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TITLE PAGE

MANAGEMENT OF GOVERNMENT MEDIA HOUSES (A STUDY OF THE NIGERIAN TELEVISION AUTHORITY ENUGU AND FEDERAL RADIO CORPORATION OF NIGERIA ENUGU)

BY

ENYENIHI DIANA PG/MBA/08/47833

DEPARTMENT OF MANAGEMENT FACULTY OF BUSINESS ADMINISTRATION UNIVERSITY OF NIGERIA ENUGU CAMPUS

JULY 2010

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CERTIFICATION

ENYENIHI DIANA a post-graduate student of the department of Management, Faculty of Business Administration with registration number PG/MBA/08/47833 has satisfactorily completed the requirement for course and research work for the award of Masters of Business Administration (MBA). The work embodied in this thesis is original and has not been submitted fully or in part for any degree or certification of this or any other university.

______Enyenihi Diana PG/MBA/08/47833

______Name of Supervisor Head of Department Dr. U.J.F.Ewurum Dr. U.J.F.Ewurum

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DEDICATION

To God Almighty and to my mother Mrs. Eno Enyenihi.

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ACKNOWLEDGEMENT

I owe God Almighty the successful completion of this work for his guidance and protection. My sincere gratitude goes to my supervisor Dr. U.J.F.Ewurum for his kindness and commitment towards this research work. My sincere and illimitable gratitude also goes to my friends and well wishers, Uncles and Aunts for their encouragement. Finally, I am thankful and greatly indebted to my mother Mrs. Eno Enyenihi for her financial and moral support and to my brother Henry Enyenihi for his encouragement.

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ABSTRACT

This study focused on the organization of government media houses with a view to finding the major problems militating against their performing efficiently using NTA and FRCN Enugu as case studies. It was hoped that when these problems are detected and located, solutions will easy to proffer. The researcher carried out a survey study using sets of questionnaire to gather data from 245 respondents. The response rate was 100% because the researcher had to visit some respondents several times before they were moved to fill the questionnaire. The tools used for analyzing data are frequency tables or percentages. Sequel to a meticulous analysis of these data collected in the study through questionnaires, the following findings among others were made. • Most of the staff has low involvement in decision making. • There are staffs who have overstayed their usefulness. • There is inadequate availability of infrastructure. • Majority of the staff are dissatisfied with the general working conditions. Subject to these and other findings, the researcher recommended the following among others. 6

• Government should grant these media houses autonomy and independence. • These media houses should be fully commercialized to improve efficiency. • Flexible approach to management should replace the old rigid and mechanistic system. • Adequate infrastructure should be put in place so as to meet the ability to move with the trend in new technology and innovations.

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TABLE OF CONTENTS

Title Page ------i Certification ------ii Dedication ------iii Acknowledgement ------iv Abstract ------v Table of Contents ------vii CHAPTER ONE INTRODUCTION 1.1 Background of the Study ------1 1.2 Statement of the Problem ------8 1.3 Objective of the Study ------10 1.4 Research Questions ------11 1.5 Research Hypotheses ------11 1.6 Significance of the Research ------12 1.7 Limitations of the Study ------13 1.8 Delimitation/Scope of the Study ------14 1.9 Definition of Terms ------14 References CHAPTER TWO REVIEW OF RELATED LITERATURE 2.1 Historical Background of the Nigerian 8

Television Authority (NTA) ------17 2.2 Brief History on NTA Enugu as a Station and Zonal Centre ------19 2.3 Objectives of the NTA ------21 2.4 The Organizational Structure and Chart of NTA Enugu ------22 2.5 Brief History of the Federal Radio Corporation Of Nigeria (FRCN) ------25 2.6 Objectives of FRCN ------26 2.7 Corporate Structure of FRCN ------27 2.8 Bureaucracy ------30 2.9 Delegation of Authority: Concept of Centralization and Decentralization ------33 2.10 Management Efficiency and Effectiveness ------36 2.11 Staff and Motivation ------39 2.12 Staff Training and Development ------41 References CHAPTER THREE RESEARCH METHODOLOGY 3.1 Introduction ------47 3.2 Research Design ------47 3.3 Sources of Data ------48 3.4 Population of the Study ------48 9

3.5 Sample Size ------49 3.6 Method of Data Analysis ------51 3.7 Decision Criteria for the Validation of Hypotheses ------51 References CHAPTER FOUR DATA PREENTATION AND ANALYSIS 4.1 Introduction ------53 4.2 Hypotheses Testing ------67 CHAPTER FIVE SUMMARY, RECOMMENDATION AND CONCLUSION 5.1 Introduction ------77 5.2 Summary of Findings ------77 5.3 Recommendations ------79 5.4 Conclusion ------81 5.5 Area for Further Study ------81 Bibliography ------83 Appendix I ------86 Appendix II ------86

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CHAPTER ONE INTRODUCTION 1.1 BACKGROUND OF THE STUDY The study is essentially concerned with the management of government media houses in Nigeria with the Nigerian Television Authority, Enugu and Federal Radio Corporation of Nigeria, Enugu as reference points. It is perhaps very difficult to imagine what today’s organizations would have been like without management. It may not even be possible to have such organizations where groups of people come together for a common purpose. This is because for them to come together requires the coordination of the various resources-human, material, financial and informational. Indeed, organizations would have remained a mere figment of imagination without management because that would rob it of the backbone upon which it is built. Even the basic family structure would have been destroyed before its very beginning was management to be isolated. The above scenario shows that management is not only as old as man but also pervasive. It cuts across all activities as long as there are a group of people who have come together to achieve a common purpose. Management could refer to the process or the people who carry it out. As Akpala (1999:2) posits, “the management process 11 is basically the combination and utilization of organizational resources towards the achievement of the common or organizational objectives”. As people, the process of management is carried out through people who coordinate the various activities necessary for the accomplishment of organizations’ goals and objectives. They are the managers who guide and combine the other resources, including the employees (labour), in order to ensure that a given task is achieved. Accomplishment of set goals and objectives are the main reasons or purpose of setting up an organization. Therefore, organizations operate as social tools to produce goods and services needed by the society. In order to achieve these purposes, most organizations pursue three goals which may be intermeshed or independent ends in themselves. These are growth, stability and interaction. If any of the three is lacking in an organization, it may fall into problems that would hinder it from achieving its set goals and objectives. Basically, organizational problems arise out of defect in the performance of certain management functions. These functions are planning, organizing, directing, and controlling. Planning is the most basic of all managerial functions. It involves designing purposes and objectives and establishing methods of attaining them. According to Akpala, strategic plan is a 12 win the war plan. Koontz et al (1980:156) describes planning as a fundamental factor in the survival of any organization. A plan is an outline of the actions by which the organization intends to accomplish its goals (Pride et al, 1991: 137). According to Fulmer (1978:94), “failing to plan means planning to fail. Whatever the activity…whatever the stakes…the person who refuses to plan is agreeing to trust all outcomes to the probabilities of chance. Planning deals with the overall direction of the work to be done. It includes forecasting future trends, assessing resources and developing objectives for performance. It inevitably means making decisions about the area of work in which to engage, and how to use resources. Managers therefore invest time and effort in developing a sense of direction for the organization or their part of it and express this in a set of objectives (Boddy, 2008: 20). Planning is the task of setting objectives, specifying how to achieve them, implementing the plan and evaluating the results. Planning if done well brings four main benefits in that it clarifies direction, motivates people, helps to use resources efficiently, provides a way to measure progress. Planning according to Cole (2004: 147) involves decisions about ends (objectives) as well as means and decisions about conduct as well as results. The objectives set for an organization will be determined mainly by the view of its owners or senior 13 management as to what is its prime purpose. Thus, the objectives of a business organization will be based around concepts such as profitability, customer service, shareholder satisfaction and employee motivation. The clarification and definition of key objectives is vital for any organization since these are what provide it with a sense of direction and mission. It should be noted that planning should not just be the prerogative of top management. Indeed, as far as planning is concerned, all hands must be on deck. Getting everybody involved in the planning process ensures that everybody is integrated in the organizational ideas, thereby making them well focused and true team members in the achievement of the organizations’ goals and objectives. To that extent, nobody feels left out or alienated. Organizing which is the second function in the managerial process starts with and builds on the planning function. It entails the breaking down of the activity of the organization into divisions, departments and sections. The process is further broken down into operative activities or jobs in order to facilitate the achievement of organizational objectives by management. What then emerges from this whole process is an organizational structure which serves as a means or tool of promoting the coordinated performance of the activities in the organization. 14

Organizing as Boddy(2008:21) posits, is the activity of moving abstract plans closer to realization by deciding how to allocate time and effort. It includes creating a structure for the organization, developing policies for human resources management and deciding what equipment people need. Organizing involves the grouping or arrangement of jobs and other activities so that the organization’s goals and objectives could be achieved in the most efficient and effective manner (Eboh, 2002:11). Fulmer notes that the skills of organization include the grouping of the component jobs, the assignment of groups activities to manager, the delegation of authority to carry them out and the establishment of the relationship that shall exist between the working division (Fulmer, 1978:58-59). One way of enhancing this process is through the organizational chart even though this does not on its own ensure sound organization. Directing deals with the activity of generating effort and commitment, including motivating individuals and teams (Boddy, 2008:21). Directing is an attempt to influence other people to achieve particular objectives. Directing deals with leadership, communication and motivation as its essential elements. Its importance lies in the ability through performance to work towards the commencement of organizational objectives. According to Fulmer, “failure to make clear the goals, objectives and methods is 15 failure to direct. Organizations should be directed as a car is steered”. The human resource component of any organization is very important if the goals of that organization must be met. To this end, they must be led in the right path so that results achieved must align with goals intended. This involves influencing them to understand and work for these goals. To be well led, the human resource must be also adequately motivated so that their own individual goals would not be in conflict with that of the organization. It when the employees see the achievement of their individual goals that they would work their hearts out for the organization. Indeed, the twin issues of leading and motivation are essential ingredients of directing (Eboh, 2002:13-14). Controlling as Pride et al (1991:139) posit, “Controlling is the process of evaluating and regulating on-going activities to ensure that goals are achieved”. It is a three step process involving: setting standards, measuring actual performance and taking corrective action. As Fulmer (1978:59-60) points out, “control is the practice of making sure that events go as planned. Control is the attempt to eliminate all surprises…A project that is out of control has little chance of ending according to plan”. In the control process, a standard is set. This standard could be an objective, deadline, or a desired behaviour. The plans are 16 then implemented with the aim of attaining the standard set. Thereafter, the result-the outcome of the plan that has been implemented –is compared with the standard set. That is, the standard reached is compared with the standard that was set. In the event of any deviation or variation between the standard set and one attained, corrective steps are taken to avoid future deviations so that results or output achieved conform to the intended or expected standard. If however, there is no deviation between the two, the activity continues unaltered. Bracey et al (1981:102) points that controlling on its part involves the measurement of accomplishment of events or goals against the established standard of plan and the correction of deviations to ensure attainment of objectives according to plan. The essence of control is to ensure that a check and balance mechanism is in place to make management remain focused all the time. Controlling according to Boddy (2008:22) is the task of monitoring progress, comparing it with plan and taking corrective action. Control also provides an opportunity to learn from past events. These four managerial functions are interrelated and must be pursued with a holistic systems approach if the organization is to remain effective. No organization can afford to overlook these 17 functions and hope to survive in business in an increasingly dynamic and challenging business world. 1.2 STATEMENT OF THE PROBLEM Media houses in Nigeria have mostly failed to achieve many of the reasons for establishing them. Majority of them have remained “sick babies” while some have faced death. These media houses have largely been criticized for their inefficiency, unresponsiveness to the needs of a growing and dynamic economy. In a bid to make these corporations productive, government had embarked on a re-organization exercise. In 1988, the Federal Government promulgated Decree No 25 which enunciated the privatization and commercialization effort of government. The policy was aimed at assessing the net worth of all government agencies ascertaining their viability or otherwise and making a decision on their outright sale to the public, making them self sustaining by strict commercialization. and or partially subventing them up till a time when they will be perceived to have attained self sustaining capability. The partial commercialization effort in the NTA was pursued with vigour and in July 1992, a performance agreement was formally signed between the Federal government, the Technical Committee on Privatization and Commercialization (TCPC) and the Nigerian Television Authority(NTA). 18

However, this has not made these corporations more productive, more efficient and less dependent on the government for funding. The failure to address the fundamental organizational problems inherent in these corporations has resulted to their inability to record any significant improvement over the decades. The situation has always seemed as “turning new wine into an old skin”. The problems are summarized below:- • Media houses are referred to as “government babies” and are funded by the government who own them. Unfortunately, they have failed to achieve most of the objectives for which they have been established and this has led to their unproductive and inefficient posture and equally to their inability to move with the trend in the new millennium broadcasting technology and innovations. • Government interference in the running of these media houses has been identified as a major problem. With the appointment of unqualified personnel (as a political compensation) it becomes even more difficult for these corporations to attain organizational goals and corporate excellence. This interference by government has led to organizations poor policy formulation and an unhealthy and un-conducive organizational climate. 19

• Management of most government owned media houses in Nigeria are not concerned about employees’ welfare and motivation. This has resulted in low morale and lack of job satisfaction on the part of the employees’. • The enormous size of these media houses has led to a vague organizational focus and an under-staffing in several departments. This has adversely affected the performance and corporate excellence of these corporations. • Lack of subordinates’ involvement in decision making process affects their job performance in particular and the attainment of corporate excellence in general. • Lack of delegation of tasks, authority and the close supervision of the subordinates by their superiors kills employees’ initiatives and enthusiasm. This greatly impinges on employees’ performance and drastically affects the attainment of corporate excellence. 1.3 OBJECTIVES OF THE STUDY The objective of a study entails what the study intends to achieve at the completion of the research. Having identified the problem, the following objectives are pursued in this study: 1. To ascertain the level of availability of infrastructure in moving with the trend in the new millennium broadcasting technology and innovations. 20

2. To determine the organizations most significant problem of inefficiency. 3. To determine the employees’ level of satisfaction with the general working conditions in the organization thereby ascertaining its key role in enhancing productivity and efficiency. 4. To determine the level of subordinates involvement in decision making. 1.4 RESEARCH QUESTIONS This research study will seek to find answers to the following questions: 1. What is the level of availability of infrastructure? 2. What is considered as the organizations’ most significant problem of inefficiency? 3. What is the level of satisfaction derived in the organization? 4. Do subordinates participate in decision making? 1.5 RESEARCH HYPOTHESES The hypotheses for this research study are as follows:

H0: Adequate availability of infrastructure does not enhance productivity and efficiency.

H1: Adequate availability of infrastructure enhances productivity and efficiency. 21

H0: Government control is not the most significant problem of inefficiency in government media houses.

H2: Government control is the most significant problem of inefficiency in government media houses.

H0: Adequate level of job satisfaction does not play a key role in enhancing productivity and efficiency.

H3: Adequate level of job satisfaction plays a key role in enhancing productivity and efficiency.

H0: Subordinates involvement in decision making does not affect job performance in particular and the attainment of corporate excellence in general.

H4: Subordinates involvement in decision making affects job performance in particular and the attainment of corporate excellence in general. The above statements shall be tested using the chi-square test through the use of questionnaires that will be sent out to verify the correctness of each statement and the opinion of the individual employees in the organizations under study. 1.6 SIGNIFICANCE OF THE RESEARCH The significance of this study can be viewed from two major standpoints-practical and academic. 22

1. Practical Significance: This kind of study will assist in broadening understanding or the scope of knowledge of the following: • Help the government identify the shortcomings in the organizational structure of the media houses which has contributed in making them counter productive. • Help the NTA and FRCN management identify some of the shortcomings of its organizational structure and help them formulate a better structure to suit its new thrust at commercialization. 2. Academic Significance: In the academic arena, this study will prove to be significant in the following way: • The study will serve as a body of reserved knowledge to be referred to by researchers. 1.7 LIMITATIONS OF THE STUDY The conduct of research in Nigeria and of course indeed all developing countries is imbued with a lot of problems. This research study would have been extended to include the analysis of data from all NTA and FRCN stations and zonal centres nationwide but for the following constraints: • High financial requirement involved in traveling to these places for the required information. • Inadequacy of time which is limited to a specific time frame. 23

• Anticipated delays in filling and returning questionnaires by respondents. But despite all these, necessary attempts and efforts will be made to gather pertinent facts. 1.8 DELIMITATIONS/SCOPE OF THE STUDY The scope of this study is very wide if it has to be carried out in all government media houses in Nigeria. This research study is restricted to the Nigerian Television Authority, Enugu and Federal Radio Nigeria, Enugu to enable the researcher cover it in a single study. They are purely government media outfits and hence suit the study well. 1.9 DEFINITION OF TERMS On this aspect the researcher will give explanations to terms that have unique use to the study: MEDIA: The main ways that large number of people receive information and entertainment i.e. television, radio, newspapers. PRIVATIZATION: To sell a business or an industry so that it is no longer owned by the government. COMMERCIALIZATION: To use something to make profit, especially in a way that other people do not approve of. SUBVENTION: An amount of money that is given by a government, etc. to help an organization. 24

NETWORK: To broadcast a television or radio programme on stations in several different areas at the same time.

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REFERENCES Boddy, D. (2008), Management: An introduction, 4th Ed., Prentice Hall, Europe. Eboh, F.E. (2002), Management Theory Models for Decision Making, Enugu: Computer Villa Publishers. Modum, U. (2005), Management Information Systems Analysis and Design, Enugu: Precision Publishers Limited.

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CHAPTER TWO REVIEW OF RELATED LITERATURE 2.1 HISTORICAL BACKGROUND OF THE NIGERIAN TELEVISION AUTHORITY Since the advent of television as a medium of communication, its impact has always been appreciated in every segment of the segment of the society. Television as a powerful audio-visual box has invaluably paved the way for media agenda- setting. Its modest start about forty-two years ago has climaxed into worldwide reception especially with the coming on stream of satellite broadcasting. The government of the western region of Nigeria was the first to establish a regional radio and television station called the Western Television Broadcasting Service (WNBS/WNTV). The first television signal was beamed from the ancient city of Ibadan, Oyo State in 1959. The government of the eastern region followed suit by setting up the Eastern Nigeria Television in Enugu in 1960. By 1962, the government of the northern region midwifed the Radio Kaduna Television (RKTV). The Mid-west Television (MTV), now NTA Benin was ushered in by 1973. 1974 heralded the Benue-Plateau Television which pioneered coloured transmission in television. 27

However, in 1977, the then Federal Military Government promulgated Decree No.24. The decree which took retrospective effect from April 1976, brought all existing television stations under one umbrella giving birth to the Nigerian Television Authority (NTA). The Nigerian Television Authority (NTA) was charged with the exclusive responsibility for the provision of television broadcasting in Nigeria. The Authority inherited ten television stations located in Ibadan, Kaduna, Lagos, Benin, Jos, Port-Harcourt, Kano, Sokoto, Owerri and Aba. Stations were thereafter established in state capitals where none existed. NTA Maiduguri, Bauchi, Minna, Yola, Ilorin, Calabar, Makurdi, Akure and Abeokuta were created. NTA 2 Channel 5 was established in 1980. NTA Abuja, Ikeja, Katsina, Lafia and Dutse also came on board between 1981 and 1997. In November 1996, the headquarters of the Authority moved from Lagos to the Federal Capital Territory thereby ensuring effective coverage of major activities in the country. With the advent of Democracy in 1999 and the quest of the populace to be informed and be heard, it became imperative that the Authority established more television stations throughout the country. Thus, in the year 2000, seventy-two new television stations were established throughout the country to ensure that the masses are well informed of government activities and policies, 28 and also take their views and expectations to the government. The NTA also embarked on mass reinvigoration, rehabilitation and replacement of obsolete equipment as modern up-to-date equipment were brought to replace old ones. As at November 2001, almost all the twenty-seven old stations were provide with new transmitters and generating sets. These have beefed up the Authority’s programming capacity ensuring that new challenges are met. Presently, the Nigerian Television Authority has sixty-six functioning stations including ten network centres and thirty-four stations about coming up. 2.2 BRIEF HISTORY ON NTA ENUGU AS A STATION AND ZONAL CENTRE The Nigerian Television Authority Channel 8, Enugu is the second oldest television station in Nigeria and Africa coming after WNTV/WNBS (now NTA Ibadan) which came on stream in1959. The station then known as ENBS/ENTV started transmission with a 1kw transmitter on October 1, 1960. Its administrative block was at No 2 Ogui road, Enugu. The broadcasting house was located at the top floor of ACB building ogui road, Enugu. From there the station relocated to its present site at Independence layout, Enugu. The first Chief Executive of the station was Mr. Peter Proudman. By Decree No. 24 of 1977, all existing television stations in the 29 country were taken over by the Federal Government. This gave birth to the Nigerian Television Authority. Accordingly, NTA Enugu was excised from former ENBS/ENTV to become NTA Enugu. In 1982, NTA Enugu took delivery of a 10kw Thomson-CSF transmitter. In November 2000, a brand new Rhode and Schwartz 10kw digital transmitter was installed for the station at Abor, near the popular 9th Mile Corner about 25kilometres away from the Capital city of Enugu. Similarly, the studio has been equipped with ultra modern digital state of the art studio facilities. In 2004, the Director General created six zonal centres and NTA Enugu assumed the status of a zonal centre. The zone coordinates the activities of 14 stations in the zone namely: NTA Port-Harcourt, Aba, Owerri, Calabar, Makurdi, Uyo, Awka, Abakaliki, Umuahia, Eket, Ikom, Brass, Gboko and Oturkpo. The station is received in about 13 states of the federation namely: Anambra, Delta, Edo, Imo, Abia, AkwaIbom, Enugu, Benue, Kogi, Rivers, Crossriver, Ebonyi and Bayelsa. The Zonal centre took delivery of Outside Broadcasting (OB) Van and Digital System News Gathering (DSNG) Van with which the zone has effectively uplinked news and programmes as well as carried live broadcasts emanating from the zone.

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2.3 OBJECTIVES OF THE NTA The NTA has objectives for which it was established. These objectives are derived from the overall aim of broadcasting in Nigeria. The mission of NTA is to: • Inform, entertain, educate and enlighten the Nigerian television audience, maintaining its leadership position in television broadcasting. • Enrich the life of the Nigerian by influencing positively his social, cultural, economic, political and technological thinking through a wide choice of programmes. • Operate for the benefit of all Nigerians: recognizing and reflecting diversities in cultures, values, interests. • Contribute to the development of a shared national consciousness, cohesion and identity. • Produce high quality programmes which are commercially viable: employing new technologies and up-to-date techniques available in the industry; and remain competitive in a profit- oriented manner. • To provide excellent television service worldwide and project the true African perspective.

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2.4 THE ORGANIZATIONAL STRUCTURE AND CHART OF NTA ENUGU Organizational problems in many organizations have been attributed to a deficiency in its structural design. Organization structure describes the way work is divided, supervised and coordinated. When people join a department or take a job within the structure, this gives a fairly clear signal about what they should do (Cole, 2004:319). The structure of an organization is the sum total of the ways in which it divides its labour into distinct tasks and then achieves coordination among them (Mintzberg, 1979). Green et al (1985) organizational structure as bothering on division overall work, identification of responsibility of task performance leading to formalization and determination of decision making. Robbins (1986) lists a number of constraints which are in line with the definition of Green et al and explains organizational structure as job descriptions that outline what employees are supposed to do, the policies, procedures and rules that restrict an employees freedom of choice as well as the authority hierarchy that exists which defines each employees boss and specifies the formal channel through which communication is passed. These constraints represent structural devices created to direct and control the behaviours of employees. In otherwords, all employees are restrained in some degree by their organization structure. 32

Boddy (2008:319) points out that the organization chart shows the structure as a picture. It shows the main departments and positions with lines linking senior executives to the departments or people for whose work they are responsible. It showswho people report to and clarifies four features of the formal structure. • Tasks: The major tasks or activities the organization undertakes. • Subdivisions: How the major tasks are further divided. • Levels: The position of each post within the management hierarchy. • Lines of Authority: The lines linking the boxes show who has formal authority over whom and to who people report. Organization charts give a convenient (though transient) summary of the current allocation of tasks and who is responsible for them. An organization chart shows the main departments and senior positions in an organization and the reporting relations between them. Once an organization has grown beyond the point when the owners can exercise direct control, then some degrees of differentiation or specialization is inevitable. This at once requires some steps to be taken to ensure sufficient coordination of the new structure. Thus, most organizations have to face up to a number of crucial questions about the kind of structure that will best sustain the success of the enterprise (Cole, 2004:184).

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2.5 BRIEF HISTORY OF THE FEDERAL RADIO CORPORATION OF NIGERIA The Federal Radio Corporation of Nigeria is the pioneer broadcast organization in Nigeria with a rich culture of excellence. The Corporation has evolved through different stages to become what it is today-the largest Radio Network in Africa. Radio broadcasting was introduced into Nigeria in 1933 by the then colonial government. It relayed the overseas service of the British Broadcasting Corporation through a wired system with loudspeakers at the listening end. The service was called Radio Diffusion System (RDS). From the RDS emerged the Nigeria Broadcasting Service (NBS) in April 1951. Mr. T.W Chalmers, a Briton and controller of the BBC light entertainment programme was the first Director General of the NBS. The Nigerian Broadcasting Corporation (NBC) came into being in April 1957 through the Act of Parliament No.39 of 1956.The Director-General was Mr.J.A.C.Knoh,OBE. In 1978, the Nigerian Broadcasting Corporation was re-organized to become the Federal Radio Corporation of Nigeria, FRCN. The NBC was instructed to hand over its stations broadcasting on medium wave frequencies in the states to the state governments and FRCN took over short wave transmitters from the states. The Broadcasting Corporation of Northern Nigeria (BCNN) was merged with the NBC stations in 34

Lagos, Ibadan and Enugu to become the present day FRCN. The Reverend Victor Badejo was the first indigenous Director-General of Radio Nigeria. Today the FRCN, as a public service broadcaster with its headquarters in Abuja has National stations in Enugu, Ibadan, Kaduna and Gwagwalada FCT plus a Lagos operations office. These National stations and Lagos operations office control all the 37 FRCN FM/MW/SW stations spread across the country reaching more than 100million listeners, broadcasting in 15 languages, catering to the diverse broadcasting needs of a multi-ethnic Nigeria; uplifting the people and uniting the nation. The corporation also has five of its stations streaming live audio on the internet at www.radionigeriaonline.com thus reaching millions in the world. 2.6 OBJECTIVES OF FRCN The mission of the Federal Radio Corporation of Nigeria (FRCN) is: To be an impartial, credible, proactive broadcast medium in the forefront of Nigeria’s national development, unity and progress.

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The Vision is: To create and maintain a broadcast outfit that will serve as a model in Nigeria and Africa in terms of standards, professionalism and character. The Mandate is: To uplift the people and unite the nation. 2.7 CORPORATE STRUCTURE OF FRCN The FRCN has a Board of Directors which has overall responsibility for policy and standards. The Director-General is the Chief Executive Officer. The National stations and Lagos operations centre are headed by Directors who report to the Director-General. The Director-General and Directors form the Central Management Committee (CMC) which is responsible for the day-to-day running of the corporation nationwide. At the headquarters, there is a Committee Of Management (COM) chaired by the most senior Director with other Directors and Heads of Departments as members. There is also a Committee Of Management in each National station and Lagos operations headed by the Director-in-Charge, assisted by Heads of sub- Directorates, General Managers of FM stations and Heads of Internal Audit.

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FRCN has three levels of Authority: • Headquarters • National Station • FM Stations

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2.8 BUREAUCRACY Because of its importance as a form of structure in many large-scale organizations, it becomes pertinent to discuss bureaucracy at this point. It was Max Weber, a pioneer of sociology who presented the concept of bureaucracy as an ideal organization structure because of his interest in the development and change in western society. The literal meaning of bureaucracy is “Rule by the Office” or Rule by Officials”. In popular usage, it is always regarded in a bad sense but to Weber it had no invidious connotations. It refers to principles of organization that find varying degrees of expression in a wide variety of organizations (Umoh, 2000:150). Bureaucracy is a regulated administrative system operating through complex interrelated organs (Barber, 1983: 85). A bureaucratic structure is a management system based on formal framework of authority that is carefully outlined and precisely followed (Pride et al, 1991: 181). The backbone of bureaucracy is structure. The concept of bureaucracy outlines that you will never have an organizational effectiveness until you have a structure. Organizations that refuse to have a structure (organigram) will definitely have its opposite: chaos. Ugwu (2007: 105) defines Bureaucracy as an organizational system that states the rules and regulations, dos and dont’s of an 38 establishment. Bureaucracy follows all the rigidity of a hierarchical structure of an organization. Bureaucracy advocates that legal power and authority lie with the position and not the occupant of the position. It emphasizes professionalism and specialization. The father of bureaucracy, Max Weber, pointed out that power and authority of the executives lie in the administrative expertise. He was only advocating for organized structure in establishments which enhances order and sanity without which there will be confusion and anarchy. Bureaucracy is the hierarchical means of coordinating the activities of workers through division of labour and chain of authority. It is where instructions and rules are rigidly followed to the letter. Bureaucracy cuts across every organization throughout this world. It could be vividly noticed in government establishments, economic and political system, churches, private enterprises, universities, even in heaven, order is the first rule. Bureaucracy focuses on appropriate channeling of activities. It does not regard informal organization. Bureaucracy is all about sticking to organizational structure religiously. Bureaucracy has a permanent structure. This is because it has existed and guided the thinking of executives for over fifty years, so cannot be easily destroyed. Bureaucracy outlines the occupier of any position, and still remains 39 effective, guiding every member of the organization towards being orderly. A more modern organic system has emerged to replace the rigid bureaucratic system. The organic system has some characteristics or features and they are: • Task specializations are not as rigid as the early bureaucratic system. Jobs are more flexible, rules and regulations are drastically reduced, workers can use their initiatives. • There is delegation of responsibility, power and authority among workers. This system is more democratic than autocratic. • Every worker is committed to achieving the overall goal of the larger establishment. • Communication flows horizontally, vertically and diagonally. Networking is made easy. • Consultation is encouraged because there is power sharing. Because of the shared authority and power, there is a wide span of control. That is the number of employees a manager can conveniently supervise or control. The system an organization will adopt depends on the type of organization and what they intend to achieve. In today’s dynamic and complex business environment, establishments ought to know whether to adopt one of the systems or both in order to face the challenges of a global village-the world. 40

2.9 DELEGATION OF AUTHORITY: CONCEPT OF CENTRALIZATION AND DECENTRALIZATION When an organization grows beyond the smallest operation, management divides work vertically as those at the top delegate more of their work to those below them and so begin to create a hierarchy. As the business grows, the hierarchy becomes more complex. It has been established that authority is a vital tool in the achievement of organizational objectives. Whatever role people are to perform in an organization, they require the confernment of a certain degree of discretion to make it possible for them to use their judgment (Koontz et al, 1980: 421). This type of discretion or authority could be concentrated within a certain level. These have to do with the concepts of centralization or decentralization of authority. Koontz et al pointed out that there is nothing like absolute centralization or decentralization. Absolute centralization of authority in one person would mean absence subordinate manager and consequently absence of a structured organization. On the other extreme, absolute centralization would mean that managers will delegate all their authority. In this case, their position will be demitted and consequently there will be no organization. Thus the concepts of centralization and 41 decentralization are matters related to the degree of delegation of power. Boddy (2008: 322) points out that centralization is when a relatively large number of decisions are taken by management at the top of the organization. Tansik et al (1980: 11) observes that centralization exists in an organization when there is a decrease in the role of higher level managers. Eboh (2002: 39) states that centralization refers to a situation whereby an organization’s decision making is concentrated at the top level. In this case, virtually all activities come under top management control and scrutiny. Both communication and coordination become centrally directed. Akpala (1990:71) states that centralization produces uniformity of policy and action, utilizes the skills of centralized and specialized staff and facilitates closer control over operating units. Thus a centralized organization has only one profit centre and does not delegate a large degree of responsibility and authority in decision making. According to Litterer (1978: 169), as firms becomes large and problems become more complex and rapidly changing, it takes a longer time for information to move from lower levels of the organization where the problems occur up to the higher levels where decisions are made and back again to levels or areas where the action is taken. It is at this point, he says that decentralization 42 of authority becomes necessary since it permits decisions to be made by those closer to the actual problem. It often results in quicker and more appropriate action. This delegation of authority facilitates job coordination. Soyombo (1990: 22-25) agrees with Litterer that delegation facilitates job coordination. He observes that in addition, delegation facilitates easy succession of incumbent and training of personnel. Hence when a staff is carrying out functions delegated to him, he receives on the job training well. Boddy (2008:322) posits that decentralization is when a relatively large number of decisions are taken lower down the organization in the divisions or operating units. Eboh (2002: 39) points out that decentralization entails a situation whereby most of the decisions in the organization are delegated to lower level managers. In this case, decisions are spread to lower organizational levels. This means that major policy and administrative decisions remain with top management while routine operating decisions reside with lower level managers. Reasons that could determine whether an organization adopts centralization or decentralization include: • The capabilities of lower level managers. • The type of decision involved. • The organizational practice. • The environment in which the organization finds itself. 43

It is however observed that the authority of the NTA and FRCN could be described as centralized to a certain extent at the headquarters level. The concept of centralization as it is being considered is not referring to the physical dispersal of an organization but to the dispersal of the authority to commit the organizations resources. The physical deployment of an organization may or may not reflect genuine power sharing. Therefore, a highly decentralized organization is one in which the authority to commit people, money and materials is widely diffused throughout every level of structure. Conversely, a highly centralized organization is one where little authority is exercised outside a key group of senior managers (Cole, 2004: 193). 2.10 MANAGEMENT EFFICIENCY AND EFFECTIVENESS Eboh (2002: 32) defines Efficiency as the ratio of outputs to inputs. It is the amount of output per unit of input, that is, the amount of resources used to produce a unit of output. An organization is more efficient than the other if it uses the same amount of resources to produce more output or if it uses less resources than the other but produces the same output. According to Boddy (2008: 607), Efficiency (‘doing things right’) is a measure of output divided by the inputs needed to produce the output. It is widely used to show how productive a unit is and how 44 well people have managed it-the more output for the fewer inputs, the better; since that implies that value is being added to the resources. An increase in the ratio of output to input indicates an increase in efficiency. On the otherhand, Eboh (2002: 33) points out that Effectiveness refers to the extent which an organization achieves its objectives. It is seen as the relationship between a responsibility centre’s outputs and its objectives. That is, the extent to which results achieved conform to objectives desired to be achieved. Effectiveness (‘doing the right things’) is a measure of how well the outcomes of an activity relate to the broader objectives of the unit-that is, how well it supports the achievement of broader goals (Boddy, 2008: 607). It is important to note that it is the desire of every organization to be both efficient and effective. However, an organization could end up being efficient without being effective, or vice versa. It is also important to note that both efficiency and effectiveness are usually looked at in comparative terms, in which case we usually look at one organization as being more efficient or more effective than the other. Koontz et al (1980: 575) identified an efficient management as indispensable in the success of an organization. They contend that efficient managers create an environment in which people working together in groups can achieve enterprise objectives and at 45 the same time accomplish personal goals. Attah(1981: 11) while highlighting the management related problems in media houses, observed that there is lack of managerial skills and leadership qualities as well as technical know how of personnel in media houses. He observed in addition to this that the management maintains a poor practice in recruitment, appointment of favoured directors by the government with little regard to competence. It has been observed that there is too much government interference in management appointments and these appointments are largely influenced by ethnicity and political affiliations. People are selected on the basis of where they come from either to satisfy the need for federal character or quota system. This hinders the efforts of government media houses towards achieving their declared objectives. The effect of appointing an incompetent manager because he comes from a favoured ethnic group include: weakening of discipline, protection of incompetent and unqualified employees, inability to agree on the most helpful operational method and policies, weakening of spirit de corps and undermining of good labour relations and industrial peace. The Civil Service Reform of 1988 made an unsuccessful attempt to address this issue. It recommended that in respect of recruitment and appointment, appropriate pre-entry qualifications should be uniformly applied but that the principle of federal 46 character should be faithfully adhered to in respect of appointment of officers on grade level 07-10, for appointment and advancement of grade level 11 and above should be made on merit. However, despite these recommendations the government still considers quota system and ethnicity when making appointments in key positions in government media houses. 2.11 STAFF AND MOTIVATION The question of what propels a staff to put in his utmost best in the achievement of an organizations goal or objective has become a dominant theme in management circles because human elements are the most important factor in organizations. It is recognized that just as the organization has some pre-determined goals and objectives to achieve, the individual working for that organization also has certain goals and objectives which he wants to achieve. Unless the individual sees the success of the organization as a path leading to his own success (as an individual), he may not work out his heart for the organization. Motivation, therefore, is that thing that gives the worker the urge, stimulus or driving force to work for the organization. It is that thing that propels the worker or gives him the zeal to work for the organization (Eboh, 2002: 126). In trying to understand the nature of human motivation and commitment, it is worthwhile to find out why employees would want to co-operate and be 47 committed to contribute towards accomplishing organizational goals and objectives. People form an organization or join existing ones with a view to satisfy certain needs of theirs which individually they could not and may never meet. They therefore within organizations behave in certain ways and pursue particular courses of action in order to satisfy their needs. Employee motivation can be said to be the process of influencing workers to work for a cause desired by the employer or management (Ibik 2008: 34). Motivation is concerned with the factor that influences a worker to behave in certain ways. This factors could be the work itself, pay, the boss, promotions, fringe benefits, co-workers, the environment of the work place. Motivation can be described as goal-directed behaviour as people are motivated when they expect that a course of action is likely to lead to attainment of a goal and valued reward. Kempner (1976: 261) defines motivation as the process of initiating and directing individual or group behaviours. In addition, Eze F.C (2002) says that an individual or group produces or sustains behaviour when he finds rewarding to do so when the behaviour accomplishes an objective, which satisfies a need. People are more committed in doing things that bring gain and satisfaction to them both in the short-run and in the long-run. Moneay et al (1982) defines it as “identification with the goals and values of the organization, a desire to belong to the organization 48 and a willingness to display effort on behalf of the organization”. The major theories of motivating system have come to us from the researches of Abraham Maslow, Douglas McGregor, Frederick Hertzberg, David McClelland, Elton Mayo and Victor Vroom. To properly articulate the concept of motivation, one must appreciate its four basic elements:- • It is internalized in the individual. • The process energizes or buoys up the individual worker in the discharge of his tasks or responsibilities in the work place. • The process directs the individual worker in the work place. • The process sustains the action of the individual worker in the work place. 2.12 STAFF TRAINING AND DEVELOPMENT Training for staff is very vital in countering poor performance and productivity. Torrington and Chapman (1979: 116) define training as developing the employees’ capacity to perform. The scope of training and development activities as in most other activities in an organization depends on the policy and strategies of the organizations; however, do have a positive policy on training and development. It is assumed that organizations see an important role for training and development in the provision of skills and the improvement of employee motivation. Describing the training policies of the public service, Umoren (1992:27) 49 reveals that in-service training of employees is widely used by governments to prepare employees for better performance of their duties, as well as to equip them for higher responsibilities and to qualify them for promotion. The Nigerian Television Authority (NTA) established in January 2003, the Directorate of Training and Capacity building which was vested with the responsibility of filling the yawning gap between the present performance level and the needed optimum development delivery to the Authority’s strategy geared towards the re-orientation, training and development of man power potentials, motivation and mobilization as this will also create opportunities to meet the new challenges, besides producing a new generation of staff trained to produce quality programmes to positively project Nigeria’s image locally and internationally. As a policy, the Directorate embarks on training and re- training staff to agreed international competency standard, operational efficiency and high productivity. Periodically, the Directorate organizes specialized intellectual capital development programmes, internal and external workshops/seminars and course within and outside the country for staff to meet specific needs and challenges. Programmes such as “Change Project”, “Re- orientation” and “Achieving Operational Excellence” workshops were aimed at re-orientating and building staff optimum capacity 50 to freely embrace new changes and challenges of the transfer to digital technologies and self-financing. In seven years of its existence, the Directorate has been exploring quality development programmes and courses of direct core relevance offered by recognized training institutions like Administrative Staff College of Nigeria (ASCON), Centre for Management Development (CMD), Nigerian Institute of Management (NIM) etc. This is in addition to exposing the workforce to specialized quality training programmes overseas such as offered by British, American and German Broadcasting Organizations and Manufacturers in line with identified relationship between NTA objectives in the corporate and business plans and the training function. The Directorate also enters into quality exchange programmes industrial attachments with the BBC, German and American Broadcasting bodies with a view to sharpening the skills and knowledge of staff broaden their horizon and expose them to current trends in TV broadcasting and operational excellence. Internally, the Directorate has established inter-directorate liaison through which periodic training needs analysis, unit by unit and department by department in all NTA stations is being carried out. This is supported by job evaluation to ensure that the right staff is in the right job from time to time for enhanced performance 51 and productivity. Again, in-house trainers/facilitators have been identified, trained, retrained and sustained besides periodic updates. The objectives of the Directorate of Training and Capacity Building is to among others: • Train and build intellectual potentials to full capacity for high technology, high standard TV network industry. • Produce a new generation of staff trained to produce quality programmes to positively project Nigeria’s image internationally. • Keep NTA staff abreast of technological innovations, changes and developments in the industry. • Formulate training strategies that best meet the objectives and goals of NTA. • Educate staff on computer based Human Resource Development system for facilitation of training management. • Acquaint staff with NTA training policy to ensure that training nominations follow approved guidelines. • Acquaint staff with training cost guidelines so that training budgets are appropriately and adequately estimated and captured in the annual budget. • Identify, train and re-train in-house resource persons. • Monitor and evaluate impact of activities on staff. 52

• Operate an effective Research and Development Training Needs Analysis (SWOT). No organization moves forward without training and re- training. It is therefore the conviction of the FRCN that it in its own interest and, in the interest of its employees that full support should be given to training and staff development. The FRCN has in its 57years of existence been training its employees and infact owns the oldest broadcast training school in the West African region. The objective of FRCN training policy is to ensure standard and uniform training and development of all staff for optimal performance towards achieving the corporations’ goals and objectives. This optimal performance is expressed in clear signals, rich content in news and programmes, proactive and aggressive marketing and effective and efficient management of resources.

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REFERENCES Boddy, D. (2008), Management: An introduction, 4th Ed., Prentice Hall, Europe. Cole, G. (2004), Management Theory and Practice, 6th Ed., T.J International, Padstow Cornwall, UK. Eboh, F.E. (2002), Management Theory Models for Decision Making, Enugu: Computer Villa Publishers. Ibik, P.N. (2008), The Practice of Management, Enugu: El-Felys Creations. Ugwu, J.N. (2007), Organizational Behaviour, Enugu: J.T.C. Publishers. Umoh, S.M. (2002), Human Behaviour In Organizations and Administrative Theory and Practice, Enugu: J.T.C. Publishers.

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CHAPTER THREE RESEARCH METHODOLOGY 3.1 INTRODUCTION Presented in this segment are the various data gathering interpretation and presentation research techniques the researcher carefully and purposely adopted for the accomplishment of the study. They comprise research design, sources of data, population of the study, sample size, method of data analysis, decision criteria for the validation of hypotheses. 3.2 RESEARCH DESIGN According to Asika (1991: 27), research design means the structuring of investigation aimed at identifying variables and their relationships to another. In defining design, Odo (1992:43) states that design means “outlining the name of the equipment and other material that the researcher intends using and applying same to successfully execute the practical aspect of the research study. In this study, the researcher applied the survey method of research as an extensive use was made of the questionnaire as the basic tool. By survey research, we mean the task of asking questions in order to acquire information from the population under study. This is the most commonly used by social scientists. It has to do with drawing up a set of questions on various subjects 55 or on various aspects of a subject to which selected members of a population are requested to react (Unyimadu, 2005). 3.3 SOURCES OF DATA For the purpose of the study, data were collected using the primary and secondary sources of obtaining information. The justification for using these two sources becomes obvious when one considers the limitation of either source of data collection. The primary data were collected via structured questionnaires administered to a sample population while the secondary data were obtained from published and unpublished written materials that are related to the subject matter. Among these include textbooks, unpublished research work, magazines, journals. Intensive visits were made to the university library and departmental library. 3.4 POPULATION OF STUDY Population in research statistics can be described as the entire number of people, objects, events and things that have one or more characteristics of interest to a study. It is the target of the study for the collection of data (Olakunle, 1997: 136). Ikeagwu (1998:172) defines it as the aggregate of individual persons or objects for investigation ie the sum total of the units of analysis. Odo (1992: 45) define it as “the totality of any group, persons or objects which is defined by some unique attributes”. In other words, population is 56 any group the researcher has focused his attention on and has been chosen as the approved subject of the study. Therefore, the population of this study consists of the entire workforce of NTA Enugu and FRCN Enugu covering all major departments. The population consists of: 99 Senior and Junior Staff of NTA 535 Senior and Junior Staff of FRCN Total 634Staff 3.5 SAMPLE SIZE According to Ikeagwu (1998: 172), “one would expect that ideally the study of the entire population or universe would add appreciable weight to findings in an investigation” but “since it is not possible to study the entire population, one has to settle for a sample of the total population. He went further to state that it is more economical in time, effort and money to get the desired information from only some or group of elements than for all of them. Sampling therefore is the process of selecting a proportion of of the population considered adequate to represent all existing characteristics within the target population for the purpose generalizing the findings. The sample is viewed not as a whole in itself but as an approximation of the whole and statistics attempt to 57 determine how good an estimate of the true population value the sample. In determining the sample size of this research work, Yaro Yamani (1964) statistical formula was applied as follows: n = N____ 1+N (e) 2 Where n= Sample size N=Population size e =Error (5%) I =Constant The translation of the formula is as follows: n= 634 = 634 =245.26 1+ 634(0.05)2 2.585 The sample size is therefore 245. TABLE 3.1 ACTUAL SAMPLE SIZE DETERMINATION ORGANIZATION POPULATION SAMPLE PERCENTAGE SIZE NTA 99 38 15.62% FRCN 535 207 84.38% TOTAL 634 245 100%

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3.6 METHOD OF DATA ANALYSIS In this study, the researcher analyzed, interpreted and presented the data collected in meaningful and simplest form for the understanding of the readers. The data collected were analyzed with tables and percentages. The percentages were used to analyze the data collected so as to make them more understandable to readers while chi-square was used to test the hypotheses based on its scientific nature and also its use for social research by social scientists. The formula for chi-square used in this study is as follows: χ 2= ∑ (O−E) 2 E Where χ = Computed chi-square O= Observed frequency E= Expected frequency ∑= Summation sign 3.7 DECISION CRITERIA FOR THE VALIDATION OF HYPOTHESES The decision criterion is that if the calculated chi-square (χ2) value is greater than the critical value, the null hypotheses will be accepted. Conversely, if the calculated value is less than the critical value, the null hypothesis is accepted.

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REFERENCES Ikeagwu, E.K. (1998), Groundwork of Research Methods and Practice, Enugu: Institute for Development Studies. Nnamani, W. (2008), The Research Process, Enugu: Owulu Publishing Company. Olakunle, K.O. (1997), Successful Research: Theory and Practice, Enugu: Computer Edge Publishers. Onwumere, J.U.J. (2009), Business and Economic Research Methods, Enugu: Vougasen Limited Publishers. Unyimadu, S.O. (2005), Research Methods and Procedures, Benin: Harmony Books.

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CHAPTER FOUR DATA PRESENTATION AND ANALYSIS 4.1 INTRODUCTION This chapter shall be devoted to the presentation and analysis of data collected from the responses of the questionnaire administered to respondents in the organizations under study. The presentation analysis of data is based on the responses obtained from the respondents of the sample size. All data presented and analyzed are only those that directly relate to and also reflect objectives and hypotheses of this study. TABLE 4.1 SEX OF RESPONDENTS RESPONSE NO OF % OF RESPONSE VARIABLES RESPONDENTS Male 88 36% Female 157 64% TOTAL 245 100% Source: Field Survey 2010. Table 4.1 above summarizes the distribution of respondents by sex. It indicates that 88 or 36% of the respondents are male while 157 or 64% of them are female.

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TABLE 4.2 AGE DISTRIBUTION OF RESPONDENTS RESPONSE NO OF % OF RESPONSE VARIABLES RESPONDENTS Under 30yrs 17 7% 31-40yrs 54 22% 41-50yrs 137 56% Above 50yrs 37 15% TOTAL 245 100% Source: Field Survey 2010. Table 4.2 above is the classification of the respondents according to age. 7% of them are under 30yrs of age, 22% are between the ages of 31-40, and 56% are between 41-50 yrs while 15% of them are above 50yrs. TABLE 4.3 ACADEMIC QUALIFICATIONS RESPONSE NO OF % OF RESPONSE VARIABLES RESPONDENTS FSLC - - SSCE - - OND 7 3% HND 37 15% BSc 159 65% Post Graduate 42 17% TOTAL 245 100% 62

Source: Field Survey 2010. The table 4.3 is an indication that 7 or 3% has OND certificates, 37 or 15% have HND certificates, 159 or 65% have BSc degree while about 42 or 17% have post graduate degrees. TABLE 4.4 DISTRIBUTION OF LENGTH OF SERVICE RESPONSE NO OF % OF RESPONSE VARIABLES RESPONDENTS Below 5yrs 12 5% 6-10yrs 40 16% 11-20yrs 78 32% Above 20yrs 115 47% TOTAL 245 100% Source: Field Survey 2010. Table 4.4 above indicates that 5% of the respondents have worked below 5yrs, 16% have worked between 5-10yrs, 32% have worked between 11-20yrs while 47% have worked above 20yrs. TABLE 4.5 DISTRIBUTION ACCORDING TO FAMILIARITY WITH SET GOALS RESPONSE NO OF % OF RESPONSE VARIABLES RESPONDENTS Yes 208 85% No 37 15% TOTAL 245 100% 63

Source: Field Survey 2010. Table 4.5 shows that 85% of the respondents are familiar with the set goals of the organization while 15% are not familiar with the goals for which these organizations were established. TABLE 4.6 DISTRIBUTION OF THE GOALS RESPONSE NO OF % OF RESPONSE VARIABLES RESPONDENTS Profit 70 29% Social Welfare 130 53% Political 5 2% A and B 40 16% TOTAL 245 100% Source: Field Survey 2010. Table 4.6 above indicates that 29% of the respondents identify these organizations goals as basically profit oriented, while 53% are of the view that its goals are social service oriented, 2% indicated that its goals are politically oriented while 16% are of the opinion that the goals are both profit and social service oriented.

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TABLE 4.7 DISTRIBUTION OF CONFLICTS IN THE GOALS RESPONSE NO OF % OF RESPONSE VARIABLES RESPONDENTS Yes 147 60% No 98 40% TOTAL 245 100% Source: Field Survey 2010. Table 4.7 above ascertains that there are conflicts in the goals. This is because 60% of the respondents agreed to that and 40% disagreed. TABLE 4.8 DISTRIBUTION OF ORGANIZATION PATTERN RESPONSE NO OF % OF RESPONSE VARIABLES RESPONDENTS Civil Service 221 90% Private Enterprise 24 10% TOTAL 245 100% Source: Field Survey 2010. Table 4.8 above shows 90% of the respondents described the organizations as structured after the civil service and 10% described its structure as similar to that in private enterprises.

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TABLE 4.9 REPORTING LINES RESPONSE NO OF % OF RESPONSE VARIABLES RESPONDENTS Report To Officer 240 98% Directly Supervising You Report To Many - - Officers At A Time Report To Any 5 2% Superior Officer Around Report Directly To - - The Overall Boss (Director) TOTAL 245 100% Source: Field Survey 2010. Table 4.9 above shows that 98% of the respondents indicated that employees usually report to the officer directly supervising them while 2% indicated that reports are made to any superior officer around. This therefore means that this 2% of the 66 respondents are disobeying the rules or are indicating what happens in exceptional circumstances. TABLE 4.10 EMERGENCE OF DIRECTOR GENERAL RESPONSE NO OF % OF RESPONSE VARIABLES RESPONDENTS By Government 221 90% Appointment By In-House 7 3% Election Purely Through 17 7% Promotion TOTAL 245 100% Source: Field Survey 2010. From table 4.10 above, 90% of the respondents indicated that the Director-General is appointed by government, 3% indicated in- house election and 7% indicated its through promotion. This goes a long way to show how government can influence the decisions being taken by the Director-General to the detriment of the organization but for the selfish aggrandizement of government officials.

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TABLE 4.11 MAJOR SOURCE OF FINANCE RESPONSE NO OF % OF RESPONSE VARIABLES RESPONDENTS Government 123 50% Commercials 98 40% Philanthropy - - A and B 24 10% TOTAL 245 100% Source: Field Survey 2010. From table 4.11, 50% of the respondents indicated that finance come mainly from government, 40% said that it comes from commercial services rendered by the media houses while 10% said that finance is gotten from all the sources mentioned. TABLE 4.12 COMPARED TO OTHER MEDIA HOUSES RESPONSE NO OF % OF RESPONSE VARIABLES RESPONDENTS Excellent 7 3% Very Well 74 30% Fairly Well 147 60% Badly 17 7% TOTAL 245 100% 68

Source: Field Survey 2010. Table 4.12 reveals that 3% of the respondents indicated that NTA and FRCN has fared excellently compared to other media houses, 30% indicated that they’ve fared very well, 60% said they’ve fared fairly well and 7% indicated that they’ve fared badly. However, there is need to improve on their current level of performance in order to keep pace with the increasing and complex competition in the new economy. TABLE 4.13 HAVE TOU PARTICIPATED IN ANY TRAINING RESPONSE NO OF % OF RESPONSE VARIABLES RESPONDENTS Yes 208 85% No 37 15% TOTAL 245 100% Source: Field Survey 2010. The table 4.13 above is an indication that 85% of the respondents have undergone training while 15% of them said they have not.

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TABLE 4.14 DISTRIBUTION OF THE SPEED OF DECISION MAKING RESPONSE NO OF % OF RESPONSE VARIABLES RESPONDENTS Promptly 135 55% Fairly Fast 91 37% Slowly 12 5% Very Slowly 7 3% TOTAL 245 100% Source: Field Survey 2010. From the table above, 55% are of the view that the decisions are promptly taken, 37% indicated that decisions are taken fairly fast, 5% said decisions are taken slowly and 3% indicated that decisions are very slowly taken.

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TABLE 4.15 EFFECT OF INVOLVEMENT IN DECISION MAKING ON RESPONDENTS RESPONSE NO OF % OF RESPONSE VARIABLES RESPONDENTS Motivates You 172 70% Make You Believe 12 5% That Managers Are Incompetent Make You To Be 61 25% Indifferent Make You Work - - Less TOTAL 245 100% Source: Field Survey 2010. Table 4.15 shows that 70% of the respondents indicated that if allowed to contribute in decision making, it would motivate them to work harder for the organization, 5% said it would make them believe that managers are incompetent, 25% indicated that it would make them indifferent. This is in line with the principle of management by objectives which states that employees will be better disposed to work towards organizational objectives if they participate in setting the objectives. This also shows that participatory management will be very important for the growth 71 and efficiency of an organization. Workers can be motivated through salary increase or an on the spot achievement compensation but participation of employees in making decisions on issues pertaining their interest will motivate the worker even more. TABLE 4.16 AVAILABILITY OF INFRASTRUCTURE RESPONSE NO OF % OF RESPONSE VARIABLES RESPONDENTS Excess - - Adequate 24 10% Inadequate 184 75% Very Inadequate 37 15% TOTAL 245 100% Source: Field Survey 2010. From table 4.16 above, 10% indicated that infrastructure is adequate, 75% of the respondent said that infrastructure is inadequate and 15% were of the opinion that infrastructure is very inadequate.

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TABLE 4.17 MOST SIGNIFICANT PROBLEM OF INEFFICIENCY RESPONSE NO OF % OF RESPONSE VARIABLES RESPONDENTS Government Control 110 45% Management 86 35% Incompetence Size 20 8% All of the above 29 12% TOTAL 245 100% Source: Field Survey 2010. Table 4.17 above shows that 45% of the respondents blames most of organizations’ problems on government control, 35% indicated that the large size of the establishment is the significant cause of problem and 12% indicated that the problems are derived from all of the above mentioned.

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TABLE 4.18 LEVEL OF SATISFACTION RESPONSE NO OF % OF RESPONSE VARIABLES RESPONDENTS Much 22 9% Average 24 10% Less 49 20% Dissatisfaction 150 61% TOTAL 245 100% Source: Field Survey 2010. Table 4.18 above ascertains that 9% of the respondents derive much satisfaction from their work, 10% said they derive average satisfaction, 20% indicated that less satisfaction is derived and 61% indicated that they are dissatisfied with the working conditions. TABLE 4.19 DO SUBORDINATES PARTICIPATE IN DECISION MAKING RESPONSE NO OF % OF RESPONSE VARIABLES RESPONDENTS Yes 2 1% No 243 99% TOTAL 245 100% Source: Field Survey 2010. 74

Table 4.19 is an indication that subordinates do not participate in decision making. This is because 1% of the respondents said Yes and 99% of them said No. TABLE 4.20 LEVEL OF CONCENTRATION OF POWER RESPONSE NO OF % OF RESPONSE VARIABLES RESPONDENTS Too Much 61 25% Much 140 57% Moderate 32 13% Low 12 5% TOTAL 245 100% Source: Field Survey 2010. Table 4.20 reveals that 25% of the respondents indicated that concentration of power at the headquarters is too much, 57% of them indicated that power concentration is much, 13% of the respondents said that concentration of power is moderate while 5% indicated that power concentration is low. 4.2 HYPOTHESES TESTING 4.2.1 Hypotheses One

H0: Adequate availability of infrastructure does not enhance productivity and efficiency.

H1: Adequate availability of infrastructure enhances productivity And efficiency. 75

Table for Hypothesis One The contingency table information for analyzing hypothesis one is got from data 4.16 as follows: TABLE 4.16 AVAILABILITY OF INFRASTRUCTURE RESPONSE NO OF % OF RESPONSE VARIABLES RESPONDENTS Excess - - Adequate 24 10% Inadequate 184 75% Very Inadequate 37 15% TOTAL 245 100% Source: Field Survey 2010. DECISION RULE OF CHI-SQUARE A decision rule is the statistical objective procedure which guides the researcher as to whether a particular hypothesis is accepted or rejected from a set of data. In testing the above hypothesis, the decision rule states that at 0.5 level of significance with (r-1) = (3-1) =2 degrees of freedom, 2 2 if the calculated value of chi-square is χ > χ 0 reject H0 and accept 2 H1 where χ 0 is the table value of 5.991. The formula for chi-square used in testing the hypothesis is stated as follows:

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χ2 =∑ (O−E) 2 E Where O= Observed frequency E= Expected frequency E= Total frequency = 245 = 81.67 No of options 3 TABLE 4.21 CALCULATION OF CHI-SQUARE IN RESPECT TO HYPOTHESIS ONE ALTERNATIVE O E O-E (O-E)2 (O-E)2 RESPONSE E Excess - - - - - Adequate 24 81.67 -57.67 3325.82 40.72 Inadequate 184 81.67 102.33 10471.42 128.21 Very Inadequate 37 81.67 -44.67 1995.40 24.43 TOTAL 245 193.36

DECISION TAKEN The chi-square shows that the calculated value of 193.36 is greater than the table of 5.991 at 2 degrees of freedom and at a probability level of 0.5. This result show that the alternative hypothesis (H1) that represents positive response tested statistically significant and it was accepted that adequate availability of infrastructure enhances productivity and efficiency. 77

4.2.2 Hypothesis Two

H0: Government control is not the most significant problem of inefficiency in government media houses.

H2: Government control is the most significant problem of inefficiency in government media houses. Table for Hypothesis Two The contingency table information for analyzing hypothesis two is got from data 4.17 as follows: TABLE 4.17 MOST SIGNIFICANT PROBLEM OF INEFFICIENCY RESPONSE NO OF % OF RESPONSE VARIABLES RESPONDENTS Government Control 110 45% Management 86 35% Incompetence Size 20 8% All of the above 29 12% TOTAL 245 100% Source: Field Survey 2010. DECISION RULE OF CHI-SQUARE A decision rule is the statistical objective procedure which guides the researcher as to whether a particular hypothesis is accepted or rejected from a set of data. 78

In testing the above hypothesis, the decision rule states that at 0.5 level of significance with (r-1) = (4-1) =3 degrees of freedom, 2 2 if the calculated value of chi-square is χ > χ 0 reject H0 and accept 2 H1 where χ 0 is the table value of 7.815. The formula for chi-square used in testing the hypothesis is stated as follows: χ2 =∑ (O−E) 2 E Where O= Observed frequency E= Expected frequency E= Total frequency = 245 = 61.25 No of options 4 TABLE 4.22 CALCULATION OF CHI-SQUARE IN RESPECT TO HYPOTHESIS TWO ALTERNATIVE O E O-E (O-E)2 (O-E)2 RESPONSE E Government 110 61.25 48.75 2376.56 38.80 Control Management 86 61.25 24.75 612.56 10.00 Incompetence Size 20 61.25 -41.25 1701.56 27.78 All of the above 29 61.25 -32.25 1040.06 16.98 TOTAL 245 93.56 79

DECISION TAKEN The chi-square shows that the calculated value of 93.56 is greater than the table of 7.815 at 3 degrees of freedom and at a probability level of 0.5. This result show that the alternative hypothesis (H2) that represents positive response tested statistically significant and it was accepted that government control is the most significant problem of inefficiency in government media houses. 4.2.3 Hypothesis Three

H0: Adequate level of job satisfaction does not play a key role in enhancing productivity and efficiency.

H3: Adequate level of job satisfaction plays a key role in enhancing productivity and efficiency. Table for Hypothesis Three The contingency table information for analyzing hypothesis three is got from data 4.18 as follows: TABLE 4.18 LEVEL OF SATISFACTION RESPONSE NO OF % OF RESPONSE VARIABLES RESPONDENTS Much 22 9% Average 24 10% Less 49 20% Dissatisfaction 150 61% TOTAL 245 100% 80

Source: Field Survey 2010. DECISION RULE OF CHI-SQUARE A decision rule is the statistical objective procedure which guides the researcher as to whether a particular hypothesis is accepted or rejected from a set of data. In testing the above hypothesis, the decision rule states that at 0.5 level of significance with (r-1) = (4-1) =3 degrees of freedom, 2 2 if the calculated value of chi-square is χ > χ 0 reject H0 and accept 2 H1 where χ 0 is the table value of 7.815. The formula for chi-square used in testing the hypothesis is stated as follows: χ2 =∑ (O−E) 2 E Where O= Observed frequency E= Expected frequency E= Total frequency = 245 = 61.25 No of options 4

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TABLE 4.23 CALCULATION OF CHI-SQUARE IN RESPECT TO HYPOTHESIS THREE ALTERNATIVE O E O-E (O-E)2 (O-E)2 RESPONSE E Much 22 61.25 -39.25 1540.56 25.15 Average 24 61.25 -37.25 1387.56 22.65 Less 49 61.25 -12.25 150.06 2.45 Dissatisfaction 150 61.25 88.75 7876.56 128.59 TOTAL 245 178.84

DECISION TAKEN The chi-square shows that the calculated value of 178.84 is greater than the table of 7.815 at 3 degrees of freedom and at a probability level of 0.5. This result show that the alternative hypothesis (H3) that represents positive response tested statistically significant and it was accepted that adequate level of job satisfaction plays a key role enhancing productivity and efficiency. 4.2.4 Hypothesis Four

H0: Subordinates involvement in decision making does not affect job performance in particular and the attainment of corporate excellence in general.

H4: Subordinates involvement in decision making affects job performance in particular and the attainment of corporate 82

excellence in general. Table for Hypothesis Four The contingency table information for analyzing hypothesis four is got from data 4.19 as follows: TABLE 4.19 DO SUBORDINATES PARTICIPATE IN DECISION MAKING RESPONSE NO OF % OF RESPONSE VARIABLES RESPONDENTS Yes 2 1% No 243 99% TOTAL 245 100% Source: Field Survey 2010. DECISION RULE OF CHI-SQUARE A decision rule is the statistical objective procedure which guides the researcher as to whether a particular hypothesis is accepted or rejected from a set of data. In testing the above hypothesis, the decision rule states that at 0.5 level of significance with (r-1) = (2-1) =1 degree of freedom, 2 2 if the calculated value of chi-square is χ > χ 0 reject H0 and accept 2 H1 where χ 0 is the table value of 3.84. The formula for chi-square used in testing the hypothesis is stated as follows:

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χ2 =∑ (O−E) 2 E Where O= Observed frequency E= Expected frequency E= Total frequency = 245 = 122.5 No of options 2 TABLE 4.24 CALCULATION OF CHI-SQUARE IN RESPECT TO HYPOTHESIS FOUR ALTERNATIVE O E O-E (O-E)2 (O-E)2 RESPONSE E Yes 2 122.5 -120.5 14520.25 118.53 No 243 122.5 120.5 14520.25 118.53 TOTAL 245 237.06

DECISION TAKEN The chi-square shows that the calculated value of 237.06 is greater than the table of 3.84 at 1 degree of freedom and at a probability level of 0.5. This result show that the alternative hypothesis (H4) that represents positive response tested statistically significant and it was accepted that the subordinates involvement in decision making affects job performance in particular and the attainment of corporate excellence in general.

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CHAPTER FIVE SUMMARY, RECOMMENDATION AND CONCLUSION 5.1 INTRODUCTION This section discusses the summary of findings from the questionnaire administered for this study. It is from the findings that recommendations and conclusion are drawn. 5.2 SUMMARY OF FINDINGS The study showed that there is much concentration of power at the NTA and FRCN headquarters as major decisions are taken at that level. The stations do not have power to initiate and implement ideas unless they are first approved at the headquarters. Though it should be known that the degree of centralization of decision making is equally the degree to which control and check can be exerted on any manager who tend to become autocratic and overbearing. Another reason is that the headquarter initiate rules and policies to ensure uniformity in standards in all NTA and FRCN stations. The study equally revealed that most of the staff has low involvement in management decisions. This indicates a mechanistic management approach in which one carries out any instruction to the letter without any question or contribution. This paints the picture of a “zombistic” working environment. From the study, the researcher has been able to identify one of the 85 cankerworms that have bedeviled the performance of these media houses over the years. This has to do with the issue of dead-woods who dominate the management cadre. For these people, these organizations are a birthright and it is only death that will remove or separate them from it. The researcher equally observed from the study that these media houses have conflicting goals of making profit and delivering social services to the citizenry. This dual responsibility would hardly be carried out successfully without inefficiency in one, compensating for efficiency in the other. There is an indication in the analysis that the availability of infrastructure is inadequate. Government control is one of the greatest problems facing these media houses as shown in the study. There is also an indication in the analysis that majority of the staff are dissatisfied with the general working conditions in the organization. It is a pointer to the fact that motivating factors are either adequate or non-existent. This study has been able to establish that public corporations in Nigeria face organizational problems. Some of these problems include government control, unclear or vague goals, unhealthy personnel practice etc. Many of the problems are attributed to an ill-adapted practice common in developing countries where government feel the need to protect and teleguide public 86 corporations vis a vis the economy. However, these practices good intentioned as they may seem often fail to produce desired results. 5.3 RECOMMENDATIONS From foregoing therefore, the following recommendations are being made. Government should relinquish its hold on these media houses. It is evident that government cannot run the corporations under them effectively. One of the solutions is to grant them autonomy and independence to run their affairs as it is done in the organized private sector. In the case of NTA and FRCN, government control should be limited to the act empowering them to operate as a public outfit. Since the British Broadcasting Corporation (BBC) and Radio Deutche Welle of Germany are public corporations that are allowed autonomy and independence by their government, The NTA and FRCN should not be denied same. They should only be made to abide by the relevant state broadcasting laws. The NTA and FRCN should also be economically independent. Corporations have failed because they are to depend on government grants and subventions to cushion the effects of financial imprudence. All corporations should be able to generate enough revenue to sustain them in business. 87

There is need to professionalize the personnel in these media houses so as to meet the challenges of the emerging cut throat competition in the industry. In the area of management, there should be more rational and objective approach to management. Rigid and routine management practice needs to be replaced by a more flexible approach. This is more about participatory management in which subordinates are allowed to contribute in decision making. In the same vein, selection of managers should be done on the basis of ability and merit not on some unscientific means like quota system. Adequate infrastructures should be provided for these media houses to allow for efficient and productive posture and to equally meet the ability to move with the trend in the new millennium broadcasting technology and innovations. Finally, there is an indication from the analysis that majority of the workers are not satisfied with their work. Government and management should review employee salaries and allowances taking cognizance of the effect of inflation on salary rates. There should be facilities for retraining of employees to update them with modern organizational practices and demands of changing technologies. This will enable the workers perform their job more efficiently.

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5.4 CONCLUSION Since the inception of these government media houses, they have been performing the multiple functions of entertaining, educating and informing the public. Apart from widening its scope of operation, it has equally served an increasing number of audience whose interests’ cuts across politics, education, religion, economy (capital and money market issues), customs and culture, commercials, entertainment and current affairs. Its performance throughout the years of its existence has been marred at one time or enhanced at another by one or a combination of social, political and economic factors. It’s a good thing that they have always been around despite having to swim through troubled waters. Be that as it may, these media houses have areas which have already been highlighted in which it can be undoubtedly said to be inefficient. When government and the NTA and FRCN management accepts to and indeed implement the recommendations as outlined in this study, then and only then can we have the NTA and FRCN of our dream. 5.5 AREA FOR FURTHER STUDY This study centers on Management of Government Media Houses. The researcher therefore, is not claiming an exhaustive study on this topic. Hence, it is recommended that an exhaustive and more detailed research on this topic be carried out. The 89 researcher in consideration of the contributions of management of government media houses calls for further study on the following important areas: i) Role and Influence of Government Media Houses in Nigeria. ii) Impact of Full Commercialization and Privatization of Government Media Houses.

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BIBLIOGRAPHY Akpala, A. (1990), Management: An introduction and the Nigerian Perspective, Enugu: Sunshine Lithographic Press. Allen, L. (1985), Management and Organization, New York: McGraw Hill Co. Inc. Attah, D. (1981), “Summary Report of the Committee on Public Service Matters” in Ejiofor, P.N.O, Managing Government Owned Companies, Enugu: Fourth Dimension Publishers. Balogun, M.J. (1980), Managerial Efficiency in the Public Sector, Ile-Ife: University of Ife Press Ltd. Balogun, M.J. (1983), Public Administration in Nigeria: A departmental approach, London and Basing Stoke: Macmillan Press Ltd. Black Roberts and Mouton Jane (1985), The Managerial Grid III: The Key to Leadership Excellence, Jodston Texas Gulf Publishing. Bracey H et al (1981), Management: An Experience Based Approach, Texas: Business Publication Inc. Ejiofor, P.N. (1987), Managing Government Owned Companies, Enugu: Fourth Dimension Publishers. Etuk, E. (1987), “Towards A Theory of Motivation for the Nigerian Public Service” (Unpublished Paper). 91

Faranbi, Y. (1987), “Financing Television in Nigeria” (Unpublished Paper). Flippo E. and Monsinger G.M. (1982), Management, Boston: Allyn and Balon Inc. Green et al (1985), Management for Effective Performance, New Jersey: Prentice Hall. Hersey P. and Blanchard K. (1982), Management of Organizational Behavior, 4th Ed., Englewood Cliffs, N.J. Prentice Hall. Koontz et al (1980), Management, Japan: McGraw Hill Int. Book Co. Lawler E. and Porter L. (1967), The Effect of Performance on Job Satisfaction. (Industrial Relations Vol.VII). Lawler E. (1973), Motivation in Work Organizations, Carlifornia Brooks/Cole Publishing Company. Linkert Rensis (1967), The Human Organizations, New York: McGraw Hill Co.Inc. Litterer J. (1980), An Introduction to Management , New York: John Wiley and Sons Inc. McFarland, D. (1979), Management Fundamentals and Practices, New York: Macmillan Publishing Co. Inc. Nzelibe, C. (1988), “Managing Public Enterprises, A Challenge of Our Time” Business Administration UNEC Enugu: Vol 16. 92

Olisa, M. (1983), “Performance of Nigerian Public Corporation” Ibadan: Seminar Inter-African Public Administration. Peters T.J. and Waterman R.H.Jr (1982), In Search of Excellence, New York: Harper and Row. Pigors and Myers (1969), Administration: A Point of View and Method, New York: McGraw Hill Book Co. Umoren, E. (1982), Central Management: Strategy, Policy and Decision Making, Jos: Ehindero Nig. Ltd. Vroom Victor H. and Yetton Phillip W. (1973), Leadership and Decision Making, Pittsburgh: University of Pittsburgh Press. Waterman Robert H.Jr. (1987), The Renewal Factor: How The Best Get and Keep The Competitive Edge, New York: Bantam Books. William G. Scott (1987), Human Relations in Management: A Behavioral Science Approach, New York: McGraw Hill.

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APPENDIX I Department Of Management Faculty of Business Administration University Of Nigeria, Enugu Campus. Dear Respondent, I am an MBA student of the above mentioned institution carrying out a study on “Management of Government Media Houses”. Kindly assist in making this work a success by filling and returning the questionnaire. You can be rest assured that all information supplied is purely for academic purpose and will be treated as strictly confidential. Thank you for your co-operation. Yours faithfully, ENYENIHI DIANA

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APPENDIX II QUESTIONNAIRE Instruction: Please tick [ ] against the most appropriate alternative from the given options. 1. Sex a) Male [ ] b) Female [ ] 2. Age a) Under 30yrs [ ] b) 31-40yrs [ ] c) 41-50yrs [ ] d) Above 50yrs [ ] 3. Academic Qualifications a) FSLC [ ] b) SSCE [ ] c) OND [ ] d) HND [ ] e) B.Sc [ ] f) Post-graduate Degree 4. Length of Service a) Below 5yrs [ ] b) 6-10yrs [ ] c) 11-20yrs [ ] d) Above 20yrs [ ] 5. Are you familiar with the goals of your organization? a) Yes [ ] b) No [ ] 6. What are the major goals of your organization? a) Profit [ ] b) Social Welfare [ ] c) Political [ ] d) A and B [ ] 7. Are there conflicts in the goals of your organization? a) Yes [ ] b) No [ ] 8. How would you describe the organizational pattern of your 95

organization? a) Civil Service Structured [ ] b) Private Enterprise Structured [ ] 9. Which closely represents your stations reporting lines? a) Report to officer directly supervising you [ ] b) Report to several officers at the same time [ ] c) Report to any superior officer around [ ] d) Report directly to overall boss [ ] 10. How does the Director-General emerge? a) By government appointment [ ] b) By in-house election [ ] c) Purely through promotion [ ] 11. What is your organizations’ major source of finance? a) Government [ ] b) Commercials [ ] c) Philanthropy [ ] d) A and B [ ] 12. How has your organization fared compared to other media houses? a) Excellent [ ] b) Very well [ ] c) Fairly well [ ] d) Badly [ ] 13. Have you participated in any training? a) Yes [ ] b) No [ ]

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14. How quickly are decisions taken in the station? a) Promptly [ ] b) Fairly fast [ ] c) Slowly [ ] d) Very slowly [ ] 15. If allowed to participate in decision making, would it? a) Motivate you to work harder for the organization [ ] b) Make you believe that the managers are incompetent [ ] c) Make you indifferent to organizational activities [ ] d) Make you work less for the organization [ ] 16. What is the level of availability of infrastructure in your station? a) Excess [ ] b) Adequate [ ] c) Inadequate [ ] d) Very Inadequate [ ] 17. What would you consider the organizations’ most significant problem of inefficiency? a) Government Control [ ] b) Management Incompetence [ ] c) Size [ ] d) All of the above [ ] 18. Does working for the organization give you ______satisfaction? a) Much [ ] b) Average [ ] c) Less [ ] d) Dissatisfaction [ ] 19. Do subordinates participate in decision making? a) Yes [ ] b) No [ ] 20. How would you describe the level of concentration of power at 97

the headquarters? a) Too much [ ] b) Much [ ] c) Moderate [ ] d) Low [ ]

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