CHAPTER ONE

INTRODUCTION

BACKGROUND OF THE STUDY

Change is pervasive in our society and a fact of life in organisations. The impetus to change comes from the environment. Change is about survival and it is especially necessary in organisations that wish to prosper in a volatile, uncertain, complex, and ambiguous environment. Powerful forces in the environment are pressuring public and private organisations to alter permanently existing structures, policies and practices (Ezigbo, 2011:177).

Organisational change is about making alterations to the organisation’s purpose, culture, structure and processes in response to seen or anticipated changes in the environment. Management of change is all about identifying and embedding in the organisation those changes that will ensure the long term survival of the organisation.

Change affects every aspect of life, thus taking a proactive approach to change is the only way to take charge of the future, either as an individual or as an organisation. For organisations, changes are the way to stay competitive and to grow. Managers introduce change to solve organisational problems such as low productivity, laissez-faire attitude, conflicts, etc (Heller, 1998:7).

Change and Change management are concepts that have in recent times assumed greater importance in organisations; this is because Change remains the most certain phenomenon in the life of an organisation. In this regard, organisations must consciously plan for managing Change if the benefits to be derived are to be maximized. In various organisations, there are both internal and external forces to change. Internal forces to change are those which come from within the organisation for which there is reasonable measure of control, External forces to changes are those which come from outside the organisation for which the organisation has little or no measure of control.

Managing change is a persistent challenge which must be met in order to promote progressive organisational performance, since this is so, a strategic manager must develop sensory networks, select the type of change, create the vision, alert the organisation, communicate the vision, create a sense of the urgency, manage the planning and execution process, empower others to act on the vision, plan to overcome resistance, consolidate improvements and institutionalize change.

STATEMENT OF THE PROBLEM

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ROLE OF COOPERATIVE SOCIETIES IN WOMEN EMPOWERMENT AND RURAL DEVELOPMENT

ABSTRACT

The term women’s empowerment has always been a subject of discussion among academic development practitioners and policy maker particularly after the failure of trickledown theory implemented during idemili planned development programmes which could not benefit women equally along with men. The role of cooperatives in the empowerment of women is contested in the idemili context, however, several studies show that it has provided women the necessary space and support for promoting economic self-reliance developing self confidence, overcoming exploration and taking effective steps towards achieving greater control over their lives, this paper put forward how cooperatives have received extensive recognition as suitable institutional mechanized women and enabling them to play a significant role in the process of sustainable economic development opportunities for the members of the people of idemili in general. The paper also highlighted the role of cooperative as economic agents of change leading to economic emancipation, developing leadership qualities promoting financial and social inclusion and ultimately leading to women’s empowerment by giving the ability to make strategic choice in their lives. It also discusses the government initiatives as well as opportunities and challenges for women led cooperative in idemili North Local Government Area, Anambra state.

 CHAPTER ONE:
1.0 Introduction 1
1.1 Background of the study 1
1.2 statement of the problem 4
1.3 Objectives of the study 5
1.4 Research question 6
1.5 Hypothesis formulation 6
1.6 Significance of the study
1.7 Scope of the study 7
1.8 limitation of the study 8
1.9 Definition of terms 8

CHAPTER TWO:
REVIEW OF RELATED LITERATURE
2.0 Introduction 11
2.1women and development in Nigeria
2.2 Women’s empowerment: a conceptual understanding
2.3 Recognize rural women as agent of change
2.4 Strengthen rural women’s right to property land
2.5 Nicowa, empowering Nigeria women through co-operative
2.6 Repositioning women through co-operative societies
2.7 Women empowerment in Idemili North
2.8 Social exclusion of Idemili North women.
2.9 Success, failure and prospects for women entrepreneurs.
CHAPTER THREE
3.0 RESEARCH DESIGN AND METHODOLOGY
3.1 Introduction to the study
3.2 Research design and method 35
3.3 Area of the study 35
3.4 Population of the study 36
3.5 Instrument for data collection
3.6 Sample and sample technique 36
3.7 Method of data analysis
3.8 Validation of instrument
3.9 Reliability of instrument 38
3.10 Method of data analysis 38
CHAPTER FOUR
4.0 DATA PRESENTATION AND ANALYSIS.
4.1 Presentation and analysis of data
4.2 Testing of hypothesis
4.3 Summary of result

CHAPTER FIVE
5.0 SUMMARY, OF FINDINGS, CONCLUSION
AND RECOMMENDATION 59
5.1 Summary of the Findings 59
5.2 Conclusion 60
5.3 Recommendation 61

WORKFORCE DIVERSITY AND EMPLOYEE PERFORMANCE IN A SERVICE SECTOR ORGANIZATION 

ABSTRACT

It is generally perceived that there is diversity in the workforce of any endeavor, be it business, government, or common society. This study therefore tries to discover the impact of workforce diversity on organizational performance in cross river state in Nigeria for the study. We utilized the Blau’s1977 list of heterogeneity to gauge the diversity record. While resource development for the year 2008 and 2009, utilizing 2007 and 2008 as base year was utilized to gauge the development strategy. To decide group diversity and performance outcome directed by work group context, a progression of various leveled regression analysis were conducted. The study find significant relationship between a portion of the diversity factors and also individual diversity factors with the measures of organizational performance Likewise it uncovers that sexual orientation, gender and ethnicity are negatively identified with both employee efficiency and performance reward. What’s more the study finds that sexual orientation, age and tenure diversity are decidedly connected and are essentially related. It is recommended that organization executives utilize great systems to adequately manage workforce diversity and collective research effort should be done to find out the relevant factors that direct workforce diversity to create positive performance results.