Decision is the framework on which every organisation resolves. It is a toll management function. Often times, it is mis-construed that only the manager holds the key to effective decision making. In real life, however, a good manager is a galvanizer of diverse thoughts and talents in decision making. That is where brainstorming becomes relevant. It is meant to collate information from diverse sources pertinent to the decision in a round table. By so doing every body is carried along and adherence is guaranteed. This study looked at the role of brainstorming in organisational decision with respect to Central Bank of Nigeria. It formulates the following objectives: to evaluate the differences in the productivity of Central Bank of Nigeria due to Brainstorming CBN); to determine how Brainstorming BS affects ingenuity and innovation in Central Bank of Nigeria; to study the extent to which Brainstorming BS influences industrial relations policies in Central Bank of Nigeria; to analyze the extent to which Brainstorming BS influences government policies in Central Bank of Nigeria; to investigate the impact on profitability in Central Bank of Nigeria due to Brainstorming BS. The hypotheses based the objectives were formulated. The design of the study is survey which essentially used primary data generated from Central Bank of Nigeria Okpara Avenue for the analysis. Sample, proportion statistic was used to test the hypotheses. After the test it was discovered that: there is positive correlation between productivity of Central Bank of Nigeria and Brainstorming; there is correlation between ingenuity/Innovation and Brainstorming in Central Bank of Nigeria; brainstorming positively affects Industrial Relations in Central Bank of Nigeria; brainstorming positively impacts on Central Bank of Nigeria policies. brainstorming positively impacts on profitability of Central Bank of Nigeria. It concluded that brainstorming is vital to the functioning of the organisation. It, therefore, recommended amongst others that: administration of Central Bank of Nigeria Okpara Avenue Enugu should formulate labour policies bordering on welfare packages for the worker. This would entrench the remunerations in black and white so that both the worker and the employer would know what to do at any time; administration of Central Bank of Nigeria Okpara Avenue Enugu generally should reward staff according to their inputs at work. This would encourage ingenuity, innovation and positive change.



1.1       Background of the Study
1.2       Statement of the Problem
1.3       The Objectives of the Study
1.4       Research Questions
1.5       Research Hypotheses
1.6       Significance of the Study
1.7       Scope of the Study
1.8       Limitations of the Study
1.9       Definition of Terms

2.1       Theoretical Framework on Brainstorming
2.2       Research and Development as Outcomes of Brainstorming
2.3       6-3-5 Brainwriting as a Technique of Brainstorming
2.4       Ingenuity as an Outcome of Brainstorming
2.5       Idea as a Technique of Brainstorming
2.6       Creativity as a Technique of Brainstorming
2.7       Brainstorming as Research and Development
2.8       Brainstorming as an Instrument of Innovation
2.9       Invention as an Outcome of Brainstorming
2.10     Creativity as an Outcome of Brainstorming
2.11     Decision making as an Outcome of Brainstorming
2.12     Nature of Managerial Decision Making
2.13     Steps in an Effective Decision-making Process
2.14     Overcoming Barriers to Effective Decision Making
2.15     Recognizing Common Decision-Making Biases
2.16     Managing Diversity:Group Decision Making
2.17     Promoting Innovation: The Creative Factor in Decision Making
2.18     Departmental Purpose Analysis (DPA) as a Brainstorming Technique
2.19     Brainstorming as a Total Quality Management Technique
2.20     Quality Control Techniques
2.21     Brainstorming and Departmental Purpose Analysis as Organized Problem Solving Techniques
2.22     Brainstorming and Departmental Purpose as Performance Appraisal Techniques
2.23     Teamwork Dynamics as decision Springboard in Brainstorming and Departmental Purpose Analysis
2.24     Failure Mode and Effects Analysis (FMEA) as a Brainstorming Technique
2.25     Quality Function Deployment (QFD) as Quality Proof in Brainstorming and Departmental Purpose Analysis
2.26     Summary of the Review of Related Literature

3.1 Research Design
3.2 Population of the Study
3.3. Sample Size Determination and Distribution
3.4       Reliability of the Study
3.5       Validation of Research Instrument
3.6       Method of Administration of Research Instrument
3.7       Method of Data Analysis

4.1 Data Presentation
4.2 Test of Hypotheses

5.1       Summary of Findings
5.2       Conclusion
5.3       Recommendations
5.4       Research Recommendation

In any organization, there is always the tendency to marshal the resources effectively to achieve the desired goals. The aim of any enterprise is to reach out to as many clienteles as possible in order to control the market. Increased market share beckons on the management to make pertinent and prompt policies that impact positively on the organization. These policies have to take cognizance of the divergent resources available which include: men, materials, money, machine and information technology. To take a relevant decision has never, been quite easy at any time.

Dons (2000:11) notes that a good decision has to come from experienced and well informed analysis of the resources available and their uses and explicabilities. Often times, and as is usually the case, the decision of the manager when taken solely, without due consultations with stakeholders boomerang. According to Peters (2001:89), brainstorming offers management to learn from all that matter in their respective fields of operation so that friction would be minimized. As noted by Panyom (2002:181), brainstorming is the secret that guides the success of emerging management philosophies in Japan and South Korea. He noted that it helps management carry everybody along. He notes that the only difference in the far East model with the rest of the Western nations is that the bearer of the responsibility still is the management in the Western model while it is a collective responsibility in Japan. Otherwise, he noted, the modus operandi is the same. Nnamdi (2004:89), brainstorming has to operate in the framework of managerial competence of harnessing the resources of the enterprises to make valuable contributions to foster the course of the organized. He noted that everybody has meaningful input to make. Peterside (2005:112), states that brainstorming places responsibility on even worker especially the affected ones to make valuable inputs which management cannot ignore all it wants to crash and Drucker (1979:34), notes that management takes painful look at all the operations of the collective whole called organization. The workability of each unit affects the others.
According to Martin and Bartol (2001:86), Departmental Purpose Analysis (DPA) looks at the productivity of each unit of each department to harness inputs overtime, to discover the bottlenecks to make comparative analysis with other units to make valuable suggestion for improvement. He noted that DPA has everybody in focus, what they do, how they affect the organization as a whole. In order words, every unit of organization is affected in DPA while transforming goes on in each unit with only those affected with management. Pedro (2006:235), notes that Brainstorming fulfils the purpose of DPA in every department. This study looks at brainstorming and departmental purpose analysis in Unilever and Nigeria Bottling Company.
Whereas the preceding discussion focused on an individual's creative efforts this section examines techniques for enhancing creativity in group settings. Two major techniques are brainstorming and the nominal group technique. The brainstorming technique is a means of enhancing creativity that encourages group members to generate as many novel ideas as possible on a given topic...

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Item Type: Postgraduate Material  |  Attribute: 229 pages  |  Chapters: 1-5
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