ABSTRACT
The aim of the study is to reveal employees’ attitudes to management style in International equitable association Limited, Aba, Nigeria (IEA). IEA is a soap and detergent manufacturing company. The company uses modern management styles to drive employee performance. This study set out to investigate employee attitudes to the various management styles in use at IEA. The study used a framework which shows that employee attitude is driven by the employee’s awareness, the employee’s application of management styles, as well as the employee’s support to and ownership of their management styles. A survey among 55 employees of IEA revealed over 50 per cent support each of these frameworks, e.g. the employee’s awareness of management styles (79%), the application of management styles (85%), the employee’s support to their management styles (92%), the employee’s ownership of management styles (94%). It is concluded that the management styles of IEA are working or driving employees in the right direction. It is recommended, therefore, that the management of IEA give employees advanced training, thereby enhancing their ability to work effectively with management styles.
TABLE OF CONTENTS
Thesis Abstract
Tables and Figures
Terms and Abbreviations
1 INTRODUCTION
1.1 Background of the study
1.2 STATEMENT OF THE PROBLEM OF THE STUDY
1.3 OBJECTIVES OF THE STUDY
1.4 RESEARCH QUESTION
1.5 CONCEPTUAL FRAMEWORK OF THIS STUDY
1.5.1 OPERATIONALISATION OF VARIABLES
1.6 SCOPE AND LIMITATIONS OF THE STUDY
2 REVIEW OF RELATED LITERATURE
2.1 BRIEF PRESENTATION OF IEA
2.2 THEORIES OF MANAGEMENT STYLES
2.2.1 THEORIES OF LEADERSHIP/MANAGEMENT STYLES
2.2.2 BEHAVIOURAL THEORY
2.2.3 TWO LEADERSHIP ROLES IN THE GROUP
2.2.4 THE IOWA LEADERSHIP STUDIES
2.2.5 THE CONTINIUM OF THE LEADERSHIP BEHAVIOUR
2.2.6 LIKERT’S MANAGEMENT SYSTEMS
2.2.7 THE OHIO STATE LEADERSHIP RESEARCH
2.2.8 THE MICHIGAN STUDIES
2.2.9 THE MANAGERIAL GRID
3 SITUATIONAL CONTIGENCY THEORIES
3.1.1 FIELDER’S CONTINGENCY THEORY
3.1.2 THE PATH-GOAL-THEORY
3.1.3 THE 3-D THEORY
3.1.4 VROOM/YETTON/JAGO DECISION-MAKING MODEL
3.1.5 COGNITIVE RESOURCE THEORY
3.1.6 HERSEY AND BLANCHARD’S SITUATIONAL THEORY
3.1.7 LEADER-MEMBER EXCHANGE THEORY
3.2 TRANSFORMATIONAL THEORY
3.3 CHARISMATIC LEADERSHIP THEORY
3.4 SITUATIONAL FACTORS THAT AFFECT LEADERSHIP STYLE
4 RESEARCH DESIGN AND METHODOLOGY
4.1 RESEARCH DESIGN
4.2 SOURCES OF DATA
4.3 POPULATION OF THE STUDY
4.4 DETERMINATION OF SAMPLE SIZE
4.5 INSRUMENT OF THE STUDY
4.6 VALIDATION AND RELIABILITY OF THE INSTRUMENT OF STUDY
4.7 ADMINISTRATION OF THE QUESTIONNAIRE
4.8 QUESTIONNAIRE COLLECTION AND RETURN RATE
4.9 ANALYSIS OF THE RETURN OF QUESTIONNAIRE
4.9.1 METHOD OF DATA ANALYSIS
5 DATA PRESENTATION AND ANALYSIS
5.1 ANALYSIS OF INTRODUCTORY RESPONSES
5.2 ANALYSIS OF RESEARCH QUESTIONS
6 SUMMARY OF FINDINGS, CONCLUSIONS, AND RECOMMENDATIONS
6.1 SUMMARY OF FINDINGS
6.2 CONCLUSIONS
6.3 RECOMMENDATIONS
BIBLIOGRAPHY
APPENDICES
CHAPTER ONE
1 INTRODUCTION
1.1 Background of the study
Considering today’s competitive and economic environment, it is important that management develop the ability to determine the best management styles favorable for their workers.
Rapid environmental changes will necessitate continuous attention and emphasis in formulating strategies on the part of management in an organization. In essence, worker’s needs, welfare and feelings are crucial for policy formulation.
The essential element required in matching the needs of workers, the organizational goals/objectives and the services of the organization lies in the development of a positioning strategy. This involves the perceptual differentiation of the organization and its services from its competitors. Thus by tailoring management strategies to focus on the satisfaction of its workers, management may be able to influence the attitude of their staff toward increased productivity. It is therefore the task of all managers in an organization to design and maintain an environment, conducive to enhance the performance of the individuals working together in groups towards the accomplishment style. Note that effective, efficient and prudent management style is crucial for the continuous existence and survival of any organization.
According to Kotler (1990), mangers should possess both leadership andmanagerial skills because an organization faces huge risk of failure without these managerial qualities. We can therefore say that, management comprises of all managerial function (planning, directing, managing etc.) harmonized in actualizing organizational goals and objective.
Leadership at the other hand is the ability to control a group of people towards accomplishing a set goal(s). Kevin Freiberg further explains “Leadership as a dynamic relationship based on mutual influence and common purpose between
Nevertheless, management organizes its concepts, principles, theory and technique around these management functions knowing fully well that any malfunction on the part of the managers could hinder the effective and efficient achievement of these set goals, thereby spelling doom to the entire organization.
However for any organization to achieve its set goals and objective through satisfactory performance, the organization must have a sound systematic approach towards training and development of its human resources. In fact, without manpower there will be no performance upon which any anticipation of results can be based.
The level of organizational performance (productivity and profitability) depends to a large extent on the management styles adopted by the managers of the organization. Though management success is a function of productivity and profitability but it is also the responsibility of management in any organization to make workers perform in a way that will lead to the achievement of the set goals.
Workers will perform if management influences them enough. Note that, it is the unpredictable nature of workers that has made it imperative that management should as a matter of necessity influence the performance of workers towards the achievement of organizational set goals and objectives.
There are various management styles available from which today’s managers can explore in order to influence their workers. Every manager adopts one or two of these management styles, consciously or unconsciously in their daily business operation and also in relation with their workers. Every management has its own characteristics and this is important because it is this management style that defines if an organization is efficient or inefficient, effective or ineffective.
Interestingly enough management style could be classified on how managers assert their authority on their subordinate which could be categorized into autocratic, democratic or liassez-faire. It could also be classified based on the attitude of the manager towards his workers or the rate of production of goods and....
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