Organisational design and organisational effectiveness in Ecobank Nigeria Limited in Delta State

The study examines the organisational design and organisational effeciveness in Ecobank Nigeria Limited in Delta State. The instrument used for data collection wasorganisational design questionnaire and the data were analyzed using chi-square. The findings of the study revealed that there is a significant relationship betweenpoor technology, inappropriate organisational size and staff mix as well as poor responsive and adaptive organisational (internal) environment and organisational effectiveness in Ecobank Nigeria Limited in Delta state. The study recommended that organisation should increase the level of their technology, organisational size, staff mix as well as imbibing the culture and practice of anticipating, scanning, monitoring of internal and external environments with an eye to responding and adapting to appropriate changes and trends to actualize their organisationalset goals.

ORGANIZATIONAL FACTORS RELATED TO RESIDENT-REPORTED QUALITY OF LIFE IN NURSING HOMES

Few studies so far take a broader perspective at staffing in nursing homes (NH) including e.g. the impact of activity staff on quality outcomes. Moreover, few assess resident-reported quality of life (QoL). Examining the relationship of organizational and resident factors with QoL, we report the results from a questionnaire survey of organizational characteristics from 51 Swiss nursing homes and of structured interviews with 863 residents. Residents rated their quality of life with a single item. A logistic regression model was applied. At the organizational level, a higher number of activity staff was significantly related to QoL, while at resident level, both the possibility to select their NH and less care dependency were significant predictors. Meaningful activities as well as autonomous decision-making concerning one’s living place seem of paramount importance for residents’ better perception of their QoL. NH staff mix needs to address the possibility to offer enjoyable activities.

On Markovian Aspect of Academic Staff Structure in Private Higher Institutions

Frustrations, agony and tales of woes that greeted the aftermath of any concluded accreditation exercise informed our interest in addressing this ugly trend that has bedeviled our higher educational system. The dearth or otherwise absence of an appropriate model(s) that will satisfy both the starting matrix and the NUCs staff mix by rank matrix explains this disconnect. A typical challenge here is to reach a desired structure by a certain time in a changing environment or with the smallest possible cost in other to meet up with NUC accreditation minimum bench mark requirement for any higher educational institution. The main objective was to reach a desired structure by a certain time in a changing environment or with the smallest possible cost. Therefore a certain degree of control is sensible at various points in time to the attainment of the desired academic staff structure of any higher institution to monitor the academic staff-mix by rank of Academic staff structure of universities not to fall short of NUC requirements for accreditation. In our work, the concept of time as an optimality performance criterion was used to obtain an optimal recruitment control vector for a manpower system modelled by a stochastic differential equation through the necessary condition of Pontryagin theorem. Desired transition matrix P was obtained that is not stochastic but could be further developed into a stochastic matrix as required.

A procedure for distributing recruits in manpower systems

In this paper, we treat the following problem: Given a stable Gani-type personflow model and assuming no negative recruitment, what recruitment distribution at the n ? step is capable of generating a staff-mix that closely follows the desired structure? We relate the problem to the challenge of universities in Nigeria towards reaching the desired academic staff-mix by rank specified by the National Universities Commission (NUC). We formulate a population-dynamic model consisting of aggregate-fractional flow balance equations within a discrete-time Markov chain framework for the system. We use MATLas a convenient platform to solve the system of equations. The utility of the model is illustrated by means of academic staff flows in a university-faculty setting in Nigeria.

Human Resource Development for Vision 2020 in Developing Countries: A Change from Absolute Numbers

Purpose. To critically review the numbers, distribution, staff mix, and productivity of eye care workers (ECW) in Kwara State, north central Nigeria. Methods. A cross-sectional descriptive survey of all ECW identified from all eye care facilities in July 2008 was carried out using a structured questionnaire. Output data on cataract surgery of each institution were also collected and data analyzed using SPSS 16. Results. A total of 157 ECW comprising 8 ophthalmologists, 4 diplomates, 16 residents training ophthalmologists, 96 mid-level ophthalmic personnel (67 ophthalmic nurses, 3 optometrists, and 26 others), and 33 administrative and supporting staff were available to a population of 2.37 million. Ophthalmologist to population ratio was 1:300,000, optometrist 1:790,000, and ophthalmic nurses 1:35,000. Eighty percent of ECW and institutions are located in the state capital. There were no orthoptists, low vision specialists, counselors, or cataract finders, while optometrists, managers, and primary ECW were inadequate. The staff mix was 1 surgeon to 12 other ECW and an average of 182 cataract surgeries per surgeon per year. Conclusions. Emphasis should shift to team building and ensuring available workers perform optimally rather than meeting the absolute numbers of some cadre, which does not guarantee improved output. Issues of equitable distribution, appropriate staff mix, filling identified gaps in human resources, and addressing poor service uptake should be the focus to reach the goals of Vision 2020: The Right to Sight.