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Please use this identifier to cite or link to this item: http://hdl.handle.net/123456789/7396

Title: An Investigation into the Effect of Management Development on Performance: A Case Study of Offinso Municipal Assembly
Authors: Victor, Amponsah
Issue Date: 30-Jul-2012
Abstract: An organisation’s managers are its direct link to employees-they have a strong influential role and impact on performance and morale. It is important therefore that organisation’s take steps to identify strong leaders and provide the appropriate development opportunities for them. This study therefore investigated management development and its effect on performance using the Offinso Municipal Assembly as a case study. The study used questionnaire and interview as data gathering tools using a sample size of 160 respondents made up of both junior and senior staff. Data presentation and discussion were supported with graphs and tables. The respondents gave a strong indication that the assembly has management development programmes. However, further investigation revealed that to a large extent employees are not motivated towards training programmes. It also came to light that most training programmes were not job oriented therefore making their impact on performance insignificant. It was found that the organisational culture of the assembly does not support training and development programmes for staff. 60.1% of respondents did not believe that managers become more result oriented after training. 80% of respondents indicated lack of support from central government as one major challenge to the assembly’s implementation of MDPs. Lack of interest by managers was also identified as another challenge to the implementation of MDPs. The study recommended that central government should be in the capacity building of management at the district and municipal assemblies. Again, training and development programmes should address prevailing challenges at the assemblies. In addition, effective training methods should be used to make the desired impact. This is consistent with the finding which revealed that most respondents do not identify significant change in the leadership in the leadership and managerial effectiveness of trained managers.  
Description: A thesis submitted to the Department of Managerial Science, Kwame Nkrumah University of Science and Technology in partial fulfillment of the requirements for the degree of Master of Business Administration (HRM Option), 2012
URI: http://hdl.handle.net/123456789/7396
Appears in Collections:College of Arts and Social Sciences

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