LAWRENCE EDET NSA - St Clements University

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Ownership Ownership of an organization presupposes that the owner will determine the goals and mode of conduct of businesses or activities. RTOs in Nigeria are public sector owned, that is, they are owned by governments. The public sector is a broad term covering a range of organizations in both manufacturing and service sectors. Public sectors share common problems such as the extent of state control over management decisions, levels of government spending and conflict of goals. The following features capture the nature of public sector organizations: � Concerned with providing a service for the well being of the community rather than just of a commercial nature; � The scale, variety and complexity of their operations, � The difficulties in measuring standards of performance or services provided compared with profitability; � The demand for uniformity of treatment and public accountability for their operations; 30
� Tendency towards more rigid personnel policies such as specific limitations on levels of authority and responsibility, etc. These features often combine to result in increased bureaucracy in public sector organizations. Weber (1964) viewed organizational development as constituting the development of bureaucracy enshrined in the belief of authority within organizations, the methods and principles of control and basis of decision – making and planning. It is believed that public sector organizations are often influenced by the ownership structure controlled by government and therefore influences the manner of conduct of business. Mandate or rules are laid down by government, which must be strictly obeyed. This situation creates rigidity among the organizations and does not give room for change. Dunkerly (2001) noted that bureaucratic intransigence and red tape often appear as unnecessary problems and yet they frequently occur and are rarely overcome in an organization. Over time, bureaucratic structures result in bureaucratic dis- functioning, which arise from attempts by management to increase control in the organization. This might occur from 31
Page 1 and 2: AN ANALYSIS OF THE MANAGEMENT OF RE
Page 3 and 4: AUGUST, 2003 DECLARATION I hereby d
Page 5 and 6: DEDICATION I dedicate this research
Page 7 and 8: LAWRENCE EDET NSA ABSTRACT This stu
Page 9 and 10: Chapter Two: Literature Review 20 2
Page 11 and 12: Bibliography 241 Appendices 249 LIS
Page 13 and 14: LIST OF FIGURES xiii Page 4.1 Distr
Page 15 and 16: LIST OF BOXES xv Page 1. Governance
Page 17 and 18: CHAPTER ONE INTRODUCTION 1.1 BACKGR
Page 19 and 20: Realizing the limitations of the NC
Page 21 and 22: specific areas that include, the ne
Page 23 and 24: 1.2 STATEMENT OF THE RESEARCH PROBL
Page 25 and 26: The essence of this study is to ass
Page 27 and 28: practices are most successful in me
Page 29 and 30: problems to an R & D mission. It wi
Page 31 and 32: 1.5 STATEMENT OF HYPOTHESIS For the
Page 33 and 34: an RTO into major process areas was
Page 35 and 36: REFERENCE Aluko-Olokun, I. The Way
Page 37 and 38: forestry resources as well as solid
Page 39 and 40: It is therefore, not the problem of
Page 41 and 42: are equally believed to contribute
Page 43 and 44: * Funding Structure - programmes an
Page 45: � Balancing efficiency, effective
Page 49 and 50: cultures are typified by a set of s
Page 51 and 52: Organizational effectiveness leads
Page 53 and 54: For many organizations, the “old
Page 55 and 56: goals, objectives, strategies and p
Page 57 and 58: 2002). Organizational culture plays
Page 59 and 60: local raw materials as input to man
Page 61 and 62: industrial development and were ful
Page 63 and 64: force in research is accountability
Page 65 and 66: This historical review of the inabi
Page 67 and 68: and not to the users of their R & D
Page 69 and 70: linkages should be forged between r
Page 71 and 72: capacity and relies almost entirely
Page 73 and 74: In discussing these critical areas,
Page 75 and 76: RTOs were based. While the system r
Page 77 and 78: Consequently, management of researc
Page 79 and 80: This implies that in future, partne
Page 81 and 82: society (WAITRO, 1999). Hence, the
Page 83 and 84: of their group and meet their highe
Page 85 and 86: Bozeman and Rogers (2002) in their
Page 87 and 88: and preference functions. Evaluatin
Page 89 and 90: conditions is desirable. This will
Page 91 and 92: governments establish a market-orie
Page 93 and 94: Capability Building and Project Man
Page 95 and 96: other scientists and their willingn
Page 97 and 98:
organization, a data base system is
Page 99 and 100:
exploit new technologies and busine
Page 101 and 102:
In addition to the use of the above
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the same field within the same set
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process; funding structure; linking
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9. Basant, R. and P, Chandra. “Bu
Page 109 and 110:
27. Kumar, U. and U. Kumar “Incub
Page 111 and 112:
43. Rush, H, M, Hobday., J, Bessant
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contribution to the growth of Niger
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work for the organization and the c
Page 117 and 118:
The essence of the open-ended quest
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� Respondents were also asked to
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and effects of activities embarked
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Quantitative descriptive analysis w
Page 125 and 126:
Apart from the assessment of manage
Page 127 and 128:
TABLE 4.1 LIST OF MAJOR RESEARCH AN
Page 129 and 130:
15. 16. 17. 18. 19. 20. 21. Cocoa R
Page 131 and 132:
The analysis and distribution patte
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Ownership Govt. Private 4.2 MANAGEM
Page 135 and 136:
It was obvious from this analysis t
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Type of Autonomy On the level of au
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When asked of the prospects to chan
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Model A: GOVERNANCE Box 1 The Proce
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� The mandate, mission and vision
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Level of funding S/N Level of Finan
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controls. The majority of responden
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The respondents were asked whether
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Model of management practices as it
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4.5 CLIENT BUSINESS DEVELOPMENT Res
Page 155 and 156:
explained that they do encourage gr
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development. (Table 4.11 and Figure
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Focal Point activities C. Revenue G
Page 161 and 162:
delegation of responsibilities is t
Page 163 and 164:
In view of the increasing need for
Page 165 and 166:
Risk taking (Change) Threats (SWOT)
Page 167 and 168:
Opportunities that are available to
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S/No Performance Rating 1 2 3 4 5 V
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aising programmes. Prospective info
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identified when users indicated tha
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and field of specialization determi
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The responses to this question were
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Managers should be given the author
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Lack of technicians Managerial skil
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Obstacles to R&D Poor Funding Lack
Page 185 and 186:
Furthermore, the recruitment system
Page 187 and 188:
To appreciate these obvious issues,
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Communication on R&D Scientists in
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programmes that can help them meet
Page 193 and 194:
5.1 INTRODUCTION CHAPTER FIVE DISCU
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LIMITED NETWORK - Collaborators - P
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Also, network from the responses it
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objectives (Ohaba, 2001: 195-6). Oh
Page 201 and 202:
accorded to senior management staff
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globally for successful performance
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traditional R&D management approach
Page 207 and 208:
Testing of Hypothesis on Funding of
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Decision Rule We reject Ho at = 0.0
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this study which indicate limited i
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practice whereby the supervising Mi
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improved and quality services have
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nc Using the eqn. X 2 = (Observed-E
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of fund outside government and info
Page 221 and 222:
� Leaders of organizations should
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� Acceptance - the extent to whic
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time frame and budget. Apart from t
Page 227 and 228:
The quality of R&D of RTOs, which t
Page 229 and 230:
Response Agric S & T RTOs Total Yes
Page 231 and 232:
Recruitment however, should be a co
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potential client industry and the R
Page 235 and 236:
7. Chiang, J. S. “From Industry T
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CHAPTER SIX SUMMARY OF FINDINGS, CO
Page 239 and 240:
5. The current structure of RTOs li
Page 241 and 242:
11. Performance information which i
Page 243 and 244:
15. It was established from this st
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significant increase in their earni
Page 247 and 248:
These outputs cannot be easily asso
Page 249 and 250:
Based on the answers to these quest
Page 251 and 252:
Lack of satisfactory working condit
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of government. Government should pu
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environments that stress short-term
Page 257 and 258:
BIBLIOGRAPHY Ackerman, R. G. “Wal
Page 259 and 260:
Boyett, J. and Jimmie Boyett The Gu
Page 261 and 262:
Herrera, A. Social Determinants of
Page 263 and 264:
Pack, H. and L. E. Westphal. “Ind
Page 265 and 266:
Appendix 1 QUESTIONNAIRE This Quest
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2.2 GOVERNMENT SUPPORT: Does govern
Page 269 and 270:
and successes, including your failu
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Information Across the management C
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6.0 PROJECT MANAGEMENT 6.1 PROJECT
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6.9 What were your sources of resea
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8.7 STAFF EVALUATION: How often do
Page 279 and 280:
Appendix 2 RESEARCH AND DEVELOPMENT
Page 281:
9. Federal School of Wildlife Manag
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LAWRENCE EDET NSA - St Clements University

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