1.1 Background of the study
The efficiency and effectiveness of office workers depend on the effectiveness of the office manager in relating to them as asserted by Mills et al (1981) that “the office manager is responsible for the efficiency and effectiveness of his subordinates”. The motivation of office workers requires more human relations skill than it demands monetary and physical incentives. This is exemplified in the statement of Afolayan (1982) that “human factors of administration have greater motivational strength on workers than monetary rewards and physical emphasized.
It is quite unfortunate that that personnel department could not undergo a uniformity of the workers, to enable the execution of reasonable and effective productivity of their desired objectives. Each department of the organization extend on carrying out their functions or activities in a way that is not comprehensive to the public. Due to this effect, no sharing of idea, no communication network, job design and description, job analysis and specification, job enlargement and rotation and job enrichment, that could or may ensure effective and efficient productivity for production expansion and growth. Human et al (1990) comment in more complex view of organizational behaviour, that these three elements are concerned with what a person actually does in order to synergize the office manager, interactions, interpersonal contact and relationship that one has with others. It is through this commendation that the human relation skills would be developed for effective business operations. Before the invention of the personnel management principals, workers basically stagnant in their field of specialization without interfering to a relative field or go beyond that. No circulation of skills, no maximum quantity of production, as the stoppage of one worker hinders the process of division of labour, and if the case rise for some days, production will be reluctantly improved. These effects engulf on the opportunities of adopting change in an organization because everybody stand different that one attitude doesn’t affect the other which ordinarily entangled conflicts in the organizational environment. All these effects subdue the strength of training and development as were defined by Denyer J. C. (1985) as the adapting of a person to increase his fitness for a specific activity and the improvement given to the technical, conceptual and human relation skill of managers. Today, these have created tremendous positive impacts on human relation skill which every organization tries to possibilities to adopt for an effective productivity.
1.2 STATEMENT OF THE PROBLEM
Human relation have a numerous problem on its effectiveness of the managers of an organization, the top executives upgraded themselves on the impossibilities of making decisions with the low level employees. There are shortcoming of fund to enroll on overseas training and development of human skills. Hierarchy of authorities of some organizations is not well structured to the delegation of responsibilities to the employee or the lowest level. The manager operates an autocratic style or leadership which enables the employees to embark on informal group. Lack of competency on the employees thereby expects elephant remunerations and other incentives. Intra, interpersonal and departmental conflicts among the employees tend to stick a remarkable dent on the totality of their business operations by the public. Frequent dismissal of the employees for others tends to weaken the strength of others to execute their specified duties on a limited performance. Lack of provision of basic amenities to encourage the workers applies their experience and technical knowledge on the various job specifications.
1.3 OBJECTIVE OF THE STUDY
The objectives of this study are:
1. To ascertain if the impact of human relation skills on the effectiveness of the office manager would be a step to improve collective decision making.
2. To find out the reasons by which the top executives should put themselves in the position of class discriminations.
3. To identify various possible ways of sending their workers abroad for a greater change in business operations and for training and development.
4. To determine on the effects of operating participative leadership by their managers thereby encourage employees to air their opinions among the decision makers.
5. To find out the competent workers among them and reward them accordingly for effective and efficient productivity.
6. To identify the key issues of the organizational conflicts thereby apply more effort to curb the problem once and for all.
7. To ascertain, whether a structured organigram of the organization would be a good impacts on the execution of effective delegation of responsibilities.
Finally, to determine the degree of their SWOT analysis growth and expansion, and to provide all the necessary amenities that could be conducive in the course of the employment.
1.4 RESEARCH HYPOTHESES
Ho: The possession of human relations skill has no significant relationship with the effectiveness of an office manager.
: The possession of human relations skill has significant relationship with the effectiveness of an office manager.
Ho: The general disposition of the staff does not have influence on the human relations attitude of the office manager.
Hi: The general disposition of the staff has influence on the human relations attitude of the office manager