ABSTRACT
The aim of this work is to examine the importance of organizational structure in effective management of general cotton mill Onitsha on issue affecting the management and employees. To uncover the trend of events in the scene, a review of related literature was carried out. As a method of gathering data a structured and closed-ended questionnaire was designed, validated, reproduced and administered on a sample of 50 out of which 40 were retrieved while 12 were lost due to logistic problems. Data based on these were presented and analyzed. It was discovered among other things that, communication, workflows, authority and responsibility are all valid relationships that exist between different dimensions of organizational structure that can affect managerial efficiency. It was concluded that the manner in which an organization is structured is evident in the effectiveness of the management of such organization and also there only a low degree of difference existing between the structural designs of the department within the organization. The following recommendation are made by the researcher based on the organizations generally and general cotton Mill Onitsha must review there organizational structure with the intention of adopting or creating one that will be completely free from communication hitches and hiccups so that cohesiveness will rule in such organizations and better understanding of tasks, expectations etc. can be upheld at all time.
TABLE OF CONTENTS
Title
Table of contents
Abstracts
CHAPTER 1
INTRODUCTION
1.1 Background of the study
1.2 Statement of the problem
1.3 Purpose of the study
1.4 Significance of the study
1.5 Research questions
1.6 Scope/delimitation of the study
1.7 Definition of terms
CHAPTER 2
RELATED LITERATURE REVIEW
2.1 The meaning of organizational structure
2.2 Structure
2.3 The traditional early perspective
2.3.1 Environment and structure
2.3.2 Division of labour
2.4 Departmentation
2.2.1 Types of structure
2.5 Authority and delegation
CHAPTER 3
RESEARCH METHODOLOGY
3.1 Design of the study
3.2 Area of the study
3.3 Population of the study
3.4 Sample of the study
3.5 Instrument for data collection
3.6 Validation of the Instrument
3.7 Distribution and retrieval of instrument
3.8 Method of data analysis
CHAPTER 4
DATA PRESENTATION AND ANALYSIS
4.1 List of findings
4.2 Discussion of findings
CHAPTER 5
SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATION
5.1 Summary of findings
5.2 Conclusion
5.3 Recommendations
5.4 Limitations of the study
5.5 Suggestions for further research
Reference
Questionnaire
CHAPTER 1
INTRODUCTION
1.1 BACKGROUND OF THE STUDY
Every organization have objectives which has always been to achieve a goal. These objectives are identified through planning. This is simply because through planning, management of organization establish means of achieving objectives invariably, establishing a means for achieving these objectives becomes the prior occupation for management. This brings theme face to face with a major management function which is organization. The organization process is mainly aimed to achieve co-ordination through the design of structure of task, authority and relationships. Meanwhile, the level of objective attainment generally determines the extent of management effectiveness. On the other hand, structure being a direct result of management function of organizing is the framework through which an organization accomplished the task and responsibilities needed to attain its objectives. This may be why Donnelly et al (2004) stated that “structure is a means for achieving the goal established in planning. Coming to task that structure in the present day organization presents, the need for people to organize their efforts in order to attain certain objectives becomes more and more imperative. Hence organization structure defined the format for allocation of work roles to identify the members of the organization. It establishes the line of authority for integration and co-ordination activities. According to Gabraith and Nathanson, (2009) organizational structure means “the organization of work into roles such as production, financial, marketing and so on. The combining of roles into departments or divisions all in an effort to achieve set objectives. We can therefore describe the functional structure in terms of....
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