CHAPTER FIVE
DISCUSSION OF FINDINGS,
SUMMARY, CONCLUSION AND RECOMMENDATIONS
5.1
DISCUSSION
OF FINDINGS
Under this chapter, the findings
obtained from the results of the research data analyzed in chapter four are
discussed. And explains why bureaucracy that is said to function more
efficiently in the developed countries is said to be synonymous with
inefficiency in Enugu State Civil Service. It was discovered from the analysis
of the data collected that;
5.2
SUMMARY
AND CONCLUSION
5.3
RECOMMENDATIONS
BIBLIOGRAPHY
APPENDIX
4. Are there
some socio-cultural factors in Enugu State that impinge on ideal
bureaucratization as it is in developed world?
(a) Yes (b) No
i.
Bureaucracy
in Enugu State modern organization is in variation with the ideal type
bureaucracy. Where offices are not filled on merit, but on basis of other
extraneous criteria, written examination is not considered before employment.
But the basic criterion for employment is to know the right persons. This
situation perverts the Weberian bureaucratic edifice.
ii.
Ideal type of
bureaucracy and its principles are not well understood in Enugu State Civil
Service and it lead to lack of team spirit among workers.
iii.
Enugu State
environment does not allow for proper institutionalization of bureaucracy and
its principles. Just as Riggs said, that the bureaucratic institutions of less
developed countries are weak because of the ecological constraints that impinge
on them. It was discovered that there is corruption in the system, where for
instance officers who reached the age of retirement are left to constitute
“dead wood” impairing efficiency in the system.
iv.
There are
some socio-cultural factors in Enugu State that impinge on ideal bureaucratization,
such as favoritism etc.
v.
Bureaucratic
inefficiency in Enugu State Civil Service is rooted in the elements of its
variation with the ideal type Weberian bureaucracy.
vi.
The Enugu
State Civil Service hardly renders service without bureaucratic inefficiency as
a result of recruitment of unqualified staffs.
vii.
The several
bureaucratic reforms in Enugu State Civil Service have not yielded positive
result. Mostly because of political interference in the activities of bureaucratic.
viii.
It is
discovered that those who are less qualified are promoted to superintend over
those who are qualified than they are.
ix.
The
hierarchical arrangement of staffs resulted to the problem of communication
overload.
x.
There is over
rigidity in the Enugu State Civil Service as a result of centralization.
xi.
Specialization
and division of labour in the Enugu State Civil Service increase the problem of
lack of coordination.
5.2
SUMMARY
AND CONCLUSION
The Enugu State Civil Service is
governed by a set of laid down rules which dated back to the colonial period.
There are rules and regulations compiled in a big document called the General
orders.
The general order has provision for
every aspect of the Civil Service career from recruitment to retirement. Even
though many changes have been made in the general orders since independence,
the document remains largely unchanged and still contains rules and regulations
considered irrelevant to present situations, thereby encouraging inefficiency.
Bureaucracy is not problematic but
it adversely affects the attitude of the people who practice it. What is
condemned in bureaucracy is when these practice and operatives are overdone.
For example when the use of filling forms is needlessly multiplied and
elaborated or the adherence to circulars is so rigidly enforced even when they
have outlived their usefulness.
It is important to note that while
bureaucracy has inherent elements that makes its processes often cumbersome or
distrustful to its clients the public; yet it is indispensable and indeed an
instrument for the achievement of efficiency in all large organizations. It is
concerned with the most efficient means of planning and control, and the fact
that these processes are often misused and abused by inefficient, corrupt, and
stubborn officials is not a case for the total condemnation of
bureaucracy.
5.3
RECOMMENDATIONS
In view of the findings so far made,
there is need to establish sound and efficient public bureaucracy in Nigeria.
To this end, bureaucratic inefficiency has to be eradicated in Nigeria Public
Administration. It is an attempt to realize this noble objective that the
researcher recommend the following:
i.
A thorough
and well articulated reforms which will enshrine the proper
institutionalization of Weberian ideal principles of bureaucracy should be
made.
ii.
Entrance into
public bureaucracy should be properly guided by meritocracy.
iii.
Nigeria
Administrative institution should evolve an administrative model suitable for
her administration.
iv.
There should
be periodic trainings and workshops for staffs.
v.
Government
should provide special reward for bureaucrats who live above aboard in the
Civil Service.
BIBLIOGRAPHY
Blau, D.M and Mayer, M.W (1966)
Bureaucracy in the modern society; New York, Prentice Hall.
Chukwu, L (2002) the Civil Service
system. Enugu Computer Edge publisher.
Dimmock, M.E. (1960) Bureaucracy self
examined Administration and management. Oxford, 1BH publishers.
Duru, E.J.C et al (2004) Nigeria Local
Government and Rural Development Administration; Onitsha Cymart Venture.
Eldridse, G. (1967) Bureaucracy and
innovation, Home word, illion Irwin Pub.
Ezeali, B.O and Edeh, J.N (2007)
Comparative Public Administration; Onitsha, chambers Book Ltd.
Ihejamaizu, E.C. (1996) Comprehensive
Test Administrative and Organization theory; Calabar, Executive publishers.
Maheshwani, S. and Avasthi; A. (1962)
Public Administration: Agra, Lakshmi narain
Argawak Pub.
Obi, E.A and Chukwuemeka, J.N (2006),
Development Administration theory and application; Onitsha, Abbot Communication.
Onah R.C. (2005) Public Administration
Nsukka, Great AP Express Publishers.
Okpata, F.O (2006) Bureaucratic
communication and information management; Enugu, Jones comm. Publishers.
Perrow, C. (1970) Organization Analysis
A socio-logical view, California, wards worth publishing.
Presttius, R. (1962) The organization
society: An analysis and a theory, New York, Alfred A.K Pub.
Ralph, N. (2001) Elements of Public
Administration Enugu, John Jacob’s publishers.
Tyagi R. (2004) Public Administration
principles and Practice, Deli, B.K Offset Pres.
Uduma, D.O (2003) Contemporary Public
Administration; Enugu, Agasun Publishers.
APPENDIX
QUESTIONNAIRE
Dear
Respondents,
I am a final year student of the
above named department carrying out research on bureaucracy and problem of
inefficiency in Nigeria Civil Service. A case study of Enugu State Civil
Service. I therefore solicit for information which will assist me in this
research.
The facts supplied will be treated
with utmost confidentiality.
Thanks for your co-operation
PERSONAL DATA
1.
Sex
a.
male
b.
female
2.
Age
a.
19-29
b.
30-41
c.
42-52
d.
52 and above
3.
Category staffs
a.
GL 13 and above
b.
GL 08-GL 12
c.
GL 06-07
d.
GL01-GL06
SECTION B
QUESTION
1. Does bureaucracy in Enugu State modern
organization in variation with the ideal type bureaucracy a Yes No
2.
Does ideal type of bureaucracy and its principles not well understood in Enugu
State? (a) Yes (b) No
3.
Does Enugu State environment not allow institutionalization of bureaucracy and
its principles? (a) Yes (b) No
4. Are there
some socio-cultural factors in Enugu State that impinge on ideal
bureaucratization as it is in developed world?
(a) Yes (b) No
5.
Is bureaucratic inefficiency of Enugu State civil service rooted in the element
I of its variation with the ideal type (Weberian) bureaucracy?
(a)
Yes (b) No
6.
Could it be possible for Enugu State civil service or public administration to
render service without bureaucratic inefficiency (a) Yes (b) No
7.
Is bureaucracy the best solution to our public administrative system?
(a) Yes (b)
No
8.
Do several bureaucratic reforms in Enugu Stage civil service yield positive result?
(a) Yes (b) No
9.
Does promotion through seniority lesson competitive efficiency? (a) Yes (b) No
10.
Do the structural variables upon which bureaucracy is built militate against
public bureaucracy from rendering efficient and effective service delivery in
Enugu State?
(a)
Yes (b) No
11.
Does hierarchical arrangement of staff introduce communication problem, social
interaction and social support and also limit the use of initiative at the
lower level of the organization hierarchy? (a) Yes (b) No
12.
Does specialization increase problem of co-ordination and generate apathy in
public bureaucracy in Enugu State? (a) Yes (b) No