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TITLE PAGE
ORGANIZATIONAL DEVELOPMENT AS A STRATEGIC TOOL FOR RE-ENGINEERING (A CASE STUDY OF NIGERIAN TELECOMMUNICATIONS LIMITED (NITEL)
BY
EZE PAULINUS CHIEMEKA PG/MBA/07/46559
THE DEPARTMENT OF MANAGEMENT FACULTY OF BUSINESS ADMINISTRATION UNIVERSITY OF NIGERIA ENUGU CAMPUS
IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE AWARD OF MASTER OF BUSINESS ADMINISTRATION IN MANAGEMENT
SUPERVISOR: UJF EWURUM
DECEMBER, 2008 ii
CERTIFICATION
Eze, Paulinus Chiemeka, a post graduate student in the
Department of Management with registration number
PG/MBA/07/46559 has satisfactorily completed the requirements for the course and the research work for the award of masters degree in Business Administration (MBA) in Management.
The work embodied in this research is original and has not been submitted in part or full for any other University.
…………………………….... Eze, Paulinus Chiemeka PG/MBA/07/46559 Student
……………………….. ………………………… DR. UJF Ewurum Mr. C. O. Chukwu Supervisor Head of Department
…………………….... ………………………… Date Date
iii
DEDICATION
To God Almighty and the Holy family of Jesus, Mary and
Joseph.
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ACKNOWLEDGEMENTS
My profound gratitude goes to God Almighty by whose grace life and its fourth comings became possible for me.
At a point I thought it is an impossibility completing the study but here it is not out of my personal efforts but with the help of some personalities.
My sincere gratitude also goes to my supervisor Dr. UJF
Ewurum, Mr. R. O. Ugwoke for their fatherly care and assistance through out the entire programme. I also appreciate the assistance of the members of staff of University of Nigeria, Enugu Campus
Library and that of the NITEL Enugu regional headquarters.
I must in a special way appreciate the efforts of my parent, siblings, and friends among whom are Chikwas and Chika who tirelessly stood by me and kept encouraging me till the very end of it. I sincerely owe you more than this.
I will never forget you, Mr. C., Cyril, Osita, Agu O. Agu, Snoop- dogg, Nwa fada, Tobechukwu, Amaka, Nk, and a host of others too numerous to mention. You are simply wonderful. Thanks for being there for me. I adore you all.
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TABLE OF CONTENTS
Title Page: … … … … … … … … … i
Certification: … … … … … … … … ii
Dedication: … … … … … … … … iii
Acknowledgement: … … … … … … … iv
Table of Content: … … … … … … … v
Abstract: … … … … … … … … … vii
CHAPTER ONE: INTRODUCTION 1.1 Background of the Study: … … … … … 1
1.2 Statement of the Problem: … … … … … 9
1.3 Objectives of Study: … … … … … … 11
1.4 Research Question: … … … … … … 12
1.5 Research Hypothesis: … … … … … 13
1.6 Significance of the Study: … … … … … 16
1.7 Scope of the Study: … … … … … … 17
1.8 Limitation of the Study: … … … … … 17
1.9 Definition of Terms: … … … … … … 18
References: … … … … … … … 21
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CHAPTER TWO: LITERATURE REVIEW 2.0 Introduction: … … … … … … … 22
2.1 Definition of Organization: … … … … 22
2.2 The Theoretical Framework: … … … … 25
2.3 Concept of Organizational Development: … … 28
2.4 The Organization Development Process: … … 33
2.5 The Organization Development Interventions Strategies: … … … … … … … 35
2.6 Limitations of Organization Development: … … 40
2.7 Industries that have used Organization Development in the Process Re-engineering the Organization: 41
2.8 Total Quality Management (TQM) and Re-engineering: … … … … … … … 43
2.9 Summary of the Review: … … … … … 44
References: … … … … … … … 46
CHAPTER THREE: RESEARCH METHODOLOGY
3.1 Introduction: … … … … … … … 48
3.2 Research Design: … … … … … … 48
3.3 Sources of Data: … … … … … … 49
3.4 Population of Study: … … … … … … 50
3.5 Sample Size Determination: … … … … 50 vii
3.6 Research Instruments Used: … … … … 52
3.7 Method of Data Analysis: … … … … … 52
References: … … … … … … … 53
CHAPTER FOUR: DATA PRESENTATION AND ANALYSIS
4.1 Introduction: … … … … … … … 54
4.2 Presentation and Analysis: … … … … 55
4.3 Test of Hypotheses: … … … … … … 62
CHAPTER FIVE: DISCUSSION OF FINDINGS,
CONCLUSION AND RECOMMENDATION
5.1 Discussion of Findings: … … … … … 79
5.2 Summary of Findings: … … … … … 79
5.3 Conclusion: … … … … … … … 84
5.4 Recommendations: … … … … … … 84
5.5 Area for Further Research: … … … … 86
Bibliography: … … … … … … … 88
Appendix I: … … … … … … … 92 viii
ABSTRACT This research work is a study on how to re-engineer ailing Nigeria Telecommunications Limited (NITEL) through organizational development process. The study has some of the following as the objectives: (i) To match the characteristic problem-solving qualities of organizational development in order to re-engineer the activities of Nigerian Telecommunications Limited. (ii) To identify the factors which make organization development the most appropriate management technique to use in re-engineering the activities of NITEL (iii) To show how the flexible and adaptable nature of organization development can meet the necessary requirements for re-engineering. The researcher used both primary and secondary data to achieve the comprehensiveness of the study. To determine the sample size of the study, the researcher used the Bourley’s rule and formula to test for hypotheses. Chi-square (X2) statistical technique was employed. The key findings, recommendation and conclusion of the study shows that the organization development process is more flexible and adaptable to changing business environment than the bureaucratic power structure. The researcher therefore recommends in conclusion that NITEL by changing its work methods and organization may be more productive and efficient in the business of telecommunication. ix
CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND OF THE STUDY
In the business world, there are high levels of uncertainty in the operative activities of business organization. These uncertainties came to be because of changes in the business environment due to limited resources and the misapplication of the required management technique.
It is noteworthy to know that any business plan, policy or strategy without due recourse to proper research to current and future behaviour, structure and changes of the market forces in its industry is a disaster in the making. That is therefore the reason necessary for organization to study their own management, economic and technological structures in order to predict future changes and the effect they will have on their operational activities.
It is therefore in this wise that I delve into carrying out a study on how the Nigerian Telecommunication Limited (NITEL) could through its strategic formulation and implementation of the situational x management technique of organizational development strategies achieve its target objectives.
Telecommunication is an essential infrastructure and key ingredient for promoting rapid socio-economic and political development of any nation. It is an indispensable system in effective business operations and in the times of national emergency or natural disaster. Therefore, because of its vital nature to any nation, or economy, the telecommunications system must be universally accessible and cost-effective. In order that Nigeria should be counted relevant, he must as a matter of urgency properly organize and manage strategically her telecommunication system to be functional and efficient.
According to the National Telecommunications policy write-up of September, 2000, telecommunications facilities in Nigeria were direct established in 1886 by the British Colonial Administration for discharging administrative functions rather than the socio- economic development at the country. The policy report stated that the total number of telephone lines at independence in 1960 were only eighteen thousand, seven hundred and twenty four for a population estimated at about forty million people. The data above xi however indicated that Nigeria then was having a tele-density of approximately are telephone time per two thousand people. As at that time, the telephone network consisted of one hundred and twenty one exchanges of which one hundred and sixteen were analogue (magnet type) and only time were automatic.
Basically, between 1960 and 1985, the Nigerian
Telecommunications sector consisted of the departments of posts and telecommunications (P & T) in charge of the internal communications network and a limited liability company, the
Nigerian External Telecommunication (NET) limited responsible for the external telecommunications services.
The Nigerian Telecommunication Limited (NITEL) is the
Federal Government owned company that provides public network telecommunication services in Nigeria. Set up in 1985 as an amalgam of the telecommunication vision of the defunct P & T department and the Nigerian External Telecommunications Limited
(NET). NITEL has a staff strength of about fourteen thousand
(14000).
It operates a three tier organization structure ie Corporate
Headquarters, six zonal and thirty-nine (39). Territorial xii administrations; a system that enhances decentralization. The six zones of NITEL include Lagos Zone, North-West Zone, North-East
Zone, South-West, South-East and Central Zones with their headquarters Lagos, Kaduna, Bauchi, Ibadan, Enugu and Abuja respectively. Each state of the federation represents a territory except Lagos that has three territories.
Fully commercialized under the privatization and communication policy of the Federal Government, NITEL limited is committed to the provision of efficient, reliable and cost effective telecommunications services nationally and internationally. This set of objectives has been the guiding principle on which the company’s operations are based.
Specifically, the Nigerian Telecommunication Limited (NITEL) was a bureaucratic and a monopolistic structure with all its attendant red-tapisms. Evidences from studies carried out by situational management researchers the world over have shown that bureaucratic structures with its inflexibility to adapt readily to the dynamic nature, purpose and changes in today’s business environment cannot function well. Hence as a result of the Nigerian telecommunication industry’s inability to research into its current xiii and future behaviour of market forces in her industry in this era of rapid technological development, she was characterized by serious short-falls between planned targets and their realization. Secondly, poor management processes, lack of accountability and transparency, and low level of executive capacity move also diagnosed as the factors which brought about the under capacity utilization of the organization.
It is worthy of note that at the end of 1985, the installed switching capacity of the Nigerian Telecommunication industry was well about two hundred thousand (200000) lines as against the policy planned target of four hundred and sixty thousand (460000) telephone lines. Translated, this means that the teledensity was about one telephone line to about four hundred and forty (440) people. This telephone per capita is far below the targeted one telephone line to one hundred (100) people recommended by the
International Telecommunications Union (ITU) for developing countries. Even as things stand, the quality of telephone services was unreliable, congested, expensive, customer unfriendly and largely unsatisfactory. xiv
From the foregoing, in January 1985, the Federal Government under General Ibrahaim Babangida splited the then posts and
Telecommunications into postal and telecommunication divisions.
The main objective according to the Federal Government for establishing NITEL was to harmonize the planning and coordination of the internal and external telecommunication services., rationalize investments in telecommunication development and provide accessible, efficient and affordable services. However, since its inception in 1985, NITEL has experienced modest development in the Nigeria telecommunications industry until recent times.
Records by the National Council on Privatization (NCP) indicated that as at the year 2001, NITEL has a public telephone network of about seven hundred thousand (700,000) lines capacity out of which four hundred thousand (400,000) were connected.
Consequently, with Nigeria’s then estimated population of one hundred and ten million (110) people, how teledensity was one telephone to about two hundred and twenty five (225) people which is still below the recommended ITU one telephone line to one hundred (100) people in developing countries like Nigeria. In this xv wise therefore, Nigeria lags behind comparable to even less endowed
African Countries.
In a bid to tackle the observed shortcomings of the NITEL then, the process of deregulation of the industry was initiated with the establishment of the Nigeria Communications Commission
(NCC) by the Decree 75 of 1992 the objectives of the Nigeria
Communications. Commission (NCC) include:-
1. The creation of a regulatory environment to facilitate the
supply of telecommunications services and facilities.
2. The facilitation of the entry of private entrepreneurs into the
telecommunications industry.
3. The promotion of fair business competition and efficient
market conduct among all the players in the
telecommunications industry.
It should therefore be noted that since the inauguration of
NCC in July 1993, it has set out guidelines for private sector participation and issued licenses to a number of companies for the following telecommunications, undertakings;
1. Provision and operations of public payphones.
2. Provision and operation of telephones xvi
3. Provisions of value added network services
4. Repair, cabling and maintenance of telecommunications
facilities.
5. Provision and operation of private network links employing
cable, radio communication or satellite within Nigeria.
However, in spite of all the measures that were put in place in order to address the many problems of NITEL the industry continued to experience business failure as a result of under capacity utilization non-cost effective service provision and lower quality services. The question that comes to mind now is what are the problems militating against NITEL’s organizational development?
1.2 STATEMENT OF THE PROBLEM
Nigerian Telecommunications Limited (NITEL) as an industry is faced with some problems. It is a bureaucratically managed organization which are a result of its diverse characteristics has not been able to allow the management of NITEL management flexibility xvii and adaptability which are necessary requirements for modern organizational structures to achieving set targets.
Indeed, the organization and management technique that made bureaucracy efficient and effective has brought about a dysfunctional organizational behaviour in the NITEL. It should be noted that bureaucracy was what keep NITEL in its present situation. For instance, bureaucracy address to formulized rules, regulations and procedures for a long time and the eventual result is that the rules become more important than the achievement or organizational targets and thus become obstacles to efficiency.
NITEL staff possesses academic and professional qualifications relevant to the business of telecommunication. The quality of services provided by NITEL to the members of the public did not reflect these qualifications due mainly to the organization’s future to properly harness its vast human resources.
Now, the Federal Government of Nigeria under the then
President, Olusegun Obasanjo restructured and privatized NITEL as the strategies for re-engineering. Sometime in July 2006, it was sold to Transactional Corporation by the Bureau of Public
Enterprises (BPE). The mobile telecommunications arm of Nitel, xviii
Mtel, was also sold to Transcorp at that time. In February 2008 a report by BBC news that the Nigerian government assumes the transnational corporation did not improve performance of NITEL and therefore stopped privatization in favours of Transcorp.
Nigerians are frustrated that Nitel has failed to deliver impeccable services that can compare with other networks of the globe.
Following from the foregoing, I maintain that since NITEL had not in its business plan taken due recourse to proper research to the current and future behaviour of the market forces in its industry, it is making for a disaster in this current era of rapid organizational change due to rapid technological and business development due for sophisticated management.
Usually, the organization development process is applied when it is identified that an organization is ailing or not healthy.
Therefore, organization development is a complex educational strategy set up in response to the changing business environment to change the beliefs, attitudes, values and structure of organization so that they can better adapt to new technology.
1.3 OBJECTIVES OF STUDY xix
The objectives of this study include the following:
1. To match the characteristic problem solving qualities of
organization development in order to re-engineer the activities
of Nigerian Telecommunications Limited (NITEL).
2. To identify the factors which make organization development
the most appropriate management technique to use in re-
engineering the activities of NITEL.
3. To show how the flexible and adaptable nature of organization
development can meet the necessary requirements for re-
engineering the Nigerian Telecommunication Limited (NITEL)
4. Yet another objective of this study is to understand whether or
not the Nigerian Telecommunications Limited can withstand
the supper technological and marketing challenges posed by
MTN, GLO, Zain etc communications.
5. The study also seeks to understand how the management
technique of organization development could be used to
change NITEL’s internal culture and the power structure
which characterized its management process. xx
6. Finally, the goal of the study or research is to show how
organizational development provides a unified information
system for improved business activities.
1.4 RESEARCH QUESTIONS
The research questions according to the researcher are as follows:
1. What are the factors that make organizational development
appropriate for re-engineering the activities of the Nigerian
Telecommunications Limited (NITEL)?
2. How can the flexible and adaptable nature of organizational
development meet the requirements of re-engineering the
NITEL?
3. Does problem-solving abilities and qualities of organizational
development match the philosophy of re-engineering in NITEL?
4. To what extent can organizational development provide a
unified information system for improved services?
5. How does the management technique of organizational
development affect the culture of bureaucratic structure of
NITEL? xxi
6. To what extent can NITEL challenge the technological input
and marketing strategies of other service providers already on
ground?
1.5 RESEARCH HYPOTHESIS
The following hypotheses have been formulated for the purpose of this study.
Hypothesis 1
H0: Nigerian Telecommunications Limited’s bureaucratic
power structure is more flexible and adaptable to changing business environment than the organization development technique.
Hi: Organization development process is more flexible and
adaptable to changing business environment more than the bureaucratic power structure.
Hypothesis 2 xxii
H0: Bureaucratic process recognizes and corrects the change
process in organizations better than the organization
development process.
Hi: Organization development process recognizes and correct
the change process in organizations better than the
bureaucratic process.
Hypothesis 3
H0: NITEL’s bureaucratic management structure uses adequate management information system better than the organization development process.
Hi: Organization development process uses a more adequate and unified management information system than NITEL’s bureaucratic structure.
Hypothesis 4
H0: Bureaucratic structure is not more business oriented than the organizations development process.
Hi: Bureaucratic structure is more business oriented than
organizational development process.
Hypothesis 5 xxiii
H0: Management technique of organizational development
affects the culture of bureaucratic structure in NITEL.
HI: Management technique of organizational development does not in any way affect the culture of bureaucratic structure in
NITEL in the process of re-engineering.
Hypothesis 6
H0: NITEL’s technological impact and marketing strategies
challenge that of other service providers like MTN, Glo etc.
Hi: NITEL’s technological strength and marketing strategies
cannot challenge that of the service providers.
1.6 SIGNIFICANCE OF THE STUDY
Based on the objectives of the study and future behaviour of market forces in organizations, it therefore plays an important role in understanding market, management and engineering research to achieve optimum results. This study will also make organization do understand how it can better improve its health. The use of organization development as explained in this study investigation would clearly show NITEL and other organizations that may use it to understand their strengths and weaknesses and subsequently adopt measures towards enhancing the health of the company. xxiv
In a nutshell therefore, it is noteworthy that any technique that does not identify, anticipate, and adapt it’s problem-solving tools is weak in truly correcting or solving problems. For these, organizational development is better for a proper re-engineering process of the Nigerian Telecommunications Limited (NITEL).
1.7 SCOPE OF THE STUDY
The study centered on organizational development as a strategic tool for re-engineering, a study of Nigerian
Telecommunications Limited (NITEL).
A survey research of the size NITEL zonal headquarters was carried out involving the administration or distribution of 390 structured questionnaires. I also used the year 2006 NITEL’s telephone directory as my sampling frame to determine the member of those who I would administer my structured interviews guide.
The questionnaire administration was restricted to only the size zonal headquarters of NITEL and the interview guide was carried out over the telephone.
1.8 LIMITATION OF THE STUDY xxv
The researcher was confronted by some constraints/ limitations including the problems associated with conviction of those interviewed over the telephone about the genuineness of this research. It is not quite simple to obtain the primary data for instance.
Lack of adequate finance, material and time resources were also our impediment. Suffice to say that an in-depth enquiry was quite difficult and required a long time with several visits over and over again. As much time not readily available, the researcher still gathered as much information as was possible for the purpose.
Finally, hoarding of vital information by the staff which they think are not going to work for their own good also posed a threat to the study however.
1.9 DEFINITION OF TERMS
Management is the activities which identifies a problem plans, organizes and controls its solution process operation of the basic elements of men, materials, machines, methods, money and markets by providing direction, coordination and leadership to xxvi human efforts so as to achieve the sought objectives of the enterprise (George R. Terry, 1953:8).
In the words of P.C. Unamka and UJF Ewurum (1995:67) management is the creation of conditions to brainy about the optimum use of all resources available to an undertaking in man, methods and materials. It is also defined as knowing how to get things done through people or getting things done through the efforts of another.
Griffin (2002:67) described management as a set of activities including planning, and decision making, organizing leading and controlling directed at an organization’s resources (human, financial, physical and information) with the sole aim of achieving organizational goals in an efficient and effective manner.
Bureaucracy is a system of organization and management in which roles, tasks and the relationships among people and positions are clearly defined, carefully prescribed and controlled in accordance with formal authority in order to achieve productive efficiency through measurement, discipline, impersonality and other formalities. xxvii
Organizational development is a complex systematic and integrated educational and action research strategy intended to change, and process re-engineer the beliefs attitudes, values and structure of organizations so that they can better adapt to ongoing changes in new technologies, markets, challenges and with the fast of rapid changes in the business and technological environment.
Nigerian Telecommunications Limited (NITEL) is an essential telecommunications infrastructure system in Nigeria that promotes the rapid socio-economic and political development of the country.
xxviii
REFERENCES
Griffin, Ricky W. (2002) Management in Modern Organization; New York: McGraw Hill Book Co.
George, Terry R. (1953) Decision Theory and Information System: Cincinnati: South Western Publishing Col.
Imaga, E.U.L. (2001) Elements of Management and Culture in Organizational Behaviour; Enugu: Rhyce Kerex.
Unamka, P. C. and Ewurum, UJF (1995) Business Administration; Enugu: Precision Printers and Publishers.
xxix
CHAPTER TWO
LITERATURE REVIEW
2.0 INTRODUCTION
The fundamental aim of this study is to review the works of past scholars relevant to the study. “Organizational Development as a Strategic Tool for Re-engineering” (A Study of the Nigerian
Telecommunications Limited (NITEL).
2.1 DEFINITION OF ORGANIZATION
Organization according to the Longman Dictionary of
Contemporary English (2000:999) is a group such as a club or business that has been formed for a particular purpose. It is also defined as the way in which the different parts of a system are arranged and work together.
Imaga, and Ewurum, (1998:23) stated that organizations are biological entities which go through the process of birth, growth, stabilization, decline and death. The birth of an organization is xxx usually greeted with enthusiasm and excitement while the growth is associated with challenges and exuberant confidence. The stabilization evokes a feeling of rethinking, stock-taking and efforts to revitalize the enterprise and regain the growth process.
THE CONCEPTS OF DEVELOPMENT
Development is said to be the gradual growth of something so that it becomes bigger or more advanced. In other words, it is the act of result of making a product or design better and more advanced.
According to Rodney (1974:57) development implies the increased skill and capacity, greater freedom, creativity, self- discipline, responsibility and material well-being. Also Uche
(1990:123) defines development as a continuous process of harnessing all the available human and material resources of a society in a way that is compatible with the cultural expressions of its people, with the final goal of achieving a quality living standard that is based on satisfaction, justice, equality, liberty, happiness, freedom and progress. Therefore, the term development is an umbrella under which all phenomena ranging from human and xxxi spiritual development to nationalism and community development; from organizational change to managerial techniques can be evaluated.
THE MEANING OF STRATEGY
Eboh, (2008:32), a strategy is the broad, long-rang plan of the organization. It is a long-term view of the actions of the organization to accomplish its goals. It is a plan designed to achieve a mission. It is also seen as the plans that determine the allocation of an organization’s scarce resources and the plans that commit the organization to a specified course of action.
WHAT PEOPLE SAY ABOUT NITEL
The problems with NITEL have escalated to a certain level that people all over the country have different views and opinions about it. It is believed quite well that NITEL has disappointed the greater percentage of the people if not all in terms of service delivery.
However, the views vary according to individuals and locations where they are. xxxii
The purpose of the privatization of NITEL was primarily to improve on the services it gives to the public but even at that the
Transcorp tailed woefully to deliver. In some parts of the country, like Abuja, Lagos, Kaduna etc the NITEL telephone lines are very efficient and are still working. Here in Enugu and it’s environs, they are as good as dead. Infact, the public have concluded that there is no NITEL again. But that is just about those in this part of the country. Therefore, NITEL is still very much in existence and will serve the public letter in no distant time.
2.2 THE THEORETICAL FRAMEWORK
The Nigerian Telecommunications Limited (NITEL) is one the
Nigeria’s strategic enterprises which have since its formation in
1985 suffered from diverse economic ailments which have strongly crippled its effective functioning. Some of these ailments include; bureaucratic sabotage, defective capital structure, application of inappropriate technology, inadequate management information system, wasteful organizational practices etc.
The National Telecommunications policy report of September,
2000, stated that NITEL was the material operator and monopoly xxxiii service provider of telecommunications services in Nigeria. In that report, it was reported that the monopolistic stand of NITEL coupled with its bureaucratic management style had serious repercussions in terms of inefficiency, high cost of service and lack of universal access. Because of these inefficiencies, the Federal Government decided that privatization was the best option to apply.
Basically, the strategy employed by the government did not address the issue of adapting itself to management techniques which identify change in the business environment.
Furthermore, the Honourable Justice Adoniyi Ishola Fudicial
Commission of enquiry into the management of NITEL and MTEL covering from 1985 to 2001 reported that there was gross misapplication of human resources. Secondly, in his write-up,
Adekunle Oladele (2001:27) reported that NITEL was apparently afraid of possible competition from cellular phone operators MTN communication and then Econet wireless. This was because NITEL was operating its activities by using inappropriate technology and management techniques that could be used to match the rapidly changing business environment which is in vogue now. xxxiv
Akin (2000:19) says that privatization without simultaneously building government competence to support privatized functions will lead to the failure of such privatized companies. Indeed, privatization that cannot stand without government support cannot indeed meet up with today’s rapid technological growth. In a nutshell therefore, privatization is not the answer to the problems of
NITEL. The organization structure of NITEL is so designed that the chain of command distorts organizational objectives and misdirects attention.
Specifically, the bureaucratic structure of NITEL does not give its managers actual management responsibility in an autonomous position. The blueprint for Nigeria Telecommunications Limited reported that conventional organization which starts with the functions inside a business rather than with the goals of a business and their requirements would surely distort the efficiency clarion call of the Federal Government of Nigeria. Again, NITEL is both in the consumer market as well as in the service provider markets competing with other network operators that are serving.
So, the kind of business competition that NITEL is currently practicing is not in conformity with the current trend in the world’s xxxv telecommunications industry where process re-engineering helps to analyze, streamline and configure the tasks and actions of the organization to meet its stated targets.
Indeed, these problems of NITEL could only be solved if it maintains an adequate management information system by using an excellent management technique since today’s rapidly changing business environment needs that the total situation of the business environment must be taken into consideration during its planning stage. In views of these problems of NITEL, I delve to analyze and make use of the organizational development technique of organization and management to manage the organization called
NITEL.
2.3 CONCEPT OF ORGANIZATIONAL DEVELOPMENT
In today’s rapid business environmental changes, management is faced with a lot of tasks. The task of management involves analyzing the total business situation or climate in order to determine and choose a structure within the total organizational context that will lead to high productivity and thus meet the organization needs. xxxvi
But how can the manager of today develop planning strategies that are flexible enough to allow for frequent changes in direction while still accomplishing organizational development as a management initiated technique for more effectively integrating human and organizational requirements and goals in order to achieve concrete economic goals?
Organization development is called action research. This is because it deals with the gathering of data, identifying problems and formulating possible solutions concerning the identified problems. It is called action research because it involves the process of systematically collecting research data about ongoing system relative to the organization’s objectives, goals or need and feeding back the processed data back into the organization’s system to solve the problem under review in a continuous manner.
Defined organization development as a complex educational strategy intended to change the beliefs, attitudes, values to change the beliefs, attitudes, values and structure of organizations so that they can better adapt to ones technologies, markets and challenges as well as the dizzying rate of change itself. This implies that organization development seeks improvement in the total xxxvii organization by recognizing that to be effective, on organization requires a well articulated and unified information system integrated with trained and tested workers who would achieve the objective of the organization.
A. OBJECTIVES OF ORGANIZATION DEVELOPMENT
One of the objectives of organization development by virtue of our definition is to change the organization internal culture such as values, ground rules, norms, and power structure. It is only by applying the methods of organization development that the entire culture of the organization which the Justice Adeniyi Ishola’s reports 2001 says is corruption – friendly could be corrected.
Secondly, organization development as its second objective attempts to build problem solving capability by improving group dynamics and problem confrontation.
Thirdly, organization development seeks to increase the openness of communication laterally, vertically, and diagonally among the management and the general staff. xxxviii
Fourthly, organization development attempts to increase the degree of self and group responsibility in planning and implementation.
Fifthly, it enhances organization’s effectiveness and develops techniques for coping with and adapting the change.
Finally, it helps to achieve a sense of commitment, self- direction and self-control what then are the characteristics of organization development.
Reach (1980:404) states that the major characteristics of organization development are:
1. It is system-oriented, being concerned with interactions
between organization systems of individual, formal and
informal organization systems as they affect each other.
2. It is a process that systematically identities, collects research
data about ongoing system relative to some objectives, goals or
need of the system and feeding those data back into the
system by taking actions on the affected selected variables by
collecting more data.
3. It is a problem-solving technique which uses group process of
team building and maintenance, developing mechanisms for xxxix
resolving disputes between units, creating organization work
flow arrangements, building interpersonal rapport and setting
up decision making guides.
4. It uses a change agent consultant who helps the organization
group solve their own problems through their own internal
processes, rather than playing the role of specialist or expert
and telling them what to do.
5. organizational development concerns itself with what tasks
have to be accomplished and what organization goals have to
be met by introducing the processes and dynamics of
interpersonal interaction who will do what to whom and why.
6. There is also concern for creativity and the use of trust in the
use of the process or organization development.
2.4 THE ORGANIZATION DEVELOPMENT PROCESS
The process of organization development is mainly directed to cure the ill-health of ailing organization. The first phase of organization development process is diagnosis. Here, the organization development assesses the health of the organization.
Problems are identified and attempts are made to locate the causes xl of such problems. The data collecting technique used in identifying the problems of the organization include:
1. Structured questionnaires
2. Structured interviews
3. Direct observation
4. Analysis of documents and reports
The techniques used above would help the organization development consultant determine the organization climate and behavioural problems in the organization.
Indeed, the consultant through his findings would formulate hypotheses which he would resolve to solve the problem.
The second phase of the organization development process is the selection and the design of the intervention strategy. Here after the problem has been identified, the organization development consultant will design the types of organization development programme capable of solving the problems.
The third phase of the organization development is the implementation of the intervention strategy. After the selection and the design of the program to solve the problem, the next step is to implement them. To implement the program, the organization xli development consultant must work with the people in the target organization unit. Now, the intervention strategy implementation may take the form of workshops, feedback of data to participants, group discussions, written exercises, on-the-job activities, redesign of control system, re-engineering of jobs and numerous other activities.
The fourth phase of the organization development process is the evaluation stage. Here, the consultant helps the management to evaluate the organization development efforts and determine if these efforts must be redirected.
The fifth and final phase of the organization development process is the adjustment and maintenance of the organization systems of operations. Therefore, since the organization development process sis a continuous process which deals with feedback information, there is therefore need for adjustment and maintenance of the system.
2.5 THE ORGANIZATION DEVELOPMENT INTERVENTIONS
STRATEGIES
Organizational development is an intervention strategy designed to bring about organizational improvement, greater xlii organizational competence and effectiveness. The organization development intervention strategies are methods and techniques crated by organization development professional to achieve their objectives. These interventions strategies include process observation, sensitivity training, the managerial good, conflict resolution through inter-group team building and development, management by objective (MBO), participative management, job enrichment etc.
1. PROCESS OBSERVATION
Edgar H. S (1969:68) says that process consultation is used by organization development consultants to have an insight into organizational problems. In the process observation phase, the organization process to be observed and diagnosed are communication, roles and functions of group members, group problems solving and decision making, group norms, leadership and authority, conflict, cooperation and competition between groups. What the consultant doe sis that he helps workers understand their behaviour towards aligning their interests with those of the organization.
2. SENSITIVITY TRAINING xliii
Sensitivity is an experiential method using relatively unstructured face to face groups for the principal learning vehicle.
It is an experience-based educational methodology. That is people learn by doing and feeling rather than by being told. As its objective, sensitivity training makes the participant increasingly aware of and sensitive to the emotional reactions and expressions in himself and others. It helps participants to understand themselves better to create better understanding of others, to gain insight into the group process, and to develop specific behavioural skills.
The first phase of the process is that the group is left on its own devices to develop interaction on the on-going experience in the organization.
In the second phase, the trainer becomes open, non-defensive, and empathetically, and expresses his own felling in a minimally evaluative way.
Thirdly phase is the interpersonal relationships development stage. Here, the members serve as resources to one another in order to facilitate experimentation with new personal, interpersonal and collaborative behaviours, sensitivity analysis is indeed an effective behavioural technique for management. xliv
3. THE MANAGERIAL GRID
The managerial grid training is a comprehensive approach to organization development which offers a complete plan for organization development. It was Robert Blate and Jane Monton
(1964:116) who developed the managerial grid. This technique utilizes small fact to face groups as the basic learning mechanism.
The grid training aims to give managers grater insight into the methods used for getting results through people and how people reach to different management methods. The managerial grid management method consists of five basic styles of management.
The first style on the grid shows managers who exhibit a maximum concern for results and minimal interest in people. These group of managers are known as the 9 is to 1 managers. Here, the concern for people is one (1) and the concern for production is nine
(9).
The second style is a 1 is to 9 managers who show a high concern for people but how concern for results that is low output.
The third style is a 9 is to 9 managers who shows a high concern for people and a high concern for results and this is the xlv most desirable pattern of management from the stand point of conflict resolution, creativity, commitment, morale and productivity.
The tomoth style is a one (1) is to one (1) managerial style which abdicate managerial responsibilities for both people and results.
Finally, the fifth managerial grid style is the 5 is to 5 managers that forms a compromise and adopt an organizational management strategy.
4. TEAM BUILDING/DEVELOPMENT
In the team building session, team members have to evaluate the group performance and identify problems of the organization.
This is the diagnostic phase of the session. In the team building, the team members through discussion among all the team members will be able to analyse the information gathered regarding the problems and decide the necessary steps to take in resolving the problems. This stage enables a team to identify their area of strength and weakness.
Openness, trust and full expressions are the results of team development experiences. In team building, frustration and conflicts are reduced by clarifying and defining roles, especially task roles. xlvi
The final phase is the team and organization process. In this stage, team members discuss techniques to improve their processes, such as reducing communication break downs, increasing the quality of decisions, or making task allocations more equitable.
2.6 LIMITATIONS OF ORGANIZATION DEVELOPMENT
Organization development has problems and locations as will any complex programme. One of the limitations of organization development programs is that it is time consuming and expensive due to its complex nature. Another is that the programme may be a failure if a capable organization development consultant is not used.
The third one is that the organization development process may recommend solutions irrelevant to the organizations problem.
And finally, organization development may suffer from lack of research and documentation.
Notwithstanding its problems and limitations, organization development has helped in improving human conditions in work organizations. It offers considerable potentials and promises as the xlvii major unifying program by which the subsystem of the organizational behaviour system may be effectively integrated through the scientific application of behavioural science.
2.7 INDUSTRIES THAT HAVE USED ORGANIZATION DEVELOPMENT IN THE PROCESS RE-ENGINEERING THE ORGANIZATION
In their book, “People, Work, and Organization, Barnard M.
Bass and Gerald V. Barrett (1972:510-511) cited the case of two companies Harwood and Weldon where organization development efforts were successful in solving the organization’s problems.
Further, they reprinted that Harwood was more participative and Weldon more authoritarian like the NITEL. However, Harwood was making money while Weldon was losing it despite its technical, fiscal and market strengths. The application of the organization development process was what solved the problem.
The Kimberly and Nielson evaluated the effects of an organization development intervention strategy in an automobile plant using skill building, data feedback, team-building, and inter group problem-solving. Their before and after analyses of questionnaire data showed improvements in organization climate xlviii and supervisory behaviour. Furthermore, pre-organizational development production which was declining increased tremendously after its application.
In an organization development research carried out by Robert
Blacke and Jame Montheon (1964:133-135), in a petrochemical refinery using the managerial grid technique, their survey questionnaires revealed perceived improvements during the year in boss subordinate relationships and relations within departments and between groups.
Indeed, if NITEL should apply the successful organization development method employed by these companies cited above, they would truly bounce back and perform well according to the dictates of today’s rapid changing environment.
2.8 TOTAL QUALITY MANAGEMENT (TQM) AND RE-
ENGINEERING
Investment in Total Quality Management (TQM), re- engineering, human capital technology, globalization and the likes are all important for any organization competitiveness. Yet, at the xlix same time, there are interesting pressures on companies to lower costs and improve productivity to maximize efficiency.
Total Quality Management is a set of principles and practices whose core ideas include understanding customers’ needs and striving for continuous improvement.
In recent years, organizations have gone beyond Total Quality
Management programmes to more comprehensive approach to process redesign called re-engineering. Re-engineering has been described as the fundamental rethinking and radical redesign of business process to achieve dramatic improvements in cost, quality, service and speech in rethinking how work should be done, how technology and people should interact, and how entire organization should be restructured.
2.9 SUMMARY OF THE REVIEW
The Nigerian Telecommunications Limited (NITEL), has been viewed by the customers and the general public as a total failure and disappointment to the nation. Some even see it as non-eritent company that only exist in name because of some numerous problems that have eastern deep into its fabrics. However, the l saying that “problem identified is problem solved” may have its till this time as organization development strategy has been tipped to be the solution to the problems. This is surely to inculcate the idea of sense of commitment, direction and control in the workers making them wake up to the challenges.
Organization development is an intervention strategy which has process observation, sensitivity training, conflict resolution through inter-group team building and development, management by objective (MBO), participative management, job enrichment and the likes as characteristics that are used in solving problems in organizations.
Finally, re-engineering is a management phenomenon or term aimed at redesigning a business process to achieve dramatic improvements in cost, quality and services improving on the technological input and also improving on the man-power strength of an organization and as such restructuring the entire organization for utmost efficiency. li
REFERENCES
Beckhand, R. (1969) Organization Development Strategies and Models; Reading Massachus: Addison-Wesley Publishing Co.
Burns, Tom and Stalker (1961) The Management of Innovation; London: Tawistock.
Daft, R. L. (1986) Organization Theory and Design; New York: West Publishing Co.
Dale, s. Beach (1980) Personnel; The Management of People at Work: Fourth Ed. New York: Macmillan Publishing Co.
Drucker, P. F. (1979) People and Performance. The Best of Peter Drucker on Management; London: Heinemann.
Eboh, F. E. (2008) Management Theory; Enugu; Computer Villa Publishers.
Eke, A. O. (2005) Elements of Production Management; Enugu; Oktek Publishers.
Hersy, Paul and Blanchard K. H. (1972) Management of Organizational Behaviour, Utilizing Human Resources; New Delhi; Prentice Hall of India Private Ltd.
Hodgeetts, R. M. (1986) Management Theory, Process and practice; New York: Harcourt Brace Javanorich Inc.
Ile, Norbert M. (2001) Small Business Management; An Integrated Approach; Enugu: Otuson Nigeria Ltd.
Imaga, E. U.L. and Ewurum, UJF (1998) Management Topics Vol. 1; Enugu: Oktek Publishers.
Jame, M. and Blake, R. (1964) Organizational Development Process; London: Heinemann. lii
Nwosu, I. E. (2007) Public Relations – Insights from Nigeria; Enugu: Ezu Books Ltd.
Rodney, H. L and Urwick, L.F (1974) The Nature of Management; London: Pitman Publishing Co.
Weiss, H. J. and Gershon, M.E (1989) Production and Operations Management; London: Holt, Rinehard and Wilson.
Longman Dictionary of Contemporary English: Third Edition; Edinburgh; Longman Group.
The Federal Government of Nigeria, Management Development Programmes, Managers Handbook.
The Federal Republic of Nigeria, National Telecommunication Policy, September, 2000. Printed by Nation House Press.
Federal Republic of Nigeria, The Presidency National Council on Privatization; Establishing a Legal and Regulatory Framework for Telecommunications, Draft Telecommunications Bill, October 2001.
A White Paper on the Report of the Justice Adeniyi Ishola. Judicial Commission of Enquiry into the Management of NITEL and MTEL from 1995-2001.
Martins Ohoja: “Why Government is yet to Implement Panal’s Report on NITEL and MTEL” Vol. 18 No. 8293, February, 2002.
Internet Source: en.wikipedia.org.NITEL.
liii
CHAPTER THREE
RESEARCH METHODOLOGY
3.1 INTRODUCTION
This study investigates into the managerial impact of using the tool of organizational development to solve probels in the Nigerian
Telecommunications Limited (NITEL) in the today’s rapidly changing environment.
Research as an investigation according to Nwoji, 1998, is an undertaking in order to discover facts, set additional information or disprove known facts.
Hehling (1984:44) states that the greater the preparation for efficiency, the easy it becomes. And as such, therefore, the methodological steps or processes taken by the researcher in gathering relevant facts the analysis and the conclusion drawn in order that the objectives may not suffer defeat.
3.2 RESEARCH DESIGN
Pure research refers to the total constructional plan or structure of the research framework (Ikeagwu, 1998:66). Research design in its nature serves as road map or plan of action showing liv what and how the researcher will carry out a step-by-step procedure for the purpose accomplishing a research project. It however constitutes the blueprint for collection, evaluation and analysis of the data for the study.
3.3 SOURCES OF DATA
This study cut across the two main sources of data collection.
These involves the primary and the secondary data. In order to obtain first-hand information, structured questionnaires were distributed to gather information about NITEL’s past, present and intended managerial behavioural processes, interviews to elicit answers from serious NITEL staff and personal observation. These are part of the primary data.
For the purpose of gathering information about people’s views, reactions, account and interpretation of information gathered else where, I consulted relevant textbooks, journals, newspapers and magazines and internet outlay or website pages. I also used the reports of the National Council on privatization’s publications in assessing the stand of the NITEL. These formed my secondary data.
3.4 POPULATION OF STUDY lv
NITEL has a total of six zonal headquarters and one hundred and sixty eight offices throughout Nigeria. However, for the purpose of this study, I have used the method of simple random sampling technique to select a total of three hundred and ninety staff of
NITEL out of their total workforce. In all therefore, I distributed a total of three hundred questionnaires for this research or study.
3.5 SAMPLE SIZE DETERMINATION
In my study, I collected data from a sample of three hundred and ninety (390) NITEL staff which consist of sixty five (65) staff from each of the six zonal headquarters of NITEL. I however used the Bourley’s formula to determine the sample size. The Bourley’s formula is defined as thus:
n = N 1 + Ne2 Where N = Total estimated population n = Sample size e = Error margin I = Constant
Therefore n = 16580
1 + 16580(0.05)2 lvi
= 16580
1 + 41.45 = 16580
42.45
≅ 390
By using Bourley’s formula, the sample size for this study is calculated as three hundred and ninety (390).
In the interview guide I prepared, I used the systematic sampling technique to determine my sample size. Out of the approximately four hundred thousand (400,000) names in the year
2001 NITEL’s directory as my sampling frame.
Population size = N = 400,000
Sample size = n = 400
Sample fraction = Sample size
Population size
= 400 1 400,000 = 1000
This means that one (1) out of every one thousand telephone subscribers is being interviewed.
3.6 RESEARCH INSTRUMENTS USED lvii
The main tools that I used for obtaining the data that answered the research questions include the structured questionnaire and interview guide.
Content analysis technique was used to validate the questionnaire by analyzing the attribute of the audience to the messages produced for them and to audit the communication contents against standards.
3.7 METHOD OF DATA ANALYSIS
A tabulated results of the analysis of both the questionnaires and the interview guide was produced in order to present a better and clearer picture of data for analysis and interpretation. Also, the statistical chi-square technique and content analysis technique for hypothesis testing and data analysis was used.
REFERENCES lviii
Eboh, E. C. (1998) Social and Economic Research Principles and Methods; Lagos: Academic Publications and Development Resource Ltd.
Hehling, J. H. (1984) Guidelines for Preparing the Research Proposal; New York: University Press.
Ikeagwu, E.K. (1998) Groundwork of Research Methods and Procedures; Enugu: IDS UNEC.
Nwoji, S. C. (1998) Mission Research; Enugu: Media Department MFCM.
Ugwuonah, G.E. (2005) Data Analysis and Interpretation, A Computer Based Approach; Enugu: Cheston Ltd.
CHAPTER FOUR lix
4.1 INTRODUCTION
The critical challenges in today’s changing environment requires a comprehensive management process that involves problem identification, gathering of relevant information, development of flexible and adaptable feasible solutions and the setting up of management and administrative structure through which decisions can be implemented, monitored and frequently evaluated to ensure that corporate goals are achieved.
However, the Nigerian Telecommunications Limited (NITEL) failed to perform due mainly because of the management’s inability to harness the huge human and materials resources at its disposal.
Kotler, P. 1993:83) said that the key to a successful innovation lies in developing better organization arrangement for handling new product ideas, sound research and decision procedures at each of the new product development process. It is therefore with this intention that the researcher carried out the analysis of the data got from field work analysis. Evidently, the data collected from the field on the response reaction of staff of NITEL and MTN communications as well as the members of the public on the need lx for the application of situational management technique to address the problems of changing business environment with specific emphasis on the application of organization development technique.
In the field, the researcher administered at total of four hundred and fifty (45)) questionnaires out of which three hundred and ninety were collected. The effective response rate of the study is one hundred (100%) percent successful.
4.2 PRESENTATION AND ANALYSIS
The presentation is based on responses derived or obtained from 450 questionniares distributed among the management and staff of NITEL and MTN communications and some members of the public. Out of the total distributed, 390 were returned answered while 60 were not returned. These results were used for this presentation, sampling percentage approach was also used from the questionnaires returned answered.
Source No No % of the No % of the Distributed Returned Returned Unreturned Unreturned Mgt of 180 152 38.97 28 46.66 NITEL/MTN
Security 120 104 26.67 16 26.67 Dept of NITEL/MTN lxi
Members of 150 134 34.36 16 26.67 the Public Total 450 390 100 60 100
The table above shows that out of 180 questionnaires distributed among the management of NITEL/MTN, 152(38.97%) were returned answered and 28(46.66%) were not returned by the management. 120 questionnaire distributed in the security department of the two companies, 104(26.67%) were returned while
16(26.67%) were unreturned and finally, 150 questionnaires were distributed at random amongst the members of the public,
134(34.36%) were returned answered, while 16(26.67%) were not returned.
Subsequently, some of the questions in the questionnaire were presented and properly analysed using the content analysis technique for validation of data.
RESPONSE TO QUESTION TWO
Do you think that flexibility and Adaptability are Necessary Requirements for Modern Organization Structured Table 4.2.1 Options Respondents Percentages (%) lxii
Yes 215 55.13
No 175 44.87
Total 390 100 Source:
The above table indicates that 215 (55.13%) of the total respondents affirms that flexible and adaptability are necessary requirements for modern organization structure while 175(44.87%) of the respondents disagree with the assertion.
Therefore, we conclude that flexibility and adaptability are necessary requirements for modern organization structure.
RESPONSE TO QUESTION FIVE
Does Organization Development Corrects the Change Process sin Organization?
Table 4.2.2
Options Respondents Percentages (%) Yes 144 36.92
No 246 63.08
Total 390 100 Source: lxiii
The table above indicates that 144(36.92%) of the respondents say Yes while 246(63.08%) of the respondents say No to the question.
Therefore, organization development does not correct the change process in organizations.
RESPONSE TO QUESTION EIGHT
Does NITEL Maintain an Adequate Marketing and Management Information System? Table 4.2.3
Options Respondents Percentages (%) Yes 155 39.74
No 235 60.26
Total 390 100 Source:
From the table above, it shows that 155(39.74%) of the respondents agree that NITEL maintain an adequate marketing and management information system where as 235(60.26%) of them said No. hence the conclusion that NITEL does not have an adequate marketing and information system.
RESPONSE TO QUESTION TEN lxiv
Is Bureaucratic Structure more Business Oriented than the
Organization Development Process in your Company?
Table 4.2.4
Options Respondents Percentages (%) Yes 170 43.59
No 220 56.41
Total 390 100 Source:
The indication of this table is that 170(43.59%) of the total respondents believed that bureaucratic structure is more business oriented than the organization development process in their company. Also, 220(56.41%) of the respondents disagreed with the former. Therefore, it stands that bureaucratic structure is not more business oriented than the organization development process.
RESPONSE TO QUESTION THIRTEEN
Is there a need for a change in NITEL’s Management Technique in the Light of the Current Change in Today’s Business
Environment?
Table 4.2.5
Options Respondents Percentages (%) lxv
Yes 224 57.44
No 166 42.56
Total 390 100 Source:
The analysis in the table above reveals that out of the 390 respondnets, 224 (57.44%) of them want a change in the management technique of NITEL following the current changes in today’s business environment while 166(42.56%) said that there is no need for the change. However, from the above we conclude that there is the need for the management technique change for effectiveness and efficiency.
RESPONSE TO QUESTION FIFTEEN
What Management and Organization Methods does NITEL
Operate?
Table 4.2.6
Options Respondents Percentages (%) Organization 73 18.72 development
Management by 31 7.95 objective
Bureaucracy 286 73.33 lxvi
Total 390 100 Source:
In the table above, it shows that 73(18.72%) of the total respondents believed that NITEL operates organization development method of management, 31(7.95%) saw the management style as management by objectives (MBO). 286(73.33%) opined that NITEL operates the bureaucratic structure of management. Therefore,
NITEL operates bureaucratic management and organization method.
RESPONSE TO QUESTION SEVENTEEN
Has NITEL Technologically Improved to Match the
Overwhelming Status of other Services Providers?
Table 4.2.7
Options Respondents Percentages (%) Yes 151 38.72
No 239 61.28
Total 390 100 Source:
From the table above, it shows that 151(38.72%) of the respondents said that NITEL has improved on its technology lxvii capable of challenging other service providers. This shows that other service providers (MTN, GLO, ZAIN etc) have improved technology more than NITEL.
4.3 TEST OF HYPOTHESES
The hypotheses were formulated for this study and the researcher used chi-square for the test as early mentioned.
TEST OF HYPOTHESIS ONE
H0: Bureaucratic power structure is more flexible and adaptable to changing business environment than the organization development technique.
Hi: Bureaucratic power is not more flexible and adaptable to
changing business environment than the organization
development technique.
TABLE OF RESPONSE TO QUESTION FOR HYPOTHESIS ONE
Response Admin/Operation Admin/Operation Security Security Public Total Staff (NITEL) Staff (MTN) NITEL MTN Positive 50 22 41 18 109 240
Negative 23 45 13 27 42 150
Total 73 67 54 45 151 390
240 x 73 lxviii
390 = 44.9
240 x 67 390 = 41.2
240 x 54 390 = 33.2
240 x 45 390 = 27.6
240 x 151 390 = 92.9
150 x 73 390 = 28.1
150 x 67 390 = 25.7
150 x 54 390 = 20.7
150 x 45 390 = 17.3
150 x 151 390 = 58.1
EXPECTED FREQUENCY (CHI-SQUARE) TABLE S/N O E O – E (O – E)2 (O – E)2 E 1 50 44.9 5.1 26.01 0.58 lxix
2 22 41.1 -19.2 368.64 87.77
3 41 33.2 7.8 60.84 1.83
4 18 27.6 -9.6 92.16 3.34
5 109 92.9 16.1 259.21 2.79
6 23 28.1 -5.1 26.01 0.93
7 45 25.7 19.3 372.49 14.49
8 13 20.7 -7.7 59.29 2.86
9 27 17.3 9.7 94.09 5.44
10 42 58.1 -16 259 4.41
124.44 Degree of freedom = (row – 1) (column – 1)
= (5 – 1) (2 – 1) = 4 x 1 = 4
At 0.05(5%) level of significance given the degree of freedom table value of X2 (ie X2t) = 9.448
Decision Rule is
(a) Accept H0 if X2t > X2 cal
(b) Reject H0 if X2t < X2 cal
Thus, since the X2t (9.448) < X2 cal (124.44), we reject H0 and accordingly accept Hi. Conclusively, the alterative hypothesis is accepted. Therefore, bureaucratic power structure is not more lxx flexible and adaptable to changing business environment than the organization development technique.
TEST OF HYPOTHESIS TWO
H0: Bureaucratic process recognizes and corrects the change
process in organization better than the organization
development process.
Hi: Organization development process recognizes and corrects the change process in organization better than the bureaucratic process.
TABLE OF RESPONSE TO QUESTION FOR HYPOTHESIS TWO
Response Admin/Operation Admin/Operation Security Security Public Total Staff (NITEL) Staff (MTN) NITEL MTN Positive 20 11 19 27 67 144
Negative 39 43 34 36 94 246
Total 59 54 53 63 161 390
144 x 59 390 = 21.78
144 x 54 390 = 19.94
144 x 53 390 = 19.57
lxxi
144 x 63 390 = 23.26
144 x 161 390 = 59.45
246 x 55 390 = 37.22
246 x 54 390 = 34.06
246 x 53 390 = 33.43 246 x 63 390 = 39.74
246 x 161 390 = 101.55
EXPECTED FREQUENCY (CHI-SQUARE) TABLE S/N O E O – E (O – E)2 (O – E)2 E 1 20 21.78 -1.78 3.17 0.15
2 11 19.94 -8.94 79.92 4.01
3 19 19.57 0.59 0.33 0.02
4 27 23.26 3.74 13.99 0.60
5 67 59.45 7.55 57.0 0.96
6 39 37.22 1.78 3.17 0.09 lxxii
7 43 34.06 8.94 79.92 2.35
8 34 33.43 0.57 0.32 0.01
9 36 39.74 -3.74 13.99 0.35
10 94 101.55 -7.55 57.0 0.56
9.10 Degree of freedom = (row – 1) (column – 1)
= (5 – 1) (2 – 1) = 4
Level of significance (S) = 5% (0.05)
From the chi-square table, the df = 4, at S = 0.05 = 9.448
Calculated X2 value of 9.10 is less than the critical value of 9.448, where df = 4, s = 0.05. We therefore accept the H0 which means that bureaucratic process recognizes and corrects the change process in organization better than the organization development process.
TEST OF HYPOTHESIS THREE
H0: Bureaucratic management structure uses adequate
management information system better than the
organization development process. lxxiii
H0: Organization development process uses a more adequate and unified management information system than bureaucratic structure.
TABLE OF RESPONSE TO QUESTION FOR HYPOTHESIS THREE
Response Admin/Operation Admin/Operation Security Security Public Total Staff (NITEL) Staff (MTN) NITEL MTN Positive 40 3 28 35 49 155
Negative 12 70 81 19 83 235
Total 52 73 79 54 132 390
155 x 52 390 = 20.67
155 x 73 390 = 29.01
155 x 79 390 = 31.40
155 x 54 390 = 21.46
155 x 132 390 = 52.46
235 x 52 390 = 31.33
lxxiv
235 x 73 390 = 43.99
235 x 79 390 = 47.60
235 x 54 390 = 32.54
235 x 132 390 = 79.54
EXPECTED FREQUENCY (CHI-SQUARE) TABLE S/N O E O – E (O – E)2 (O – E)2 E 1 40 20.67 19.33 373.65 18.08
2 3 29.01 -26.01 676.52 23.32
3 28 31.40 -3.40 11.56 0.37
4 35 21.46 13.54 183.33 8.54
5 49 52.46 -3.46 11.97 0.23
6 12 31.33 -19.33 373.65 11.93
7 70 43.99 26.01 676.52 15.38
8 51 47.60 3.4 11.56 0.24
9 19 32.54 -13.54 183.33 5.63
10 83 79.54 3.46 11.97 0.15
83.87 lxxv
Degree of freedom = (row – 1) (column – 1)
= (5 – 1) (2 – 1) = 4 X 1 = 4
The level of significance is 0.05 (5%) while the degree of freedom table value is 9.448 = X2t.
The X2 as calculated is 83.87. The decision rule is to accept H0 if X2t
> X2 cal or reject H0 if X2t < X2 cal.
2 2 Therefore, the X t (9.448) < X cal (83.87), we reject the H0.
In conclusion, the null hypothesis is rejected hence the bureaucratic management structure uses adequate management information system better than the organization development process.
TEST OF HYPOTHESIS FOUR
H0: Bureaucratic structure is not more business oriented than the organization development process.
Hi: Bureaucratic structure is more business oriented than
organization development process.
TABLE OF RESPONSE TO QUESTION FOR HYPOTHESIS THREE Response Admin/Operation Admin/Operation Security Security Public Total Staff (NITEL) Staff (MTN) NITEL MTN Positive 35 15 26 37 57 120
Negative 17 61 50 19 73 220 lxxvi
Total 52 76 76 56 130 390
170 x 52 390 = 22.67
170 x 76 390 = 33.13
170 x 76 390 = 33.13
170 x 56 390 = 24.41
170 x 130 390 = 56.67
220 x 52 390 = 29.33
220 x 76 390 = 42.87
220 x 76 390 = 42.87
220 x 56 390 = 31.59
220 x 130 390 = 73.33
EXPECTED FREQUENCY (CHI-SQUARE) TABLE lxxvii
S/N O E O – E (O – E)2 (O – E)2 E 1 35 22.67 12.33 152.03 6.71
2 15 33.13 -18.13 328.70 9.92
3 26 33.13 -7.13 50.84 1.53
4 37 24.41 12.59 158.51 6.49
5 57 56.67 0.33 0.11 0.002
6 17 29.33 -12.33 152.03 5.18
7 61 42.87 18.13 328.70 7.67
8 50 42.87 7.13 50.84 1.19
9 19 31.59 -12.59 158.51 5.02
10 73 73.33 -0.33 0.11 0.001
43.71 Degree of freedom = (row – 1) (column – 1)
= (5 – 1) (2 – 1) = 4 X 1 = 4
The level of significance is 0.05 while X2 table value is 9.448.
Therefore, the decision rule is to Accept H0 if X2t > X2 cal and reject H0 if X2t < X2 cal.
Since X2 cal > X2t = 43.71 > 9.488, we therefore reject the H0 concluding that bureaucratic structure is not more business oriented than the organization development process. lxxviii
TEST OF HYPOTHESIS FIVE
H0: Management technique of organization development
affects the culture of bureaucratic structure.
Hi: Management technique of organization development does not affect the culture of bureaucratic structure.
TABLE OF RESPONSE TO QUESTION FOR HYPOTHESIS FIVE Response Admin/Operation Admin/Operation Security Security Public Total Staff (NITEL) Staff (MTN) NITEL MTN Positive 31 13 33 30 59 166
Negative 16 57 20 49 82 224
Total 47 70 53 79 144 390
166 x 47 390 = 20.11
166 x 70 390 = 29.79
166 x 53 390 = 22.56
166 x 79 390 = 33.63
166 x 144 390 = 61.29
224 x 47 390 = 26.99 lxxix
224 x 70 390 = 40.21
224 x 53 390 = 30.44
224 x 79 390 = 45.37
224 x 144 390 = 82.71
EXPECTED FREQUENCY (CHI-SQUARE) TABLE S/N O E O – E (O – E)2 (O – E)2 E 1 31 20.11 10.89 118.59 5.90
2 13 29.79 -16.79 281.90 9.46
3 33 22.56 10.44 108.99 4.83
4 30 33.63 -3.63 13.18 0.39
5 59 61.29 -2.29 5.24 0.09
6 16 26.99 -10.99 120.78 4.47
7 57 40.21 16.79 281.90 7.01
8 20 30.44 -10.44 108.99 3.58
9 49 45.37 3.63 13.18 0.29
10 82 82.71 -0.71 0.50 0.01 lxxx
36.03 Degree of freedom = (r – 1) (c – 1) = (5 – 1) (2 – 1) = 4
Level of significance (S) = 5% (0.05)
From the chi-square table, the df = 4 at S = 0.05 = 9.488
The decision rule is that since calculated X2 value (36.03) is greater than the critical value of 9.488, where df = 4, S = 0.05, we therefore reject the null hypothesis and accept the alternative hypothesis which states that management technique of organization development does not affect the culture of bureaucratic structure.
TEST OF HYPOTHESIS SIX
H0: NITEL’s technological inputs and marketing strategies
cannot challenge that of the other service providers (MTN,
GLO, Zain).
H0: NITEL’s technological inputs and marketing strategies can challenge the other of MTN, GLO, Zain etc.
TABLE OF RESPONSE TO QUESTION FOR HYPOTHESIS SIX Response Admin/Operation Admin/Operation Security Security Public Total Staff (NITEL) Staff (MTN) NITEL MTN Positive 22 18 25 32 54 151
Negative 41 40 38 49 71 239
Total 63 58 63 81 125 390
lxxxi
151 x 63 390 = 24.39
151 x 58 390 = 22.46 151 x 63 390 = 24.39
151 x 81 390 = 31.36
151 x 125 390 = 48.40
239 x 63 390 = 38.61
239 x 58 390 = 35.54
239 x 63 390 = 38.61
239 x 81 390 = 49.64
239 x 125 390 = 76.60
EXPECTED FREQUENCY (CHI-SQUARE) TABLE S/N O E O – E (O – E)2 (O – E)2 E 1 22 24.39 -2.39 5.71 0.23 lxxxii
2 18 22.46 -4.46 19.89 0.89
3 25 24.39 0.61 0.37 0.02
4 32 31.36 0.64 0.41 0.01
5 54 48.40 5.60 31.36 0.67
6 41 38.61 2.39 5.71 0.15
7 40 35.54 4.46 19.89 0.56
8 38 38.61 -0.61 0.37 0.01
9 49 49.64 -0.64 0.41 0/01
10 71 76.60 -5.6 31.36 0.41
2.96 Degree of freedom = (r – 1) (c – 1) = (5 – 1) (2 – 1) = 4
Level of significance (S) = 5% (0.05)
From the chi-square table, the df = 4 at S = 0.05 = 9.488
The decision rule is that since calculated X2 value (2.96) is less than the critical value of 9.488, where df = 4, S = 0.05, we therefore accept the null hypothesis (H0) that NITEL’S technological inputs and marketing strategies cannot challenge that of the other service providers which include MTN, GLO, etc.
lxxxiii
CHAPTER FIVE
DISCUSSION OF FINDINGS, CONCLUSION AND
RECOMMENDATION
5.1 DISCUSSION OF FINDINGS
The task of management involves an analysis of the total business situation in a specific environment in order to determine the most appropriate organization and management method within the total organization content that will lead to higher productivity.
The results of my findings in this paper are indeed spectacular largely because of the capacity of the organization being studied
NITEL.
5.2 SUMMARY OF FINDINGS
Hypothesis one (1) indicated that the bureaucratic management power structure being practiced by the NITEL is inflexible and non-adaptable to Nigeria’s changing business environment. The result of the first hypothesis is significant.
However, the formalized personality of the officials in the NITEL lxxxiv does not promote the use of change mechanisms that would streamline the activities of NITEL.
On the other hand, the result shows that the organization development process is more flexible and adaptable to changing business environment than the bureaucratic power structure.
Hypothesis two (2) is the hypothesis which says that organization development technique recognizes and corrects the change process in organization better than the bureaucratic process is significant. Indeed, the bureaucratic management control of the
NITEL cannot assimilate the influxes of new technology or change professional entering the organization.
Secondly, NITEL’s full human resources are not being utilized due to factionalism, chiqueism, mistrust etc.
Hypothesis three (3) which asks whether or not NITEL’s bureaucratic management structure used adequate management information system better than the organization development process is significant because the test indicated that organization development process used a more adequate and unified management information system than NITEL’s bureaucratic management process. lxxxv
Frankly, the organization development process systematically collects research data about an ongoing system relative to some objective, goal, or need of the system feeding the set data back into the system and taking actions by alternating selected variables within the system based on the data and on hypotheses and evaluating the results of actions by collecting more data.
Hypothesis four (4) asks question about the management system that is more business oriented that yielded a significant result. Organization development is a systematic and integrated approach designed to solve problems that adversely affect a firms operating efficiency at all levels covering sales and marketing, research and financial policies, production and administrative efficiency etc.
Indeed, because the MTN, GLO, ZAIN etc use the organization development process, the companies ensure that their products are of the latest design and better than those of its competitors.
Generally, the Justice Ademiyi Ishola judicial commission of enquiry report states that NITEL staff possess academic and professional qualifications relevant to the business of telecommunications. However, the quality of services provided by lxxxvi
NITEL to the members of the public did not reflect these qualifications due mainly to the management’s failure to properly harness its vast human resources. Actually, all the maladies of bureaucratic structure were the un-doings of NITEL.
On the other hand, organization development is an integrated and systematic structural management approach designed to solve problems that adversely affect operating efficiency at all levels. It involves the working together at vertical or horizontal positions of managers to solve specific management problems facing the firm. It ensures that the products of an enterprise are of the latest design and better than those of its competitors. As you may know, competition may come in the introduction of new technology, management technique, organized markets and production changes.
Actually, as one of the evidences which abound as to NITEL’s inability to keep adequate management information system, NITEL’s management claimed in its report to the Honourable Justice.
Adeniyi Ishola Judicial Commission of Enquiry into the management of NITEL and NITEL, that it was not possible for it to lxxxvii access the billing records from the generation of computers that were in use between 1985 and 1994.
Finally, under NITEL’s bureaucratic management process, there were cases of widespread misapplication of human resources such that advice from professionals of their callings are not given attention at all. Indeed, there is a need for NITEL telecommunications to embrace the organization development management technique which consists of a comprehensive management information system which identities change and corrects it to face the challenges of change in technological innovation, markets and technical skills.
5.3 CONCLUSION
Organizational development is a data-gathering and research working management telecommunications technique which acts as an inbuilt stabilizer to promote organizational success. Actually, if
NITEL should properly streamline its activities by this concrete process. Re-engineering mechanism which analyzes, streamlines, lxxxviii and reconfigures tasks and actions. The target goals of this gigantic
National Cooperation (NITEL) would be achieved.
Finally, by virtue of its incumbency, NITEL inherited competitive edge over its supposed competitors. However, a new management and organizational process re-engineering technique and blue print is needful to obtain the most from the task changing telecommunications industry.
5.4 RECOMMENDATIONS
Based on the findings, the researcher therefore concludes that one of the factors that may lead to resistance to change is a lack of similarity between the needs and goals of the formal organization and those of the informal organization and those of its members.
The Nigerian telecommunications by changing its work methods and organization may be more nearly able to be productive and efficient in the world’s telecommunications industry.
Now, effective organization communication is a basic prerequisite for the attainment of their goals in this wise.
Therefore, I recommend that the management of NITEL should lxxxix maintain cordial organizational communication system or relationship for an orderly feedback system.
Secondly, NITEL should integrate its individual workers’ goals and those of its organization. Surely, integration in the creation of conditions such that the members of the organization can achieve their own goals best be directing their efforts towards the success of the organization. Indeed, an integration of organizational interests and personnel needs leads to the promotion of agreement and cooperation in the organization and thus leads to the reduction of organization conflicts.
Thirdly, NITEL should inculcate the habit of forming special task force research committees on the issues of information technology in order to facilitate the exchange of organization information. Furthermore, it should prepare properly designed reports to help improve organizational efficiency by keeping each group informed of what other groups are doing and by enabling each group to dovetail its activities more effectively with those of other groups.
Finally, it properly used, the process of organization development contains integrating devices that should be initiated xc properly by NITEL’s management to help reduce human and organizational conflicts.
Finally, collective participation should be practiced by the management of NITEL in order to aid the organization in coherently formulating and implementations of its decisions to improve on better organizational efficiency and productivity.
5.5 AREA FOR FURTHER RESEARCH
In line with its needs to streamline its processes, NITEL needs to foster behaviour and implement processes and technologies that support co-ordinated customer interactions throughout all its customers’ channels.
Therefore, the management of NITEL should as a matter of urgency and necessity integrate the organizational development technique with the customer relationship management (CRM) which focuses the entire organization on the customer for sustainable growth in order to transform its products, service branding, and operational processes to retain customers and increase loyalty.
xci
BIBLIOGRAPHY
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Daft, R. L. (1986) Organization Theory and Design; New York: West Publishing Co.
xcii
Dale, s. Beach (1980) Personnel; The Management of People at Work: Fourth Ed. New York: Macmillan Publishing Co.
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APPENDIX I
QUESTIONNAIRE
Department of Management Faculty of Business Administration University of Nigeria Enugu Campus
Dear sir/madam,
I am a postgraduate student of the above-mentioned institution carrying out a research on the topic “Organizational
Development as a Strategic Tool for Re-engineering” A Case Study of the Nigerian Telecommunication Limited (NITEL). xcvi
Please, kindly assist me by completing the questionnaire copy given to you. Every information given is strictly for the purpose of this study and must be treated with utmost confidentiality.
Thanks for your unalloyed support.
Yours sincerely,
Eze Paulinus Chiemeka
INSTRUCTION:
Please tick (√) in the box provided against the answer of your choice.
1. What management level are you occupying in your company? (a) Top level management { }
(b) Middle level management { }
(c) First line management { }
2. Do you think that flexibility and adaptability are necessary requirements for modern organization?
(a) Yes { }
(b) No { }
3. Would you agree that NITEL has adequate facilities and
resources for the progress of its business?
(a) Yes { } xcvii
(b) No { }
4. Do you think that NITEL has been able to satisfy the public with its services? (a) Yes { }
(b) No { }
5. Does organization development corrects the change process in organizations? (a) Yes { }
(b) No { }
6. Does the method of organization development support rigid rules for business development?
(a) Yes { }
(b) No { }
7. Is NITEL an indigenous company owned by the government or private individuals? (a) Government { }
(b) Individuals { }
(c) Both { }
8. Does NITEL maintain an adequate marketing and management information system? (a) Yes { }
(b) No { } xcviii
9. Would you agree that NITEL’s bureaucratic practices are too inflexible to adapt to the dynamic nature, purpose and requirement for modern organization structure? (a) Yes { }
(b) No { }
10. Is bureaucratic structure more business oriented than the organization development process in your company? (a) Yes { }
(b) No { }
11. Does bureaucratic structure with its hierarchical divisions support adequate communication and innovative ideas, planning and implementation?
(a) Yes { }
(b) No { }
12. Is NITEL’s management and organization methods amenable to changes in the business environment in Nigeria?
(a) Yes { }
(b) No { }
13. Is there a need for a change in NITEL’s management
technique in the light of the current changes in today’s
business environment? xcix
(a) Yes { }
(b) No { }
14. Do you think bureaucratic management technique is
suitable for efficient and effective business management?
(a) Yes { }
(b) No { }
15. What management and organization methods does NITEL
operate?
(a) Organization development { }
(b) Management by objective { }
(c) Bureaucracy { }
16. Is NITEL really existent?
(a) Yes { }
(b) No { }
17. Has NITEL technologically improved to match or challenge the overwhelming status of other service providers?
(a) Yes { }
(b) No { }
18. Does MTN have better coverage and service delivery than
NITEL? c
(a) Yes { }
(b) No { }