University of Nigeria Research Publications

NZEPUOME, Hyacinth Chijioke

Aut

hor

PG/MBA/00/31018

Title

The Role of Effective Management in Insurance Industry

Facu

lty

Business Administration

Dep

artm

ent

Management

Dat

e

May, 2003

Sign

atur

e

THE ROLE OF EFFECTIVE MANAGEMENT IN INSURANCE INDUSTRY

A STUDY OF NICON INSUMNCE PLC

NZEPUOME HYACINTH CHIJIOKE

PG/MBA/00/31018

DEPARTMENT OF MANAGEMENT FACULTY OF BUSINESS ADMINIST%ATION

UNIVERSITY OF NIGERIA ENUGU CAMPUS

MAY, 2003.

TITLE PAGE

The Role of Effective Management in Insurance Industry.

A study of NICON Insurance Plc.

CERTIFICATION

This is to certifjr that this research project was undertaken by NZEPUOME

HYACINTH CHIJIOKE with REG. NO. PG/MBA/00/3 10 18 of school of

Post-Graduate Studies, Department of Management, Faculty of Business

Administration. University of Nigeria Enugu Campus.

T - .. -

C.0. CMUKWU HEAD OF DEPARTMENT

DEDICATION

This Research work is dedicated to my dear parents, Mr & Mrs H. A.

Nzepuome for their untiring financial and moral support to me through-

out my academic pursuit.

ACKNOWLEDGMENT

I am sincerely grateful to the numerous persons who have made

invaluable contributions towards the successfd completion of this re-

search work.

I must express my profound gratitude to my project supervisor Prof. E.

U. L. IMAGA who inspire of his lousy periods scarified to me to read

through the work and offered useful advise and corrections.

My gratitude also goes to the management and staff of NICON

Insurance PIC for their co-operation in suppling data for the research.

My sincere appreciation also goes to all the Lecturers in the Faculty of

Business Administration especially those in management department.

My special thanks goes to my parents Mr. & Mrs. H.A. Nzepuome and

my brothers for their Love, understanding and patience which saw me

through this turtions journey.

Finally my special thanks goes to all my fiiends and colleagues in MBA

Class to them I say God's blessing.

ABSTMCT

This research project theme is on the role of effective Management in

Insurance Industry. A Study of NICON Insurance Plc. The management

of the company represents the administrative machinery of the company

in achieving the efficient implementation of company's policies and

programmes.

Unfortunately, these government companies organizations has over the

years been criticized for being responsible for the inefficient implemen-

tation of the company's good intention. The idea thus implies that the

admininstrative organisation responsible for its implementation is ineffi-

cient.

This research study in effect takes a critical analysis on militating factors

that affect the performance level of this company and attempts some few

suggestions which the researcher belives will improve their productivity.

From the definitions of management, it is quite evident that at times the

emphasis on management is people, at other times it is the goals to be

attained as well as the resources for attaining them. Yet at other times,

the h c t i o n s are emphasized in which case ~nanagement will essentially

be concerned .with the use of available resources to attain a predeter-

mined goal which therefore necessitates performing certain functions.

The arbitraries of management and unwitty pianlessness compounding

the managerial incompetence of government owned enterprises have

consequently led to the high mortality rate of government owned

companies. Here lies the precarious state in which NICON Insurance

Plc. has found itself. From the analysis of the data collected, it was

seen that this company is inefficient in its performance and in view of

this, somc recommendations were made to help alleviate these problems.

vii.

TABLE OF CONTENTS

1.4 SIGNIFICANCE OF THE STUDY------------------- 5

1.6 SCOPE, LIMITATIONS AND DELIMITATIONS OF THE STUDY .......................... - ...................... 8

CHAPTER TWO

2.0 REVIEW OF RELATED LITERATURE------------- 14

CJMPTER- THREE

3.1 RE-STATEMENT OF THE PROBLEM--------------- 40

3.3 RESEARCH DESIGN AND METI-IODOLOGY----- 4 1

3.4 SETTING AND SELECTION OF SUBJECTS------ 42

3.7 DATA ANAZYSlS AND PROCEDURE ------------- 52

CHAPTER FOUR

4.1 PRESENTATION, ANALSIS AND INTERPRETATION

OF THE FINDINGS -------------- 54

CHAPTER ONE

INTRODUCTION

The management attitude of managers with public enter-

prises have left much to be desired. One at times starts

questioning the rationale behind operating and maintaining

these public enterprises, by both the State and Federal

Government. Since their poor general performance has

continued to feature in every day's discussions.

There is now an established saying that 'ALL government

establishment are dumping grounds for lazy managers

who do nbt fit into any other moving establishments'.

This saying points to the fact that managers with these

establishments are now generally marked by their atti-

tudes to management.

a close look at most of the managers in employment with

the public liability companies reveals that these individu-

als either engage in some other part-time jobs or operate

one business unit or the other.

This situztion brings about loyalty whereby the con-

cerned public enterprises stands the risk of receiving

less than ful! attention of these managers not minding

k l ly employment contract existing with the enterprise.

one is no longer taking about the increasing rate of

absenteeism and tardiness in those public enterprises.

Some of these managers have developed the attitude

of coming late or staying away for some few days

from work without cogent reasons.

These managers behaviours were responsible for the past

general poor performance of these public enterprises and

more especially the NICON (National Insurance Corpora-

tion of Nigeria) Plc. which has many zonal offices headed

by different zonal Managers. Since they militated against

the company's aspirations to achieve its goals and objec-

tives.

In an attempt to better this class of managers, the Federal

government should provide the need for management

programmes because the board of management were

mainly composed of party loyalists and not chosen on

qualification and for effective management, qualified

managers were needed to actively understand the prob-

lems of the organisation. This will not only increase the

effectiveness of organisation, but also increase the esteem

and morale of the workers.

since NICON Insurance Plc. is insuring people's lives and

properties and is also the insurance company owned by

the federal government, the Nigeria's present watch to-

wards efficient and effective operation on this industry

should only become a realizable venture if this public

enterprise is found performing to the required standard.

Hence, there is the need to study the role of effective

management in insurance e industry: NICON Insurance

Plc. which is one of the known insurance industries.

1.2 STATEMENT OF THE PROBLEM

National Insurance Corporation of Nigeria (NICON) In-

surance Plc. has been experiencing a lot of problems in

the management of the company. Excessive government

interference has led to the company being inefficient.

Over the years numerous studies have been conducted

which have investigated the condition of the role of

managemect in the progress of public enterprises. The

company has been experiencing poor implementation of

policies.

The company being a venture of the federal government

has been experiencing problems in terms of controls and

appointments. If you look from this view, you will think

that NICON- is owned by Northerners.

Most of the machines in the company, like typewriters,

photocopying machines, computer, and so on have been

out of use. Some require spare parts and repairing while

others needed outright replacement.

Observations of workers at work showed lack of co-

ordination among different departments. Each has its own

peculiar problem.

Other problems were lack of training programmes, em-

ployment of unqualified staff and so on, all these hinders

the management of the company.

According to Shea, "Effective Bargaining is often the key

to a workab!e compromise".

1.3 PURPOSE OF STUDY

The purpose of this study is to investigate the role of

effective management in the progress of National Ins-

urance Corporation of Nigeria (NICON) Insurance Plc.

11.4 SIGNIFICANCE OF THE STUDY

The finding from this study would serve as a guide to

current and would - be future practising-managers for

regulating the operations of their firms more especially in

the areas of efficient management. Moreso, it would

enable them to get feed back information regarding the

effectiveness of their regulatory policies and with that

they would improve on their subsequent policy formula-

tion and planning.

This study will also be beneficial to all those controlling

public enterprises not only managers. Other federal gov-

ernment owned companies like (Nigeria Reinsurance, N itel,

Nigerian Coal Corporation and so on) would be among

the beneficiaries.

The stuff of this study should not only be useful at the

practical level, but also in theory where it would assist in

propagating knowledge in the role of effective manage-

ment in the progress of an industry. It should constitute

a usefbl and. interesting text in the library

The study would also provide a data base for future

research work.

1.5 OnR-=JBEW OF Tm STUDY

This study is designed to investigate the role of effective

management in the progress of an industry. A case study

of National Insurance Corporation of Nigeria (NICON)

Plc, comprised five chapters and under this arrangement.

Chapter one comprise Introduction, Statement or Problem,

Purpose of study, Significance of the Study, Over-view of

the study, Limitations and Delimitations of the study and

Definitions of terms.

Chapter Two treated the Review of related literature.

Chapter Three dealt with the Research methodology and

this involved the following:- Research Questions, Re-

search Design and Methodology, Setting and Selection of

Subjects, Instrumentation, Collection of Data, Description

of data analysis and procedures.

Chapter four was the findings of the study. It started with

the presentation, analysis and interpretation of the findings.

Chapter five involved Summary, Conclusion and recom-

mendations.

1.6 SCOPE, LIMIT- AND DELIMITATIONS OF

SCOPE OF THE STUDY

This research work covers only the role of effective

management in NICON Insurance Plc. Independence

Layout, Enugu. The research was based on the survey

type of descriptive method of research. Questionnaires

were also printed in order to investigate the role of

effective Management of the company.

L.MITATION

The time span for the research was limited as one had

to combine course work and the research at the same

time. Some workers were usually reluctant to give their

opinion about matters in the company for fear of it

getting to the management. This attitude inhibited the

accura,cy of information gathered, because most of the

workers always wait to say what interests the management

instead of saying exactly what was happening in NICON

Plc. The questionnaire collected was not an excellent

percentage as some of the workers did not see the need

for the research work. They believed that the research

was not going to be of any help to the organization since

other ones done have not been able to put in practice,

according to them.

Another issue was the distance. The distance between

UNEC Campus and NICON Zonal Office, Independence

Layout, Enugu was not much but before getting to this

particular company, a special car must be used or you

track all the way because commercial vehicles do not

operate on this road and this deprived the researcher the

opportunity to call at the company any time the researcher

had a problem on the activities ~f the organisation. In

other words, visits to the company were numbered unlike

what would have been the case if the company was easily

accessible by commercial vehicles.

The research also encountered financial problems. To print

questionnaire that would be distributed to all the workers

in NICON, a huge amount of money was needed, in view

of this, the questionnaires printed did not go to every

worker in the organization.

DELIMI[TATI[ONS

This research work was supposed to based on National

Insurance Corporation of Nigeria Plc. which has its Head-

quarters at Lagos, but the researcher deliberately based

her research work on the zonal office here at indepen-

dence ~ a ~ o u t ' , Enugu in order to make the work easy to

co-ordinate. The study was limited to the management of

NICON Insurance Plc, Enugu. The questionnaire items

limited the study to investigate the role of management in

the company.

DEFINITION OF TERNIS

S taR Group of assistants working together

under the management.

Management: Is the rational assessment of a situa-

tion and the systematic selection of

goals and purposes (what to be done),

the systematic development to achieve

these goals, the marshalling of the

required resources to attain the

selected purposes and finally motiva-

ting and regarding of people to do the

work.

Study Area: The geographical location which the

study is aimed at covering in this case.

Respondents: All those who responded bv w attending

to the questionnaire administered by

the research.

Sample Size: The end towards which activity is

aimed - the end point of planning.

Survey:

Efficiency:

A technique which delineates a situa-

tion where a representative sample of

population is studied and results

generalized.

The economic manner in which objec-

tive oriented operations are carried

out.

Effectiveness: It is the degree to which pre-deter-

mined objectives are achieved. It i

describe the extent to which an

organization is successful and doing

what is set out to do.

Organization: The relationship between the people

working in the enterprise.

1. Gregory P. Shea, "The Study of bargaining and

Conflict behaviour: Broading the Conceptual Area".

Journal of Conflict Resolution,

Vol. 24 no. 4 (December 1980, page 706 - 741).

2. Pita N. Ejiofor, Management in Nigeria,

(Onitsha, African Feb. Publishers Limited,

2nd Edition, 1987), page 182.

3. Harold Koontz, Management, (Japan, McGraw-Hill

Book Company, 7th Edition, 1983) page 806 - 808.

CHAPTER TWO

REVIWED OF THE RELATED LITERATURE

2.1 DEFINITIONS AND MEANING OF MANAGEMENT

Numerous studies have been conducted to investigate the

role of management in the progress of an industry.

1 LEVIT said "management consists of the rational

assessment of a situation and the systematic selection of

goals and purposes. {what is to be done}, the systematic

development to achieve these goals, the marshalling of the

required resources to attain the selected purposes and

finally the motivating and rewarding of people to do the

work".

2 H.D. KOONTZ and C.J.0 DONNEL , "It is the accom-

plishment of desire objectives by establishing environ

ment favourable to performance by people operating

in organized' group". Managing is essentially in all

organised co-operation, as well as at all levels of

organisation in an enterprise. It is the function not only

of the corporation president and the army general but also

of the shop supervisor and the company commander.

In working with many enterprises and organizations, the

authors have heard it said repeatedly that the "trouble

with the enterprise is the management". Meaning persons

at a high level in the organization while weaknesses and

difficulties may appear at any level of management,

effective and perceptive management demand that all

those responsible for the work of others, at all levels and

in any type of enterprise, regard themselves as managers.

BERNARD, C . I? , "It is the function of the arts to

accomplish concrete ends, effect results, produce situa-

tions, that8 would not come about without the deliberate

efforts to secure them. These arts must be mastered and

applied by those who deal in the concrete and for the

other hand, is to explain the phenomena of the events, the

structures of the past. Their aim is not to produce specific

events, effects, or situations but expianations which we

call knowledge. It has not been the aim of toluenes to be

a system of technology, and it could not be such a system.

There is required in order to mandate the concrete a vast

amount of knowledge of a temporary, local specific char-

acter, of a General value or interest, that it is not the

fimction of a science to have or to present and only to

explain to the extent that is generally significant".

With the possible exception of formulating science itself,

art. is the most creative of all human pursuits. When the

importance of effective and efficient group co-operation

in any society is appreciated, it is not difficult to argue

that managing is the most important of all arts.

The most productive art is always based on an under-

standing of the science underlying it. This science and art

are not mutually exclusive, but are complementary. As

science improves, so should art, as has happened in the

physical aid biological sciences. Physicians without a

knowledge of science becomes witch doctors, with

science, they may be artful surgeons. Executives who

attempt to manage without theory, and without knowledge

structured by it, must trust to luck, intuition, or what they

did in the past; with organised knowledge, they have a far

better opportunity to design a workable and sound solu-

tion to a managerial problem.

However, mere knowledge of principles or theories will

not assure successful practice, because one must know

how to use them. Since there is no science in which

everything' is known and all relationships are proved,

science can not be a comprehensive tool of the artist. This

is true whether one is diagnosing bridges or managing a

company.

FARMER AND KICMMA$ believes that "management

practice and its effectiveness will depend to a major

extent upon internal environment characteristics".

Assuming the one of the major goals of any society is

productivity (evsn though this apnears somrtirr :s to be

unrealistic), managerizl effectiveness is defined as simple

how well and efficiently the manasers of an erlterprise in

a given environment accomplish enterprise objectives if

we can assume that the objective is productively, the

efficiency is given by E = 0/1, where E is efficiency, 0 is

output, and 1 is input. While this efficiency of manage-

ment, an analyst will encounter extremely difficult prob-

lems in measuring inputs and outpuk These problems

include:

1. The problem of uncertainty, since management

decision and practice always deal with the hture.

2. The problem of clearly defining goals, since I if not

so defined, outputs can not be accurately measured,

and a knowledge efficiency becomes impossible.

3. The problem of subsystem optimization, since the

conceptual ability, and measuring technique are

seldom available to evaluate adequately the

enterprise as a total system over time, and

4. The problem of resources mobility, since imputs,

such as labour and capital can not be easily shifted

from less profitable opportunities to more profitable

ones.

Although difficulties of measuring do exist, there are a

number of'means by which the efficiency of a country

or a firm's operation can be assessed. The efficiency of

an individual firm may be ascertained by looking at a

number of factors. One of there is profitability as mea-

sured either by the return on net worth or assets em-

ployed. Another is how well the firm competes with other

firms in the industry. A third is the output per employee,

such as how dfectively the employee is performing with

his /her duties. A fourth measure is the extent to which

a firm utilizes its available equipment. A fifth factor,

where applicable is the level of costs and process and

their relationship to those of another firm. A final type

of measurement involvcs the matter of long-run optimiz-

ing short-run performance at the expense of long perfor-

mance, or vice versa.

From all these illustrations, it does seem that these

measures or management effectives, both in a nation and

within a firm, are appropriate.

D R U C K E ~ describes rnariagernent as " a multi-purpose

organ that manages a business and manages managers and

at the same' time manages workers and work". These

three main jobs of management must all be carried out

within an additional dimension, that of time, since man-

agement n u t think of both the present and the future.

From this definition, it could be seen that he is

concerned with what has to be done rather than with how

it has to be done. It is a helpful definition because it is

concrete and pinpoints different aspects of the manager's

job.

NWACHUKWU~ defined management as "getting things

done through others". It can be more scientifically defined

as the co-ordination of all the resources of an organization

through the process of planning, organizing, directing and

controlling in order to attain an organizational objective.

Management is the guidance or direction OF people to-

wards orgariizational goals or objectives. It can be seen as

the supervising, controlling and co-ordinating of activity to

attain optimum results with organizational resources.

From the above definition, it is quite evident th2t at times,

the emphasis on management is people, at other times it

is the goals to be attained as well as the resources for

attaining them, yet at other times, the function owe

emphasis in which case management will essentially be

concerned with the use of available resources to attain

a predetermined goal which therefore necessitates per-

forming certain functions.

EJIOPCX~ described management "as the art of

working, particularly through people, for the achieve-

ment of the broad goals of an organization. In trying to

achieve these goals, the manager has to map out his

strategy, find people and the material to do the job,

assign different people to accomplish different jobs,

ensure that these jobs are being done as planned, and

report the result of his work to his boss".

In this definition, two tasks are involved. The first task

involve settihg objectives, planning including decision

making, and .setting up formal organization. The second

consists of motivation, and communication, control in-

cluding measurement, and the development of people.

The two tasks are separated for convenient analysis, but

in practice they may often overlap. For instance, a

manager who wishes to reach a decision acceptable to his

subordinates, and therefore more easily implemented, may

involve them in the process of decision - making.

J t is not necessary to consider here which policy are made

by the Board and which by management. practice varies

from one company to another.

K A N A ~ N T Y ~ said that the "manager must be sensitive

to the changing environment, not only able to understand-

ing it, but also to predict it. This requires an ability to

handle and analyse information, as well as an adaptability

and flexibility of style and approach. He must be able to

comprehend the forces that will shape his social policy

and balancea it with the economic goals of his enterprise.

He must be able to co-ordinate activities in a care flexible

organisation and to share his views with others seeking a

wider participation in goal-setting and policy implementa-

tion. A manager who thinks of a firm as an integration

of functional areas working towards a common goal is

actually regarding -d the firm as a system. The areas are

integrated by flows of resources, sac11 as material and

information an eac'l area depends on the other for

suwivaZs'.

The firm not only depends on its environment for life

giving resources but also makes a contribution to that

environment.

ROSS and I(AN61 said that "no one would deny the

importance of good management in any kind of enterprise

and every department of it. Without efficient manage-

ment, there is no place for the enterprise to go, for the

simple reason that no one knows where it is intended to

go. Yet, despite the obvious importance of efficient

management, it is believed that lack of efficient manage-

ment is the cause of many managerial failures. He gave

an example with the great RCA company, long a national

leader in electronics, stubbed its toe and took a loss of

$450 million in 1971 when it decided to get out

of the computer business. The company found that a

strategy to meet IMO head on, to mimic IBM and even

undersell it could not work without RCNs having a strong

commitment to the computer business and plans to build

up a sales and service organization, as well as a full line

of business computers that could meet IBM's exceptional

strengths in this field. This is because of the inefficiency

of the management in making a good plan.

ARM ST RUNG^ 0 describes management as "getting

effective results by organizing and directing the co-opera-

tive efforts of human beings. With efficient management,

there will be an effective effort and co-operation and trust

between all the people working in it and achieving a

stipulated goal. The prime resources available to manage-

ment is finance and people. Given sufficient finance, the

key resource is people".

URWICK''. has said, "Lack of good management (in an

organization) is illogical, cruel, wasteful, and inefficient".

It is illogical because good management must come first

whether one speaks of engineering or social practice. It

is cruel because the main sufferers from lack of inefi-

cient management in ar organization are those individuals

who work in an undertaking. It is wasteful because unless

jobs are clearly put together along !ines of functional

specialization it is impossible to train new men to succeed

to positions as the incumbents are promoted, resign or

retire. And it is inefficient because unless based on

principles, managing becomes, based on personalities with

the resultant rise of company policies, for a machine will

not : run smoothly when fundamental engineering prin-

ciples have been ignored in construction".

BURNS

between

external

persons

and STALKER^^ investigated the relationship

management practices and characteristics of the

environment. Specifically, they interviewed key

in twenty English and Scottish companies and

developed a conceptual scheme with two different sys-

tems of management practices. One system was called

"mechanistic" and the other "organic".

The Mechanistic management system appears to be

appropriate for a relatively stable organization environ-

ment. This system is characterised by, among other things,

specialized differentiation of tasks by individuals viewing

their tasks as being distinct from the whole, by precisely

defined rights and obligations by a hierarchical structure,

by vertical interactions between the superior and the

subordinates, and by having instructions and decisions

come fiom the superior.

The organic management system on the other hand, is

characterized by individual performance based on knowl-

edge of the task of the whole and a great concern,

continued redefinition of tasks through interaction with

others, and z great deal of lateral interaction and consul-

tation. This system, it is suggested, is more suitable for

copying with unstable and changing condition and unpre-

dictable problems.

WHITEMORE and IBBETSON~~ focuses their atten-

tion on the management responsibilities. According to

them, management's main responsibilities in management

matters is for correct examinatior. and diagnosis of a

situation, formation of the right policy and implementa-

tion of the most appropriate form of management skill to

suit the given circumstances. This is extremely difficult to

carry out in practice because even if the diagnosis is

correct and the presc ription right, tradition, custgm and

practice and resistance to change might stimulate a reac-

tion against the seemingly 'perfect' plan. Timing itself is

likely to be critical. A scheme rejected at one time may

be welcomed, perhaps under slightly differing circum-

stances at a later date.

W E B S T E ~ ~ . , he gave many definitions on management.

He starts by saying that management is the act or art of

managing as:' (a) more or less skilled handing of some-

thing (as weapon, a tool, a machine). (b) The conduct-

ing or supervising of something (as a business)

It could be buttressed here that management is based

more on the role of management - the efficiency and

effectiveness of any organization depends solemnly on the

role of the management within that organization.

FOX'^ said that "that management in an organization

deals on all aspects of managerial concern. Constantly,

they are paid to keep the organization - the people,

effective and moving. They must manage the organization,

they can not delegate this management, they must do it.

He 'went filrther to say that for management to be

successful, they must be managing people. Many manag-

ers must deal with "customers". The "customers" may be

truly customers, like the users of the firms product, the

policy holders as the case would be with insurance

company, or inside customers.

In view of this, therefore, today's managers must do two

jobs. First, they must accomplish their goals within the

resources - time, money, and materials, Second, they must

manage, conserve, and increase the human resources

under their control. In other words, any management who

does one but not both jobs is not doing a good job.

MCGRIEGOR'~ said that "management is not a thing

existing by itself; it is a function of the organization. As

the organization changes, evolves, shifts its purposes,

takes a new personnel, matures, the management function

will also change. This is why Theory X management might

have been effective at one time in North Arnercia and

may be effective today in some parts of the globe or

under unusual circumstances. Theory Y management is

more effective today but may not be at some future time

and place because the organization may take on new

forms. Theory X management calls for the recognition

that management style must adjust to the needs of the

organization' at whatever state of evollrtion it has reached".

MAS LOW^* said that "people within the management

hierarchy must become a diagnostician. Diagnosis in

management involves analyzing and identifying events in

such a way that causes can be assigned to them. Often,

diagnosis is used in the negative sense of being able to

recognize diseases or sickness from their symptoms. In

the organizational sense, the people involved in manage-

ment must do this. It also involves assigning causes to

positive events which gives higher morale and more

efficiency, less complaints f b m public who are served by

the organisat ion and so on". The researcher's personal . .

opinion is that concentrating on finding causes of positive

events and encouraging and strengthening them will pro-

duce more long-run effectiveness than diagnosing nega-

tive events and performing emergency surgery.

FROMM~' point out that, "so is the people who make

up the management themselves. This greatly complicates

the analysis we wait to perform for (management) we are

simultaneoulsy observer and observed: Pointless

contemplation of our belly bottom should not be our

purpose, yet we must have some glimmer of what we are

really about before we can be expected to serve our lives'

purpose meaningfully by spending the greater part of our

working day the best years of our lives working as

members of the organization, no matter how noble its

social purposes may appear to be".

STONER" states that "management is the process of

planning, organizing, leading and controlling the effects of

the organization members and of using all other organiza-

tional resources to achieve stated organizational goal".

A process is a systematic way of doing things. This

definition of management is referred as a process because

all managers regardless of their particular aptitudes or

skills engage in certain inter-related activities in order to

achieve their desires goals.

R U F ' ' states that "the role of efficient management in

government companies makes them profitable and

encourage industrial growth of the economy. He went

further to say that situations whereby government com-

panies in which it has equity interests were poorly

managed, which often resulted in less profits, was discon-

certing and does not encourage the government to estab-

lish more companies".

From the above exposition, it is quite evident that we

have in one wsy or the other contributed to the failure 1

of companies set up with out hard-earned money because

of the inefficient role of the management. It is quite clear

now that no organization can thrive if bedeviled by an

inefficient management.

The importance and significance of the role of effective

management can no longer be over-emphasized. First and

foremost, when the objective of the organization might

have' been achieved, an industrialized nation, the dream

of our government will become true, and to crown to it

all, the standard of living of our people would keep alive

government owned companies, guaranteeing employment

for all,

REFERENCES

Theodora Levit, Management and the Post Industrial

Society (New York McGraw-Hill Book Company, the

Public Interest Summer, 1976) P. 73

Harold D. Koontz and G'Donnel, C. 0. Principles of

Management, (Kogatusha, McGraw-Hill, 1964) P. 1.

Chester I. Bernard, The Functions of the Executive,

(Cambridge, Mass: Harvard University Press, 1938) P.4.

R. N. Farmer and B. M. Richman, Comparative Manage-

ment and Economic Progress, (Homewood, 111: Richard

D. Irwin Inc., 1965) P. 8.

Peter P. Drucker, The Practice of Management (New

York, Harper and Brothers, 1954), PP. 194 201.

C . C. Nwachukwu, Management Theory and Practice

(Onitsha, African - Feb Publishers, 1988) P.4.

13. 0. Whitemore and W. Ibbetson, The Management of

Motivation and Remuneration, (Oxford Alden Press,

1977) P.3.

1 4 Webster, Third New International Dictionary, (U.S.A.

V01.2. 1966) P. 1372.

15. Richard Hacon, Personal and Organizational Eflec-

tiveness, (U.K., McGraw-Hill Book Company

Limited, 1972) P.29 1.

1

1G. Joseph M. Fox, Executive Questions. (California,

Addison Wesley Publishing Company) P. 29 1.

17. Douglas' McGregor, The Human Side of Enterprise,

(New York McGraw Hill Book Company 1960) P.

18. A. H. Maslow, Euysychoan Management, (Homewood,

111 Richard D. Invni Inc. and the Porsey Press, Inc.

1965 P. 8.

7. Pita N. 0. Ejiofor, Management in Nigeria. Theories and

Issues, (Onitsha, Africana Educational Publishers Nigeria,

Limited, 198 1) P. 101

8. George Kanawaty, Managers of the 1980's, (New York

Holt Rineharct and Winaton, 1979) P. 8.

9. J. E. Rose and M. 3. Kami, Corporate Management in

Crisis, why the mighty Fall, (Eyleword Clifts N. Y Prentice

Hall, Jnc. 1973) P. 42.

10. Michael Armstong, A Handbook of Personnel Manage-

ment Practice. (London, the Auchor Press Ltd, Tiptress,

Essex, 1977) P. 13.

11. L. Urdick. The Elements of Administration. (New York:

Harper and 'Brothers, 1944) P. 38.

12. T. Burns and G.M. Skalker, The Management of Innova-

tion. (London: Tavistock Publications, 1961) P. 32

19. Erich Fromm, The Same Society, (New York: Holt

Rine-Chart and Winston, 1955) P. 35

20. James A. F. Stoner, Management, (New York, Library

of Congress Cataloguing in Publication data, 1935)

P. 7.

21. Colonel M. Rufai, Daily Star Newspaper, 1990, 1 P. I .

CHAPTER TI-IRIEE

RESEARCH DESIGN AND METHODOLOGY

3 1 RE - STATEMENT OF THE PROBLEM c

The objective of this study is to investigate the role of

effective management in an insurance industry. A case

study of NICON INSURANCE Plc.

3.2 RESEARCH WESTIONS

The following research questions were used to develop

questionnaire through which data on the role of effective

management in NICON Insurance Plc. were derived.

How long have you been in the present mangement

position

Is the managcrnent of N E O N efficient?

what does management expect from the operations of

your company?

How do you plan for your employees welfare?

Does Management adequately meet the expectations of

their customers?

How do you rate the activities of vow comnanv?

3.3 DESIGN Rt METHODOLOGY

This research is an investigation and exploratory case

study on the role of effective mangement in an insurance

industry: A study of NICON Insurance Plc.

The researcher used survey research method. The

research method and collection involved the collection of

data through the use of questionnaire, interview and

direct observation.

The questionnaire was designed by the researcher in such

a manner that the respondents would answer the question

without assistance. Care was taken to guard against

-possible sources of error.

The questionnaire was backed up with personal inter-

views. The-purpose of this was to minimize the problem

of error which might arise due to unreturned question-

naire. The interviews were limited to a few selected

workers since the researcher codd not reach all the

respondents.

Also the heads of sections were interviewed. Tlie inter-

view afforded the researcher the opportunity to explain

some difficult questions to the respondsnts. Moreover, the

questionnaire and the interviews were complemented by

what the researcher was able to observe by herself during

her frequent visits to the organization.

. 3 4 SETTING AND SELECTION OF SUBJECTS

NICON Insurance Plc, Enugu Zonal Office is located at

Independence Layout in Enugu North Local Government

Area of E~iagu State in Nigeria. The organization consists

of many departments. The participants comprise the top

management, middle management and junior management.

The target population of this study was 60 workers. This

consists of works in the three different categories of

management (1 O), Niddle level management (20) and

Junior level management (30), Cluster sampling tzchnique

was first used to select the simply population. According

to Nwabuoke 1,

"Cluster sampling is a sample technique whereby the

population is divided into zones or clusters of groups, and

then by applying simple random sampling, a sample is

gotten from a population of cluster". The existence of

three different categories of management in the corpora-

tion fated the task of dividing the population into three.

Following this, the total number of employees in three

different categories of management was used as the

population. The top management has 10 workers, the

middle management has 20 workers, while !he junior

management has 30 employees. The total population there-

fore is 60.

By the process of simple random sampling, samples were

selected from each category of rnangernent. Simple ran-

dom sampling according to ~wabuoke2, "is a method of

sampling in which every unit of the population has a

calculable chance of being selected into a sample".

In selecting the sample froin the top management, the

researcher numbered the worker on top management level

1-10. The reseracher therefore got 10 identical cards and

also assigned the number 1 -10 on them respectively.

These cards were put in a sack and reshuffled after each

draw was made. Cards were then drawn one at a time

from the sack until 3 cards were picked out of the 10

cards numbered. This is in order to give the remaining

cards equal chances of being picked after each draw. The

numbers on the cards picked were noted. The researcher

therefore handed over the questionnaire items to the

administrative manager instructing him to distribute the 3

questionnaire items to the employees whose numbers

corresponded to the numbers on the cards. The employees

filled he questionnaires.

For the middle management, the same simple random

sampling procedure was followed. Here, there were 20

employees, out of which the researcher selected a sample

of 12. Once again, the researcher got 20 identical cards

and numbered them from 1 - 20 accordingly. The cards

TABLE 3.1

Proportion of the employees in each

Management Category to the populatior. size:

Management Category

Top Management

Middle Management

Junior Management

-No. Of

Employees

Percentage

TABLE - 3.2

Proportion of the number of samples in each

Management Category to the total sample size:

Management Category

Top Management

Middle Management

Junior Management

TOTAL

No* Of

Employees

Percentage

were put in a sack and reshuffled thoroughly. Cards were

drawn o m after arother until 12 cards were picked, again

reshuffling the cards afier every draw. The numbers on the

cards were noted, and the employees bearing on the cards

were noted, and the employees bearing the numbers were

selected and given the questionnaires by the Administra-

tive Manager to be completed.

In similar manner, 21 employees were sampled from the

junior management out of a total of 30 employees. This

was also done as explained in the two instances above,

using the simple random sampling technique.

At the end of this exercise, the samples picked from the

three categories of management totalled 36 representing

60% of the entire population. The percentage of the

sample size of the population size is shown thus:

By the use of simple random sampling, all the units of the

population had a chance of being selected. This also

included employees from the three categories of manage-

ment: Top level management, Middle Level management

and Junior Level management. The practice of reshuffling

the cards inside the sack thoroughly after each draw was

intended the to reduce the probability of some cards

having greater chances of being selected than the others.

3.5 INSTRrnNTATION

The major instrument used by the researcher in the course

of this study was the questionnaire. However, interviews

and direct observation were used too. The questionnaire

which was developed and drafted by the researcher took

the form of close questions, answers provided to each of

the question. The questionnaire was constructed to, as far

as possible, embrace all the possible answer to ezch of the

questions. The interviews conducted were also used to

clarify the questionnaire in that it threw more light on

misunderstciod issues and inadequate responses.

The pilot survey was used to establish the validity of the

instrument. Validity here refers to the process of measur-

ing what the researcher purported to measure.

3 According to Nwabuoke , the pilot survey is a "minia-

ture of the main survey in which all the operations

intended to be used in the main survey are tested, to see

how they work and what modifications are needed to

make them work even better". In other words, the pilot

survey is a microscom experiment of the main survey, or

a test or trial survey carried out in a small scale before

the main enquiry.

By this technique, 15 employees who did not belong to

the sample were selected and each given a questionnaire

item to fill. 1 4 out of the 15 employees completed the

questionnaire correctly. The research saw this as an

indication that the respondents understood what were

required of hem in the questions. This distribution and

collection of the questionnaire items were effectively done

by the Training Officer. Consequently, the researcher

relied much on his competence. Thus the validity and the

effectiveness of the instrument was established.

The validity of the instrument having been established, its

reliability was determined by whether responses by vari-

ous respondents were consistent over a number of items,

and with ane another. This was done through the test and

retest technique. This is system whereby a given experi-

ment is repeated over a number of times, therefore 10

questionnaire items were given to 10 respondents who do

not belong to the sample to complete. After completion,

they were collected back, and anew set distributed. This

was repeated until they completed three identical sets of

the questionnaire. The data contained in the three sets

were compared and found to be consistent. Hence, the

reliability of the instrument was established.

3.6 COLLECTION OP DATA

The researcher mat'e her first visit to the study area,

NICON Insurance Plc, Zonal Office, Independence Layout

Enugu, in October, 2002. The aim of this was to get some

facts about the firm. The survey gave the researcher

ample opportunity to establish friendly relationship with

both the management and security men at the gate.

Having created such friendly relatioiiship with the people

concerned, she had little difficulty in collecting the date

during study.

Later, an introduction was made between the res9archer

and the Administrative Secretary ; office of the establish-

ment (NICON Insurance Plc), this was to get the researcher

formally introduced as a research student of University of

Nigeria Enugu Campus and his mission to the organization.

The use of questionnaire formed the researcher's major

source of primary data. Fortunately, almost all the respon-

dents were literate an could make responses to the

questionnaire. 'The few that are not so literate were able

to respond after some simple explanations. Besides, the

questionnaire being self administered offered the respon-

dent the convenience of filling them anywhere.

Out ofthe 36 questionnaires administered to the respon-

dents, 34 were returned. Also 4 were rejected because of

errors in some, and others in which some spaces were left

blank. On the whole therefore, 30 questionnaire items

were correctly completed an returned. Therefore 3 ques-

tionnaire items were used for the purpose of analysis.

The collection of the questionnaire was done by the

Administrative Officer. This method though effective, might

not be entirely foolproof. This is because some respon-

dents would see it as beingofflcial matter and thus might

not give their free and correct answer to the questions.

The tendency might be to give answers that would please

the management. However, the accompanying letter in the

questionnaire reminded the respondefits to be true and fair

in their responses which were promised to be treated as

strictly confidential. The researcher was also told by the

Administrative Manager, that he kept a box outside his

office where respondents dropped their completed ques-

tionnaire items without being seen.

3 7 DATA ANALYSIS AND PROCEDURES t.

After the collection of data, they were analyzed and

classified. After this, tables were used to present data.

Since these were five research questions upon which that

data were based, the data were accordingly presented in

five different tables of analysis.

53.

REFERENCES

1. Precious Nwabuoke, Fundamentals of Statistics

(Enugu, Nigeria, Korona Books, 1989), P. 21.

2. Ibid F. 19.

3. Op. Cit. P. 10.

PiWSENTATION, ANALYSIS AND INTEWmTATION

OF THE FINDINGS

In the presentation of the data, the researcher employed

tabular method of data presentation

The researcher distributed a total of 36 questionnaire

items to the workers in the three levels of management.

Out of the 36 questionnaire item distributed analysis was

based on 30 questionnaire items which was filled

correctly and were collected back by the researcher.

Table 1 has to do with the level of the organizationally

structure the respondents belong.

management. Those at h e upper and middle management

were found not to be too familiar with the enterprises

because of the length of service.

When the respondents were asked what level of educa-

tion did you attain before joining tha company, it was

fcund that out of the 30 respondents, there were only 8

graduates and that makes it difficult for the company to

know what management is all about because that was on

26.7% of the sample size.

The researcher also asked the respondents to mention at

what age they entered the company. She found out that

those at the Senior Management are made up of people

without experience. Most of them have not had enough

experience in the practical management of an organiza-

tion. It is worthy of note that lack of experience on the

part of the management will effect the progress of the

Industry. ,

RESEARCH QUESTION 2

What does management expect from the operations of

NICON Insurance Plc?

This research question was intended to find out what

actually the management of this company expect fiom the

operations of their company.

The responses arc presented in the table below:

TABLE 4.2

Does Management expect efficient performance in the

operations of the company?

Response

The reseai-cher examined data to find out whether

management really expects efficient

Yes

No f

Do not know

TOTAL '

Frequency Y ercentage

10

18

2

30

33.3%

60%

6.7%

10OYo

Performance in the operations of the company, The re-

spondents were expected to answer 'Yes', 'No' and also

'Do not know'.

From the questionnaire, a lot of questions were asked to

see actually how the management are involved in the

effective management of the company in order to get an

efficient performance. From the questionnaire, it was

asked if the staff of Nicon are experts in their various

fields. The respondents that chose the option 'Yes' were

10 representing 33.3% of the total respondents. This

means thzt NICON Insurance Plc staff are not all that

experts in their various fields and it could be possible also

that no management education was given to them and

without experts in various management field, the company

will not achieve its goals. Also 18 respondents represent-

ing 60% said 'No' which means that the majority of the

respondents are aware that NICON staff are not experts

in their various fields. I

Again, the researcher asked if management negotiate

effectively with workers at all levels of management. The

respondents were to choose the option 'Yes' if they feel

that they negotiate at all levels of management and select

the option 'No', if they do not so. Also they are to select

'Do not know' if they do not know anything as regards

to this. Out of the 30 respondents, 10 respondents shared

the opinion that the management of the company do

negotiate with workers at all levels of management.

However, 18 respondents said that they do not negotiate

at all levels of the management. Also 2 respondents

shared the view that they are not aware of this.

Again the researcher examined the data to find out

whether the management of N E O N is efficient. In this

regards, the respondents were to choose options 'Yes',

'No' and 'Do not know'. Based on the views of the

respondents, it could be deduced that majority of the

opinions were in support that the management of NICON

is' inefficient. NICON has been experiencing a lot of

problems within the managemern l rrc la~uu~ .

XXESEARCMI QUESTION 3

This research question intended to find out how the

management plant for their employees welfare.

TABLE 4.3

Do your company organize an employees welfare for the

workers?

Response

Yes

No : Do not know

TOTAL

Frequency

2

Percentage

The date was examined by the researcher, and it was

fourid that 20 respondents said that the company do

not organize an employees welfare like providing staff bus

for the whole workers or provision of medical allowance

or pension/gratuity for their workers. The only 2 employ-

ees that said 'Yes' have stayed with the management

longer than others. The management have been organizing

this type of welfare for their employees years back but

it has not been so with them recently, and this shows poor

management in the company.

The respondents were also asked whether the manage-

ment adequately motivate the s t a r of NICON for eficient

performance. But of the 30 respondents, 20 respondents

shared the opinion that the management do not motivate

their staff for efficient performance adequately. And the

respondents with this opinion took the highest percentage,

that is 66.7% which shows inadequate management. How-

ever, 2 respondents said that NICON motivate their staff,

for efficient performance adequately. Also a respondents

shared the view that they are not aware of this.

From the data collected, 10 out of t k respondents said

'Yes' which is 33.3% of the total respondents and 18 said

'NO' which is the highest percentage while 2 out of the

respondents were ignorant of what was happening. Based

on these respondents answers, it could be deduced that

the management of NICON has been ineficient and from

the majority of the respondents, it is believed that they

have not met the expectations of their customers in terms

of clients services. This shows itself clearly because the

rate of claims settlement policy is low according to the

respondents.

QUESTION 5

How do you rate the activities of your company in terms

of its efficiency?

This question was designed to find cut whether NICON

is actually eficient or not. The respondents perceptions

are on the table below.

TABLE 4.5

How do you rate the activities of your company in terms

of its efficiency?

Rate of the Company's

Activities I I Frequency

Satisfactory

Percentage

Good I - I -

Fair

TOTAL I 30 I 100Y0

The researcher examined data to find out how to rate the

activities of the company in terms of its efficiency. From

the frequency distribution table, it can be deduced that a

total of 30 respondents representing 100% of the total

respondents said fair. The 100% result obtained in this

question 'Is the operation of your company satisfactory/

' could be treated to the fact that every Dick and Harry

in the company knows that the operations of their com-

pany are not satisfactory.

Finally, the researcher asked again to find out on how to

rate the management operations of the company. The

respondents were to cl~oosc From the following options

(a) High (b) Average (c) Low. Based on the perception

of the respondents, 30 chose the option average. It should

be deduced here that the success or failure of an

organization depends crucially on the type, direction,

effectiveness and efficiency of its management. The

management guides the workers towards the goal achieve-

ment of the organization by boosting morale and motiva-

tion.

Furthermore, efficient management devoid of manage-

ment problems can only come about by the company,

having up-to-date equipment, selection of competent

employees and becoming favourably known.

CHAPTER FIVE

FINDINGS, SUMMARY, CONCLUSION

AND RECOMMENDATION

5.1 FINDINGS OF THE STUDY

From the data presented in the preceding chapter, the

following findings were made.

-The research found that the duration of management

position of the compmy is very small, and that causes

unstable management which makes it difficult for any set

of. management colleagues to know actually the problems

inherent in the company.

- That most of the workers were under-graduates.

- That the staff are not all that experts in their various

fields.

- Thu: the management do not negotiate at all levels

of management.

- That NICON has been experiencing a lot of problems

within 'the management hierarchy.

That the management have not been organizing

employees' welfare for their workers.

That their employment criteria is not basically on

merit.

That they have not met the expectations of their

customers in terms of clients services.

That the rate of claims settlement is low.

Final!y, the researcher was able to find out that the

rate of the management operations of the company

is average.

5.2 SUMMARY OF THE STUDY

In order to give this research work a frame of direction,

it was founded on Simon's principle of efficiency. It was

from this principle of simon that the research questions

from where the questionnaire for this study was merged

and developed'. In the questionnaire, attempts were made

cover the role of effective managtnent in an Insurance

Industry. It is important to note that the roles which

managemeiit plays in an industry acts on each and every

section of the office level, Efforts were also made to see

that all categories of the workers were covered by the

researcher while preparing the questionnaire.

The findings resulting from the study were hoped to be

vital to both current and would-be practising managers in

their regulation of operations of their organization more

especially in areas of effective management.

The secondary data collected or1 their topic of the

research "Role of Effective Management in an Insurance

Industry" showed consistently that there is a positive

relationship between management role and some organiza-

tional consequences such a job performance, workers

productibe and operations turnover to mention just a few.

Drucker stressed that there is a high degree of relation-

ship between management and workers productivity.

That management makes it easy or difiicult for them to

develop themselves. He directs people or misdirects them.

It brings out what is in them or it stifles them. It

strengthens their integrity or it corrupts them. It trains

them to stand upright or strong or it deforms them. In this

view, management means a mult-purpose organ that man-

ages a business and manages macagers and worker and

work for efficient productivity.

After reviewing the existing literature, the researcher de-

cided to collect primary data in which case the issue was

channelled to N E O N Insurance Plc, Enugu. At this

juncture, questionnaire was mad to investigate the role of

effective management in an industry. A total of 36 ques-

tionnaire items were distributed to a specified randomly

selected respondents. At the end of distribution and col-

lection, 36 questionnaire items were received from the

respondents among which 6 were not in order. The adjust-

ment left the researcher with a useable number of 30

questionnaire. It was these 30 questionnaire that was

presented and analysed by the researcher, findings were

made and recommendations were finally reached.

5.3 COMCTdUSIION

It could be rightly said that the general results of the

present study on the role of Effective Management in

Insurance Industry with particular reference to NICON

Insurance Plc., Enugu with hope that the results from this

study would form basis for generalizing on the entire

public enterprises in Nigeria.

The use of questionnaire and direct observation as instru-

ments for collecting data for this study seemed to be very

effective and suitable as it yielded much of the expected

positive result. The distribution of the questionnaire was

done by face to face method to the respondents and

collected in the same manner, enabled the researcher see

foi himself 'the way the respondents relate to themselves

and to the visitors too. This also enabled the researcher

make explanations whenever necessary to the respon-

dents. This is one advantage it has over mailing system.

it does not give room for research/respondents face to

face interaction.

The method also allowed the respondents the opportunity

to fill the questionnaire ~t will, some of these respondents

had the choice of taking these home and to f i l l them

when they were less busy.

All the same. One can really say, looking broadly at the

findings of this study that there is inefficient management

in NICON lnsurance Plc. Inspite of the skcletal activities

in the company, the financial problcms have remained

intractable. Bad management has remained the "bone"

that have strangulated/choked the company.

5.4 RECOMMENDATION

Taking congnizance of the vital role this company if

properly managed could play in the economic growth of

this country, the study conducted to investigate the role

of effective management in Insurance industry has gen-

erated a lot of useful results through its findings. The

following recommendations, are proffered on the findings

and conclusions of the study:

1. Provision of adequate management training for the man-

agement. This will go a lung wsy in improving the

efficiency of the company. Training should, as a matter of

fact, include such things as organizing seminars, tours,

workshops, to mention but a few. In doing these things,

efforts should always be made to see that such manage-

ment training has relevance with efficient management

development.

It is sufficient to state now that while management train-

ing is an important part of management development, it

should not be allowed to degenerate into not more than

a series of formal courses, even when these are based on

elaborate job descriptions, job analysis and performance

review systems. This guarantees a st~ttic and increasingly

irrelevant approach. Formal training courses should only

be used when it is essential to supplement what managers

are learning on the job.

2. Government should stay clear of the day-to-day running

of her companies. Management should be allowed a free

hand to run the company. It is a high time government

chose between efficient management of her companies

and wasting of tax - payers money.

3. The management should strictly base their employment

criteria on rn-rits so that professional and competent

employees would be enable to handle the management

positions effectively.

4. In the questionnaire, it was asked whether the post of the

Chairman is an full time or part-time. the respondents said

that it is on part-time. In view of this, it should be seen

that the management combines this work with another

part-time work thereby giving less attention to the opera-

tions of ihis company. In order enhance an effective

management, management should be on full time.

Armstong, Michael

Bernard, Chester 1.

Drocker, P. Peter

Ejiofor, Pita N. 0.

Fromm, Erich

A Handbook of Personnel Man-

agement Practice: London, the

Achor Press Limited Tiptree Essen

(1977).

The Functions of the Executive:

Cambridge Mass: Harvard Uni-

varsity Press (1 93 8).

The Prsctice of Management: New

York Parper and Brothers (1954).

Management in Nigeria. Theories

and Issues: Onitsha: Africana

Educational Publishers N igeria

Limited (1 98 1).

The Same Society: New York

Rinchard and Winston (1 95 5).

ICanawaty, George Managers of the 1980s: New York

Folt Richard and Winston (1979).

Levit, Theodora Management and the Post Indus-

trial Society: New York McGraw

- Hill Book Company the Public

Interest Summer (1 970).

McGxegor, Douglas The Human side of Enterprise

New York McGraw-Hill Book

Company (1960).

Fundamentals of Statistics: Enugu

Chuka Printing Company (19GO).

Phachukwu, C. C. Management Theory and Practice:

Onitsha Africana Feb Pub1 ishers

(1988).

Richman, B o M. and Comparative Management and

Farmer, R. No Economic progress: Homewood 111

Richard D Invni lnc., (1965).

Ross, J. E. and Corporate Management in Crisis

Kami, M.J Why the Mighty Fall: Eaglewood

Clifts. N. J. Prentice-Hall Tnc.

(1973).

Shes, Gregory P. The Study of Bargaining and

Conflict Behaviour: Broadening

the Conceptual Area: Journal of

Conflict Resolution: Vol. 24 No. 4

December, (1980).

Stoner, A.F. James Management: U .S.A. Library of

Congress Cataloguing in Publica-

tion Data (1935).

Stalker, G.M. and The Management of Innovation

Barns, To London Tavistock Publications

(1961).

The Elements of Administration:

New York Harper and Brothers

(1 944)

Whit

Third New International Dictionary

U. S. A. Vol. 2 (1966)

and Ibbetson

r

U and The Management or Motiva

ion and Remuneration:

Oxford Alden Press (1977).

APPENDIX 1 -

QAUESTIONNAIRE SCHEDULE

Dear Respondents,

This questionnaire is on a study of the Role of Effective

Management in Insurance Industry and National Insurance

Corporation of Nigeria Plc, (NICON) as the Study.

You have been selected as one of the respondents for this

study. Your sincere opinion is requested. You are also

assured that the information given by you will be treated

in confidence.

Please try to answer all the questions.

NZEPUOME HYACINTH CI-IIJIOKE

DEPARTMENT OF MANAGEMENT

UNIVERSITY OF NIGERIA

ENUGU ChMPUS

Please do not write your name. No identification is

necessary. Please tick (I) in the box provided.

1. Sex: Male l.-l Female

2. What level of education did you attain before joining

the company?

Primary Six WASCIGCE 11

3. For how long have you been in the company?

Beiow 1 year / 1 - 3 yrs n Above . 3 yrs

4. In what level of the organizational structure do you work? Senior Management Middle Manage-

ment[-] Junior Management n

5. What was your age when you joined the company?

Below 20 yrs I] 20 - 30 yrs I( 3 1- 40 y r s r l

6. Are the staff of NlCON experts in their various fields? Yes No Do not know (1

7. Is the Management of NlCON efficient? Yes No Do not know

8. Does the Management negotiate effectively with workers at all levels of organization?

9. Wow do you rate the management operations of you-r company? Good No r . 1 Do not know [I

10. Does the lnanagement of your company rotate?

Yes 1 No Do not know (1 11. Does the management base their employment criteria on

merit?

Yes No Do not kno4-1

Does management adequately motivate the staff of NlCON for efficient performance? Ycs(1 No[-1 Do not know

Is the payment of salary to employees regular? Yes T I No 1-1 Do not know

Are you happy as an employee of the company? Yes No T I

Do your company organize an employees' welfare for the workers? Yes )I NO Do 110t know 1-1

How do you rate your company in terms of claims settlement policy?

How do you rate your company in terms of clients services? High I---] Average T I owl-1

How do you rate your company in terms of performance? High Average LOWTI