CHAPTER ONE INTRODUCTION 1.1     BACKGROUND OF THE STUDY

According to Nwosu, et al (2011 p. 1), the term management refers to the process of getting activities completed efficiently with and through other people. The process represents the functional or primary activities engaged in by managers. It is the process of designing and maintaining an environment in which individuals, working together in groups, efficiently accomplish selected aims.

Office productivity is a major concern of management. One factor is a mistaken view that changes in office productivity cannot be measured and that there is therefore no way of ensuring that action to improve performance achieves tangible results. However, the productivity of office work can be measured, and changes up and down can be detected allowing managerial action to be taken to ensure that improvement takes place.

Productivity is the relationship between the inputs required to produce a product or service, and the value of the output produced. In a factory this is relatively easy to calculate. A certain amount of material and labour is required at an easily measured cost to produce an article at a known ex-factory price. The inputs and outputs in this case are simple and unambiguous. They can be measured and used as a management control, or as the basis of an incentive payment system.

According to Acell-Team (2015), productivity in the office is not so clear-cut. Inputs are fairly self-evident: staff equipment, office costs, but what of the outputs? What exactly do departments produce – seldom a single simple item? A management accounts department, for instance, will produce a variety of reports, some regular and some ‘ad hoc’. They will work on several tasks simultaneously, with constant interruptions, and it will be impossible to apportion the total input to each.

Additionally, in this sort of activity, volume – the number of reports produced – is only one factor in their output. Will the department be twice as useful to the company if it produces twice as many reports? It may be more effective by producing half as many, if it changed to exception reporting for instance, and the lesser number of reports was more useful and relevant. Productivity is also not increased if a report is completed by one person, instead of two, reducing the input, if it is either incorrect, or produced after the date it is required.

In measuring office work, volume measures are seldom sufficient on their own. Output measures must also take into account the quality of the output, its timeliness and cost. The effectiveness of the outputs is what matters, rather than the efficiency with which they were produced. For this reason, the choice of productivity measures must be related to the purpose and objectives of the department and organization, and the needs of customers.

1.2     STATEMENT OF THE PROBLEM

Regardless of what your company does or how big your team is, having a productive environment is an absolute certainly. In today’s competitive business environment, we all have to do more with fewer resources and it is one of those things we have to accept in order to move on and give our best. Companies that are most likely to succeed in the long run are those with great productivity from every worker.

The success and failure of the organization depends largely on the caliber of its workforce. No matter the level of technology applied, the manpower of the organization is still the most important factor in the performance of business activities. The human element is needed for the manipulation of the technology and machines ensure efficient and effective production of goods and services. The current advancement in computer technology will be meaningless without support of the right caliber of manpower. The computer cannot feed it with the data required for analysis unless it is fed by ‘the human factor.

This study is necessitated by indication of recent studies that the quality of management is the key to increasing business productivity. It is up to the managers to identify productivity problems and develop an appropriate program to solve these problems.

1.3     PURPOSE OF THE STUDY

The main purpose of this study is to ascertain the impact of effective management on the productivity of the office. Others include:

1. To find out why effective management is important in the productivity of an office.
2. To ascertain the various management practices that can improve employee productivity.
3. To examine the effect of improper management on employee productivity at the workplace
4. To offer solutions to the challenges of improper management on employee productivity at the workplace.

1.4     SIGNIFICANCE OF THE STUDY

This study will be of significant benefit to the general public as it provides why productivity management growth should be a national concern.

The study will be of significant benefits to business owners and managers as it provides them with an overview of how productivity can be improved.

This study will also enlighten employers and employees to know that it is not just up to the workers to work hard but also to encourage and motivate them.

For those in the academic field, it will also be useful including students that would explore these phenomenal areas for future research to enable them know the impact of effective management in productivity of an office.

1.5     RESEARCH QUESTIONS

To guide the study, the following four research questions were formulated:

1. How important is effective management in the productivity of an office?
2. What are the various management practices that can improve employee productivity?
3. How does improper management affect employee productivity at the workplace?
4. What are the remedies for the challenges of improper management and productivity at the workplace?

1.6     DELIMITATION OF THE STUDY

This study is limited to the selected companies in Port Harcourt City. The companies involved are: Nigeria Brewery Plc, Dangote Cement Nigeria Limited, First Aluminum Nigeria Limited, Shell Petroleum Development Company of Nigeria (SPDC), African Petroleum (AP), Nigeria National Petroleum Corporation (NNPC), Nigerian Agip Oil Company and First City Monument Bank (FCMB).

1.7     LIMITATIONS OF THE STUDY

In the cause of carrying out this research, problems encountered include:

Financial constraints: The money being used for this research was not quite easy to get and it made the research more difficult and challenging. It was through assistance of parents and friends that this research was accomplished.

Time constraints: The urge to make the best use of time was there, but making preparation for semester examination at the same time undertaking the project was really challenging.

1.8     DEFINITION OF TERMS

The following special terms are defined to enable readers understand them

EFFECTIVE:       Having the power to produce a required effect or effects.

IMPACT:    A significant or strong influence.

MANAGEMENT:         The coordination of the efforts of people to accomplish goals and objectives by using available resources efficiently and effectively.

OFFICE MANAGER:   An office manager is an executive who is in charge of the management of an office.

OFFICE:     This is a place set aside in an organization for the performance of clerical and administrative functions.

PRODUCTIVITY:         Productivity is an average measure of the efficiency of production.