Biography of Victor Moses

The clinical overview of the blistering career of the new jay jay okocha of Nigerian football

Victor Moses

Victor Moses (born 12 December 1990) is a Nigerian footballer who plays for Premier League club Chelsea. Moses can play in a variety of positions, but in the first-team games he has taken part in so far, Moses has mostly played as a left winger. Born in Nigeria, he has represented England at under-16, under-17, under-19 and under-21 levels, but opted to play for theNigerian national football team as opposed to being fully capped at England level.

Club career

Crystal Palace

Born in Nigeria, Moses moved to England at the age of 13.^[3] He attended Stanley Technical High School (now known as the Harris Academy) inSouth Norwood, during which time he was scouted playing football in the local Tandridge League, where scouts from Crystal Palace approached him, with the club's Selhurst Park stadium just streets away from his school, Stanley Technical High. The scouts were so impressed that he was offered a place in the Eagles' academy, which he accepted.
Shortly after Moses joined their academy, Palace recommended him to the fee-paying Whitgift School in Croydon where former Palace player and coach Steve Kember and former Arsenal and Chelsea star Colin Pates had been coaching the school football team, in the hope that the higher quality coaching and facilities at Whitgift would further improve his development as a player.
He first came to prominence at 14 after scoring 50 goals for Palace's under-14s side he played along side Joe Szekeres for 3 years scoring over 100 goals between them, as well as helping Whitgift win many School Cups, including a National Cup, scoring all five goals in the final against Healing School of Grimsby at the Walkers Stadium, Leicester.^[3]
He made his debut in The Championship on 6 November 2007 away from home against Cardiff. In the Palace first team Moses settled down well, scoring 3 times in his first season and settling into the squad well. In the close season Moses committed his future to Palace, signing a four-year contract to take him through until 2012,^[4] but the following season failed to ever really get going however, and despite a sustained period of starting matches he only managed to score twice.

Wigan Athletic

It was the 2009–10 season where he really came to prominence, when a run of five goals in eight games for the Eagles saw him become the hottest property of the January transfer window. On the final day of it he completed a £2.5 million transfer to Premier League side Wigan Athletic after Palace went into administration.^[5] He made his debut on 6 February 2010 as a substitute against Sunderland in a 1–1 draw.^[6] On 20 March 2010, Moses came on as a substitute against Burnley and got his first assist for the club, setting up team mate Hugo Rodallega for an injury time winner.^[7] He scored his first goal for Wigan on 3 May 2010 against Hull City.^[8]
Moses picked up two injuries at the start of the 2010–11 season,^[9] and found it difficult to make it back into the first-team due to increased competition for places. He scored his first league goal of the season on 13 November 2010 in a 1–0 win against West Bromwich Albion.^[10]
Following the departure of Charles N'Zogbia, Moses became a regular starter for Wigan in the 2011–12 season. On 10 December 2011, he scored his first goal of the season against West Bromwich Albion – his first goal since scoring against the same team last season.

Chelsea

On 23 August 2012, Wigan Athletic accepted a fifth bid from Chelsea, after they finally met Wigan's asking price after four previously unsuccessful bids. The player was given permission to speak with Chelsea.^[11] On 24 August 2012 Chelsea announced that the transfer of Moses had been completed.^[12] Moses played his first game for Chelsea, coming on a substituteagainst Queens Park Rangers. Moses made his full debut for Chelseawhen he started the League Cup game against Wolves and scored his first goal after 71 minutes, the game finished 6–0 to the Blues. ^[13] Moses started his first Champions League game against Nordsjælland. On 31 October 2012, Moses was named Man of the Match of the match against Manchester United in the Capital One Cup, a game Chelsea won 5–4.^[14] On 3 November 2012, Moses scored his first Premier League goal for Chelsea against Swansea City which ended in a 1–1 draw.^[15] Four days later, he scored his first Champions League goal for Chelsea againts Shakhtar Donetsk; Moses replaced Oscar in the 80th minute and headed in Juan Mata's corner with seconds left to secure a 3–2 win.^[16]

International career

England

U-16 and U-17 level

Despite originally hailing from Nigeria Moses initially chose to represent his adopted home of England, featuring for the under-16 team, in which he won the Victory Shield in 2005, and under-17 level. He travelled with the squad to the 2007 UEFA European U-17 Championship in Belgium, scoring three times (including the only goal in the semi-final win overFrance) to help John Peacock's side to the competition final, where they were narrowly beaten by a single goal by Spain, though Moses managed to finish as the competition's top scorer and collect the Golden Boot for doing so.
That same summer the squad travelled to South Korea for the FIFA U-17 World Cup. Moses finished as the Young Lions' top scorer, netting three times in the Group B fixtures, but sustained an injury in the victory overBrazil that ruled him out of the competition. Moses' teammates went on to reach the quarterfinal stage.

U-19s

Following that tournament Moses was promoted to the under-18 squad, and following his goalscoring exploits for Palace's first-team, he was promoted to the under-19 side without appearing sufficiently for the U-18s to actually collect a cap. He went with the U-19s to the 2008 UEFA European U-19 Championship in the Czech Republic, playing two matches and picking up one assist as the Young Lions failed to make it out of Group B. Speculation grew as Stuart Pearce snubbed him that Moses would return to play for Nigeria in the 2010 World Cup, this move never materialised.

U-21s

Moses was promoted to the under-21 squad at the beginning of the 2010-2011 Premier League season and made his debut against Uzbekistan in a 2–0 win.^[17]

Nigeria

Moses was selected to play for Nigeria against Guatemala in February 2011, but the friendly was cancelled.^[18] He accepted a call-up in March 2011 for Nigeria's games against Ethiopia and Kenya.^[19] However, he was ruled out of those games because his application to FIFA to switch nationalities was not received in time. It was announced on 1 November 2011, that FIFA had cleared Moses and Shola Ameobi to play for Nigeria.^[20] He made his Eagles debut as a substitute on 29 February 2012 againstRwanda. He scored his first goal for Nigeria in a 6–1 whitewashing of Liberia in an AFCON 2013 qualifying match, scoring a brace. One of the goals was via a cross from Chelsea team-mate, John Obi Mikel.

Club career statistics

As of 7 November 2012

International career statistics

As of 1 March 2010

Honours

• 2005 – Victory Shield
• 2007 – UEFA U-17 European Championships – runners-up
• 2007 – UEFA U-17 European Championships – Golden Boot winner
• December 2009 Football League Young Player of the Month

References

External links

• Victor Moses profile at the Wigan Athletic website
• Chelsea Profile

• Victor Moses career stats
 at Soccerbase

The common man

 The common man is a general name for a poor and unpopular males in my country, I am from a country where the standard of living is very Low and over 70% of the nation's population lives below a dollar a day. Most of Nigerians cannot afford the luxury and cost of living including healthcare, eduction, balance diet, housing, and electricity because the cost of these basic items are regarded as luxuries yet in order part of the world this are basic necesicities for citizens of the country.  The recent flooding in the country has so much affected the common man because the are percieved to be living in the low land areas, rural areas, undeveloped areas and environmental degraded areas. Over 300 lives has been lost and the temporilay camps built by Government to cater for the immediate needs of the common man and his family which are always at an average of abover four children has become a political arena where political campaign in view of the 2015 ambitions of their fat pockets. The higher education are kept at the highest cost which the common man cant afford, so the paupers and their children doesn't pass secondary school certificates. Educational grants are won by the elites who can afford this luxury schools abroad for their kids but yet would block this grants from getting to the common man. The common man doesn't only suffer from lack of basic amenities from Government, but also extortion from churches and religious organistions in the name of tithes, offerings, sacrifices and breakthrough seeds. This religious bodies extorts from the unenglithened Nigerians using the bible. The common man in my country of a population of over 150million according to the last population census conducted also suffer poor service delivery from telecommunication firms who bills this section of the economy more without providing the paid services. For examples, the common man loads the highest number of recharge cards yet the network is never clear for a decent phone call. The common man pays a huge electricity bills yet PHCN would not provide the light paid for, thereby hindering the small scale businesses of the common man which are either barbering, tailoring, weldering, vulcanicing, restaurants, etc. the livelihood of the common man is centered on these basic amenities yet enjoyed by the rich class. The common man travels by road yet the inter-state express ways are filled with potholes and bad roads, the common man uses electricity for his daily operation of his businesses yet the PHCN for the pass 50years can not provide uninterrupted power for 3hours, the common man does not ever win a court case against the rich or influential sections of Nigerians, they are believed to be common Nigerians and the National Assembly don't deliberate on bills that empowers a common man. I am a common man and a common Nigeria, and I therefore speak for all the commoners in my country and thousands of them that are killed everyday by police brutality, Boko Haram bombings, Political killings, hunger and starvation, Ill health, malnutrition, fake drugs, etc. we are Nigerians too and the huge resources of the country through crude oil and other natural resources are not meant for only a few people

the growth strategies of small and medium scale enterprises in Calabar Municipal L.G.A C.R.S written by Jerome Etim

CHAPTER ONE: INTRODUCTION

1.1      Background of study.

When developing strategies to create business growth, perhaps you are on the brink of launching a new range of services, rolling out a new brand of product, or perhaps you just need to make more profit. However, the type of strategy you adopt will depend on the type of business your into, who your target audiences are, and what resources and skills you have at your disposal. The proper co-ordination of human resources, labour and capital will result in a firm’s growth (Chibundu, 2006).

Managing growth of SMEs is a major strategic issue for any growing firm (Arbaugh, and Camp, 2002). However, this research work explores the growth strategies of small and medium scale enterprises in Calabar Municipality using the following firms as a case study; Tun 7 Nigeria Limited and Mornirose Bakery Ventures.

Thompson (2001:563-565) presented four growth strategies necessitated for small and medium scale enterprises (SMEs) growth as “(1) organic growth i.e. been efficiently organised; (2) acquisitions i.e. skills development; (3) strategic alliance i.e. association of groups with common aims, and (4) joint venture i.e. jointly undertake business enterprises with firms of common interest”. This strategy gives an entrepreneurs edge in his market niche, and help them grow steadily.

Moreso, proper planning is another vital strategy that also helps SMEs growth. Inyang (2004:27) noted “planning is an attempt by most organisations to predict the future by as much as possible reducing the future uncertainty. It includes establishing the organisation’s objectives and formulating strategies, programmes, policies, and standards which are needed to accomplish the set objectives.” It is fundamental for SMEs to embark on planning. Becham (2011:39) stated that “small and medium scale enterprises are often too busy dealing with day-to-day issues to have time to worry about the future”. The lack of planning culture has been the major hindrance to SMEs growth in Calabar municipality. Sauser (2005:4) noted “starting a business is a risky venture, and the chances of SMEs owners making it past the five year mark are very slim. They should develop both long-term and short-term strategies to guard against failure”. Moreso, SMEs firms would experience immense growth if the entrepreneurs nest strategies that best suit their firm’s goals and objectives and imbibe a planning culture.

The problems affecting SMEs growth in Calabar municipality as identified by respondents, researchers and scholars ranges from low capital, lack of managerial and entrepreneurial skills, governmental restrictions and regulations, and internal factors etc. The research work hopes to identify strategies that would help SMEs in Calabar municipality overcome these challenges, and attain steady growth rate.

1.2      Statement of problem

Most SMEs have folded up or crumbled today because of lack of growth strategies for long-term actualisation of their goals and objectives. Some small and medium scale business enterprises formulate wrong or short-term goals or strategies without taking into consideration the long-term benefit and future of the firm. Lack of creative and innovative business ideas, underdeveloped entrepreneurship culture and limited understanding to modern production technologies, marketing and business techniques makes their strategies to failure.

The reason why some small and medium scale enterprises loose their customers or remain stagnated is because there is no sound strategy laid down for good customer relationship and firm’s image. Some business enterprises have sound strategies but do not know how they can be effectively applied.

Administrative problems was also identified has the major causes of SMEs growth strategies failure. Researchers identified poor recordkeeping, inexperience in the field of business owners, particularly a lack of technical knowledge, lack of planning culture, and lack of market research (Kazooba, 2006; Mambula, 2002; Eeden et al., 2004).

Objectives of the study.

The objectives of this study are as follows:

 i. To analyse some growth strategies for the Small and Medium scale enterprises in Calabar Municipality.

ii. To bring to limelight or to the awareness of general public, and small and medium scale business owners how growth strategies can lead to the growth and development of their businesses.

iii. To make case or show how valuable growth strategies are to the stability and long-term future of any firm.

 iv. To compare some growth strategies adopted by some small and medium scale enterprises with one another.

v. To choose and analyse goal oriented strategies for small and medium scale enterprises.

1.4 Research question.

i.             How has growth strategies helped in the growth of small and medium scale enterprises in Calabar Municipality?

ii.           To what extent has growth strategies contribute to the attainment of goals and objectives of small and medium scale enterprises in Calabar Municipality?

iii.         To what extend will the analysis of growth strategies for small and medium scale enterprises increase the output and income of SMEs in Calabar Municipality?

1.5      Research hypothesis.

The hypotheses for this study are stated as follows:

i)

H0: There is no significant relationship between growth strategies and the growth of small and medium scale enterprises in Calabar Municipality.

H1: There is a significant relationship between growth strategies and the growth of small and medium scale enterprises in Calabar Municipality.

ii)

H0: There is no significant association between growth strategies and the attainment of goals and objectives of small and medium scale enterprises in Calabar Municipality.

H1: There is no significant association between growth strategies and the attainment of goals and objectives of small and medium scale enterprises in Calabar Municipality.

1.6      Scope and limitations of study.

The scope of this study was restricted to studying the growth strategies of selected small and medium scale enterprises in Calabar municipality. Tun 7 Nigeria Limited and Mornirose Bakery Ventures are the SME firms used in the research work.

The researcher envisaged some constraints that affected the success of the study. These included: time constraints, which affected the adequate attention needed for academic activities. Also, the attitude of the respondents in giving the required and sincere responses to the questions asked. They thought that revealing or answering such question would expose their managerial inefficiencies. Another constraint was finance, due to its relative scarcity; it reduced the pace of the study.

1.7      Significance of the study.

The study is significant in the following ways:

i.             It will guide on investigation of the effect or analysis of growth strategies for small and medium scale enterprise.

ii.           The study will also create awareness among businessmen and women or small and medium scale business enterprises on the best strategies available for them to make their business grow.

iii.         It will also provide small and medium scale enterprises with the strategies of dealing with their customers and attract them to their business environment.

iv.         The study will also arouse feelings of concern for business owners, those interested in business establishment etc.

v.           This study would be of immense help to future researchers who are interested in the subject matter.

1.8      Historical background of the companies studied.

Tuns 7 Nigeria Limited.

Preamble: the organisation was established in 2000, by Mr. Tunde Osisanya, with the major scope of dealing on furniture item and electronics. Now a section of the firm is devoted to clothing.

Business location: the business is located at Ibom layout Marian Calabar, Calabar municipality local government area, where its resources are easily transported to the firm because of good roads. The location of the firm was influence by the choice of the model of business which needed to be constantly seen by customers who drive or walk pass to stimulate the desire to buy.

Staff strength: The firm boost of staff strength of forty (40) workers employed to carry out their daily operation of furniture or electronic delivery, manager, sales representative, marketing agent, security and cleaner.

Product delivery: The firm’s products are sold to its customers on small or large quantity. In the case of small-scale are usually for personal use, while, large-quantity are for organisation or government contracts. The distribution department ensures that the truck or vans are used to deliver the goods at the customer’s location on request.

Sales and profitability: Sales are done on either the basis of cash and carry or cash on delivery. The profit ratio of the firm has been unstable as a result of governmental regulations and restriction. According to the manager the unstable Government policies on ban and unban furniture goods at short intervals is a major problem for his business. This makes profit margin unstable and growth rate of the firm slow. This also cause in consistency in the firms market strategies and long-term policies.

Mornirose bakery ventures.

Preamble: The business organisation was established in 1995, with the major aim of manufacturing and distributing all kinds of bakery products such as cake, bread, all assorted snacks, and bakery made confectioneries.

Business location: The business is located in Calabar Municipality local government area, where it can source its raw materials and other valuable resources (such as human capital) to enhance its production.

Products: The organisation’s product ranges from Duke Bread, Mornirose bread, Supreme gift bread, Royal bread, meat-pie, roasted meat, egg and meat roll, etc.

Staff strength: The organisation’s workforce is made up of forty-five (45) workers, distributed across all the functional areas of their operations. These workforces articulates their various skills into making sure that their assigned duties are carried out daily in the most efficient and effective way.

Distribution strategy: The organisation’s products are distributed within and outside the local government area. The organisation institutes an inclusive distribution strategy, which ensures that the prices of their products are affordable and commensurate with the value of the product whenever they need them. Their price ranges from between 30-60 Naira, depending on the product to be purchased by the customer. The prices are fixed at an affordable way so as to facilitate increased patronage by customers.

Management: The management of the business operates an open door policy, where other members are allowed to contribute their own quota into the affairs of the business. They create a clearly defined communication system, such that the employees easily understand the policy and strategy of the business.

1.9      Definition of terms

The keywords used in this research are defined as follows:

Enterprises: Microsoft Encarta dictionary (2009) defines enterprise as an organised business activities aim specifically at growth and profit.

Management: Aluko, et al. (2007:122), defines it as “the direction of an enterprise through planning, organising, coordinating and controlling of its human and material resources towards the achievement of a predetermined objective”.

Small and medium scale enterprises (SMEs): Hallbery (2006:1) defines SMEs as “statistically, SMEs is usually based on the number of employees or the value of assets. The lower limit for small-scale enterprises is usually set at 5 to 10 workers and the upper limit at 50 to 100 workers. The upper limit for medium scale enterprises is usually set between 100 and 250 employees”.

Strategies: Johnson (2010:218) defines strategies as “the scope and direction of an organisation over the long-term; which achieves advantage for the organisation through its configuration of resources within a challenging environment, to meet the needs of markets and to fulfil stakeholder expectations”.

Business growth: Slywotzky (1998:8) defines business growth as “when a business grows by stretching its business designs to serve customers that the business designs were not intended to serve”.

Entrepreneur: Aluko. et. al. (2004:201) defines entrepreneur as “a person that combines the factors of production (land, labour and capital) to create products, services and job opportunities”.

References

Aluko, M., Odugbesan, O., Gbadamosi, G and Osuagwu, L.,       (2007). Business policy and strategy. (3^rd Ed.). Ikeja: Longman Nigeria Plc.

Arbaugh, J. & Camp, M. (2002). Managing growth transition: theoretical perspective and research directions, in handbook of entrepreneurship, Sexton, D. and Landstrom (ed.), Oxford: Blackwell.

Becham, T. (2011). Strategic, administrative, and operating problems: The impact of outsiders on small firm performance. Entrepreneurship Theory and Praxis, 3(1): 18-23

Chibundu, E. (2006). Strategies for Nigeria SMEs to grow economy. Vanguard Nigeria via Thomson dialog newsedge. Retrieved 21/04/2011 from http://www.vanguardnigeria.com/

Eeden, V.S., Viviers, S., & Venter, D. (2004). An exploratory study of selected problems encountered by small businesses in a South African context. Journal of African Business, 5(1): 45-72.

Hallbery, K. (2006). A market-oriented strategy for small        and medium scale enterprises: part 3. Retrieved 18/04/11 from http://www.books.google.co.uk/

Inyang, J. B. (2004). Management theory: principles and practice. (2^nd ed.). Calabar: Merb publishers.

Johnson, M., & Scholes, K., (2010). Exploring corporate strategy. London: Dell publishing.

Kangasharju, A. (2000). Growth strategies for small firms: principles and case studies. International Small Business Journal 5(2), 17-25.

Kazooba, T.C. (2006). Causes of small business failure in Uganda: A Case Study from Bushenyi and Mbarara Towns. African Studies Quarterly, 8(4). 04/05/2011 Retrieved from http://web.africa.ufl.edu]asq/v8/v8i4a3.htm

Mambula, C. (2002). Perceptions of SME growth constraints in Nigeria. Journal of Small Business Management, 40(1): 58-65.   

Microsoft Encarta dictionary (2009).

Sauser, W. I. (2005). Starting your own business? Prepare for success. Sam Management in Practice, 3(1), 1-4.

Slywotzky, A. J. & Morrison, D. J. (1998). The profit zone. New York: Three River Press.

Thompson, P. (2001). Strategic management. (4^th ed.). London: Thomson Learning.

HOW MANAGEMENT COULD ADOPT ADVERTISEMENT AND ADVOCACY IN HANDLING CRISIS WITH REGARDS TO ORGANISATION PRODUCTS OR SERVICES

The question above is broad with different dynamics and scope but in a bid to break it down to its understandable point with minimum write ups I’m going to define the following terms:

Ø Management

Ø Advertisement

Ø Advocacy

Ø Crisis with regards to organisation products or services

This would give us a clearer picture in understanding the proposed question above.

Management: according to Jaja and Obipi (2005:3), “management can be defined as either used to stand for or refer to people.

Advertisement: A respected advertisement scholar views advertisement as “a dynamic forum in which business interests, creativity, consumer needs, and government regulations meet.”(Wells, et al (1989:31), Advertisement can also be defined as a generally accepted paid form of publicity by an identifiable sponsor whose aims are to inform and or persuade prospect. Advertisement has a greater ability to reach a large number of people simultaneously than advocacy but it has less ability to prompt an immediate change in behaviour.

Advocacy: can also be called marketing as it’s the process of planning and executing the conception, pricing, promotion and distribution of ideas, goods and services to create exchange that satisfy the perceived needs, wants and objectives of the consumers and the organisation. Advocacy isn’t paid for by the identified sponsor but is also aim to inform and persuade the consumers. In cases of immediate change in behaviour of consumers advocacy can adjust to change immediately.

Crisis with regards to org. Products and services: there is no greater test for organisation than how it deals with a crisis. The key is to be prepared by anticipating the possibility of crisis and establishing a mechanism for dealing with the bad news. Crisis in relation to its products can either be propaganda or real. It’s the duty of the organisation’s management team to seek and address these issues in time in order to restore confidence back to his consumers.

Furthermore, with the definitions above the subject matter as become clearer as I beginning to illustrate steps in which an organisation can use advertisement to solve its product and service crisis.

1.   Planning on possible scenarios.

2.   Training of his staff to be able to handle crisis.

3.   Situation control.

For effective crisis management, organisations must have a plan based on thoughtful analysis of all possible scenarios in which a crisis might occur. A plan outlines who does what: who contacts the various stakeholder, who might be affected, who speaks to the press, and who sets up and runs an on-site disaster management centre. Companies also should conduct unannounced crisis training during which staff are forced to drop everything and deal with a stimulated crisis as it unfolds. Therefore, in crisis corporate advertising which is designed to promote a corporate image or viewpoint should be done. There should be no attempt to sell any particular product rather this type of advertisement should take the form of public statements directed at the public to correct the wrong impression or perception the products and services. Also, point of view messages also known as advocacy should be delivered at numerous events, gathering and institutions. This act will give the public a chance to ask questions and when the proper answers are given it will help correct and eradicate the crisis. Advertisement can also be done through in house publications, speakers, photographs and films, displays, exhibits and staged events, the news release, press conference, online communication etc.

Before management makes effort to promote the image of the organisation outside, it is expected to strength the internal environment of the organisation.

      Before I begin to draw my discussion logically in order to embrace the question above I will like to define management as this would dissect the managerial role in the organisation and show us the pivotal responsibility of management both internal and external of the organisation. According to Koontz and O’Donnell (1978:321) argued that “managing is an operational process initially best dissected by analyzing the managerial functions and these essential managerial functions are: planning, organising, staffing, directing and controlling. The importance of management to the successful running of man’s affairs dates back to the primitive and medieval periods, and today the place of management, as an essential ingredient to the success of an enterprise are even more evident.

        While, Etuk (1985:1), views business environment as “both the internal and external factors that surround and potentially affect the activities and behaviour of a particular business organisation”. Although these factors or forces necessarily control the actions of businesses they are more or less accepted as givens by organisations in the sense that they are beyond the immediate and direct control of these organisations through the action of their managers. Therefore, the internal environment which is making up of the employees, policies, machines and memorandum can be x-ray daily by the management in order to sanitise its internal values.

Bacal (2010), identified strategic communication as an effective tool used by organisations in strengthening its internal environment. Management primary task is planning. Many organizations understand the importance of developing strategic plans to guide both their short/longer term decision-making. The thinking is that without knowing where we want to be and how we are going to get there, we can't coordinate organizational resources so that we get to where we want to go. Frequently, communication methodologies for communicating with customers and the public are included in strategic planning. 

However, few organizations address INTERNAL communication in the same way. Determining what should be communicated to staff, when it should be communicated, and how it should be communicated is often left up to the decisions of individuals made when there seems to be a need. In other words internal communication strategies are developed, reactively, when there is a crisis or major event that clearly requires addressing communication issues. Where communication is planned out, it is often around upheavals like major corporate or organization change, layoffs and downsizing, and technological change. However, once the initiating focus has been eliminated communication tends to go back to an unorganized incoherent process. 

It's a bit of a mystery why this occurs, but there is no question that strategic internal communication planning can be a proactive approach to building a better, more directed and efficient workforce.

But Dr. Kenneth D. Mackenzie in his article titled “The Practitioner's Guide to Organizing Organizations” argued that organisational problem solving goes beyond merely making a decision. It also includes finding and formulating the problem, implementing the decision, and an audit and review of the results produced. Deciding what to do when improving an organization is like the offense players reaching the line of scrimmage in football. To make any progress and to score one must go farther.

The process of organizational problem solving can take a long time. Given that each stage depends upon the prior stages, it should be obvious that by spending relatively more effort on the earlier stages, time and money should be saved on the later stages. Unfortunately, busy executives often spend too little effort on the problem finding and formulation stages in their generally commendable but often misguided belief in the benefits of acting quickly and decisively. For example, the response to a drop in sales might yield the decision to develop an elaborate incentive system for the sales force. The real problem might be caused by the poor pricing strategy or by administrative problems which create excessive delays in fulfilling an order.

Therefore, organisation must ensure that they constantly run it’s internal environment through these five main stages in the organizational problem solving process:

1.   Finding the Problem

2.   Formulating the Problem

3.   Making the Choice of the Solution

4.   Implementation of the Solution

5.   Audit & Review of Results of the Implementation.

Conclusively, one of the primary functions of management and leadership is to solve organizational problems. An organizational problem occurs whenever the work practices and processes of those tasked with producing specific results do not actually produce those results. How can a management solve such problems in an efficient and effective manner so that your organization remains on track for profitability and success?

1.   Identify the core source of internal conflict and constantly address them through effective communication.

2.   Formal organisational chart must be drawn to show level and privileges of every employee in the organisation’s organogram.

3.   Motivation and training of employees constantly is advised on a regular basis as this helps the organization move toward the most appropriate solution in the least amount of time.

4.   One of the proper sources for optimal organizational growth is continual management/ownership encouragement of collective problem sharing and solving behaviours throughout the workforce. This is an essential ingredient for success. If you're having difficulties dealing with problems in your business, ask yourself: "Am I regularly encouraging my employees to play in problem solving?

With the harnessing of integrated collective environment of both employer and employees decision/problem solving mechanism, management can now reach out and take the outside environment.

REFERENCES

Ø Etuk, E.J (1985). The Nigerian Business Environment. London: Macmillan.

Ø Jaja, S.A and Obipi, I (2005), “Management: Elements and Theories”. Port-Harcourt: Pearl publishers.

Ø Koontz and O’Donnell, C. (1978), Essential of Management. Second edition. New York: McGraw-Hill Book Company.

Ø Mackenzie, K.D. in his article titled “The Practitioner's Guide to Organizing Organizations”. (2010). Organisational Management Journal, Vol. 1, no.3 (2010). Pp. 33-34.

Ø Robert B. In article titled “Internal Communication Strategies”. www.robertbacal.org

Ø Wells William et al (1989) “Advertising: principles and practice.” fifth edition. New Jersey: Prentice hall.