TABLE OF CONTENTS
TITLE PAGE i
APPROVAL PAGE ii
CERTIFICATION iii
DEDICATION iv
ACKNOWLEDGEMENTS v
TABLE OF CONTENTS vi
LIST OF TABLES ix
ABSTRACT x
CHAPTER ONE: INTRODUCTION
Background of the Study 1
Statement of the Problem 12
Purpose of the Study 14
Significance of the Study 14
Research Questions 16
Hypotheses 16
Scope of the study 17
CHAPTER TWO: REVIEW OF RELATED LITERATURE
Conceptual Framework 18
Planning Competencies 24
Organizing Competencies 28
Directing Competencies 32
Controlling Competencies 37
Theoretical Framework 55
Theory of Skill of Competency by Cratty (1973) 55
Theory of Performance 56
Scientific Management Theory 56
Related Empirical Studies 57
Summary of Literature Reviewed 61
CHAPTER THREE: METHODOLOGY
Design of the Study 63
Area of the Study 63
Population for the Study 64
Sample and Sampling Techniques 64
Instrument for Data Collection 64
Validation of the Instrument 65
Reliability of the Instrument 66
Method of Data Collection 66
Method of Data Analysis 66
CHAPTER FOUR: PRESENTATION AND ANALYSIS OF DATA
Research Question 1 67
Research Question 2 69
Research Question 3 71
Research Question 4 72
Hypotheses Testing 73
Findings of the Study 78
Discussion of Findings 80
CHAPTER FIVE: SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
Re-Statement of the Problem 84
Summary of Procedures Used 85
Summary of Findings 86
Educational Implications of the Findings 87
Limitation of the Study 88
Conclusions 89
Recommendations 89
Suggestion for Further Studies 90
REFERENCES 91
APPENDIX A: Letter to the Validates 99
APPENDIX B: Research Questionnaire 101
APPENDIX C: Population Distributions of Oil and Gas Stations Managers at
Onitsha in Anambra State and Asaba in Delta State 105
TABLE OF CONTENTS
Table 1: Mean responses of Oil and Gas station Managers on the planning
competencies required 68
Table 2: Mean responses of Oil and Gas station Managers on the Organizing
Competencies required 70
Table 3: Mean responses of Oil and Gas Station Managers on the Directing
Competencies required 71
Table 4: Mean responses of Oil and Gas station Managers on the Controlling
Competencies required 73
Table 5: The t-test result of the mean responses of male and female oil
and gas station managers on the organizing competences required
for oil and gas stations management. 74
Table 6: The t-test result of the mean responses of oil and gas station
managers on the planning competences required for oil and gas
stations manager with respect to business location. 76
Table 7: ANOVA Analysis of the responses of experienced and less experienced
managers on the directing competencies required by Oil and Gas station
managers 77
Table 8: ANOVA Analysis of the responses of the managers, based on
educational qualification on the controlling competencies required
by them 78
Abstract
The main purpose of this study was to determine the management competencies required by multinational oil and gas service station managers in Onitsha and Asaba metropolis for effective service delivery. Specifically the study sought to determine the: planning competencies required by oil and gas station manager; organizing competencies required by oil and gas station managers; directing competencies required by oil and gas station managers; controlling competencies required by oil and gas station managers. Four research questions and four null hypotheses were formulated in line with the objectives to guide the study. Related literature and some empirical studies were reviewed. The study adopted survey research design and was conducted in fourteen oil and gas service station in Asaba and Onitsha metropolis, Nigeria. The population for the study comprised 69 respondents, made up of 60 males and nine female drawn from fourteen oil and gas service station in Asaba and Onitsha metropolis, Nigeria. The entire population was studied. A structured questionnaire made of 58-items was developed from the literature. The structured questionnaire was face validated by three experts. The instrument was trial tested on oil and gas service station manager from Akwa in Anambra state on 20 oil and gas managers. Cronbach Alpha method was used to determine the reliability of the items and a coefficient of 0.89 was obtained. The structured questionnaire was administered on 69 respondents by the researcher and five trained research assistants. All the copies of the questionnaire were retrieved and analyzed using the mean and standard deviation, while real limit of Highly required (3.50 –4-00), Required (2.50 -3.49), Slightly not required (1.50 – 2.49), Not required (0.50 – 1.49) was used to interpret the result, T-test was used to test the null hypotheses 1 and 2, while Analysis of Variance (ANOVA) was used to test hypotheses 3 and 4. The findings of the study revealed that oil and gas service station managers required the management competencies for effective service delivery in oil and gas stations. One of the disclosures of the null hypotheses showed that there was no significant difference in the mean responses of oil and gas station managers on the planning competences required for oil and gas stations manager with respect to business location. Therefore, management of oil and gas stations, the employees of oil and gas stations, should train their staff on the following management competencies: planning, organizing, directing and controlling in order to serve the motorists, who are the customers of the oil and gas station, and the general public effectively. It was recommended that oil and gas service stations should organize seminars, conferences and workshops to educate their staff on the need to adopt required management competencies for effective and efficiently oil and gas service delivery.
CHAPTER ONE
INTRODUCTION
Background of the Study
Every institution, organization, household and business needs proper management to ensure a smooth running of such organizational set up. An organization such as oil and gas stations, if not properly managed, planned, directed, organized and controlled cannot achieve success. In a nutshell, good management needs to be established. Human, material and financial resources must be present to achieve managerial goals and objectives. If proper manpower budget is not well planned, the organization would be faced with a high risk failure. Individual staffs control all the other resources of the organization. Cole (2002) posited that Human resources planning are not just a number game, even though labour statistics are an important element in it. Maxwell (2001) is of the opinion that people should work on people’s attitudes, skills and knowledge rather than trying to grow an organization. If they do that, the organization will experience 10 percent growth overnight. In an organization, people are the most difficult resources to be managed. With this reason, proper care has to be established in selecting personnel to handle sensitive positions within an organization.Management in the context of this study involves the act of getting things done and evaluating performance which is known as controlling. Controlling is one important aspect of management that ensures that things are done orderly that is in a proper way. In a nutshell, management encompasses every spheres, every activity, be it in religion, sports, market and so on. Management is an art and science that encompasses all activities within an Organization. It is the life wire, root and core of every institution, Organization, firm, and business micro, macro, public or private. It involves the planning, coordinating, directing, controlling and organizing of all the activities that go on within an Organization (Saley, 2005). Management as defined by Kreitner (1995) is a process of working with and through others to achieve organizational objective in a changing environment. Central to this process is the effective and efficient use of limited resources. Everett and Ronald (2000) Posited that management is the process of designing and maintaining an environment in which individuals, work together in groups, efficiently accomplish selected aims. The key aspects of management are getting things done through people in an effective, efficient and economic manner in order to achieve the organization’s objectives. It is the effective and efficient use of related resources, human, material, capital for the actualization of a goal known as the overall Organization’s goal.Most organizations in Nigeria especially the oil and gas stations, to achieve managerial success need to set up an administrative department so as to have a proper coordination of the activities. According to Susan and Doug (2008), an administrative office needs to plan in order to source for its manpower. The idea of selecting staff to man and occupy positions in most Organizations like the oil gas stations is known as recruitment and appointment. Management functions also include discipline, promotion, training and the rest to achieve set targets.