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.
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