Management Strategies for Enhancing Productivity in the Public Sector: A Case Study of Nigeria Immigration
Chapter One
OBJECTIVE OF THE STUDY
The objectives of the study are;
- To ascertain the managing strategy for improving productivity in Nigeria’s Immigration
- To ascertain the relationship between management strategies and productivity in Nigeria immigration
- To ascertain the processes of managing strategic change in the public sector
CHAPTER TWO
REVIEW OF RELATED LITERATURE
Differences in Strategic Management Between Public and Private Sectors
Policy Ambiguity
The general management functions of government are, as previously noted, constitutionally spread out (and separated) among and across federal, state, and local executive branches, more than one legislative body, and a variety of judiciaries. The purpose, Allison (1983) argues, is not to promote efficiency, but to prevent the arbitrary exercise of power. This separation of functional responsibility frequently contributes to vagueness and/or ambiguity in policy and objectives which must be strategically managed. Warwick (1975) argues that unlike the private firm, which more typically has entrepreneurial roots, public organizations are always created by some higher, controlling body. This body is composed of multiple and competing interests. Once created, the organization is largely dependent on that body for the definition of its objectives and the provision of its resources. One consequence, as Nutt (1979) points out, is that the individuals who comprise the higher controlling group frequently operate from agendas that are designed to benefit their own constituents, but not necessarily those of others in the controlling group. The competition among group members leads to negotiated compromises that are purposely vague The vagueness permits group members to go back to their constituents and declare “victory,” pointing to provisions of the legislation that appear to favor the claims of their constituents. Baumer (1978) provides yet another explanation for the public sector’s lack of policy clarity: the need to create coalitions with multiple and often competing objectives in order to gain passage of legislation. The drive for enactment frequently obscures the issue of whether the multiple goals are compatible with one another. Thus, in the case of efforts to deregulate natural gas prices, significant specific exemptions from overall deregulation may be accorded a single state and its industries in order to obtain the support of a key member of the Senate. Clear, unambiguous articulation of strategy by public agencies can produce at least two counterproductive consequences. First, clearly articulated strategy may serve as a rallying device for mobilizing political opposition. Second, a clear policy directive may, as Mintzberg concluded from his analysis of strategy formulation during the Vietnam War period of 1965 to 1968, permit the “bureaucracy to run like an elephant” (1978, p. 947). Thus, clear and precise policy statements may lead public executives to believe there is less need for judgments of nuance, less need to exercise caution and discretion. This tendency may be of concern to all decision makers, but it can be particularly troublesome for public executives, given the autonomy of employees in Civil Service systems and the sensitive societal mission of most public organizations. Ambiguity in strategy, characteristic of many public organizations, therefore, may be an asset. In contrast, private sector organizations generally operate within the framework of a limited number of relatively stable goals such as growth, profitability, or market share. And as Peters and Waterman (1982) note, the top managements of more effective organizations appear to focus their attention on a limited set of clearly defined objectives. As a consequence of fundamental structural differences between the sectors, and as a result of attempts to resolve competing demands from the multiple constituencies of public sector organizations, the following proposition describes an important distinction between public and private sector strategic management processes.
CHAPTER THREE
RESEARCH METHODOLOGY
Research design
The researcher used descriptive research survey design in building up this project work the choice of this research design was considered appropriate because of its advantages of identifying attributes of a large population from a group of individuals. The design was suitable for the study as the study sought to management strategies in improving productivity in the public sector
Sources of data collection
Data were collected from two main sources namely:
(i)Primary source and
(ii)Secondary source
Primary source:
These are materials of statistical investigation which were collected by the research for a particular purpose. They can be obtained through a survey, observation questionnaire or as experiment; the researcher has adopted the questionnaire method for this study.
Secondary source:
These are data from textbook Journal handset etc. they arise as byproducts of the same other purposes. Example administration, various other unpublished works and write ups were also used.
Population of the study
Population of a study is a group of persons or aggregate items, things the researcher is interested in getting information on management strategies in improving productivity in the public sector. 200 staff of Nigeria Immigration sokoto was selected randomly by the researcher as the population of the study.
CHAPTER FOUR
PRESENTATION ANALYSIS INTERPRETATION OF DATA
Introduction
Efforts will be made at this stage to present, analyze and interpret the data collected during the field survey. This presentation will be based on the responses from the completed questionnaires. The result of this exercise will be summarized in tabular forms for easy references and analysis. It will also show answers to questions relating to the research questions for this research study. The researcher employed simple percentage in the analysis.
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATION
Introduction
It is important to ascertain that the objective of this study was to ascertain management strategies in improving productivity in the public sector. In the preceding chapter, the relevant data collected for this study were presented, critically analyzed and appropriate interpretation given. In this chapter, certain recommendations made which in the opinion of the researcher will be of benefits in addressing the challenges of management strategies in improving productivity in the public sector
Summary
This study was on management strategies in improving productivity in the public sector. Three objectives were raised which included: To ascertain the managing strategy in improving productivity in Nigeria Immigration, to ascertain the relationship between management strategies and productivity in Nigeria immigration, to ascertain the processes of managing strategic change in public sector. In line with these objectives, two research hypotheses were formulated and two null hypotheses were posited. The total population for the study is 200 staff of Nigeria immigration in Sokoto state. The researcher used questionnaires as the instrument for the data collection. Descriptive Survey research design was adopted for this study. A total of 133 respondents made inspectors, superintendents, senior officers and junior officers were used for the study. The data collected were presented in tables and analyzed using simple percentages and frequencies
Conclusion
Although the propositions presented are intended to reflect some of the unique aspects of strategic management in public organizations, they also may have application for strategic management in some private sector contexts. For example. Snow and Hrebiniak (1980) were surprised to find a significant amount of self-reported reactor behavior, implied as pathological by Miles and Snow (1978), among organizations in regulated industries. Such behavior, however, may be appropriate in dealing with the constraints associated with a regulatory context. Similarly, Miles’ (1982) analysis of the tobacco industry indicates that the differing contexts of domain creation, domain defense, and domain offense give rise to distinctive sets of constraints, each of which appears to call for its own approach to strategic management
Recommendation
They should allow Human resources play crucial role in the public sector organizations
Efficiency of public sector especially needs capable and skilled manpower
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