MANAGEMENT AND ADMINISTRATION IN A SMALL AND MEDIUM SCALE ENTERPRISE
Often people tend to use these words inter changeable the
dictionary defined administration as to govern or rule an organisation
and the likes while management means directing or arrangement to do
something tasted. Administration recurring question is the distinction
between the considerable overlap in usage. We will use this term
interchanges and tiny to tend towards the use of the business
organisation philanthropic institution or government bureaus. On this
basis management is a most pervasive activity. Management challenges
differ from organisation to organisation and industry to industry.
But there are some basic feature that are common to organisation
and industries especially small and medium scale organisation which we
are considering more often their not people expect more than the best
from new small and medium scale industries. There is this view idea that
all the differences of older similar organisation should not be seen
in the view ones forgetting that never one apart from competitive
environment among other things.
2.3 MANAGEMENT PROFILE IN A SMALL AND MEDIUM SCALE ENTERPRISES
As part of an organisation
inherently, means being interconnected with many people. The said truth
is that not every one with view problem as you do, not every one will
tent to do what you believe they should and may indeed overtly oppose
you. Even direct subordinates may resist your orders when they are
concerned you are wrong or work will appear to comply while subtly
dragging their hand.
Sometimes those who refuse to cooperate actually have valuable
knowledge or abilities thy may even be indispensable to ones success.
Managing people is not only about giving their compliance but also about
learning room and accommodating them when appropriate.
Collins and Devanna (1990:2o pg)says “A preliminary is to
differentiate focus within the behavior personality and everything else.
That is forces in the situation surrounding the person. Most American
are psychologically oriented so the natural tendency is to resort to
explanation of behaivour that are within the person. “The need to be in
control”. She is a perfectionist and they are bunch of materials,
even when such observation may be correct in some way they are usually
incomplete therefore misleading and not easily amendable to management
While it is important to understand something about forces inside
people usually more leverage result from special attention to
diagnosing the external forces.
If an employed manager critises every action, the lowers possible
wages and fellow workers refuse to take to anyone who produce out high
rate will be helped every little by “stupid” although this could be
true a valid conclusion is unlike when so many organisations condition
are stacked against conscientious performance. The individual
personality and internal motivation do come into but seldom are
sufficient observed behavior. Indeed an important is working assumption
is that one significant behavior has multiple courses which reinforce
each other. In that sense most behavior is over determined with several
courses. If you sent the courses, out them you will be in the best
position to determine where to intervene and the likely consequence of
that intervention will be the go further in talk about race in an
organisation. “Roles are position in an organisation defined by a set
of expectation about behaviour of an incumbent organisation roles have
attached to them required of task and responsibilities (often but not
always spelt out in a job description).
The formal roles tells, it occupant what activities are expected
and often what result are desired since salaries are part in return for
performance of the role, roles have a powerful effect on behaviour.
Role can also involve information creating expectation that are not
officially but that strongly influence behaviour. Both formal and
informal roles can have requirements about both task and interaction
the role tells the person who hold it what tasks to carry out also with
whom to interact in carrying these tasks. Through the requirement of
the role may never be written they will be conveyed to the occupant or
more or less enforced in any event they strongly influence behaviour.
The example is that “Shehu is a quality control manager in a
large plant, he is responsible for seeing that the products leaving the
plant are produced to customers. Specification within certain
tolerance. His job requires that he applied statistical sampling
techniques and high standard, to ensure that work at every stage of
manufacturer is done appropriately. His colleagues out the plant have
divergent role. They want to manufacture quickly within minimal work
and shop everything that has been completed. Shehu feels obligated by
their role to be critical and suspicious, if he were not, substandard
part might be shop by his people.
Shehu’s colleagues the managers of manufacturing engineering and
sales, consider him as royal pain since his stance as meeting is
perpetually negative even on subjects that is not related to quality
control be usually focuses on limitation weakness dangers.