TABLE OF CONTENTS
Title page i
Certification ii
Dedication iii
Acknowledgement iv
Abstract v
Table of contents vi
CHAPTER ONE
1.0 Introduction
1.1 Background of the study
1.2 Statement of the study
1.3 Research questions
1.4 Objective of the study
1.5 Research Hypotheses
1.6 Significance of the study
1.7 Scope of the study
1.8 Limitation of the study
1.9 Clarification of terms
CHAPTER TWO
2.0 Literature Review
2.1 The nature and frame work of salesforce training programme.
2.2 The need for salesforce training
2.3 Types of training necessary for the salesforce
2.4 Functions of salesforce / salespeople
2.5 Types of salesforce
2.6 The effective’s salesforce training programme as a means of achieving increased productivity of the salesforce.
References
CHAPTER THREE
3.0 Research methodology
3.1 Research design
3.2 Sources of data
3.3 Population and determination of sample size population.
3.4 The sample size calculation
3.5 Method of investigation
3.6 Questionnaire distribution
3.7 Research instruments
3.8 Description of data analysis techniques
CHAPTER FOUR
4.0 Data presentation and analysis
4.1 Interpretation of data
4.2 General discussion of findings
CHAPTER FIVE
5.0 Summary, conclusion and recommendations
5.1 Summary of research findings
5.2 Conclusion
5.3 Recommendation
Bibliography
Appendix
CHAPTER ONE
1.0 INTRODUCTION
Salesforce are known to be life wire of any organization, generally, the history of salesforce dates back to the period of industrial revolution in Europe. This was the time when mass production begins in household name in manufacturing organization in Europe. Today, salesforce as employees in both service and manufacturing organization in Nigeria are seeing as indispensable in the achievement of organizational goals.
A closer look at the opposition of employment in the Nigerian economy clearly indicate that salesforce are largely employed in banking organization, insurance companies, construction and manufacturing like hotels and tourist organization.
In other to maximize the performance of salesforce, there is always need for continuous effective salesforce training programme. The training programme became necessary because of the growing changes in the social and economic environment by which salesforce operate.
According to York and Tyson (2001:162) training in a work organization is essentially a learning process in which learning opportunities are purposefully structured by the managerial, human resources and training salesforce, working in collaboration of by external agents acting on their behalf. The aim of the process is to develop in the organization’s employees through knowledge, skills and attitudes that have been defined as necessary for the effective performance of their work and hence for the achievement of the organizational aims and objectives by the most cost-effective available.
On the other hand, salesforce training the effort an employer is puts forth to provide salesforce job- related culture, skills, knowledge and attitudes that should result in improved performance in the selling environment. The goal of building a successful sales culture in the changing global environment places new demands on training departments and requires organizations to develop innovative and comprehensive approaches that extend beyond geographic and time limitations. On- time training, on one coaching and behavioural change training are just some of the strategies companies are applying to salesforce training curricular across the country. Many organizations have decided to reengineer the training process because of increased product competition, and a better understanding of the sales process and new training techniques.
1.1 BACK GROUND OF STUDY
The Rokama Industry Limited was fully established in 1982 and produces baby Jelly, toothbrushes, air freshens, Uzzi water and also refilling of gases. The industry employed about 40% local raw materials and 60% of foreign inputs, though they mix them through what the director called valued added process.
The operations of organizations, larger small, require competent salesmen as staff. This is so because most of the salesmen employed have not been trained to do jobs as it concerns to sales in an organization. Even those who have studied in technical/ professional field of work at college must receive some initial training orientating them to the policies, practices and other ways of the particular organization which has employed them.
Long before now, some organization does not give their salesforce effective training programme. To them, salesmen will always perform. Not until recently that the started knowing the importance of effective salesforce training programme as one of the means of achieving increased productivity of the salesforce. Salesforce is an indispensable part of the marketing team that appreciates the need to be customer oriented. As a matter of fact, they are the people closes to the customer in the organization and there fore the organization depends on them (salesforce) to continually monitor the needs of customers and responses to already existing products in the market and convey such information to the organization so that they always have goods that will satisfy the customer in the market place. Because of these roles that salesforce play, it is pertinent that they are effectively trained as this will ensure effective salesforce increase productivity. The quest of this study is for effective salesforce training programme as a means of achieving increased productivity of the salesforce.
1.2 STATEMENT OF THE PROBLEM
In view of the circumstances identified above, the researcher wishes to solve the following problems. It is observed that most salesforce especially field- salespeople who work for established business organization always performs below expectation. Indeed their level of performance is extremely low. This problem is generally attributed to lack of training.
In addition to this problem, most organization which employs salespeople (salesforce) do not have an effective salesforce training programme for efficient and effective increased productivity of the salesforce. They are unable to achieve an improved selling performance for increased productivity of the firm.
There is also a share dearth of training policy in those, organizations. Also one has observed that most salesforce are unwilling to present themselves for effective training. These are some of the problems, which the researcher wishes to examine in this work.
1.3 RESEARCH QUESTIONS
1. Are salesforce of any importance to the business establishment?
2. Does salesforce of Rokana industries perform below expectation?
3. Does increased in the productivity of the salesforce depend on salesforce training programme?
4. Does motivation improve the performance of salesforce?
6. Is it necessary for organization to have training facility?
7. Does training without proper motivation effectively encourage salesforce? Performance?
1.4 OBJECTIVES OF THE STUDY
The effective salesforce training enables the salespeople to have the knowledge of the company’s produce and their applications, plus new product developments. The study is aimed at achieving the following:
i. To identify the need for or relevance for the training and development in an organization.
ii. To determine the problems experience by the salesforce.
iii. To identify various forms of training programmes which are made available for salesforce?
iv. To identify the factors militating against effective salesforce training programme.
v. To make recommendation on the best possible means for enhancing the level of salesforce training.
vi. To suggest ways of improving salesforce motivational strategy for increase productivity.
vii. To ascertain the strength of salesforce as a means of increase productivity in the organization.
1.5 RESEARCH HYPOTHESES
Ho: An increase in the productivity of the salesforce does not depend on salesforce training programme.
Hi: An increase in the productivity of the salesforce is dependent on the salesforce training programmme.
1.6 SIGNIFICANCE OF STUDY
The present study will be of immense benefit to managers and students who are interested in the salesforce training. These works will serve as a guide that will enable the managers of these companies to handle effectively day to day management of salespeople (salesforce). And also to that of the students, it enables them to increase in their scope of knowledge towards salesforce training activities.
1.7 SCOPE OF THE STUDY
This study will centre on “effective salesforce training programme as a means of achieving increased productivity of the salesforce”.
The study will lay emphasis on the pattern problem and prospect of salesforce training in manufacturing organization. The geographical area of coverage is Rokana Industry Located in Imo State.
Furthermore, the studies will make recommendation on the best possible means of enhancing the level of effective salesforce training programme in the manufacturing organizations (Rokana Industry).
1.8 LIMITATION OF STUDY
The researcher encountered some constraints in carrying out this study. Such constraints encountered are;
TIME: Enough time was required for the collection of data and other relevant facts. The researcher as a final year student has to spend most of his time traveling to Rokana Industry in the bid in search of relevant and efficient information related and particularly for the most important ones for his study.
COST: A thorough research work imposes a huge financial burden, which can not easily carry out adequately by a student for this reason; the researcher has to be restricted to Rokana industry.
INTERVIEW PROBLEM
Most people interview were unwell ling to give or release information required due to fear that their opponent or competitors may get hold of them. More also, most people interviewed not able to answer correctly the questions posed to them.
1.9 CLARIFICATION OF TERMS
i. For the purpose of this research, this word will be sued to mean the same thing and they are defined as technologically oriented individuals whose primary responsibility is to sell both consumer and industrial goods and service to buyers and buying influences industry government and institutions.
ii. Training: It can be seen as an organized procedure by which people gain knowledge and / or skill for doing a particular job.
iii. Motivation/ Motivating: This can be described as a means by which trying to force someone to perform a task or duty, and the right use of the appropriate incentives to obtain the desired result. Motivations are all those inner inertia (such as drives and desires) that is sufficiently enough to stimulate ones behaviour towards attainment of a goal.
iv. Productivity: According to advanced learner’s dictionary, productivity is increase efficiency in industrial production and also the rate at which goods are produced for effective function.
REFERENCE:
CHAPTER TWO
2.0 LITERATURE REVIEW
In this chapter, steps will be taken by the researcher to examine scholarly publications relating to the field under review. This means that conference papers, newspaper and journal articles, seminar and workshop relating to salesforce programme as means of achieving increased productivity of the salesforce are examined.
Most of the materials reviewed are presented in the following sub-headings
2.1 THE NATURE AND FRAME WORK OF SALESFORCE TRAINING PROGRAMME
Writing on the nature of salesforce training and increased productivity, York (20001:161-163) maintained that helping salespeople to become effective in their job is one of the most fundamentally important tasks in people management that any work organization has to undertake. Employers depend on the quality of their employee’s performance to achieve organizational aims and objectives; employees have motivational needs for development that can and should be met through job satisfaction.
The initiative for providing this help must come mainly from the employers. The vocabulary to describe this kind of help in the context of work includes terms such as training, development, and education and more recently salesforce training programme and increased productivity. Attempts are made by some authors to separate these terms by differential definitions. For example training aims to achieve short- term specific organization objective. Education is directed towards the long-term development of individuals.
Definitions of this kind is simple a very complicated process. What, for example is to be said about the universally accepted term “salesforce training”. This process is certainly not concerned with short term objectives and certainly includes education and increased productivity of the salesforce processes. As the common denomination of almost these terms in learning, it is better to see training as a learning process, as defined below rather than to engage in debates about semantic differences.
There is no adequate all embracing term to describe this process, although “work-directed learning” comes close to our view. In meantime, the world “training” will be used throughout in discussing the process in the widest possible context, starting with the following comprehensive definition as a foundation for effective practice.
According to Okorie Festus (20002:5), in his Lee way to Skillful selling defined salesforce as a vital Link between the manufacture and distributors and users. It is often said that the advent of mass advertising has reduced the stature of the salesman to the role of mere order takes.
Salesforce training learning opportunities are purposefully structured by the managerial, human resource and training programme working in collaboration or by external agents acting on their behalf. The aim of the process is to develop in the organization’s employed, the knowledge, skills and attitudes that have been defined as necessary for the effective performance of their work and hence for the achievement of the organizational aims and objectives by the most cost effective means available. The importance of using a comprehensive definition as a basis for practice is that it focuses attention on the main aim of training, that is effective performance leads logically to certain importance conclusions and question arising from the definition that determine the degree of effectiveness in practice such as;
1. Training is always a means to an end and not an end in itself. Unless it leads to the effective performance of work it inevitable incurs a waste of valuable resources.
2. Precise definition of the requirements for effective performance in terms of knowledge skills and attitudes by means of job analysis is of fundamental importance.
3. Because it is directed towards effective performance of work, it must be seen as an integral and vital part of the whole work system.
4. Since managers are responsible for the effective performance of work to achieve the organizational aims and objectives, they logically must have the responsibility for ensuring that employees are effectively trained for this purpose. Management must take the initiative in setting up resources and monitoring the effectiveness of the training system and its provision in practice.
5. Whilst management bears the man responsibility of all salesforce in the organization are involved in the training task. Effective practice requires the collaboration of managerial human resource and salesforce training.
6. The purpose of training may be achieved by a variety of means example by planned work experience in a series of different job, by planned experience within on job, by formal training at the work place or at training centres. The sole criterion for choice of method in whatever is most likely to achieve the training aim.
7. The, development of an organization’s human resources applied to all its employees form the most senior in the field of work. When training is defined in traditional narrow terms, it tends to be directed towards junior and middles grades of employees. But all employees are likely to need training of some kind throughout their working lives for increased productivity of the salesforce (salespeople). It surely could not be assumed that senior salesmen, on whom so much depends, have no need for further learning especially in view of the demands of economic, social and technological changes in the present times.
8. Because of the vital contributions that training makes to the development and increased productivity of the salesforce and the achievement of organization’s aims in any shape or form must themselves be trained for the task, e.g full and part time trainers, managers and supervisors.
Similarly, stricken (1994:362) while writing on the principle of training for salespeople maintained that inferences should be laid on future need for developing and training of salespersons power. This circumstance suggests that a necessary part of any managerial job no matter what is special function may be is manpower planning. As yet this aspect of his responsibility is still ignored by many planned training is essential to develop and improve existing skills to need the needs that future products, markets and production will require. In the study undertaken by the U.S.A. National planning Association’s centre for priority analysis, Dr. Leonard Lecht come to a major conclusion on, which he reveals in his book manpower need for national goals in the 1970’s. The fact is that if the united state continues with its existing modes of employment, education and training only efforts to meet its national goals will be constrained by substantial Labour shortages. This will be in spite of substantial advances in technology and automation, for with each there is brought into being a further demand for additional manpower and new labour skills.
If the above point is agreed as applicable, in general, to most advance western countries it is worth nothing very briefly some of the thinking in this area and how it relates to salesforce training.
The institute of personnel management published in 1967 a study perspective in manpower planning by several members of the Edioburgh Group. In this, it was stated that there are two very good reasons why all organizations should objectively study their manpower resources; expected problems in recruiting personnel with special skills; changes within the organization arising from a search for increased efficiency and greater increased efficiency and productivity have a direct relationship to the ability of salespeople and it is this area, which is surely the concern of any trainer.
2.2 THE NEED FOR SALESFORCE TRAINING
It is important to emphasize that the environment of all companies is dynamic. Its principal factor is such an environment is the impact of technological change. It can cause continual revision of the product. Its application and customer requirements.
Be that as it may, Stranchen (1978):364) maintains that there is also the equally profound effect of competitive action and reaction. There is no doubt that many companies are dedicated to the policy of “first in the field”. Certainly, much sales activity is often engendered by the action of a principal competitor.
So the sales organization has a need for training that is not merely born from pressures created internally in terms of planning and selling objectives. There are external pressures resulting from a continually changing operating area, which demand that salespeople be up to date in both product knowledge and selling skills.
According to York and Tyson (2001:163) write that an analysis of training need is an essential prerequisite to the design and provision of effective training. It should however be noted that the type of training to be accorded to salespeople recruited for the selling of consumer products differs greatly from those employed for the sale of industrial products.
Morden A.R. (1987:512-513) while deliberating on the contents of sales representatives training said that, most salesforce training covers the following areas:
2.3 TYPES OF TRAINIGN NECESSARY FOR THE SALESFORCE
Salespeople are usually exposed to two types of training right from the period that are recruited to the time when they either resign or retire from the active service of their employer. These training are;
1. The type they usually receive to get them adequately started on the job, which is normally referred to as either the induction , initial, or indoctrination training or programme, and.
2. Those that management may later arrange at regular intervals to further improve and enhance the productivity of salesforce which we call either the subsequent or continuous training.
2.4 FUNCTIONS OF SALESFORCE/ SALESPEOPLE
The salespeople have been described as the vital link. They are life wire of any organization. Even though the economy may expand, unless the salesman ensures acts as a spur to the economy, in selling his goods in his firm’s factory. In turn, this means continued prosperity to the supplier of materials and services to the factory and employment for the supplier’s work- people. The salespeople’s function therefore is far wider than the mere persuasion of buyers to place order. In the society, they occupy an important worth- while role and they contributes materially to the expansion of the economy.
When examined in greater details, the salespeople are which can depend upon individual company policy include some or all of the followings:
1. The presentation, demonstration and sales of his company’s goods. Negotiation on quality, price and delivery, explanation and presentation of company policy.
2. The continuous examination of the market and reporting on competitive methods, products and prices. Reporting on shortages, over supply and changes in trading conditions.
3. The maintenance of adequate stocks of his company’s goods by distributors and users.
4. The continuous acquisition of knowledge of his company’s products and their applications, selling points and the benefits to the users.
5. The advice and instruct dealers, their staff in the sale and display of his company’s products.
6. Prospecting for new outlets and the extension of his company’s influence on his territory.
7. The maintenance of good customer relations.
8. The obtaining and maintenance of satisfactory displays for his company’s goods.
9. Recommendation of credit for customers, assessment of their premises, organization, standing and influence, in the acquisition of satisfactory trade references.
10. The collection of outstanding accounts and avoidance of bad debts.
11. The handling of complaints from distributors and users.
12. Implementation of sales promotion schemes.
13. The maintenance of satisfactory records of expenditures, handling of correspondences.
14. The proper care and maintenance of any of his company’s property, which has been entrusted to his charges.
2.5 TYPES OF SALESFORCE
According to Ugiagbe (2002:112) while writing on industrial salesperson classified salespeople (salesforce) into the following:
1. The sales Engineer: Thus sales person is technically trained and he calls upon purchasing agents, plant engineers, production supervisors, etc. products sold are normally complex and technical in nature. The sales engineer may be the original equipment manufacturers (OEMS) or distributors or users customer. This type of industrial salesperson is an engineer who sells.
2. The executive salesperson: This salesperson possesses a high degree of competence. The sell for manufacturers or distributors standardized industrial products like computer, software programs and consulting services, company insurance advertising, etc to purchasing directors, personnel managers, production and data production managers. The product and services sold by the executive salesperson are not used for further production, but they are required in the supplies salesperson.
3. The Industrial supplies salesperson: The sell for manufacturers or distributors standardized industrial products such as component parts, raw material, processed materials etc. They are technically oriented and trained. They have knowledge of production machinery processing. Generally, they sell to original equipment. They deal more within purchasing agents.
4. Inside Sale person: The inside salesperson is basically a phone salesman. They do not work in the field; they sell through phone from within the manufacturers’ facilities. Inside salespersons are used where customers are already established and where personal sales calls are not required. They are less expensive to train and they do not require field expenses such as car, travel meals, Lodging and entertainment. They have assigned territory and are responsible for accounts within those areas.
5. The Missionary salesperson: They work with industrial customers and middlemen in a consulting or an advisory capacity. The are involved with indirect sales that may accrue from helping a customer with technical assistance aiding the distributor salespeople. This type of salesperson does not sell but can be instrumental in future sales.
2.6 THE EFFECTIVE SALESFORCE TRANINING PROGRAMME AS A MEANS OF ACHIEVING INCREASED PRODUCTIVITY OF THE SALEFORCE
Writing on the effectives, salesforce, training on the performance of productivity of salespeople. York (2001:167) is of the view that:
a. Training is a learning process and not a trainer oriented process.
b. The trainer is essential a catalyst in the process. As Galileo is reported to have said, “You cannot teach people anything, you can only help them to learn.
c. In the practice of training, trainers need therefore to:
i. Show why people need to learn contain things, how it will help them, how their learning fits into a total picture and the relationship of parts to a whole e.g the rational of a whole training programmes and of a single subject in a course.
ii. Make training as experimental and active as possible, that is using real work as the learning medium or methods that relate to real work as closely as possible.
iii. See that people learn from good examples and practice as quick as possible.
iv. Use an imaginative approach, involving interesting, varied and stimulating methods for learning, supported by helpful audio visual and similar aids.
v. Be interesting and stimulating themselves through their own presentational skills.
vi. Structure learning, so that people have regular assessments of their performance and achievement.
REFERENCES
Shaun Tyson and Alfred (2001:161-167) Essentials of human resource management Sydney press London. Fourth Edition.
M.C. Nwaogwugwu and M.A Ugiagbe (2002:111-112) Industrial Marketing in Nigeria. Uderbiuwa press Nigeria. First Edition.
Stranchen M. Charles (1994:362-367) Training and Development of salespeople. The Dryden Press New York Fifth Edition.
Modern A. R. (1987:513) sales management (the total systems approach) Ludan Press London. Third Edition.
Still R. Richard et al, (1976) sales management, Decisions, policies and cases Ebgle wood Cliffs, Prentice Hall inc. New Jersey
Okorie .F.R. (2002:5-7) Leeway to skillful selling Mantle publishers Nigerian First Edition.
1. Consult the recommended normal as a guide for proper referencing.
2. Discuss the theories models relevant this study.
3. Follow the outline in the faculty format strictly.
4. Effect corrections and re-submit proceed to .
CHAPTER THREE
3.0 RESEARCH METHODOLOGY
This chapter describes the research method adopted for the entire study. The following sub-headings will be discussed under this chapter.
1. Research design
2. Sources of data
3. Population and determination of sample size population.
4. The sample size calculation
5. Method of investigation
6. Questionnaire distribution
7. Research instruments
8. Description of data analysis techniques.
3.1 RESEARCH DESIGN
The study utilized a survey research design. The researcher sought opinion of management staff, salesforce instructors, straining officers in the Rokana industry. Survey instrument was deemed the most appropriate for gathering the data required for the study, since survey design centres on people, their beliefs, opinion, attitude and behaviours (Best:1984).
3.2 SOURCES OF DATA
The data contained in this research study are made up of a combination of primary data and secondary data. The primary research sources provide most of the information and data used in the work.
In obtaining these data the primary data was sourced through:
1. Direct interview
2. Administered questionnaire
While that of secondary data were sourced through published journals, textbooks, and conference papers as well as past project works.
3.3 POPULATION AND DETERMINATION OF SAMPLE SIZE
The population of the study comprised 50 staff and 150 trained salesforce in the four departments/ sections in the Rokana industry for the study.
DETERMINATION OF SAMPLE SIZE POPULATION ACCORDING TO THE INDUSTRY
S/N0 Industry Management staffs Management staffs Higher qualification Trained officers Total
1. Admin 5 10 25 20 60
2. Personnel 4 5 15 15 39
3. Marketing Dept. 6 8 20 25 59
4. Accounting 5 7 10 20 42
Total 16 14 30 40 100
3.5 METHOD OF INVESTIGATION
The methods of investigation of the study include the followings:
a. Questionnaires
b. Interview
c. Observation
The questions in the questionnaire are divided into two parts with combination of both closed and open ended question. Part one of the questionnaire seek to gather information about the person being questioned while part two seek to know the effective salesforce training programme as a means of the salesforce, and how it motivate salespeople. Interviews were also conducted and operational processes personally observed.
3.6 QUESTIONNAIRE DISTRIBUTION
The questionnaire meant for this study was distributed to various people in the firm. Such as below:
Departments Higher qualifications (Top management) Sales instructors (middle management) Management staff (lower management) Trained
Officers Total
Administrative Dept 8 2 4 11 25
Personnel dept. 7 3 5 5 20
Marketing dept. 9 7 3 20 39
Accounting 6 2 4 4 16
Total 30 14 16 40 100
The above, showed a total of one hundred questionnaire which was distributed and only fifty percentage) by the researcher.
3.7 RESEARCH INSTRUMENTS
The research instrument distributions which the researcher used are as follows;
i. By mail
ii. Personal visit
1. PERSONAL VISIT: This approach can also be called face to face personal interaction with the personalities concerned for the purpose of carrying out the project; visits were made to the company and also to the various departments.
DESCRIPTION OF DATA ANALYSIS TECHNIQUES
To aid analysis and promote understanding, the researcher used statistical tools in carrying out the analysis of the different hypothesis stated in chapter one is chi-square.
The chi- square method of testing hypothesis is depicted by X2. This method of technique is simply used because it reveals the relationship between variables and more importantly applicable in the testing of hypothesis.
The formula and its application are explained in chapter four.
CHAPTER FOUR
4.0 DATA PRESENTATION AND ANALYSIS
This chapter focused on data presentation and analysis of results collected. The result collected was based objectively on those question naire administered to the management staff of Rokana industry. The questionnaires were distributed and collected.
A total of one hundred questionnaires were administered by the researcher through the management staff which is 16, salesforce instructors 14, higher quantifications 30, and trained officers 40.
On fifty were actually collected (representing percentage) observed through the research study.
TABLE 4.1
SEX RESPONSES RESPONSES%
MALE 30 60
FEMALE 20 40
TOTAL 50 100
From the table above, it can be observed 60% representing 30 respondents were made while 40% representing 20 respondents were female.
TABLE 4.2
AGE REACKET RESPONSES RESPONSES%
15-25 5 10
25-35 20 40
35-45 15 30
45-55 10 20
TOTAL 50 100
The table above, shows the age of people the questionnaire were administered to 10% of the respondents are from between the 15- 25 years, 40% from 25-35 years, between 35- 45 years 30% were interviewed while 20% were interview while 20% were interviewed from the age of 45-50years.
TABLE 4.3
QUALIFICATION RESPONSES RESPONSES%
SSCE 10 20
GCE 19 38
ND 11 22
B.SC. 9 18
OTHERS 1 2
TOTAL 50 100
From the table above, it shows that 20% representing 10 respondents are SSCE holders, 38% representing 19 respondents have their qualification as GCE while 22 representing 11 respondents obtained ND while 18% representing 9 respondents have B. SC qualification other qualifications not indicated have only 2% representing and 1 respondent.
TABLE 4.4
QUESTION 1
DO YOU HAVE SALESFORCE IN YOUR ORGANIZATION?
QUALIFICATION RESPONSES RESPONSES%
YES 50 100
NO - -
TOTAL 50 100
From the table above, it shows that out of 100% represent 50 respondents agreed to have salesforce in their organization while no respondent disagreed.
TABLE 4.5
QUESTION 2
WHAT TYPE OF SALESFORCE DOES YOUR ORGANIZATION HAVE?
TYPE OF SALESFORCE RESPONSES RESPONSES%
EXECUTIVE SALESFORCE 15 30
INDUSTRIAL SUPPLIER 20 40
INSIDE SALESPEOPLE 5 10
MISSIONARY SALESPEOPLE 10 20
TOTAL 50 100
From the table above, it can be observed that 30% representing 15 respondents claimed their company employed salesforce executive, 40% representing 20 respondents said that they have industrial supplier salespeople, 10% representing 5 respondents agreed to have inside salespeople, while 20% representing 10 respondents claimed to have missionary salespeople.
TABLE 4.6
QUESTION 3
ARE SALESFORCE OF ANY IMPORTANCE TO THE BUSINES ESTATELISHMENT?
ALTERNATIVE RESPONSES RESPONSES%
YES 48 96
NO 2 4
TOTAL 50 100
From the table above, it can be observed that 96% representing 48 respondents said that salesforce are important while 4% representing 2 respondents said no.
QUESTION 4
If yes, of what importance are they?
a. The respondents said that the salesforce present, demonstrate and sale their company’s product.
b. They maintain a good customer relation.
TABLE 4.7
QUESTION FIVE
IS IT TRUE THAT SALESFORCE PERFORM BELOW EXPECTION?
ALTERNATIVE RESPOSENSES RESPONSES%
YES 35 70
NO 15 30
TOTAL 50 100
From the table above, it shows 70% representing 35 respondents said that salesforce perform below expectation while 30% representing 15 respondent said no that they do not perform below expectation.
QUESTION 6
IF YES, WHAT ARE THE REASONS?
a. The respondents said that some of the salespeople/ salesforce are unwilling to present themselves for training.
b. The salespeople are not given adequate training by their organization.
TABLE 4.8
QUESTION- SEVEN
DOES INCREASED IN HE PRODUCTIVITY OF THE SALESFORCE DEPEND ON SALESFORCE TRAINING PROGRAMME?
ALTERNATIVE RESPONSES RESPONSES
YES 43 86
NO 7 14
TOTAL 50 100
From the above table, 86% representing 43 respondents agreed that the increased in the productivity of the salesforce is depend on salesforce training programme while 14% representing 7 respondents disagreed.
TABLE 4.9
QUESTION EIGHT
DO SALESFORCE REQUIRE MOTIVATION?
ALTERNATIVE RESPONSES RESPONSES
YES 45 90
NO 5 10
TOTAL 50 100
From the research table conducted above, 98% representing 49 respondents agreed that motivation improves the performance of salesforce while, 2% representing 1 respondent said that no matter how motivated a worker may be without the ability or skill, he cannot perform.
TABLE 5.1
QUESTION ELEVEN
IS IT NECESDARY FOR N ORGANIZATION TO HAVE TRANATIVE FACILITY?
ALTERNATIVE RESPONSES RESPONSES
YES 30 60
NO 30 40
TOTAL 50 100
From the table above, it can be observed that 60% representing 30 respondents agreed that it is necessary for an organization to have train facility while 40% representing 20 respondent disagreed or said no.
TABLE 5.2
QUESTION TWELVE
WHAT TYPE OF TRAINING POLICY DO THE MANAGEMENT ADOPT?
TYPES OF TRAINING RESPONSES RESPONSE 5%
INDICTION 23 46
OFF THE JOB 17 34
ON- THE JOB 10 20
TOTAL 50 100
From the table above, it shows that 46% representing 23 respondents claimed that the type of training they adopt is induction, 34% representing 17 respondents said that their company has off- the job training while 20% representing 10 respondents said they have on the joy type of training.
TABLE 5.3
QUESTION THIRTEEN
DOES TRAINING WITHOUT PROPER MOTIVATION EFFECTIVELY ENCOURAGE SALESFORCE PERFORMANCE?
ALTERNATIVE RESPONSES RESPONSE %
Yes 5 10
No 45 90
Total 50 100
In analyzing the table above, it can be observed that 10% representing 5 respondents agreed while 90% representing 45 respondents said that training without proper motivation cannot increase the performance of salesforce.
4.1 INTERPRETATION OF DATA
The hypoth4eses would be tested in this chapter by using chi-square in table 4.8 which says:
Ho: Increased in the productivity of the salesforce does not depend on salesforce training programme.
Hi: Increased in the productivity of the salesforce is depend on salesforce training programme.
OBSERVED RESPONES
ALTERNATIVE RESPONSES RESPONSE 5%
YES 43 86
NO 7 14
TOTAL 50 100
ALTERNATIVE RESPONSES RESPONSE% TOTAL
YES 43 86 129
NO 7 14 21
TOTAL 50 100 150
Ei = Total row X total column
Total of row and column score
X2 (Oi – Ei)2
Ei
ALTERNATIVE YES NO
RESPONSES 50X129 50 X 21
150 = 43 150 = 7
PERCENTAGE 100 X 129
150 = 86 100 129
150
X2 (Oi – Ei) 2
Ei
(43 -43)2 + (86 – 7)2 + (7- 86)2 +
43 7 86
(14 – 14)2
14
= o + 891.6 + 7 2. 6 + 0
= 964.2 = observed
Level of significance is 5% = o.o5
Degree of freedom =(C – 1) (R-1)
= (2 – 1) (2-1) = 1
C = Number of column in contingency table
R = Number of row in the contingency table
X2 = 0. 05, 1 = 3.841 = critical value since the observed is greater than critical value; we reject Ho and conclude that increased in the productivity of the salesforce is depend on salesforce training programme.
4.2 GENERAL DISCUSSION ON FINDINGS
This study tried to show the impact of effective salesforce training and motivation as an increased productivity of the salesforce. Salesforce are known to be the life wire of any organization. Therefore, in other to maximize the performance of salesforce there is always the need for continuous training and motivation. The training programme become necessary because of the growing environment by which salesforce operate.
Motivation is an essential requirement consequently, even when the zeal to work hard is naturally present in the worker, it could not be manifested because he or she feels that the efforts would neither be recognized nor rewarded.
It was observed from the research conducted at the Rokana Industry that salesforce needed different types of motivation as stated earlier such as remuneration, etc to make them become more effective.
It could be drawn from the research conducted that salesforce perform below expectation poor motivation given to them.
CHAPTER FIVE
5.0 SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS
5.1 SUMMARY OF FINDINGS
This indicate that helping salesforce to become effective in their job is one of the most effective in their job and also the most fundamentally important task in salesforce management that any work organization has to undertake or embarked on
The initiative for providing this help must come mainly from the employers. The vocabulary to describe this kind of help in the context of work includes terms such as training, motivation, education/ learning and effective seminars and workshop.
Training in a work organization is essentially a learning process in which learning opportunities are purposefully structured. The aim of the process is to develop in the organization’s sales knowledge, skill and attitudes for the performance of their work and achievement of the organizational aims. There are many types of training, but limiting it to salesforce training.
5.2 CONCLUSION
The effective salesforce training programme as means of achieving increased productivity of the salesforce is a function of three major variables, the motivation, and learning. Therefore, the performance of salesforce for increased productivity is as a result of the interaction between their training skill and motivation.
In view of this, where training is lacking inefficient and no matter how motivated the salesforce may be, they can not perform effectively similarly, no matter how skillful or able the salesforce may be, if he lacks motivation such latent capability cannot be transformed into performance. From the research conducted, it was found that 90% of the respondents said that training without motivation cannot increase or improve the performance of the salesforce.
5.3 RECOMMENDATIONS
The following are the researcher’s recommendations to further improve the level of training and adequate motivation in increased productivity of the salesforce.
The training programme should be properly co-ordinate and also corrective measures should be applied where deviation from the planned objectives occurred.
Motivation should be given to salesforce / people as at when due to improve their performance.
It was observed from the research study that most organizations that employ sales force lack training officers that will carryout the organizational responsibility of training their salespeople. Therefore, management should from time to time employ well trained officers.
Finally, proper and adequate training programme of salesforce enables the company to ascertain its salesforce strength for effective field work.
SUGGESTIONS OF AREAS FOR FURTHER STUDY
Here, it enhances the researcher investigate some areas that are not covered. Therefore, the areas include the following;
i. Salesforce recruitment and selection
ii. Effective communication with the salesforce
iii. Supervision and evaluation of salesforce
1. Salesforce recruitment and selection- The salesforce recruitment are categorized into two such as: a internal and external sources of recruitment. Under the internal sources, it shoes that firm so decides to recruit the needed man- power from its existing employees while external sources are those from outside the organization. The selection tools enable the organization. The selection tools enable the organization to select the most qualified individuals among the applicants who applied.
2. Effective communication with the salesforce enables the sales manager to receive effective quality information from the salespeople in order to be able to measure their performances in their different territories.
3. Finally, supervision and evaluation of the salesforce is the process of directing, coordinating and inspecting the efforts of salespeople to attain both company individual goals.
Monday, February 22, 2010
AND FLEXURAL STRENGTH OF CONCRETE MADE FROM COMPARISON OF COMPRESSIVE DIFFERENT COARSE AGGREGATES
ABSTRACT
This research, comparison of compressive and flexural strength of concrete made from different coarse aggregates written in accordance to British standard. The different sizes of coarse aggregates used are; 10mm, 12 mm and 20mm.
These aggregates were used to produce concrete cubes (150mm x 150mm x 150mm) and beans (150 x 150mm x 150mm). The beans and cubes were compacted in three layers and cured for 7 days, 1 day and 28 days, after which they were crushed to determine their compressive and flexural strength and also comparing them. Slump test was also carried out.
The compressive strength of the 10mm aggregate ranges from 15.63 to 29.03 N/mm2, 3.97 t0 5.57N/mm2. The compressive strength of the 12mm aggregate ranges from 19.7 26.10N/mm2 while its flexural strength is from 4.05 to 5.63N/mm2 of 20mm aggregate ranges from 4.15 to 2.3.74N/mm2. The slump of the beans ranges from 1.8 to 2.05am for the different sizes of the aggregates.
TABLE OF CONTENTS
Title page- - - - -- - - - -- i
Approval page - - - - - - - -- ii
Dedication - - - - - - - - - iii
Certification - - - - - - -- - - iv
Acknowledgement - - - - -- - - - v
Abstract - - - - -- - - - -- - vi
Table of contents - - - - - - -- - vii
CHAPTER ONE
1.0 Introduction - - - - - - -
1.1 Statement of the study - - - - - -
1.2 Aims and objective of the study - - - -
1.3 Scope of the study - - - - - -- -
1.4 Limitations - - - - - - - -
CHAPTER TWO
2.0 Literature Review - - - - -- - -
2.1 Use of concrete - - - - -- - -
2.2 Concrete properties - - - - - - -
2.3 Properties of Aggregate - - - - - -
2.4 Types of Aggregates - - - - - -
2.5 Water - - - - - - - - -
2.6 Cement - - - - - - -- - -
2.7 Properties of cement - - - - - -
2.8 Concrete mix design - - - - - - -
2.9 Compaction of concrete - - - - - -
2.10 Curing of concrete - - - - - - -
CHAPTER THREE
3.0 Methodology - - - - - - - -
3.1 Concrete mix design - - - - - -
3.2 Raw materials to be used - - - - - -
3.3 Measuring and mixing of concrete - - - -
3.4 Compressive Test - - - - - - -
3.5 Flexural Test - - - - - - - -
3.6 Slump Test - - - - - - -- -
CHAPTER FOUR
Presentation of Results - - - - - - -
CHAPTER FIVE
Analysis of Results - - - - - - - -
6.0 Conclusion and Recommendation - - - -
6.1 Conclusion - - - - - - - -
6.2 Recommendation - - - - - - -
Reference - - - - - - - -- -
Appendix - - - - - - - -- -
CHAPTER ONE
1.0 INTRODUCTION
One of the characteristics of concrete that has made it to be widely used is due to its high compressibility in with standing burden.
Compressive strength of concrete can be defined as the maximum compressive load it can carry per unit area. The concrete performance test has always been referred to as the compressibility in withstanding concrete cube load with dimension of 150 x 150 x 150mm at the age of 28 days.
The flexural strength of a concrete can be defined as the maximum compressive load it can carry per unit areas. The concrete performance test has always been referred to as the compressibility in withstanding concrete cube load with dimension of 150 x 150 x 150mm at the age of 28 days.
The flexural of a concrete cab be defined as the ability of a beam to withstand a particular force before it shears. It gives a measure of tensile strength in bending. There are many techniques known to be applied order to obtain compressive and flexural strength of concrete, whether directly or indirectly non destructive test etc. In this research, the method applies shall be non destructive.
In this work also, the non destructive test which is the cube compressive strength test with a dimension 150 x 150 x 150mm for three different aggregate sizes of 10mm, 12mm and 20mm and the flexural strength test with a beam of 150 x 150 x 600mm for the same sizes of aggregates were investigated. The cubes and beams were tested at the age of 7, 14 and 28 days respectively and the compressive and flexural strength compared.
1.1 STATEMENT OF PROBLEM
When concrete is stressed, failure may originate within the concrete, or the aggregate matrix interface (the bond).The aggregates are stringer that the concrete itself. Therefore a concrete cast without an aggregate does not develop the special properties required such as weather resistant and the strength characteristics. A smooth rounded aggregate result in a weaker bond between the aggregate than an irregular or angular aggregate.
The use of poor quality material in construction works due to its affinity is wearing and abrasion.
1.2 AIMS AND OBJECTIVE OF THE PROJECT.
The aims and objectives of this project are as follows;
1. Determination of workability of concrete.
2. Determination and comparison of both flexural and compression strength.
1.3 SCOPE OF THE STUDY
The concrete strength test to be carried out will be bases on the following;
i. Concrete cube test with the dimension 150mmx 150 mmx 150mm
ii. Flexural test with beam of dimension 150mm x 150mmx 600mm.
iii. Comparison of the results
obtained in (i) and (ii) above
1.4 LIMITATION OF THE STUDY
This project is handicapped by a number of factors such as:
i. Insufficient Equipment: Most of the equipment used were borrowed from labourers working within the Engineering block. There are also limited number of beam moulds for the practical.
ii. Safety: No personal protective equipment was used during the experiment and which is very dangerous. Concrete splash for instance is vulnerable to skin corrosion.
iii. Time: The writing of this project could have been to a large extent enhanced if the researcher did have sufficient time to do the work, since it was carried, alongside with pressure of other academic commitment.
iv. Finance: The project was obviously limited by inadequate or insufficient finance.
CHAPTER TWO
LITERATURE REVIEW
2.0 DEFINITION OF CONCRETE
Concrete may be defined as mixture of cement or binder, water, and aggregates, where the water and cement or binder form the paste and the aggregate forms inert fillers. In the absolute volume, the aggregate amounts in 60-80% of the volume of concrete and is therefore the major constituent.
Concrete can also be defined as a man made composite, the major constituents of which is natural aggregate such as gravel, and sand or crushed rock. Alternatively, artificial aggregates for example, blast furnace slag, expanded clay broken bricks and steel may used where appropriate. The other principal constituent of concrete is the binding medium used to bind the aggregate together to form a hard composite. The most commonly used binding medium is the product formed by a chemical reaction between cement and water. Other binding medium is used on a much smaller scale for certain project in which the cement and water are replaced either wholly or partial by polyester resins.
In the hardened state, concrete is a rock like material with a high compressive strength.
Normally concrete is good in compression, but poor in tension. For structural applications, it is normal practice either to incorporate steel to resist any tensile forces (reinforced concrete) or to apply compressive forces to counteract these tensile forces.
2.1 USES OF CONCRETE
Concrete may be used for the following purposes:
* For decorative purpose:
Special surface finished for example exposed aggregates can be used to great effect.
* Concrete is used structurally in buildings for foundation, columns, beams and slabs, in shell structures bridges, sewages treatment work, rail way sleepers, roads, cooling to were, dams, chimneys, harbors, off shore structures, coastal production work and so on.
* It is used for a wild range of pre cast concrete products which includes concrete blocks, cladding panels, pipes and lamp standards.
2.2 PROPERTIES OF CEMENT (FRESH)
Fresh concrete is a mixture of water, cement, and aggregate. After mixing of these constituents materials, to produce a uniform blended operation such as transporting, placing compacting and finishing of fresh concrete can also affect the properties of hardened concrete. It is important that the constituent materials remain uniformly distributed within the concrete mass during the various stages of its handling in order to achieve full compaction.
2.3 WORKABILITY
Workability can be defined as the ease with which a concrete mix can be handled from the mixer to its final compacted shape. The three main characteristics of the property are consistency, ability and compatibility. In this context, the required workability of a mix depends not only on the characteristics and relative proportions of the constituent material but also on the:
* Method employed for conveyance and compaction
* Size formwork or mould.
2.4 MEASUREMENT OF WORKABILITY
Four tests widely used for measuring workability are the slump, compacting factor, and vibe time and flow tests. These are standard tests in the United Kingdom (UK). The British standard 5328 (BS 5328) requires the measurement of workability of concrete to be writing certain limited of the required value as given in table 1 below.
TABLE 1
Suitability and allowable to levance of workability test for concrete.
METHOD WORKABILITY RANGE ALLOWABLE TO LEVANCE
Slump Medium high Greater of 1mm of required value
Compacting factor Low- high -+0.03 for values > 0.90
+ 0.04 for values >0.8 &<0.8
+0.05 for values < 0.8
Vibe time Very low- low greater of + 3 req. value
Flows Very low + 50mm about the req.
2.5 SLUMP TEST
This test was developed by chap man Adams in the United States (US) in 191, and has been adopted as a check of the consistency of concrete in the construction works. A 300mm high concrete cone with the bottom and top diameter of 200mm and 100mm respectively was used for the test. It is suitable for detecting changes in workability. For example, an increase in the water content or deficiency in the proportion of fine aggregate results in an increase in slump. Although the test is suitable for quality control purposes, it should be remembered that it is generally considered to be unsuitable for mix design since concrete requiring varying amount of work for compaction can have similar numerical values of slump. The test is not suitable for very dry or wet mixes. For very dry mixes, with zero or nearly zero slump, moderate variations in workability do not result in measurable changes in slump. For very wet mixes, complete collapse of the concrete produces unreliable values of slump.
The three types of slump shear slump and collapse slump. The true slump gives the correct slump. The true slump is up to 125mm, shear slump up to 150mm while the collapse slump is between 150-250mm. a true slump is observed with cohesive and rich mixes for which the slump is usually associated with very wet mixes and is generally in dilative of poor quality concrete and most frequently results in segregation of its constituent materials. Shear slump occurs more often learner mixes than in rich ones and indicates a lack of cohesion which is generally associated with harsh mixes ( low mortar contents). Wherever a shear slump is obtained, the test should be repeated and if persistence, this fact should be recorded together with test results, because widely different values of slump can be obtained depending on whether is of true or shear form.
The standard slump apparatus only suitable for concrete in which the maximum aggregate size does not exceed 0mm. It should be noted that the value of slump, changes with mal hydration process and evaporation of some of the free water, and it is desirable therefore that tests are performed within a fixed period of time. It is advisable delay testing for around 10 minutes after the addition of water to allow for the absorption of water by dry aggregates.
2.6 FACTORS AFFECTING WORKABILITY
Various factors known to influence the workability of a freshly mixed concrete are shown in fig 1 from the following discussions, it will be apparent that a change in workability associated with the constituent materials is mainly affected by water content and specific surface of cement and aggregates.
CEMENT
FACTORS AFFECTING WORKABILITY
Constituent materials
Ambient condition
TIME
WATER
Admixtures
Aggregates
Temp.
Wind & velocity
Max. size
Shape
Grading
Absorption
Coarse & fine aggre
Surface Texture
Fig 1: Factors affecting workability of concrete.
2.6.1. CEMENT AND WATER
Typical relationship between the water/ cement ratio by (volume) and the volume fraction of cement for different workability are shown in fig 2.
Hughes (1971) has shown that similar linear relationship exist, irrespective of the properties of the constituent materials. Workability is relatively insensitive to changes in only the cement content and for practical purposes may be considered dependent only the cement content and for practical up to 10- 22%. For a given mix, the workability of the concrete decreases as the fineness of the cement increases as a result of the increased specific surface. The effect being more marked in reach mixtures. It should be noted that finer cement improves cohesiveness of a mix.
Very low
1.4
1.3
1.2
1.1
1.0
0.9
0.8
0.7
0.6
6 7 8 9 10 11 12 13 14 15
0.5
Basic volume fraction of cement (Percentage) for different workability Fig 2: Graph showing typical relationship between the water/ cement ratio and volume fraction of cement for different workability.
2.6.2 ADMIXTURES
The principal admixtures affecting the improvement in the workability of concrete are water reducing and air entraining agents. The extent of the increase in workability is dependent on the type and amount of admixture used and the general characteristics of the fresh concrete. Water reducing admixture is used to increase workability while mix proportion are kept constant or to reduce the water content while maintaining constant workability.
2.6.3 AGGREGATES
For a given cement, water and aggregate contents, the workability of concrete is mainly influenced by the total surface area of the aggregate. The surface area is governed by the maximum size, grading and shape of the aggregate. Workability decreases as the specific surface increases, since this required a greater proportion of cement paste to wet the aggregate particles, thus leaving a smaller amount of paste for lubrication.
It therefore follows the, all other conditions being equal, the workability will be increased when the maximum size of aggregate increases.
2.6.4 AMBIENT CONDITION
The environmental factor that may cause a reduction in workability are temperature, humidity and wind velocity. For a given concrete changes in workability are government by the rate of hydration of the cement and the rate of evaporation of water. Therefore, both the time interval from the commencement of mixing to compaction and the condition of exposure influences the reduction in workability. An increase in the temperature speeds up the rate of which water is used for hydration as well as its loss through evaporation.
2.6.5 TIME
The time that elapse between mixing of concrete and its final compaction depends on the general conditions of work such as the distance between the mixer and the point of placing, site procedures and general management. The associated reduction in the workability is a direct result of loss of free water with time through evaporation, aggregate absorption and initial hydration of the cement. The rate of loss of workability is affected by certain characteristics of the constituent materials, for example, hydration and heat development characteristics of the cement, initial moisture content and porosity of the aggregate as well as the ambient conditions.
2.7 STABILITY
Apart from being workable, fresh concrete should have a composition such that its constituent material remain uniformly distributed in the concrete during both the period between mixing and compaction and the period following compaction before the concrete stiffens. Because of the differences on the particle size and specific gravity of the constituent materials, there exist a natural tendency for them to separate, concrete capable of maintain the required uniformity is said to be stable and most cohesive mixes belong to the to this category. For an unstable mix, the extent to which the constituent materials will separate depends on the methods of transportation, placing, and unstable concrete are segregation and bleeding.
2.8 PROPERTIES OF HARDENED CONCRETE
The properties of fresh concrete are important only in the first few hours of its history, whereas the properties of hardened concrete assume an important which is retained for the remainder of the life of the concrete. The important properties of hardened concrete are strength, deformation under load, durability, permeability and shrinkage.
The general strength is considered to be the most important property and the quality of concrete is often judged by strength.
There are however many occasion when other properties are more important for example, low permeability and low shrinkage are required for water retaining structures.
Although in most cases, an improvement of the other properties of concrete. For example, increase in the cement content of a mix improves strength but results in higher shrinkage, which in extreme cases can adversely affect durability and permeability.
2.8.1 STRENGTH
The strength of a concrete is defined as the maximum load (stress) it can only carry. As the strength of concrete increases, its other properties usually improved and since the tests particularly in compression are relatively simple to perform concrete compressive strength are commonly used in the construction industry for the purpose of quality control, concrete is a comparatively brittle material which is relatively weak in tension.
2.8.2 COMPRESIVE STRENGHT
The compressive strength of a concrete is taken as the maximum compressive load it can carry per unit area. Compressive strength of up to 80Nm-2 or more can be achieved dependent mainly on the relative proportion of water to cement that is water / cement ratio, and the degree of compaction.
Concrete structure except for road pavements are designed on the basis that concrete is capable of resisting on compression, the tension being carried by steel reinforcement. A cube of 150mm is used to determine compressive strength and the test specimen should be cured in water at 20_+20C and crushed by loading it at a constant rate of street increase of between 12 and 24N/mm2 Immediately after it has been removed from curing tank.
2.8.3 TENSILE STRENGTH
The tensile strength of concrete various from one eight of the compressive strength at early ages to about one-twentieth later, and it is not usually taken into account in the design of reinforced concrete structures. The tensile strength is however of considerable important in resisting cracking due to changes in moisture content or temperature. The test is used for concreter roads and airfields.
The measurement of the strength of concrete in direct tension is difficult and is rarely attempted. Two more practical methods of accessing tensile strength are available, the split cylinder tests and the flexural test.
The flexural strength gives a measure of tensile strength in bending. The standard size of specimen used is a beam of 150mm x 150mm x 600mm for aggregate of maximum size 40mm and 100mm x 100mm x 400mm long for 20mm size of aggregate.
After curing, the specimen is crushed by applying a load at the third point of the span until the specimen breaks and the modulus of rupture calculated. The two half of the specimen may then be crushed to determine the approximate compressive strength. The flexural strength can be calculated using the formula,
Mo.R = PL
Bd 2
Where P = maximum applied loan
L = Length of the beam
b = Beam breath
d = Beam depth
2.8.4 SHEAR STRENGTH
In practice, shearing of concrete is always accompanied by compression and tension caused by bending and even in testing, it is impossible to eliminate an element of bending.
2.8.5 FACTORS AFFRECTING STRENGTH
In practice, shearing of concrete is always accompanied by compression and tension caused by bending and even in testing, it is impossible to eliminate an element of bending.
2.8.5 FACTORS AFFECTING STRENGTH OF CONCRETE
Several factors which affect the strength of concrete are listed below; their influence is discussed with particular references to compressive strength. In general, tensile strength is affected in a similar manner.
2.8.5.1 TYPE AND QUALITY OF CONCRETE
The rate of strength gain and the ultimate strength may be affected. The influence of cement on concrete strength for a given its fineness and chemical composition through the process of hydration, the increases the strength of concrete. The gain in strength is most marked at the early stage and after 28 days, the relative gain in strength is much reduced. It is apparent that cement containing a relatively high parentage of Tricalcium silicate (C3S) gains strength much more rapidly than those rich in Dicalcium silicate (C2S).
2.8.5.2 TYPES AND TEXTURE OF AGGREGATE
The bond strength is influenced by the shape, surface texture and cleanliness of the aggregate. A smooth rounded aggregate will result in a weaker bond than an irregular or angular aggregate or an aggregate with a rough surface texture. Aggregate shape and strength. A fine coating of impurities, such as silt and clay on the aggregate surface hinders the development of a good bond. A weathered and decomposed layer on the aggregate can also result in poor bond as this layer can readily become detached from the sound aggregate beneath. The aggregate size also affects the strength. For given mix proportion, the concrete strength decreases as the maximum size of aggregate increases.
2.8.5.3 INFLUENCE OF CURING
Curing of concrete us a pre- requisite for the hydration of the cement content. For a given concrete, the amount and rate of hydration and furthermore, the physical make up of the hydrate products are dependent on the time- moisture temperature history. The greater its final strength. It is normally accepted that a concrete made with or denary Portland cement and kept in normal curing conditions will develop about 75% of its final strength in the first 28 days. This value various with the normal strength of concrete however, it increases as the nominal strength of the concrete increases.
2.8.5.4 INFLUENCE ON THE METHOD OF PREPARATION
When concrete materials are not adequately mixed into a constant homogenous mass, some poor quality concrete is inevitably the result. Even when a concrete is adequately mixed care must be taken during placing and compaction to moralize the probability of occurrence of bleeding, segregation and honey comb, all of which can result in poor quality concrete.
2.8.5.5 INFLUENCE OF WATER
A concrete mix containing a minimum amount of water required for complete hydration of its cement, if fully compact would develop the maximum attainable. Strength at any given age. A water cement ratio of approximately 0.25 (by weight) is required for fully hydration of the cement but with thus water content a normal mix would be extremely dry and virtually impossible to be compaction. A partially compacted strength will drop.
2.9 DEFINITION OF AGGREGATE
Aggregates may be defined as a naturally occurring gravel, crush rock, slag, sand and other similar material, which helps to improve the volume, stability and durability of concrete. The geological process by which a deposit was formed are responsible for it size, shape and location, the type and condition at the rock, the grading, rounding and degree of uniformity. Aggregate is cheaper then cement and maximum economy is obtained by using as much aggregate as possible in concrete.
2.9.1 PROPERTIES OF AGGREGATES
The criterion for a good aggregate is that it should produce the desired properties in both the fresh and hardened state. The most important properties of aggregate are the crushing strength and the resistance to impact, other important properties are: the size and shape of the particles, which can affect the bond with cement paste. The porosity and water absorption characteristics affects the resistance to chemical attach and forest attach and the immunity from shrinkage.
2.9.2 BULK DENSITY AND VOLD
The bulk density of a material is the weight of the material held by a container of unit volume when filled on compacted under defined conditions. It is expressed in Kg/m3. The bulk density of an aggregate is affected by several factors, including to amount of comp active effort used in filling the container.
2.9.3 BULKING
When sand is moistened, films of water form on the particles and the surface tension tends to hold them apart, causing an increase in volume or bulking. Fine sand bulks more than coarse sand, aggregate retained on a 5mm sieve is scarcely affected. As the moisture content of sand increases to about 4-6% the sand rapidly bulks to the extent of 20- 30%. Further increase in moisture content results in a decrease in bulking until when the sand is completely saturated, its volume practically the same as it was in a dry condition.
Bulding can be determined by filling gauge-box or other container of a known volume (A) filled with damp sand the sand is then dried and filled back into water and the damp sand poured into displace the water. The new depth of aggregate in the container gives the unbulked volumes (R). The percentage bulking can then be calculated thus:
A- B X 100
B 1
2.9.4 RELATIVE DENSITY
If a section is cut through any piece it will be seen that it is to some extent honey combed with capillarity’s and tiny air holes. The relative density of a material is therefore the ratio of its unit weight to that of water. Since aggregates in corporate pores, the value of relative density varies depending on the extent which the pores absorbed water when major constituent of concrete. Therefore its relative density is an important factor affecting the density of the resulting concrete.
2.9. 5 SHAPE AND SURFACE TEXTURE
Aggregate shape and surface texture can affect the properties of concrete in both its plastic and hardened state. These external characteristics may be assessed by observation of the aggregate particles and classification of the particle shape and texture. The particle shape can also be assessed by a direct measurement of the aggregate particles to determine the Flakiness, elongation and angularity.
2.9.6 GRADING
The grading of aggregate defines the proportions of particles of size of the aggregate particles normal used in concrete varies from 37.5 to 0.15 mm. Aggregates are placed in three categories name; fine aggregate, containing particles of which the majority are smaller than 5.0mm, Coarse aggregate containing particles the majority of which are larger than 5.0mm and all in aggregate comprising both fine and coarse aggregate. The grading of an aggregate can have a considerable effect in the workability and stability of a concrete mix design.
2. 9. 7 STRENGTH
The strength of an aggregate limits the attainable strength of concrete only when its compressive strength is less than or of the same order as the design strength of concrete. In practice the majority of rock aggregate used are usually considerably stronger than concrete. While the strength of concrete does not normally exceed 80N/mm2, the aggregate commonly used is in the range of 70-35N/mm2.
2.9.7 DEFORMATION
This is considered in assessing aggregate suitability for concrete work, although they can easily be determined from compression tests on specimens from the parent rock. The deformation characteristics of aggregate plays an important role in the creep and shrinkage properties of concrete.
2.9.8 TYPES OF AGGREGATES
The general classifications of aggregates are as follow
2.10 HEAVY WEIGHT AGGREGATE
This provides an effective and economical used of concrete for radiation shielding by given the necessary protection against X- ray, gamma rays and Neutrons. The effectiveness of heavy weight concrete with a density from 400 to 850kg/m3 depends on the type of aggregate, the dimensions and the degree of compaction. It is frequently difficult with heavy weight aggregates to obtain a mix which is both workable and not prone to segregation.
This research, comparison of compressive and flexural strength of concrete made from different coarse aggregates written in accordance to British standard. The different sizes of coarse aggregates used are; 10mm, 12 mm and 20mm.
These aggregates were used to produce concrete cubes (150mm x 150mm x 150mm) and beans (150 x 150mm x 150mm). The beans and cubes were compacted in three layers and cured for 7 days, 1 day and 28 days, after which they were crushed to determine their compressive and flexural strength and also comparing them. Slump test was also carried out.
The compressive strength of the 10mm aggregate ranges from 15.63 to 29.03 N/mm2, 3.97 t0 5.57N/mm2. The compressive strength of the 12mm aggregate ranges from 19.7 26.10N/mm2 while its flexural strength is from 4.05 to 5.63N/mm2 of 20mm aggregate ranges from 4.15 to 2.3.74N/mm2. The slump of the beans ranges from 1.8 to 2.05am for the different sizes of the aggregates.
TABLE OF CONTENTS
Title page- - - - -- - - - -- i
Approval page - - - - - - - -- ii
Dedication - - - - - - - - - iii
Certification - - - - - - -- - - iv
Acknowledgement - - - - -- - - - v
Abstract - - - - -- - - - -- - vi
Table of contents - - - - - - -- - vii
CHAPTER ONE
1.0 Introduction - - - - - - -
1.1 Statement of the study - - - - - -
1.2 Aims and objective of the study - - - -
1.3 Scope of the study - - - - - -- -
1.4 Limitations - - - - - - - -
CHAPTER TWO
2.0 Literature Review - - - - -- - -
2.1 Use of concrete - - - - -- - -
2.2 Concrete properties - - - - - - -
2.3 Properties of Aggregate - - - - - -
2.4 Types of Aggregates - - - - - -
2.5 Water - - - - - - - - -
2.6 Cement - - - - - - -- - -
2.7 Properties of cement - - - - - -
2.8 Concrete mix design - - - - - - -
2.9 Compaction of concrete - - - - - -
2.10 Curing of concrete - - - - - - -
CHAPTER THREE
3.0 Methodology - - - - - - - -
3.1 Concrete mix design - - - - - -
3.2 Raw materials to be used - - - - - -
3.3 Measuring and mixing of concrete - - - -
3.4 Compressive Test - - - - - - -
3.5 Flexural Test - - - - - - - -
3.6 Slump Test - - - - - - -- -
CHAPTER FOUR
Presentation of Results - - - - - - -
CHAPTER FIVE
Analysis of Results - - - - - - - -
6.0 Conclusion and Recommendation - - - -
6.1 Conclusion - - - - - - - -
6.2 Recommendation - - - - - - -
Reference - - - - - - - -- -
Appendix - - - - - - - -- -
CHAPTER ONE
1.0 INTRODUCTION
One of the characteristics of concrete that has made it to be widely used is due to its high compressibility in with standing burden.
Compressive strength of concrete can be defined as the maximum compressive load it can carry per unit area. The concrete performance test has always been referred to as the compressibility in withstanding concrete cube load with dimension of 150 x 150 x 150mm at the age of 28 days.
The flexural strength of a concrete can be defined as the maximum compressive load it can carry per unit areas. The concrete performance test has always been referred to as the compressibility in withstanding concrete cube load with dimension of 150 x 150 x 150mm at the age of 28 days.
The flexural of a concrete cab be defined as the ability of a beam to withstand a particular force before it shears. It gives a measure of tensile strength in bending. There are many techniques known to be applied order to obtain compressive and flexural strength of concrete, whether directly or indirectly non destructive test etc. In this research, the method applies shall be non destructive.
In this work also, the non destructive test which is the cube compressive strength test with a dimension 150 x 150 x 150mm for three different aggregate sizes of 10mm, 12mm and 20mm and the flexural strength test with a beam of 150 x 150 x 600mm for the same sizes of aggregates were investigated. The cubes and beams were tested at the age of 7, 14 and 28 days respectively and the compressive and flexural strength compared.
1.1 STATEMENT OF PROBLEM
When concrete is stressed, failure may originate within the concrete, or the aggregate matrix interface (the bond).The aggregates are stringer that the concrete itself. Therefore a concrete cast without an aggregate does not develop the special properties required such as weather resistant and the strength characteristics. A smooth rounded aggregate result in a weaker bond between the aggregate than an irregular or angular aggregate.
The use of poor quality material in construction works due to its affinity is wearing and abrasion.
1.2 AIMS AND OBJECTIVE OF THE PROJECT.
The aims and objectives of this project are as follows;
1. Determination of workability of concrete.
2. Determination and comparison of both flexural and compression strength.
1.3 SCOPE OF THE STUDY
The concrete strength test to be carried out will be bases on the following;
i. Concrete cube test with the dimension 150mmx 150 mmx 150mm
ii. Flexural test with beam of dimension 150mm x 150mmx 600mm.
iii. Comparison of the results
obtained in (i) and (ii) above
1.4 LIMITATION OF THE STUDY
This project is handicapped by a number of factors such as:
i. Insufficient Equipment: Most of the equipment used were borrowed from labourers working within the Engineering block. There are also limited number of beam moulds for the practical.
ii. Safety: No personal protective equipment was used during the experiment and which is very dangerous. Concrete splash for instance is vulnerable to skin corrosion.
iii. Time: The writing of this project could have been to a large extent enhanced if the researcher did have sufficient time to do the work, since it was carried, alongside with pressure of other academic commitment.
iv. Finance: The project was obviously limited by inadequate or insufficient finance.
CHAPTER TWO
LITERATURE REVIEW
2.0 DEFINITION OF CONCRETE
Concrete may be defined as mixture of cement or binder, water, and aggregates, where the water and cement or binder form the paste and the aggregate forms inert fillers. In the absolute volume, the aggregate amounts in 60-80% of the volume of concrete and is therefore the major constituent.
Concrete can also be defined as a man made composite, the major constituents of which is natural aggregate such as gravel, and sand or crushed rock. Alternatively, artificial aggregates for example, blast furnace slag, expanded clay broken bricks and steel may used where appropriate. The other principal constituent of concrete is the binding medium used to bind the aggregate together to form a hard composite. The most commonly used binding medium is the product formed by a chemical reaction between cement and water. Other binding medium is used on a much smaller scale for certain project in which the cement and water are replaced either wholly or partial by polyester resins.
In the hardened state, concrete is a rock like material with a high compressive strength.
Normally concrete is good in compression, but poor in tension. For structural applications, it is normal practice either to incorporate steel to resist any tensile forces (reinforced concrete) or to apply compressive forces to counteract these tensile forces.
2.1 USES OF CONCRETE
Concrete may be used for the following purposes:
* For decorative purpose:
Special surface finished for example exposed aggregates can be used to great effect.
* Concrete is used structurally in buildings for foundation, columns, beams and slabs, in shell structures bridges, sewages treatment work, rail way sleepers, roads, cooling to were, dams, chimneys, harbors, off shore structures, coastal production work and so on.
* It is used for a wild range of pre cast concrete products which includes concrete blocks, cladding panels, pipes and lamp standards.
2.2 PROPERTIES OF CEMENT (FRESH)
Fresh concrete is a mixture of water, cement, and aggregate. After mixing of these constituents materials, to produce a uniform blended operation such as transporting, placing compacting and finishing of fresh concrete can also affect the properties of hardened concrete. It is important that the constituent materials remain uniformly distributed within the concrete mass during the various stages of its handling in order to achieve full compaction.
2.3 WORKABILITY
Workability can be defined as the ease with which a concrete mix can be handled from the mixer to its final compacted shape. The three main characteristics of the property are consistency, ability and compatibility. In this context, the required workability of a mix depends not only on the characteristics and relative proportions of the constituent material but also on the:
* Method employed for conveyance and compaction
* Size formwork or mould.
2.4 MEASUREMENT OF WORKABILITY
Four tests widely used for measuring workability are the slump, compacting factor, and vibe time and flow tests. These are standard tests in the United Kingdom (UK). The British standard 5328 (BS 5328) requires the measurement of workability of concrete to be writing certain limited of the required value as given in table 1 below.
TABLE 1
Suitability and allowable to levance of workability test for concrete.
METHOD WORKABILITY RANGE ALLOWABLE TO LEVANCE
Slump Medium high Greater of 1mm of required value
Compacting factor Low- high -+0.03 for values > 0.90
+ 0.04 for values >0.8 &<0.8
+0.05 for values < 0.8
Vibe time Very low- low greater of + 3 req. value
Flows Very low + 50mm about the req.
2.5 SLUMP TEST
This test was developed by chap man Adams in the United States (US) in 191, and has been adopted as a check of the consistency of concrete in the construction works. A 300mm high concrete cone with the bottom and top diameter of 200mm and 100mm respectively was used for the test. It is suitable for detecting changes in workability. For example, an increase in the water content or deficiency in the proportion of fine aggregate results in an increase in slump. Although the test is suitable for quality control purposes, it should be remembered that it is generally considered to be unsuitable for mix design since concrete requiring varying amount of work for compaction can have similar numerical values of slump. The test is not suitable for very dry or wet mixes. For very dry mixes, with zero or nearly zero slump, moderate variations in workability do not result in measurable changes in slump. For very wet mixes, complete collapse of the concrete produces unreliable values of slump.
The three types of slump shear slump and collapse slump. The true slump gives the correct slump. The true slump is up to 125mm, shear slump up to 150mm while the collapse slump is between 150-250mm. a true slump is observed with cohesive and rich mixes for which the slump is usually associated with very wet mixes and is generally in dilative of poor quality concrete and most frequently results in segregation of its constituent materials. Shear slump occurs more often learner mixes than in rich ones and indicates a lack of cohesion which is generally associated with harsh mixes ( low mortar contents). Wherever a shear slump is obtained, the test should be repeated and if persistence, this fact should be recorded together with test results, because widely different values of slump can be obtained depending on whether is of true or shear form.
The standard slump apparatus only suitable for concrete in which the maximum aggregate size does not exceed 0mm. It should be noted that the value of slump, changes with mal hydration process and evaporation of some of the free water, and it is desirable therefore that tests are performed within a fixed period of time. It is advisable delay testing for around 10 minutes after the addition of water to allow for the absorption of water by dry aggregates.
2.6 FACTORS AFFECTING WORKABILITY
Various factors known to influence the workability of a freshly mixed concrete are shown in fig 1 from the following discussions, it will be apparent that a change in workability associated with the constituent materials is mainly affected by water content and specific surface of cement and aggregates.
CEMENT
FACTORS AFFECTING WORKABILITY
Constituent materials
Ambient condition
TIME
WATER
Admixtures
Aggregates
Temp.
Wind & velocity
Max. size
Shape
Grading
Absorption
Coarse & fine aggre
Surface Texture
Fig 1: Factors affecting workability of concrete.
2.6.1. CEMENT AND WATER
Typical relationship between the water/ cement ratio by (volume) and the volume fraction of cement for different workability are shown in fig 2.
Hughes (1971) has shown that similar linear relationship exist, irrespective of the properties of the constituent materials. Workability is relatively insensitive to changes in only the cement content and for practical purposes may be considered dependent only the cement content and for practical up to 10- 22%. For a given mix, the workability of the concrete decreases as the fineness of the cement increases as a result of the increased specific surface. The effect being more marked in reach mixtures. It should be noted that finer cement improves cohesiveness of a mix.
Very low
1.4
1.3
1.2
1.1
1.0
0.9
0.8
0.7
0.6
6 7 8 9 10 11 12 13 14 15
0.5
Basic volume fraction of cement (Percentage) for different workability Fig 2: Graph showing typical relationship between the water/ cement ratio and volume fraction of cement for different workability.
2.6.2 ADMIXTURES
The principal admixtures affecting the improvement in the workability of concrete are water reducing and air entraining agents. The extent of the increase in workability is dependent on the type and amount of admixture used and the general characteristics of the fresh concrete. Water reducing admixture is used to increase workability while mix proportion are kept constant or to reduce the water content while maintaining constant workability.
2.6.3 AGGREGATES
For a given cement, water and aggregate contents, the workability of concrete is mainly influenced by the total surface area of the aggregate. The surface area is governed by the maximum size, grading and shape of the aggregate. Workability decreases as the specific surface increases, since this required a greater proportion of cement paste to wet the aggregate particles, thus leaving a smaller amount of paste for lubrication.
It therefore follows the, all other conditions being equal, the workability will be increased when the maximum size of aggregate increases.
2.6.4 AMBIENT CONDITION
The environmental factor that may cause a reduction in workability are temperature, humidity and wind velocity. For a given concrete changes in workability are government by the rate of hydration of the cement and the rate of evaporation of water. Therefore, both the time interval from the commencement of mixing to compaction and the condition of exposure influences the reduction in workability. An increase in the temperature speeds up the rate of which water is used for hydration as well as its loss through evaporation.
2.6.5 TIME
The time that elapse between mixing of concrete and its final compaction depends on the general conditions of work such as the distance between the mixer and the point of placing, site procedures and general management. The associated reduction in the workability is a direct result of loss of free water with time through evaporation, aggregate absorption and initial hydration of the cement. The rate of loss of workability is affected by certain characteristics of the constituent materials, for example, hydration and heat development characteristics of the cement, initial moisture content and porosity of the aggregate as well as the ambient conditions.
2.7 STABILITY
Apart from being workable, fresh concrete should have a composition such that its constituent material remain uniformly distributed in the concrete during both the period between mixing and compaction and the period following compaction before the concrete stiffens. Because of the differences on the particle size and specific gravity of the constituent materials, there exist a natural tendency for them to separate, concrete capable of maintain the required uniformity is said to be stable and most cohesive mixes belong to the to this category. For an unstable mix, the extent to which the constituent materials will separate depends on the methods of transportation, placing, and unstable concrete are segregation and bleeding.
2.8 PROPERTIES OF HARDENED CONCRETE
The properties of fresh concrete are important only in the first few hours of its history, whereas the properties of hardened concrete assume an important which is retained for the remainder of the life of the concrete. The important properties of hardened concrete are strength, deformation under load, durability, permeability and shrinkage.
The general strength is considered to be the most important property and the quality of concrete is often judged by strength.
There are however many occasion when other properties are more important for example, low permeability and low shrinkage are required for water retaining structures.
Although in most cases, an improvement of the other properties of concrete. For example, increase in the cement content of a mix improves strength but results in higher shrinkage, which in extreme cases can adversely affect durability and permeability.
2.8.1 STRENGTH
The strength of a concrete is defined as the maximum load (stress) it can only carry. As the strength of concrete increases, its other properties usually improved and since the tests particularly in compression are relatively simple to perform concrete compressive strength are commonly used in the construction industry for the purpose of quality control, concrete is a comparatively brittle material which is relatively weak in tension.
2.8.2 COMPRESIVE STRENGHT
The compressive strength of a concrete is taken as the maximum compressive load it can carry per unit area. Compressive strength of up to 80Nm-2 or more can be achieved dependent mainly on the relative proportion of water to cement that is water / cement ratio, and the degree of compaction.
Concrete structure except for road pavements are designed on the basis that concrete is capable of resisting on compression, the tension being carried by steel reinforcement. A cube of 150mm is used to determine compressive strength and the test specimen should be cured in water at 20_+20C and crushed by loading it at a constant rate of street increase of between 12 and 24N/mm2 Immediately after it has been removed from curing tank.
2.8.3 TENSILE STRENGTH
The tensile strength of concrete various from one eight of the compressive strength at early ages to about one-twentieth later, and it is not usually taken into account in the design of reinforced concrete structures. The tensile strength is however of considerable important in resisting cracking due to changes in moisture content or temperature. The test is used for concreter roads and airfields.
The measurement of the strength of concrete in direct tension is difficult and is rarely attempted. Two more practical methods of accessing tensile strength are available, the split cylinder tests and the flexural test.
The flexural strength gives a measure of tensile strength in bending. The standard size of specimen used is a beam of 150mm x 150mm x 600mm for aggregate of maximum size 40mm and 100mm x 100mm x 400mm long for 20mm size of aggregate.
After curing, the specimen is crushed by applying a load at the third point of the span until the specimen breaks and the modulus of rupture calculated. The two half of the specimen may then be crushed to determine the approximate compressive strength. The flexural strength can be calculated using the formula,
Mo.R = PL
Bd 2
Where P = maximum applied loan
L = Length of the beam
b = Beam breath
d = Beam depth
2.8.4 SHEAR STRENGTH
In practice, shearing of concrete is always accompanied by compression and tension caused by bending and even in testing, it is impossible to eliminate an element of bending.
2.8.5 FACTORS AFFRECTING STRENGTH
In practice, shearing of concrete is always accompanied by compression and tension caused by bending and even in testing, it is impossible to eliminate an element of bending.
2.8.5 FACTORS AFFECTING STRENGTH OF CONCRETE
Several factors which affect the strength of concrete are listed below; their influence is discussed with particular references to compressive strength. In general, tensile strength is affected in a similar manner.
2.8.5.1 TYPE AND QUALITY OF CONCRETE
The rate of strength gain and the ultimate strength may be affected. The influence of cement on concrete strength for a given its fineness and chemical composition through the process of hydration, the increases the strength of concrete. The gain in strength is most marked at the early stage and after 28 days, the relative gain in strength is much reduced. It is apparent that cement containing a relatively high parentage of Tricalcium silicate (C3S) gains strength much more rapidly than those rich in Dicalcium silicate (C2S).
2.8.5.2 TYPES AND TEXTURE OF AGGREGATE
The bond strength is influenced by the shape, surface texture and cleanliness of the aggregate. A smooth rounded aggregate will result in a weaker bond than an irregular or angular aggregate or an aggregate with a rough surface texture. Aggregate shape and strength. A fine coating of impurities, such as silt and clay on the aggregate surface hinders the development of a good bond. A weathered and decomposed layer on the aggregate can also result in poor bond as this layer can readily become detached from the sound aggregate beneath. The aggregate size also affects the strength. For given mix proportion, the concrete strength decreases as the maximum size of aggregate increases.
2.8.5.3 INFLUENCE OF CURING
Curing of concrete us a pre- requisite for the hydration of the cement content. For a given concrete, the amount and rate of hydration and furthermore, the physical make up of the hydrate products are dependent on the time- moisture temperature history. The greater its final strength. It is normally accepted that a concrete made with or denary Portland cement and kept in normal curing conditions will develop about 75% of its final strength in the first 28 days. This value various with the normal strength of concrete however, it increases as the nominal strength of the concrete increases.
2.8.5.4 INFLUENCE ON THE METHOD OF PREPARATION
When concrete materials are not adequately mixed into a constant homogenous mass, some poor quality concrete is inevitably the result. Even when a concrete is adequately mixed care must be taken during placing and compaction to moralize the probability of occurrence of bleeding, segregation and honey comb, all of which can result in poor quality concrete.
2.8.5.5 INFLUENCE OF WATER
A concrete mix containing a minimum amount of water required for complete hydration of its cement, if fully compact would develop the maximum attainable. Strength at any given age. A water cement ratio of approximately 0.25 (by weight) is required for fully hydration of the cement but with thus water content a normal mix would be extremely dry and virtually impossible to be compaction. A partially compacted strength will drop.
2.9 DEFINITION OF AGGREGATE
Aggregates may be defined as a naturally occurring gravel, crush rock, slag, sand and other similar material, which helps to improve the volume, stability and durability of concrete. The geological process by which a deposit was formed are responsible for it size, shape and location, the type and condition at the rock, the grading, rounding and degree of uniformity. Aggregate is cheaper then cement and maximum economy is obtained by using as much aggregate as possible in concrete.
2.9.1 PROPERTIES OF AGGREGATES
The criterion for a good aggregate is that it should produce the desired properties in both the fresh and hardened state. The most important properties of aggregate are the crushing strength and the resistance to impact, other important properties are: the size and shape of the particles, which can affect the bond with cement paste. The porosity and water absorption characteristics affects the resistance to chemical attach and forest attach and the immunity from shrinkage.
2.9.2 BULK DENSITY AND VOLD
The bulk density of a material is the weight of the material held by a container of unit volume when filled on compacted under defined conditions. It is expressed in Kg/m3. The bulk density of an aggregate is affected by several factors, including to amount of comp active effort used in filling the container.
2.9.3 BULKING
When sand is moistened, films of water form on the particles and the surface tension tends to hold them apart, causing an increase in volume or bulking. Fine sand bulks more than coarse sand, aggregate retained on a 5mm sieve is scarcely affected. As the moisture content of sand increases to about 4-6% the sand rapidly bulks to the extent of 20- 30%. Further increase in moisture content results in a decrease in bulking until when the sand is completely saturated, its volume practically the same as it was in a dry condition.
Bulding can be determined by filling gauge-box or other container of a known volume (A) filled with damp sand the sand is then dried and filled back into water and the damp sand poured into displace the water. The new depth of aggregate in the container gives the unbulked volumes (R). The percentage bulking can then be calculated thus:
A- B X 100
B 1
2.9.4 RELATIVE DENSITY
If a section is cut through any piece it will be seen that it is to some extent honey combed with capillarity’s and tiny air holes. The relative density of a material is therefore the ratio of its unit weight to that of water. Since aggregates in corporate pores, the value of relative density varies depending on the extent which the pores absorbed water when major constituent of concrete. Therefore its relative density is an important factor affecting the density of the resulting concrete.
2.9. 5 SHAPE AND SURFACE TEXTURE
Aggregate shape and surface texture can affect the properties of concrete in both its plastic and hardened state. These external characteristics may be assessed by observation of the aggregate particles and classification of the particle shape and texture. The particle shape can also be assessed by a direct measurement of the aggregate particles to determine the Flakiness, elongation and angularity.
2.9.6 GRADING
The grading of aggregate defines the proportions of particles of size of the aggregate particles normal used in concrete varies from 37.5 to 0.15 mm. Aggregates are placed in three categories name; fine aggregate, containing particles of which the majority are smaller than 5.0mm, Coarse aggregate containing particles the majority of which are larger than 5.0mm and all in aggregate comprising both fine and coarse aggregate. The grading of an aggregate can have a considerable effect in the workability and stability of a concrete mix design.
2. 9. 7 STRENGTH
The strength of an aggregate limits the attainable strength of concrete only when its compressive strength is less than or of the same order as the design strength of concrete. In practice the majority of rock aggregate used are usually considerably stronger than concrete. While the strength of concrete does not normally exceed 80N/mm2, the aggregate commonly used is in the range of 70-35N/mm2.
2.9.7 DEFORMATION
This is considered in assessing aggregate suitability for concrete work, although they can easily be determined from compression tests on specimens from the parent rock. The deformation characteristics of aggregate plays an important role in the creep and shrinkage properties of concrete.
2.9.8 TYPES OF AGGREGATES
The general classifications of aggregates are as follow
2.10 HEAVY WEIGHT AGGREGATE
This provides an effective and economical used of concrete for radiation shielding by given the necessary protection against X- ray, gamma rays and Neutrons. The effectiveness of heavy weight concrete with a density from 400 to 850kg/m3 depends on the type of aggregate, the dimensions and the degree of compaction. It is frequently difficult with heavy weight aggregates to obtain a mix which is both workable and not prone to segregation.
POLICY MAKING AND IMPLEMENTATION; A TOLL FOR EFFICIENT MANAGEMENT SYSTEM (A CASE STUDY OF MICHAEL OKPARA FEDERAL UNIVERSITY OF AGRICULTURE UMUDIKE A
ABSTRACT
Policy making and implementation is one issue that cannot be over emphasized because of the important role it play in the life of any organization wishing to survive and to grow in the face of changing world.
Chapter one talked about introduction, importance of policy making and implementation and definition of terms.
In chapter two, the writer overview the policy making and implementation, definitions of policy, types of policy and policy making and implementation.
Chapter three discussed about policy implementation, Area of policy implementation, uses of policy and characteristics of good policies.
Validity and reliability of a policy in a company, Advantages of policy and policy that empowers discussed in chapter four.
Finally, I chapter five, the writer made the summary of findings, conclusion and recommendation.
TABLE OF CONETENTS
Title page - - - - - - - - - - i
Dedication - - - - - - - - - ii
Acknowledgement - - - - - - - - iii
Abstracts -- - - - - - - - - iv
Table of contents - - - - - - - - v
CHAPTER ONE
1.0 Introduction
1.1 Importance of policy making and implementation
1.2 Definition of terms
CHAPTER TWO
2.0 Overview of policy making and implementation
2.1 Definitions of policy
2.2 Types of policy
2.3 Policy making and implementation
CHAPTER THREE
3.0 Policy implementation
3.1 Area of policy implementation
3.2 Uses of policy
3.3 Characteristics of good policies.
CHAPTER FOUR
4.0 Validity and reliability of a policy in a company
4.1 Advantages of policy
4.2 Policy that empowers
CHAPTER FIVE
5.0 Summary of findings
5.1 Conclusion
5.2 Recommendations
Bibliography
CHAPTER ONE
1.0 Introduction
The task of achieving the objective of an organization is the one that has for many years remained a hard nut to crack by the management of most the organization either deal or stagnant, this task which is so much important in the life of any organization wishing to survive and grow cannot be over emphasized considering the dynamic nature of the world we are in today.
However, for any management system to effectively carry out this task of achieving the objectives of an organization, that management system must arm itself with the tool of policy adjust to the environmental charges or react to the demand of the environment. It is base on this important note that the writer is conducting a research on the topic; policy making and implementation to a toll for efficient making meant system to achieve the objective of an organization with a particular references to Michael Okpara Federal University of Agriculture, Umudike, Abia State.
1.1 IMPORTANCE OF POLICY MAKING AND IMPLEMENTATION
This is to enable role, policy making and implementation plays in the achieving of an organization.
Secondly, it will enable management and students to know the process of policy making and implementation and the important role it plays achieving the objectives of an organization.
Thirdly, ir will enable public policy makes to provide guidelines for the achievement of the objectives of government establishment or institution.
Finally, it will enable the general renders to know the process of policy making and to implement and the important role it plays in achieving the objectives of an organization.
1.2 DEFINITION OF TERMS
Objectives: They are the basic economic and social purpose for which an organization exists. They are also defends the ends an organization seeks to achieve.
Efficient: It is the ability to achieve a result with minimum input.
Management: It is the efficient utilization of the human, material and financial resources of an organization to achieve the objective of the organization.
CHAPTER TWO
2.0 OVERVIEW OF POLICY MAKING AND IMPLEMENTATION
Policy making and implement in the view of Umag (1996) is one of the best know modes of rational planning process which has been most widely applied by the management to achieve the objective of an organization.
Argenti (1980) opened that this planning process has some inherent problem namely;
1. The dynamic nature of the environment which makes the plan to be redundant it is changed.
2. Information is never available in the quality and required to under take a comprehensive analysis of the internal and external environment.
3. Line manager or operational manager often display resistance to decision in which they are not involved.
According to Peter and waterman (1982) other problem inherent in this planning process include;
i. That problems of policy making and implementation normal crop up the implementation stage.
ii. The implementation of changes proposed in the plan normally takes longer time than expected.
iii. That problem often arise in the introduction of policy making and implementation process.
Despite these numerous problems inherent in policy making and implementation. In the view of Madu (1999) when an organization cases to adjust the environment to its policy or closes not react to the demand of the environment of corporate objectives.
However, despite the short falling policy making and implementation as noted above it is the opinion of the research that policy making and implementation is still important tool for an efficient management system to achieve the objectives of an organization.
2.1 DEFINITION OF POLICY
Policy, in the review of;
i. Christian Andrew and Bower (1973) is defined as the duties, function, roles and responsibilities of the general management levels of the organization.
ii. Ovuire (1986) defined it as a guide for making administration decision.
iii. Madu (1999) defined policy as a plan of action or statement of ideas, proposed or adopted by an enterprise.
From the above definitions, the writer can define policy as a grand plan of action, for directing and controlling all the organization.
2.2 TYPES OF POLICY
According to Madu (1999) policy can be classified into basic major and polices.
Basic policy: The basic policy in this view is the statement of mission of an organization guiding and directing the organization to move along the line for which was established to do. He further regarded it as broad and fundament nature, made to achieved corporate objective.
Major policy: Major policy which be sees and regarded as “Modus Operandi” is made to control and direct all the activities and resources in the functional areas of an organization.
Major policy: The minor policy be regarded as a lactic and sees it as a policy made to control direct all the activities and resources at the department or section areas of an organization towards achieving the objectives of the organization.
In the view of Image (1998) policy can be classified into corporate functional and operational policies. However, in the view of the writer, policy can be grouped into strategic lactic and program policies.
2.3 POLICY MAKING AND IMPLEMENTATION
Policy making and implementation, according to the Glueck (1976) is defined as the process leading to the development and implementation of an effective policy to achieve an objective. This process according to him involves;
i. Defining the mission and objective of the organization. This step becomes necessary in order to make the mission and objectives of the organization. Also the step helps in the development of the objectives of an organization.
ii. Appraising and Analyzing the environment, this step according to Glueck (1976) involves search the environment to determine what factors in the environment present threats to the company’s present policy and objectives accomplishment and a factors that present opportunities for greater accomplishment of objectives by adjusting the company’s policy.
In the view of Madu (1999), when an organization cases to adjust the environment to its policy or does not react to the demands of the environment by changing its policy result are less achievement of corporate objectives.
Therefore, for an effective policy to be made to achieve objectives of an organization, the environment of that organization has to examined and understood.
iii. Closing an effective policy, this step according to Glueck (1976) involves generating a reasonable number of alternative policies that will help till the gap or take advantage of the opportunities and match the environmental threats and then make the best policy. Choice that will exploit the opportunities and match the threats in environment. However, the ultimate measure adopted in closing a policy is whether the policy will meet the criteria of the management and achieve the objectives of the organization.
iv. Implementing the policy; before the step is take, according to Glueck (1978); the management of the organization should ensure that the policy is communicated and related to both the organization and to people, that the resources of the organization and its organization and its organization are allocated efficiently to reinforce. The policy and that other policies and decision of the organization are made consistent with the policy. These steps according to him have to be taken by the management before the objective of the organization.
According Madu (2000); before a policy is implemented the organization showed restructure the organization to adjust to the policy, develop policies to reinforce the policy and recruit and select personnel that will willingly implemented the policy to achieved the objectives of the organization.
v. Evaluating the policy: this step according to Glueck (1976) involves the management of an organization determining whether the policy implemented is meeting the objectives of the organization.
Madu (2000). Linked the steps to a physician who continually monitor his patient in order to determine the property of his diagnosis and the efficiency of his prescription least his patient dies in the same way he continued. A policy maker must continually evaluate the implementation and results of his policy let his organization dies.
Therefore, one can see that the step of evaluating the policy is like a feed-back mechanism into the system of policy making and implemented achieve the objectives of the organization.
Akpala (1993); Sees policy as a predetermined guide established to provides direction in decision making, it is as verbal written or implied guides, setting out how and the boundaries or the general limits in which managerial action will take place. A policy defines the area within decision can be made but it does not take decision, policy is the outcome of planning.
CHAPTER THREE
3.0 POLICY IMPLEMENTATION
As Rheman (1973) points out, it is important for management to institute and these decisions by clarifying and communicating them and having people in key sports who will carry them out.
This is what policy implementation is all about; one creates policies, which are decisional guides to action and these makes. The strategies chosen work, policies provide the means of carrying out strategic decisions. The critical element the major analytical exercise involved in implementation and making is the ability to factor the grant strategy into policies that are compatible workable and not just, theoretically sound change a strategy. What comes next is at least is import how do we get there, when and now efficient.
A manager does this by preparing tactical plans and policies to implement the grand strategy. Or example; let us say that the strategy choice is to diversity. Now the policy maker must decide what to diversity into when to diversity, how much money will be needed, where the money will come from what changed are needed in marketing production work.
3.1 AREA OF POLICY IMPLEMNETATION
According to Ayulanna (2003) policies are developed in the following functional areas;
1. Operations
2. Finance and accounting
3. Personnel
4. Marketing
5. Research and development.
3.2 USES OF POLICY
Policy serves many purposes including following;
i. A source in directing and guiding future actions.
ii. A help in the training of future managers by showing things should be done.
iii. A coordinates the activities of various functional areas so that members of the organization work one another rather than as cross purposes.
iv. It circumscribes the freedom and authority of subordinates.
v. It economizes the time of managers. Since policies directs future actions manager do not need to engage in daily guiding of subordinates.
3.3 CHARACTERISTCIS OF GOOD POLICIES
a. Policies should be definite, easy to understand and preferable stated in writing.
b. They should be state and flexible are the same time
c. The policies of various department of the organization should be complementary instead of contradictory.
d. They should be holistic in scope, taking care of aspect, of the organization.
e. Functional and corporate policies or subordinate and superior policies should also be complementary and reinforcing and not contradictory.
CHAPTER FOUR
4.0 VALIDITY AND RELIABILITY OF A POLICY IN A COMPANY
For the validity and reliability of a policy the worker ensures that;
1. For minimum information bias and hence greater reliability and validity of policies with some basic educational qualification were used as respondent.
2. Questionnaire were protested to uncover likely unforeseen policies and hitches during actual administration.
3. The information from the concerning the policies and salaries in an organization in the questionnaire.
A validity policy on a company can be lawfully use, to enable the policies to have effect on the company, these also mean that it is legally in force.
A reliable policy is n accountable one, this are policies on establishment have full trust in, and it is a dependable policy. Policies that you can be able to trust or counted on, is a reliability policy, these can make customers to rely on the company product and also increase the value of the product.
4.1 ADVANTAGES OF POLICY
i. Without policies promotion for uniform handling of similar activities will not be easy and it enables the coordination of work task and encourages decreasing fraction arising from ability of discriminating.
ii. Policies advanced basic aspect of organization behavour. In the sense of decreasing unstable practices.
iii. Without policies means of currying out strategic decision will provides, which can easily terminate the goals of an establishment.
iv. Another advantage of policy is that you or me can easily create of because it is a decisional guides to action and it also predict what a company can achieve in future.
v. Policies decreases the rate of misunderstand in firm, it makes the workers to have one mind and to focus one thing to the benefit of the establishment they are under.
vi. With policy convenient supply will be carried out and authoritative reference will be achieve.
4.2 POLICY THAT EMPOWERS
According to Robinson (2000), policies communicate to decision. They are designed to control decision while defining allowable discretion within which operational personnel ca execute business activate.
They do this in several ways;
1. Policies communicate quick lines to decision by establishing indirect control over independent action by clearly taking how things are to be done now by defining discretion policies in effect control decision yet empower employees to conduct activities without direct intervention by top management.
2. Policies promote uniform handing of similar activities.
This facilitates the coordination of work task and helps reduce fraction arising from favoritisms. Discrimination and the disparate handing of common functions something that often hamper decision operating personnel.
3. Policies ensure quicker decision by standardizing answers to previously answered questions that otherwise would reoccur and be pushed up the management hierarchy again and again something that required unnecessary levels of management between senior decision makers, and filed personnel.
4. Policies institutionalize basic aspects of organization behavour. This minimize conflicting practices and establishes consistent patterns of action to attempts to make he strategy work again, freeing operating personnel to act.
5. Policy reduce uncertainty in respective and day to day decision making thereby providing a necessary foundation for coordinated, efficient efforts and freeing operation personnel to act.
6. Policies counter act resistance to or rejection of chosen strategies by organization members when major strategic change is undertaken unambiguous operating policies acceptance. Particularly her operating manager participates in policy development.
7. Policies often predetermined answer to routine problems. This greatly expedite dealing with ordinary and extraordinary problem with the former, by referring to these answers; with the later, by giving operating personnel more time to cope with them.
8. Policies afford managers a mechanism for avoiding hasty and ill-conceived decisions in changing operations. Prevailing policy can always be used as a reason for not yielding to emotion based, expeditor temporary valid arguments for altering procedures and practices.
According to Pearce (2000) policies may be written and formal or unwritten and informal, written policies are usually associated with a strategic need for written are widely known or expected by management manager and employees and informal policies.
The strategy significant of policies are varies. At one extreme are such policies as travel reimbursement, which are really work roles and may but be linked to are organization policies that are every location invest one (1%) percent of gross revenue in local advertising.
Policies can be extremely imposed or internally drive policies regarding equal employment practices are offer developed in compliance with external (government) requirement and policies regarding leasing or depreciation may be strongly influence by current tax regulations.
Regardless of the origin formally and nature of policies, the key point to bear in mind is that they play an important role in strategy implementation, communication specific policies will help overcome resistance to strategic change empower people to act and foster commitment to successful strategy implementation.
Polices empower people to act implementation, at least theoretically, rewards their action, the last decade has seen many firms realized that the link between compensation, particularly execute management compensation and value building strategic out comes within their firms was uncertain. According to Robinson (2000) the recognition of his uncertain as brought about increase recognition of the need to link management compensation with the successful implementation of strategies the build long term shareholder value.
CHAPTER FIVE
5.0 SUMMARY OF FINDINGS
From the analysis of and interpretation of the perversity of Agriculture Umudike, Abia state. The writer was able to make some useful findings which are stated below;
i. That the objective of the University is well define to enable the policy makers to have a sense of direction to known the appropriate policy to make and to achieve the objective of the university.
ii. The policies are made in the university by a body known as the senate which is regarded as the highest academic policy making body in the university which is made up of the personnel who are qualified effective in their duty of policy making to ensure that the objective of the university are achieved.
iii. That the management system of the university is efficient in the use of the resource of the university in achieving its objectives.
iv. That the policies made and implemented in the university in line with the objective of the university and that before the policies are implemented, they normally communicated to the personnel of the university. That the management system of the university is policy making and implementation to achieve the objectives of the university.
5.1 CONCLUSION
In this term paper work, the writer has despite his limitation and constraints, discussed the ideal of policy making implementation as a tool for an efficient management system to achieve the objective of an organization with a particular reference to Michael Okpara Federal University of Agriculture, Umudike, Aba State.
During the course of study, the writer of the term visited the organization a good number of the library of the university under study to obtain relevant information that could be of help to the study.
However, desire all the difficulties encourager by the researcher in the course of the study. One must say that the exercise has been an interesting one, very educative and full of information revealing to the practicing manager students of Electrical / Electronics Engineering, good industrial list and individuals on the policy making and implementation in the final analysts, we can still contend that organization would be better off if policies were made prior to active. Taken some authorities has been cited to support the contentions, with an overview of the researcher work more light is thrown on how it is done and how it could be done to help improve it is done and how it could be done to help improved organizational effectiveness.
5.2 RECOMMENDATIONS
From the finding and conclusion made, the researcher is making the following recommendations;
1. That the management system of any kind of organization should endeavour to be efficient in the use of the resources of the organization to achieve the objective of the organization.
2. That the management of the organization should employ and ensure qualified and efficient personnel are employed to make and implement the policies in the organization.
3. That the management of an organization should employ policy making and implementation as a tool to achieve the objective of the organization.
4. That the management of the organization should ensure that policies made are line with the objective of their organization.
BIBLIOGRAPHY
Ackof R. (1980); A concept of cooperate: New York Wiley
Aushem M. and William G.(1973) Strategies: For research in
policy formulation Journal of business.
Cannon J. (1968) Business strategy and New York, Harcourt,
Brace and World.
Chris M. (1999) Strategy formulation and management action,
Lecture notes on business policy.
Christ .M. and Agulanna E.C. (2003) the face of strategic Gutt
W. (1972) Formulating Organizational objective strategy.
Gutman P. (1994) Strategies for growth California
Management review.
Hauna R. (1968) the concept of co-operate strategy in Muth
Industry Company Harvard Business School.
Journals
Thune S. and Robert H. (1970) where long run planning pays
off Business Horizon.
Policy making and implementation is one issue that cannot be over emphasized because of the important role it play in the life of any organization wishing to survive and to grow in the face of changing world.
Chapter one talked about introduction, importance of policy making and implementation and definition of terms.
In chapter two, the writer overview the policy making and implementation, definitions of policy, types of policy and policy making and implementation.
Chapter three discussed about policy implementation, Area of policy implementation, uses of policy and characteristics of good policies.
Validity and reliability of a policy in a company, Advantages of policy and policy that empowers discussed in chapter four.
Finally, I chapter five, the writer made the summary of findings, conclusion and recommendation.
TABLE OF CONETENTS
Title page - - - - - - - - - - i
Dedication - - - - - - - - - ii
Acknowledgement - - - - - - - - iii
Abstracts -- - - - - - - - - iv
Table of contents - - - - - - - - v
CHAPTER ONE
1.0 Introduction
1.1 Importance of policy making and implementation
1.2 Definition of terms
CHAPTER TWO
2.0 Overview of policy making and implementation
2.1 Definitions of policy
2.2 Types of policy
2.3 Policy making and implementation
CHAPTER THREE
3.0 Policy implementation
3.1 Area of policy implementation
3.2 Uses of policy
3.3 Characteristics of good policies.
CHAPTER FOUR
4.0 Validity and reliability of a policy in a company
4.1 Advantages of policy
4.2 Policy that empowers
CHAPTER FIVE
5.0 Summary of findings
5.1 Conclusion
5.2 Recommendations
Bibliography
CHAPTER ONE
1.0 Introduction
The task of achieving the objective of an organization is the one that has for many years remained a hard nut to crack by the management of most the organization either deal or stagnant, this task which is so much important in the life of any organization wishing to survive and grow cannot be over emphasized considering the dynamic nature of the world we are in today.
However, for any management system to effectively carry out this task of achieving the objectives of an organization, that management system must arm itself with the tool of policy adjust to the environmental charges or react to the demand of the environment. It is base on this important note that the writer is conducting a research on the topic; policy making and implementation to a toll for efficient making meant system to achieve the objective of an organization with a particular references to Michael Okpara Federal University of Agriculture, Umudike, Abia State.
1.1 IMPORTANCE OF POLICY MAKING AND IMPLEMENTATION
This is to enable role, policy making and implementation plays in the achieving of an organization.
Secondly, it will enable management and students to know the process of policy making and implementation and the important role it plays achieving the objectives of an organization.
Thirdly, ir will enable public policy makes to provide guidelines for the achievement of the objectives of government establishment or institution.
Finally, it will enable the general renders to know the process of policy making and to implement and the important role it plays in achieving the objectives of an organization.
1.2 DEFINITION OF TERMS
Objectives: They are the basic economic and social purpose for which an organization exists. They are also defends the ends an organization seeks to achieve.
Efficient: It is the ability to achieve a result with minimum input.
Management: It is the efficient utilization of the human, material and financial resources of an organization to achieve the objective of the organization.
CHAPTER TWO
2.0 OVERVIEW OF POLICY MAKING AND IMPLEMENTATION
Policy making and implement in the view of Umag (1996) is one of the best know modes of rational planning process which has been most widely applied by the management to achieve the objective of an organization.
Argenti (1980) opened that this planning process has some inherent problem namely;
1. The dynamic nature of the environment which makes the plan to be redundant it is changed.
2. Information is never available in the quality and required to under take a comprehensive analysis of the internal and external environment.
3. Line manager or operational manager often display resistance to decision in which they are not involved.
According to Peter and waterman (1982) other problem inherent in this planning process include;
i. That problems of policy making and implementation normal crop up the implementation stage.
ii. The implementation of changes proposed in the plan normally takes longer time than expected.
iii. That problem often arise in the introduction of policy making and implementation process.
Despite these numerous problems inherent in policy making and implementation. In the view of Madu (1999) when an organization cases to adjust the environment to its policy or closes not react to the demand of the environment of corporate objectives.
However, despite the short falling policy making and implementation as noted above it is the opinion of the research that policy making and implementation is still important tool for an efficient management system to achieve the objectives of an organization.
2.1 DEFINITION OF POLICY
Policy, in the review of;
i. Christian Andrew and Bower (1973) is defined as the duties, function, roles and responsibilities of the general management levels of the organization.
ii. Ovuire (1986) defined it as a guide for making administration decision.
iii. Madu (1999) defined policy as a plan of action or statement of ideas, proposed or adopted by an enterprise.
From the above definitions, the writer can define policy as a grand plan of action, for directing and controlling all the organization.
2.2 TYPES OF POLICY
According to Madu (1999) policy can be classified into basic major and polices.
Basic policy: The basic policy in this view is the statement of mission of an organization guiding and directing the organization to move along the line for which was established to do. He further regarded it as broad and fundament nature, made to achieved corporate objective.
Major policy: Major policy which be sees and regarded as “Modus Operandi” is made to control and direct all the activities and resources in the functional areas of an organization.
Major policy: The minor policy be regarded as a lactic and sees it as a policy made to control direct all the activities and resources at the department or section areas of an organization towards achieving the objectives of the organization.
In the view of Image (1998) policy can be classified into corporate functional and operational policies. However, in the view of the writer, policy can be grouped into strategic lactic and program policies.
2.3 POLICY MAKING AND IMPLEMENTATION
Policy making and implementation, according to the Glueck (1976) is defined as the process leading to the development and implementation of an effective policy to achieve an objective. This process according to him involves;
i. Defining the mission and objective of the organization. This step becomes necessary in order to make the mission and objectives of the organization. Also the step helps in the development of the objectives of an organization.
ii. Appraising and Analyzing the environment, this step according to Glueck (1976) involves search the environment to determine what factors in the environment present threats to the company’s present policy and objectives accomplishment and a factors that present opportunities for greater accomplishment of objectives by adjusting the company’s policy.
In the view of Madu (1999), when an organization cases to adjust the environment to its policy or does not react to the demands of the environment by changing its policy result are less achievement of corporate objectives.
Therefore, for an effective policy to be made to achieve objectives of an organization, the environment of that organization has to examined and understood.
iii. Closing an effective policy, this step according to Glueck (1976) involves generating a reasonable number of alternative policies that will help till the gap or take advantage of the opportunities and match the environmental threats and then make the best policy. Choice that will exploit the opportunities and match the threats in environment. However, the ultimate measure adopted in closing a policy is whether the policy will meet the criteria of the management and achieve the objectives of the organization.
iv. Implementing the policy; before the step is take, according to Glueck (1978); the management of the organization should ensure that the policy is communicated and related to both the organization and to people, that the resources of the organization and its organization and its organization are allocated efficiently to reinforce. The policy and that other policies and decision of the organization are made consistent with the policy. These steps according to him have to be taken by the management before the objective of the organization.
According Madu (2000); before a policy is implemented the organization showed restructure the organization to adjust to the policy, develop policies to reinforce the policy and recruit and select personnel that will willingly implemented the policy to achieved the objectives of the organization.
v. Evaluating the policy: this step according to Glueck (1976) involves the management of an organization determining whether the policy implemented is meeting the objectives of the organization.
Madu (2000). Linked the steps to a physician who continually monitor his patient in order to determine the property of his diagnosis and the efficiency of his prescription least his patient dies in the same way he continued. A policy maker must continually evaluate the implementation and results of his policy let his organization dies.
Therefore, one can see that the step of evaluating the policy is like a feed-back mechanism into the system of policy making and implemented achieve the objectives of the organization.
Akpala (1993); Sees policy as a predetermined guide established to provides direction in decision making, it is as verbal written or implied guides, setting out how and the boundaries or the general limits in which managerial action will take place. A policy defines the area within decision can be made but it does not take decision, policy is the outcome of planning.
CHAPTER THREE
3.0 POLICY IMPLEMENTATION
As Rheman (1973) points out, it is important for management to institute and these decisions by clarifying and communicating them and having people in key sports who will carry them out.
This is what policy implementation is all about; one creates policies, which are decisional guides to action and these makes. The strategies chosen work, policies provide the means of carrying out strategic decisions. The critical element the major analytical exercise involved in implementation and making is the ability to factor the grant strategy into policies that are compatible workable and not just, theoretically sound change a strategy. What comes next is at least is import how do we get there, when and now efficient.
A manager does this by preparing tactical plans and policies to implement the grand strategy. Or example; let us say that the strategy choice is to diversity. Now the policy maker must decide what to diversity into when to diversity, how much money will be needed, where the money will come from what changed are needed in marketing production work.
3.1 AREA OF POLICY IMPLEMNETATION
According to Ayulanna (2003) policies are developed in the following functional areas;
1. Operations
2. Finance and accounting
3. Personnel
4. Marketing
5. Research and development.
3.2 USES OF POLICY
Policy serves many purposes including following;
i. A source in directing and guiding future actions.
ii. A help in the training of future managers by showing things should be done.
iii. A coordinates the activities of various functional areas so that members of the organization work one another rather than as cross purposes.
iv. It circumscribes the freedom and authority of subordinates.
v. It economizes the time of managers. Since policies directs future actions manager do not need to engage in daily guiding of subordinates.
3.3 CHARACTERISTCIS OF GOOD POLICIES
a. Policies should be definite, easy to understand and preferable stated in writing.
b. They should be state and flexible are the same time
c. The policies of various department of the organization should be complementary instead of contradictory.
d. They should be holistic in scope, taking care of aspect, of the organization.
e. Functional and corporate policies or subordinate and superior policies should also be complementary and reinforcing and not contradictory.
CHAPTER FOUR
4.0 VALIDITY AND RELIABILITY OF A POLICY IN A COMPANY
For the validity and reliability of a policy the worker ensures that;
1. For minimum information bias and hence greater reliability and validity of policies with some basic educational qualification were used as respondent.
2. Questionnaire were protested to uncover likely unforeseen policies and hitches during actual administration.
3. The information from the concerning the policies and salaries in an organization in the questionnaire.
A validity policy on a company can be lawfully use, to enable the policies to have effect on the company, these also mean that it is legally in force.
A reliable policy is n accountable one, this are policies on establishment have full trust in, and it is a dependable policy. Policies that you can be able to trust or counted on, is a reliability policy, these can make customers to rely on the company product and also increase the value of the product.
4.1 ADVANTAGES OF POLICY
i. Without policies promotion for uniform handling of similar activities will not be easy and it enables the coordination of work task and encourages decreasing fraction arising from ability of discriminating.
ii. Policies advanced basic aspect of organization behavour. In the sense of decreasing unstable practices.
iii. Without policies means of currying out strategic decision will provides, which can easily terminate the goals of an establishment.
iv. Another advantage of policy is that you or me can easily create of because it is a decisional guides to action and it also predict what a company can achieve in future.
v. Policies decreases the rate of misunderstand in firm, it makes the workers to have one mind and to focus one thing to the benefit of the establishment they are under.
vi. With policy convenient supply will be carried out and authoritative reference will be achieve.
4.2 POLICY THAT EMPOWERS
According to Robinson (2000), policies communicate to decision. They are designed to control decision while defining allowable discretion within which operational personnel ca execute business activate.
They do this in several ways;
1. Policies communicate quick lines to decision by establishing indirect control over independent action by clearly taking how things are to be done now by defining discretion policies in effect control decision yet empower employees to conduct activities without direct intervention by top management.
2. Policies promote uniform handing of similar activities.
This facilitates the coordination of work task and helps reduce fraction arising from favoritisms. Discrimination and the disparate handing of common functions something that often hamper decision operating personnel.
3. Policies ensure quicker decision by standardizing answers to previously answered questions that otherwise would reoccur and be pushed up the management hierarchy again and again something that required unnecessary levels of management between senior decision makers, and filed personnel.
4. Policies institutionalize basic aspects of organization behavour. This minimize conflicting practices and establishes consistent patterns of action to attempts to make he strategy work again, freeing operating personnel to act.
5. Policy reduce uncertainty in respective and day to day decision making thereby providing a necessary foundation for coordinated, efficient efforts and freeing operation personnel to act.
6. Policies counter act resistance to or rejection of chosen strategies by organization members when major strategic change is undertaken unambiguous operating policies acceptance. Particularly her operating manager participates in policy development.
7. Policies often predetermined answer to routine problems. This greatly expedite dealing with ordinary and extraordinary problem with the former, by referring to these answers; with the later, by giving operating personnel more time to cope with them.
8. Policies afford managers a mechanism for avoiding hasty and ill-conceived decisions in changing operations. Prevailing policy can always be used as a reason for not yielding to emotion based, expeditor temporary valid arguments for altering procedures and practices.
According to Pearce (2000) policies may be written and formal or unwritten and informal, written policies are usually associated with a strategic need for written are widely known or expected by management manager and employees and informal policies.
The strategy significant of policies are varies. At one extreme are such policies as travel reimbursement, which are really work roles and may but be linked to are organization policies that are every location invest one (1%) percent of gross revenue in local advertising.
Policies can be extremely imposed or internally drive policies regarding equal employment practices are offer developed in compliance with external (government) requirement and policies regarding leasing or depreciation may be strongly influence by current tax regulations.
Regardless of the origin formally and nature of policies, the key point to bear in mind is that they play an important role in strategy implementation, communication specific policies will help overcome resistance to strategic change empower people to act and foster commitment to successful strategy implementation.
Polices empower people to act implementation, at least theoretically, rewards their action, the last decade has seen many firms realized that the link between compensation, particularly execute management compensation and value building strategic out comes within their firms was uncertain. According to Robinson (2000) the recognition of his uncertain as brought about increase recognition of the need to link management compensation with the successful implementation of strategies the build long term shareholder value.
CHAPTER FIVE
5.0 SUMMARY OF FINDINGS
From the analysis of and interpretation of the perversity of Agriculture Umudike, Abia state. The writer was able to make some useful findings which are stated below;
i. That the objective of the University is well define to enable the policy makers to have a sense of direction to known the appropriate policy to make and to achieve the objective of the university.
ii. The policies are made in the university by a body known as the senate which is regarded as the highest academic policy making body in the university which is made up of the personnel who are qualified effective in their duty of policy making to ensure that the objective of the university are achieved.
iii. That the management system of the university is efficient in the use of the resource of the university in achieving its objectives.
iv. That the policies made and implemented in the university in line with the objective of the university and that before the policies are implemented, they normally communicated to the personnel of the university. That the management system of the university is policy making and implementation to achieve the objectives of the university.
5.1 CONCLUSION
In this term paper work, the writer has despite his limitation and constraints, discussed the ideal of policy making implementation as a tool for an efficient management system to achieve the objective of an organization with a particular reference to Michael Okpara Federal University of Agriculture, Umudike, Aba State.
During the course of study, the writer of the term visited the organization a good number of the library of the university under study to obtain relevant information that could be of help to the study.
However, desire all the difficulties encourager by the researcher in the course of the study. One must say that the exercise has been an interesting one, very educative and full of information revealing to the practicing manager students of Electrical / Electronics Engineering, good industrial list and individuals on the policy making and implementation in the final analysts, we can still contend that organization would be better off if policies were made prior to active. Taken some authorities has been cited to support the contentions, with an overview of the researcher work more light is thrown on how it is done and how it could be done to help improve it is done and how it could be done to help improved organizational effectiveness.
5.2 RECOMMENDATIONS
From the finding and conclusion made, the researcher is making the following recommendations;
1. That the management system of any kind of organization should endeavour to be efficient in the use of the resources of the organization to achieve the objective of the organization.
2. That the management of the organization should employ and ensure qualified and efficient personnel are employed to make and implement the policies in the organization.
3. That the management of an organization should employ policy making and implementation as a tool to achieve the objective of the organization.
4. That the management of the organization should ensure that policies made are line with the objective of their organization.
BIBLIOGRAPHY
Ackof R. (1980); A concept of cooperate: New York Wiley
Aushem M. and William G.(1973) Strategies: For research in
policy formulation Journal of business.
Cannon J. (1968) Business strategy and New York, Harcourt,
Brace and World.
Chris M. (1999) Strategy formulation and management action,
Lecture notes on business policy.
Christ .M. and Agulanna E.C. (2003) the face of strategic Gutt
W. (1972) Formulating Organizational objective strategy.
Gutman P. (1994) Strategies for growth California
Management review.
Hauna R. (1968) the concept of co-operate strategy in Muth
Industry Company Harvard Business School.
Journals
Thune S. and Robert H. (1970) where long run planning pays
off Business Horizon.
Subscribe to:
Posts (Atom)