BHM 103

BHM 103 INTRODUCTION TO MANAGEMENT
NATIONAL OPEN UNIVERSITY OF NIGERIA
SCHOOL OF BUSINESS AND HUMAN RESOURCE MANAGEMENT
COURSE CODE: BHM103
COURSE TITLE: Introduction to Management
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BHM 103 MODULE 4
Course Code BHM103
Course Title Introduction to Management
Course Developer & Writer Fred Ebunu
Programme Leader Dr. G. O Falade
Course Coordinator Martha U. Nkom

National Open University of Nigeria
Victoria Island, Lagos
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NATIONAL OPEN UNIVERSITY OF NIGERIA

Headquarters
14/16 Ahmadu Bello Way
Victoria Island
Lagos
Abuja Office
5, Dar Es Salaam Street
Off Aminu Kano Crescent
Wuse II, Abuja
Nigeria.
e-mail: centralinfo@nou.edu.ng
URL: www.nou.edu.ng
National Open University of Nigeria 2006
First Printed 2006

Re-printed: 2007
ISBN: 978-058-732-2
All Rights Reserved
Printed by ……………..
For
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BHM 103 MODULE 4
CONTENTS PAGE
Module 1 …………………………………………….. 1
Unit 1 Definition, Nature and Purpose of

Management……………………………….. 1
Unit 2 Values of Management; Is Management Art
or Science?.................................................... 7
Unit 3 Management V s Administration; the
Environmental Factors of Management….... 13
Unit 4 Management Objectives and Management
Skills……………………………………….. 21
Unit 5 Forecasting and Planning………………….. 28
Module 2 …………………………………………….. 36
Unit 1 Organizing………………………………… 36
Unit 2 Departmentation by Enterprise functions and
Geographic/ Territorial Departmentation…. 43
Unit 3 Departmentation by Product and Customer.. 51
Unit 4 Line Relationship and Staff Relationship…. 58
Unit 5 Functional Authority, Staff Limitations,
Conflicts between line and staff managers
and ways of minimizing the conflicts……… 64
Module 3 ……………………………………………… 70
Unit 1 Delegati0n of Authority and Centralization

of Authority………………………………… 70
Unit 2 Business Structure………………………….. 77
Unit 3 Span of Control…………………………….. 85
Unit 4 Organization Chart…………………………. 93
Unit 5 Staffing……………………………………... 100
Module 4 ………………………………………………. 107
Unit 1 Co-coordinating and Controlling…………… 107

Unit 2 Directing and Leading………………………. 114
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MODULE 1
Unit 1 Definition, Nature and Purpose of Management

Unit 2 Values of Management; Is Management Art or Science
Unit 3 Management Vs Administration; And the Environment
Factors of the Manager
Unit 4 Management Objectives and Management Skills
Unit 5 Forecasting and Planning
UNIT 1 DEFINITION, NATURE AND PURPOSE OF

MANAGEMENT
CONTENTS
1.0 Introduction
2.0 Objectives
3.0 Main Content
3.1 Definition of Management: Nature and Purpose
3.1.1 Definitions and their Analyses
4.0 Conclusion
5.0 Summary
6.0 Tutor-Marked Assignment
7.0 References/Further Readings
1.0 INTRODUCTION
This is our first unit concerning Management which is one of the

courses you have to do to earn your B.Sc in Co-operative Management.
It is a professional course and the principles are expected to be applied
in the running of an organization. The Organization can be a business
organization or a non business organization. This means that the
concepts, principles and theories of management are usually brought to
bear on an organization so that the defined objectives of the organization
can be attained.
In this unit, we shall be looking at some definitions of management. Let

me quickly point out that there is no one definition of management
people give the definition according to their background, their
orientation and interest. We shall also look at the nature of management
as well as the meaning of management. All these are necessary so that
you will have a firm understanding and on a good foundation too of
what you are studying. This is important because as a potential manager
of a cooperative society or as an existing manager of a cooperative
organization, the resources must be properly used. Cooperative
resources are usually very limited. Consequently, whoever is saddled
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BHM 103 MODULE 4
with the task of managing a cooperative should be concerned on how the

meager resources can be combined to get the desired results?
2.0 OBJECTIVES
By the end of this unit, you should be able to:
• Define the word "Management"

• Explain the nature of management
• Describe the scope of management
3.0 MAIN CONTENT
3.1 Definition of Management: Its nature and purpose
Before we give the definition of management, it is well to point out that

one of the most important activities of human beings is managing. And
the idea of managing the resources of a group started even since human
beings started coming together and working in groups. This is important
so that the objectives of the group can be attained through proper linking
of the various activities being performed by the group members. As
organizations, particularly formal organization like business
organizations, ministries, schools including universities become large
the task of the manager starts getting bigger and more complex. And the
aim of the manager is to promote excellence.
Management is a word used by different people with varying meanings.

The noun management is used as a collective noun to refer to all those
who manage within a particular organization. That is why in an
organization there are different people occupying different positions and
seeing to it that the resources of such organizations are put into effective
use. There are also those managers that assist other managers to perform
their functions. They are all managers.
The word management can also be used to separate a special class of

people in an organization from other classes. You should have heard
such statement as, `the management of the organization has taken a
decision concerning the demand of the workers for higher pay'. Such
statement is making reference to those people that take decisions,
whether a temporal decision or a final decision.
In trying to give a precise definition of management, it is always faced

with problems. This is because of the interest and background of the
person giving such definition. The accountant will like to see
management in terms of cash flow: how much the organization is
expending in other to get revenue or returns, as well as the timing of
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such expenditure and revenue. The marketing manager sees

management in terms of analyzing the consumer needs with a view to
bring out a product or service capable of satisfying the needs and at a
profit to the organization. The personnel manager on his own interest
will regard management as employing suitably qualified candidates to
fill existing vacancies and motivating them to work as a team toward the
attainment of organizational objectives. We can go on and on.
3.1.1 Definition
Weihrich and Koontz say that management as a process is designing and

maintaining an environment in which individuals, working together in
groups, efficiently accomplish selected aims. This is a basic definition
which needs to be expanded in the following ways:
(a) As managers, people carry out some functions. And they are
employed to carry out the specific functions. These functions are
commonly referred to as managerial functions. We shall be
looking at these managerial functions one after the other in
subsequent units of this course. These functions are planning,
organizing, staffing, leading and controlling among others.
(b) Management applies to any kind of organization. This is another

nature and purpose of management: Management is not restricted
to any particular organization like the Nigeria Bottling Company
Plc. Any organization, as long as human and other resources are
there calls for management. Consequently, management is
needed in a philanthropic organization, in the church, in the
mosque, in the Lion's club, in a football team among others.
SELF-ASSESSMENT EXERCISE 1
You are required to study your environment. List five profit making
organizations and another five non-profit making organizations where
management is practiced.
(c) Management is important to any level in an organization. In other

words, whatever position you find yourself in an organization,
you will feel the presence of management. Those that practice
management by carrying out the functions of management are
called managers. Management is also of importance to them.
They need to understand it and appreciate it so that they can have

depth of what they are doing. Without this, their efforts become
shallow and haphazard.
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(d) The aim of all managers whether a senior manager or a junior one
is the same. It is to make surplus or what some people called
profit. Making surplus demands that the right decisions are made
so that the resources available to an organization are used without
wastage. All resources have values and the values are always
expressed in monetary terms: Naira and Kobo. Consequently
when you are making use of organizational resources, you are
spending money. But the money is being spent because you want
to get a revenue which is also expressed in naira and kobo. But
the manager needs to find out whether the amount he is receiving
is more than the amount of money that he is spending. If this is
the case then there is surplus. If contrary is the case, it means that
the organization is making loss. This is dangerous because such
organization may not be able to pay salaries and wages of
workers, buy raw materials with which to make goods or provide
services, pay for its electricity and water charges among other
demands. In a non profit organization, efficiency in the use of
resources is also demanded. Remember, we have earlier agreed
that management is practiced both in profit and non profit making
organizations. Even though profit/surplus is not supposed to be
emphasized in a non profit making organization, they should at
least break-even. You might have heard of the word break-even
point. It is the point, simply put, where revenue is equal to the
amount of money being spent. All non profit making organization
should aim at this point since by the nature of their operation,
they are not supposed to charge their customers so much in other
to realize surplus.
(e) Managing is concerned with productivity. This demands creating

something that is of value to the customers. But the higher the
volume of production, the better for the organization. This is
because with increased volume, the unit cost of the product is
going to be lower. This is so because there are two main types of
cost. The fixed cost and what is known as variable cost. The fixed
cost such as the cost you pay for machine, erecting buildings etc.
All these costs are there, whether you are producing just one unit
of a product or you are producing million units of the product.
The variable cost as the name implies, vary with the quantity that
you are producing. If you are to produce few units, you pay less
compared to a situation when you produce higher volume. It is
the addition of the fixed cost plus the variable cost that give you
total cost. When you have increased productivity, this means that
this number will divide the total cost and what you get is the unit
cost. That is, the cost for one unit of the product. This cost will be
smaller than the one that will arise if you are producing a smaller
quantity. This is because the smaller quantity will again divide
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the total cost. The manager, therefore, always look at the

situations where he will produce more so that the unit cost will
always be smaller.
From our discussions so far, take a sheet of paper and write two
statements. One statement showing the nature of management and the
other statement showing the purpose of management.
2nd Definition of Management
A second definition of management is necessary at this stage so as to

bring out clearer the nature and purpose of management. Sir Reynolds
defined management as getting things done through the efforts of others.
You may have heard of this definition. It is popular and simple to
recollect and is quite emphatic in conveying the nature and purpose of
management. Examining the definition, it brings out the following:
(a) The manager is different from other employees. The definition

conveys the distinction between the manager and other
organizational members. The manager has a group of
subordinates or the doers or operatives reporting to him. They are
the ones that perform the routine, day to day activities while the
manager performs the managerial functions.
(b) Management permeates the entire organization. The definition

has established a criterion through which one can determine who
is a manager. The criterion is that any body that has a group of
workers reporting to him automatically qualifies as a manager.
He may be a top level manager, or a middle level manager or
simply a supervisor. It does not matter. He qualifies as a
manager. And the qualification is that a group of persons report
to him.
4.0 CONCLUSION
In this unit, we have looked at two definitions of management. The first

one was given by Weihrich and Koontz and the second one by Sir
Reynolds. These two definitions will constitute our working definitions
and throughout this course, we may be coming back to them as the
situation demands. From the definitions, we have been able to get the
nature of management which include; that managers perform managerial
functions, they are creative, have a group of subordinates that report to
them; also that management applies to all organizations and it applies to
every level in an organization, that is, it cuts across the length and breath
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BHM 103 MODULE 4
of an organization. The purpose of management is to create surplus

through efficient and effective use of organizational resources.
5.0 SUMMARY
We have discussed the definitions of management. This has enabled us

to get the nature and purpose of management necessary to discuss other
details concerning management. In our next unit, we shall be looking at
the values of management; that is, we shall be looking at those reasons
that make people to study management. We will also be looking at the
relationship between management and administration and whether
management is an art or science.
6.0 TUTOR-MARKED ASSIGNMENT
1. How do you define management?

2. What are the thing you consider to be the nature and purpose of
management? Show their relevance to an organization.
7.0 REFERENCES/FURTHER READINGS
Weihrich, H and Koontz, H (1993): Management, A Global Perspective.

McGraw- Hill, Inc N.J, U.S.A.
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UNIT 2 VALUES OF MANAGEMENT: IS

MANAGEMENT AN ART OR SCIENCE?
CONTENTS
1.0 Introduction
2.0 Objectives
3.0 Main Content
3.1 Values of Management
3.1.1 To keep pace with the environment
3.1.2 Combining the factors of production
3.2 Classification of Management
3.2.1 Characteristics of Science
3.2.2 What is an art?
4.0 Conclusion
5.0 Summary
1.0 INTRODUCTION
We are going to consider in this unit the values of management. Also to

be discussed is the issue of whether management is an art or science.
In the first unit of this course which was discussed last week, we had
two working definitions of management. The first definition was given
by Weirich and Koontz and the second definition was provided by Sir
Reynolds. With these two definitions, we were able to derive the nature
as well as the purpose of management. We have to bear these in mind
particularly when we find ourselves in the process of managing an
organization.
But knowing the nature and purpose of management is not enough. In

this early stage of the course on Introduction to Management, it is well
to state clearly the values or the essence of studying management. Even
though we stated briefly in our last discussion that management remains
one of the best things that happen to an organization, we sti II need to
pinpoint clearly why it is so. Further, probing into management,
argument sometimes arises whether to classify management in the
domain of pure science or to remove the cap of science from
management and replace it with another cap of Art. That is, to situate
management in the door step of Art. We shall be looking at these issues
and resolve the apparent contradictions.
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2.0 OBJECTIVES
• State the values of management

• Distinguish management from administration
3.0 MAIN CONTENT
3.1 Values of Management
Management has values. A value is the importance we attach to

something. This means that something is of importance to us simply
because we have placed some values on it. The same consideration goes
to management. Management has importance because there are core
values associated with it. These values constitute the reasons why we
bother to study management.
3.1.1 To keep pace with the environment
To keep pace with the environment is one of the values of management.

The environment of management is a dynamic one; that is, it is always
undergoing changes. It is never static. The practice of yesterday
becoming obsolete today. To be abreast with these changes demands
thorough planning, plan execution, control and evaluation. All these and
more demand careful thinking and analysis so that we may not make
mistakes in our decisions.
Every economic activity must be directed towards ensuring that the

desired goods and services are produced and made available to the
consumers at a profit too to the organization. Committing mistakes
along the line in the process of taking decisions can be fatal. This is
because every business decision or any management decision
necessitates the expenditure of organization resources. To spend
organization's resources on unprofitable projects does not indicate sound
management. It has to be avoided at all cost.
3.1.2 Combining the factors of production
Beyond the desire not to make mistakes in management decisions,

another value of management is to be able to combine in the right
proportion the factors of production or simply the resources of an
organization to achieve a given output. The resources of any
organization include: Finance, Material, Human, Information and Time
resources. Management has to work out the portion from each of these
resources and combine them technically in the desirable proportion in
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other to get an output. There should be no wastage. Remember in our

last lesson in unit one, we emphasized the need for management not
only being effective but also being efficient. Consequently, efficiency in
the productive use of organization's resources is one of the strong values
of management. Related to this is the fact that the resources of an
organization are inert. That is, they do not have consciousness except of
course the human resources. As a result, the usefulness of the resources
can only be seen in the manner in which they have been combined in
other to get result through the output. All these demand tools and
relevant techniques which we can get through management principles
and theories plus some supporting courses.
3.1.3 To get the best from Human Resources
We have already emphasized that human resources are among the

resources available to an organization. But of all the resources, only the
human resources have consciousness. But human beings are
unpredictable. No one knows what is going on in the mind of another
person; only God knows. This is so because the mind of man is like a
black box. Nobody sees what is going on there. The physical
appearances and expressions can be deceptive. We will be smiling
outwardly but what is going on inside is an accumulation of venom, to
be spat on the same person we are smiling at. But these same human
beings whose behaviours we cannot predict play important roles in an
organization. As managers, they are creative and problem Solvers,
taking vital decisions necessary for the survival of the organization. As
subordinates, they perform the routine tasks necessary to get the
products and/or services for the customers. To get the best from them
either as employees or an managers calls for sound human relations
through the practice of management. The workers must be blended
harmoniously and make them to work as a team. The rough edges in
their personalities must be smoothen. And that is the work of
management.
You are going to do some thinking based on what you have just studied.
But make sure you thoroughly understand the points we have been
making on the needs to study management. Close your book and relax.
Reflect in your mind and try to figure out why there are differences in
behaviour among human beings. To put it simply, why is it that no two
individuals even siemese twins can behave exactly the same way?
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3.2 Classification of Management
Argument sometimes arises as to whether management can be classified

as an art or science. To address this issue, we need to know the features
of science so that we can eventually ask ourselves whether management
has these features. There after, we also need to consider what is an art
and then find out whether management has any bearing in being `art'.
3.2.1 Characteristics of Science
The essential characteristic of science is that knowledge is based not on

emotions or sentiments but on systematic measurement and objectivity.
This has arisen through the application of scientific method to such an
extent that whoever follows the same method will ultimately arrive at
the same conclusion. The scientific method itself concerns the
determination of facts, which is carried out through the observation of
events or things. It is not just enough to observe things, the events or
what is being observed must be verified. The verification becomes
necessary so as to establish the accuracy of the facts. Consequently,
continuous observation of the events is necessary for a period of time.
After a period of continuous observation, the next stage is to classify the
facts so as to be able to analyze them objectively. When the facts have
been classified and analyzed, scientists then look at them so as to find
some cause and effects which they believe to be true. That is, for
something to happen, there must be a cause, for there is no smoke
without fire. It is the fire which is the cause that produces the smoke.
This is true. This is generalization which scientist called hypothesis. The
hypothesis must be tested further for accuracy. When this is done and
the hypothesis is found to be true, that is, it is capable of explaining a
reality and therefore possesses value of predicting what will happen in
similar circumstances, it is no longer hypothesis but a principle. And a
group of principles explaining some realities is what is called a theory.
And a theory which has not been rejected or refuted over a long period
of time becomes a law, such as the law of gravity.
The above scientific procedure of making principles and theories is

applicable to management. In other words, management principles and
theories are also derived -through similar manner. To this extent, it is
safe to say that management belongs to the realm of science. But with a
qualification. And the qualification is that it is not an exact science like
mathematics or physics. It is a social science and managers, that is, those
who practice management are known together with management
scholars as social scientists.
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3.2.2 What is an art?
The application of principles is what is referred to as art. And is

common to many profession. The doctor has been trained scientifically
for many years in the university and in so many areas. A sick patient
before him has to receive treatment. But in treating him the doctor needs
to ask him some relevant questions. Further probing may necessitates
asking the patient to go for laboratory tests. The answers for all these
will make the doctor to fall back on his training. He has learnt the causes
and treatments of ailments and from the responses from the patient and
outcome of the laboratory tests will make the doctor to isolate the cause
of the ailment and on that basis makes his prescription. While
prescribing, he is carrying out the art nature of his profession.
For further example, the civil engineer constructing a bridge has to fall
back on the body of scientific knowledge he has learnt. He knows
through the source the expansion of objects when heated. He knows that
the concrete he is pouring or the slabs he is making will expand when
heated by the sun. He has to create space if he is to avoid people calling
him a quack engineer. The spaces he creates are the expansion gaps.
You might have seen them in bridges. They are necessary so that when
the concrete is heated, instead of the bridge cracking and collapsing, the
expansion gaps accommodates the lengthening. In creating the
expansion the engineer is merely relying on his scientific knowledge he
has acquired.
In the same manner as above, the manager also draws from the body of
knowledge which has been accumulated scientifically when solving
management problems. As a result, a person who is managing without
the body of knowledge is trusting on luck or intuition or is simply
practicing witchcraft. He is shallow. But with the scientific knowledge
behind him in addition to his intelligence, imagination and foresight, he
could be an excellent manager.
From what we have been discussing, we can safely conclude that

management is both art and science. It is in the realm of science because
there exists a body of knowledge which has been scientifically
determined. And the application of the knowledge in giving viable
solution to management problems in organizations bring out the art
nature of management.
There are many professions that have the twin nature of art and science.
List five of such professions which are commonly found in Nigeria.
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4.0 CONCLUSION
We have taken a step further in our analyses of management. We have

seen that management is important because it makes us to be responsive
to the environment so that we can avoid making costly mistakes.
Management is also important in the sense that it enables us to know

how to combine optimally the factors of production or the organization's
resources so that we can have greater output. And yet again, we have
seen the importance of management in enabling the manager to know
the techniques to employ to get the best from human beings whose
behaviours ordinarily can not be predicted.
We did look again into the nature of management so as to determine

whether to situate management in the abode of science or in the domain
of art. Our conclusion is that management is in both.
5.0 SUMMARY
We have discussed the importance and values of management. We have

also seen that management is both science and art. Our knowledge on
management has further increased through the contents of this unit. We
are still going to increase our knowledge further in the next and
subsequent units. However, in our next unit we will be discussing
management and administration as well as the environment of the
manager.
1. Explain the core values of management.

2. Is management art or science? Give reasons to your answer.
Koontz, H and O' Donnell ():
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UNIT 3 MANAGEMENT VS ADMINISTRATION; AND

THE ENVIRONMENT FACTORS OF THE
MANAGER
CONTENTS
1.0 Introduction
2.0 Objectives
3.0 Main Content
3.1 Management and Administration
3.1.1 Administration
3.1.2 Management
3.1.3 What happens in practice
3.2 The Environmental factors of the Manager
3.2.1 Physical Environment
3.2.2 Legal Environment
3.2.3 Financial Environment
3.2.4 Social Environment
3.2.5 Political Environment
3.2.6 Demographic Environment
3.2.7 Technological Environment
3.2.8 Economic Environment
3.2.9 Cultural Environment
4.0 Conclusion
5.0 Summary
1.0 INTRODUCTION
In our previous discussion in unit 2, we looked at the values and

importance of management so that when we are managing we should
appreciate our efforts in contributing to the achievement of
organizational objectives. In the same vein, when we see managers we
will always respect their offices and duties for the roles they are playing,
irrespective of the levels they are occupying. Such a manager can be a
top level manager like the Managing Director, or a middle level
manager such as the product manager of an organization or even a
supervisor down the organization line; lie is also managing. We should
also recognize the roles others are playing in non profit organizations
but applying the principles and techniques of management to get results.
Such persons may be found in the church, in the mosque, in ministries,
in Rotary club and in similar organizations; they are managing too. And
they recognize the values of management.
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We discussed too the issue of whether management is an art or science.

We analyzed briefly the features of science as the organized body of
knowledge; management too has these features. Our conclusion was in
the positive and it was on this basis that we classified management as
belonging to science. But not an exact science, it is in the social
sciences. Management has professionals, those that practice it. And the
practice of management brings the art component.
We are going to look into management and administration so as to find

out whether there is any difference between them. We said that
management has to be practiced. The practice of management is done in
an environment. Therefore, we shall be discussing in this unit too, the
environment of the manager or simply put, management environment.
2.0 OBJECTIVES
• Explain the relationship between Management and

Administration.
• List the external environmental factors of the manager
• Describe the environmental factors of the manager.
3.0 MAIN CONTENT
3.1 Management and Administration
Confusion sometimes arises between the use of the words,

"Management and Administration". These words are used by different
people and often by the same persons as if they are synonymous. There
are differences at least in concept.
3.1.1 Administration
The word "Administration" concerns the laying down of policies. And

this is done at the top level, that is, the level of the Board of Directors
and the Managing Director which we regard as the first layer in the
structure of an organization. A policy is a guide to action and provides
the direction that all organizational efforts will follow. Associated with
the laying down of policies is the need to provide broad plans and
programmes through which the laid down policies can be effectively
implemented. Associated with all these is the need too to provide the
yardstick through which performance can be measured. That is, there is
the importance of working out performance standards which can be
measured against actual performance. This is important so as to find out
whether the policy guidelines have to be followed. If it has not been
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followed, then there is a deviation. The Administrator needs to find out

and investigate the reasons for the deviation and make the necessary
correction. This is to avoid future occurrence of such negative incident.
Consequently, as a process, administration determines aims and
objectives for which the organization operates.
3.1.2 Management
Management on the other hand does not only concerns itself with policy
formulation. creating standards for performance evaluation, determining
aims and objectives but goes further. Remember in our first unit, when
we were looking at the nature and purpose of management, we saw that
management runs across the entire organization. That is why, there are
top level management which also carries out administration through
strategic management. We can then say that top level management is the
same thing as administration. And there are also other levels, such as the
middle and low or supervisory levels.
Consequently, as one descends down the organization line, what one is

going to find is no longer the question of laying down policy and
performance standards as well as strategies for implementation but
execution. And you can not be formulating policy and at the same time
be the one to execute it. The executive officers can be regarded as the
middle level managers and supervisors and not the administrators or top
level managers. From all these, administration is at the top which is the
same as top level management. But as we find other levels of
management below, we do not find administration. Management is
consequently more embracing and pervasive.
3.1.3 What happens in practice?
We have analyzed the relationship between management and

administration. But what happens in practice is that it is difficult to
separate the thinking (i.e top level management and administration)
from the doing aspects. Actually, every manager or what ever
designation that is used, discharges both administrative and executive
functions. You may be the Chief Executive of an organization which
means that you are a top level manager or an administrator.
But you may find yourself in some day typing your own letter, a task
that is supposed to be performed by your secretary who occupies a low
level position. In this circumstance, rather than performing your top
level management job, you are now executing.
But it has to be pointed out that though every manager discharges both
administrative and executive functions, the extent of such performances
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generally vary with the management level that an officer finds himself.
At the top level, managers spend more time on planning and organizing
(administration). Leading the subordinates in the process of executing
what has been planned takes a great deal of time of low level managers
(supervisors). Middle level managers devote equal time to planning,
organizing and leading, that is, equal time to administration and
execution. We shall be taking the functions of management at future
units.
Outline the major relationships between Management and

Administration.
3.2 The Environmental Factors of the Manager
In one of our working definitions of management, that is, the one given
by Weihrich and Koontz, the purpose of management is to create an
environment. But the manager operates in two environments. These are
the internal environment and the external environment. The manager has
control over the internal environment in the process of managing. Such
internal environmental factors include: the employees, arranging the
roles of the employees, assets of the organizations, supplies including
raw materials. But while doing all these, he takes into careful
consideration the external environmental factors which he has little or
no control on/of. He responds to them and the responses have to be
decisive. We are going to consider these external environmental factors
and management responses to them in the process of managing.
3.2.1 Physical Environment
This relates to the land area, climate, topography, drainage system,

vegetation and soil types as they affect the sources of inputs, the
conversion of inputs to output, the location of business and the
consumer locations. Nigeria has an estimated area of 941,849 square
kilometer, incorporating a wide area of arable land. The manager has to
find out which resources, available in the country are relevant to his
business. For example, agro allied business can be established using
such raw materials as: cassava, yam, rice, maize, Soya beans, ground-
nuts among others; building and road construction can be established
using bitumen, timber and wood, sands, clay materials, limestone, iron
among others; and petrol chemicals can flourish using crude oil, natural
gas, chemical derivatives, electrodes, rubber, metals, iron scraps etc.
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3.2.2 Legal Environment
The manager must comply with the legal requirements for establishing
and operating his business. For example, he has to register his business
through the appropriate Nigerian law, such as: the Registration of
Business name Act of 1961; the Partnership Law of the various states of
the federation; and the Companies and Allied Matters Decree (CAMD)
of 1990. The appropriate Law(s) to register the business depends on the
type of business and we have different forms of business organizations.
They include: Sole Proprietorship or one man business or one woman
business.
Advantages
1. It is simple to start
2. Small registration fee is required
3. There is minimum government regulation
4. The owner is the over all boss
5. All profits belong to the owner Disadvantages
1. There is difficulty in finding suitable partners
2. There is difficulty in raising capital
3. It may need the experience of others
4. There is unlimited liability
5. There is high failure rate
Partnership which is formed by at least two persons.
Advantages
1. More capital is put into the business

2. More experience of others are received
3. Liability is shared
Disadvantages
1. Finding suitable partners may be difficult

2. There may be disagreements between partners
3. Partnerships agreements (deeds) require legal fees
4. Profits are shared
5. Death of a partner brings the partnership to an end.
Limited liability Company
Advantages
1. There is access to additional capital
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BHM 103 MODULE 4
2. There is ease of ownership transfer

3. Limited liability is possible
4. There is continuity Disadvantages
1. It costs more to set up
2. More legal requirements are involved
3. More government regulations
Co-operative Society
You are well familiar with what a cooperative society is. It is also a form
of business. In our previous courses (BHM 101 and BHM 104) the
advantages and disadvantages of cooperatives have been well explained.
3.2.3 Financial Environment
This is an important factor. And the manager has to take decisions

connected with capital investment, operating capacity, prices of his
products, sources of funds and how the funds will be applied among
other decisions.
3.2.4 Social Environment
The social environment concerns the norms, tastes, and habit of the
target population in the community.
These must be taken into consideration in deciding what product and/or
service to produce.
3.2.5 Political Environment
Government policies determine business practices and investment

climate in the economy. As a result, the stability of government, the
priority of the political party in power etc. would definitely affect
business operations.
3.2.6 Demographic Environment
Population and its distribution constitutes the target markets for goods
and services. The manager has to take into consideration the
composition of the population and work out which area(s) e.g men or
women or children his market lies.
3.2.7 Technological Environment
Technological changes make previous practices obsolete, such as the use

of computer in business operations. The manager has to adjust positively
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to changes in technology. Remember that technology is simply the

manner of doing something. It has to be updated from time to time.
3.2.8 Economic Environment
The manager, in order to ensure that the business is viable has to be

familiar with
(a) The general state of the economy. If the economy is buoyant,

there will be more demands for goods and services and as a
result, more revenue for the organization. Similarly, if the
economy is depressed, fewer goods will be demanded and fewer
revenue for the organization.
(b) Income distribution, expenditure patterns, saving capability of

consumers all affect demands. The manager should always find
out information concerning all these.
3.2.9 Cultural Environment
such as the values of the people which affect consumption of goods and
services.
You are required to list all the external environmental factors. Give two
reasons why a manager should pay attention to them.
4.0 CONCLUSION
In this unit, we have discussed the relationship existing between

Management and Administration. Top level management is the same as
Administration because they are concerned with policy formulation and
standards through which performance can be measured.
But whereas Administration is largely at the top, management, however,

permeates the entire organization. We concluded that the apparent
difference is mainly in concept because in practice a top level manager
or an administrator can also execute. But the extent depends on the level
in which the manager finds himself.
We did look at the environmental factors that affect management. We

emphasized the external environmental factors which are economic,
technological, cultural, legal, political, social, demographic and physical
factors. The manager has to respond to all these.
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BHM 103 MODULE 4
5.0 SUMMARY
We have looked at the relationships between Management and

Administration. Having done that, we went further in this unit to
examine the external environmental factors that affect the practice of
management, which in turn affect management decisions. And we
identified and explained nine of such factors. In our next unit, we shall
be looking at objectives of management and the management skills
required to carry out these objectives.
1. List the external environmental factors that affect the practice of

management.
2. Show how the manager responds to any five of them.
These areas are:
(a) Top level management is the same as administration.

(b) Management at the top and Administration are involved in policy
formulation, setting standards for evaluating performance, taking
corrective actions and so on.
(c) Both depending on the circumstance can be involved in execution
as well.
The external environmental factors are: Economic, physical, legal,

financial, social, political, demographic, technological, and cultural.
Attention has to be paid to them because:
1. That is where the manager gets his inputs which he changes to

goods and services as output.
2. Some decisions e.g. legal can affect his business either positively
or negatively.
Ebunu, F.C (1998) Revision notes on Business Management. Federal

Cooperative College, Ibadan. Unpublished.
Koontz, H and O'Donnell (1983): Management: A System and

Contingency Analysis of Managerial Functions. McGraw-Hill,
N.J. U.S.A.
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UNIT 4 MANAGEMENT OBJECTIVES AND

MANAGEMENT SKILLS
CONTENTS
1.0 Introduction
2.0 Objectives
3.0 Main Content
3.1 Definition and Characteristics of Business Objectives
3.1.1 Characteristics of Business Objectives
3.1.2 Types of Objectives
3.2 Examples of Business Objective
3.2.1 Nature of Business (Mission Statement)
3.2.2 Survival Objective
3.2.3 Growth Objective
3.2.4 Profit Objective
3.2.5 Increasing Productivity Objective
3.2.6 Social Obligation Objective
3.3 Management Skills
3.3.1 Technical Skills
3.3.2 Conceptual Skills
3.3.3 Design Skills
4.0 Conclusion
5.0 Summary
1.0 INTRODUCTION
An examination was made concerning the relationship between

Management and Administration. We had a conclusion that there exists
a difference between the two conceptually but in practice there is little
or no difference. This is because at one stage the administrator or the top
level manager carries out some task which is executive in scope.
In our present unit we are going to take further aspects of management.

We will be discussing objectives of management. It would be recalled
that in our first unit when we were discussing the nature and purpose of
management, we did say that a manager must accomplish result. That is
being effective. But in accomplishing result, the manager should be
prudent in the use of resources. This is efficiency. The output is greater
than the input. But to achieve demands that the manager must set a pre-
determined objectives, bring together the necessary resources and set out
together with his team toward the attainment of the organizational
objectives. We shall discuss the various forms of business objectives
which also constitute management objectives. Also to be discussed are
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BHM 103 MODULE 4
management skills necessary for the attainment of organizational

objectives. The skills are emphasized because in most cases some
organizations set objectives, but the realization of such objectives is not
emphasized. This is unsound management which must be rejected and
discouraged.
2.0 OBJECTIVES
• List organizational objectives

• Discuss features of business
• Explain management skills
3.0 MAIN CONTENT
3.1 Definition and characteristics of Business Objectives
An objective generally is an end in view. It represents the point an

organization wants to attain and it is futuristic, that is, it concerns the
future. Since an objective is an end in view, it represents future
expectation of management. That is why enterprise activities must be
directed towards the attainment of the set objectives.
3.1.1 Characteristics
Objective has important characteristics which must be taken into

consideration. These characteristics stamp the mark of seriousness in
business objective or any objective in non business organization set by a
serious manager. These features or characteristics of a good objective
are:
(a) It must be specific: An objective should be targeted at specific

result. This is necessary so as to avoid too much generalizations
which make it difficult for an organization to know whether it is
on the right track or not. A good business objective should be
targeted and focused at a specific spot. This will enable
management to concentrate at that point for the fulfillment of the
objective.
(b) Action: A good objective commands not only the focus of

management but also management action. Management by its
very nature as a process is action oriented which is on going. But
the action must be in the desired direction which has been
provided by the specificity of the business objective. Action
demands that the required resources in terms of human, material,
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time, information and other necessary resources must be put in

place toward the attainment of the objective. That is why, the
goodness of an objective depends on how resources are
channelled towards its accomplish, otherwise it becomes merely a
formality.
(c) Realistic: An objective should not be set for setting sake or

simply another organization has its own objective. A realistic
assessment needs to be made concerning the organizations
strengths and weaknesses. This is important so that right from the
early stage the organization will be able to determine whether it
has the required resources with which to accomplish the
objective. If the resources are not available in sufficient quality
and quantity, then a more realistic objective compared to the
resources available should be set.
(d) Measurable: An objective should be quantified, that is some

figures should be attached. This is necessary for verification
which means that at a required time, performance must be
compared with the standard. The essence is to find out if efforts
being made are in the right direction. If this is not the case, the
necessary corrective measure should be put in place to rectify the
situation.
(e) Time: The objective should be time bound. This indicates that
within specific period, the objective must be accomplished.
Another element concerning this feature of an objective is that it
has to be formulated at the relevant period. In other words, the
timeliness of the objective is important otherwise, events would
overtake it.
All these features and attributes of an objective go together; they can not
be separated from one another. This is why they should all be considered
in the process of objective formulation, objective implementation and
objective evaluation.
3.1.2 Types of Objectives
The types of objectives are indicated in the time in which the objectives
are to be accomplished. There are therefore short term objective,
medium term objective and long term.
(a) Short term Objective

For the Nigerian environment which is erratic and turbulent, short
term objective is usually less than on year. Compared to
advanced economies, this is too short. But in those advanced
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BHM 103 MODULE 4
economies, they are a stable and one can plan over a long range
of time. In short term objectives, the nature of such objectives are
tactical and operative. That is, they are objectives which are often
yearly for departmental functions (tactical objectives) and they
command activities which are specific, determined and for more
immediate implementation (Operating objective/activities).
(b) Middle term Objective

Again, in respect of the Nigerian environment, the middle term
objective is usually lesser than five years.
(c) Long term Objective

This is usually more than five years. The middle term and long
term objectives are usually formulated through corporate
objectives and mission statements. The corporate objectives in
commercial organizations are often expressed in profit figures. In
respect of the mission statements, they indicate in general terms
the organization self identify, that is, the way it sees itself and
wants to be perceived.
Describe the following terms:
i. Tactical Objective
ii. Mission Statement Operating Objective
What are the durations for the objectives and the names?
3.1.3 Multiplicity and Hierarchy of Objectives
(a) Multiplicity of Objectives

An organization may have more than one objectives and
resources are committed toward their attainment. When this is the
case we say that such an organization has a multiplicity of
objectives.
(b) Hierarchy of Objectives

There may be corporate objectives reflecting the medium and
long range plans of the organizations as well as the mission
statements. There are also departmental objectives.
When there exist the corporate objectives for the entire organization at
the top, and below are arranged the departmental and sectional
objectives. We say that such organization has hierarchy of objectives.
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3.2 Examples of Objectives
There are different types of objectives depending on the organization.

Below are examples of business objectives:
3.2.1 Nature of Business
A business organization must have an objective showing its nature, that

is its mission statement. To be able to set this type of objective, the
organization must be able to identify those that constitute its customers.
This is achieved by identifying their needs and how these needs can be
satisfied by the provision of some goods and/or services. Management
should not only think of the immediate needs of the customers but also
their future needs as well. The objectives must be broad so that future
opportunities are not lost through too specific objectives.
3.2.2 Survival Objective
Every organization wishes to survive. To be able to survive demands the

provision of goods and/or services which the customers need. That the
output of the organization should be capable of meeting the needs of the
customers. If this is not the case, then the sustainability or survival of
the business over a long period is doubtful.
3.2.3 The Growth Objective
A business organization grows or dies especially in a competitive

environment. Growth is a quantity shift from one point positively to
another point. Adequate growth provides more revenue to the
organization and promotion opportunities for the employees. It increases
the strength of the organization in the face of competition.
3.2.3 Profit Objective
The very survival of an organization dictates that a certain minimum

profit has to be made. Profit is important also because it measures the
performance of management in a business organization. It makes it
possible for the shareholders to have a return on their investment. It is
again through profit that other business organization can be attained.
3.2.4 Increasing Productivity Objective
Linked to profit objective is the productivity objective. Increasing

productivity lowers unit cost of the product. Through this, the
organization can be able to compete and penetrate the market.
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BHM 103 MODULE 4
3.2.5 Social Obligation Objectives
These objectives are many. They range from supplying of adequate

product/services at reasonable prices to the customers, ensuring that the
share holders get good dividends, giving employment to the members of
the public, paying taxes to the government among others. We shall be
taking the social responsibilities of the manager in due course in one of
the subsequent units.
There are many business organizations around especially in the urban

centers in Nigeria. Visit about three of them and write the following
concerning them:
i. Their mission statements

ii. The types of objectives they have
iii. Examples of objectives
3.3 Management Skills
For a manager to perform well and be seen to be performing creditably,

he needs some skills which must be brought to bear in his functions.
These skills are:
3.3.1 Technical Skills
Technical skills form the knowledge of and proficiency in activities

involving methods, procedures and processes. They involve working
with tools and techniques. As an example, the mechanics work with
tools and their supervisors should teach them the ability of how to use
the tools. Also, accountants require specific techniques based on
principles on how to do accounting work.
3.2.2 Human Skills
These are the ability to work with people. They involve cooperating
with one another as a team by creating an environment when people feel
secured and free to express their opinions.
3.3.3 Conceptual Skill
This is the ability to see the big picture of the end in view (objective) of
where you are going. It also demands that you should be able to see
those activities that are necessary to realize the big picture. The picture
must be clear, capable of excitement. Remember, the scripture says
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people perish for lack of vision. We should be able to see the picture of
what we want. It is a skill which must be learnt.
3.3.4 Design Skill
This is the ability to solve problems in ways that will benefit the
organization. This is done by working out practical solutions to
identified problems.
4.0 CONCLUSION
Throughout this unit, we have discussed important aspects of

management. One of these is that the manager must have management
objectives. We did identify the features of a good management
objective. We also describe types of management objectives as well as
examples of business objectives. We went a step further that for the
objectives to be achieved there is the need for the manager to possess
specific skills which he has to learn through training and retraining.
These skills are technical, human, conceptual and design skills.
5.0 SUMMARY
We have learnt the objectives of management and different forms of

management objectives. There are also important skills which the
manager needs to possess in other to be able to perform his functions.
We have discussed these skills. In our next unit we will be discussing
management functions which separate him from his subordinates.
There are three levels of management: top, middle and low levels. Show
clearly how management skills are reflected in each level.
Weihrich, H and Koontz, H (1993): Management, A Global Perception.

McGrawHill Inc N. J. USA 10th Edition.
Richardson B. and Richardson, R (1992): Business Planning, An

Approach to Strategic Management. Financial Times
Management. Great Britain 2nd Edition.
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BHM 103 MODULE 4
UNIT 5 FORECASTING AND PLANNING
CONTENTS
1.0 Introduction
2.0 Objectives
3.0 Main Content
3.1 Forecasting
3.2 Planning
3.2.1 Definition of Planning
3.2.2 Features of Planning
3.2.3 Planning and Decision Making
3.2.4 Steps in Planning
3.2.5 Advantages of Planning
3.2.6 Disadvantages of Planning
4.0 Conclusion
5.0 Summary
1.0 INTRODUCTION
We have been discussing the very basic aspects concerning

management. We have looked into the definitions of management
including their analyses. This activity enabled us to know the meaning,
nature and purpose of management. We then examined the core values
of management, the relationship between management and
Administration as well as whether management is an art or science. We
further progressed in this introductory course by looking at the basic
objectives of management and the skills necessary to attain
organizational objectives. These topics and the sub-topics related to
them are necessary to proper understanding of management. They give
us the essence or the spirit behind management; and it is well we come
back to them in future as we continue to make progress.
Starting from this unit, we are going to start discussing the management
functions and we are going to start with forecasting and planning. You
must understand that even though we are separating forecasting and
planning in our discussions, in practice, it is always difficult to draw the
distinction between forecasting and planning. That is to say that
forecasting and planning go hand in hand in the process of carrying out
management functions.
In classifying management functions, it is important we separate clearly

those operations of an organization which are peculiar to that
organization, such as sales, marketing, accounting, maintenance, quality
138
among others from the functions of management. The enterprise

functions or an organization's activities vary from one organization to
another while management functions are applicable to every
organization. Also, while we are classifying these functions of
management, it should not be done as if it is air-tight. "They relate to
one another and they operate as a system.
2.0 OBJECTIVES
• Define forecasting and planning

• Describe the steps in planning
• List the advantages and limitations of planning
3.0 MAIN CONTENT
3.1 Forecasting
This is a management function that reduces areas of uncertainty that

surround management decision. Such decisions can be on sales, costing,
profit, manpower among others. Forecasting is aimed at calculating or
predicting what is likely going to happen in the future. That is, the
events or conditions are predicted in advance. By so doing, forecasting
gives management the basis for expecting the desired outcome arising
from management decisions.
It also gives the manager an understanding of alternative courses of
action. This means that a manager does not rely on a course of action; if
the action fails, the manager is helpless. Through forecasting a manager
has alternatives. Out of the alternatives he selects the one that can
maximize his objective(s). As a result, management has explicit method
of taking decision based on rational assumptions and calculations. You
will learn the techniques of forecasting in statistics and quantitative
techniques which are some of the technical courses you have to offer.
List the importance of forecasting to a manager.
3.2 Planning
This is another management function which is futuristic. It goes together

with another management function of forecasting. It involves deciding
in advance what to do, how to do it, when to do it and who is to do it.
Consequently, planning has to do with the conscious choice of patterns
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BHM 103 MODULE 4
of influence on the manager in his attempt to make decisions. For

planning to be effective there must be the establishment of objective.
3.2.1 Definition of Planning
Planning is defined as the design of a desired future and of effective and

efficient way of bringing it about. We can also look at planning as
examining the future and drawing up a plan of action.
From the above two definitions of planning, we can identify some
features of planning.
3.2.2 Features of Planning
(a) Planning involves design. Remember to design is to create which

is one of the skills of management. This means that before any
other management function can take place, there must be first of
all planning. Consequently, planning precedes action in respect of
other management functions.
(b) Planning attempts to bring necessary actions and fit them together
to something we want to make sense of before it happens. This
means that before we realize an objective, there must be series of
actions which must be well fitted together in a logical sequence.
(c) Arising from (b) above, planning is focused on the need to

achieve stated and well defined objectives. This means that the
end-product of planning is the realization of organizational
objectives.
(d) Planning is also a conscious deliberate response to the negative

belief that unless something is done a desired future state will not
occur, and to the optimistic belief that we can do things to
improve our chances of achieving the desired state.
3.2.3 Planning and Decision making
We have seen what planning is through two definitions on planning.

Arising from the definitions we have selected some features of planning.
We are going further to see the relationship between planning and
decision making.
Decision Making
In the process of planning in an organization decision is being made.

This is because decision making is that activity that which makes the
choice of which activity is to be carried from different activities. What
140
this means is that before a decision can be made, there must be

alternative or different ways to do something. Out of these ways, there
must be an action to pick one alternative out of the several alternatives.
A decision is therefore regarded as commitment to action. This is why a
plan is useless unless it is committed into concrete action. A complete
activity of planning/decision making process is shown below.
Define problem/issue
Measure
result Collect relevant Data
Develop alternative solutions
Implement
Action Assess the consequences
Select maximum solution
Figure 5.1: Planning/Decision making cycle
3.2.4 Steps in Planning/Decision Making
We have just seen that decision making is the heart of planning. Without
taking decision and committing planning to action, the plan is useless
and is of no value. It soon collapses because there is nothing to pump
blood in it.
Figure 5.1 shows the relevant steps in planning. These steps are also the
steps in decision making and we are going to consider them, though
briefly, one after the other.
(a) Define problem/issue
This is the first step in planning/decision making. The objective has

been set, and there is an obstacle toward the realization of the objective.
As a result, before a problem does exist and becomes an issue there must
be an objective which the problem is threatening. That problem must be
identified and isolated. Care must be taken here so as not to confuse
symptom of a problem to the problem at stake. For example, there can
be smoke in the factory but what is causing the smoke is the fire.
Attacking the smoke is a sheer waste of time because the fire will
continue to produce fresh smoke. The only way to put an end to the
smoke is to quench the fire by a relevant means or a combination of
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BHM 103 MODULE 4
means. The same situation goes to management function of

planning/decision. The exact problem has to be identified. The manager
must therefore be diligent and painstaking.
(b) Collect relevant date
Planning and decision making cannot take place unless there is data. But
the data should be meaningful to the problem already identified. This is
where the information gathered in the management function of
forecasting will be useful. The assumptions made will be further
subjected to analysis so as to determine the relevance to the problem at
stake. Company records are also part of the data which have to be
processed. Outcome of researches can also be part of the data if such
outcome is relevant to the issue.
(c) Develop alternative solutions
The data having been assembled, the next stage is for management to
work out possible solutions. The solution can never be one because if it
is so then there can be no choice. The idea of choice suggests that at
least there must be two solutions to the existing problem. Out of these
solutions, there can be a choice.
(d) Assess the consequences
But before there can be a choice, there should be consequences which

must be carefully considered in the light of the problem threatening the
objective. The manager should determine the required resources needed
in selecting an option. He should find out if such resources do exist and
if they can be put to alternative use that can bring better benefits. He
must be sure too that the organization can handle the option that is
eventually and the option is capable of tackling the problem effectively.
(e) Select the Optimum Solution
The solutions having been worked out and ranked in order of preference,
the next stage is to choose. And the choice should be the most feasible
one after taking several factors into consideration vis-à-vis the objective
and the problem at stake.
(f) Implement Solution
Once the choice has been, management should go ahead to implement.

While implementing, there should be built-in motivational system that
will enable problem to be tackled satisfactorily. Job plan should be
142
developed spelling out the necessary activities to be done, who is to do

them, how they are going to be done and at what time.
(g) Measure result
While implementing, there must be control and feedback. To achieve

this, there should be regular reports on performance. The reports should
then be compared with the objective. If there is a deviation, this means
that there is no effective solution yet to the problem. Such deviation
should be quickly corrected.
Assuming you want to buy a car to ease your transportation problem of

going to work and other places. Show how you will use the model in 5.1
to take a decision and solve the problem.
The above steps constitute the relevant steps in planning/decision

making. They bridge the gap between where we are and where we want
to go and making it possible for things to happen which other wise
would not have occurred. Planning is a rational and intellectual process
which precedes other management functions.
3.2.5 Advantages of Planning
Planning has the following advantages:
(a) Planning focuses on objectives. This is important so as not to

commit the limited resources of the organization into unprofitable
actions.
(b) It off sets uncertainties by making the manager to develop some

confidence which will enable him to take decisions with some
degree of certainty.
(c) It minimizes waste before careful analysis would have been made
with respect to the critical activities that need to be performed in
other to realize the objective or give solution to the problem. All
unwanted activities are isolated and thrown away.
(d) Planning also ensures control through measurement and

feedback. This is important so as to avoid unnecessary
expenditure of resources.
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BHM 103 MODULE 4
3.2.6 Disadvantages of Planning
(a) The effectiveness of planning depends on the quality of data

gathered and the assumptions made from them. If the quality is
poor and assumptions not correct. They can adversely affect
future of the results.
(b) Planning is expensive as it involves considerable amount of time

and money
(c) Planning delays action because it is only when the plan is

completed that the desired action can take place.
4.0 CONCLUSION
We have seen what forecasting is and the usefulness of forecasting in

the management process. Also, that in practice, both forecasting and
planning goes hand in hand together. We examined the features of
planning as well as the relevant steps that the manager needs to follow in
other to draw an effective plan. These steps involve defining the
problem, collecting relevant data, analyzing the data to separate the
grains from the chaff and then building viable solutions. Other steps are
selecting the most feasible solution from the alternatives,
implementation and then controlling through measurement and
feedback. Planning also has its own advantages and limitations and we
considered all these.
5.0 SUMMARY
We have treated two management functions - forecasting and planning,

though in practice the two become one since they cannot be separated.
We saw the steps in planning as well as the advantages and some
setbacks of planning. We drew an important conclusion, namely, that the
steps in planning are also the relevant steps in decision making. This
means that the planning process is also the decision making process.
ANSWERS TO SELF-ASSESSMENT EXERCISE
i. The importance of forecasting are:
• It narrows uncertainties
• It gives management the basis for future expectation
(results)
• Gives management an understanding of alternative course
of action
144
• Makes the manager to have explicit method of taking

decision.
ii. Students are to relate the steps in planning to the decision to buy
a car. These steps are:
• Define the problem/issue

• Collect relevant data
• Develop alternative solution
• Assess the consequences
• Select maximum solution
• Implement action and
• Measure result
1. List the steps in Planning. Describe any 2

2. Explain the advantages and disadvantages in planning
Ebunu, F L (1998): Revision Notes on Business Management. Federal

Richardson, B and Richardson, R (1992): Business Planning, Final Time

Management, Pitman Publishing, Great Britain Second Edition.
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BHM 103 MODULE 4
MODULE 2
Unit 1 Organizing
Unit 2 Departmentation by Enterprise Functions and Geographic/
Territorial
Unit 3 Departmentation by Product & Customer
Unit 4 Relationships in Organization.
Unit 5 Functional Authority, Staff Limitations, Conflicts between
Line and Staff Managers, Ways of Reducing the Conflicts
UNIT 1 ORGANIZING
CONTENTS
1.0 Introduction
2.0 Objectives
3.0 Main Content
3.1 Conditions for Organizing
3.1.1 What is organizing?
3.1.2 Advantages of Organizing
3.2 What is an organization?
3.3 Types of Organization
3.3.1 Formal Organization
3.3.2 Informal Organization
4.0 Conclusion
5.0 Summary
1.0 INTRODUCTION
We are taking again another function of management which is called

organizing in our present unit. This is one of the functions of
management where the manager is expected to bring his creativity to
bear. He has to be original and innovative in the discharge of this
function. It would be recalled that in our unit 4 where we treated
business objectives and the necessary skills a manager needs to have in
other to satisfactorily perform his functions, design skill is one of those
skills. And the design skill is very much needed in the function of
organizing.
In unit five where we treated the management functions of forecasting

and planning, we did highlight the importance of forecasting to the
manager. We also saw the features of planning, the steps in planning and
decision making, the advantages of planning and the limitations of
planning. We emphasized the fact that other management functions
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cannot take place until planning has been effectively carried out. And
after forecasting and planning, the next logical function of management
to follow is organizing.
Organizing has many areas to cover. As a result, we shall be starting

with the nature of organizing, types of organization and the activities of
organizing. Other dimensions associated with organizing will be covered
in subsequent units of this course.
2.0 OBJECTIVES
• Describe organizing
• Explain what is organization
• Discuss the activities associated with organizing
• List the advantages of organizing
3.0 MAIN CONTENT
3.1 Conditions for Organizing
In business or government or even in football there are people. The

people are there because they have some duties to perform. And these
duties are necessary so that the objective(s) for establishing such
organizations can be fulfilled. We call such duties roles. Every position
has roles and the person occupying the position must play his role
otherwise he has no business being there. But for an organization role to
be meaningful, there are conditions that must exist. The first condition is
that there must be objective. I hope you can still recollect all what we
said in our previous discussion on management objective including of
course the features of good business objective. The second condition
that must exist is that there should be a clear idea concerning the
activities or the duties that must be performed. There is no point creating
a role without the accompanying duties necessary to accomplish the
objective(s).
The third condition is the authority that the person occupying a position
must have which he uses to perform his duties. This is necessary so that
at any point in time he knows what at any point in time he knows what
he has to do to accomplish the goals. The last condition is that the
person needs to be supplied with the necessary tools and information
needed for good performance of the role.
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BHM 103 MODULE 4
List the necessary conditions that should be present for an occupant of a

position in an organization to perform his role.
3.1.1 What is organizing?
Organizing can be thought of as:
(a) identification and classification of required activities necessary

for the accomplishment of the objectives of the organization;
(b) the grouping of the activities identified in `a'
(c) the assignment of the activities which have been grouped (i.e
each group of activities) to a manager;
(d) provision of commensurate authority to the manager so that he
can be able to supervise the group of activities that has been
assigned to him, and
(e) co-ordination which ensures that the group of activities assigned
to a manager has a link with other groups of activities assigned to
other managers in the organization.
3.1.2 Advantages of Organizing
Having explained briefly what is organizing you can easily see some of
the advantages associated with it. By creating the different roles that
make up the structure of an organization arises some definite
advantages.
(a) The environment, that is, the internal environment is made clear.
There is a focus of what the objective is, and the need to
contribute one's quota toward the realization of the objective.
(a) Organizing makes it possible to determine who is to do what. The

marketing manager through organizing, for example, knows he is
to perform marketing activities such, as market and marketing
researches, segmentation, pricing, promotion among others. He is
not employed to do engineering work because that aspect of the
organizational role belongs to another manager entirely.
(c) Organizing again makes it possible to identify who is responsible

for what result. Even though the marketing department has to
perform marketing activities, it is the marketing manager that is
accountable to a higher manager all issues relating to marketing.
Below the marketing manager, there are other employees
reporting to him. These other employees must also give account
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to the marketing manger and to another manager, outside the

marketing department.
(d) Removes obstacles: Through proper organizing all obstacles are

removed. They are obstacles because they not allow do good
performance. And the obstacles arise due to confusion and
uncertainties which arise because of improper or faulty
organizing. If personnel in the accounting department are also to
report to the marketing department and the work of personnel
department assigned to production department will definitely
create problems. These problems in the forms of confusions,
anger, frustrations, uncertainties among others are drastically
reduced through the management function of organizing.
(e) It makes it possible for smooth decision making network. We
have said it earlier that a manager takes decisions. But he cannot
take a decision if there is confusion and uncertainty surrounding
the environment under which he is managing. He may not know
what he is going to decide on and the importance of his decisions
to the organization. But with proper organizing, a conducive
environment would have been created under which the manager
has to make his decisions.
(f) Presence of communication network: In an organization, nothing

would be done without communication. Decision making
involves communication; forecasting and planning cannot be
done in the absence of communication. In fact, no management
function can be performed in the absence of communication
which can be oral or written or non verbal. Communication exists
between managers, between managers and their subordinates,
between managers and their superior officers and so on. All these
create network of communication. And the network must be
properly designed so that there will be free flow of
communication to and from all the position in the organization.
Give specific reasons why there should be proper organizing in an

establishment.
3.2 What is Organization?
The term "Organization" is one word that people use loosely. In one
sense, some people look at the word as including all the behaviours of
the people that work in an establishment. Some other people regard
organization as the total system of social and cultural relationships. Still
others equate an organization with an enterprise, such as Guinness
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BHM 103 MODULE 4
Nigeria Plc, Fan Milk of Nigeria Plc among others. We are going to
regard organization throughout our courses in management as the formal
internal structure of roles or positions that exist in an establishment. We
have already seen that people who work together must fill and perform
some roles.
And these roles that people are asked to do, somebody must sit down
and design the roles deliberately. This is necessary so that the desired
activities are done and all the activities are fitted together so that people
can work smoothly.
3.3 Types of Organization
In management there are two types of organizations. But these types of

organization are found in organizations. These types of organizations are
simply called formal organization and informal organization.
3.3.1 Formal Organization
A formal organization which is a social system has its roles deliberately

created so that the objectives of the organization can be achieved.
Consequently there features which are associated with formal
organizations are:
(a) There must be policies and objectives. These policies must be

consciously created. And there must be verifiable objectives
which are formulated taking the policies into consideration.
These objectives are not only for the entire organization but also
for the departments and sections.
(b) The activities of individuals in a formal organization are

coordinated. This means that one activity must be linked up with
another activity. Through this process the entire activities being
carried out in the organization move in the same direction.
(c) The persons in a formal organization must be able to

communicate with one another through the appropriate channels
which have been created. Consequently, the issue of keeping
malice with a fellow worker(s) is ruled out because nothing
works in a formal organization without communication taking
place.
(d) The employees in a formal organization must share a purpose.

And the purpose is the reason why the organization is in
existence. Such purpose is usually reflected in the mission
statement of the organization.
150
(e) The workers in a formal organization on the receipt of necessary

directive from their manager must be willing to act. But in acting,
it should not be on individual level; the whole workers must
cooperate with one another in their actions.
3.3.2 Informal Organization
The informal organization is a network of personal and social relations

not established or required by the formal organization but arising
spontaneously as people associate or come together. That is why
informal organizations exist in a formal organization. From here, we can
see the features of an informal organization which are:
(a) the association exists merely as social interactions.

(b) there is no common or consciously coordinated joint purpose
among members even though they may be contributing to joint
result.
(c) compatibility is a major criterion for such grouping. Since the
informal groups exist in a formal group they can assist or
interfere with the enterprise interests.
(d) the form of punishment that the informal group members can
give to an erring member is to ostracize him. This means that
members of the informal group will refrain from talking and
interacting with the member under punishment until he turns a
"new leaf".
4.0 CONCLUSION
In this unit we have looked at various points relating to organizing. We

saw what organizing as a managerial function is, including the
conditions that should exist for organizing to be efficient and effective.
We highlighted the advantages of organizing with the hope that the
points raised will provide necessary incentives for managers to regard
this function as important and consciously carry it out. Thereafter, we
saw that there are two types of organizations, one necessarily existing in
the other. We have the formal and informal organization with the
informal organization existing in a formal organization. The features of
formal and informal organizations were also highlighted.
5.0 SUMMARY
This unit has touched on the conditions for organizing, the advantages of
organizing, and the definition of organization. It also looked at types of
organization and the features of the organization. In our next unit, we
will be looking at the ways activities are grouped together and assigned
to individuals and groups.
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BHM 103 MODULE 4
(a) What are the various ways to define the term ‘Organization’?
Give 3 features of formal organization and 2 features of informal
organization.
(b) Explain 5 advantages of organizing.

McGraw-Hill International 10th Edition. NJ, U.S.A.
Ebunu, F.C (1998): Revision Notes on Business Management. Federal

152
UNIT 2 DEPARTMENTATION BY ENTERPRISE

FUNCTIONS AND GEOGRAPHIC/
TERRITORIAL
CONTENTS
1.0 Introduction
2.0 Objectives
3.0 Main Content
3.1 Departmentation by enterprise function
3.1.1 Production as enterprise function
3.1.2 Selling as enterprise function
3.1.3 Financing as enterprise function
3.1.4 Advantages of enterprise functions form of
departmentation
3.1.5 Disadvantages of departmentation by enterprise
function
3.2 Departmentation by Geographic area
3.2.1 Advantages of departmentation by geographic area
3.2.2 Disadvantages of departmentation by geographic
area
4.0 Conclusion
5.0 Summary
1.0 INTRODUCTION
We studied the management function of organizing in our last unit. We

noted the meaning of organizing and the advantages associated with
proper organizing. Since organizing demands designing the internal
structure of an enterprise or any organization it needs the conceptual
skill of the manager. This means that organizing demands creativity. We
went further to list the conditions that should be put in place before
proper organizing can take place. We then examined the two forms of
organization, noting too their characteristics.
In this unit, we are going to take another phase of organizing, and that is
departmentation. We saw in our last unit that one of the advantages of
organizing is that it clarifies the organization's internal environment.
One way to achieve this is proper departmentation. We shall therefore
be looking at what is departmentation. We have to note that there several
forms of departmentation. At this stage of our course, we shall not be
able to treat all of them. There are other fundamental principles of
management which you have not yet learnt, though they are important at
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BHM 103 MODULE 4
this stage. We will be discussing, as a result only the major forms of

departmentation.
We will be emphasizing the advantages and disadvantages associated

with each form of departmentation. One further remark we have to make
concerning departmentation is that there is no single pattern of
departmentation to use. The manager has to use his creativity to select
the pattern or the form that will assist him to accomplish the objective in
the light of the prevailing situation.
2.0 OBJECTIVES
• Describe the major form of departmentation

• List the advantages and disadvantages of each form of
departmentation
3.0 MAIN CONTENT
3.1 Departmentation by Enterprise Function
This form of departmentation is to group the activities being performed

along the line of functions of the organization. Since every enterprises
aims at creating or producing something that is desirable by others the
basic enterprise functions are:
3.1.1 Production
Production is to add utility to goods or services. This means getting raw

materials and transforming them into finished products or taking an idea
and using it as a basis for providing service to others.
3.1.2 Selling
This necessitates finding customers/clients who will agree to accept the

product or service at a price.
3.1.3 Financing
This involves raising funds, safeguarding the funds against waste and
expending the funds in a manner that will maximize the objectives of the
organization. All these activities can logically be grouped into:
engineering, production, marketing and finance departments. Note that
there can be variation of names concerning these departments. For
example there may be no engineering or production in a ministry or
154
church. But appropriate names reflecting the major functions can still be
used. See example of departmentation by enterprise function below:
Fig. 7.1 Showing departmentation by enterprise function
The above departmentation is according to enterprise functions. This

means that the activities are grouped according to the major functions
being performed by this medium-size manufacturing company. There
are obvious advantages associated with this form of departmentation.
3.1.4 Advantages
(a) It shows in a logical manner the basic functions that are being
performed in the organization. By merely glancing at the chart,
one would quickly see these functions
(b) Its main the power and prestige of the major functions. We have
earlier discussed that positions should only be created if such
positions have positive roles to play in the attainment of the
organizations objectives. By looking at the diagrams one can see
the departments and positions that are playing such roles.
(c) The form of departmentation again follows the principles of

occupational specialization. These are in engineering, production,
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BHM 103 MODULE 4
marketing and finance. As a result, any one that has a flair for any
of these areas can move in to such area and contribute his quota
toward the realization of the organization's objective.
(d) The form of departmentation simplifies training. This means that

whenever there is a new employee on the job, training can be
organized for such employee. The older person in the department
can put him through in the fine rope of the department's job
without moving outside the department.
3.1.5 Disadvantages
There are recognized disadvantages in this form of departmentation

which are stated below.
(a) It tends to create over specialization. And when employees in a

department over specialize, it tends to narrow their view points
and orientations to the extent that problems of the other
departments are not appreciated.
(b) This form of departmentation makes the development of the

specialist managers to be difficult. This is because as specialists,
their view points are narrowed and can not readily be made a
general manager because a general manager as the name implies
is a generalist; as such, his mind is sufficiently broadened to take
balanced decision for the overall interest of the organization.
(c) Because managers see themselves along specialist lines, it makes

coordination which is the essence of management to be difficult.
Coordination demands that an activity should be linked logically
to another activity and thereby making the entire organization to
operate as a unit. But with over specialization which has strait
jacketed managers. View points tend to reduce the unit of the
whole enterprise.
(d) The departmentation creates another limitation of preventing the

to grow economically as a system. Each department tend to
operate along its own area of specialization. But an organization
is supposed to operate as a unit, to the extent that what affects a
part will automatically have effect on other parts. Each part
should support and cooperate with one another. Over
specialization reduces this support and cooperation.
156
Visit a manufacturing organization around you. This is not difficult.

Simply go to the Public Relations Office and introduce yourself.
Enquire from them the type of departmentation the organization has.
Find out the reason(s) why they have adopted that form(s) of
departmentation.
3.2 Departmentation by Geographic area
This form of departmentation ensures that all activities in a geographic

area or territory are grouped and assigned to a manager who has other
staff working under him. This form of departmentation is attractive to
large scale organizations whose organizations spread over large
geographic areas. There are advantages as well as disadvantages of this
form of departmentation.
3.2.1 Advantages of Geographic departmentation
(a) Profit making is placed at a lower level that is, the respective
managers in the field are charged with the responsibility of
making profit for the organization. This leaves the headquarters
and the top level manager to have the time to plan for overall
greater growth of the organization.
(b) Emphasis is placed on the local market. This is important because

there is no point producing goods and services that are not readily
sold to the customers. This is a problem which arises either
because the goods do not meet the needs of the customers and/or
the goods are not sold with the correct marketing strategies. But
by operating close to the customers, their peculiar needs and
problems are taking into consideration in producing and
marketing the goods.
(c) Since the field managers and the staff are more or less experts in
the local area, they can gather good results in terms of greater
sales revenue compared to somebody who does not know the
local environment. The field managers know the captains and
other channel members through whom they can distribute the
company's products. They also know the customs, norms and
traditions and will not adopt strategies that will be offensive to
the culture of the local people. All these and more a stranger can
never appreciate let alone observe. The field officers also know
their competitors and are better prepared to compete with them.
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BHM 103 MODULE 4
(d) The form of departmentation provides a fertile ground to train

managers who can become general managers in future. This is
because while in the field, he has got experiences in dealing with
specialists in accounting, marketing/sales, personnel,
production/engineering and was successful. The same experience
can be brought to bear in his future role as a general manager
without being unduly biased to any specialist.
3.2.2 Disadvantages of departmentation by geographic area

(a) There is high cost of coordination and control from the
headquarters. In an attempt to ensure that the entire organization
work as a team there is the need to link together the activities of
one geographic area to the activities operating in another
geographic area. This is not an easy task because it may
necessitate staff transfers with the attendant costs. Visits also
from the headquarters and other forms of communication may
also demand enormous resources of the organization.
b) The form of departmentation demands creating more levels of

management. At each level, there are supporting staff. Beyond
the payment of salaries and wages, workers must be provided
with offices. And these offices must be furnished. Cars and other
status symbols associated with each position must be made
available. All these and more put demands on organizational
resources.
See the diagram below
Fig. 6.2: Showing Geographic departmentation.
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(c) Again, this form of departmentation requires personnel with

general managerial abilities who can not only be in the
headquarters but more importantly in the field because as we
have pointed out earlier the responsibility for profit is in the field.
But to find managers with general managerial ability that can
take balanced and matured decisions is not easy. What one
readily finds are specialists who cannot for reasons earlier given
can be made general managers. If for any reason, specialist is
made a general manager; such action can spell disaster to the
organization.
Reflect on the organizations operating in Nigeria. List at least five of

them that operate geographic or territorial form of departmentation.
Remember, that these organizations have branches all over Nigeria.
4.0 CONCLUSION
Two forms of departmentation have been discussed in this unit. These

are the departmentation by enterprise functions and
geographic/territorial form of departmentation. This means that an
organization adopting any form of these departmentation have to group
its activities along such lines.
But in doing so, it has to consider or weigh the cost/benefits. That is, it
has to examine carefully the advantages as well as the disadvantages that
are associated with the forms of departmentation. The outcome of such
analysis will provide the basis for the choice of the form of
departmentation to adopt.
5.0 SUMMARY
We have discussed two major forms of departmentation. These are

departmentation by enterprise function and geographic or territorial
form of departmentation. We have also looked at the sets of advantages
and disadvantages that are associated with these forms of
departmentation. We shall be talking more of forms of departmentation
in our next unit.
How do you justify the choice of Nigeria Breweries Plc of Geographic

form of departmentation?
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BHM 103 MODULE 4

McGraw-Hill International Editions. N.J. USA.
Ebunu, F.L (1998): A Revision Notes on Business Management. Federal

Cooperative College, Ibadan.
160
UNIT 3 DEPARTMENTATION BY PRODUCT &

CUSTOMER
CONTENTS
1.0 Introduction
2.0 Objectives
3.0 Main Content
3.1 Product departmentation
3.1.1 Advantages of Product departmentation
3.1.2 Disadvantages of product departmentation
3.2 Departmentation by Customer
3.2.1 Advantages of customer departmentation
3.2.2 Disadvantages of customer departmentation
4.0 Conclusion
5.0 Summary
1.0 INTRODUCTION
We discussed two forms of departmentation last week. These were the
departmentation by enterprise function and Geographic/territorial forms
of departmentation. We noted their distinctive advantages and
disadvantages. This is necessary so that a manager who wants to adopt
any or the two of them will appreciate their values and the extent to
which they will meet his organizational objectives.
We are still having other forms of departmentation to go through.

Remember we made a comment that forms of departmentation are
many. We are going to take, at this stag of our course the principal ones
among. It is for this reason that we are discussing the product and
customer forms of departmentation in our unit present. Again these
forms departmentation like the ones we discussed in our last unit
(departmentation by enterprise function and Geographic/territorial form
of departmentation) have their relative advantages and disadvantages as
well. We shall treat all these and more concerning this aspect of our
discussion.
One other preliminary remark I will further bring to your attention is

that we are still discussing the management function of organizing. I did
stress that the function has many facets that compose it. And we stressed
that this is one of the functions of management where the conceptual
and design skills of management are applied. And the function of
organizing demands creativity in fashioning the favorable environment
conducive to human efforts.
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BHM 103 MODULE 4
2.0 OBJECTIVES
• Describe product and customer forms of departmentation

• List and explain the advantages and disadvantages of product and
customer types of departmentation
3.0 MAIN CONTENT
3.1 Product Departmentation

Product departmentation is the identification of necessary activities for
the production and sales of product. These activities are then grouped
and assigned to managers along product lines. This is a strategy and it is
a way that top level management uses to delegate to a lower level
extensive authority. The authority is used not only to produce and to
market but also to carry out the required engineering and services
associated with the products. Consequently, each manager is responsible
for every issue that has a bearing in respect of the product that has been
placed under him.
See the diagram below.
Fig. 8.1: Product Departmentation
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3.1.1 Advantages of Product Departmentation
This form of departmentation has its own set of advantages:
(a) Since each product has a manager, it has been made possible for
the manager to concentrate all his efforts and those of the team
members, that is, those subordinates working under him on the
success of the product. Every thinking and action are necessary
so that the product will be successful in the market. And the
success is measured not just by the volume of sales made and the
revenue to the organization but equally important the degree of
satisfaction that the purchasers and consumers have arising from
the use of the product. Issues concerning product development,
product planning, pricing, promotion and distribution among
others are handled by the manager and his team.
(b) Responsibility for profit making is again placed at a lower level,

just as the case in respect of geographic form of departmentation.
The product manager must justify this confidence and exercises
his initiative by taking good decisions that will ensure the success
of the product in the market and as a result brings in money to the
organization. To achieve this, beyond bringing out a product that
can satisfy the need(s) of the consumers, expenses must be
controlled. This is because profit and cost travel in opposite
direction. If profit is going to be made, then expenses must be
reduced. But if the manager says there should be no profit, then
let him unduly increase the expenses. Of course, his job is on the
line.
(c) The form of departmentation improves the coordination of

functional activities. This is possible because each product
manager has been given the charge to make profit. But
responsibility can not be given without the commensurate
authority. As a result the necessary authority has also be given to
the manager to do all he can to ensure success. Within him, he
can be able to ensure that there is cooperation and understanding
among all the departments. The production department can have
excellent cooperation with the engineering department. Also the
production department works harmoniously with the
marketing/sales department, all of which is important to give the
customer satisfaction.
(d) It provides good training ground for the position of the General
manager or the Managing Director. This is possible because at
the lower level, the product manager is already familiar with the
politics of dealing constructively with the functional managers
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BHM 103 MODULE 4
who are specialists. By the time the product manager is appointed

a General manager, he brings his experiences to his new job as a
generalist.
(e) The product and/or service can be diversified. Market and

Marketing researches can be conducted in order to achieve this.
In fact, anything that can be done to ensure continuous
profitability and survival of the product needs to be done by the
manager, more so, when the commensurate authority has already
been provided. Consequently, anything that will permit
reasonable growth and diversity of products and/or services
should be undertaken by the manager.
3.1.2 Disadvantages of departmentation by product
There exist disadvantages too of this form of departmentation:
(a) The form of departmentation requires not specialists as product

manager but generalists who have the ability to coordinate
functional activities. If a specialist, say an engineer is appointed
who lacks general managerial ability, possibility does exist that
he may take a decision favorable to engineering and/or
production. This will not be well for the product because the
other departments will start complaining or carry out activities
detrimental to the success of the manager as a way of showing
discontent.
(b) It tends to make it impossible to have economical central services

such as making bulk purchases by the headquarters for the
product managers. This will naturally attract some discounts,
such as quantity discount, price discounts etc. But these benefits
may not occur at this scale because it has been made that product
managers resent the idea of having goods purchased for their use
without any contribution being made by them to the decision to
buy the items.
(c) It increases the cost of having product managers and other sub-
ordinates reporting to them. Levels of positions are created which
need finance. The finance for the payment of their salaries,
running their offices and so on. These are called overhead cost
which the organization has to bear.
164
Take a product of your choice, and imagine that a product manager is

responsible for that product. List the activities that will be performed by
the manager to ensure continued success of the product in the market.
3.2 Departmentation by Customer
This is grouping of activities so that they can reflect a primary interest in

customers. As a result, the customers represent the key to the way
activities are grouped when each of the different activities the
organization does for them is managed by one department head. The
customer groups must be clearly defined to make this form of
departmentation meaningful. Educational institutions offer regular and
extension courses to serve different groups of customers. Banks also
have departments that address the special needs of customers such as
savings, current, agriculture, housing, among others.
See the diagram below.
Manager
Current Account Agricultural Housing Savings

Banking Banking Banking Banking
Fig. 8.2 showing customer departmentation of a bank.
In customer form of departmentation, there are also advantages and

disadvantages.
3.2.1 Advantages of Customer Departmentation
(a) It encourages concentration on customer needs: This is one good

reason for this type of departmentation. The customer has needs
which could be regarded as unfulfilled desires. Because the
desires are not fulfilled, they create tension and human beings do
not like to live in a situation of tension. They take action which
they hope will reduce the tension. This is why an organization
must try to assist in the tension reduction behaviors of the
customers by concentrating their efforts on these needs with the
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BHM 103 MODULE 4
hope of satisfying them. Customer form of departmentation

assists along this line.
(b) Arising from the point made in "a" above this form of
departmentation gives the customer the feeling that they have an
understanding organization. This feeling of satisfaction is
important because it creates good relationship between the
organization and the customers. And when customers are
satisfied with an organization, they will always make repeat
purchases, that is, when the need arises to buy, they go for the
product of the organization that they are satisfied with. You must
note that repeat purchases creates brand loyalty and this is the
wish of every organization.
(c) Customer departmentation develops some level of expertise on

the organization members of staff. The measure of expertise
ensures continuous improved services to the satisfaction of the
consumers of the organization's products and/or services. This is
crucial because when the customers are always made happy, the
word of mouth from them will go round, thereby encouraging
potential customers to try the services of the organization. When
this is done, the market share of the organization is increased.
3.2.2 Disadvantages of customer form of departmentation
There are also disadvantages of customer form of departmentation

which can be seen from the following:
(a) Operations may be difficult to coordinate. The difficulty arises

because of the competing customer demands. Taking the bank as
an example, it may be difficult to link the activities of agricultural
banking to that of housing. The demands from both forms of
banking are different because of the different needs of the
customers.
(b) Customer form of departmentation demands expertise. This

means that it is only managers who have the requisite skills that
should be employed. These managers may be difficult to find in
sufficient quantity and quality.
(c) Sometimes, it may be difficult to clearly define customer groups

so as to know the special services that they need. For example,
difficulty sometimes arises as to the distinction between small
scale businesses and agricultural business so as to work out
special products for each.
166
(d) Again, during the lean season, that is the period that the number
of customer reduces before it picks up again, the resources of the
organization will be idle.
How do you justify the practice of the university and other tertiary
institutions adopting customer type of departmentation?
4.0 CONCLUSION
Again two forms of departmentation have been covered in this unit.

These are the product departmentation which is grouping activities along
product line, and customer departmentation which calls for proper
identification of customer groups and group activities accordingly. We
have also seen the relative advantages and disadvantages associated with
these forms of departmentation.
5.0 SUMMARY
Two important forms of departmentation have been discussed. Added to

the two previous discussed in unit 7, we now have four major forms of
departmentation. For the time being, we are going to stop because we
still have other issues that you need to know concerning the functions of
organizing which we are currently discussing. However, you are
enjoined to read the books provided in the references for additional
information on departmentation. In our next unit, we will be treating
relationships in formal organization.
Describe product departmentation. Highlight the advantages and

disadvantages associated with this form of departmentation.
Weihrich, H. and Koontz, H (1993): Management A Global Perspective.

McGraw-Hill International Edition. N.J. USA. 10`h Edition.
Akanni, J. A (1988): Management: Concepts, Techniques and Cases.

Julab Publishing Ltd lbadan. 2"d Edition.
Koontz, H, and O'Donnell, C. (1978): Management: A Systems and

Contingency Analysis of Managerial Functions. McGraw-Hill
Ilogakusha Ltd, Japan – 6th Edition.
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BHM 103 MODULE 4
UNIT 4 RELATIONSHIPS IN ORGANIZATION.
CONTENTS
1.0 Introduction
2.0 Objectives
3.0 Main Content
3.1 Important Clarification
3.2 Line Relationship
3.2.1 Advantages of Line Relationship
3.3 Staff Relationship
3.3.1 Advantages of Staff relationship
4.0 Conclusion
5.0 Summary
1.0 INTRODUCTION
We have been discussing departmentation as a part of the management

function of organizing. So far, we have looked into four forms of
departmentation, which are:
i) Departmentation by enterprise function;

ii) Departmentation by territory or guaranty;
iii) Departmentation by customer; and
iv) Departmentation by product. We did say that there are still other
forms of departmentation and you were encouraged to seek these
ones through the books provided in the reference. We did stress
the relative advantages and disadvantages that go with each form
of departmentation.
We are taking up another phase of the management function of

organizing. We are going to be discussing organizational relationships
which are stable in every organization. We are specifically going to
look at line relationship, staff relationship and functional authority.
These relationships are important because they contribute significantly
to the attainment of the objectives of the organization. In looking at
these relationships, we are going to do it from the point of the need for
managers, to exercise control over and above his subordinates.
Responsibility has been given to him with the necessary authority. That
authority has to be exercised. We are also going to look at the
relationships in terms of some managers giving advance to other
managers so as to enable them perform their jobs more effectively.
168
2.0 OBJECTIVES
• describe line relationship

• list the benefits of line relationship
• describe staff relationship
• list the advantages of the staff relation.
3.0 MAIN CONTENT
3.1 Important clarification
Confusion sometimes follow the terms line and staff departments, and
consequently the forms of relationships we are about to discuss. The
confusion arises because some departments are classified as line
departments. That is those departments that are directly in charge of
production. The production department and marketing departments are
quickly singled out. In some cases the accounting department is added.
In other cases it is excluded. If such organization has purchasing
department, it is treated as staff. Of course personal department is
regarded as staff. The overriding criterion for judging a department as
being staff is that it is not involved directly in the production process.
But all the confusion can disappear if we regard line relationship as
authority relationship and staff being simply advisory in nature. If this
is understood, you are well to understand better the concepts. And it is
on this basis we are going to discuss the relationships.
3.2 Line Relationship
This implies the authority to take action and make decisions. We have
stressed the fact that a manager should not be given responsibility
without the commensurate authority. This is ridiculous. Being given
authority without the corresponding responsibility is dangerous.
Therefore to avoid these two extremes authority must be matched with
corresponding responsibility and vice versa. But the authority of the
manager is to enable him to take decisions necessary for the attainment
of the defined objectives of the organization. He must possess the
authority to use the organizations resources, direct the subordinates
under him and carry out those necessary things that are required, all for
the interest of the organization. The line indicating the relationship in an
organization chart is usually a straight one that is not broken. It shows
that line authority is exercise at each level from the managing director to
the last person down the organization line. This is why; the line
relationship is seen as the flow or exercise of authority from the top to
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BHM 103 MODULE 4
the bottom. To exercise those organizational members under a manager

positively to the realization of the set objectives.
3.2.1 Advantages of line relationships
(a) One major advantage of line relationship is the clarity it gives to

the manager. He appreciates his position, the role created in that
position and how he intends to achieve such roles through the
exercise of the authority entrenched in the position.
(b) It makes the manager to know who the subordinates are that will
report directly to him. If he is to exercise authority by informing
individuals, it stands to reason that he should know those
individuals that will be answerable to him.
(c) It creates confidence in the mind of the manager. This is because

his position in the organization is not an empty one, he has the
authority. And the authority is backed up by the organization.
Consequently, when he is directing the subordinates as well as
providing the desired leadership, he does all these things because
he has the authority backing him. This type of authority is also
called power, that is legitimate or position power. We shall be
discussing this concept in another future unit.
(d) Line authority also enables the subordinates to appreciate and

recognize their boss. They know that they must report to a
manager whom they depend on for a variety of things. They get
assignments from the manager, and specific ways the job has to
be performed are clear by communicated to them.
(e) Line relationship makes the subordinates to respect the directives

of their boss since they know that he has the backup of the
organization and can give out the necessary punishment on the
event of non-compliance to the directors.
You are going to visit the organization that you went to last time.
Again, ask the public relations officer (PRO) or any competent person,
for the levels of position existing in the organization from the Managing
Director to the last person. With their explanation, trace the flow of
authority starting from the top by writing at every level the name of the
position.
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3.3 Staff Relationship
This means the provision of special services to the line managers. This
enables the line manager to achieve the best result on organization wide
basis. This is done by the staff managers who studies on existing
problems. Through careful analyses after thorough investigation, a
considered opinion by way of professional advice is offered to the line
manager. Let us repeat again, the staff manager does not exercise
authority over the line manager. Question of exercise of authority along
this point should be completely erased. All that the staff manager does
not research study and investigate the problem. Therefore, an advice is
offered.
However the staff manager is a boss in his own right in his own
department. He has subordinates that de report to him from time to
time. Consequently, even though the staff manager does not exercise
authority over and above the subordinates that do that do report to him.
In other words, the flow of authority does exist in a staff department as
well with the attendant advantages, some of which we have discussed.
Let us also point out that in an organization chart, the staff relationship
is usually represented by a line that is broken, that is, dotted line.
3.3.1 Advantages of Staff Relationship
a) Though the professional advice that the staff manager provides

from time to time manager make the work of the line manager to
be easier. He can concentrate on the main aspects of his job
while the staff manager comes out his investigation and analysis
of a problem with a view to advising the line manager correctly.
b) Rising from “a” above, there is improvement on the quality of the

work of the line manager in two ways. He has more time to
concentrate on his job and secondary, the advice from the staff
manager provides the best option
c) Through the clarification of issues which the staff manager makes

from time to time further illuminates the situation surrounding
line manager’s environment. In such circumstance, he can take
the best decision in the overall interest of the organization.
d) Staff manger may recommend necessary desirable changes in line

with the changes in the external environment of the organization,
which in turn make the organization to adjust positively and
hence be able to compete favorably with their competitors. See
the diagram below showing line and staff relationship as purely
authority flow.
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BHM 103 MODULE 4
General Manager
Asst. To GM
Deputy GM Deputy GM Deputy GM

(Finance) Manufacturing Marketing
PERSONAL Factory Budget

Manager Manager Manager
FOREMAN FOREMAN FOREMAN

A B C
FLOW OF LINE AUTHORITY

FLOW OF STAFF AUTHORITY
Figure 9.1: Showing Line & Staff Authority Relationship.
In the above organization chart which is that of a manufacturing

organization, the activities of the personnel department, assistant to the
general manager and the budget department are purely advisory to the
main stream of the operations. As a result, they are called staff
departments’. The finance, production and marketing departments have
activities that are generally related to the main corporate functions. To
that extent they are known as line department.
WE have been drawing organization charts to illustrate some of the

points that need to be made from time to time, such as the one in this
unit, figure 9.1. I am confident that you are getting familiar with the
type of chart. It is on this confidence that the present exercise is based.
Take any organization chart of an establishment. Study it carefully and
note the objectives and mission statement. You are to identify those
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relationships (i.e the line and staff) that exist there. Also identify the
line departments as well as the staff departments.
4.0 CONCLUSION
We have seen the two major relationships that exist in a formal

organization. These are the line relationship and the staff relationship.
We did stress that line relationships should be seen as purely the flow or
exercise of authority from the top to the bottom and is generally
represented in an organization by a line that is not broken. Staff
relationship exists to offer professional advice to the line managers.
Also, that the staff relationship is generally represented by a broken line.
We again pointed the advantages of line and staff relationships in an
organization.
5.0 SUMMARY
We discussed the line relationship as well as the staff relationship in this

unit. We noted their advantages too which will serve as necessary need
to create and maintain these relationships in an organization. This is
why the relationships should be stable and must be exercise irrespective
of the person that is occupying the positive. We shall be treating other
issues concerning these relationships;. We will be looking at functional
authority, limitations of staff, conflicts between the line managers and
the staff managers and the possible ways that these conflicts can be
minimized.
Describe the line relationship in Personnel Department. Why do you

justify such relationship?
7.0 REFERENCES AND FURTHER READINGS
Kountze, H.and O’onnel, C (1978): Management: A systems and

contingency Analysis of Managerial Functions. Mc Graw - Hill
International Edition. Kogakinsha, Japan 6th Edition.
Ebunu , F. C. (1998): A Revision Note on Business Management.

Federal Cooperatives College , Ibadan
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BHM 103 MODULE 4
UNIT 5 FUNCTIONAL AUTHORITY, STAFF

LIMITATIONS, CONFLICTS BETWEEN LINE
AND STAFF MANAGERS, WAYS OF
REDUCING THE CONFLICTS
CONTENTS
1.0 Introduction
2.0 Objectives
3.0 Main Content
3.1 Functional Authority
3.1.1 Importance of Functional authority
3.2 Staff Limitation
3.2.1 Absence of responsibilities for result
3.2.2 Understanding line authority
3.2.3 Feeling of Superiority
3.3 Conflicts between line and staff Managers
3.3.1 Reduction in the line manager
3.3.2 Due to changes in technology
3.3.3 Ease of control of line manager’s work
3.3.4 Introduction of changes
3.3.5 Differences in age
3.4 Ways of Minimizing the Conflicts
3.4.1 Removing over bearing attitudes
3.4.2 Adopting over bearing attitudes
3.4.3 Avoid playing the expert
3.4.4 Avoid speaking technical terms
4.0 Conclusion
5.0 Summary
6.0 Tutor-Marked Questions
1.0 INTRODUCTION
We are going another step further in our examinations of the stable

relationships that must exist in an organization. In the last unit, we
identified two major forms or relationship – the line relationship and the
staff relationship. We pointed out that line relationship should be
looked upon as purely the flow or exercise of authority from the top to
the bottom. Concerning the staff relationship, we said that their
existence depended solely on the advice they render the line managers.
Consequently, the staff relationship is purely in advisory. We were able
to identify the major advantages associated with each relationship.
Further to our discussion last time in our last unit, our present unit will
extend the discussion. We are going to look at functional authority, the
174
limitations of staff the conflicts that do arise between the line managers
and staff managers and suggestions on how the conflicts could be
minimized. All these and more are necessary so that we be better placed
to know how people interact in forma organizations. And when people
come together and interact in an organization conflicts are bound to
arise. But in this unit, we are limiting the conflict to the ones that exist
between line and staff managers. This will give us done understanding
concerning our behaviours if we are already working. If we are not
working yet, the lesson is worth it too because one day we will find
ourselves in work situation either in line department of staff department.
2.0 OBJECTIVES
By the end of this unit, you should be able:
• describe functional authority

• know the importance of functional authority
• list the limitations of staff relationship
• explain the causes of conflicts between the line managers and
staff managers
• suggest solutions on how to settle the conflicts.
3.0 MAIN CONTENT
3.1 Functional Authority
We noted earlier at the preliminary stage of our discussion on organizing

that activities necessary for the attainment of organizational objectives
must be identify, group and assigned. And when arrangements has been
made, it must be backed up with the commensurate authority, otherwise
it because ridiculous. The assignment of responsibility with the
corresponding authority is usually made to the manager and the
subordinates that report to him. Consequently, functional authority
refers to the right which an individual or department has through the
process of delegation to control specified processes, practices or other
matters relating to activities in other departments. For example, in the
production department, there are the production managers in addition to
other personnel working under him. There are issues relating to
recruitment of personnel, salaries and wages administration, promotion,
industrial relations among others which the production manager can
other handle in relation to his subordinates. He can not handle them
because he was trained for that kind of process and practices. He is an
engineer. The only person competent to handle these matters is the
personnel officer or manager, even though he is not in the production
department. But by virtue of his training, education, experience and
expertise he can handle all matters relating to personnel management in
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BHM 103 MODULE 4
the production department and other departments. /due to his expertise,

the right or authority to handle to personnel issues has been delegated to
him and to no body else. He thus has the functional authority over
personnel issues in all the departments in the organization.
3.1.1 Imperative of functional authority
a) it makes the manager to exercise his authority by employing his

expertise on matters relating to his training.
b) it makes every one on the organization to know who is to do what
at every point in time.
c) it makes every member of the organization to respect one another
since each on knows he can not do every thing. What can not be
done by another?
d) it afford the experts to concentrate on the areas they have a flair
for.
Describe the functional authority of a marketing manager in a

manufacturing organization.
3.2 Limitations of staff Relationships:
The staff concept even though it has some usefulness in an organization

has some limitations which can be seen from the following:
3.2.1 Absence of responsibilities for results
The role of the staff manager is simply to advice. The outcome of such
advice rests on the door step of the line manager, on the acceptance of
the advice or plan. As a result, when a plan fails, the line manager will
like to blame the staff manager for providing a poor plan. The staff
manager can on his own side would return the blame on the line
manager for not acting correctly accordingly to guidelines provided in
the advice. He could go on to extend the argument that the plan was
good but the incompetence f the line manager to execute the plan
properly created the poor result.
3.2.2 Undermining line authority:
Sometimes, it get into the head of a staff manager to start undermining

the authority of the line managers. Such situation arises if the staff
officer is seen to be good in his job and as a results, a superior officer
starts having greater confidence and reliance on him. By reason of the
new importance being placed on him, he starts undermining the
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authority of line manager. Such situation is dangerous because it can

result in anger, frustration and outright concerned and the staff officer.
All these pollute the internal environment of the organization which
does enhance maximum productivity.
3.2.3 Feeling of sense of superiority
To counter the point raised in 3.2.2, the line manager since he is one of
those formulating personnel policy administering salaries and wages
among other personnel duties. But these are the functions of personnel
management and not production. Consequently, he is not qualified to do
them. As the organization keeps developing, a stage will reach when it
becomes necessary to remove these personnel duties from the
production manager and assign them to a personnel manager who has
been trained and possesses the necessary expertise to handle personnel
issues. When the decision is taken and implemented the production
manager may not like it. For one reason, while performing these
personnel tasks as well as his normal production duties, he arrogates to
himself more power, more prestige and even more status symbols. Some
of these vanish overnight and to this extent brings conflict between him
and the new personnel manager.
3.2.4 Due to changes in technology
Technology is simply the manner of doing something to get a desired

out put. As a result of changes in technology, the work of the line
managers may become simplified. Some aspects of the job may even be
taken away by computers and robots. As a result, those skills which
have been developed by the line managers over many years are lost
overnight to machines. And these machines are manned by staff
specialists. Take the case of an accountant boasting his unique skills of
having a flair for figures and can balance manually. With the
introduction of computer, this can be done in split second. Even when
the accountant is computer literate, his level of mastery of computer can
not be compared to a computer graduate who is a staff specialist. This is
another source of conflict.
3.3.3 The work of the line manager being easily controlled
When the line manager was doing so many activities, it was difficult to
monitor, check and control his activities. But when the activities have
been reduced, the portion remaining in smaller and can be easily
controlled by a superior officer. To this extent, the line manager may
not like the development, it is not every body that can easily subject him
to control.
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BHM 103 MODULE 4
3.3.4 Due to changes
Many staff managers, once employed, are associated with bringing

changes and innovations. They formulate plans and play key roles in
executing these plans which are usually associated with changes. But
human beings generally including line managers resist changes. As a
result, the new development brings conflict between the two managers.
3.3.5 Differences in age
This is another possible source of conflict. The staff managers are

usually younger in age than the line managers. It is not every one that
can take directives from a younger person. Consequently, the age
difference is a source of conflict.
You are familiar with the step up in a secondary school. The teachers
are the ones that are directly in charge of teaching the students and
preparing them for the senior secondary school examination or General
Certificate of Education. This means that other workers in a secondary
school are offering services in support of the teachers. You are to
identify these other groups of workers. For each group, mention one
service they render to the teachers or to the school.
3.4 Ways of Minimizing the Conflicts between the Line

Manager and Staff Managers.
3.4.1 Removing overbearing attitudes:
Over bearing attitudes on both sides should be removed or at least

minimized. Both the line manager and the staff manager should
cultivate positive attitude toward one another They need to realized the
unique importance of each other and work toward mutual acceptance
and tolerance.
3.4.2 Adopting patient attitude
In addition to point 3.4.1, both sides should also cultivate patience.

Proposal from the staff manager should not be dismissed outright as not
practicable because this hasty conclusion has arisen because of the
conflict. The merit of such report should be carefully examined.
Similarly, the staff manager should always sell his idea to the line
manager. New changes take patience before they become fruitful. The
power of the tongue through persuasion and reasoning should be used
rather than arrogance.
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3.4.3 Avoid playing the expert
Experts is only relevant to an organization when it is used to solve

problems and contributing to the attainment of organizational objectives.
Sheer pride and being resentful are not the ways of demonstrating
expertise. Changes should be welcome so long as they are beneficial.
3.4.4 Avoid Speaking technical terms
Whenever both. Are discussing, as much as possible technical terms

should be avoided. Speak the language of the hearer so as to avoid
double interpretation thereby resulting in negative feedback.
4.0 CONCLUSION
In this unit, we have treated the limitations of the staff manager. Even
though he plays some useful roles in an organization, staff concept has
its own set back. We have been able to identify this setback. Staff
managers should guide against them. We also looked at the possible
courses of conflicts between the line manager and the staff manager.
Majority of these conflicts are inevitable because they arise in the
normal course of events as the staff manager does his job; some of the
causes are emphasized due to the negative reactions from the line
managers. It is on the basis of this that some recommendations have
been highlighted as ways of minimizing the conflicts.
5.0 SUMMARY
We have discussed staff limitations in this unit. Other topics discussed

include: causes of conflicts between line manager and staff manager.
We also looked at the possible ways through which these conflicts can
be minimized at least. These solutions centre namely on maturity which
is nurtured through positive attitudes
A computer specialist was employed by a commercial bank to assist in

banking operations. No sooner was he employed, than the relationship
existing between him and the banking officers started to be poor. What
are the causes of the poor situation? Suggest possible solutions.
Ebun, F.C (1998): Revision Notes on Business Management. Federal

Co-Operative College, Ibadan.
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BHM 103 MODULE 4
MODULE 3
Unit 1 Delegations of Authority and Centralization of Authority

Unit 2 Business Structure
Unit 3 Span of Control
Unit 4 Organization Chart
Unit 5 Staffing
UNIT 1 DELEGATIONS OF AUTHORITY AND

CENTRALIZATION OF AUTHORITY
CONTENTS
1.0 Introduction
2.0 Objectives
3.0 Main Content
3.1 Delegation of Authority
3.1.1 Definition of delegation
3.1.2 Advantages of Delegation
3.1.3 Limitations of Delegation
3.1.4 Condition for Delegation
3.2 Centralization of Authority
3.2.1 Reasons for centralization of Authority
4.0 Conclusion
5.0 Summary
6.0 Tutor-Marked Questions
1.0 INTRODUCTION
We are making steady process in our analysis of the different

components that make up the management function of organizing. All
what we have been doing are relevant in the design of an organization.
That is, when the manager is creating positions and level sin the
organization by identifying the roles necessary to attain the objectives of
the organization. Remember that it is one of the areas of management
where the manager has to apply his designing skill as well as the skills
of visualization i.e. to achieve. Another name for that is conceptual
skill.
We are on our way to consider another important aspect of organizing

which we have been mentioning but have not yet been treated. It is the
issue of delegation of authority. We have been mentioning repeatedly
that a manager should not be given responsibility without the necessary
authority; neither should authority be given without responsibility. That
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is to say that both authority and responsibility should go hand in hand.

In this unit, we shall know what delegation of authority means and the
condition under which delegation is meaningful. We will also be
looking at the limitations of delegation.
Thereafter, we will be examining the opposite form of delegation, which

is the centralization of authority. Centralization of authority is a rare
case because absolute centralization means that there is no organization.
It is a one man business. But we shall see those reasons which may
necessitate centralization of authority.
2.0 OBJECTIVES
By the end of this unit, you should be able:
• define delegation
• explain conditions for delegation of authority
• list limitations of delegation of authority
• define centralization of authority
• give reasons why centralization of authority may be necessary.
3.0 MAIN CONTENT
3.1 Delegation of Authority
Authority and responsibility always go together and they can not be

separated. If for any reason, there is a separation, the work will suffer.
The manager with authority but no responsibility becomes a director and
a tyrant and it is dangerous because the final out come of their actions
will not be to the interest of the organization. On the other hand, the
manager with responsibility but no authority can not take decisions;
neither will he be able to make use of organizational resources. It is a
frustrating situation. That is why in designing the environment, it must
be conductive. And one way to make it conducive is to equate authority
with responsibility.
3.1.1 Definition of Delegation of Authority:
Delegation of authority is used to mean the granting of right and

approval from a superior source to a subordinate to function within
prescribed limits. It enables the subordinate to receive the authority to a
accomplish tasks assigned to him. But delegation of authority is being
given to the subordinate, the superior source at the same time still retains
his original authority. This means that total delegation can not be done
for this will amount to removing one’s responsibility. Again, no one can
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BHM 103 MODULE 4
delegate the authority he des not possess. Before delegation of authority

is made, that authority must first and foremost be seen in you even
though it is only a part of it that you are delegating.
The entire concept of delegation starts with the assignment of tasks to

subordinate. This is followed by provision of the requisite authority to
accomplish the tasks. There should also be demand for responsibility.
This means that there is accountability in delegation.
3.1.2 The Advantages/benefits of Delegation
The recognized advantages of delegation are :
(a) It reduces the manger’s burden since a manager generally has

responsibility for more tasks than he can perform. Delegation
thus relieves the manager from performing duties of routine
nature. He concentrates on more pressing things.
(b) The subordinate to whom the tasks is delegated to is being

developed. This is because we learn by doing and it has often
been said that experience is the best teacher. There are also
benefits of participation in various executive programmes,
seminars, workshops among others. All these and more would
not have materialized if delegation was not effected .
(c) It provides continuity by making sure that once as employee

leaves, another one takes over his position and performs the
necessary tasks since he has been trained previously through
delegation.
(b) It makes it possible for the organization to expand because there

will be a ready pool of tested officers (subordinates) that can be
posted to man the new positions and roles that the organization
has created. Though this, there will be no hasty arrangements for
training in order to fill the new position neither will the
organization fail to create necessary new roles simply because
there are no subordinates to occupy the new positions and
perform the new roles.
(c) Delegation of authority is also a source of motivation because

subordinates are being developed through challenging tasks.
Success completion of the tasks creates a sense of fulfillment and
pride. There is recognition too and the subordinates naturally
look forward for promotions which they get.
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3.1.3 Limitations of Delegation of Authority
There are also recognized disadvantages f delegations of authority. The

main ones are the following:
(a) Some managers will prefer to perform all activities by making all
decisions. They want to be seen as the live-wire of the
organization and nothing works without training and preparing
subordinates for higher responsibility is not their priority. Such
mangers are the type that gives assignments but no commensurate
authority. Delegation will be of no advantage under such
circumstance.
(b) Another problem which is disadvantageous is the desire by some

managers to dominate and make their presence felt on every
issue. They like to work under pressure and keep themselves
busy with appointments and insisting that subordinates must
approach them with every matter for approval.
(c) Some managers fail to delegate because they fell that the
subordinates will make better decisions than the ones they would
have made if there was no delegation.
(d) Delegation is retrieved again by the unwillingness of some

managers to accept risks which will occur if subordinates should
make decisions. There fear is that the subordinate may take the
wrong decisions. Their fear is that the subordinate may take
wrong decision.
(e) Again another problem area of delegation is the reluctance of

some subordinates to take higher responsibility because of fear of
criticism, feeling of inadequacy and other negative attitudes.
A cleaner was so hardworking that the manager decided to make him the
head cleaner. What are the decisions he has to make from time to time
in exercise of his authority as the head cleaner?
3.1.4 Conditions for Delegation
There are necessary and sufficient conditions which must be on ground

before delegation of authority can work. These conditions are the
following:
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BHM 103 MODULE 4
(a) Delegate by expected results: This means that the assignments

must be defined by breaking it into specific activities. Then
authority is provided in the height of the work that has to be done
and the results that are expected. The authority must therefore be
granted to the extent that will help the subordinates to achieve.
(b) Selecting an appropriate subordinate for delegation. We have

just noted that some subordinates feel reluctant o accept higher
responsibilities. Such persons should not be forced to do anything
particularly sensitive tasks. The appropriate subordinate should
be selected. As a result, the qualifications of the person
concerned may influence the nature of delegation.
(c) Maintaining parity of authority and responsibility. We have been

stressing this point over and over. We are re-emphasizing it here
again for it is vital to successful delegation. Authority should be
given that is commensurate with the task.
(d) Ensure that each subordinate receives directives from one boss.
He must be accountable to the boss. This is to avoid confession
and friction. We call this unity of command and we shall be
discussing them in future units.
(e) There should be good flow of communication if delegation is

going to walk. Nothing works in an organization without
communication; delegation of authority is no exception.
Communication spells out what to be and the expected result. It
is also vital to decision making.
(f) There should be appropriate control in the process of delegation.

This is necessary so as to ensure that the desired result is what is
being received. Any negative derivation should be promptly
investigated so as to correct it before it is too late.
(g) There must also be a climate of confidence by ensuring that the

subordinate is mentally free from fear and has the confidence that
delegation is an opportunity for him for self development and
growth.
(i) The manager must also have a strong belief in delegation by

stressing the need for and belief in the principle of delegation.
He must therefore be willing to accommodate mistakes when
they occur, although he should be stricter in the event of frequent
occurrence.
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(j) Assist the subordinate from time to time in the process of

accomplishing the task before him.
3.2 Centralization of Authority
Centralization of authority is one source while decentralization is the

spreading of authority take decisions down the organization line. In
practice, there is no absolute centralization of authority. There must be
always the centralization of authority (i.e delegation). If this is not the
case, then there will be no organization structure. We have also noted
that management can not delegate all his authority. if he does , he
ceases to be a member of the organization. This is why, extremes in
delegation and centralization of authority can not be found in practice.
3.2.1 Reasons for centralization of authority:
If centralization of authority is introduced in an organization, the

probable benefits are the symbol:
(a) Prestige Symbol
This is one probable reason why there will be centralization of authority.

The Chief Executive wants to get more power, prestige and feeling of
importance for more than any other person around.
(b) Creating more uniformity
Centralization of authority results in greater uniformity of policy,

practices and decisions. There will be no room to create difference
policy or carrying organizational activities from the ones that they have
already been made by the Chief Executive. Decisions outside the ones
from the Chief Executive are minimized. As a result any adverse
decisions by way of mistake from subordinates are avoided.
(c) Lowering cost
Under centralization of authority lesser levels and position will be

created. This will reduce cost drastically because when positions are
created, employees should be there and they need to be paid their
salaries and wages, their officers furnished, cars provided plus other
demands. But if there is centralization of authority all these expenses
would be avoided.
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4.0 CONCLUSION
This unit has treated an important aspect of organizing, that is, the
delegation of authority. We have stressed the fact that delegation of
authority should be at poor with responsibility.
We identified conditions for delegation as well as the advantages and

limitations of delegation. Finally, we took the very opposite of
delegation, which is centralization of authority. We highlighted the
probable reasons why there would be centralization of authority. We
draw the conclusion that in practice, there is no absolute delegation
because that will mean that the manager who is doing the delegation will
cease to be a member of the organization. We again pointed out as well
that there is no absolute centralization of authority because that will
mean that there is no organization but a one man business.
5.0 SUMMARY
Delegation of authority has been discussed in this unit. We saw the

definition, the conditions for it, the advantages and limitations. We
treated centralization of authority and the probable benefits or reasons
for centralization. All these will lead us to our next subject matter
which is on business structure. We will be discussing it in our next unit.
Why is it necessary that in a business organization there should be

delegation of authority?
Ebun, F.C (1998) : Revision Notes on Business Management. Federal

Co-operative College, Ibadan
186
UNIT 2 BUSINESS STRUCTURE
CONTENTS
1.0 Introduction
2.0 Objectives
3.0 Main Content
3.1 Board of Directors
3.1.1 Determination of Policy
3.1.2 Formulating objectives
3.1.3 Carrying out appraisal
3.1.4 Determination and provision of capital
3.1.5 Providing schemes of control
3.1.6 Appointing the M.D
3.2 The Managing Director
3.2.1 Present organizational objectives
3.2.2 Issues appropriate
3.2.3 Maintain Co-ordination
3.2.4 Creates and sustains morale
3.3 The Operating Executives
3.3.1 The financial department
3.3.2 The marketing department
3.3.3 The personnel department
3.4 The Operating Executives
3.4.1 The financial department
3.4.2 The Marketing Department
3.4.3 The Production Department
3.4.4 The Personnel Department
4.0 Conclusion
5.0 Summary
1.0 INTRODUCTION
Another important aspect of organizing will occupy our attention in this

units and that is business structure. In the last unit we discussed
delegation of authority and centralization of authority. We draw the
conclusion that there should be no absolute delegation of authority
because that will mean that the manager carrying out the delegation does
not want to work again in that organization. We also said that there
should be no absolute centralization because that would mean that there
is no organization. This is because you can not give somebody a
responsibility without the commensurate authority. We did identify too
the conditions for delegation as well as the advantages and limitations of
delegation. We also saw the reasons for centralization.
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In the design of a business organization we noted in previous

discussions that the aim is to create positions and levels. But in doing
this, it is for a promise; and the purpose is that there must be some role
in a position that twill contributes meaningful to the attainment of the
pre-set objectives of the organization. Consequently, if there are no
roles to perform by somebody in an organization, that person has no
business in being in that organization. But in creating positions and
levels with the associated roles gives rise to an organization.
And the structure is important because it shows the duties that should be
performed in order tat the goals and objectives can be reached. The
structure of an organization is basically of three layers. The first layer is
the Board of Directors, the second layer is the office of the Managing
Director and the third and last layer is what is commonly referred to as a
complex layer consisting of the functional managers and their
subordinates. One important point we should again re-emphasis is that
we know these layers through the functions that they perform.
2.0 OBJECTIVES
By the end of the unit, you should be able to:
• describe the Board of Directors

• explain the functions of the Board of Directors
• describe the office of the Managing Director
• discuss the complex layer and
• list the functions of the complex layer.
3.0 MAIN CONTENT
3.1 Board of Directors
This is the first layer of a typical business organization. Members of the

board are drawn from the share holders. The Managing Director, even
though he is in change of then day to day activities of the organization is
also member of the board. The board provide leader and that is why
who ever is going to be elected or appointed to the board must be a
matured individual capable of contributing constructively to the
leadership role of the board. But beyond leader guidance to an
organization, there are still other functions of the board which must be
performed. These functions include the following:
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3.1.1 Determination of Organizational Policy
It is the responsibility of the board to fashion out what should be the

policy of an organization. The policy is important because it gives a
guide to action. It provides the framework through which all other
activities are carried. If this is not , there will be no unity of purpose as
every member will be doing things accordingly to the ay he/she likes.
Such action of course will create waste, apart from the confusion. It will
result, because action demands the expenditure of organizational
resources. But this expenditure can only be worth the while if it is for
the purpose of carrying out the objectives of the organization in line
with the policy framework. It is for this reason that the primary task of
the bound is to work out what will be regarded as correct policy
framework which the members will use to assess their activities. The
corporate policy affects the entire organization. But the department and
sections can also have their policies which must of course support the
corporate policy and never contradicting it.
3.1.2 Determination of Organization Objectives
The corporate objectives of the organization are also determined by the

board, which also provides the guidelines for each department to set its
objectives. Again, the departmental objectives should not conflict with
the corporate objectives. If there is any contradiction, because the
corporate objectives are superior to the departmental or any other
objectives in the organization, the corporate objectives will be upheld.
We have emphasized this point in earlier unit. Remember, we discussed
hierarchy of objectives with the corporate objectives at the top, followed
by the departmental objectives and so on. You may do well by reading
again unit 4. W have discussed what a good business objectives are, the
characteristics of objectives, types of business objectives, importance of
objectives to an organization and other issues relating to objectives. We
are not going to repeat them again in this unit.
3.1.3 Carrying out Appraisal on the Organization
The board has to regularly carry out particularly the economic appraisal
of the organization. It is not just enough to firm corporate policy and
providing guidelines for sub policies in respect of the departments, the
policies must be implemented. The board will review at appropriate
period that extent to which policies earlier formulated are being
implemented. The board also reviews the projects that have been
approved for implementation. The review and appraisal are important
so as to find out the level of implementation, the cofirmly in the process
of implementation to existing guidelines and finding out if there are
problems associated with the implementation. Any problem detected is
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then investigated and remedial action taken. Detailed programmes

concerning how the projects are being implemented need to be
reviewed. All the 3ps (policy , projects and progammes) are therefore
regularly appraised so as to ensure the economic viability of the
organization.
3.1.4 Determination and Provision of Adequate funds
The board does two things here. The first is that they find out preciously
the amount of money that is needed for the projects and programmes
they have approved based on courses on the corporate or organizational
policy.
Also, it is the responsibility of the board how the net profit will be
distributed, that is, how much will be given to share holders as
dividends, how much will go into reserves to improve performance
among other important decision. Again on the event of the organization
borrowing money from the bank to finance its operation, it is the board
that will give the go-ahead.
3.1.5 Providing Schemes of Control
It is only the policy, projects and programmes of an organization that the

board controls. Even though the board does not manage the day to day
activities of the organization, the members works out appropriate
methods and guidelines through which a activities of employees are
control to ensure that they work towards attaining organizational
objectives. All these are reflected in the organizational manual.
3.1.5 Appointment of the Managing Director
The board also appoints the Managing Director who is also the Chief
Executive Officer of the organization. In appointing the Chief
Executive, they fix his salary plus other benefits associated with that
position. In some organization, the Managing Director is not only a
member of the Board of Directors but sometimes serves as the Chairman
of the Board of Directors.
SELF-ASSESSMENT EXTERNAL 1
Find out from the organization that you have visited previously in
connection with some assignments the following:
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3.2 The Managing Director
The office of the Managing Director is the next layer. He occupies a

dual office, as a member of the board; he shares in the duties of the
board that is in the corporate responsibilities with the other board
members. Also, by his special position as the Chief Executive Officer,
he acts as a link between the board and the rest of the organizations.
The duties of the Managing Director or the General Manager as he is
sometimes called include the following:
3.2.1 He presents organizational objectives
This is one of the primary duties of the Managing Director. It is not the
wish of members of the organization to be in the board; it is not allowed.
That is why they have to be represented by their Managing Director.
But they need to know the objectives(s) of the organization because that
is why the organization is existing in the first place, and these
objectives must be sold to them so that they can be committed to them
and regard them as their own ”baby” . The person to do that is the
Managing Director. It must be pointed out that at the initial stage of
gathering data necessary for objective formulation by the board, the
Managing Director encourages other members of the organization to
make contributions which are corrected to the board by the Managing
Director for consideration. The idea is to encourage other members of
the establishment, though indirectly, to objective formulation. In the
same manner, the Managing Director encourages members of the
organization towards policy formulation.
3.2.2 The Managing Director issues appropriate instructions
It is the responsibility of the Managing Director to issue out the

necessary directives that will set the organization to work. This is
directing. But whatever director that issued must be clear and devoid of
any word that is capable of double interaction. Of course, the directives
can be oral or written or a combination of the two. There are still other
forms of communication but these are the popular ones.
3.2.3 He maintains Co-ordination
The Managing Director ensures a high level of co-ordination. We will

be discussing this management function in detail in the later stage of this
course. But basically, co-ordination involves the linking logically of an
organization’s activity with another activity so that the entire
organization works as systems. Effective co-ordination among the
activities of the organization’s members (employees) will create a high
will to work.
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3.2.4 He creates and sustains morale
In the process of directing and leading the other members of the

organization. There should be high morale, that is, enthusiasm, vim,
rigor and total commitment to the objectives of the organization. All
these are achieved through team spirit, appropriate motivation such as
good salaries and wages tied to productivity, recognition, challenging
tasks to perform, promotion as and when, good pension scheme, awards
and other motivation techniques.
3.3 The Operating Executives (complete layer)
This layer is a complex one and it consists of the functional managers

(the financial, production marketing and personnel mangers) and the
subordinates working under each of them. They perform a variety of
tasks.
3.3.1 The Financial Department
• they carry out costing

• financial accounting
• records
• budget and budgeting control among others.
3.3.2 The marketing Department
Here functions such as the following are performed.
• market and marketing resources

• market information
• segmentation
• product valuation
• buying and selling
• pricing
• distribution etc
3.3.3 Production Department
The personnel Department performs:
- planning for and measuring production progress

- engineering
- methods and standards
- manufacturing, among others
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This layer comprising of the executive structure report to the managing

director through a line of see executives. See the diagram me below.
Figure 12.1: sharing the business structure
3.3.4 The personnel department
Functions that are performed here include:
• recruitment
• selection or interview
• placement
• salaries and wages administration
• promotion
• training, among others
4.0 CONCLUSION
We have discussed business structure in this unit. We identified three

layers that make up a business structure. And these are : Board of
Directors as the first layer, the Managing Director as the second layer,
and the operating executive consists as the third layer. The operating
executives consist of functional managers; together with their
subordinates perform a variety of tasks. They are linked to the
managing director through a line of successive senior officers.
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5.0 SUMMARY
We are making steady progress in our discussions concerning

organizing. We will soon finish the discussions so that we can take up
again another management function. But before we do that there are
still a few things we need to know. Next unit, we will be talking on
span of control.
6.0 TUTOR MARKED ASSIGNMENT
Describe the layers that make up the structure of an organization.

List five functions of the Board of Directors.
Ebun , F.C (1998): Revision Notes on Business Management. Federal

Co-Operative College, Ibadan unpublished.
194
UNIT 3 SPAN OF CONTROL
CONTENTS
1.0 Introduction
2.0 Objectives
3.0 Main Content
3.1 Explanation of span of Control
3.2 Narrow span
3.3 Advantages of Tall-Shaped Structure
3.3.1 Close supervision
3.3.2 Close Control
3.3.3 Fast communication between the subordinates and
manager
3.3.4 Quick decision making
3.4 Disadvantages of Tall Shaped Structure
3.4.1 To much involvement in subordinates job
3.4.2 Too many levels
3.4.3 High costs
3.5 Wide Span of Control
3.6 Advantages of flat –shaped Structure
3.6.1 Superiors are forced to delegate
3.6.2 Clear Policies must be made
3.6.3 Subordinates must be carefully selected
3.6.4 Good Quality decisions
3.7 Disadvantages of flat shaped Structure
3.7.1 Overloaded superiors can become bottleneck
3.7.2 Dangers of loss of control
3.7.3 Requires exceptional management quality
3.8 Conditions for Span of Control
4.0 Conclusion
5.0 Summary
1.0 INTRODUCTION
We have discussed business structure in our last unit. It is well we

discussed span of control because in some way it affects the structure of
an organization.
While discussing the structure of a typical business structure, we were

able to identify three layers – the Board of Directors as the first,
followed by the office of the Managing director and lastly the operating
executives which is a complex layer consisting of the functional
managers and their subordinates. The importance of these layers is
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reflected by the functions that they perform. We were able to identify

these functions.
This unit’s consideration is on span of control. In every organization, it

must be decided how many subordinates that should report to a superior
officer. We are going to see how the issue of allocating subordinates to
superior officers gives rise to different structures in an organization.
The differences because of the differences in levels. And the differences
in levels occur because of the differences in the number of subordinates
that the manager can handle. We will examine the structures carefully,
while doing this, it will enable us in turn to determine the advantages
and the disadvantages as well as that are associated with each of the
structures.
2.0 OBJECTIVES
• explain what is span of control

• describe wide span of control and narrow span of control
• describe what is a tall shaped structure
• describe what is a flat shaped structure
• mention advantages and disadvantages of flat shaped structure
and
• explain the conditions for span of control
3.0 MAIN CONTENT
3.1 Explanation of Span of Control.
Span of control is simply the desirable member of subordinates that

reports to the manager. It is often said at than at the top level of
candidates of about four to weight subordinate at a lower level. We
must point out that there is hard and fast rule concerning the desirable
number that should report to a manager in an organization. What is
desirable in one organization may not work well in another organization.
This means that span of contol is a matter of trial by error. Also, span
of control varies from one organization to another .
3.2 Narrow span of Control
This refers to a situation where few subordinates reports to a manager.

Due to the number, many levels of position are created. Because many
levels are created, the structure of the organization that will result it is
Tall-Shaped one. See the diagramme below:
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Fig 13.1 Showing Tall shaped Structure.
Remember that what gives rise to the tall shaped structure is the narrow
span, that is, few subordinates reporting to superior officers.
There are advantages as well as disadvantages associated with

organizations having tall shaped structure. We will consider them
below:
3.3 Advantages of Tall-shaped Structure
3.3.1 Close Supervision
This is one advantages of tall shaped structure. There is close

supervision which is necessary in a situation where a subordinate is new
on the job and can easily make mistakes that can be fatal to the
organization. By closing supervising him because of the few number of
them reporting to a manager, the incidence of mistakes is minimized.
Close supervision is also necessary where the work of subordinate is of
sensitive nature or where the work of the subordinate is such that if there
is an error of judgment it could be dangerous to his life and the effect
could spread to the entire organization.
3.3.2 Close Control
Close control demands that the manager looks at the work of the
subordinate and companies that output again the standard that has been
set. This is to detect if the subordinate is doing the right thing. If he
does, it means the standard is being achieved. But if a different picture
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results, this means that there is a negative deviation, that is, the
subordinate has deviated from the standard set. A controlling measure
should be quickly put in place so as to correct the situation. The ability
and urge to detect the deviation and putting the corrective measure is as
a result of close supervision. The mistake has been detected in time
before creating a damaged effect.
3.3.3 Fast Communication between the Subordinate and

Superior
When to the smallness in number, the subordinates can easily interact

with their manager. What ever the firm of communication, either by
oral or written, the level of interaction is less cumbersome, time saving,
and satisfactory. A problem can quickly be brought in promptly
investigated, analyzed and solution suggested and effected.
3.3.4 Quick Decision Making
The manager and his subordinates can spend less time in taking
decision. This is due to few persons involved. Unnecessary arguments
are reduced and opinions needed to arrive at a decision are from the few
persons involved. In the same venue, decisions can easily be evaluated
in the light of the organization’s objectives.
3.4 Disadvantages of Tall-shaped Structure
3.4.1 Too much involvement in subordinates Job
One disadvantage of a tall shaped structure is that superior tends to get

too involved in the work of the subordinates. This sometimes gets into
the nerves of the subordinates resulting in cold behaviours. Sometimes,
the subordinates argue that they are not allowed to exercise initiative and
this reduces their level of creativity. This is also the feeling of less job
satisfaction because of the closeness of supervision. The subordinate is
too proud of the outcome of the job because he finds it difficult to
separate his own efforts which he was to admire and be proud of and the
efforts of the superior officer.
3.4.2 Too Many Levels
The tendency to divide activities and arising the activities to the

individuals and few individuals to a manager result in tall shaped
structure with too many levels. This creates problem of communication
from the lowest level in the organization to the top levels. This is
because information from below has to pass through the various levels.
In the process, some piece of the information will be distorted and
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modified, the information itself travels slowly and the in some cases the
information may get lost on the way.
3.4.3 High Costs
Too many levels again create high costs. This is because the levels and
the positions arising from them must be filled with personnel who will
draw their salaries and wages. Officers need to be provided and these
officers must be furnished and equipped. All these and more are what
the accountants call overhead costs.
3.5 Wide Span of Control
On the other hand, when many subordinates report to a manager, the

result is fewer levels of positives and a flat shaped organization. See
diagramme below:
Fig 13.2 Showing flat-shaped structure
There are again advantages and disadvantages associated with this type
of structure.
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BHM 103 MODULE 4
3.6 Advantages of Flat-Shaped Structure
3.6.1 Superiors are forced to delegate
In a flat-shaped structured, superior officers must delegate. This means

there is a limit to the activities a manager has to perform, and of
necessity he has to give excess activities to the subordinates with the
accompanying authority. Also, by the nature of the job such as
consultancy will force the manager to always have as many subordinates
as possible with whom he consults with regularly.
3.6.2 Clear Policies must be made
Every member of the organization should be able to know what the

policy of the enterprise is, what objective(s) that has emanated from the
policy and so on. This is important because the manager has no time to
be explaining to the many subordinates what the organization policy is
and the objectives necessary to implement the policy are.
3.6.3 Subordinates must be carefully Selected
This is important and is advantageous. It ensures good quality

workforce. They should understand what is to be done, how to do it and
when to do it without the prompting of the manager. In other words, in
the absence of the manner for whatever reason the work must go on
smoothly.
3.6.4 Good Quality Decisions
Due to the large number of subordinates that is usually participated in

decision making, the quality of such decision is high. Many
subordinates are involved and all shades of opinion considered before
the final decision.
3.7 Disadvantages of Flat-shaped Structure:
There are also a set of disadvantages associated with tall-shaped

structure. The major ones are the following:
3.7.1 Overloaded superiors can become bottlenecks
When superiors are loaded with many subordinates to supervise, to take

a decision demands a great deal of time. Decisions can further be
delayed if the superior does not know the techniques of organizing and
managing meetings.
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3.7.2 Danger of supervisor’s loss of control
Some superiors may lose control of their subordinates. Instead to

checking, monitoring and evaluating subordinates actions to ensure
compliance with organization’s objectives, due to loss of control, the
subordinates do thing they feel like performing.
3.7.3 Requires exceptional quality of Mangers
Wide span of control demands that the manager should possess those
exceptional qualities that will make them to handle those sub-ordinates
under them. In practice, however, it is often found out that the quality is
not there.
Mention one example of an organization with narrow span of control

and another organization with wide span of control. Also describe
features of these organization.
3.8 Conditions for Span of Control
Necessary conditions for appropriate span of control include the

following:
1. The capacity and skill of the manager

2. The type of direction and control exercised on subordinates
3. The available time the supervisor can spend on the job
4. The type of relationship existing between the manager and the
subordinates
5. The overall size of the organization
6. The level of difficulty or ease of operation of machines.
4.0 CONCLUSION
Discussion have been made on span of control,. It is simply the desirable

member of subordinates reporting to a manager. Where few
subordinates reports to a manager, it is referred to as narrow span of
control . Where larger number of subordinates reports to a manager, this
is referred to as wide span of control. We went further to discuss the
types of structures arising from span of control. While tall shaped
structure is associated with narrow span of control, flat shaped structure
is the case in respect of wide span of control. Finally, we examined the
advantages and disadvantages of these structures as well as the
conditions for span of control.
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BHM 103 MODULE 4
5.0 SUMMARY
We have treated span of control including its nature, the forms of span
of control and the structures that emerge. We considered too the
advantages and disadvantages of these structures and the conditions for
appropriate span of control. We will be discussing organization chart in
the next unit.
Describe span of control

List the conditions for appropriate span of control
Weitrich, H and Koontz, H (1993) Management A Global Perspective.

Macgraw – Hill. International N.J USA 10th edition.
202
UNIT 4 ORGANIZATION CHART
CONTENTS
1.0 Introduction
2.0 Objectives
3.0 Main Content
3.1 Definition of Organization Chart
3.2 Criteria/Rules for Drawing a Chart
3.2.1 Title
3.2.2 Positive
3.2.3 Heads
3.2.4 Lines of communication
3.2.5 Lines of Authority
3.2.6 Relationships
3.3 Advantages of a Chart
3.4 Limitations of a Chart
4.0 Conclusion
5.0 Summary
1.0 INTRODUCTION
We have gone far enough in our discussion of the management function

of organizing and it is well to bring it to an end for now. We shall take
it up again in our next course on principles and practice of management,
where we will discuss other important phases concerning organizing.
We can hardly emphasize the importance of this function. That is why
the conceptual and design skills of the manager are called forth in the
exercise of this function. Last unit, which is unit 13, we looked at the
span of control of the manager. We saw the nature of span of control
and the implications. The implications are that in working out the
desirable number of subordinates that should report to a manage gives
rise to two forms of organization structures – the tall-shaped and flat –
shaped structures. There are advantages as well as disadvantages of
these structures which we discussed.
In this unit, we will be talking about organization chart, and it is part of

the final phase of organizing, for it is a reflection of an organization,
showing the positions, levels, lines of authority as well as lines of
communication. But the reflection is mainly in diagrams so that any one
that sees them can quickly see the structure of organization. Actually we
have been drawing organization charts since we started treating the
function of organizing. What we will be doing in this unit is to give
more meaning to organization chart.
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2.0 OBJECTIVES
• define an organization chart

• list the criteria for drawing a good organization chart
• explain the advantages of an organistion chart
• explain the limitations of an organization chart.
3.0 MAIN CONTENT
3.1 Definition of Organization Chart
When the structure of an organization is shown in a diagrammatic form,

it is known as an organization chart. Remember that what we have said
concerning the structure of an organization. It consists of levels and
position which indicate the main activities that are being performed in
order to attain the objectives of an organization.
Take the organizational chart of an establishment. From the chart you

are to do the following:
• find out the major departments of the organization

• list the activities of the major departments
• identify the levels of position existing in the organization
• find out the year the chart was prepared
The organizational charts indicate the formal organizational

relationships among executives. The chart also clarifies who supervises
as well as the main lines of communications. The flow of authority and
responsibilities are shown in the chart. You can see the importance of
good organization chart. You can then see the need why an organization
should have a good organization chart. But a chart can not possibly
supply all the detailed information required to have a clear
understanding of an organization. This is why another document called
organization manual is prepared alongside the organization char.
Where the chart stops in the prevision of information concerning an
organization. The manual takes over. Such information include :
organization history, the culture of an organization, careful description
of jobs among other relevant information.
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3.2 Criteria for Drawing a Chart
There are standard criteria which are necessary for proper drawing of a
chart so as to carry to the reader the actual information that is intended .
These criteria are sometimes called rules for drawing a chart and they
include the following:
3.2.1 Title
There should be a title for every position in the chart. This is necessary
so that one position will be distinguished from the others. Care should
be taken so that titles are not repeated. That is why before a position is
created, careful consideration as to what the title should be would have
been thrashed out.
3.2.2 Position
There should be positions which must be clearly indicated . Positions of

the same status that is, of the same line must occupy the same horizontal
line. For example, the functional managers which we have earlier
identified to be production manager, personnel manager, finance
manager and the marketing manager must occupy the same horizontal
line. Any one of the positions dropping below means that the position is
inferior to the others. Note that authority resides in the position. That is
why we always stress that each position with responsibility must attract
commensurate authority . This is necessary. We will further discuss in
detail and the exercise of authority in our next course in management ,
which is the principles and practice of management (CPM 106).
3.2.3 Heads
At the introduction stage in our discussion of the management function

of organizing, we noted that the assignments must be given to
individuals and groups having identified and tied together the basic
activities necessary to achieve organizational objectives . That is why
there are groups of personnel such as personnel department, production
department, marketing department and finance department all
performing specific duties relating to their departments. Each of these
departments must have a head commonly referred to as head of
department. All the other personnel in the department are answerable to
the head of department, who carries out the management functions.
3.2.4 Lines of Communication
These lines are provided indication to the flow of communication in the

organization. You have to note that the flow of communication vertical,
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that is four the superior officer drawn to the subordinates, from the
subordinates to the superior officer. It can be horizontal, that is,
managers for example communicating with one another.
Communication can still be diagonal. This is seen when an employee
communicates with another employee through his head of department to
another employee in the organization.
3.2.5 Lines of Authority
Line of authority is another criteria or rule to be observed in the process

of drawing up a chart. Authority, you may recall flows from the top to
the bottom and never from bottom to top. You must also remember that
each position is a position of authority. That is why such authority is
called position authority or legitimate authority. It is the authority that
the person occupying the position uses to influence the behaviors of
those working under him.
3.2.6 Relationships
Important relationships should be clearly indicated in the organization.

A part from the line relationship or line authority which we have just
discussed, staff relationship, that is, those who offer advisory services
should be clearly indicated in the chart.
We have discussed the rules or criteria which have to be observed when

drawing a good organization chart. Take the organization chart of
an establishment. Can you observe these rules as having been applied?
or are there deviations from the rules . Note your findings.
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Fig 14:11 Showing Simplified Organisation Chart
Note:
* Title may vary from one organization to another
3.3 Advantages of a chart
It helps executives to appreciate them by providing clear pictures with

regard to job position and duties and how they fit into the organization
as a whole.
It helps to avoid overlapping authority by providing clear visual and

detailed picture of lines of authority and responsibilities. Together with
manuals, they help to foster unity of command.
It affords managers to think of ways of improving the organizations

when marking new editions of charts. This is because they must analyze
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the activities necessary to accomplish objectives. Only the essential

ones are included in the chart, and resources deployed accordingly.
A chart provides source of authoritative information.
It facilitates management developing and training.
3.4 Limitations f Organization Chart
Organization Charts and manuals do not guarantee good management.

Managers still need to apply their skills in the process of management.
In practice there are frequent changes which are unavoidable. It is

difficult to revise the chart each time these changes occur, thereby
making the chart out of death.
It is difficult to include in the chart everything that is going on in the

organization. The chart only shows a static picture. Also a chart only
provides formal relationships. The informal ones are excluded.
Human beings are generally sensitive to their relative positions and

status in the chart. Hard feelings and resentments may be caused by
showing their positions and status to the outsiders.
Each individual often attempts to stick to areas charted for him, defends
his own jurisdiction and avoid.
There is high cost of preparing, and circulating charts which may be

higher than the benefits.
4.0 CONCLUSION
In this unit, we have discussed the essential things concerning

organization chart. You can see that major things in respect of
organization which we have been discussing have been brought together
in a chart. We looked at the definition of a chart, the rules to observe
when drawing a chart and the advantages of having a good organization
chart. We also saw the limitations of a chart.
5.0 SUMMARY
This unit completes our discussions on the management function of

organizations which have taken several units. That is how it should be
because of its importance which enables the anger to design a favorable
environment conducive for group efforts. We shall be taking up the
management function of staffing in our next unit.
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6.0 TUTOR - MARKED ASSIGNMENT
Explain what is meant by Organization Chart?

Supposed you are asked to draw an organization chart, what are the rules
you will take into consideration.

Co-operative College, Ibadan.
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UNIT 5 STAFFING
CONTENTS
1.0 Introduction
2.0 Objectives
3.0 Main Content
3.1 Definition of and Explanation of Staffing
3.2 Staffing Duties
3.2.1 Formulating personnel policy
3.2.2 Recruitment
3.2.3 Interview/Selection
3.2.4 Placement
3.2.5 Training
3.2.6 Promotion
3.2.7 Remuneration & Wages Administration
3.2.8 Staff Welfare
4.0 Conclusion
5.0 Summary
1.0 INTRODUCTION
Having completed our discussions on the managing function of

organizing, the next logical function in discussing the staffing. Some
people will like to discuss staffing while treating organizing. But it is
better we separate the two because of the role members perform in an
organization. When we were discussing organizing, we emphasized the
point that it involves among things creating a structure of an
organization which consists of role. These roles must be performed
efficiently so as to attain the objectives of the organization.
And the performance of roles is usually accomplished by people, that is,

the employees of an organization. The employees essentially perform
two types of roles. The first of these roles concerns the creative and
innovative work of management; the second is the routine, repetitive
work of the subordinates or the doers. Let me emphasize that these two
firms of roles are important in the attainment of organizational
objectives. This is why the workforce of an organization is the most
important resource. They work on and make use of the other resources
in order to achieve result. This is why organizations spend a great deal
of money in the training and retaining of their staff members.
This unit starts with the definition of staffing and an explanation of what
it means. Therefore, some duties associates with staffing which is
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popularly called these days human resources management will be

discussed.
2.0 OBJECTIVES
By the end of this unit, you should be able to :
• define staffing
• explain the management function staffing
• describe the specific duties that are associated with staffing
3.0 MAIN CONTENT
3.1 Definition of Staffing
The management function of staffing is define as filling and keeping

filled, positions created in the organization structure. This is done by
identifying workforce requirements, inventorying , selecting, placing
,promoting, appraising or developing job holders or candidates so that
they can be able to accomplish their tasks effectively. Consequently
staffing is involved in human resources management and it is utilize
effectively employees talents in the attainment of organizational
objectives. For all this to be possible , there are specific duties which
have to be performed. We shall be considering these duties in the
subsequent sections of this unit.
You have been studying organization charts of some business

organizations as a result of previous exercises. You are to make use of
the charts in the exercise of this present unit. Study the charts carefully
and write out:
• the duties of management in each department

• the duties of operative or doers in each department.
3.1 Staffing Duties
The management function of staffing necessitate the perform of several

duties necessary for the employees to work better. These duties we are
going to discuss below.
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3.2.1 Personnel Policy
Policy , we have discussed earlier, is a guide to action. It provides basis

for organizational activities. In respect of human resource management
all issues relating to staffing must be reflected in the personnel policy of
the organization. Such issues include: appropriate methods of
calculating the salaries and wages of the employees, training , promotion
among others. Once the policy framework has been provided, there
should no deviation from. It has to be followed religiously.
3.2.2 Recruitment
In staffing, recruitment has a different meaning from our every day use
of the word. In common conversation, recruitment is generally
considered as giving somebody a job. But in staffing, it takes a new
meaning. Recruitment is announcing to the general public the existence
of vacancies in an organization from suitably qualified candidates .
Once the applications are received and short listed, that is the end of
recruitment. Short listing applications means picking those ones that the
organization thinks have the prospect of being employed. There are
bases for recruitment which the manager has to consider.
Bases for Recruitment
• Job analysis means the breaking down of the main content of a

job. That is the basic activities that need to be performed by
whosoever is going to occupy that position. Consequently, job
analysis attempts to reveal the degree of skills and personal
qualifications needed to perform the task under consideration.
• Job description: Job description involves a written report which

is based on job analysis . In describing the job, the manager talks
about the expected outcome when the activities already identified
in the job analysis are carried out. It also involves comparing that
job with other jobs in other positions. Job title must also be given
to the job because every position must have a job title. Again job
description will entrant showing what mental and physical skills
that will be needed to do the job.
• Job Classification: Job classifications involves the grouping

together of several positions into a single class and then assign
common rates and benefits to all of them. As an example,
supervisors in personnel department, marketing department and
finance department can be grouped together into one class and
assigned the same rate. Of course the grouping will be done by
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considering the qualification (s) ,job experience among other

factors.
• Job specification, as the name implies, is to specify what manner

of a man or woman that can reasonably perform the task that has
been analyzed and described. It points out among others, the
special attributes that will be required to successfully do the job.
You are going to take national newspapers, preferably Daily times, the
Guardian and The vanguard. Look for the advertisements for existing
vacancies from various organizations. Can you identify titles f the jobs,
positions, job descriptions, job analysis, salaries and other features of
what we have discussed under recruitment?
3.2.3 Interview/Selection
Interview is used inter changeably with selection. In case you are going
through some text books, instead of interview, you may get selection.
We have said that recruitment ends when applications having been
received must be short listed and the short listed ones are invited for
interview. The essence of interviewing candidates is to verify what they
claim to possess in their application letter or application form or
application blank (Application blank is the same as application form).
There is always a panel consisting of panel members of interviewers.
As much as possible the applicant or the interviewer, that is, the person
looking for the job must be seated and put at ease. As much as possible,
the atmosphere must be cordial and friendly. Interview can be oral and
/or written. An interview may also need the demonstration of practical
skills or knowledge depending on the job in question.
While going for an interview the candidates bring the original of the
credentials he claims to posses. Any alternation on the credentials is
suspicious and should be investigated. The panel members also look for
considerations in the statements of the candidates/the applicant.
3.2.4 Placement
Candidates judged to meet the recruitment of the job are selected and
placed on the job they have applied for. As much as possible, the right
candidate should be picked so that placement will not be a problem. In
placement the candidate or the new employee now is matched against
the job. It is assumed that the job he is going to perform ,he possessed a
flair for it. That is, he is naturally gifted to do the task. You can not
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place an engineer to do the work of an accountant. The engineer may

not have a flair for accounting and as a result he may not perform.
3.2.5 Training
There may be need for training, not only for the new employees but also
for existing job holders. Training is supposed to make up for any
deficiency in skills. For a new employee, training is designed to make
him familiar with his new work environment; this is orientation training.
In addition to being oriented to his new environment, training is also
calculated to detect special talent that the new employee may have and
which will be useful for the organization. That is why the new employee
may be exposed to the activities in marketing, finance, personnel and
even engineering.
Where he excels is where he will be placed. Older employees can also

benefit from training through updating of skills. This is important
because the skills and knowledge of today may become outdated
tomorrow. We have already discussed the dynamics of the environment
earlier. There is the need for the manager to make a conscious,
continuous efforts to improve on the training of the employees so as to
make them to perform efficiently. There are different types of training:
• On the job training where an employee is put through on a

specific assignment by an older employee.
• Off the job training where the employee leaves the organization
to undergo the training.
• Apprenticeship training: this is where a person learns some
technical skills within a defined period of time. He serves as an
apprentice within that period.
• Technical training: Here the trainee learns theoretical knowledge
and practical skills necessary to perform a job.
• Supervisory training is necessary for human relations skills apart
from on technical training.
• Executive training: This is important for managers being
prepared for top level management job. Human skill, design
skill and conceptual skill are emphasized. There is less emphasis
on technical skill.
• Simulated training: This is a type of training that makes use of
models made exactly like real life objects or environment. For
example, those who go to the moon are trained using this kind of
training. The moon environment is reproduced exactly here on
earth. It is only when they are successful here on earth that they
can think of going to the moon. The essence is to minimize
making mistakes that they can be very fatal not only for the
equipment and machines but also lives.
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3.2.6 Promotion
This is another function that is performed under staffing. Promotion,

generally, means the shifting of an employee to a new position in which
his status, salaries and responsibilities are increased. This is vertical
promotion. There is also horizontal promotion here an employee gets
more salary (eg annual salary increment ) without necessary being
shifted up to a new position, length of service ,performance, personal
qualities ,qualifications among others should be considered when
carrying out promotion exercise.
Promotion should be on merit and the best qualified candidate should be

promoted.
3.5.4 Remuneration/Salaries and Wages Administration
Adequate salaries and wages should be given as part of remuneration

package to the employees. Due to sentiments and emotions commonly
attached to salaries and wages. Consequently, trade union members are
involved in working out what should be a living wage for the
employees. Remuneration can be worked out through hourly rate, piece
rate or a combination of the two or any other acceptance basis.
Whichever method that is employed, the outcome should be fair and the
amount similar to what is paid to other employees in similar
organizations.
3.5.6 Staff Welfare
This is ensured by maintaining all safety regulations and factory rules as

well as office rules. Safety is also ensured by retaining the services of a
medical doctor for quick reference of and attention to the sick. There is
also the need for social welfare which involves providing recreational
facilities, meal subsidy among others.
4.0 CONCLUSION
We have discussed staffing which is another management function. We

defined what is staffing and we explained the nature of staffing. We
also took a look at the difference duties performed by the manager under
staffing. These duties increase: recruitment, formulating, personnel
policy, selection, placement, training, promotion, salaries and wages
administration and staff welfare.
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5.0 SUMMARY
We have completed the discussion on another function of management,

which is staffing. We have talked on the definition of staffing as well as
the main duties that are commonly performed under this management
function . We shall be taking other functions of management in unit 16.
Define staffing.
List 5 duties that should be performed under staffing. Explain any two.
Ebun, F.C (1998) :Revision Notes on Business Management . Federal

MODULE 4
Unit 1 Co-ordinating and Controlling

Unit 2 Directing and Leading
CONTENTS
1.0 Introduction
2.0 Objectives
3.0 Main Content
3.1 Definition of Co-ordinating
3.1.1 Explanation of coordinating
3.1.2 Example of linked action
3.2 Elements of co-ordination
3.3 Types of co-ordination
3.3.1 Voluntary co-ordination
3.3.2 Directed co-ordination
3.4 Controlling (Definition and explanation)
3.5 Requirements for effective control
3.6 Signs of inadequate or ineffective control
4.0 Conclusion
5.0 Summary
1.0 INTRODUCTION
We will soon come to the end of this course, CMP 105. We are making
rapid and steady progress in the in the discussion of the important
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function that the manager needs to perform in his attempt to obtain

excellence. And excellence is only obtained through deliberate
application of the principles and techniques of management which we
are discussing in these units. There is no way we can finish the
discussion in just one course neither can we cover the depth of these
principles in just a course. As a result, we will be discussing further
principles of management in our second course which is CPM 106 in
our next semester. Some of the principles that we have been exposed to
in this present course will also be further taken up too with deeper
coverage. It is well we do all these and nuse so that you can have a firm
understanding and value of what you are doing when you start to
practice as a manager of co-operative business or any other business
organization.
But before we come to the second course discussing two functions of

management in these units: co-ordinating and controlling co-ordinating
is always said to be the essence of management. It is the linking up of
activities to bring harmony and make the entire management process
and indeed all the activities in the organization unified on one direction.
We shall see, how this is possible.
We will also look into the issue of controlling. We have discussed this
before even though slightly. We will be looking at it in a greater detail,
this time around.
2.0 OBJECTIVES
By the end of this unit, you shall be able to:
• Define, co-ordinating
• Explain what is co-ordinating
• Describe elements in co-ordinating
• Mention types of co-ordination
• Define controlling
• List the requirements for effective control
• List the signs of ineffective control
3.0 MAIN CONTENT
3.1 Definition of Co-ordinating
Co-orodinating is the process which concerns the relationships between

tasks or activities which must fit in both form and time into an
integrated accomplishment of a goal.
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BHM 103 MODULE 4
3.1.1 Explanation of Co-ordinating
In the process of carrying out the management function of co-

ordination, we are concerned with one job or activity should be in
relation to another. We will never be concerned with just only one
activity in process of managing. All activities that are necessary must be
identified. We then look at how one activity is related to the next
activity and how this next one is again linked to another one and so no.
this is why only the major or relevant activities that should be identified.
All unnecessary activities should be identified and thrown away because
they constitute a drawn of organizational resources. But there are still
other things that need to be looked into beyond the identification of
major activities and the linkage. These activities must be further
analyzed so as to find out their contents that is, the content of jobs and
when they are performed, that is the timing of. Remember in our very
last unit, we said that one thing a manager should do before carrying out
recruitment would be to analyze the job. Analysis means breaking up.
In proper co-coordinating, there should be breaking up so that we know
the contents of the job and when the contents of the job should be
performed with one activity linked to the other. To facilitate the process
call for co-ordination. In other words co-ordination is the process of
facilitating these linked actions.
3.1.2 Example of linked action
Let us consider the process of moulding blocks. There are different

workers. One may be mixing the sand and cement and another carrying
the mixer to the engine moulder. The operator is there and there may be
another worker there too. The mixer of the cement and sand does his
job. On completion, another one carries the mixture in a head pan to the
engine moulder. And when he finishes, the soft moulded blocks are
taken to the open field for drying. And once they are dried, another
worker picks then and pile them up neatly for sale. You can see that one
activity is linked to another activity through interaction and this is
brought about through communication.
3.2 Elements of Co-ordination
From what we have said so far, there are two essential elements of co-
ordination. These are the tables that must be performed and the timing
of the task through communication. Consequently, tasks and timing
constitute the major elements in co-coordinating the efforts of workers.
The tasks have already been worked out in the process or organizing. It
is then determined how much time it will take for a task to be completed
before the next one starts without any wastage. That is to say once a
task is completed the next one should being with minimum delay. It is
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through the process of communication that the necessary message is

passed on the next worker for him to start his job in the next phase, and
as soon as he finishes, information is passed to the next worker and so
on until the final work is eventually completed.
3.3 Types of Co-ordination
There are basically two main types of co-ordination. We have the

voluntary co-ordination and the directed co-ordination.
3.3.1 Voluntary Co-ordination
This is when an individual or group of individuals sees a need, find and

performs a task as necessary. From the example of the block making we
gave, the sand and cement mixer sees the heaps of sand and bags of
cement and has been employed to do the job of making blocks. He take
his shovel and starts action. And when he finishes the next person
continues the next task and so on. But to do each task well, each person
must have some knowledge of the goal (i.e. to make blocks), he must
understand his position (either as the mixer, or the one to carry the
mixed content to the engine or the engine operator or the one to carry
the mixed content for drying or the one to line them up for sale and so
on.
3.3.2 Directed Co-ordination
This is when the individual or group receives directive as to what to do

when to do it. As one employee finishes a job his supervisor tells the
next one to pick it up and performs the next operation.
3.4 Controlling (Definition)
After planning and organizing, controlling tales place. It is the process

that measures current performance and guides it toward the
accomplishment of some objective. The essence of control lies in
checking existing actions against some desired results which have been
determined in the planning process. We can summarize all this by
saying that the two major parts of control are:
• measuring performance against the plan and

• taking corrective action when needed.
This is why controlling requires plans. And the clearer, more complete
and more packaged the plans are the more effective controls are.
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BHM 103 MODULE 4
Measuring is the reserve of planning. This is the plans which come out
of planning become the standards by which desired results are measured.
Let us also one other thing concerning measuring. And that is, it
demands an organization structure. You must know who is going to
take action in the organization concerning a situation when what is
planned is not actually what is being experienced.
3.5 Requirements for effective control
There are requirements which must exist for effective control to take
place.
3.5.1 Control should be tailored to plans. This means that control

should focus on result.
3.5.2 Control must provide useful and understandable information.

Misunderstood controls will not be applied properly. The system
must be clear and simple.
3.5.3 Control should report deviation quickly. This is necessary

necessary effect of deviation.
3.5.4 Control must be tailored to positions . This is necessary so that

the right persons will monitor activities in their own fields. The
accounting checking activities in the finance department, the
Marketing manager, in the marketing department and so on.
3.5.5 Control should be directed to strategic points. The strategic

points are those very sensitive areas. If results are not achieved
in those areas it would be very harmful to the organization.
3.5.6 Control should be economically realistic. This means that the

cost of implementing the control system must be less than the
benefits derived from the system.
3.5.7 Control should be flexible. This is important because of changes.

Flexible control can adjust for uncertainties..
3.5.8 Control system should indicate and lead to corrective action.

Simply uncovering and measuring deviation are not enough.
Control system should point out correcting action immediately.
3.5.9 Control must be simple but difficult to manipulate.
3.5.10 Controls must be acceptable to all members of the organization.
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3.6 Signs Showing that Control are inadequate or ineffective
There are outward signs which indicate that controls are inadequate and
ineffective. Management should be aware of them.
These are the following:
3.6.1 Late correction
When problems, unfavorable deviation or shortfalls are discovered too

late with the result that to correct them is medicine after death.
3.6.2 Taking unnecessary corrective action:
When the manager finds himself taking corrective action which could
have been avoided.
3.6.3 Unnecessary Excuses
When subordinates are frequently explaining, giving excuses and

apologizing for their actions on decisions.
3.6.4 When too much time is focuses on control instead of the results
to be obtained.
3.6.5 Trying to circulate control
When subordinate direct the efforts and energies toward circulating

control, i.e. trying to make control not to work in as indication that the
control is not effective.
3.6.6 Always checking subordinates work
When the manager always mend a great deal of time checking and
monitoring the work of the subordinates.
Look around you. It can be your home, you office or any organization
or associations like clubs. See if you can notice any or some of the sign
that control is inadequate or ineffective. Advise the manager or
whoever is in charge accordingly.
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4.0 CONCLUSION
We have treated two functions of management in this unit. We discussed

co-coordinating, by defining it and explaining it as well. We looked at
the elements of coordination, which are the tasks or the work to be done
and the time and co-ordination is facilitated by communicating. We
talked about firms of co-ordaining which is voluntary and directed co-
ordination. Thereafter, we moved to controlling. We gave a definition
of controlling and the requirements for effective control. Finally, we
pointed out the symptoms of ineffective or inadequate control system.
5.0 SUMMARY
We have discussed two functions of management. These are co-

coordinating and controlling. We looked at their definitions and how we
can apply them in places of work. We shall take the last management
function which concerns directing and leading. And that will be the last
unit for this course.
1. Define control
2. List five requirements for an effective control.
7.0 REFERENCES AND FURTHER READING

Co-operative College, Ibadan.
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BHM 103 MODULE 4
UNIT 2 DIRECTING AND LEADING
CONTENTS
1.0 Introduction
2.0 Objectives
3.0 Main Content
3.1 Definition of Communication
3.2 Importance of Communication
3.3 Leadership
3.4 Ingredients of Leadership
3.5 Qualities of a good Leader
3.6 Techniques of Human Relations
4.0 Conclusion
5.0 Summary
1.0 INTRODUCTION
Directing and leading is the last management function we are going to

consider in this course. And this unit is the last one too for this course.
Last unit, we discussed controlling and co-ordinating. We saw their
useful and their nature and they form part of the management process.
Remember what we said in the beginning when we started looking at the
management functions. We pointed out these functions are not to be
considered as if they are separate and airtight. They are connected with
one another, they work as a system.
As a result, if any one of them is not properly applied the whole process
of manager will suffer. All the functions are important and should be
performed diligently. Directing and leading is the inter-personal
relations of mangers and their subordinates.
It concerns those interactions that managers need to have with their

subordinates. You distance yourself from your subordinates.
Subordinates must be given guidance through good communication and
by ability to lead. This is because dealing with subordinates involves
complex patterns of behaviours which must be analyzed and understood.
That is why superior offices must understand themselves thoroughly
well. They must also understand their subordinates very well and work
out appropriate motivation packages depending on the circumstance that
will make the employees to work. Some of all these issues can not be
treated in detail in this course. We are going to carry them over to the
next one. Principles and theories of leadership and motivation will be
corrected in our next course together with other important principles that
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we could not address sufficiently in this course. Presently, we are going

to look at three keys areas and all of them introductory in scope. We
shall be discussing shortly the communication principles, leadership and
motivation. Under leadership we shall examine the qualities of a good
leader, while in motivation; we shall be highlighting the techniques on
human relations.
2.0 OBJECTIVES
• define communication
• list the importance of communication in organization
• explain what is leadership
• the ingredients of leadership in organizations
• qualities of a good leadership
• techniques of good human relations.
3.0 MAIN CONTENT
3.1 Definition of Communication
Communication is the process of transferring information from a sender

to a receiver with the information being understood by the receiver. The
key areas here in this definition concern the sender pf the
communication, the transmission of the message and the receiver of the
message. But we have to note that there can be noise. Noise is any
thing that interferes with good communication. We should note the
need for feedback because that is what facilitates communication. We
shall be examining of all and more including electronic media in
communication in our second course in management which comes up in
the second semester.
We just discussed what communication is. And we saw that messages

must be sent by the sender to the receiver. This means, there must be
channels through which messages can be sent. Can you identify such
channels?
3.2 Importance of Communication
Communication plays key roles in every organization. The importance

of communication can be seen from the following:
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BHM 103 MODULE 4
3.2.1 Communication is the means by which people are linked together

in an organization. We have already stressed this point when we
were treating co-ordinating. Can you still recollect what we said
there?
3.2.2 Arising from the first point we have just said, communication
enables people to achieve organization’s objectives. Without
communication, you are helpless and may know what to do.
You may not know even the objectives of the organization and
how to go about achieving them
3.2.3 Communication makes it possible for changes to happen through

the formulation and execution of plans. As a result, planning is
impossible without communication.
3.2.4 Through communication, it is possible to organize human and

material resources in the most effective and efficient manner.
3.2.5 Communication makes it possible to select, develop, appraise

members of staff in an organization.
3.2.6 It is through communication that the manager can be able to lead,

direct, motivate and create a climate in which people will want to
contribute.
3.2.7 To control performance so that the objectives which have already

been set is impossible without good communication system.
3.3 Leadership
The managerial function of leading is simply the process of influencing

people so that they will contribute to the goals of the organization. To
lead is to influence, to guide and to motivate. We will be discussing
more on the principles and theories of leadership again in our next
course. The leader encourages people to develop not only willingness to
work but also willingness to work with zeal and confidence. Zeal is
order, earnestness and intensity in the execution of work; confidence
reflects experience and technical ability. A leader ensures the
development of all these and more. He does not stand behind a group
simply to push and produce. He stands at the forefront before the group
as he facilitates progress and inspires the group to accomplish goals.
226
You have just seen the definition and nature of leadership. Look around
your immediate community; can you see individuals whom you can call
leader?
What about your state and Nigeria? Can you name them? What are the
reasons for picking them as leaders?
3.4 Ingredients of Leadership
3.4.1 Leaders look at the future and create mental pictures of which
they want to be happy. People perish for lack of vision. But
leaders envisage the future and make things to happen. They are
not satisfied with the status quo; they always seek for
improvement.
3.4.2 Leaders instill values wherever they are. These values can be
good quality of the goods and services they are making, values
for honesty, concern for employees, and concern for customers.
3.4.3 Leaders have the power which they use effectively and in a most
responsible manner.
3.4.4 They have the ability to know that human beings have different
needs at different times. They try to satisfy these needs.
3.4.5 They always a source of inspiration to others. Even when they

are not around the work goes on.
3.4.6 They have the ability to act in a manner that will develop a
climate conducive to mental and physical efforts which are
satisfying to both the employees, customers and organization.
3.5 Qualities of a good Leader
From all what we have said in 3-4, you can summarize what can be
regarded as the qualities which a good leader has. These are in the
following ways:
3.5.1 A leader must posses’ energy. A lazy and weak person can not
be a meaningful leader. The energy is not only physical energy
but also mental energy as well as spiritual energy too.
3.5.2 Emotional Stability: This is important because it enables the

leader to act with self confidence. He avoids anger, resentment,
227
BHM 103 MODULE 4
fear and other negative emotions and reactions. All this is

necessary so that he can be able to lead the subordinates with
understanding.
3.5.3 The leader has a good knowledge of human relations. Human

relations demand a good understanding of human behaviours and
construction reactions to these behaviours.
3.5.4 Empathy. The leader has to put him in the position of the
subordinates. He must not take decision solely at his own level.
He must assess the impact of an intending decision on his
followers. He has to look at things objectively from the
subordinate’s point of view.
3.5.5 Personal motivation. The leader wants to start something new.

He has initiative. He has ideas which he wants to put into
practice. The enthusiasm is there and is always a self starter.
3.5.6 Communication skill which is the ability to write and talk

forcefully. The leader message is always clear and to the point.
He uses other forms of non verbal communication such as smiles,
gesticulations among others to convey his message to the
audience.
3.5.7 Teaching and loading ability which enables the leader to develop
and inspire his subordinates.
3.5.8 Social skill: This enables the leader to understand people and
know their strengths and weaknesses. All these make him to be
friendly and approachable.
3.5.9 Technical skill which provides him with an effective knowledge

and insights of the work operations under his guidance and so
previsions.
3.6 Techniques of Human Relations
A good leader in exercise of his qualities ensures good human relations.

He knows that not much can be accomplished on individual basis but in
groups, a lot can be done. He makes th3 employees to work
purposefully as a team through adequate motivation. The techniques
commonly employed for this purpose are following:
3.6.1 Friendliness and approval: The leader has to be friendly with

those working with his as well as outsiders. The depth of
friendship should be well rooted on sincerely the desire to get
228
along with every one. The subordinates expect this because they
depend on the leader/manager for a lot of things. They want to be
accepted. They also want approval from their leader over
constructive behaviours. Mistakes should be corrected with
understanding and good performance rewarded adequately. The
subordinates want to know that the boss values him and approves
of him.
3.6.2 Consistency and Fairness: Inconsistent behaviour by a leader or

manager can be a source of anxiety and imitation. If it goes on,
the subordinates might get totally frustrated with the entire job.
This is why consistent behaviour from the leader makes the
subordinates to develop confidence since they know what the
leader wants and how they can respond to his demands.
3.6.3 Support subordinates: Support can come in a variety of forms

such as seeking for their promotions, assisting when any of them
alls sick, settling disputes among so as to maintain peace and
harmony.
3.6.4 Use of Participation: This is used primarily as a tool for better

decision. That is why both the manager and subordinates should
always come together and decide on what to do. The subordinates
will be committed to such decisions because they contributed to
their making.
3.6.5 Closeness of Supervision: Once assignment has been defined and

the time to accomplish it has agreed, subordinates should be left
alone to perform. The leader only needs to monitor progress
through reports. However, if the work is sensitive and /or difficult
and as a result, the subordinate call for closer supervision, it can
be extended to him.
3.6.6 Settlement of Grievances: Conflicts and grievances are bound to

occupy in a group. This is because members of a group have
difficult background and conflicting interests. But whenever
conflicts and /or grievances arise, whether a major or minor one,
the leader should quickly intervene and reconcile the parties
involved.
3.6.7 Two-way Communication: There should always be a two-way

communication. While the leader sends out messages, he must
listen for the feedback. Similarly, at certain circumstances, the
subordinates can initiate communication. In this instance, they
are the senders of messages while the leader is the receiver.
229
BHM 103 MODULE 4
4.0 CONCLUSION
We have discussed the last management function which is on directing

and leading. The function involves inter personal relations between the
manager and the subordinates which are achieve through
communication. Communication can be oral or written or a combination
of the two. It must be clear and direct to the point. We discussed too
leadership in terms of its meaning, the ingredients of good leadership as
well as the qualities for good human relation which the leader/manager
should always apply.
5.0 SUMMARY
Directing and leading is the last function of management we are going to

consider. We have discussed forecasting, planning organizing, co-
ordinating, controlling, staffing and directing and leading. Some of the
features of these functions will be further examined and covered in
greater detail in our next house.
What is Communication?
Why is Communication important in an organization?
Akanni J.A (1987): management, Concepts, Techniques and Cases.

Taa Printing & Publishing Company, Ibadan.
Ebun, F.C (1998): Revision Notes on business Management. Federal

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BHM 103 INTRODUCTION TO MANAGEMENT

NATIONAL OPEN UNIVERSITY OF NIGERIA

SCHOOL OF BUSINESS AND HUMAN RESOURCE MANAGEMENT

COURSE CODE: BHM103

COURSE TITLE: Introduction to Management

Course Code BHM103

Course Title Introduction to Management

Course Developer & Writer Fred Ebunu

Programme Leader Dr. G. O Falade

Course Coordinator Martha U. Nkom

NATIONAL OPEN UNIVERSITY OF NIGERIA

National Open University of Nigeria

First Printed 2006

All Rights Reserved

Unit 1 Definition, Nature and Purpose of

Unit 1 Delegati0n of Authority and Centralization

Module 4 ………………………………………………. 107

Unit 1 Co-coordinating and Controlling…………… 107

Unit 1 Definition, Nature and Purpose of Management

UNIT 1 DEFINITION, NATURE AND PURPOSE OF

This is our first unit concerning Management which is one of the

In this unit, we shall be looking at some definitions of management. Let

with the task of managing a cooperative should be concerned on how the

By the end of this unit, you should be able to:

• Define the word "Management"

3.0 MAIN CONTENT

3.1 Definition of Management: Its nature and purpose

Before we give the definition of management, it is well to point out that

Management is a word used by different people with varying meanings.

The word management can also be used to separate a special class of

In trying to give a precise definition of management, it is always faced

such expenditure and revenue. The marketing manager sees

Weihrich and Koontz say that management as a process is designing and

(b) Management applies to any kind of organization. This is another

(c) Management is important to any level in an organization. In other

They need to understand it and appreciate it so that they can have

(e) Managing is concerned with productivity. This demands creating

the total cost. The manager, therefore, always look at the

2nd Definition of Management

A second definition of management is necessary at this stage so as to

(a) The manager is different from other employees. The definition

(b) Management permeates the entire organization. The definition

In this unit, we have looked at two definitions of management. The first

of an organization. The purpose of management is to create surplus

We have discussed the definitions of management. This has enabled us

6.0 TUTOR-MARKED ASSIGNMENT

1. How do you define management?

7.0 REFERENCES/FURTHER READINGS

Weihrich, H and Koontz, H (1993): Management, A Global Perspective.

UNIT 2 VALUES OF MANAGEMENT: IS

We are going to consider in this unit the values of management. Also to

But knowing the nature and purpose of management is not enough. In

By the end of this unit, you should be able to:

• State the values of management

3.0 MAIN CONTENT

3.1 Values of Management

Management has values. A value is the importance we attach to

3.1.1 To keep pace with the environment

To keep pace with the environment is one of the values of management.

Every economic activity must be directed towards ensuring that the