007) Human Resource Development refers to any actions which is deliberately aimed at improving once skills, knowledge, habit or attitude in the performance of a given task, either in the present or in the future. It is the creation of an environment where people or employees may require or learn specific job related behaviours, knowledge, skills, ability and attitude.

 

Human resource productivity is a function of ability, will and situational factors. An organization may have employees of ability and determination with appropriate equipment and managerial support yet productivity falls below expected standards. The missing factors in any cases are the lack of adequate skills and knowledge which are acquired through training and development. An untrained worker (employee) is like a dangerous animal-once an employee has received adequate training, he is in a more confident position to contribute effectively towards the realization of organizational goals.

 

Training and development is capable of making important contribution to the goals an enterprise or Business organization. Training can therefore describe not as an end in itself but as a continuous activity and an integral part of a business system.

The management activity of preparing employees for future job (task) responsibilities is known as management development wealth and Davis (1982) mentioned that “the distinction between training and development is of intend. Training prepares employees to do their present job while development prepares for the future job. Both training and development teach employees needed skills, knowledge or attitude”.

 

Regardless of its purpose, management development must be dynamic in nature but must adopt the approach that promises best produce the desired change. Each manager in an organization is responsible for fostering the development of his subordinates. This responsibility includes establishing training programmes and measurement of training result. Development of the executive is the development of the organization grow and development for high-profit.

 

 

 

 

 

 

1.2    Statement of the Problems

The challenge in management industry or business organization has posed a treat on the realization and achievement of its set development and achievement of its set objectives this as resulted to fundamental issues of inadequate and improper acquisition, utilization and maintenance of its human resources.

 

 

 

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THE EFFECT OF HUMAN RELATIONS ON THE PERFORMANCE OF A SECRETARY IN AN ORGANIZATION
(Survey Study of Selected Organization in Kaduna Metropolis)

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ABSTRACT

This study was conducted to ascertain the effect human relations on the performance of a secretary in an organization, Research have shown that the position of a secretary and human relations in an organization and the fact that most secretaries failed to exhibit good human relations between their colleagues and the general public which may negatively influence the organization in achieving their objective and goals. The objective of this research is to find out the effect of human relation on the performance of a secretary in an organization, to be able to consider the effect of human relations on the performance of a secretary in an organization, questionnaire and interview method was employed as a source of data collection. Data were analyzed by the mean values of the respondents based on the cut off point from the value allocated to the 4 point scale, which the findings revealed that the secretary’s work is based on human relations to a very large extent since almost every task he/she perform involves other people in some stage, that is, the boss, subordinates and his colleagues in the organization, it was recommended that secretaries should have a good background of secretarial studies and basic principles of human relations while in school, and also secretaries should be inquisitive to lean a new task and should be communicating with other professionals in the field of study.

TABLE OF CONTENTS

CHAPTER ONE

	Introduction
1.0	Background of the Study
1.1	Statement of the Problems
1.2	Purpose of the Study
1.3	Research Questions
1.4	Significance of the Study
1.5	Limitation of the Study
1.6	Scope of the Study
1.7	Definition of Terms
	CHAPTER TWO
	Literature Review
2.0	Introduction
2.1	What is a Human Relations
2.1.1	The Importance of Human Relations
2.1.2	Relationship at Work
2.1.3	Nature of Human Relationship
2.1.4	Scope of Human Relationship
2.1.5	Personnel Relationship
2.1.6	Human Relations Movement
2.1.7	Human Relations as Field of Study
2.1.8	Understanding Human Behaviour
2.1.9	Types of relationship
2.2	Techniques for Handling Difficult People
2.3	The Secretary and Human Relations
2.4	Who is a Secretary
2.4.1	Duties of a Secretary
2.4.2	Quality of a Secretary
2.5	Personal quality
2.5.1	Business qualities
2.6	The Effect of Human Relation on the performance of a Secretary
2.6.1	Relationship between the Secretary, Clients and Customers
	Summary of Literature Review
	CHAPTER THREE
	Research Methodology
3.0	Introduction
3.1	Area of the Study
3.2	Population of the Study
3.3	Sample and Sampling Techniques
3.4	Method of Data Collection
3.5	Instrument of Data Collection
3.6	Validity of the Instrument
3.7	Administration of the Instrument
3.8	Data Analysis Techniques
	CHAPTER FOUR
	Data Analysis and Interpretation
	Introduction
	CHAPTER FIVE
5.0	Introduction
5.1	Summary
5.2	Conclusion
5.3	Recommendation
	Area for further research
	Reference – Questionnaires

 

CHAPTER ONE

INTRODUCTION

1.0     Background of the Study

The secretary’s work is based on human relations to a very large extent. Almost every task he or she performs involves other people at some stage that is, the boss, subordinates and his colleagues in the organization as a whole and even the general public at large. Harrison (2003) observes that this aspect of secretarial work requires very special qualities such as: Tactfulness, sympathy, tolerance, genuine liking for people and desire to help them. The secretary’s relationship with the people will be much easier if he or she understand the reaction of human being to various situations, which may arise in the course of normal day’s business.

According to Jennings (2002), human relations involve the activities and relationship resulting from the interaction of two or more people in an organization, human relations concern the reason for the degree of motivation they posses, by definition, the secretaries occupies an important position in an office. Some of the numerous services the secretaries rendered are; to support and assist the managers as well as the directors of the company with their work, making appointment for the boss, receiving callers, receiving visitors to the organization and making telephone calls. Other secretaries perform a mite range of human and material resources and also assist the boss in implementation of policies and sometimes attending meetings on behalf of the boss. The secretary has to make a detail note of the proceedings of the entire meeting and this includes documenting the activity and the matter discussed during the meeting.

The boss and the secretary should view each other as professionals in different field and recognize that there is inter-dependence of roles regarding their work. The secretary should see the boss as a partner and try as much possible to play the role of junior partner and also to learn how to apologize gracefully and to accept constructive criticism from the boss as well as the people they relate with in their surrounding. In an organization, a secretary comes across a lot of people and it is the secretary’s responsibility to cooperate with them at all times, he or she also should ensure that there is no conflict of loyalty which may arise when a supervisor attempts, to exercise authority in relation to the use of his or her time. Harding (2004) state that, “the secretary should treat his or her colleagues as he/she would like them to treat him”. The secretary’s role in dealing with the business community and inter-populace is very important to any organization.

 

 

1.1     Statement of the Problem

Recent research have shown that the position of a secretary and human relations in an organization, and the fact that most secretaries failed to exhibit good human relations between their colleagues and the general public, the researchers shall address the study to the following problems.

Some secretaries do not have good cordial relationship with their customers and their employers.

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