TEAM WORK APPROACH TO THE MANAGEMENT OF CHANGE IN SELECTED MANUFACTURING ORGANIZATIONS IN NIGERIA

ABSTRACT

This study on team work approach to the management of change in selected manufacturing organisations in Nigeria: challenges, strategies and prospects focused on establishing the extent to which strategies for change management are compatible with teamwork approach to change, ascertaining  the extent to which teamwork  approach to change management holds good prospects for sustenance and viability in Nigerian manufacturing organizations, identifying    the   relationship   between    teamwork    and   organizational    performance, determining the level of acceptance of organizational change among employees and finding out if the management of organizational change is hindered by the inability to cope with the challenges of teamwork approach.  The study adopted the survey research design, in which ten  (10)  manufacturing  companies  in  the  South-Eastern  Nigeria  were  studied.    The population of the study was 13,623 and the sample size was calculated to be 598 using the Taro Yamane’s formula.   The sampling selection  was the stratified  sampling  method. A structured questionnaire and oral interview guide were the research instruments used for the study.  Data collected were presented descriptively using charts, simple frequency and percentage  distribution,  mean and standard  deviation.    Hypotheses  one and four were tested using the Chi-Square test statistic, the hypotheses two and five were tested using the Z-test statistic  and the hypothesis three  was tested using the Pearson  Product  Moment Correlation Coefficient.   The major findings of the study were that strategies for change management are significantly compatible with teamwork approach to change management

critical

in  Nigerian  manufacturing  organizations  (X2cal  =  13.78  >  X2

= 9.49,  p  < 0.05);

teamwork approach to change management in Nigeria manufacturing  organizations to  a

large extent holds good prospects for sustenance and viability (Zcal = 5.76 > Zcritical = 1.96, p < 0.05); there is significant positive relationship between teamwork and organizational performance in the management of manufacturing  organisations  (rcal  =  0.89 > rcritical  =

0.09, p < 0.05); the employees of Nigerian manufacturing organizations to a large extent accept organizational change (X2cal = 9.76 > X2critical = 9.49, p < 0.05) and management of organizational  change  is severely  hindered  by inability  to cope with  the challenges  of teamwork approach in Nigerian manufacturing organizations (Zcal = 4.55 > Zcritical = 1.96,

p < 0.05). The work concludes that teamwork approach to the management of change has

the  prospect  of  making  the  manufacturing   organisations   very  effective,  viable   and sustainable.  Specifically, it has the benefits of improved productivity and product quality, innovativeness and manpower development. Based on the findings, the study recommended among others that teamwork approach should be adopted by manufacturing organizations as an integral concept within their organizations, particularly as interventionist strategy to the  management  of  change;  an  effective  team  should  be  built  by  applying  practical skills/strategies  to  maximize  team  performance  and  development;  and  Manufacturing organizations  leaders  should  encourage  their  organizations  to  anticipate  change,  to understand the nature of change and to manage change well.

CHAPTER ONE

INTRODUCTION

1.1  Background of the Study

Groups  and  teams  are a  major  feature  of organizational  life.  To  Katzenbach  and  Smith (1993:111-120),  a  work  team  is  a  group  of  people  with  complementary  skills  who  are committed  to a common  mission,  performance  goals,  and approach  for  which  they hold themselves mutually accountable. Work is a group- based activity and if the organization is to function effectively, it requires collaboration and co-operation among its members (Mullins,

2010:307).  However,  Nelson  and  Quick  (2005:178)  go  further  to  differentiate  between groups and teams, they affirm that all work teams are groups, but not all groups are work team, groups emphasize individual leadership, individual accountability, and individual work products.  Work teams emphasize  shared  leadership,  mutual  accountability,  and collective work products.

Teams are increasingly becoming the primary means for organizing work in contemporary business firms (Robins and Judge, 2007:338). Most activities of the organization require at least some degree of co-ordination through the operation of groups and team work. Mullins (2010:306) goes further to explain that an understanding of the nature of groups is vital if the manager is to influence the behavior of people in the work situation. The manager must be aware  of the impact of groups  and teams  and  their effects  on organization  performance. Organizations are increasingly making use of teams to achieve their objectives. Teams occur when a number of people have  common goal and recognize that their personal success is dependent  on  the  success  of  others  (Ugbam,  2011:336).  Organizational  teams  need  to accomplish corporate goals. While the organization is a hub of all activities, teams are the spokes, which  generate output. Teamwork can yield much more than a sum of individual

efforts simply due to organized  effort and streamlined  work processes. Work efficiency is enhanced and needless multiplication of processes is eliminated (Nzewi, 2006:14).

Decades ago, when companies like W.L. Gore, Volvo, and General Foods introduced teams into their production processes, it made news because no one else was doing it. Today, it’s just the opposite; it’s the organization that does not use teams that has become news worthy (Robins and Judge, 2007:338). From late 1990’s, approximately 80 percent of Fortune 500 companies now have half or more of their employers on teams. And 68 percent of small U.S. manufacturers  are using teams in their production  areas (Strozniak, 2000:47). How do we explain  the  current  popularity  of  teams?  The   evidence  suggests  that  teams  typically outperform  individuals  when the task  being done requires  multiple  skills,  judgment,  and experience (Glassop, 2002:225-250).

As organizations have restructured themselves to compete more effectively and  efficiently, they have turned  to teams as a better way to use employees’  talents.  Robins and Judge (2007:338) are of the opinion that teams have the capability to  quickly assemble, deploy, refocus and disband. As a result, management has found  that teams are more flexible and responsive to changing events than are traditional departments or other forms of permanent groupings. Teams can compete, wrestle, succeed or fail. A good organizational team can be an invaluable asset to the  organization. A bad team can break the internal structure of the organization (Nzewi, 2006:14). Also Coles (2002:19) in his own opinion says that it is also important  that  teams  enjoy reasonable  autonomy.  When teams enjoy autonomy  they are empowered (Gibson, 1996:23).

Onodugo and Igwe (2010:95) maintain that, team building is one of the key imperatives for a successful organization. Team-building is seen as one aspect of organizational development strategy that makes or helps organizational  change  to be successfully  employed  in many

manufacturing organizations. By definition, Team-building is an organizational development strategy that is often used in organization to make work groups more cohesive, committed, satisfied, and productive (Parker, 1990:146-147). When interaction among group member is critical to group success,  effective  team building is always  useful. Moorhead  and Griffin (1995:481) see team building as members working together in a spirit of cooperation and generally has one or more of the following, goals;

    To set team goals, priorities, or both

    To analyze or allocate the way work is performed

      To examine the way a group is working, that is to examine processes such as norms, decision- making and communications.

    To examine relationships among the people doing their work.

Change  is an inevitable  and constant  feature. It is an inescapable part of both social  and organizational life and we are all subject to continual change of one form or another. Akarele and  Akarele  (2000:794)  opine  that,  change  is  an  inevitable  part  of  human  beings,  the institutions they establish, as well as their environment.  Organizational  change could be a reaction to the internal or external environment. An organization is subject to many pressures for change from a variety of sources. Moreover, because the complexity of events and the rapidity of change are increasing, predicting what type of pressure for change will be most meaningful  in the next decades  is difficult  (Moorhead  and Griffin,  1995:468).  A central feature of the successful organization is the diagnosis of its culture, health and performance, and the ability of the organization to adapt to change (Mullins, 2010:736). In any case, the change presupposes that  management assumes or believes that the values and goals of the proposed system are preferable to any other system (Akarele, 1998). Changes are meant to cope with emerging situation in the organization.

Today’s  business  environment  requires  manufacturing  organizations  to  undergo  changes almost constantly if they are to remain competitive.  Dubey and  SanjeevBansal  (2012:49) posit that, radical changes or incremental changes can be characterized as the implementation of  deliberate   and  fundamental   changes  in   business   process  to  achieve  breakthrough improvements  in  performance.  Organizations  must  change  because  their  environments change, managers must not rush in introducing a change. The process must be slow, steady and thorough (Fajana,  2002). Dessler (2011:316) maintains that organizational turn around often starts with a change in the firm’ strategy, mission, and vision-with strategic change. Adeyeye  (2009:15)  says  that,  nowadays  business  environment  produce  change  in  the workplace  more  suddenly  and  frequently  than  ever  before.  Mergers,  acquisitions,  new technology, restructuring, downsizing and economic meltdown are all factors that contribute to a growing climate of uncertainty. The ability to adapt to changing work conditions is key for  individual  and  organizational  survival.  Change  will  be  ever  present  and  learning  to manage and lead change includes not only understanding  human factors, but also skill to manage and lead change effectively (Pettigrew and  Whipp, 1991:323-336).  Change is the only element of human phenomena that is constant.

Organizational change occurs when a manufacturing organization makes a transition from its current  state  to  some  desired  future  state.  Managing  change  is  important  in  today’s challenging  environment  (Dessler,  2011:315).    In  other  words,  managing  organizational change is the process of planning and implementing change in organizations in such a way as to minimize employee  resistance  and cost to the  organization,  while also maximizing the effectiveness  of  the  change  effort  (Fajana,  2002).  Also  organizational  development  is concerned  with  the  planning  and  implementation  of  programs  designed  to  enhance  the effectiveness  with  which  an  organization  functions  and  responds  to  change  (Armstrong,

2006:337).

The greatest nightmare facing organizations and their managers today is the series of rapid and  complex  changes  which  they  have  to  contend  with  on  a  continuous  basis  (Muo,

2004:1198). He goes further to clarify that some of these changes are externally propelled by forces which the organization has little control over: International forces like the Gulf war and the Israeli-Palestinian face-off; rapid changes in technology leading to frightening rates of obsolescence,  unforeseen  changes in the demographic  configuration  of societies  which automatically  changes  customers  tastes  and  desires  and  even  what  constitutes  the  target market;  globalization  and internationalization,  increasing competitive  pressures,  regulatory and legal environment and new types of risks after September 2011. The forces for change may come from the environment external to the firm, from within the organization or from the individuals themselves (Weighrich and Koontz, 2005:337). Irrespective of any force that influences change in any organization, the change must be planned. McAfee and Champagne (1983) define planned changes as any deliberate attempt to modify the functioning of the total organization, or one of its major components, in order to improve effectiveness. The planned change efforts can focus on individual, group, or organizational behavior. Change and change management are concepts that have come to assume greater importance in the discussions of top executives of most manufacturing organizations.

Mckee (2005) suggests that one most significant  essential for success during  transition is team-building  and maintains that leaders that can challenge,  motivate,  and  empower  their teams through change are successful. He went further to state that, leaders who can keep their work  teams  focused  during  changes  will  have  organization  and  business  which  thrive. McAfee and Champagne (1983) assert that forces of change, also known as change drives or change initiators, can either be external or internal.  The  external change drives are those forces that are outside the control of management, but have made change imperative. These include  government  policies,  political  development,  technology,  competition,  changing

consumer  behavior,  industrial  practices,  external  stake  holder  interests,  socio-economic environment,   and  customer  capabilities.   Mullins  (2010:752)  opines   that  change  also originates within the organization itself, of which the organization have reasonable measure of control  for example,  as material  resources  such as  building,  equipment  or  machinery deteriorate or loss of efficiency, or as human resources get older, or as skills and abilities become outdated.  Mullins  goes further  to  state that both external  and internal forces  for change, are not found in isolation, they are interrelated. More often than not, external change drives create internal change drives, which lead to organizational change.

The  successful   management   of  change   is  clearly  essential   for   continued   economic performance  and  competitiveness  and  is  the  life-blood  of  business   success  (Mullins,

2010:759). If change is important, then more important is its management. When change is not properly managed, the result can be disastrous, because of the possibilities of resistance among people. To successfully manage change, one needs to understand basic concepts and strategies to build commitment and acceptance to change in all  levels of the organization. Robbins and Judge (2007:646) maintain that, if an organization is to survive, it must respond to changes  in its environment.  Efforts to  stimulate  innovation,  empower  employees,  and introduce work teams are examples of  planned-change  activities directed at responding to changes  in  the  environment.  Judge  (2000:216-226)  concludes  that  change  agents  like managers or non-managers, current employees of the organization, newly hired employees, or outside consultants are responsible for managing change activities.

1.2      Statement of the Problem

Business   environment   today  produces  change  in  the  workplace   more  suddenly   and frequently  than  ever  before.  Yet  the  process  of  change  is difficult  and  implementing  it successfully makes considerable demands on the managers involved. In most manufacturing

organizations, changes occur because the existing situations and conditions are unfavorable for   optimal   realization   of   goals   and   objectives.   The   organization   may   experience unwholesome, undesirable, and wasteful practice from their members, which usually retard progress. These undesirable practices manifest in various forms, such as inter-personal and inter-group conflicts, general hostility, strikes, decreased  performances,  mismanagement  of resources, and Luke-warmness. It has become apparent that for manufacturing organizations to remain in business and to weather the many challenges underpinning their efforts in this direction they must look for creative solutions, they must change.

A major feature of organizational life is team, and it can have significant influence on the successful implementation of change. Most change can disrupt teamwork. Unless people are involved, committed and prepared to adapt and learn; if not, objectives,  plans, and future desired state may likely be resisted. The danger of domination of the team by some powerful members,  the  difficulty  in placing  responsibility  for a bad  team  decision,  the effects  of selecting  poorly  qualified   persons  as  members  and   team  decisions  may  result  from compromise; poses great challenges to team approach to change management. A major team problem may be that of conformity, which raises its head in a number of cases, ranging from groupthink to social loafing. With the wide use of teams, personal and inter-group conflict may arise. The ability of the leader to persuade and influence his followers, which in turn, depends largely on how much power the leader possesses, will determine how effective team- oriented approach to change management will succeed.

Kola Jamodu president of MAN in his opening address during 2011 40th Annual Report and Accounts  recognizes  the  federal  government  initiative  of  vision  20:2020.  He  however identifies some urgent national issues bordering on; National Security, Power Sector Road Map, Tariff Issues and Government Fiscal Operation. Specifically, there are major challenges facing manufacturing  organizations  in Nigeria  today,  existing  evidence  shows  that  every

economic sector across the country appears to be facing similar challenges and threats. While in other countries, in Africa, major infrastructural facilities, example water,  electricity and transportation   system   work  efficiently  and  taken  for  granted,   Nigerians   and  indeed manufacturing  industry have the problem  of basic  necessities  of  life,  poor  transportation system, currency devaluation, deregulation, globalization and collapse of the Nigerian stock exchange. Obviously most of the aforementioned challenges have compounded and escalated the cost of doing business in Nigeria. Today, each manufacturer in this country provides its own water  via borehole,  transportation  needs by having fleet of vehicles,  spends heavily outside normal overhead for security at personal and organizational levels, grades the roads leading to factories, buys and runs generators for a dedicated power supply, and so on. Furthermore,  a  survey  carried  out  by  Nigerian  Association  of  Chambers  of  Commerce, Industry, Mines and Agriculture (NACCIMA) has shown that only six percent of industrialist in the country has been able to access the various intervention funds made available by the Central Bank of Nigeria (CBN). Also, Branch Chairman of Imo/Abia branch of MAN, G.C.

Ekenma  in  his address  during  the  branch  25th   Annual  General  Meeting  highlighted  the

following  as part  of the major  issues  that  confront  them;  challenging  business/operating environment,  imposition  of a fixed  charge for energy by National  Electricity  Regulatory Commission (NERC), Collapse of public infrastructure, local patronage, Scarcity of Gas and security of lives and property. Another survey conducted by MAN revealed that out of about

2,500 member-companies of MAN, 30% of them had closed down, 60% are ailing and only

10% are operating at sustainable level. The cost of manufacturing in Nigeria therefore is nine times that of China, four times that of Europe, four times above the figure in South African and twice the figure in Ghana.

In order to address the crisis facing manufacturing organizations in Nigeria, many of them have turned to teamwork approach to change management in order to reinvent themselves.

Another reason for using team approach to change  management  is due to the fact  that  it brings  about  innovation  in the design of products  and quality.  To this  end, it  would be pertinent to investigate the challenges,  strategies and prospects of team work  approach to management of change in Nigerian manufacturing organizations. This will enable one to say with some air of confidence the extent to which managers of these organizations can cope with change using the team approach.

1.3      Objectives of the Study

The  study  has  the  overall  objective  of  examining  how  team  work  approach  could  be employed in management of change in Nigerian manufacturing organizations. The  specific objectives of the study are:

1.   To establish the extent to which strategies for change management are compatible with teamwork approach to change.

2.   To ascertain the extent to which teamwork approach to change management holds good prospects for sustenance and viability in Nigerian Manufacturing organisations.

3.   To identify the relationship between teamwork and organizational performance in management of manufacturing organisations under study.

4.   To determine the level of acceptance of organizational change among employees in the manufacturing organizations under study.

5.  To find out if the management of organizational change is hindered by the inability to cope with the challenges of teamwork approach

1.4      Research Questions

1.   To what extent are strategies for change management compatible with teamwork approach to change management in Nigeria Manufacturing organizations?

2.   To  what  extent  does  teamwork  approach  to  change  management  hold   good prospects for sustenance and viability in Nigerian manufacturing organizations?

3.   What  is  the  nature  of  the  relationship  between  teamwork  and  organizational performance in management of manufacturing organisations under study?

4.   To what extent do the employees of Nigerian manufacturing organizations accept organizational changes?

5.   To what extent is the management of organizational change hindered by inability to cope with the challenges of teamwork approach to change management.

1.5   Research Hypotheses

To achieve the objectives of this study and provide answers to the research questions, the following hypotheses have been formulated to guide the conduct of the study:

(i) Strategies for change management are significantly compatible with teamwork approach to change management in Nigerian manufacturing organizations.

(ii) Teamwork approach to change management in Nigeria manufacturing organizations to a large extent holds good prospects for sustenance and viability.

(iii)  There  is  significant  positive  relationship  between  teamwork  and   organizational performance in the management of manufacturing organisations.

(iv)The  employees  of  Nigerian  manufacturing  organizations  to  a  large  extent  accept organizational change.

(v) Management of organizational change is significantly hindered by inability to cope with the challenges of teamwork approach in Nigerian manufacturing organizations.

1.6   Significance of the Study

The significance of the study is of great importance to the following:

1.   To  the  manufacturing   organizations:   This  study  will  help  the  organizations   to understand the need and reason for change and how to use the teamwork approach to change management better to achieve their goals.

2.   To the Government officials and Policymaker: The discussions carried out in this study will enlighten them more on how their policies, rules and regulations affect negatively the manufacturing organizations in Nigeria. These help them make better policies and rules  that  will  be  favourable  to  these  organizations   in   order  to  improve  their productivity and the economy in general.

3.   To  practicing  managers  and  General  Public:  This  study  exposes  the  challenges, strategies and prospects of change management  in manufacturing  organizations.  The revelation  in this study will help  to  enlighten  managers  and  the  public  on how  to manage and reduce resistance to change in all their organizations and in all aspect of life in general.

4.   To Future Researchers: This study will help future researchers in carrying out their own study, especially those that are related to this topic. It will serve as source of reference materials, in this regards by providing secondary data to them.

1.7      The Scope of the Study

Choice of Organizations  Selected: Ten manufacturing organizations in the  South-Eastern part of Nigeria which are  duly registered members of MAN, doing business in Nigeria, must have up to 40 individuals working in the organization and  specialize in the production of household products were purposively selected from 225 organisations in the Southeast.

Time Scope: From 2007 to 2014.

Area Scope: The study is limited in scope to ten manufacturing organizations with reference to  the examination  of  the challenges,  strategies  and  prospects  of teamwork  approach  to change management in Nigerian manufacturing organizations in the South Eastern state of Nigeria.

Geographical Scope: Two organizations were picked from each South Eastern state.  The Manufacturers Association of Nigeria (MAN) has two branches in the South-Eastern States. These are;

1.   Anambra /Enugu/Ebonyi States branch

2.   Imo/Abia States branch

Table 1.1 Names of organizations studied.

S/N	ORGANIZATIONS
1	Innoson Technical and Industries Company Limited Enugu.
2	Unilever Onitsha Plc. Anambra.
3	P.Z Cussons Nigeria Plc Aba, Abia.
4	Rokana Industries Plc Owerri, Imo
5	Crushed Rock Industries (Nigeria) Limited Ishiagu, Ebonyi.
6	Hardis and Dromedas Ltd Enugu
7	Pokobros Food and Chemical Industries Ltd Onitsha Anambra
8	Chellarams Plc Aba, Abia
9	Rice Mill Company Nigeria Ltd, Ebonyi
10	Camela Vegetable Oil Co Ltd, Imo

Fieldwork,, 2014.

1.8      Delimitations of the Study

In carrying out a study of this nature, the following constraints were encountered;

The Attitude of some Respondents: Some of the respondents claimed that they were too busy and refused to accept our questionnaire.  Even some that accepted  the  questionnaire refused to answer some questions in the instrument.

Data: All the materials needed for this work could not be gotten because as the respondent was   gathering   information   for   the   work,   new   materials   were   been   rolled   out. Notwithstanding,  the  respondent  visited  many  libraries  both  locally  and  internationally, organizations under study and made use of the internet; to gather enough data needed for this work. However, in all, we obtained responses which we consider adequate for the study.

1.9      Operational Definition of Terms.

In the course of the study, we set out below operational definition in respect of terms which we have used.

Change: Is a pervasive influence, it is an inevitable and constant feature. It is an inescapable part of both social and organizational life and we all subject to continual change of one form or another. (Mullins, 2005:909)

Change Agents: These are persons who act as catalysts and assume the responsibility for managing change activities. They are individual s or groups of individuals whose task is to effect the desired change in an organization. (Robbins and Judge, 2007: 647)

Change  Management:  Change  management  is  a  structured  approach  to  transitioning individuals, teams, and organizations from a current state to a desired future state.

Group: A group is two or more people having common interests, objectives and continuing interaction (Nelson and Quick, 2005: 178).

Groupthink:  Groupthink  occurs when group  member  have  very similar  experiences  and frame  of  references,  particularly  when  they  have  relatively  long  tenures  in  the  group. (Hambrick, 2001:289)

Organizational Culture: Organizational culture helps to explain how things are performed in different organizations. (Mullins, 2010:764).

Organizational Development: Is concerned with planning and implementation of programs designed to enhance the effectiveness with which on organization functions and responds to change. (Armstrong, 2006: 337).

Planned Change: A planned change is a deliberate attempt to modify the functioning of the total organization, or one of its major components, in order to improve effectiveness. Planned change represents an intentional attempt to improve in some important way, the operational effectiveness of the organization. (Mullins, 2010:753)

Social Loafing: Social Loafing is defined by Mullins (2010:354-355)  as the tendency  for individuals to expend less effort when working as a member of a group than as an individual. Team: Team is a group of people with complementary skills who work  toward  common goals for which they hold themselves mutually accountable. (Robert and David, 2001:60) Team Norm: This refers to established  standard to which all  members  of the team must conform. (Malcolm, 1997:90)

Work Team: A work team is a group whose individual effort results in a performance that is greater than the sum of the individual inputs. (Robbins and Judges, 2007: 339)

Team Approach: This concerns the direction in which human and material resources will be applied in order to increase the chances of achieving selected objectives.

Team-building: Team-building activities aim to improve and develop the effectiveness of a group of people who work (permanently or temporarily) together. (Armstrong, 2006:355). It is also a high interaction among team members to increase trust and openness. (Robbins and Judge, 2007:657).

1.10     Profile of Selected Manufacturing Organizations

1.10.1 Innoson Technical and Industries Company Limited Enugu

Innoson Technical and Industrial Co. Ltd produce the best plastic products in the country. Innoson Technical and Industrial Limited is a subsidiary of Innoson group of companies and were  incorporated  in 2002  with  its  Head  Office/Factory  situated  at  Plot  W/L  Industrial Layout,  Emene  Enugu  in  Enugu  State,  Nigeria.    The  Chairman/Founder  is  Chief  (Dr) Innocent  Chukwuma (OFR). The Company has  received so many corporate Awards. The company started in 1976 as a motorcycle manufacturing / assembly plants located in Nnewi, Anmbra state. Full scale operations and production of Innoson Technical & Industrial Co. Ltd commenced in October 2002. Since inception, this company ranks the biggest plastic industry in Nigeria.  It produces  the  highest  quality  range  of the plastic  products  of international standard and has a production over 10,000 pieces of chairs and tables per day.

Due  to  the  rapid  demand  of  these  products,  the  company’s  twelve  production  lines  of injection moulds have since been increased  with tremendous  and near perfect  production lines of international  standard. It was also established  to further  consolidate  their leading position  in the  Motorcycle  industry by producing  the  motorcycle  plastic  requirement  of Innoson Nigeria Limited which is a sister company. This effort was in direct response to the Federal Government  policy direction towards  encouraging  private sector as the engine of growth for the economy. Over six hundred indigenous employees and few expatriate staff are working in the company.  The  company has an annual turnover of 3.6 billion naira. Their foreign partners are CRETEC INDUSTRIES CO., LTD (China) whose wealth of experience is unquantifiable. Innoson Technical and Industrial Company utilize the latest technology and machinery together with its technical partners to produce high quality products at affordable prices  within  the  market  place.  It  is  an  indigenous  blue  chip  company  engaged  in  the manufacturing of Plastic Chairs, Tables, Trays, Plates, Spoons, Cups, Jerry Cans of different

sizes, drums, and motorcycle parts, toys, PVC Hoses, dust bins, Ammeter boxes and many other allied products.

1.10.2 Unilever Onitsha Plc.

Unilever Nigeria Plc., was incorporated as Lever Brothers (West Africa) Ltd on 11th April,

1923 by Lord Leverhulme,  but the company’s  antecedents  have to be traced back to  his existing trading interests in Nigeria and West Africa generally, and to the fact that  he had since  the 19th century been greatly involved  with the soap business  in  Britain.  Unilever Nigeria  Plc.  started  as  a  soap  manufacturing  company,  and  is  today  one  of  the  oldest surviving manufacturing organizations in Nigeria. Its Headquarters is at no 1 Billings Way Oregun,  Ikeja  Lagos,  Nigeria;  Ikeja;  Lagos.  Lever  Brothers  (WA)  Ltd  went  public  in

1973.LeverBrothers  of  Nigeria  Plc.  strengthened  its  foothold  in  the  foods  and  personal product  business  by  merger  with  Lipton  (Nigeria)  Limited  in  1984  and  Chaseborough products in 1988. The Lever brothers and Lipton merger is an epitome of a synergistic merger especially for the shareholders of Lipton who hither to had been holding unquoted shares. The lever brother/Lipton merger led to increase in net asset per share for Lipton shareholders who in the immediate post-merger period have a net asset per share of N173.34 as compared to the 1983 Lipton net asset per share of N70.28, which was its largest ever. Lever Brothers of Nigeria (LBN) in the post-merger period had per share of N61.30, which far exceeded the Lipton’s earning per share peak of 20k in 1982.

Lever brothers of Nigeria Plc. merged with Unilever Nigeria Ltd (Former A. J. Steward) in

1995, the name Lever Brothers Nigeria Plc. Was changed to Unilever Nigeria Plc. in October,

2001. Currently, Unilever Nigeria Plc. Operates factories which are located in Apapa, Aba and Agbara in Ogun State. There is another factory producing  tea in the  Mambilla.  The Company started with the business of producing of bar soap using palm oil in Apapa factory,

which  was  commissioned  in1924.  Aba  factory  which  was  commissioned  in  1985  was producing  sunlight  and  key laundry  soaps initially,  but  in 1990  an additional  plant  was installed for production of Omo, Surf Detergent as well as Vim powder. Agbara factory in Ogun State is the company’s third factory, which was commissioned for the manufacturing of edible  products.  Some  of  the  products  of  Unilever  Nigeria  Plc.  Include;  multi-action Detergent  (Improved),  Lux  beauty  soap  (with  oil  and  moisturizer),  Vaseline  blue  seal, Vaseline Baby jelly, Pears Baby jelly, Pears Petroleum jelly, Pears moisturizer baby cream, Close-up toothpaste, Pears baby powder and oil and so on.

1.10.3 P.Z Cussons Nigeria Plc Aba

PZ Cussons Plc. Aba is located along Glass Industry Road, Ogbor Hill, Aba, Aba North LGA in Abia  State.  It  is engaged  in the  manufacturing  and  distribution  of soaps,  detergents, toiletries,  pharmaceuticals,   electrical  goods,  edible  oils  and  nutritional   products.  The segments  of the Company are toiletries  and household;  food and  nutrition,  and electrical goods. The geographical segments of the Company are Africa, Asia and Europe. On January

29, 2008, the Company completed the acquisition of The Sanctuary Spa Holdings  Limited and its wholly owned subsidiaries. The Company’s Headquarters is at PZ Cussons Nigeria Plc. 45/47 Town Planning Way Ilupeju Industrial Estate PMB 21132  Ikeja Lagos Nigeria; Lagos; Lagos  PZ Cussons  Plc. is a leading manufacturer  and  distributor  of a variety of products, especially soaps and other personal care items,  including shampoo, baby power, and the like. These are marketed  under PZ Cussons  flagship  imperial  Leather  brand  and others, including Ordinary Source and Cares. The company also manufactures refrigerators and  other  white  goods,  including  freezers  and  air  conditioners;  detergents  and  cleaners; feminine  hygiene  products;  olive  oil;  packaging  materials;  and  even pharmaceuticals.  In

2003, PZ Cussons formed a joint venture with Ireland’s Glanbia to supply evaporated milk and  milk  powder  in  Nigeria.  The  company  also  acquired   U.K.  hair  brand   Charles

Worthington in Listed on the London Stock Exchange, the Zochonis family, which includes Chairman  A.  J.   Green  controls  as much  as 80  percent  of the  company’s  stock.  2005. Although  based  in  Manchester,  PZ  Cussons  has  long  been  controlled  by the  founding Zochonis family, from Greece, and   has carved a niche for itself by focusing   on various markets in Africa, especially Nigeria, Ghana, Cameroon, and East Africa. Known as Paterson Zochonis until its name change in 2002, the company’s history reached all the way back to the late 19th century. When it was founded as a trading post, called West African Merchants, in Sierra  Leone by two  partners,  George  Paterson,  originally  from England,  and George Zochonis, from Greece, Paterson and  Zochonis started out by shipping palm oil and other produce, such as palm kernels, cocoa, groundnuts, and seed cottons, as well as animal hides and skins, to the United Kingdom, and bringing back goods from England, such as cloth from Manchester. The business proved strong, and in 1884 Paterson and Zochonis incorporated the company as Paterson Zochonis (PZ). PZ gradually expanded its range of goods, establishing a degree  of  expertise  in what  was  considered  a  difficult  trading  market.  This  expertise enabled the company to being expanding into other African markets and, most important, into Nigeria. PZ set up its Nigeria subsidiary in Lagos in 1899. Like its Sierra Leone brand, the Nigeria  subsidiary at first operated as a trading merchant.  George Paterson  died  in 1934, leaving  George  Zochonis  in control  of the company.  The  Zochonis  family was  by then already highly involved  in the company’s  expansion,  and  company traditions  become the placing of members of the extended Zochonis family in key management positions. Indeed, by the beginning of the 21st century, the Zochonis family was said to represent about half of the group’s total payroll.

1.10.4 Rokana Industries Plc Owerri

Rokana Industries Plc was incorporated on the 11th September 1978 as a Private  Limited

Liability Company with the objectives of manufacturing toiletries, household’s products and

key personal hygiene products for the health-care market. The company maintains its head office at No 4 Ajayi Street, off 52 Allen Avenue (Next door to Lagos Hilton Hotel), Ikeja- Lagos, while its factory is located at Plot 5 Mission Road, Umualum-Nekede, Owerri. It also maintains  sales  office  and  depots  in  Kano  and  Aba.  The  company  started  as  a  wholly indigenous  private  enterprise.  Upon its  admission,  in 1991  to the Second-Tier  Securities Market of the Nigeria Stock  Exchange,  the company’s  shares are now being held by the Nigerian public individuals, associations and corporate organizations. The general policy of the company is determined by the Board of Directors of which Engineer Charles C. Ugwuh is the  Chairman and Managing Director. Ugwuh holds a Masters Degree in engineering thermodynamics  and described  in business circles as “The Man with a Vision” due to  his dynamism in management and entrepreneurial projections. Assisting the Managing Director in the daily administration  and management  of the company also maintains  the technical advisory services of her foreign suppliers and product brand owners. Rokana Industries Plc has its ultra-modern, purpose-built factory complex strategically located on the vast acre of land at Nekede on the outskirts of Owerri in Imo State. The complex presently houses four separate  manufacturing  plants,  complete  with  quality  control  facilities.  The  factory  also accommodates the company’s raw materials and finished products warehouses, utility service plants,  liquefied  Petroleum Gas Tank Farm  and Factory Administration  Office.  The Four Existing Manufacturing Units at the Factory Are as Follows; 1. The Plastic unit; currently producing toothbrushes, dental stick/plague removers; plastic folders, cardholders and some plastic components for the  aerosol production line. The aerosol unit is responsible for the production of insecticides, Air-fresheners, perfumes, furniture polish, deodorants, etc.  2. The LPG unit; refills domestic cooking gas cylinders for its various customers it also provides unstenched gas as propellant to the aerosol production line.  3. The cosmetic unit has modern facilities for the production of toothpastes, baby-care cosmetics, hair shampoo, skin lotions,

cream  and  ointments.   Rokana  has  adequate  capacity  for  all  its  products  and   other complimentary   productions   on   contract   basis.   In   both   existing   and   new   products developments, the overriding objective is high quality and functional excellence hence all of Rokana’s products classify in the premium products segment. 4. Jordan tooth brush which is one of Rokana’s quality products is a household name in dental care and probably the most widely recognized brand throughout the world. The best toothbrush is the one you feel most comfortable using. Jordan has specially designed toothbrush that are most efficient, effective and a pleasure to use. Jordan brushes come in a large variety of head sizes, bristle stiffness and  types.  Rokana  currently  holds  the  fames  of  the  FIRST  and  the  BEST  toothbrush manufacturer  in Nigeria for Africa. Other  Products of the Company Include; Rokana dry airfreshner,  Number 1. Insecticide,  sparkle  furniture polish, Natusan baby oils, lotion and ointment.  Rokana  dental  stick/plaque-remover  and  Sparkle  Toothpaste.    At  Rokana  they believe in Success through Excellence.

1.10.5  Crushed Rock Industries  (Nigeria) Limited Ishiagu, Ebonyi This company  is  a Nigerian-German outfit Incorporated on 13th May 1976 to carry on business as quarry masters and stone merchants. As Pacesetters in the Industry, Crushed Rock Industries like any other company passed through several developmental stages and surmounted so  many  obstacles,  after  which  C.R.I.  explored,  drilled,  excavated  and  finally developed the stone technology in Nigeria. The chairman is Chief Evans Enwerem and the Managing  Director/CEO  is Mr. Cord  Pophankin  Over  the  years,  Crushed Rock Industries (Nigeria) Limited has  developed into Nigeria’s major producer and supplier of crushed granite aggregates, the sizes of which range from (0 – 50)mm and above depending on our customer’s requirements. We also produce unique polished Granite  Tiles  with  International  reputation.  Crushed  Rock  Industries  has  many

Quarries  around  the nation.  Our products  are in high demand  for roads,  bridges, runways  and building  construction.  The Granite Chippings  are in  various sizes as shown below: 0 – 5mm (Dust), 5 – 15mm (1/2 Inch), 15 –  22mm (3/4 Inch), 36 –

55mm (Extra Large), 55Xmm (Hard Core), 100 – 300mm (Hard Core).The  Granite Tiles are in various designs, colours and sizes as shown below: Ivory White, Ivory Gold, Ivory Silver, Supare Zebra, Supare Tiger, Supare Grey.  Intended  Use: Floor and walls in aesthetic and captivating designs of luxury residential homes. Exclusive outfit of first class hotels. Work tops, floors and walls for luxury kitchens. Vanity tops for bathrooms. Halls and staircases of multi-storey houses. Representative facades and internal  outfit  of  sophisticated  offices  and  administration  buildings.    We  can  be reached on the following contacts: Head Office; Address: Km16 PH/Aba Expressway, Eleme Junction. Port Harcourt,  Rivers State. Nigeria. And Ishiagu Quarry Address: Ishiagu, Ebonyi State. Nigeria. We also have branches at Lagos, Abuja, Cross River state and Ondo states in Nigeria.

1.10.6  Hardis and Dromedas Limited Emene  Enugu, Enugu State

Hardis is located at Hardis Industrial Estate, Airport Road, Emene Enugu in Nigeria.  The company  offers  services  in  manufacturing,  sale  of  household  toiletries  and  hygienical products. Also produced at Hardis are plastics, cosmetics and health products in addition to waste recycling and research. The Chairman and Chief Executive Officer/ Managing Director of  Hardis  and  Dromedas  Limited  is  Dr  Chike  Obidigbo.  He  is  also  the  Chairman  of Manufacturers  Association  of Nigeria  (MAN)  Anambra/Enugu/Ebonyi  states branch  with

effect from 15th December, 2012 till date.

Hardis & Dromedas Ltd is a known name in Nigeria as a reputable Manufacturing Company. Over the past 20years, they have carefully developed and launched into the Nigerian market

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