Professional Documents
Culture Documents
ADVANCED
MANAGEMENT
SYSTEMS
BY
BIODUN
ADESINA
2
COPYRIGHT
This ebook contains materials protected under
International and Federal Copyrights Laws and Treaties.
No part of this publication may be transmitted or
reproduced in any way without the prior written
permission of the author.
Violations of this copyright will be enforced to the full
extent of the law.
3
Any perceived slights of peoples or organizations are
unintentional.
No guarantees of automatic success are made because
WE EXPECT OUR READERS TO BE TRUTHFUL TO
THEMSELVES AND USE THE TECHNIQUES WITHOUT
BIAS,THEN THEY WILL HAVE THE REQUIRED SUCCESS.
The author reserved the right to make changes and
assumes no responsibility or liability whatsoever on
behalf of any purchaser or reader of these materials.
CONTENTS
1. CORPORATE AND STRATEGIC PLANNING
2. STRATEGIC MANAGEMENT TECHNIQUES
3. TOTAL QUALITY MANAGEMENT
4. MANAGING CHANGE EFFECTIVELY
5. ORGANIZATION DEVELOPMENT
6. PROCESS REENGINEERING TECHNIQUES
7. CORPORATE GOVERNANCE:EFFECTIVE
TECHNIQUES
8. MANAGING CORPORATE POLITICS
CONSTRUCTIVELY
9. SUCCESSION PLANNING TECHNIQUES
10. CORPORATE CULTURE MANAGEMENT
11. TACTICAL THINKING TECHNIQUES
12. CORPORATE PERFORMANCE ANALYSIS
13. WORK CLIMATE MANAGEMENT
14. EFFECTIVE RIGHTSIZING STRATEGIES
15. LATEST MANAGEMENT THOUGHTS
4
16. MANAGING WITH COMPUTERS.
5
COURSE TITLE-ADVANCE MANAGEMENT SYSTEMS
6
1. CORPORATE AND STRATEGIC PLANNING
7
2. EFFECTIVE STRATEGIC
MANAGEMENT TECHNIQUES
CONTENTS
1. WHAT IS STRATEGIC MANAGEMENT?
6. STRATEGIC PLANNING
8
7. STRATEGIC ACTION
8. STRATEGIC THINKING
9
Effective strategic management is characterized by:
• Clear direction and purpose;
• Objectives, goals and strategies consistent with the
organizational mission;
• Continuous monitoring of internal and external environment;
• Integration of operating budgets, profit or development plans
with the strategic plan;
• Continuous monitoring of progress with revision of plans and
programmes as appropriate;
• Creation of strategic atmosphere that fosters a team spirit;
• Commitment of necessary resources and the development of
systems to provide necessary management information.
The costs, as material as they could be, must be weighted against the benefits
we have observed in an organization. These benefits from strategic management
include:
• Recognition of potential strategic implications of every major action and
event;
• Better understanding of the organization and its industry or sector;
• More effective decision making;
• Improved objectives, goals and strategies;
• Reduced resistance to change through proper implementation;
• Enhanced communication and mutual understanding.
10
Strategic Planning
Strategic planning is the core of strategic management. It refers to the process
of formulating the organization’s mission, objectives and goals and developing
strategies to achieve them. strategic planning creates a conceptual framework
that incorporates the external environment, characterized by risk, change and
uncertainty, into the organization’s long-term decisions;
• Strategic Action
Strategic action is the implementation phase of strategic management. It
refers to managing the implementation of the strategic plan and translating
the strategies into actions. This requires linking the longer term strategies to
the shorter term measures like budgets and motivating individuals to
accomplish them;
• Strategic Thinking
Strategic thinking represents an integration of strategic planning and
strategic action. We believe strategic thinking must be achieved before any
organization can complete the evolutionary process needed for a sound
strategic management system.
Strategic
Thinking
Strategic Planning
Strategic action
11
The strategic Planning pyramid was used as the graphic medium to show
how these three elements are related. The reasons for choosing a three-
dimensional figure are that each face touches every other face and each face
depends on other faces for stability. This most closely portrays how strategic
management is envisioned. It can be seen as a process that has height, depth
and breadth with a high degree of interdependent between its elements
Strategic
Planning
Strategic
Pushing Going organizing
Thinking Through Beyond environmental
Constraints scanning
Use of Position
Strategic Assessment
Thinking
Strategic
Information mission, objectives
, goals develop.
System
Strategic strategy
Translation formulation
& Motivation Plan
Development
Linking
Budgeting to controlling
strategy
Strategy implementation
Strategic
Action
12
The model shows that the first phase of strategic management is strategic
planning, which is made up of six major topics, namely:
• Organizing;
• Environmental scanning;
• Position Assessment;
• Mission, objectives,goals development;
• Strategy formulation; and
• Plan Development.
Although the size of each “ slice of the pie” appears equal, this is not meant to
imply that the same level of effort or resources is required for each in the
overall process. The actual effort necessary depends on the organization’s size
and sophistication, the results of past efforts, the capabilities of management,
and the unique competitive situation of the individual organization.
There is need to settle the confusion with regards to the difference between
strategic planning and other types of planning functions and activities such as
annual budgeting, operating plans, financial planning and tactical programming.
For this reason, it might be well to differentiate strategic planning from other
forms of planning. The table below enumerates the more commonly used
planning terms and offers a definition and selected contrasting characteristics of
each.
The principal attributes differentiating strategic planning include:
• Assessing the future impact of current decisions;
• Providing a structure for dealing with risk and uncertainty;
13
• Considering alternative courses of action in response to changing
environmental situations;
• Incorporating a process for determining the organization’s purpose,
direction and expected results.
TYPES OF PLANNING
TYPE DEFINITION CHARACTERISTICS
ANNUAL Represents the specific • Quantitative
goals and action benchmarks for short
programmes for the current time performance;
year of the strategic plan • Prepared by
organizational unit;
• One year time
horizon;
• Monthly detail
compared to actual
results.
FINANCIAL A financial and narrative • Explicit statement of
expression of expected goals;
results • Accounting
orientation;
• Cash flow and cash
budget;
• Financial statement
presentation.
FUNCTIONAL Process of determining • Major areas include
OR specific functional marketing,financial,hu
OPERATIONAL objectives, goals and man resources,
strategies based on overall information
corporate plan processing;
• Typically 1-3 years
planning horizon;
• Could lead annual
planning to strategic
planning.
14
TACTICAL Task oriented planning to • Detailed view of
deploy resources to activities;
accomplish one or more • Describe how specific
specific short term strategies are achieved;
objectives • Typically one year
horizon.
LONG Financial extrapolation of • Very stable industries;
RANGE short-term financial plan • Typically 5-20 year
for a long term horizon horizon;
• Corporate orientation;
• Formalized.
STRATEGIC A framework for managers • Long term horizon;
to enable them to make • High degree of
decisions which affect the environmental
future in an environment of uncertainty;
risk and uncertainty • Creative;
• Less detail.
CONDUCT
. ENVIRONM
ENTAL
SCANNING
DEVELOP FORMULATE DEVELOP
ORGANISE
MISSION, STRATEGY PLAN
AND
OBJECTIVES,
INITIATE
GOALS
15
CONDUCT
INTERNAL
ANALYSIS
AND
POSITION
ASSESSMENT
6.STRATEGIC PLANNING
16
• Market studies; environmental forecast report.
• Analysis of market and
segments;
• Analysis of Opportunities and
threats;
17
formation;
• Survey division/department
for strategies;
• Assist with evaluation of
strategies through the use of
mechanized models;
• Assist with the review of
alternative strategies to
completeness, consistency and
relevance
PLAN DEVELOPMENT
• Preparation of supporting • Content of financial
financial information; projections;
• Financial projections and • Preparation of financial
modeling summaries;
• Preparation of executive
summaries;
• Preparation of final strategic
plan.
7.STRATEGIC ACTION
With the strategic plan finalized, the first step of strategic management has
been completed. The issues most critical to successfully translating
strategies into actions are as follows:
• Controlling implementation;
• Linking budgeting to strategy;
• Strategy Translation and Motivation;
• Strategy information Systems.
Controlling Implementation
Controlling Implementation is the first major issue of strategic action. It focuses
on implementation techniques necessary to direct and control the organization’s
resources as it pursues its strategies. A plan has little effect if you do not or
cannot put it into action.
18
Factors used for controlling implementation of the strategic plan include: -
• An adequate mechanism to deal with environmental changes quickly.
Employees being alert to conditions that might alter the plan;
• Major milestones created to show employees’ achievements during plan
implementation that they could take pride in their success as a group and
received recognition and visibility to the implementation;
• The CEO sending periodic memos commending employees for their
efforts. He let them know that the organization appreciated them;
• A management committee that met regularly to deal with implementation
problems;
• Tied the strategic plan to the operating budget;
• Implementation work programmes and time table;
• Fixed responsibility for implementation;
• Providing coaching for employees to keep up enthusiasm during the
implementation phase;
• Consistent follow-up efforts on work programmes for completion of
tasks;
• Revising the strategic plan when it needed to be revised and stuck to it at
other times.
Implementation Strategy
Implementation strategy is the process of transforming plans, strategies and
policies into results. This phase of strategic management mobilizes the human,
financial and capital resource to accomplish the organization’s mission,
objectives and goals. Hence,it requires careful attention to ensure the effective
implementation of the organization’s strategies.
19
This requires the careful matching of plans to the organizations structure,
people and environment. Properly done, successful implementation is not left to
chance but managed like any other activity.
Implementation Programme
20
• By responsible individuals;
• By resources required
8.STRATEGIC THINKING
Strategic thinking is the elusive ingredient that changes the nature of the
strategic plan from a static document to a dynamic management tool.
What is strategic thinking?
The best way to understand what is strategic thinking is to first understand
what it is not. Strategic thinking is not a:-
• Document;
• One time annual effort;
• Mere articulation of current thinking;
• First step of getting a budget.
Strategic thinking does not manifest itself in any tangible product, but can be
observed through the quality and substance of the products of the strategic
planning process. Without strategic thinking the planning process is lifeless.
Strategic thinking is the ability to direct the mind to see its surrounding from
multiple perspective. Strategic thinkers can look at the same data or situation as
others but see alternative and innovative ways of explaining or solving it. Their
thinking is not bounded by tradition such that they can only see things in the
light of how it is done in the past.Instead,they go beyond and provide the
creative insight that are the essential ingredients to strategic management.
21
rules that governed past actions. It can be done. Psychologists find that people
who think are creative, but those that believe they are not creative are not. It is a
self-fulfilling prophecy. A strategic thinker believes he has insights into
problems that others do not have and his fresh ideas will lead somewhere.
Senior management must create an environment where employees believe he
can creatively contribute to the future of their organizations.
To get everyone to start thinking strategically, the CEO must establish a climate
that encourages and rewards such behaviour. Initial steps would include:
• Involving all employees in the planning process;
• Soliciting employees’ options on an informal basis;
• Encouraging participation in professional organizations;
• Conducting meetings to discuss such things as competition, customers,
regulations, services, targets, goals, and achievements.
Beyond the se initial steps, a strategic thinking climate also requires that you set
aside a special time, without interruptions, for employees to think about their
business and ways to improve it. These sessions may be as formal as think tanks
and retreats or as informal as backroom brainstorming sessions. By their nature,
these sessions usually provide an opportunity for cross stimulations of ideas
with all the resulting synergistic effects. they produce the kind of thinking that
generally does not occur if an employee were working alone.
22
• Multiple Solutions-instead of searching for what seems to be one right
answer, employees should look for a second, third and fourth right
answer;
• What if Questions-this allows you to suspend the rules of the game,
adjust some assumptions and establish a germinal frame of mind. The
organization can even have a “What if…” question already on the
agenda. For example, what if the cost of money doubled in the next six
months? The more contrary-to-fact the “What if” questions is, the more
provocative and stimulating is the discussion.
Even with the aid of several techniques, the proper planning culture does not
just happen. It must be created,nurtured,and supported by the CEO.
23
• Goals fit with objectives;
• Strategies are innovative
In addition, much of the benefit of strategic thinking lies in the process itself
and not simply in the end result. If properly approached, employees who
participate gain insights into their industry that are otherwise unobtainable.
They begin to see the unique cause-effect relationship between their
organization and the rest of the world. They gradually cultivate their
imaginations. Ideas generate more ideas. Before long, you have a bank full of
people who are thinking strategically. They are subconsciously monitoring all
elements in their environment trying to determine their strategic implication.
24
3. TOTAL QUALITY MANAGEMENT
25
4. MANAGING CHANGE EFFECTIVELY
CONTENTS
1. INTRODUCING CHANGE
4. PLANNING TO CHANGE
5. RESISTANCE TO CHANGE
9. ACCEPTANCE OF CHANGE
26
1. INTRODUCING CHANGE
27
The meaning of change
When we discuss change,we might be discussing:
a. The original source of change-usually,an environmental change; or
b. A change within the organization which is made in response to another
change.
In other word,one change can lead to another and another and
another.Buckly and Perkins (1984) made a distinction between change and
transformation.
a. Change is gradual and small;
b. Transormation is change on a significant scale.
1. Organisational transformation includes major changes in job
definition,reporting lines(lines of authority etc );
2. Transformation is the way the system operates involves major
changes in communication patterns and working relationships
and processes;
3. Transformation in employee consciousness involves major
changes in the way that things are viewed, involving shifts in
attitudes, beliefs and myths.
28
5. The incoming of a new political leadership in Government may
lead to massive reorganization that lead to changes.
c.Working Conditions
1. New offices;
2. Shorter working week;
3. More varied work times;
4. More outplacement of work, i.e. giving work to outsiders;
5. Greater emphasis on occupational health.
d.Personnel policies
1. Changes in rules and procedures-e.g. about smoking at work;
2. Promotions,transfers,separation of employees, training and
development.
Peter Drucker’s view is that there are certain kinds of change which are
specially relevant for organization today:
a. The explosion of new technologies, producing new industries and
service sectors, whilst simultaneously ensuring the collapse of
others;
b. The move from a national to an international and ultimately to a
global economy;
c. The emergence of new pluralistic institutions: to pose political,
philosophical and spiritual challenges for the continuance of the
status quo.
d. The new universe of knowledge based on mass education and its
implication for work, leisure and leadership.
29
How Do Organization Change?
Most organizations exist in a changing environment and must adapt in order to
survive. although formalization and bureaucratic organization helps a small
company to develop into a large one, it may be insufficient to enable the
organization to survive continuing environmental changes.
30
undisciplined’ members of project teams. The management of an
organization must be capable of reconciling differences and
integrating the work of all employees towards a common aim.
31
with most of the time spent in sorting out the criteria for the
decision;
g. Fear of embarrassment and conflict-An emphasis on mistake-
avoidance and not rocking the boat leads to’ group link’ and
the suppression of dissent;
h. Loss of effective communication-Essential information is
withheld;
i. Outdated organizational structure-especially with a strong
emphasis on status,titles,differentials and centralized
decision-making.
32
4. Make a final decision from the choice of alternative options
The decision should be taken either by group problem solving
(participative) or by a manager on his own (coercive);
5.Establish a timetable for change
• ‘Coerced’ changes can probably be implemented faster,
without time for discussion;
• The speed of implementation that is achievable will depend
on the likely reactions of the people affected all in
favour,half in favour,all against etc;
• Identify those in favour of the change and perhaps set up a
pilot programme involving them. Talk with those who resist
the change;
6.Communicate the plan for change
This is really a continuous process, beginning at step 1 and going
through to step B;
7.Implement the change. Review the change
Continuous evaluation and modification is needed.
Existing systems
33
Are sufficient
Requirement to
Report to
External agencies Complexity of
Producing such
Reviews
A concern for
Quality Cost of carrying
Out reviews.
The Force field model suggests two ways of dealing with change:-
a. Overcoming resistance,through strengtheneing driving
forces.people associated with the driving forces can be
coopted to educate opponents;
b. Weakening the restraining forces by:
34
1. persuasion (e.g. getting endorsement by a supposedly
neutral consultant,although vested interests will have
to be addressed directly);
2. Concession-buying people off;
3. Involving people ind diagnosing problem situations
(e.g. in quality circles),which wins over hearts and
minds;
4. Coercion.
It is only after change has been implemented at operational level that the
change agent’s role becomes of little importance.
5.RESISTANCE TO CHANGE
35
may temporarily throw the individual’s eating, waking and sleeping
routine out of tune with the body’s ‘clock’, or sense of time);
b) Circumstantial Changes:-living in a new house, stabilizing new
relationships, working to new routines-will involve letting go of things,
perhaps unlearning old knowledge, and learning new ways of doing
things;
c) Above all change affects s individuals psychologically:-
1. It may create feelings of disorientation before new circumstances
have been assimilated: you may have felt this on waking up in an
unfamiliar room, or performing a familiar task in an unfamiliar
setting at college or at work;
2. Uncertainty may lead to insecurity, especially in changes involving
work and or fast acclimatization(a short learning curve);
3. The business of forging new relationships can be fraught with
personal insecurity, risk of rejection, the feeling of being an
outsider.
36
d) Politics-in the sense of resisting changes that weaken the power base of
the individual or group or strengthen a rival’ position.Changes involving
increased delegation may be strongly resisted by senior management,for
example.
37
e) Withdrawal ,or disowning of the change( Oh well,on their heads be it;I’m
not interested in flexitime anyway).
38
e. Empathy: Putting yourself in the shoes of the other person and
getting to know the people involved in and affected by changes
enables their reactions to be anticipated;
f. The degree to which consultation or participation will be
possible(or genuine) will depend on management’s attitude
towards the competence and trustworthiness of its workplace.
Scope Of Change
The scope of change should be carefully reviewed:
a) Total transformation will create greater insecurity-but also greater
excitement, if the organization has the kind of innovative culture that can
stand it-than moderate innovation;
b) There may be hidden changes to take into account: a change in
technology may necessitate changes in work methods, which may in turn
result in the breaking up of work groups;
c) Management should be aware of how many different aspects of their
employees lives they are proposing to alter-and therefore on how many
fronts they are likely to encounter resistance.
Unfreeze is the most difficult (and in many cases neglected) stage of the
process, concerned mainly with selling the change, with giving individuals or
groups a motive for changing their attitudes,values,behaviour,systems or
structures.
a) If the need for change is immediate, clear and perceived to be associated
with the survival of the individual or group (for example, change in
reaction to an organizations crisis) the unfreeze stage will be greatly
accelerated. Routine changes may be harder to sell than transformational
ones, if they are perceived to be unimportant and not survival based.
b) Culture change is perhaps the hardest of all.
Change is the second stage, mainly concerned identifying what the new,
desirable behaviour or norm should be, communicating it and encouraging
individuals and groups to own the new attitude or behaviour,To be successful,
the new ideas must be shown to work.
39
Refreeze is the final stage, implying consolidation or reinforcement of the new
behaviour.Positive reinforcement (praise, reward etc.) or negative
reinforcement (sanctions applied to those who deviate from the new
behaviour)may be used.
40
Participation
A participative approach is needed for innovation; otherwise new ideas will
be stifled and discouraged. Examples of a participative approach to change
include:
a) Quality circles;
b) Talk forces; and
c) Problem solving groups
The practical difficulties with achieving participation in change are that:
a) Managers might pay lip service to participation, but do not believe in it;
b) Employees have suspicion about the consequences of their ideas, perhaps
that their good idea will result in lost jobs;
c) If there is no current culture of participation, it would be difficult to
introduce suddenly.Partcipation would have to be introduce gradually,
perhaps starting with one or two plot groups;
d) Participation is sometimes impossible.
9.ACCEPTANCE OF CHANGE
It takes time for change to get accepted. The three phases and eight stages in the
process of accepting change are as follows:
a) Phase 1:Preparation phase
Stage 1 Contact-First knowledge that a change is in the air;
Stage 2 awareness-Knowledge that change will happen;
b) Phase 2: acceptance phase
Stage 3 Understanding-Gaining an understanding of the nature and purpose
of the change;
Stage 4 Positive perception-Developing a positive view towards the
change, and accepting the need for it;
c)Phase 3: Commitment phase
Stage 5 Installation-The change becomes operational;
Stage 6 Adoption-The change has been in force for long enough and its
value has become apparent;
Stage 7 Institusionalisation-Yhe change has been in for long enough to
become routine and the norm;
Stage 8 Internalization-Individuals are highly committed to the change
because it is now congruent with their personal interests, goals and value
systems.
41
42
5. ORGANIZATION DEVELOPMENT
ASSUMPTIONS
43
• INCREASED EFFECTIVENESS
• PROBLEM SOLVING
• ADAPTABILITY
• OPPORTUNITIES TO BE ‘HUMAN’
• INCREASE AWARENESS
• PARTICIPATION
• INFLUENCE
• PLANNED CHANGE:
Organisation Development programmes are usually systematic and planned
• COMPREHENSIVE CHANGE:
Organisation Development programmes ensure that all parts of the
organization are well coordinated
• GROUP PROCESSES:
Organisation Development relies on group processes such as group
discussions,inter-group conflicts,confrontations and procedures for cooperations.It
attempts to improve inter personal relations,open communication channels,build
trust and encourage responsiveness to others
• LONG RANGE CHANG:
Organisation Development process takes months or even years to
implement.Although there may be pressure for quick results,the organization
Development process is not intended to be a stop gap measure
• USE OF A CHANGE AGENT-ORGANISATION
Organisation Development uses one or more change agent who are people with
the role of stimulating and coordinating change within the group e.g. Consultants
from outside
• PROBLEM SOLVING AND ACTION RESEARCH-
Organisation Development emphasizes problem solving.It seeks to solve problem
rather than to discuss them theoretically,as in a classroom.Organisation
Development focuses on real outgoing problems,not artificial ones-this is called
Action Research
• CONTIGENCY ORIENTATION
Organisation Development is usually situational and contingency oriented.It
does not emphasise only one way to deal with a problem.It is flexible and
pragmatic,adapting actions to fit particular needs.
• FEEDBACK
Organisation Development relies heavily on feedback to participants so that they
will have concrete facts to base their decisions.Organisation Development
44
encourage staff to understand a situation and take self-correcting action rather
than wait for someone to tell them what to do
STEP
1. DIAGNOSIS
Identification and analysis of problems by both the Management and a
Consultant. It is the process by which they find out what is wrong and what
needs action within the organization.They examine :
• Corporate Strategy
• Critical tasks of the organization
• Examination of organization structure whether it meets the demands of
the tasks
• Patterns of individual and group behaviour
1. characteristics of individual organizational practices that affects
individual behaviour(design,reward system,conditions of service)
2. design and management of work group
2.DATA COLLECTION
Surveys on organizational climate and behavioural problems.
Consultant meet with groups at work and/or away from work to collect
information using various in-depth questions and methods.
5. TEAM BUILDING
Consultant helps the group to examine how they work together.He helps them see
the value of open communication and trust as prerequisites for improved group
functioning.Individual managers and their subordinates may be encouraged to work
together in team building.
45
At the end of the effort, a different project may be taken on or additional
programmes developed for areas where additional results are needed.
• SURVEY FEEDBACK
• SENSITIVITY TRAINING
• JOB ENRICHMENT
• TRANSACTIONAL ANALYSIS
• MANAGEMENT BY OBJECTIVE
A.SURVEY FEEDBACK
Survey Feedback involves the gathering of data relative to the organization, analysis of
the data and the feeding back of the data to the appropriate group for action.
STEP
1. Obtain the commitment of top management to both the framework and the data
gathering.
2. Gathering the data –by questionnaires, interviews or process observation. Closed-
end questionnaires is the most popular.
3. Analysis of the data
4. Feed the data back to the members of the organization. In some cases group
meetings are held
5. Develop plans of action based upon the implications of the data to the members.
This leads to implementation of individual and/or group approaches to change.
46
Sensitivity Training is aimed at individual change but generally takes place in T-
Groups where individusls interact in a structured manner.
OBJECTIVES
The objective of Sensitivity Training are to provide the subjects with increase
awareness of their own behaviour and how others perceive them, greater sensitivity to
the behaviour of others and increased understanding of group processes.
SPECIFIC RESULTS
The Specific Results sought in Sensitivity Training include:
• Increased ability to emphatise with others
• Improved listening skills
• Greater openness
• Increase tolerance of individual differences
• Improved conflict resolution skills.
RISKS
There have been cases of personality damage to those who were not adequately
screened prior to participation.
C. JOB ENRICHMENT
47
• ;require a higher level of knowledge and skill
• give the worker more autonomy (independence) and responsibility for
planning, directing and controlling his own performance, and
• provide the opportunity for personal growth and meaningful work experience.
• An organization Development technique that will allow a worker to be involved
in planning, directing and controlling how a job is done.
MAJOR STIMULUS
The major stimulus to Job Enrichment was Hertzberg’s Two Factor Theory of work
satisfaction.According to the Theory, propounded in 1959,there are Two Factors,
corresponding to Satisfaction and Disatisfaction.After an empirical study of
Accountants and Engineers, it was found that the good seemed to be brought about by
achievement,recognition,the work itself,responsibility and advancement.
Bad experiences appeared to be due to Supervisors,fellow workers,company
policy,working conditions and personal life,
Salary
48
6. PROCESS REENGINEERING TECHNIQUES
CONTENT
2. METHODOLOGY OF BPR;
49
6. SUGGESTIONS FOR COPING WITH CORPORATE CULTURE
CHANGE PROBLEMS;
2. METHODOLOGY OF BPR;
The chief tool of BPR is a clean sheet of paper. Reengineers start from
the future and work backwards. They are unconstrained by existing
methods, people or departments. In effect, they ask,; If we were a new
company, how would we run the place? hammer points out that ‘At the
heart of reengineering is the notion of discontinuous thinking-of
recognizing and breaking away from the outdated rules and fundamental
assumptions that underlie operations’
50
satisfactory answers to these questions do they then begin to explore
better ways of doing things. The critical questions they asked then are:
a) What is done?
b) How is it done?
c) Where is it done?
d) When is it done?
e) Who does it?
f) Why do it?
g) Why do it that way?
h) Why do it there?
i) Why do it then?
j) Why that person?
The difference between traditional approaches to efficiency improvement
and BPR is that BPR more typically breaks away from conventional wisdom
and the constraints of organizational or departmental/functional boundaries.
BPR is more concerned, too with exploiting the power of information
technology-not to automate existing procedures, but to facilitate new ones.
51
q. Over bloated manpower structure;
r. General and obvious laxity in operational systems.
52
i. High Cost Structure-Cost reduction is important in improving margins in
the long term. New products-market strategies should be adopted for the
short term (to boost profitably and cash flow);
j. Poor marketing: The firm’s activities can be deployed;
k. Competence weakness-This is countered by cost reduction, improved
marketing, asset reduction (e.g. disposing of subsidiaries, selling
redundant fixed assets etc)even acquisition, and of course, a suitable
product-market strategy;
l. Big projects acquisitions-acquisitions can go bad or there can be a failure
of a major project (e.g. Rolls Royce aerospace once went into
receivership because of thye cost of developing a particular engine).s
53
Continuous evaluation and modification is needed.
Existing systems
Are sufficient
Requirement to
Report to
External agencies Complexity of
Producing such
Reviews
54
A concern for
Quality Cost of carrying
Out reviews.
The Force field model suggests two ways of dealing with change:-
c. Overcoming resistance, through strengthening driving
forces. People associated with the driving forces can be co-
opted to educate opponents;
d. Weakening the restraining forces by:
1. Persuasion (e.g. getting endorsement by a supposedly
neutral consultant, although vested interests will have
to be addressed directly);
2. Concession-buying people off;
3. Involving people ind diagnosing problem situations
(e.g. in quality circles),which wins over hearts and
minds;
4. Coercion.
55
g. They appoint a change agent to drive it through. Senior Management
must: -
1. Support the change agent, if the change provokes s conflict between the
agent and interest groups in the organization;
2.Review and monitor the progress of change;
3.Endorse and approve the changes, and then ensure that they are publicized
c. The change agent has to win the support of functional and operational
managers, who have to introduce and enforce the changes in their own
departments. The champion of change has to provide advice and
information, as well as evidence that the old ways are no longer acceptable;
d.The change agent galvanizes managers into action and gives them any
necessary support. The managers ensure that the changes are implemented
operationally, in the field. Where changes involve say a new approach to
customercare,it is the workers who are responsible for ensuring the
effectiveness of the change process.
It is only after change has been implemented at operational level that the change
agent’s role becomes of little importance.
56
3. The business of forging new relationships can be fraught with
personal insecurity, risk of rejection, the feeling of being an
outsider.
Sources of resistance to change itself may include age and inflexibility, strong
needs for security, emotional stability etc.Sources of resistance to particular
proposed changes (e.g. in location, methods of working, pay structure) may
include the following:-
e) Attitudes or beliefs, perhaps arising from cultural, religious or class
influences (for example resistance to changes in the law on Sunday
trading);
f) Loyalty to a group and its norms, perhaps with an accompanying
rejection of other groups, or outsiders’ (for example in the case of a
relocation so that two departments share office space).Groups tend to
close ranks if their independent identity is threatened;
g) Habit or past norms. This can be a strong source of clinging to old ways,
whether out of security needs, respect for tradition, or the belief that you
can’t teach an old dog new tricks (for example resistance to the
introduction of new technology);
h) Politics-in the sense of resisting changes that weaken the power base of
the individual or group or strengthen a rival’ position. Changes involving
increased delegation may be strongly resisted by senior management, for
example.
57
h) Low tolerance of change itself: Differences in tolerance of ambiguity,
uncertainty,etc.
58
it may cause a withdrawal reaction if the change is radical and
perceived as threatening and is likely to surface later, as the change is
consolidated.
Scope Of Change
The scope of change should be carefully reviewed:
d) Total transformation will create greater insecurity-but also greater
excitement, if the organization has the kind of innovative culture that can
stand it-than moderate innovation;
e) There may be hidden changes to take into account: a change in
technology may necessitate changes in work methods, which may in turn
result in the breaking up of work groups;
59
f) Management should be aware of how many different aspects of their
employees lives they are proposing to alter-and therefore on how many
fronts they are likely to encounter resistance.
Unfreeze is the most difficult (and in many cases neglected) stage of the
process, concerned mainly with selling the change, with giving individuals or
groups a motive for changing their attitudes,values,behaviour,systems or
structures.
c) If the need for change is immediate, clear and perceived to be associated
with the survival of the individual or group (for example, change in
reaction to an organizations crisis) the unfreeze stage will be greatly
accelerated. Routine changes may be harder to sell than transformational
ones, if they are perceived to be unimportant and not survival based.
d) Culture change is perhaps the hardest of all.
Change is the second stage, mainly concerned identifying what the new,
desirable behaviour or norm should be, communicating it and encouraging
individuals and groups to own the new attitude or behaviour,To be successful,
the new ideas must be shown to work.
60
Empathy
Empathy means putting yourself in the shoes of the other person and getting to
know the people involved in and affected by changes. The manager should
consider each person’s (or groups) reaction to change accordingly. In other
words: If I were in their shoes, what would I be thinking and how would I be
reacting”
Communication
Communication is not just telling subordinates what to do; it is also the process
of creating an understanding. The aspects of communication, which might be
particularly relevant to change, are as follows:
e) Who needs to know who else will want to know? The people should be
told.
f) When should the information be given about planned change?
1) Bosses ought to be told before subordinates;
2) Trade Unions officials ought to be told before workers.
g) How should the information be given? Should it be given verbally,face-
to-face?Or in writing? Or a mixture of both?
1) If emotions are likely to run wild, the communication ought to be
verbal and face-to-face .If individuals need persuading, the
manager must give himself the opportunity to talk to them, and try
to persuade them;
2) If the changes are complex, and individuals need time to study
them, or to refer to them later,(e.g. proposed changes t the
company pension scheme) they should be set out in writing;
3) The information should be communicated directly, not via a go
between or middleman.
h) Feedback from the people affected should be obtained. Employees should
be encouraged to ask questions and voice any doubts or worries they
might have.
Participation
A participative approach is needed for innovation; otherwise new ideas will
be stifled and discouraged. Examples of a participative approach to change
include:
d) Quality circles;
e) Talk forces; and
f) Problem solving groups
The practical difficulties with achieving participation in change are that:
e) Managers might pay lip service to participation, but do not believe in it;
61
f) Employees have suspicion about the consequences of their ideas, perhaps
that their good idea will result in lost jobs;
g) If there is no current culture of participation, it would be difficult to
introduce suddenly. Partcipation would have to be introduce gradually,
perhaps starting with one or two plot groups;
h) Participation is sometimes impossible.
Culture is defined as “the set of values, beliefs, understanding and norms that
members of first Bank share and which determines in large degree, how
members act.
62
Before the introduction of BPR, First bank’s organization culture can be
described as a mixture of:
o Written rules in the Staff Handbooks;
o Unwritten rules of conducts inherited from the long years of existence in
Nigeria and the way things are conventionally done in the old days;
o Pervading attitudes of its personnel; and
o Work practices adopted by the personnel.
WRITTEN RULES
The written rules of First bank before the introduction of BPR-This is
contained in all the staff handbooks and it includes such issues as the Vision
and mission of the bank, the personnel philosophy, the banks expectations from
the staff and the staff expectations from the bank.
CORE VALUES
The core values of the bank were:
o Integrity;
o Professionalism;
o Customer focus (Arm-chair banking);
o Team work and
o Conservative conventions.
Thesevalues can be better expanded as follows:
o Integrity-Fidelity,confidentiality,promoting virtues,honesty and
transparency;
o Professionalism-Ethics of banking,’courtesy’,respect and transparency
in business practice;
o Customer focus-He was seen as the king but before BPR, there was a
culture of arm-chair banking in which the bankers expected the
customers to chase them rather than the other way round;
o Teamwork-The success of one is the success of everyone;
63
o Dress Code for male and female divided into –business, corporate and
business casuals;
o Verbal and non-verbal communication within and outside the bank;
o Banking environment ethics;
o Personal hygiene;
o Customer service-as best as possible to satisfy the customers;
o Conduct at meetings
o Management style;
o Employee profile;
o Interpersonal relationships;
o Reward system-to be in line with collective agreements;
o Evaluation method-the old system oif staff appraisal that are highly
impersonal and of doubtful integrity;
o Structure Pattern-that are highly hierarchical and based on regional/zonal
arrangement and empowerment;
o Physical environment-just as in the old ways with good structures but not
contemporary and not near what the new generation banks are offering;
The Time Table of the implementation of the century II project shows the
followings:
1) New organization structure was approved by the Board of Directors and
implemented with effect from 1st January, 1998;
2) By December, 1997,the following milestones had been achieved
-The respective Strategic business Units (SBUs) and Strategic
-Resource Functions (SRFs) were put in place;
key appointments made to the SBUs and SRFs;
-A number of Branch Reengineering (3) Niger House, Ikeja Industrial
Estate and Abuja branches were reengineered;
-Positions to new manning levels were filled;
3) By January 1998,Mr D.O. Abas, erstwhile AGM, Financial Control were
appointed as the new Coordinator of the Century II project.
-Two more branches,NIJ House and marina branches were reengineered
on 15th,December 1997, and 2nd January,1998;
-Customers in the reengineered branches enjoy prompt and efficient
services provided by courteous and well equipped staff operating in a
customer friendly environment;
64
-Waiting time for all banking activities has been reduced while on-the –
counter transactions now take an average time of three minutes;
ten branches were strategically planed to be reengineered
4) By February,1998-series of early retirement incentive packages for
members of staff who have served the bank meritoriously over the years and
wish to opt for early retirement were announced;
-Branch reengineering process now being handled by First bankers
5)By December 1998,the management of the bank were quite satisfied that the
bank’s restructuring project through reengineering techniques is yielding
effectiveness and efficiency and realized that in order to achieve maximum
effectiveness, it is necessary to start a new phase of the project which was titled
the CULTURE CHANGE PROJECT.
Series of courses were undertaken in order to sensitize the senior and junior
staff of the new programme.The four Consultants were appointed to conduct a
diagnostic report.
The project was designed to reorientate work attitudes amongst staff members
towards providing- more qualitative service to the bank’s customers.
By January 1999,various employees Focus Sessions had been held for different
cadres of staff at both Head Office and Regional operations.
The objectives of these sessions were:
o To assess the strength of First Bank’s current culture;
o To explore the cultural issues which staff members consider as crucial
factors for the culture of the bank;
o Identify or synthesize a desired culture for CenturyII.
After the series of seminars and workshops on the Employee Focus Sessions,
reports by the Consultants were written and submitted and by October 1999,the
Culture Confirmation Retreat for Staff members of different Regional offices
were held. The last of the sessions was held at Enugu.at the sessions, the
findings of the diagnostic reports were presented by the Consultants and the
conclusions in the report generated a lot sensitive reactions from participants as
issues raised were analyzed thoroughly in a bid to revalidate and reconfirm the
attributes of the desired culture for the Bank.
Thereafter, participants were placed in groups to further deliberate on the
findings of the Consultants during the breakout sessions.
65
At the end of the sessions, a presentation of each group’s deliberation was made
.The highlights are presented below as a summary of the feedback from the East
Banking Operations:-
o The 5% forced exit policy should be abolished in order to allay fears of
job insecurity;
o Medical benefits for junior staff and Pensioners should be reviewed
upwards;
o Retirement Ages for male and female employees should be uniform;
o Recruitment of middlr management personnel into the bank should be
done sparingly and only for positions requiring high technical skills;
o Salaries and allowances should be increased in order to enhance staff
esteem and productivity;
o Permanent Drivers should be employed in order to prevent contract
Drivers from driving special vans because of the security risks involved;
o An appropriate dress code for members of staff should be implemented
immediately;
o Pay-For Performance should exist alongside profit sharing;
o Appraisal review committees should be courageous enough to overturn
biased appraisals in order to enthrone meritocracy;
o Staff found to be resistance to change should be sanctioned.
With the above enumeration of the steps taken to change and reform ythe
culture of First Bank Plc,there is no doubt that the management of the Bank had
performed wonderfully and whichever of the staff who wants to oppose the
changes had better find another employment because these changes had come to
stay.
66
Although ,the planning and implementation had been professionally thorough,
there are still some complaints by staff over recruitment of staff of some banks
over their head and usages of staff that are junior to them handling higher
responsibility over their heads. these issues are such that the personnel
functionaries can handled as part of their routine assignment as it is very
difficult to satisfy everybody
In view of the foregoing, the only suggestions that we could give is for the
management of the bank to continue to conduct more attitude survey
programmes so that they can be aware of staff attitude to work and be able to
make any correction where possible.
The conduct of work climate survey could be done every three years so as to be
able to be comprehensively informed of the corporate culture of the bank.
7. CORPORATE GOVERNANCE:EFFECTIVE
TECHNIQUES
67
8. MANAGING CORPORATE POLITICS
CONSTRUCTIVELY
68
9. SUCCESSION PLANNING TECHNIQUES
69
10. CORPORATE CULTURE MANAGEMENT
70
The culture of an organization manifests in the employees’ code of ethics
and conduct and more importantly, the ways of doing things in that
organization.
First Bank’s culture is formally codified in the staff Handbooks and serves as a
guide to harmonize the behavioral patterns amongst all staff and also to
endanger team spirit.
WRITTEN RULES
The written rules of First bank before the introduction of BPR-This is
contained in all the staff handbooks and it includes such issues as the Vision
and mission of the bank, the personnel philosophy, the banks expectations from
the staff and the staff expectations from the bank.
CORE VALUES
The core values of the bank were:
o Integrity;
o Professionalism;
o Customer focus (Arm-chair banking);
o Team work and
o Conservative conventions.
Thesevalues can be better expanded as follows:
o Integrity-Fidelity,confidentiality,promoting virtues,honesty and
transparency;
o Professionalism-Ethics of banking,’courtesy’,respect and transparency
in business practice;
71
o Customer focus-He was seen as the king but before BPR, there was a
culture of arm-chair banking in which the bankers expected the
customers to chase them rather than the other way round;
o Teamwork-The success of one is the success of everyone;
The Time Table of the implementation of the century II project shows the
followings:
4) New organization structure was approved by the Board of Directors and
implemented with effect from 1st January, 1998;
5) By December, 1997,the following milestones had been achieved
-The respective Strategic business Units (SBUs) and Strategic
-Resource Functions (SRFs) were put in place;
key appointments made to the SBUs and SRFs;
72
-A number of Branch Reengineering (3) Niger House, Ikeja Industrial
Estate and Abuja branches were reengineered;
-Positions to new manning levels were filled;
6) By January 1998,Mr D.O. Abas, erstwhile AGM, Financial Control were
appointed as the new Coordinator of the Century II project.
-Two more branches,NIJ House and marina branches were reengineered
on 15th,December 1997, and 2nd January,1998;
-Customers in the reengineered branches enjoy prompt and efficient
services provided by courteous and well equipped staff operating in a
customer friendly environment;
-Waiting time for all banking activities has been reduced while on-the –
counter transactions now take an average time of three minutes;
ten branches were strategically planed to be reengineered
4) By February,1998-series of early retirement incentive packages for
members of staff who have served the bank meritoriously over the years and
wish to opt for early retirement were announced;
-Branch reengineering process now being handled by First bankers
5)By December 1998,the management of the bank were quite satisfied that the
bank’s restructuring project through reengineering techniques is yielding
effectiveness and efficiency and realized that in order to achieve maximum
effectiveness, it is necessary to start a new phase of the project which was titled
the CULTURE CHANGE PROJECT.
Series of courses were undertaken in order to sensitize the senior and junior
staff of the new programme.The four Consultants were appointed to conduct a
diagnostic report.
The project was designed to reorientate work attitudes amongst staff members
towards providing- more qualitative service to the bank’s customers.
By January 1999,various employees Focus Sessions had been held for different
cadres of staff at both Head Office and Regional operations.
The objectives of these sessions were:
o To assess the strength of First Bank’s current culture;
o To explore the cultural issues which staff members consider as crucial
factors for the culture of the bank;
o Identify or synthesize a desired culture for CenturyII.
After the series of seminars and workshops on the Employee Focus Sessions,
reports by the Consultants were written and submitted and by October 1999,the
73
Culture Confirmation Retreat for Staff members of different Regional offices
were held. The last of the sessions was held at Enugu.at the sessions, the
findings of the diagnostic reports were presented by the Consultants and the
conclusions in the report generated a lot sensitive reactions from participants as
issues raised were analyzed thoroughly in a bid to revalidate and reconfirm the
attributes of the desired culture for the Bank.
Thereafter, participants were placed in groups to further deliberate on the
findings of the Consultants during the breakout sessions.
At the end of the sessions, a presentation of each group’s deliberation was made
.The highlights are presented below as a summary of the feedback from the East
Banking Operations:-
o The 5% forced exit policy should be abolished in order to allay fears of
job insecurity;
o Medical benefits for junior staff and Pensioners should be reviewed
upwards;
o Retirement Ages for male and female employees should be uniform;
o Recruitment of middlr management personnel into the bank should be
done sparingly and only for positions requiring high technical skills;
o Salaries and allowances should be increased in order to enhance staff
esteem and productivity;
o Permanent Drivers should be employed in order to prevent contract
Drivers from driving special vans because of the security risks involved;
o An appropriate dress code for members of staff should be implemented
immediately;
o Pay-For Performance should exist alongside profit sharing;
o Appraisal review committees should be courageous enough to overturn
biased appraisals in order to enthrone meritocracy;
o Staff found to be resistance to change should be sanctioned.
74
to be specified for Relationship managers and all officers were expected to be
as usual dress smartly pending when the dress code will cover all staff.
With the above enumeration of the steps taken to change and reform ythe
culture of First Bank Plc,there is no doubt that the management of the Bank had
performed wonderfully and whichever of the staff who wants to oppose the
changes had better find another employment because these changes had come to
stay.
Although ,the planning and implementation had been professionally thorough,
there are still some complaints by staff over recruitment of staff of some banks
over their head and usages of staff that are junior to them handling higher
responsibility over their heads. these issues are such that the personnel
functionaries can handled as part of their routine assignment as it is very
difficult to satisfy everybody
In view of the foregoing, the only suggestions that we could give is for the
management of the bank to continue to conduct more attitude survey
programmes so that they can be aware of staff attitude to work and be able to
make any correction where possible.
The conduct of work climate survey could be done every three years so as to be
able to be comprehensively informed of the corporate culture of the bank.
75
76
11. TACTICAL THINKING TECHNIQUES
77
12. CORPORATE PERFORMANCE ANALYSIS
78
13. WORK CLIMATE MANAGEMENT
79
14. EFFECTIVE RIGHTSIZING STRATEGIES
80
15. LATEST MANAGEMENT THOUGHTS
81
16.MANAGING WITH COMPUTERS.
82
CHANGE
MANAGEMENT
83
CONTENTS
10.INTRODUCING CHANGE
13.PLANNING TO CHANGE
14.RESISTANCE TO CHANGE
18.ACCEPTANCE OF CHANGE
84
2. INTRODUCING CHANGE
85
The meaning of
change
When we discuss change,we might be discussing:
c. The original source of change-usually,an environmental change; or
d. A change within the organization which is made in response to another
change.
In other word,one change can lead to another and another and
another.Buckly and Perkins (1984) made a distinction between change and
transformation.
c. Change is gradual and small;
d. Transormation is change on a significant scale.
1. Organisational transformation includes major changes in job
definition,reporting lines(lines of authority etc );
2. Transformation is the way the system operates involves major
changes in communication patterns and working relationships
and processes;
3. Transformation in employee consciousness involves major
changes in the way that things are viewed, involving shifts in
attitudes, beliefs and myths.
86
7. Growth causes reorganization into divisions,or more specialist
functional departments;
8. Divestment of business;
9. A drive to keep down costs leads to cost cutting measures (job
losses);
10.The incoming of a new political leadership in Government may
lead to massive reorganization that lead to changes.
c.Working Conditions
6. New offices;
7. Shorter working week;
8. More varied work times;
9. More outplacement of work, i.e. giving work to outsiders;
10.Greater emphasis on occupational health.
d.Personnel policies
1. Changes in rules and procedures-e.g. about smoking at work;
2. Promotions,transfers,separation of employees, training and
development.
Peter Drucker’s view is that there are certain kinds of change which are
specially relevant for organization today:
a. The explosion of new technologies, producing new industries and
service sectors, whilst simultaneously ensuring the collapse of
others;
b. The move from a national to an international and ultimately to a
global economy;
c. The emergence of new pluralistic institutions: to pose political,
philosophical and spiritual challenges for the continuance of the
status quo.
87
d. The new universe of knowledge based on mass education and its
implication for work, leisure and leadership.
88
One culture should not be allowed to swamp the
organization.However,where differentiation, on a contingency basis,
is applied in an organization structure, there is a potential for conflict.
Project teams might resent policy decisions of senior managers
because they believe them to be inappropriate to the problems of the
organization; line managers might resent ‘free-wheeling’
undisciplined’ members of project teams. The management of an
organization must be capable of reconciling differences and
integrating the work of all employees towards a common aim.
89
v. Disproponate staff power- with departments like the
personnel function having too much influence in the
development of strategies;
w. Replacement of substance with form- so that formal
adherence to procedures becomes more important than the
achievement of performance outcomes;
x. A scarcity of goals and benchmarks-Because of a lack of
common vision, decision making becomes a lengthy process,
with most of the time spent in sorting out the criteria for the
decision;
y. Fear of embarrassment and conflict-An emphasis on mistake-
avoidance and not rocking the boat leads to’ group link’ and
the suppression of dissent;
z. Loss of effective communication-Essential information is
withheld;
aa. Outdated organizational structure-especially with a strong
emphasis on status,titles,differentials and centralized
decision-making.
90
approach should be established for planning and implementing changes. a
step- by step model for change is shown below:-
A MODEL FOR CHANGE
9. Determine the need or desire for change in a particular area;
10.prepare a tentative plan
Brainstorming sessions are a good idea, since alternatives for
change should be considered;
11.Analyze probable reactions to change;
12.Make a final decision from the choice of alternative options
The decision should be taken either by group problem solving
(participative) or by a manager on his own (coercive);
5.Establish a timetable for change
• ‘Coerced’ changes can probably be implemented faster,
without time for discussion;
• The speed of implementation that is achievable will depend
on the likely reactions of the people affected all in
favour,half in favour,all against etc;
• Identify those in favour of the change and perhaps set up a
pilot programme involving them. Talk with those who resist
the change;
6.Communicate the plan for change
This is really a continuous process, beginning at step 1 and going
through to step B;
7.Implement the change. Review the change
Continuous evaluation and modification is needed.
91
Driving Forces Current state Restraining Ideal
(for change) forces Position
(resistance)
Existing systems
Are sufficient
Requirement to
Report to
External agencies Complexity of
Producing such
Reviews
A concern for
Quality Cost of carrying
92
Out reviews.
The Force field model suggests two ways of dealing with change:-
e. Overcoming resistance,through strengtheneing driving
forces.people associated with the driving forces can be
coopted to educate opponents;
f. Weakening the restraining forces by:
1. persuasion (e.g. getting endorsement by a supposedly
neutral consultant,although vested interests will have
to be addressed directly);
2. Concession-buying people off;
3. Involving people ind diagnosing problem situations
(e.g. in quality circles),which wins over hearts and
minds;
4. Coercion.
93
1. Support the change agent, if the change provoke s conflict between the
agent and interest groups in the organization;
2.Review and monitor the progress of change;
3.Endorse and approve the changes, and then ensure that they are publicized
c.The change agent has to win the support of functional and operational
managers,who have to introduce and enforce the changes in their own
departments.The champion of change has to provide advice and
information,as well as evidence that the oldways are nolonger acceptable;
l. The change agent galvanizes managers into action and gives them any
necessary support. The managers ensure that the changes are
implemented operationally, in the field. Where changes involve say a
new approach to customercare,it is the workers who are responsible for
ensuring the effectiveness of the change process.
It is only after change has been implemented at operational level that the
change agent’s role becomes of little importance.
5.RESISTANCE TO CHANGE
94
Resistance To Change At Work
Resisting change means attempting to preserve the existing state of affairs
against pressure to alter it .despite the possibly traumatic effects of change per
se,as discussed above, most people do not in fact resist it on these grounds
alone. Many people long for change, and have a wealth of ideas about how it
should be achieved.
95
Reaction To Proposed Change
a.Acceptance-(whetherenthusiastic espousal,cooperation,grudging cooperation
or resignation);
b.Indifference-(usually where the change does not directly affect the individual
apathy,lack of interest,inaction);
m. Passive resistance(refusal to learn,working to rule);
n. Active resistance-(deliberate spoiling,go slows,deliberate
errors,sabotage,absenteeism or strikes).
96
perceived as threatening and is likely to surface later, as the change is
consolidated.
Scope Of Change
The scope of change should be carefully reviewed:
g) Total transformation will create greater insecurity-but also greater
excitement, if the organization has the kind of innovative culture that can
stand it-than moderate innovation;
h) There may be hidden changes to take into account: a change in
technology may necessitate changes in work methods, which may in turn
result in the breaking up of work groups;
i) Management should be aware of how many different aspects of their
employees lives they are proposing to alter-and therefore on how many
fronts they are likely to encounter resistance.
97
7.THE CHANGE PROCESS
The three –stage approach to changing human behaviour are as follows:
Unfreeze is the most difficult (and in many cases neglected) stage of the
process, concerned mainly with selling the change, with giving individuals or
groups a motive for changing their attitudes,values,behaviour,systems or
structures.
e) If the need for change is immediate, clear and perceived to be associated
with the survival of the individual or group (for example, change in
reaction to an organizations crisis) the unfreeze stage will be greatly
accelerated. Routine changes may be harder to sell than transformational
ones, if they are perceived to be unimportant and not survival based.
f) Culture change is perhaps the hardest of all.
Change is the second stage, mainly concerned identifying what the new,
desirable behaviour or norm should be, communicating it and encouraging
individuals and groups to own the new attitude or behaviour,To be successful,
the new ideas must be shown to work.
98
Communication
Communication is not just telling subordinates what to do, it is also the process
of creating an understanding. The aspects of communication, which might be
particularly relevant to change, are as follows:
i) Who needs to know who else will want to know? The people should be
told.
j) When should the information be given about planned change?
1) Bosses ought to be told before subordinates;
2) Trade Unions officials ought to be told before workers.
k) How should the information be given? Should it be given verbally,face-
to-face?Or in writing? Or a mixture of both?
1) If emotions are likely to run wild, the communication ought to be
verbal and face-to-face .If individuals need persuading, the
manager must give himself the opportunity to talk to them, and try
to persuade them;
2) If the changes are complex, and individuals need time to study
them, or to refer to them later,(e.g. proposed changes t the
company pension scheme) they should be set out in writing;
3) The information should be communicated directly, not via a go
between or middleman.
l) Feedback from the people affected should be obtained. Employees should
be encouraged to ask questions and voice any doubts or worries they
might have.
Participation
A participative approach is needed for innovation; otherwise new ideas will
be stifled and discouraged. Examples of a participative approach to change
include:
g) Quality circles;
h) Talk forces; and
i) Problem solving groups
The practical difficulties with achieving participation in change are that:
i) Managers might pay lip service to participation, but do not believe in it;
j) Employees have suspicion about the consequences of their ideas, perhaps
that their good idea will result in lost jobs;
k) If there is no current culture of participation, it would be difficult to
introduce suddenly.Partcipation would have to be introduce gradually,
perhaps starting with one or two plot groups;
99
l) Participation is sometimes impossible.
9.ACCEPTANCE OF CHANGE
It takes time for change to get accepted. The three phases and eight stages in the
process of accepting change are as follows:
e) Phase 1:Preparation phase
Stage 1 Contact-First knowledge that a change is in the air;
Stage 2 awareness-Knowledge that change will happen;
f) Phase 2: acceptance phase
Stage 3 Understanding-Gaining an understanding of the nature and purpose
of the change;
Stage 4 Positive perception-Developing a positive view towards the
change, and accepting the need for it;
c)Phase 3: Commitment phase
Stage 5 Installation-The change becomes operational;
Stage 6 Adoption-The change has been in force for long enough and its
value has become apparent;
Stage 7 Institusionalisation-Yhe change has been in for long enough to
become routine and the norm;
Stage 8 Internalization-Individuals are highly committed to the change
because it is now congruent with their personal interests, goals and value
systems.
100
101
COPING
WITH
CORPORATE
CULTURE
AND
102
EMPLOYEE
PROBLEMS
UNDER BPR
CONTENT
3. THE REENGINEERING ‘MANIFESTO’;
4. METHODOLOGY OF BPR;
103
3. THE REENGINEERING ‘MANIFESTO’
The essential features for the new world of work have been eloquently
discussed by Michael Hammer and James Champy in Reengineering the
Corporation: A Manifesto for Business Revolution (1993). Hammer and
Campy envisage the following trends.
a) Jobs-From simple tasks to multi-dimensional work. The old model
(represented by Taylorism) offered simple tasks for simple people,
whereas the new approach reflects complex jobs for smart people;
b) Roles-From’ controlled’ or’ empowered’. In a process team
environment, people have the chance to learn more about the work
process as a complete entity, performing the role becomes more
satisfying with a greater sense of completion, closure and
accomplishment, and more learning and growth built in. The
corollary is that jobs are more challenging and difficult as the
older-style routine work is eliminated or automated;
c) Values-From protective to productive. People in organization have
to believe that they work for their customers, not for their bosses;
d) Managers-From supervisors to coaches;
e) Executives-From storekeepers to leaders;
f) Structures-From hierarchical to flat.
4. METHODOLOGY OF BPSR;
104
The chief tool of BPR is a clean sheet of paper. Reengineers start from
the future and work backwards. They are unconstrained by existing
methods, people or departments. In effect, they ask,; If we were a new
company, how would we run the place? hammer points out that ‘At the
heart of reengineering is the notion of discontinuous thinking-of
recognizing and breaking away from the outdated rules and fundamental
assumptions that underlie operations’
105
SYMPTOMS OF CORPORATE DECLINE
bb.Declining profitability;
cc. Decreasing sales volume;
dd.Restrictions on the dividend policy;
ee. Financial engineering (e.g. changes in accounting policies and
periods, delays in publishing accounts, sudden changes in
Auditors);
ff. Frequent changes in senior executives;
gg.Falling market share;
hh.Evidence of a lack of planning;
ii. Over bloated manpower structure;
jj. General and obvious laxity in operational systems.
106
jj. Outdated organizational structure-especially with a strong
emphasis on status, titles, differentials and centralized
decision-making.
107
• The speed of implementation that is achievable will depend
on the likely reactions of the people affected all in
favour,half in favour,all against etc;
• Identify those in favour of the change and perhaps set up a
pilot programme involving them. Talk with those who resist
the change;
6.Communicate the plan for change
This is really a continuous process, beginning at step 1 and going
through to step B;
7.Implement the change. Review the change
Continuous evaluation and modification is needed.
Existing systems
Are sufficient
108
Controlling the conditions
Organization
Requirement to
Report to
External agencies Complexity of
Producing such
Reviews
A concern for
Quality Cost of carrying
Out reviews.
The Force field model suggests two ways of dealing with change:-
g. Overcoming resistance, through strengthening driving
forces. People associated with the driving forces can be co-
opted to educate opponents;
h. Weakening the restraining forces by:
1. Persuasion (e.g. getting endorsement by a supposedly
neutral consultant, although vested interests will have
to be addressed directly);
2. Concession-buying people off;
109
3. Involving people ind diagnosing problem situations
(e.g. in quality circles),which wins over hearts and
minds;
4. Coercion.
It is only after change has been implemented at operational level that the change
agent’s role becomes of little importance.
110
perhaps unlearning old knowledge, and learning new ways of doing
things;
l) Above all change affects s individuals psychologically:-
1. It may create feelings of disorientation before new circumstances
have been assimilated: you may have felt this on waking up in an
unfamiliar room, or performing a familiar task in an unfamiliar
setting at college or at work;
2. Uncertainty may lead to insecurity, especially in changes involving
work and or fast acclimatization (a short learning curve);
3. The business of forging new relationships can be fraught with
personal insecurity, risk of rejection, the feeling of being an
outsider.
Sources of resistance to change itself may include age and inflexibility, strong
needs for security, emotional stability etc.Sources of resistance to particular
proposed changes (e.g. in location, methods of working, pay structure) may
include the following:-
m) Attitudes or beliefs, perhaps arising from cultural, religious or class
influences (for example resistance to changes in the law on Sunday
trading);
n) Loyalty to a group and its norms, perhaps with an accompanying
rejection of other groups, or outsiders’ (for example in the case of a
relocation so that two departments share office space).Groups tend to
close ranks if their independent identity is threatened;
o) Habit or past norms. This can be a strong source of clinging to old ways,
whether out of security needs, respect for tradition, or the belief that you
can’t teach an old dog new tricks (for example resistance to the
introduction of new technology);
p) Politics-in the sense of resisting changes that weaken the power base of
the individual or group or strengthen a rival’ position. Changes involving
increased delegation may be strongly resisted by senior management, for
example.
111
Common Causes Of Resistance
m) Self Interest: If the status quo is perceived to be comfortable, or
advantageous to the individual or the group;
n) Misunderstanding and distrust: If the reasons for, or the nature and
consequences of the change have not been made clear. This aggravates
uncertainty and suspicion about the perceived threat;
o) Contradictory assessments: Different individuals’ evaluation of the likely
costs and benefits of some change, Resistance arises from individuals
perception of the undesirability of change;
p) Low tolerance of change itself: Differences in tolerance of ambiguity,
uncertainty,etc.
112
Pace Of Change
The more gradual the change, the more time is available for questions
to be asked, reassurances to be given and retraining (where necessary)
embarked upon. Many information systems are implemented slowly;
e.g. via pilot testing, to iron out bugs and let staff be acclimatized to
the new system.
Presenting the individual concerned with a fait accompli (let’s get it
over with-they ‘ll just have to get used to it)may short circuit
resistance at the planning and immediate implementation stages. But
it may cause a withdrawal reaction if the change is radical and
perceived as threatening and is likely to surface later, as the change is
consolidated.
Scope Of Change
113
The scope of change should be carefully reviewed:
j) Total transformation will create greater insecurity-but also greater
excitement, if the organization has the kind of innovative culture that can
stand it-than moderate innovation;
k) There may be hidden changes to take into account: a change in
technology may necessitate changes in work methods, which may in turn
result in the breaking up of work groups;
l) Management should be aware of how many different aspects of their
employees lives they are proposing to alter-and therefore on how many
fronts they are likely to encounter resistance.
Unfreeze is the most difficult (and in many cases neglected) stage of the
process, concerned mainly with selling the change, with giving individuals or
groups a motive for changing their attitudes,values,behaviour,systems or
structures.
g) If the need for change is immediate, clear and perceived to be associated
with the survival of the individual or group (for example, change in
reaction to an organizations crisis) the unfreeze stage will be greatly
accelerated. Routine changes may be harder to sell than transformational
ones, if they are perceived to be unimportant and not survival based.
h) Culture change is perhaps the hardest of all.
Change is the second stage, mainly concerned identifying what the new,
desirable behaviour or norm should be, communicating it and encouraging
individuals and groups to own the new attitude or behaviour,To be successful,
the new ideas must be shown to work.
114
reinforcement (sanctions applied to those who deviate from the new
behaviour)may be used.
115
Participation
A participative approach is needed for innovation; otherwise new ideas will
be stifled and discouraged. Examples of a participative approach to change
include:
j) Quality circles;
k) Talk forces; and
l) Problem solving groups
The practical difficulties with achieving participation in change are that:
m) Managers might pay lip service to participation, but do not believe in it;
n) Employees have suspicion about the consequences of their ideas, perhaps
that their good idea will result in lost jobs;
o) If there is no current culture of participation, it would be difficult to
introduce suddenly. Partcipation would have to be introduce gradually,
perhaps starting with one or two plot groups;
p) Participation is sometimes impossible.
116
4.0 THE OLD CULTURE BEFORE BPSR;
The culture of an organization manifests in the employees’ code of ethics
and conduct and more importantly, the ways of doing things in that
organization. First Bank’s culture is formally codified in the staff Handbooks
and serves as a guide to harmonize the behavioural patterns amongst all staff
and also to endanger team spirit.
Culture is defined as “the set of values, beliefs, understanding and norms that
members of first Bank share and which determines in large degree, how
members act.
WRITTEN RULES
The written rules of First bank before the introduction of BPR-This is
contained in all the staff handbooks and it includes such issues as the Vision
and mission of the bank, the personnel philosophy, the banks expectations from
the staff and the staff expectations from the bank.
CORE VALUES
The core values of the bank were:
o Integrity;
o Professionalism;
o Customer focus (Arm-chair banking);
o Team work and
o Conservative conventions.
Thesevalues can be better expanded as follows:
o Integrity-Fidelity,confidentiality,promoting virtues,honesty and
transparency;
o Professionalism-Ethics of banking,’courtesy’,respect and transparency
in business practice;
117
o Customer focus-He was seen as the king but before BPR, there was a
culture of arm-chair banking in which the bankers expected the
customers to chase them rather than the other way round;
o Teamwork-The success of one is the success of everyone;
The Time Table of the implementation of the century II project shows the
followings:
7) New organization structure was approved by the Board of Directors and
implemented with effect from 1st January, 1998;
8) By December, 1997,the following milestones had been achieved
-The respective Strategic business Units (SBUs) and Strategic
-Resource Functions (SRFs) were put in place;
key appointments made to the SBUs and SRFs;
118
-A number of Branch Reengineering (3) Niger House, Ikeja Industrial
Estate and Abuja branches were reengineered;
-Positions to new manning levels were filled;
9) By January 1998,Mr D.O. Abas, erstwhile AGM, Financial Control were
appointed as the new Coordinator of the Century II project.
-Two more branches,NIJ House and marina branches were reengineered
on 15th,December 1997, and 2nd January,1998;
-Customers in the reengineered branches enjoy prompt and efficient
services provided by courteous and well equipped staff operating in a
customer friendly environment;
-Waiting time for all banking activities has been reduced while on-the –
counter transactions now take an average time of three minutes;
ten branches were strategically planed to be reengineered
4) By February,1998-series of early retirement incentive packages for
members of staff who have served the bank meritoriously over the years and
wish to opt for early retirement were announced;
-Branch reengineering process now being handled by First bankers
5)By December 1998,the management of the bank were quite satisfied that the
bank’s restructuring project through reengineering techniques is yielding
effectiveness and efficiency and realized that in order to achieve maximum
effectiveness, it is necessary to start a new phase of the project which was titled
the CULTURE CHANGE PROJECT.
Series of courses were undertaken in order to sensitize the senior and junior
staff of the new programme.The four Consultants were appointed to conduct a
diagnostic report.
The project was designed to reorientate work attitudes amongst staff members
towards providing- more qualitative service to the bank’s customers.
By January 1999,various employees Focus Sessions had been held for different
cadres of staff at both Head Office and Regional operations.
The objectives of these sessions were:
o To assess the strength of First Bank’s current culture;
o To explore the cultural issues which staff members consider as crucial
factors for the culture of the bank;
o Identify or synthesize a desired culture for CenturyII.
After the series of seminars and workshops on the Employee Focus Sessions,
reports by the Consultants were written and submitted and by October 1999,the
119
Culture Confirmation Retreat for Staff members of different Regional offices
were held. The last of the sessions was held at Enugu.at the sessions, the
findings of the diagnostic reports were presented by the Consultants and the
conclusions in the report generated a lot sensitive reactions from participants as
issues raised were analyzed thoroughly in a bid to revalidate and reconfirm the
attributes of the desired culture for the Bank.
Thereafter, participants were placed in groups to further deliberate on the
findings of the Consultants during the breakout sessions.
At the end of the sessions, a presentation of each group’s deliberation was made
.The highlights are presented below as a summary of the feedback from the East
Banking Operations:-
o The 5% forced exit policy should be abolished in order to allay fears of
job insecurity;
o Medical benefits for junior staff and Pensioners should be reviewed
upwards;
o Retirement Ages for male and female employees should be uniform;
o Recruitment of middlr management personnel into the bank should be
done sparingly and only for positions requiring high technical skills;
o Salaries and allowances should be increased in order to enhance staff
esteem and productivity;
o Permanent Drivers should be employed in order to prevent contract
Drivers from driving special vans because of the security risks involved;
o An appropriate dress code for members of staff should be implemented
immediately;
o Pay-For Performance should exist alongside profit sharing;
o Appraisal review committees should be courageous enough to overturn
biased appraisals in order to enthrone meritocracy;
o Staff found to be resistance to change should be sanctioned.
120
to be specified for Relationship managers and all officers were expected to be
as usual dress smartly pending when the dress code will cover all staff.
With the above enumeration of the steps taken to change and reform ythe
culture of First Bank Plc, there is no doubt that the management of the Bank
had performed wonderfully and whichever of the staff who wants to oppose the
changes had better find another employment because these changes had come to
stay.
Although, the planning and implementation had been professionally thorough,
there are still some complaints by staff over recruitment of staff of some banks
over their head and usages of staff that are junior to them handling higher
responsibility over their heads. these issues are such that the personnel
functionaries can handled as part of their routine assignment as it is very
difficult to satisfy everybody
In view of the foregoing, the only suggestions that we could give is for the
management of the bank to continue to conduct more attitude survey
programmes so that they can be aware of staff attitude to work and be able to
make any correction where possible.
The conduct of work climate survey could be done every three years so as to be
able to be comprehensively informed of the corporate culture of the bank.
121
EFFECTIVE
STRATEGIC
MANAGEMENT
CONTENTS
9. WHAT IS STRATEGIC MANAGEMENT?
122
11.STRATEGIC MANAGEMENT MODEL
14.STRATEGIC PLANNING
15.STRATEGIC ACTION
16.STRATEGIC THINKING
123
management changes how managers look at
competition,customers,markets,and even the organization itself. In the
public sector ,it changes its purpose for maintaining laws and order,
social and economic development, security and defence activities, its
bureaucratic system and principles. Its purpose is to stimulate
management’s awareness of the strategic implications of
environmental events and internal decisions.
124
The costs, as material as they could be, must be weighted against the benefits
we have observed in an organization. These benefits from strategic management
include:
• Recognition of potential strategic implications of every major action and
event;
• Better understanding of the organization and its industry or sector;
• More effective decision making;
• Improved objectives, goals and strategies;
• Reduced resistance to change through proper implementation;
• Enhanced communication and mutual understanding.
Strategic Planning
Strategic planning is the core of strategic management. It refers to the process
of formulating the organization’s mission, objectives and goals and developing
strategies to achieve them. strategic planning creates a conceptual framework
that incorporates the external environment, characterized by risk, change and
uncertainty, into the organization’s long-term decisions;
• Strategic Action
Strategic action is the implementation phase of strategic management. It
refers to managing the implementation of the strategic plan and translating
the strategies into actions. This requires linking the longer term strategies to
the shorter term measures like budgets and motivating individuals to
accomplish them;
• Strategic Thinking
Strategic thinking represents an integration of strategic planning and
strategic action. We believe strategic thinking must be achieved before any
organization can complete the evolutionary process needed for a sound
strategic management system.
125
Strategic
Thinking
Strategic Planning
Strategic action
The strategic Planning pyramid was used as the graphic medium to show
how these three elements are related. The reasons for choosing a three-
dimensional figure are that each face touches every other face and each face
depends on other faces for stability. This most closely portrays how strategic
management is envisioned. It can be seen as a process that has height, depth
and breadth
Strategic with a high degree of interdependent between its elements
Thinking
Pushing
3.STRATEGIC Going MODEL
PLANNING organizing
Through Beyond environmental
Constraints scanning
Strategic
Use of Position
Planning
Strategic Assessment
Thinking
Strategic
Information mission, objectives
, goals develop.
System
Strategic strategy
Translation formulation
& Motivation Plan
Development
Linking
Strategic Budgeting to controlling
Action strategy
Strategy implementation
126
The model shows that the first phase of strategic management is strategic
planning, which is made up of six major topics, namely:
• Organizing;
• Environmental scanning;
• Position Assessment;
• Mission, objectives,goals development;
• Strategy formulation; and
• Plan Development.
Although the size of each “ slice of the pie” appears equal, this is not meant to
imply that the same level of effort or resources is required for each in the
overall process. The actual effort necessary depends on the organization’s size
127
and sophistication, the results of past efforts, the capabilities of management,
and the unique competitive situation of the individual organization.
There is need to settle the confusion with regards to the difference between
strategic planning and other types of planning functions and activities such as
annual budgeting, operating plans, financial planning and tactical programming.
For this reason, it might be well to differentiate strategic planning from other
forms of planning. The table below enumerates the more commonly used
planning terms and offers a definition and selected contrasting characteristics of
each.
The principal attributes differentiating strategic planning include:
• Assessing the future impact of current decisions;
• Providing a structure for dealing with risk and uncertainty;
• Considering alternative courses of action in response to changing
environmental situations;
• Incorporating a process for determining the organization’s purpose,
direction and expected results.
TYPES OF PLANNING
TYPE DEFINITION CHARACTERISTICS
ANNUAL Represents the specific • Quantitative
goals and action benchmarks for short
programmes for the current time performance;
year of the strategic plan • Prepared by
organizational unit;
• One year time
horizon;
• Monthly detail
compared to actual
results.
FINANCIAL A financial and narrative • Explicit statement of
expression of expected goals;
results • Accounting
128
orientation;
• Cash flow and cash
budget;
• Financial statement
presentation.
FUNCTIONAL Process of determining • Major areas include
OR specific functional marketing,financial,hu
OPERATIONAL objectives, goals and man resources,
strategies based on overall information
corporate plan processing;
• Typically 1-3 years
planning horizon;
• Could lead annual
planning to strategic
planning.
TACTICAL Task oriented planning to • Detailed view of
deploy resources to activities;
accomplish one or more • Describe how specific
specific short term strategies are achieved;
objectives • Typically one year
horizon.
LONG Financial extrapolation of • Very stable industries;
RANGE short-term financial plan • Typically 5-20 year
for a long term horizon horizon;
• Corporate orientation;
• Formalized.
STRATEGIC A framework for managers • Long term horizon;
to enable them to make • High degree of
decisions which affect the environmental
future in an environment of uncertainty;
risk and uncertainty • Creative;
• Less detail.
129
The strategic Planning Process is a series of steps beginning with organizing
and initiating.S The major activities in a Strategic plan are :
• Environmental scanning;
• Internal analysis and position assessment;
• Developing mission,objectives and goals;
• Formulating strategy;
• Developing the plan.
CONDUCT
. ENVIRONM
ENTAL
SCANNING
DEVELOP FORMULATE DEVELOP
ORGANISE
MISSION, STRATEGY PLAN
AND CONDUCT OBJECTIVES,
INITIATE INTERNAL GOALS
ANALYSIS
AND
POSITION
ASSESSMENT
6.STRATEGIC PLANNING
130
• Develop work programme; -Planning Committee
• Define characteristics of – members;
-Planning committee; -Planning Officer
-Planning officer -Strategic Business Units;
• Identification of external • Review and revise planning
and internal data; calendar;
• Conduct training seminars. • Assist in developing data
requirement list.
ENVIRONMENTAL ANALYSIS
AND FORECAST
• Identification and analysis of • Evaluation and forecast of
economic factors; environmental factors;
• Analysis of relevant • Preparation of market outlook;
regulations; • Evaluation of opportunities
• Analysis of technological and threats;
trends; • Preparation of final
• Market studies; environmental forecast report.
• Analysis of market and
segments;
• Analysis of Opportunities and
threats;
131
objectives from external and internal and external analyses;
internal analyses; • Identify key objectives;
• Provide methodology for: • Assure completeness and
-Identifying key objectives; consistency of objectives;
-Assuring completeness and • Develop quantitative goals for
consistency of objectives; each objective;
• Assist in reviewing, analyzing • Communicate objectives and
and evaluating objectives and goals.
goals.
STRATEGY DEVELOPMENT
• Provide methodology for: • Formulate strategy;
-Identifying and analyzing • Document strategy inputs,
strategies; risks, resources and likelihood
-Documenting and consolidating of success;
strategies; • Evaluate proposed strategies;
-Evaluating strategies; • Document finalized strategies.
• Identify areas for strategy
formation;
• Survey division/department
for strategies;
• Assist with evaluation of
strategies through the use of
mechanized models;
• Assist with the review of
alternative strategies to
completeness, consistency and
relevance
PLAN DEVELOPMENT
• Preparation of supporting • Content of financial
financial information; projections;
• Financial projections and • Preparation of financial
modeling summaries;
• Preparation of executive
summaries;
• Preparation of final strategic
plan.
132
7.STRATEGIC ACTION
With the strategic plan finalized, the first step of strategic management has
been completed. The issues most critical to successfully translating
strategies into actions are as follows:
• Controlling implementation;
• Linking budgeting to strategy;
• Strategy Translation and Motivation;
• Strategy information Systems.
Controlling Implementation
Controlling Implementation is the first major issue of strategic action. It focuses
on implementation techniques necessary to direct and control the organization’s
resources as it pursues its strategies. A plan has little effect if you do not or
cannot put it into action.
Factors used for controlling implementation of the strategic plan include: -
• An adequate mechanism to deal with environmental changes quickly.
Employees being alert to conditions that might alter the plan;
• Major milestones created to show employees’ achievements during plan
implementation that they could take pride in their success as a group and
received recognition and visibility to the implementation;
• The CEO sending periodic memos commending employees for their
efforts. He let them know that the organization appreciated them;
• A management committee that met regularly to deal with implementation
problems;
• Tied the strategic plan to the operating budget;
• Implementation work programmes and time table;
• Fixed responsibility for implementation;
• Providing coaching for employees to keep up enthusiasm during the
implementation phase;
• Consistent follow-up efforts on work programmes for completion of
tasks;
• Revising the strategic plan when it needed to be revised and stuck to it at
other times.
133
• Readiness to react if there is any unforeseen events that could jeopardize
the organization;
• Key individuals monitoring that the plan is on course;
• Key individuals monitoring competitors’ moves;
• Employees morale very high;
Without control, there is little hope that the strategic plan will have any effect
on the organization.
Implementation Strategy
Implementation strategy is the process of transforming plans, strategies and
policies into results. This phase of strategic management mobilizes the human,
financial and capital resource to accomplish the organization’s mission,
objectives and goals. Hence,it requires careful attention to ensure the effective
implementation of the organization’s strategies.
Implementation Programme
134
You should have an implementation programme for each strategy you
develop. an advantage of preparing such programme is that you can
determine the necessary steps to translate the strategy into action. In
addition the resources required for each strategy can be identified, Since
assignment of responsibility is on a task or step basis, the implementation
programme is organized similarly. The time requirements for
implementation-start/stop date, days required-are estimated along with
benchmarks to monitor progress.
8.STRATEGIC THINKING
Strategic thinking is the elusive ingredient that changes the nature of the
strategic plan from a static document to a dynamic management tool.
What is strategic thinking?
The best way to understand what is strategic thinking is to first understand
what it is not. Strategic thinking is not a:-
• Document;
• One time annual effort;
• Mere articulation of current thinking;
• First step of getting a budget.
135
Strategic thinking does not manifest itself in any tangible product, but can be
observed through the quality and substance of the products of the strategic
planning process. Without strategic thinking the planning process is lifeless.
Strategic thinking is the ability to direct the mind to see its surrounding from
multiple perspective. Strategic thinkers can look at the same data or situation as
others but see alternative and innovative ways of explaining or solving it. Their
thinking is not bounded by tradition such that they can only see things in the
light of how it is done in the past.Instead,they go beyond and provide the
creative insight that are the essential ingredients to strategic management.
To get everyone to start thinking strategically, the CEO must establish a climate
that encourages and rewards such behaviour. Initial steps would include:
• Involving all employees in the planning process;
• Soliciting employees’ options on an informal basis;
• Encouraging participation in professional organizations;
• Conducting meetings to discuss such things as competition, customers,
regulations, services, targets, goals, and achievements.
Beyond the se initial steps, a strategic thinking climate also requires that you set
aside a special time, without interruptions, for employees to think about their
business and ways to improve it. These sessions may be as formal as think tanks
and retreats or as informal as backroom brainstorming sessions. By their nature,
these sessions usually provide an opportunity for cross stimulations of ideas
136
with all the resulting synergistic effects. they produce the kind of thinking that
generally does not occur if an employee were working alone.
Even with the aid of several techniques, the proper planning culture does not
just happen. It must be created,nurtured,and supported by the CEO.
137
This kind of examination stimulates new insights on how the organization
relates to its environment. It generates alternatives for each problem area. These
in turn are evaluated and become inputs to the next planning go-round.
In addition, much of the benefit of strategic thinking lies in the process itself
and not simply in the end result. If properly approached, employees who
participate gain insights into their industry that are otherwise unobtainable.
They begin to see the unique cause-effect relationship between their
organization and the rest of the world. They gradually cultivate their
imaginations. Ideas generate more ideas. Before long, you have a bank full of
people who are thinking strategically. They are subconsciously monitoring all
elements in their environment trying to determine their strategic implication.
138
THE BUSINESS
OF GOVERNMENT AND GOVERNANCE
CONTENTS
139
2. GOVERNANCE:ITS MEANING, SCOPE AND
CONTENTS;
140
1. GOVERNMENT :ITS ARMS, STRUCTURE,
PROCESSES AND FUNCTIONS.
DEFINITION
Government is the art, science, technology or system of
ruling over a society, village, township, local government
Area, State or the nation. Government is defined as the
machinery through which a country achieves its aims and
objectives. It consists of group of people that make law,
enforce the law and punish anybody that breaks the law of the
community, state or country they govern.
TYPES
The types of government in practice around the world are as
follows:
• Democracy- Government of the people by the people and
for the people;
• Militarism-Government by soldiers;
• Federalism-Government in which power is shared
between central and state governments;
• Monarchy-Government headed by kings and Queens;
• Episcopacy-Government control by the church, Pope or
body of Bishops;
• Theocracy-Government by divine guidance from God;
• Evolution-An anarchious changes in government;
• Anarchy-Lawlessness in government;
141
• Capitalism-System of government in which the means of
production is owned by individuals or business
association;
• Socialism-Government that gives equal rights to all
citizens and also the means of production is owned by
the public
TIERS
The there three tiers of Government in Nigeria.They are:
• Federal Government-Headed by The President of The
Federation of Nigeria;
• State Government-Headed by the state
Governors.There are thirty-six states in Nigeria;
• Local Government-Headed by Chairmen. There are
774 Local Government Areas in Nigeria.
FUNCTIONS/DUTIES
The functions/duties of government to its citizens amongst
others include:-
• DEFENCE
The Government helps to protect our lives and property.
Defend us from the hands of armed robbers, internal and
external aggressors;
• EDUCATION
The Government provides schools for learning to
develop the citizens’ minds. Build block of classrooms,
introduces free education to University levels with
modern techniques;
• TRANSPORT AND COMMUNICATION
142
The Government provides good motorable roads,
airports,inland waterways, telephones and postal
services;
• HEALTH
The Government provides, equipped hospitals, health
centres, doctors and nurses that take care of patients (sick
people);
• AGRICULTURE
The Government through the Ministry of Agriculture
provides agricultural services including tree and crops
development of farm settlement schemes, loans to small
scale farmers and fisherman, agricultural research and
planning, soil and water conservation, wild life
preservation
• HOUSING
The Government provides low-income housing scheme
and grant loan to her citizens to help them own houses;
• WATER AND ELECTRICITY
The Government provides water and electricity at very
reasonable rates;
• MAINTENANCE OF LAW AND ORDER
The Government establishes various arms of the civilian
forces to maintain law and order and to punish people
that break the law;
• SOCIO- ECONOMIC FUNCTIONS
The Government establishes institutions to create
employment, reduce poverty, manage the economy,
finance laudable projects and conduct programmes that
will improve the socio economic lives of her citizens.
ARMS
143
In whatever society, Government has three arms as follows:
• The Legislature –which exists: -
a) To make laws for the peace, order and good
government of the nation/states of the
federation with respect to any matter included
in the exclusive legis- lative list (National
Assembly);
b) To make laws on matter in the concurrent
legislature list (National and State
assemblies);
c) To make laws on matter in the exclusive list
(National Assembly);
d) Approve Budgets
• The Judiciary which exists to
a) Interprete the laws made to govern the people;
b) Apply the laws;
c) Adjudicate on cases; and
• The Executive-which is saddled with the basic
responsibility of
a) Implementing the laws and rules approved to
govern the people;
b) Execute and enforce laws passed by the National
Assembly;
c) Formulates policies for good governance
144
INSTRUMENTS
The instruments foe governance is the Nigerian Public
Service comprising of the Civil Service in the different
Ministries and the specialized agencies, corporations, forces
and parastatals of Government.
BUSINESS
The business of governance is to execute policies of the
current Government in power. The Public Servants have
certain codes that guide them on the performances of their
duties.
ETHICS
The codes of ethics in Government business are as follows:
• Discipline;
• Loyalty;
• Honesty;
• Courage;
• Courtesy;
• Cooperation;
• Helpfulness;
• Kindness; and
• Efficiency.
MOTIVATORS
The factors that will motivate public officers are:
• Job Security;
• Staff Welfare;
• Freedom from intimidation;
• Enhanced salary package and other pecks;
• Opportunity to improve one’s worth;
• Fulfillment of ambition being able to reach the peak of
carrier.
145
QUALITIES
The average Public servant should possess the following
qualities:
• Discipline;
• Punctuality;
• Loyalty;
• Tenderness.
FACTORS FOR GOOD GOVERNANCE
• Freedom of expression;
• Strong political rules;
• Free Press;
• Vibrant Civil Society;
• Independent Judiciary;
• Open and dynamic policymaking.
PURPOSES OF GOOD GOVERNANCE
• To create a conducive environment for foreign
investors;
• To increase the efficiency and effectiveness of
developing programmes;
• To create a conducive climate for political and social-
economic development.
3.PUBLIC ADMINISTRATION AND
BUREAUCRACY
DEFINITION
Public Administration has been defined as “decision-making,
planning the work to be done, formulating objectives and
goals, establishing and reviewing organizations, directing and
supervising employees, exercising controls and other
functions performed by government executives and
146
supervisors. It is the action part of government; the means by
which the purposes and goals of government are realized”.
BUREAUCRACY
According to Max Weber (1864-1920), who is the
Organization Theorist most closely associated with the
analysis of bureaucracy, it is the ideal form of
organization, because it is impersonal and rational based
on a set pattern of behaviour and work allocation, and not
allowing personality conflicts to get in the way of
achieving goals.
Weber regarded an organization as an authority structure. He
specified several general characteristics of bureaucracy,
which he described as a continuous organization of official
functions bound by rules:
a) Hierarchy: -Each lower office is under the control and
supervision of a higher one;
b) Specialization And Training: -There is a high degree of
specialization of labour. Employment is based on ability
not personal loyalty;
c) Impersonal nature: -employees work full time within
the impersonal rules and regulations and act according to
formal, impersonal procedures;
d) Professional nature of employment: -An organization
exists before it is filled with people. Officials are full
time employees, promotion is according to seniority and
achievement; pay scales are prescribed according to the
position or office held in the organization structure;
e) Rationality: -The jurisdictional areas of the organization
are determined rationally. The hierarchy of authority and
office structure is clearly defined. Duties are established
and measures of performance set;
147
f) Uniformity: -in the performance of tasks is expected,
regardless of whoever is engaged in carrying them out;
g) Technical competence in officials, which is rarely
questioned within the area of their expertise;
h) Stability.
148
PUBLIC SERVICES
The Nigerian Public services comprising the Federal and State
Civil Services and the Public Corporations, Agencies and
Commissions are the instruments for achieving the socio-
economic progress, assisting the political headships to initiate,
formulate and implement policies.
149
by the Nigerian Legislature and as interpreted by the
Nigerian Judicial system. It includes the non-political staff
and employees of the Legislature and the judiciary arms
of Government.
FOUNDATION
It was practically founded by Lord Lugard (1912-1919)
after the merger of the Northern and the Southern
Protectorates of Nigeria during the colonial rule of Britain
over Nigeria.
MODEL
The Public service of Nigeria was modeled along the
British Civil service during the colonial days. Then the
Civil service was primarily set up to maintain laws and
order and some development activities that impact
directly or indirectly on the interest of the colonial
masters.
CHARACTERISTICS
a) Permanence:-The Civil service is a permanent
appointment rather than temporary.It is subject to
promotion, gratuity and pension after retirement;
b) Professionalism:-Civil servants are experts in public
administration unlike ministers and other political
appointees;
c) Impartiality:-They are generally impartial. They are non-
political and are expected to be impartial in the
performance of their duties;
d) Anonymity:-The Civil servant cannot be invited to the
parliament to answer questions concerning their
Ministries and Department. this principle was violated
during the military rule.
150
FUNCTIONS
151
4. They render service with Organization to provide
no profit motive services, to break even,
meet up with the cost of
production and make little
profits
5. Ministry is directly The Board of Directors
controlled the control the Public
Federal/State Corporation
government
6. Obtains finance from the Independently financed
annual budget and not subject to the
legislative annual budget
7. Appointments are made With the exception of the
by the Public Service Managing Director and a
Commission of the few key official who are
Federal/State appointed by the
government executive all other
appointments are made by
the Board of Directors.
152
e) Official corruption and embezzlement of public funds
with the collaboration of politicians and top military
officers;
f) Ethnicity.
153
crimes that are responsible for official corruption and
bribery in the polity. So far, hitherto untouchables
had been prosecuted, convincted and disgraced.
Hopefully with more vigour, the perpetrators will
change their mind towards their grand design to
pauperized the nation;
• The Bureau of Public Service Reforms –that is
working relentlessly to remove the deadwood in the
civil service, retrain the competent and potentially
effective public servants and recommend ways for
improving public service efficiency and effectiveness;
• The Privatization programme that had been
privatizing some public service corporations and
businesses so that they can be better managed and
make profit apart from realizing the efficiency
targets of the businesses.
154
of objectives and strategies, strategic management
endeavors to achieve efficient programmes to
accomplish the organization’s mission. As a
philosophy, strategic management changes how
managers look at competition, customers, markets,
and even the organization itself. In the public sector, it
changes its purpose for maintaining laws and order,
social and economic development, security and
defence activities, its bureaucratic system and
principles. Its purpose is to stimulate management’s
awareness of the strategic implications of
environmental events and internal decisions.
155
• Integration of operating budgets, profit or
development plans with the strategic plan;
• Continuous monitoring of progress with revision
of plans and programmes as appropriate;
• Creation of strategic atmosphere that fosters a
team spirit;
• Commitment of necessary resources and the
development of systems to provide necessary
management information.
156
• Reduced resistance to change through proper
implementation;
• Enhanced communication and mutual understanding.
• Strategic Action
Strategic action is the implementation phase of strategic
management. It refers to managing the implementation of
the strategic plan and translating the strategies into actions.
This requires linking the longer term strategies to the
shorter term measures like budgets and motivating
individuals to accomplish them;
• Strategic Thinking
Strategic thinking represents an integration of strategic
planning and strategic action. We believe strategic thinking
must be achieved before any organization can complete the
157
evolutionary process needed for a sound strategic
management system.
STRATEGIC PLANNING PYRAMID
Strategic
Thinking
Strategic Planning
Strategic action
158
There is need to settle the confusion with regards to the
difference between strategic planning and other types of
planning functions and activities such as annual budgeting,
operating plans, financial planning and tactical programming.
For this reason, it might be well to differentiate strategic
planning from other forms of planning. The table below
enumerates the more commonly used planning terms and
offers a definition and selected contrasting characteristics of
each.
The principal attributes differentiating strategic planning
include:
• Assessing the future impact of current decisions;
• Providing a structure for dealing with risk and
uncertainty;
• Considering alternative courses of action in response to
changing environmental situations;
• Incorporating a process for determining the
organization’s purpose, direction and expected results.
TYPES OF PLANNING
TYPE DEFINITION CHARACTERISTICS
ANNUAL Represents the • Quantitative
specific goals benchmarks for
and action short time
programmes for performance;
the current year • Prepared by
of the strategic organizational
plan unit;
• One year time
horizon;
• Monthly detail
159
compared to
actual results.
FINANCIAL A financial and • Explicit statement
narrative of goals;
expression of • Accounting
expected results orientation;
• Cash flow and
cash budget;
• Financial
statement
presentation.
FUNCTIONAL Process of • Major areas
OR determining include marketing,
OPERATIONAL specific financial, human
functional resources,
objectives, information
goals and processing;
strategies based • Typically 1-3
on overall years planning
corporate plan horizon;
• Could lead annual
planning to
strategic planning.
TACTICAL Task oriented • Detailed view of
planning to activities;
deploy • Describe how
resources to specific strategies
accomplish one are achieved;
or more specific • Typically one-year
short term horizon.
160
objectives
LONG Financial • Very stable
RANGE extrapolation of industries;
short-term • Typically 5-20
financial plan year horizon;
for a long term • Corporate
horizon orientation;
• Formalized.
LONG Financial • Very stable
RANGE extrapolation of industries;
short-term • Typically 5-20
financial plan year horizon;
for a long term • Corporate
horizon orientation;
• Formalized.
STRATEGIC A framework • Long term
for managers to horizon;
enable them to • High degree of
make decisions environmental
which affect the uncertainty;
future in an • Creative;
environment of • Less detail.
risk and
uncertainty
161
• Environmental scanning;
• Internal analysis and position assessment;
• Developing mission, objectives and goals;
• Formulating strategy;
• Developing the plan.
OVERVIEW OF STRATEGIC PLANNING PROCESS
CONDUCT
ENVIRONM
. ENTAL
SCANNING
162
underdevelopment and abject poverty. At the last count it was
acknowledge that close to 89 million Nigerians are still very
poor. The unemployment situation is still very very high. The
inflationary trend is yet to be controlled; the exchange range
of the Naira is still abnormally high.
163
GENESIS AND CONTENTS
In September 2003,the Federal Government launched the
concept of SEEDS to compliment the NEEDS. Many states
have now completed drafts of their strategies and many had
started implementing their SEEDS programmes to the extent
that some of them had started launching the LEEDS
programmes.
SEEDS are more than just a strategy. It sets challenging
targets to reduce poverty, promote economic growth and
change the way government works. Planning and
implementing programmes to meet those targets will be a
multi-annual process; one which may run all the way to the
Millennium development Goal deadline of 2015.
164
expenditure reforms, and transparency and
anticorruption and good governance.
165
Monitoring and Evaluation (Step 5), will contribute to the
benchmarks.
The first set of benchmarks is designed:
“To ensure that the state government develops, publishes
and implements a strategy that advances its targets”
Step 2 of the SEEDS Framework sets out how to develop
strategies that will truly advance the Targets, while Step 3 and
4 describe how those can be taken forward into a reasoned
and fully costed strategy.
166
The fourth set of Benchmarks seeks:
167
168
169
ABOUT THE AUTHOR
BIO-DATA
B. Sc (Geography)
University of Ibadan, Nigeria (1978)
170
Member, Nigerian Institute for Training and Development
Mr. Biodun ADESINA established B.A. Consultants Limited in 1991 following over
fifteen years of administration, teaching, research and consultancy experience in
Organization and Human resources management in the public and private sectors. Before
forming the firm, he worked as a consultant with Coppers & Lybrand Associates and
KPMG Peat Marwick Ani Ogunde Consultants. He is a specialist in Organization
171
Studies. Manpower Studies, Manpower Development, Business Process Reengineering
and Educational Consultancy.
172
identifying the challenges so that suggestions can be made on the solutions to identified
problems.
NIGER DELTA DEVELOPMENT COMMISSION-2006
Participated in the NDDC Procedures Manual Workshop under the PM Global
Consulting.Specifically,I handled the procedures manual for the Corporate Affairs
Department.
173
Participated in the Human Resource Due Diligence review of Nal Bank Plc (under the
auspices of Deloitte Akintola Williams Consulting) during the 2005 consolidation
exercise carried out under the instance of the central Bank of Nigeria
AFRIBANK PLC-2005
Participated in the Human Resource Due Diligence review of the Trade Bank Limited for
Afribank Plc (under the auspices of Deloitte Akintola Williams Consulting) during the
consolidation exercise carried out under the instance of the Central Bank of Nigeria.
174
BOULOS GROUP OF COMPANIES 2005
Led a team to conduct an Organization, Job Evaluation and Salary Structure review for
the Boulos Group of Companies comprising of Boulos Enterprises Limited (Motor
cycle /Spare- parts marketing), Bel- Papyrus Limited Bel- Impex Limited (Paper
converters, Ogba/Oregun, Lagos.
Led a team to conduct Organization Structure and Manpower Rightsizing review for the
Nigerian College of Aviation Technology, Zaria.
175
Led a team of Human Resources and Organization Development Consultants to develop
and present Job Descriptions and Job specification manuals for 6 Directorates of the
Nigeria Delta Development Commission, Port Harcourt.
176
Assisted in Developing Lecture notes and other Instructional materials for the take
off of study center, which is a branch of the Ondo State Polytechnic Owo network, in
Lagos. Delivered lectures, designed marking schemes and counseling students of the
study center.
Participated as the Head of the Human Resources focus Area Team of KPMG consulting
in the strategic. Planning and Process Reengineering assignment of the Union bank Plc.
Helped to design new organization structure, New Human Resources Management
strategies and systems. Manpower Planning and Audit Systems as well as Reengineering
the Human Resources Functions of the Bank.
Facilitated the operational and Administrative Plans of the new professional Institute,
Assisted the Board of the Institute in designing forms, brochures, operational systems and
in establishing the Lagos study center for Ondo State University, functioned as the
Director of Studies at the inception of the institute.
177
Nigerian Planning Commission Lagos – 1992
Participated actively in the team, which assisted the commission to put in place the
necessary requirements for effective take off and performance of the commission. He
headed the sub-team that handled Organization Plan and Structure; Manpower Plan,
Training Plan, Job Description Manual and Recommendations for Redeployment of staff
of the commission.
Performed Executive Selection and search services for the Bank and assisted
management in the final selection process for managerial positions of the Bank.
Participated actively in the review of manpower utilization of the corporation with a view
to conducting a staff Audit which recommended the ideal manpower requirements of the
Corporation. Also established the Job Description Manual for key positions in the
Corporation.
178
Taju Industries Nigeria Limited – 1994
Led the team that undertook a comprehensive work-study for the industry. The aim of the
assignment was to improve manpower utilization, reduce wastage, improve general
performance of staff and increase productivity in the firm.
Performed several Human Resources assignments for this indigenous conglomerate. The
assignments include Manpower Planning, Executive Selection and Search Services,
Training Programmes and Remuneration Studies.
Assisted the company to manage its operations on contract basis. Also performed
advisory services for staff Recruitment and Selection.
179
Participated extensively as Guest Lecturer for NIM Courses in General and Human
Resources Management. Delivered over 30 lectures in Business and Personnel
Management for NIM between 1991 and 1994.
Led a team, which reviewed the Manning levels and conducted a Personnel Audit of
the strategic Federal Government Parastatal with branches in 20 States of the country.
180
Led a team, which reviewed and compiled Job Description and Job Specification
Manuals for the Corporation.
Participated in the data collection, data analysis and report writing for a Ten year
Strategic development plan for the major professional bodies in the financial sector of
the Nigerian Economy.
Handled the review and development of the personnel policies and practices
At divisions of a major publicly quoted multinational conglomerate group in Nigeria.
181
Led a team of consultants that conducted a review of and developed the organization
structure, manning levels and personnel policies for the well-established commercial
bank having about forty branches in Nigeria.
Led a team which reviewed and developed the personnel and General Administration
procedures manual.
Led a team which reviewed and developed the administrative system for the state
parastatal .
182
Gamji Bank Limited, Sokoto – 1988
Led a consulting team, which reviewed the organization structure and manning levels
at the senior management level.
Led the consulting team which designed a Job Specification, Job Description,
conditions of services and a remuneration structure .
183
Led a team, which reviewed the Manpower Utilization, conducted a personnel Audit
and determined the appropriate manning levels.
Member of the team, which reviewed and developed the business plans, corporate
structure, manning levels and job description manual of the leading steel stocking and
crane hiring company.
184
Member of a team which reviewed the conditions of service and manning levels of the
newly established medium-size ceramics company based in the northern part of
Nigeria.
Member of a team, which reviewed and developed the personnel policies and
procedures of a religious organization.
Led the team that reviewed the administrative procedures and compiled job
Descriptions/Specifications manual.
Miscellaneous
185
- Survey of remuneration principles and practices of
professional/management consultancy firms in Nigeria;
(1989)
Played active role in the designing and execution of training programmes (for clients’
participants) organized by Peat Marwick’s Manpower Development Division.
Played active role in the designing and execution of training programmes (for clients’
participants) organized by Peat Marwick’s Manpower Development Division.
186
Served on teams which handled over 100 executive selection assignments for various
clients in financial, commercial, manufacturing and public sector.
1985 Ogun State Liaison Officer – Responsible for management of Liaison office, protocol,
general personnel administration of the liaison office’s staff.
Secretary – Responsible for personnel management of about 5,000 teaching and non-
teaching staff of secondary and primary educational institutions in Ijebu-Ode, Ogun
State, and administration of staff Payroll running into N1 million for about 1000 staff
monthly.
187
Office of Head of Service, Abeokuta
188
POWER DEVELOPMENT AND TRAINING
SES ATTENDED BY ME
189
9. Training Function workshop – Industrial Training Fund - 1986
10. Train – The - Trainers Course – Mac Tay Tack Training Consultants – 1987
1. Won the Ogun State Merit Scholarship for Geography Course – 1976.
190
3. Won the Head of Service Commendation Letter for excellence in the compulsory
examinations for Administrative Officers examination in which I passed Five
Papers – General Principles of Law, Public Service Commission Regulations,
Financial Regulations, General Orders and Local Government Law with Distinctions.
191
vance Management Course
192
ategies for improving Re-payment Audit of Public Resources.
193
sic Management Course.
ormance Standard
nagement by Objectives
194
oduction to Industrial Relations
ganization Development
195
anagerial Work Simplification and Productivity Improvement
anaging C
s Effectively
ecutive Appraisal
fective Communication
196
29. Human Relations for Effective Management
197
198