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BUS 307- AOC

1. Mgt skills required in both private and public sector
MANAGEMENT SKILLS IN PUBLIC SECTOR
The following management skills are considered important for a manager/leader or administrator
in a public organization to have in other to drive the organization to achieve its set down goals
and objectives.
 Planning skill: In a public organization, it is important for the head to be able to plan
his/her activities, which would be deemed fit for the success of the organization in the chosen
area.
 Organizing skill: In a public sector setting, the manager/ administrator should be able
to organize teams, tasks, and projects in other to get the team to work efficiently and to get the
work done in the most effective manner.
 Directing skill: The manager would be more effective at directing the team toward
achieve positive outcome to the society by pulling the team together, rather than push which is
sitting back and giving orders.
 Conflict Management skills:
 People Management skills
 Controlling skills: In this step, the manager monitors the work being done, which
would aide comparing the actual progress to the plan you verify that the institution is working as
you designed it.
MANAGEMENT SKILLS IN PRIVATE SECTOR
 Technical Skills: The technical skills are definitely an important aspect in the private
sector, which is accompanied with business activity of the organisation, since it is believed that
management activities is more of a practical and technical nature in other to move the
organisation ahead.
 Self-awareness Skill: What managers do is very much shaped by their own perceptions of
their role, their goals, their values, their feelings, their assessment of personal strengths and weak-
nesses. To act effectively the manager needs a well-grounded awareness of the self; the manager
needs skills of introspection.
 Interpersonal and social skills: This process of interpersonal and social skills is used to get
your staff to do what you want and this system is usually seen as a manipulative method. They
imply sensitivity to people and situations and skill in persuading people to achieve a common
goal.
 Thinking skills Cognitive skills are another essential attribute of the effective manager.
Managers need the ability to think. That does not mean that they have to be original conceptual
thinkers, but they do need to have good, clear minds and to be able to see the whole picture.
 Political skills Finally, successful managers display political skills. Organizations are
ultimately political systems. All organizations have limited resources. Groups within the
organisation all want a share of these resources to further their projects.

2. Comparative Mgt practices in different countries

The definition of Comparative management analyzes the extent to which management
principles are applicable from one country to another. Since the leader in the
development of management principles is the United States, comparative management
seeks to determine the applicability of American know-how to foreign locales. Although
the concept of comparative management evolved in the late sixties, it continues to be

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the subject of considerable debate. The Need to Consider Cross Cultural Differences in
comparative management
These differences show themselves in all sorts of differing ways but it is worth outlining
some key aspects in which cultural diversity has been shown to impact on
organisational management approaches which are central to the process of managing
business (from Hodgetts R& Luthans R, 1997 ).
•Centralized vs. Decentralized decision making. There is variation across national
culture in the extent to which important organisational decisions are made by senior
managers, or whether decisions are made down the line with authority devolved.
•Safety vs. risk. In some cultures, managers have a very low tolerance of uncertainty and
manage in ways to control this. In others, there is a much greater tolerance of
uncertainty and much greater risk-taking.
•Individual vs. group rewards. In some cultures, there is emphasis on rewarding
individual achievement. In other cultures the emphasis is on rewarding the group
collectively.
•Informal vs. formal procedures. In some cultures, there is considerable use of informal
procedures. In others, formal procedures are very important.
•High vs. low organisational loyalty. In some cultures, people identify less with their
organisation or employer and more with their occupational group or profession.
•Co-operation vs. competition. Some cultures emphasise co-operation in the
organisation, others foster competition

3. Comparative approach to Mgt and administration

The approach to management and administration depends on the purpose in which
management or managers of organizations looking at it.
4. Elements of comparative Mgt and administration
The elements of management is known as a function or process of management that
shows the series of steps taken by managers and top administrators to get their work
done and this involves;
 Planning
 Organising
 Staffing
 Leading
 Controlling

5. Profile of Nigerian executives in both Public and Private sectors

Here are five Nigerian executives/managers who have transitioned between the private
and public sectors, along with a comparison of their past and present occupations, and
an evaluation of their performances:
a. Aliko Dangote:
- Past Occupation (Private Sector): Founder and CEO of Dangote Group, a multinational
conglomerate.
- Present Occupation (Public Sector): None.
- Performance Comparison: Aliko Dangote is a highly successful businessman who has
made significant contributions to Nigeria's private sector. Although he has not held any

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formal public sector position, his philanthropic efforts and investments in various
sectors have had a positive impact on Nigeria's economy.

b. Ngozi Okonjo-Iweala:
- Past Occupation (Private Sector): None.
- Present Occupation (Public Sector): Director-General of the World Trade Organization
(WTO).
- Performance Comparison: Ngozi Okonjo-Iweala has a distinguished career in the
public sector. Before assuming the role of WTO Director-General, she served as Nigeria's
Finance Minister and Coordinating Minister for the Economy. Her performance has been
widely recognized, and she has played a crucial role in economic reforms, debt relief
negotiations, and promoting transparency in government.

c. Babatunde Fashola:
- Past Occupation (Private Sector): None.
- Present Occupation (Public Sector): Minister of Works and Housing in Nigeria.
- Performance Comparison: Babatunde Fashola has made a transition from being the
Governor of Lagos State to a ministerial position. As Governor, he implemented various
infrastructural projects, improved public transportation, and enhanced the quality of
life for Lagos residents. In his current role, he has been involved in significant road and
housing projects in Nigeria.

d. Amina J. Mohammed:
- Past Occupation (Private Sector): Founder and CEO of the Center for Development
Policy Solutions.
- Present Occupation (Public Sector): Deputy Secretary-General of the United Nations.
- Performance Comparison: Amina J. Mohammed has a background in both the private
and public sectors. Before joining the United Nations, she worked extensively on
development and sustainability issues. As Deputy Secretary-General, she has played a
crucial role in advancing the UN's Sustainable Development Goals and advocating for
climate action.

e. Tony Elumelu:
- Past Occupation (Private Sector): Founder and Chairman of Heirs Holdings, a
diversified investment company.
- Present Occupation (Public Sector): None.
- Performance Comparison: Tony Elumelu has been recognized as a leading
entrepreneur and investor in Africa. His business ventures have contributed to job
creation, economic growth, and entrepreneurship development. While he has not held
any formal public sector position, he has been involved in various initiatives to promote
entrepreneurship and youth empowerment in Africa.
It's important to note that comparing the performances of individuals across sectors can
be subjective and dependent on specific criteria. These individuals have made
significant contributions in their respective domains, and their impacts on Nigeria's
private and public sectors can be evaluated based on their achievements, policies
implemented, and broader socio-economic outcomes.
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f. Bunmi Oni: The Cadbury Magic Man

Winners, they say, never quit and quitters never win. Such is the likes of Bunmi Oni,the
then managing director of Cadbury Nigeria plc, whose latest trade trick is the recent
positioning of Cadbury‘s flagship, Bournvita which has paid off handsomely. Evidently,
the perceptive and methodic Oni has remained loyal and hardworking ever since he
joined Cadbury as a products development manager in 1977. Through perseverance,
determination and good fortune, he has had the privilege of being in high, responsible
position and proved that he is always very comfortable with challenges anytime and
anywhere.
He was the factory employment manager from where he became Cadbury‘s personnel
director, from where he moved up to being planning director and sales and marketing
director at different times. Apparently, each designation then meant new sets of
challenges and high expectations.
Bunmi Oni led Cadbury to a greater height despite the difficult economic environment.
Cadbury plc is ever steadily moving on to higher grounds with so much confidence that
while some other companies are worrying over how to survive, Cadbury is busy
projecting what is to be done in the next six months and even one year ahead. The
operating units in the last five years show that there is always an improvement over the
previous year‘s performance. This is, however, not unexpected given the far-sighted
managerial approach and pro-active nature of members of staff under the virile
leadership of Bunmi Oni.
Cadbury has remained one organisation with products that are household names. The
art of creating and managing brand names has remained one which Cadbury plc has
succeeded in perfecting. The ever consistent quality of products and ability to identify
and satisfy the needs of their varying target audience has ensured customer brand
loyalty.
The art of effectively creating and the management of its brands is one that is rather
difficult to most companies, but Cadbury has over the years succeeded in making this
seemingly difficult task look very much like a child‘s play. The secret of this success lies
in the appreciation of the market place and making the consumer the centre piece of its
operations. This approach has continued to be of immense help to the company because
they have through it kept producing brands that have identity, character and with more
irresistible customer appeal.
Ever forward looking helmsman that Bunmi Oni is, he has identified the way forward to
greater heights for his team of seasoned professionals in Cadbury as being based on two
considerations. The first is ensuring an increase in the local contents of its products
while the second is seeking for avenues to earn foreign exchange.
With these two considerations being strictly adhered to, Cadbury has continued to
remain a timeless company of yesterday, today and tomorrow.

g. Chief (Dr.) J. O. Sanusi, CON

Chief Sanusi worked as an Accountant in England and with the Board of Customs and
Excise in Nigeria before joining the CBN in 1966 as a Deputy Manager. He rose to the
post of a Departmental Director in 1977, after which he was appointed the first Chief
Executive of the Securities and Exchange Commission in 1978. Between 1979 and 1984,
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he was the Executive Director, Monetary and Banking Policy, CBN and later Deputy
Governor in 1988. In 1990, Chief Sanusi became the Managing Director and Chief
Executive of United Bank for Africa, one of the three biggest banks in Nigeria, a post he
held until 1992, when he was moved to First Bank of Nigeria, the oldest bank in Nigeria
in the same capacity. Chief Sanusi retired from First Bank of Nigeria in 1998, and in May,
1999, he was brought out of retirement and appointed the Governor of the CBN
Chief Sanusi has rich and versed experience in the financial sector. He had held various
appointments and under different types of assignments, including chairmanship of
financial services firm and membership of various technical committees and panels. He
has participated in several training attachments, workshops and seminars in Nigeria
and abroad, including Harvard University, Federal Reserve Bank of New York, US
Securities and Exchange Commission, and Bank of England amongst others. He was
awarded Banker Extra Ordinary by the University of Ibadan, Man of Achievement by the
Corporate Press Services Ltd., and Doctor of Science - Honoris Causa by the Federal
Universities of Technology, Akure and Yola.

h. Pascal Dozie
He is helmsman at Diamond Bank and since its incorporation in 1991, Dozie has plotted
Diamond Bank‘s fortunes, such that today, it has become a banking institution which is
well positioned for sustained growth. He has brought to bear on the fortune of Diamond
Bank decades of experience and exposure at the highest levels of Nigeria‘s corporate
terrain.
In its years of operation, Diamond Bank has surprised not a few with the quality of its
products and services. Its full range of personal and business financial services are
eloquent testimonies to the quality and commitment of its core management staff.
It established three branches in its first year, despite the harsh economic situation. Not
wanting to be confined to run-of-the-mill products and services offered by most other
banks, Diamond Bank under Dozie has gone a step ahead to package such products and
services that are highly personalised. Worthy of particular mention is the Diamond
Integrated Banking Services, DIBS. This trailblazer in total-package banking is
structured for increased customer satisfaction and has no doubt endeared Diamond
Bank to the public.
Dozie has ensured that Diamond Bank continues to grow from strength to strength.
Perhaps, there can be no better testimony to Dozie‘s honour in Nigeria ‘s corporate
ladder than his threeyear tenure as the president of the Nigeria Stock Exchange, NSE,
which ended in 1995. He has also steered the NSE into a veritable instrument for
economic growth. His performance as boss of the NSE further confirmed his ability in
management as well as his visionary skills in steering institutions to respond to the
trends of economic and political realities. He was also the chairman of the highly
respected Nigerian Economic Summit Group which strive to advise government on the
economic direction to take.
He believes that the way forward for the economy is to achieve macro-economic
stability. ―It is a prerequisite for sustainable economic growth. It also creates a
hospitable climate for private investment, both foreign and local.

i. Gaius-Obaseki: The Oil Czar

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On his deceptively frail shoulders rest the herculean task of managing the nation‘s oil
resources. Before the mantle of leadership fell on him, he was a divisional managing
director of one of the strategic subsidiaries of NNPC, the Nigerian Gas Company, (NGC).
It is the exemplary candour with which he ran the NGC since 1994 that he is bringing to
bear in administering the NNPC. Coupled with the cognate experience garnered as
Group General Manager of NNPC‘s crude oil marketing division, a major funnel for the
nation‘s revenue.
Barely one year after he became the chief executive of Nigeria ‘s most strategic
parastatal, Obaseki ensured a firmer, trimmer and result-oriented corporation. The
NNPC now comprises a corporate head office with three broad functional divisions and
twelve subsidiary companies. Such a structure is designed to properly position the
corporation to be able to compete effectively in the international business environment.
Notable among the subsidiary companies over which Obaseki presides are the Nigerian
Petroleum Development Company, Integrated Data Services Company, Warri, Kaduna
and Port Harcourt Refining and Petroleum Companies, Nigerian LNG Company and
International Trading Company, ITCO.
To effectively integrate the corporation‘s operations and those of the subsidiaries,
Obaseki has put in place a comprehensive telecommunications system comprising a
digital communication system made up of optical fibre cable and microwave radio. Also,
efforts are underway by the group to actualise Obaseki‘s major objective of ushering in
a multi-product of NNPC as the hen that lays the golden egg. Obaseki affirms his resolve
to help transform the economy for the better. And if his antecedent is anything to go by,
then it will soon be uhuru for NNPC and indeed the nation.

j. (Late)Alhaji Abdulkadir Ahmed

He joined the service of the New Nigerian Development Company (NNDC), in January,
1960 and worked in various capacities within the group‘s many subsidiaries and
associate companies. He later served his state, Bauchi state as the first Commissioner of
Finance from March 1976 to June, 1977 when he was appointed a Deputy Governor
with the Central Bank of Nigeria. He was appointed the Governor of the Bank on 27th
June, 1982 and retired on 30th September, 1993.
Alhaji Ahmed was a fellow of the Institute of Chartered and Certified Accountants
(FCCA) and the Institute of Chartered Accountants (FAC)

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