CHAPTER ONE

INTRODUCTION

1.1     BACKGROUND TO THE STUDY

The office of an organization can be likened to the central nervous system. It is the heart of the organization in that it is responsible for harnessing the information, which is like the blood of the human body; it pumps it to the various parts of the organization. If the office is inefficient, ineffective, the goals of that organization could not be realized.

The person responsible for efficient functioning of the office is the office manager (administrative manager). He is responsible for the coordination.

The evolving role of the administrative office manager requires a diverse educational background. Individuals entering the market, as well as current administrative office managers, must utilize management skills such as planning, organizing, staffing, directing, and controlling (Quible, 2001).

The administrative office manager must not only be savvy in office functions, personnel management, and information management, but also in such realms as technology changes, systems design and analysis, problem-solving, cost management, budgeting, diversity in the workplace, and business globalization. The role of the administrative office manager has “expanded tremendously, often without additional training” (Gadener& Lea, 2000, 7).

In addition, administrative office managers are going to be required to possess skills in facilitating, managing resources, innovating, evaluating and implementing emerging technologies, and solving complex problems (Gadener& Lea, 2000). The administrative office manager will also be required to serve as a change agent, decipher complex government regulations, analyze organizational productivity, make system(s) modifications, accommodate diversity into the workplace, and ensure that the organization is able to function globally (Quible, 2001).

Administrative office management is considered as a supportive function within an organization. Therefore, the administrative office manager should have a solid background in accounting, marketing, management, statistics, economics, and psychology. Other skills include: interpersonal behavior and human relation skills; ethical behavior; ability to delegate responsibility; and accept the viewpoint of others. The administrative office manager must have the initiative and desire to continue to learn and develop professionally (Quible, 2001). Furthermore, strong communication and soft skills such as business acumen and leadership ability are required (Domeyer, 2000).

1.2     STATEMENT OF THE PROBLEM

The office of today is quite so different from office yerster years. The kind of office and the modus operandu has been affected by tecnology. The office needs to be retrained to be able to cope with the changes in technology, to work procedures process.

1.3     PURPOSE OF THE STUDY

The main aim of this study is to assess the training neededby the office managers in selected organizations in Port-Harcourt. Specific objectives include:Specifically, this research seeks:

1.       To assess the training need of office manager in managing people.

2.       To assess the training need of office manager in managing office technology.

3.       To assess the training need of office manager in managing information.

4.       To assess the training need of office manager in communication skills.

1.4     SIGNIFICANCE OF THE STUDY

The relevant of this study is situated at four levels: to the students of OTM, office managers, employers of labour and the general public.

On the part of the OTM students, the study will enable the studnets to assess the training neededby the office managers in various organizations.

It is hoped that this study will help other researchers on training needs assessment to come up with different dimensions and methods of conducting training needs assessment to select appropriate training for organizations.

On the part of the office managers, it will enable them to come up with valid recommendations that will help address the problems encountered in the course of carrying out their duties, so that the best practice can be instituted in the organizations.

Concerning the employers of labour, the research will stimulate discussion and reforms on the manner in which training and development is initiated and conducted. The study will conduct training needs assessment that will be used by the organizations to select trainees and identify priority areas for training of personnel. The study will equally establish precedents for continuous and detail evaluation of training needs prior to any training exercise. By adequately identifying training needs, training in the two organizations will be channelledtowards meeting organizational needs.

The evaluation of training needs of these organizations will equally provide a focus and direction for investments in employees’ professional development. The study will equally go a long way to assist both organizations to use appropriate techniques in identifying skill gaps of operating core staff.

On a general note, this study will improve understanding of the causes of low performance of trained personnel of these organizations by tailoring training to their needs.

1.5     RESEARCH QUESTIONS

This study is guided by the following research questions:

1.       What training does office manager need in managing people?

2.       What training does the office manager need in using office technology?

3.       What training does the office manager need in managing information?

4.       What training does the office manager need in communication skills?

1.6     RESEARCH HYPOTHESES

The following null hypotheses were tested at 0.05 level of significance.

1.       There is no significant difference in the mean ratings of the perceptions of office managers and personnel managers as regards the training needs of office manager in managing people.

2.       There is no significant difference in the mean ratings of the perceptions of office managers and personnel managers as regards training needs of office manager in using office technologies.

3.       There is no significant difference in the mean ratings of the perceptions of office managers and personnel managers as regards training needs of office managers in managing information.

4.       There is no significant difference in the mean ratings of the perceptions of office managers and personnel managers as regards training needs of office managers in communication skills.

1.7     SCOPE OF THE STUDY

The aim of the study was to assess the training needs of office managers in selected organizations. The target respondents were office managers working. The study is limited to selected organizations in Port-Harcourt. This organizations includes the Shell Petroleum Development Company of Nigeria (SPDC) and the Nigeria National Petroleum Corporation (NNPC).