Causes of Conflict between Secretaries and Bosses in Anambra State Owned Establishment
Causes of Conflict between Secretaries and Bosses in Anambra State Owned Establishment
TABLE OF CONTENTS
Title page i
approval page ii
Certification iii
Dedication iv
Acknowledgment v
Table of Contents vii
Abstract x
CHAPTER ONE
INTRODUCTION
Background of Study 1
Statement of the problem 4
Purpose of study 5
Significance of study 5
Research Questions
Delimitations of study 7
CHAPTER TWO
LITERATURE REVIEW
Meaning of a secretary 10
Qualities of a secretary 14
Functions and categories of secretary 19
Types and characteristics of conflicts 23
Summary of literature review 32
CHAPTER THREE
RESEARCH METHODOLOGY
Design of study 34
Area of study 34
The population of study 35
Sample of study 36
The instrument used for data collection 36
Distribution and retrieval of the instrument 37
Method of data collection 38
CHAPTER FOUR
PRESENTATION AND ANALYSIS OF DATA
CHAPTER FIVE
SUMMARY, CONCLUSION, AND RECOMMENDATION
Conclusion 45
Recommendations 45
Limitations of study 47
Suggestions for further studies 48
References 49
Appendix A 50
Appendix B 51
ABSTRACT
The major purpose of this research is to find out the causes of conflict between Secretaries and Bosses in Anambra State-owned Establishments. The population of the study consists of 58 Secretaries in Anambra State-Owned Companies.
The sample for the study was the total population of the Secretaries which is 58. Three research questions were formulated which guided the study. Nine (9) items structure questionnaire was developed validated and tested for its reliability. The percentage method was used in the calculation. The major findings of the study were:
- That secretaries have more areas of conflict with their bosses than areas of mutual friendship.
- The consequences of such conflicts affect the progress of the establishment concerned.
- What if the possible strategies or procedures suggested can be adopted by the secretaries the conflict can be remedial.
It is concluded that it is important for the secretaries to have a good working relationship with their bosses to stop the conflicts and achieve the goals of the establishment, and bosses should provide or create a room for negotiation between them and their secretaries.
INTRODUCTION
A secretary is an assistant to an executive possessing mastery of office skills and the ability to assume responsibility without direct supervision, who displays initiative, exercises judgment, and takes decisions within the scope of her authority.
The Webster Dictionary of English (2005) however, defined a Secretary as one trusted with the secret of or confidence of a superior, adviser, confident or one employed to handle correspondence and manage routine and detailed work for a superior.
This depicts that a secretary is a skilled personnel who possess both executive and personal attributes in managing the affairs of any organization effectively and efficiently in order to achieve organizational objectives.
From this description, Onasanya (1990) defines a Secretary as someone who possesses adequate knowledge of administration or organization and the ability to achieve results through hard work and management of resources or people on behalf of his/her boss.
Its classification depends basically on experience and its functions are diverse and this depends largely on the field of specification. The cadre of secretaries tends to determine and at the same time modify the function of such a secretary.
According to Rule and Byars (1983), performance is the degree of accomplishment of the tasks that makes upon the individual job, but the performance of these functions can be greatly inhibited by certain functions.
According to Alancik and Fetter (1977), a job is satisfying when there is a match between the characteristic of the job and the needs of the individuals.
The determinants include self-evolution, expectation, social norms, social comparisons, commitment, etc, for instance, if one expects a job to be playing well, and it is not, then he/she will be dissatisfied. Also if one is not evaluated up to the standard, she will also not be happy (dissatisfied).
REFERENCES
Akpomeyoma, .J. (1980), Problems facing secretarial profession, Published by Eastern printing and publishing
Blake, R.S. (1964), Managing intergroup conflict in industry, 1st edition, England, published in Houston public company
Burke, .R. (1999), Method of resolving interpersonal conflicts,2nd edition person administration, London Macmillan educational limited.
Chuke, L.U and Okolo, A.N. (2006), Skill development and Career development for tertiary institution (pitman), Eva-unique printing and publishing Enterprise.
Okolo, A.N. (2012), Office practice and technology for tertiary institutions, published by Eagleman Books, 24B Limca Road, Onitsha Nigeria.
Orijiakor, C.N. (1998), Speed practice (for secretaries) Christian Inc.6 Okwei street, Onitsha
Uzuma, A.O. (1977), Handbooks on School Administration, London Macmillan Education limited.
