Cooperative Education / Training And Effective Management Of Co-Operative Business Enterprises
Project and Seminar Material for Economics
Abstract
The study was conducted to examine cooperative education/training and effective management of cooperative business enterprises (A case study of cooperative societies in Udi Local Government Area).
The research divided the study into five chapters. Based on the above.
Chapter one is all about, the background of the study, statement of the problem, objective of this study, significance of the study, scope and limitation. Generally, history of cooperative education in the developing countries of the world foundation of cooperative has been the lack of cooperative education/training. In specific terms, the objectives of the study are: to determine the importance of cooperative education/training. To access how the cooperative education has affected the effective or ineffective working of the management of cooperative business enterprise.
Chapter two is all about the literature review of the past related work of this topic.
Chapter three covers the population of the study which consists of all the registered primary cooperative societies in Udi Local Government Area, sampling and sample size determination, sample technique, source of data were from primary and secondary sources. Primary sources were collected through oral interview, questionnaire and observation while secondary source were collected through cooperative texts, literature review and journals.
Chapter four is all about presentation, analyzing and interpreted, tabular modes of data presentation on percentage basis.
Chapter five is all about summary of research findings, conclusion and recommendation. Improvement of cooperative Education/Training, so as to ensure that, it makes great positive impacts on the effective working on the management of cooperative business enterprises. With reference to the findings, the researcher recommend that a thorough training is needed to be conducted.
Adequate cooperative Education/Training and Effective Management of Cooperative Business Enterprise will help in the development of cooperative societies in Udi Local Government Area.
Chapter One
Introduction
1.1 Background of the Study
Cooperative education/training as a concept is a framework for the expansion of human capital within a business cooperative through the development of both the business cooperative and the individual to achieve performance improvement. Many members have failed in business cooperatives because their need for training and development was not identified and provided as an indispensable part of management function. Cooperative education/training deal with the activities undertaken to expose an member to perform additional duties and assume positions of importance in the cooperative business hierarchy.
Nwachuku C.C (2007) cooperative education/training refers to any actions which is deliberately aimed at improving once skills, knowledge, habit or attitude in the performance of a given task, either in the present or in the future. It is the creation of an environment where people or members may require or learn specific job related behaviours, knowledge, skills, ability and attitude.
Cooperative members productivity is a function of ability, will and situational factors. a business cooperative may have members of ability and determination with appropriate equipment and managerial support yet productivity falls below expected standards. The missing factors in any cases are the lack of adequate skills and knowledge which are acquired through training and development. An untrained worker (member) is like a dangerous animal-once an member has received adequate training, he is in a more confident position to contribute effectively towards the realization of cooperative business goals.
Training and development is capable of making important contribution to the goals an enterprise or Business business cooperative. Training can therefore describe not as an end in itself but as a continuous activity and an integral part of a business system.
The management activity of preparing members for future job (task) responsibilities is known as management development wealth and Davis (1982) mentioned that “the distinction between training and development is of intend. Training prepares members to do their present job while development prepares for the future job. Both training and development teach members needed skills, knowledge or attitude”.
Regardless of its purpose, management development must be dynamic in nature but must adopt the approach that promises best produce the desired change. Each manager in a business cooperative is responsible for fostering the development of his subordinates. This responsibility includes establishing training programmes and measurement of training result. Development of the executive is the development of the business cooperative grow and development for high-profit.
1.2 Statement of the Problems
The challenges in effective management of organizations and business cooperatives has posed a threat on the realization and achievement of its set development and achievement of its set objectives this as resulted to fundamental issues of inadequate and improper acquisition, utilization and maintenance of its cooperative members.
The under utilization of cooperative members in business cooperatives has seriously led the business cooperative in this because human factor is not properly managed. Mismanagement is another serious problem in our business cooperative today and has reduced it to nothing as people are no longer kin with the work nor ready to own up to vital resources in the business cooperative.
Therefore the poor quality and low production have revealed the quantity of cooperative members in the cooperatives in Udi L.G.A. are not up to expectations and has thereby reduced the cooperative cooperative’s productivity.
1.3 Research Questions
- What type of education/training programs is available to members of the cooperatives in Udi L.G.A. in Enugu?
- How often are the education/training programs made available for members of the cooperatives in Udi L.G.A. in Enugu?
- What are the impacts of cooperatives education/training on the effective management of cooperative enterprises in Udi L.G.A.?
1.4 Objectives of the study
The main objective of this research is to find out the effect of cooperative members education / training on the effective management of cooperative businesses. Specifically, the study intends to:
- Identify the type of development schemes available to the members in the cooperatives in Udi L.G.A. in Enugu.
- Ascertain how often the development programmes are mounted for members in this business cooperative.
- Determine the impact of training and development programmes on the member’s performance in the cooperatives in Udi L.G.A. Enugu.
1.5 Statement of Hypotheses
H01: There is no significance difference between the mean ratings of the senior and junior cooperative members regarding the type of training available to members in the cooperatives in Udi L.G.A. in Enugu.
H02: There is no significance difference between the mean ratings of experience and inexperience members in respect of how often the education and training are mounted for members in the cooperatives in Udi L.G.A. Enugu.
1.6 Significance of the Study
The significance of the study brings out the need for a business cooperative to continuously develop and improve the cooperative members and productivity of a cooperative enterprise’ performances.
Development is inevitable to cooperative members management. This is because continuous development will help to expose the individual worker to new technology, which increase productivity. The study will contribute positively at the rate at which, cooperative members can be effectively utilized and how it can bring about high productivity in a business cooperative.
It is also hope that the study will assist in future researchers of cooperative education/training on the productivity of the enterprise. Development is important because it bring about job satisfaction through the enhancement of status, salary of the worker (member) which usually increase the purchasing powers of the individual members.
Therefore the significance of the study is to both the individuals, members and the business cooperative as a whole.
1.7 Scope of the Study
The scope of this study is limited to the cooperatives in Udi L.G.A. Enugu, the effect of cooperative education / training on effective management.
1.8 Limitations of the Study
This study is limited to the effect of cooperative education/training on the effective management of cooperative enterprises. This research work is associated with some constraint and difficulties which include the following:
i. Financial Constraint:
This is considered as the first problem or constraint encountered by the researcher. This hindered the student in getting all the needed data for the research work. This really did not help matters due to the fact as a student, there is always limited found at once disposal which formed part of those factors which discourage the researcher to go further and extend this study.
ii. Time Constraints:
This was the biggest constraints faced by the researcher because combing rigorous during of the institution in lectures, assignments (both individual and group) test, personal reading etc. and the carrying out of the research.
iii. Unavailability of Data:
Incomplete and inaccurate data also provide a lot of difficulty in undertaking this research work. As a matter of fact it is because most of the senior member were either too busy running their official responsibility that makes them hardly available to give the researcher the needed time to gather the information or were not just working to do that, though some did not cooperate just like the senior member.
Chapter Five
Summary, Conclusions And Recommendations
5.1 Summary
The aim of this study is to determine whether education/training creates effective management in cooperative enterprises in udi L.G.A. higher productivity among members in the cooperatives in Udi L.G.A., other relevant areas which the study highlighted are: the reaction of the workers towards their duties when motivation is employed by the employer and how the managers can apply motivational theories of management in their attempt to direct the job behaviour of members towards the goals of their establishment.
The general description of the area of study, which depicted the inevitability of motivation in achieving higher productivity in a business cooperative, was stated. In the course of the study, statement of problem such as; workers leaving the business cooperative due to poor motivation, their unwillingness to perform their duties well and how to motivate them to achieving desired productivity level were pointed out. To ascertain the application of the motivational techniques by the business cooperative concerned and to know the problem inhibiting the success of the members’ motivation in the business cooperative forms essential part of the objectives of the study. Questions relating to the objectives and problems were also looked at.
The study looked into some review literatures that covered different models and theories on motivation by different scholars, various definitions given by several management scholars, different means of motivating workers or simply type of motivation and the importance of motivation. Various textbooks, journals, articles and other scholarly materials were used to get terms, ideas, concepts and academic as well as professional viewpoints.
The management team of the cooperatives in Udi L.G.A., together with important officers of the business cooperative were selected as the study population with the use of simple random sampling. Both primary and secondary data were also used for this research work. The primary data was based on questionnaire while the secondary data was based on published and unpublished works. The data collected were processed and analyzed through the use of t-test statistics.
5.2 Conclusion
Cooperative members in any business cooperative remain the most invaluable asset for growth and development, hence development and redevelopment is essential components of cooperative education/training. Development and personnel development is a mixture of activities aimed at improving the performance of personnel in business cooperatives for the attainment of continuous improvement in productivity. Development and human development assists members to learn how to use the resources in an approve way that allows business cooperative to meet its desired output. member are required to perform varied competences in their profession that will make then saleable in the labor market. It is the possession of these skills needed by the labour market that will enable them contribute maximally to business cooperatives and national development of the Nigerian nation. However, for the business cooperative and government to make development and personnel development to become effective in the service cycle, they have to tackle the challenges of introducing new orientations on development contents, development evaluation, attitudes to training and development utilization.
5.3 Recommendations
The essence of training and development in business cooperative cannot be over emphasized. It has been observed that development is very important in every aspect of a business cooperative. It enhances the efficiency of member, increases output and motivates members for better performance.
It has been discovered that development and human development are not isolated from cooperative members. Even in the advanced countries and in most computerized business cooperative, training and development cannot be overlooked because; human are the ones to operate this equipment.
From the findings, the following recommendations were made:
Business cooperative is seen to be effective and efficient if there is demonstrable increase in productivity, therefore, any development and personnel development must be based on proper analysis of its contribution to the effectiveness and efficiency of a business cooperative. member should be expose to regular professional development areas such as foundation, career or development, preservice and off-the-job-pupilage development as to enhance their productivity in the business cooperative. It is also necessary for the member to be exposed to seminars, conferences and workshops to enable them keep abreast with the challenges posed by modern business offices.
The development programmes of managers should be done on yearly or regular basis; hence development involves systematic, professional and development of skills, knowledge and attitude necessary for performing specific schedule of duties. There should be free flow of information to enable all the member aware of the training and development programme available both internally and externally.
There should be effective utilization of integration of resources, physical and human will to yield high output or performance. Also, on-the-job and in-house methods of development should be used extensively by business cooperatives and government, especially in the development of junior member as they tend to be cheaper and more effective.
The cooperatives in Udi L.G.A. should also introduce reward system for outstanding performance so as to motivate members to always put in their best during each development period. This will assist them in identifying those member that has special skills and talents. the cooperatives in Udi L.G.A. should expose all their member to development at least once in every year. This will make the members to meet up with the changes in their services and work processes as may be driven by the competitive environment.
Instead of downsizing those members with years of experience and recruiting new ones, business cooperative should rather invest in (committed to) training and development of their experienced member. This will help them to reduce the cost of frequent recruitment and selection.
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