1.1 Introduction
Management is defined as the process of planning, organizing, leading, and controlling resources, including human, financial, and material resources, to achieve organizational goals effectively and efficiently (Robbins & Coulter, 2018). Managers are the individuals tasked with directing the activities of others to accomplish set objectives, make strategic decisions, and ensure the smooth functioning of the organization (Daft, 2016). The effectiveness of a manager is a key determinant of organizational success, as it influences employee motivation, operational efficiency, and the ability to adapt to changes in the business environment. This chapter introduces the research by reviewing the background that informed the study, identifying the issues that led to its formulation, and outlining the aim and objectives. It also explains the study's significance, defines its scope, presents the research questions and hypotheses, addresses the limitations, and clarifies important terms used throughout the work.
1.2 Background of Study
Management is a fundamental function in any business organization, and its effectiveness significantly determines organizational success. According to Robbins and Coulter (2018), management involves the planning, organizing, leading, and controlling of resources to achieve organizational objectives efficiently. Effective managers guide their teams, make strategic decisions, and ensure optimal use of resources. However, failures among managers remain a persistent issue in many organizations, adversely affecting performance and productivity.
Daft (2016) reported that managerial failures often result from a lack of essential skills and inadequate preparation for leadership roles. It is asserted that many managers are promoted based on tenure or personal connections rather than demonstrated competence, which undermines their ability to meet complex organizational demands. Mintzberg (2009) stated that managerial inefficiency is further exacerbated by personal traits such as poor emotional intelligence, ineffective decision-making, and inability to adapt to changing circumstances. On the other hand, external pressures including economic fluctuations, technological advancement, and competitive market dynamics contribute to the challenges that managers face.
Yukl (2013) affirmed that organizational culture significantly influences managerial effectiveness. Organizations that discourage accountability, transparency, and innovation are more likely to witness managerial failures. In addition, lack of mentoring, training, and continuous professional development is contended to increase the likelihood of poor managerial performance. The relevance of understanding the causes of managerial failures is highlighted by the need for businesses to maintain efficiency, achieve strategic goals, and sustain growth.
According to Daft (2016), addressing these causes requires identifying both personal and organizational factors that hinder managerial effectiveness. On the other hand, Robbins and Coulter (2018) reported that structured support systems and proper managerial training significantly reduce the risk of managerial failure and enhance overall organizational performance. This study is set against the backdrop of investigating the causes of failures among some managers in business organizations.
1.3 Statement of Problems
Investigation revealed that some managers experience repeated failures in their managerial duties, which negatively affect the productivity, growth, and overall performance of organizations. Managerial failure is often manifested through poor decision-making, lack of effective communication, inability to motivate employees, and failure to adapt to changing business environments (Robbins & Coulter, 2018). Such failures result in low employee morale, decreased organizational efficiency, and sometimes financial losses, which threaten the stability of business operations.
On the other hand, personal factors such as inadequate emotional intelligence, poor time management, and resistance to feedback is observed to exacerbate managerial inefficiency. Furthermore, external pressures such as economic fluctuations, competitive market forces, and technological changes is also identified as contributing to managerial shortcomings (Mintzberg, 2009). It is against this backdrop that this study seeks to investigate the causes of failures among some managers in business organizations.
1.4 Aim and Objectives of Study
The aim of this study is to examine the causes of managerial failures in business organizations and propose solutions that enhance managerial effectiveness.
The specific objectives of this research are:
- To assess the impact of inadequate training and support on managerial effectiveness.
- To evaluate the role of communication and organizational culture in managerial success.
- To identify the personal factors that contribute to managerial failures.
- To examine organizational system issues that hinder managerial performance.
- To provide recommendations for improving managerial performance and organizational productivity.
1.5 Research Questions
The study came up with research questions so as to be able to ascertain the above stated objectives. The specific research questions for the study are stated below as follows:
- What personal factors contribute to the failures of managers in business organizations?
- How do existing organizational system issues affect managerial performance?
- What is the impact of inadequate training and support on managerial effectiveness?
- How do communication and organizational culture influence managerial success?
- What strategies can be adopted to improve managerial performance and organizational productivity?
1.6 Research Hypotheses
In order to pursue the objective of this study, the following generalized statements have been designed to guide and aids in obtaining the result for the experiment to be conducted. For this work, the null hypothesis will be represented with H0 while the alternative hypothesis will be represented with hypothesis H1.
- H01: There is no significant relationship between existing system issues and managerial failures in business organizations.
- H02: There is a significant relationship between inadequate training/support and managerial effectiveness.
- H03: Communication and organizational culture significantly influence managerial success.
1.7 Significance of Study
The outcome of this research study will benefit business organizations by providing recommendations that will improve managerial performance and enhance decision-making processes. Improved management will also lead to higher productivity, better employee motivation, and increased organizational efficiency.
Furthermore, this study will contribute to academic knowledge in the field of management by providing a comprehensive analysis of the underlying causes of managerial failures. In addition, employees will benefit from this study as effective management will improve workplace morale, communication, and job satisfaction.
Lastly, the findings will serve as a reference for future researchers, students, and policymakers who seek to understand and address challenges in managerial effectiveness.
1.8 Scope of the Study
The scope of this research focused on the causes of failures among some managers in business organization. The research study is limited to selected business organizations in Lagos State, Nigeria.
1.9 Limitations of the Study
During the course of this study, many things militated against its completion, some of which are:
- Time Constraint: The time frame given to accomplish this project was very short due to school academic calendar and it was carried out under pressure which made the researcher not to implement some necessary features.
- Financial Constraint: Insufficient fund tends to impede the efficiency of the researcher in sourcing for the relevant materials, literature or information and in the process of data collection (internet, questionnaire and interview).
1.10 Definition of Terms
Manager:
A manager is an individual responsible for planning, organizing, leading, and controlling resources to achieve organizational goals (Robbins & Coulter, 2018).
Managerial Failure:
Managerial failure is the inability of a manager to meet organizational objectives, often due to poor decision-making, inadequate skills, or system constraints (Yukl, 2013).
Organizational System Issues:
These are structural or procedural deficiencies within an organization that hinder effective managerial performance (Daft, 2016).
Organizational Culture:
Organizational culture refers to shared values, beliefs, and practices that shape behavior and influence managerial effectiveness (Mintzberg, 2009).
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