LEADERSHIP STYLE

LEADERSHIP

Leadership has a direct cause and effect relationship upon organizations and their success. Leaders determine values, culture, change tolerance and employee motivation. They shape institutional strategies including their execution and effectiveness. Leaders can appear at any level of an institution and are not exclusive to management. Successful leaders do, however, have one thing in common. They influence those around them in order to reap maximum benefit from the organization’s resources, including its most vital and expensive: its people.

LEADERSHIP STYLE

Leadership style is a leader’s style of providing direction, implementing plans and motivating people. There are many leadership styles that can be exhibited by leaders in the political, business, management or other fields.

Leadership theories describe leaders based upon traits or how influence and power used to achieve objectives. When using trait-based descriptions, a leader may be classified as autocratic, democratic or charismatic. In viewing leadership from the perspective of the exchange of power and its utilization to secure outcomes, leaders are situational, transactional or transformational.  Below is a brief examination of each of the common leadership style listed above and their potential impact and associated problems.

AUTOCRATIC

Autocratic leaders are classic “do as I say” types. Typically, these leaders are inexperienced with leadership thrust upon them in the form of a new position or assignment that involves people management. Autocratic leaders can damage an organization irreparably as they force their ‘followers’ to execute strategies and services in a very narrow way based upon a subjective idea of what success looks like.

 There is no shared vision and little motivation beyond coercion. Commitment, creativity and innovation are typically eliminated by autocratic leadership. In fact, most followers of autocratic leaders can be described as biding their time waiting for the inevitable failure this leadership produces and the removal of the leader that follows.

 Some of the obvious problems of autocratic leadership style include the following:

1.         Autocratic leadership style does not encourage cordial relationship between leaders and the subordinates because strict hands of the leader will not give a chance for sense of interaction.

2.       It does not encourage development of workers initiatives because the leaders under autocratic styles makes decision on his own without putting subordinate idea into consideration.

3.       It does not guarantee employees freedom because in this style the subordinate are not fully empowered and opportuned to demonstrate their experiences.

4.       It can easily lean, d to failure in the employees because when autocratic style is applied workers will be performing task under fear which may in turn lead to failure on them

DEMOCRATIC

It sounds easy enough. Instead of one defined leader, the group leads itself. Egalitarian to the core, democratic leaders are frustrated bythe enormous effort required to build consensus for even the most mundane decisions as well as the glacial pace required to lead a groupby fiat. The potential for poor decision-making and weak execution is significant here. The biggest problem with democratic leadership isits underlying assumptions that everyone has an equal stake in an outcome as well as shared levels of expertise with regard to decisions.

That’s rarely the case. While democratic leadership sounds good in theory, it often is bogged down in its own slow process, and workable results usually require an enormous amount of effort. The problems of this leadership style are as follows:

1.           Democratic leadership style causes the leader tobe taken for granted because of making himself available to the subordinates.

2.           It can make subordinates to have much believes in financial incentives unlike autocratic styles where the subordinates hold contentions that the leader is strict and he cannot tolerate over demand of the workers.

3.           It leads to slow adaptation to training and development particularly on the new recruited personnel who may not take leaders serious.

4.           Democratic leadership style may lead to denial of responsibilities by the subordinates.

BUREAUCRATIC

Bureaucratic leaders create, and rely on, policy to meet organizational goals. Policies drive execution, strategy, objectives and outcomes.

Bureaucratic leaders are most comfortable relying on a stated policy in order to convince followers to get on board. In doing so they send a very direct message that policy dictates direction. Bureaucratic leaders are usually strongly committed to procedures and processes instead of people, and as a result they may appear aloof and highly change adverse. The specific problem or problems associated with using policies to lead aren’t always obvious until the damage is done. The danger here is that leadership’s greatest benefits, motivating and developing people, are ignored by bureaucratic leaders. Policies are simply inadequate to the task of motivating and developing commitment. The specific risk with bureaucratic leaders is the perception that policies come before people, and complaints to that effect are usually met with resistance or disinterest. 

Policies are not in themselves destructive, but thoughtlessly developed and blindly implemented policy can de-motivate employees and frustrate desired outcomes. The central problem here is similar to the one associated with autocratic leaders. Both styles fail to motivate and have little impact on people development. In fact, the detrimental impact could be significant and far outweigh any benefits realized by these leadership styles.

CHARISMATIC

By far the most successful trait-driven leadership style is charismatic. Charismatic leaders have a vision, as well as a personality that motivates followers to execute that vision. As a result, this leadership type has traditionally been one of the most valued. Charismatic leadership provides fertile ground for creativity and innovation, and is often highly motivational. With charismatic leaders at the helm, the organization’s members simply want to follow. It sounds like a best case scenario. There is however, one significant problem that potentially undercuts the value of charismatic leaders: they can leave. Once gone, an organization can appear rudderless and without direction. The floundering can last for years, because charismatic leaders rarely develop replacements. Their leadership is based upon strength of personality. As a result, charismatic leadership usually eliminates other competing, strong personalities. The result of weeding out the competition is a legion of happy followers, but few future leaders.

SITUATIONAL

Situational leadership theory suggests that the best leaders constantly adapt by adopting different styles for different situations or outcomes. This theory reflects a relatively sophisticated view of leadership in practice and can be a valuable frame of reference for experienced, seasoned leaders who are keenly aware of organizational need and individual motivation. Most importantly, it allows experienced leaders the freedom to choose from a variety of leadership iterations. 

Problems arise, however, when the wrong style is applied inelegantly. Also, considering our earlier discussion regarding some of the more ineffective leadership styles like autocratic and bureaucratic, this style requires a warning or disclaimer related to unintended or less than optimal results when choosing one of these styles. With that said, situational leadership can represent a useful framework for leaders to test and develop different styles for various situations with an eye towards fine-tuning leadership results. Situational leadership, however, is most effective when leaders choose more effective styles like charismatic, transactional, and transformational.

TRANSACTIONAL

The wheeler-dealers of leadership styles, transactional leaders are always willing to give you something in return for following them. It can be any number of things including a good performance review, a raise, a promotion, new responsibilities or a desired change in duties. The problem with transactional leaders is expectations. If the only motivation to follow is in order to get something, what happens during lean times when resources are stretched thin and there is nothing left with which to make a deal? That said, transactional leaders sometimes display the traits or behaviors of charismatic leaders and can be quite effective in many circumstances while creating motivated players. They are adept at making deals that motivate and this can prove beneficial to an organization. The issue then is simply one of sustainability.

Effects Of Leadership Style On The Productivity Of Office Employees

Leadership style adopted by officer manager in an organization has a great effects on the productivity of office employees, which can be negative or positive. However it is paramount to know that every style of leadership has its negative or positive effects on organizational productivity.

Leadership is believed to be one of the contributing factors to employee’s turmoil. Hence, it proves that capable leadership is a critical element in any organisation. An organisation depends on leadership to guide them through unprecedented changes. Without proper leadership, even the best and boldest strategies “die on the vine”, and their potential is never realized. The quality of leadership talent determines the fate of the organisations, ensuring that their strategic plans are successfully implemented. It also helps them to prepare for a more uncertain future.

Leadership also impacts the organisational culture, and plays a part in the productivity of the organisation. Mark Vickers quoted in his article stating that, “seventy-six percent of highly productive companies said that, to a high or very high extent, leadership in their companies raises productivity”. Hence, this further emphasizes the importance of an effective leadership for a successful organisation. 

1. Effects of Autocratic Leadership Style

Authoritarian leaders know exactly what they want done, who is to do it, and when it should be completed. Although these leaders don’t offer much wiggle room, they often get the job  done, and they make their expectations obvious. Autocratic leaders do well in small organizations with untrained employees.

 2. Effects of Democratic Leadership Style

The democratic style encourages employees and stakeholders to participate in decision-making. With an experienced workforce, the democratic style can be a positive and motivational experience for all stakeholders. Because everyone is included in making decisions, the decision makers need to be knowledgeable about the business, the process, the product, and the vision statement. This can require more time to get things done.

 3. Effects of Laissez-Fair Leadership Style

Trust and confidence are hallmarks of the Laissez-fair leadership style, Laissez – fair leadership express minimal interference in employees’ efforts. Under a Laissez-fair leader, employees have free rein to make decisions and get their jobs done. This style works very well with an educated and experienced workforce, especially with those who would like to become leaders themselves.

 Using this style with employees who are insecure, afraid of making mistakes, or have difficulty communicating with others can be very disastrous in an organization.

 

REFERENCES

Harvard Business Essentials: Managing Creativity and Innovation, 2003, Harvard Business School Press, Boston, Mass.

Adams, B. & Adams, C. 2009, “Transformation”, Leadership Excellence, vol. 26, no. 2, pp. 14-15.

Amabile, T. M. &Khaire, M. 2008, “Creativity and the role of the leader”, Harvard business review, vol. 86, no. 10, pp. 100.

Ayman, R. &Korabik, K. 2010, “Leadership”, American Psychologist, vol. 65, no. 3, pp. 157-170.

Boulter, J. 2010. Recovery Leadership. Leadership Excellence, vol. 27, no. 1, pp. 13-13.

Brown, T. 2009. Leadership in challenging times. Business Strategy Review, vol. 20, no. 3, pp. 36.

Dixon, M. L. & Hart, L. K. 2010. The impact of path-goal leadership styles on work group effectiveness and turnover intention. Journal ofManagerial Issues, vol. 22, no. 1, pp. 52-69.

Eisenbeiss, S., van Knippenberg, D. &Boerner, S. 2008. Transformational leadership and Team Innovation: Integrating Team ClimatePrinciples. Journal of Applied Psychology, vol. 93, no. 6, pp. 1438.

Giri, V. N. &Santra, T. 2010.Effects of job experience, career stage, and hierarchy on leadership style. Singapore Management Review, vol.32, no. 1, pp. 85-93.

Isaksen, S. G. 2007. The climate for transformation: Lessons for leaders. Creativity and Innovation Management, vol. 16, no. 1, pp. 3.

BUSINESS PLAN ON POULTRY FARM

BUSINESS PLAN

A business plan is a written description of your business’s future. A document that describes what you plan to do and how you plan to do it.

Business plans can help perform a number of tasks for those who write and read them. They’re used by investment-seeking entrepreneurs to convey their vision to potential investors.

It is often an integration of functional plans such as marketing, finance, manufacturing and human resources. Potential investors and suppliers too are interested in a business plan, as it can proof helpful in taking decisions.

For the purpose of this assignment, the selected sample business venture is DE BRIGHT POULTRY FARM.

Name of the business: DE Bright Poultry Farm

Address of the business: The location of the business determines both the success and failure of the business, hence this business will be located in Up Oversea in Nasarawa town

Nature of the business:  The business is profit oriented that is, it is established for the sole purpose of making profit. The business will begin in small scale considering the financial implication but may gradually increase as income become larger.

Statement of finance needed: Poultry farming is capital intensive, as low as 150,000 can start the business at the scale I wish to operate, but a basic necessity is housing, where there is none, then more capital will be required to access one and capital is required to get that. The capital to start up this business will be sourced from loan from agro-based subsidy organizations.

EXECUTIVE SUMMARY

Poultry farming is a branch of agricultural business that deals with raising of domesticated birds such as chickens, turkey, ducks and geese, for the purpose of farming meat or eggs for food. This business plan is centered on rearing of chicken which is the most common aspect of poultry farming. It is a very lucrative business that can transform a pooper to a billionaire.

Objective Statement

The De Bright poultry farm mission is to become the recognized leader in its focused industry for income of poultry and egg.

PRODUCTION PLAN:

The poultry farming is capital intensive depending on the scale, location of the farm and the type of management technology used

Production process: the major requirement is the housing for the birds, poultry equipment and appliances. The incubation period of the domestic fowl is 21 days. After the incubation period, the poultry hatch into chicks and the rearing process begins. At the early stage, there won’t be any output, until the are old enough to start laying eggs, but before then much money will have to be invested in feeding with the adequate nutritional requirement needed for healthy growth of the poultry.

Raw materials: the major raw materials required in poultry production are the feed, and they are classified based on the stage of the poultry: starters, growers, layers and finishers. Vaccination is also recommended at intervals to ensure proper health condition.

MARKETING PLAN

Sales of Chicken

The primary income stream for the organization will come from the sales of chicken to industries, hotels, restaurant and slaughterhouses within the Business’s focused market.

The De Bright poultry farm plans to produce a lot of interest in the farm due to the fact that there is high demand for poultry product in Nasarawa town and Nigeria at large.

Promotion Strategies

De Bright poultry farm plans on using a variety of selling techniques that will allow the farm to easily focus on buyers within the focus on audience.

 

Financial Plan

Actual Assumptions

·        The De Bright poultry farm will have a yearly income amount of growth of 20% per season.

·        The Owner will obtain N150,000 of debt resources to create the company.

CONCLUSION

It’s one thing to start a chicken farm, but to start an actual business out of it is something else entirely. You are not only going to become a chicken farmer, but a businessperson as well, depending on what markets you want to target and what part of the chicken industry you want to tap into. In the chicken industry there are two main sectors: Layers, which are chickens bred and raised to produce eggs, or broilers, chickens raised and bred to be slaughtered. Whatever sector you choose, you have to make responsible managerial and financial decisions to make your chicken farm business a profitable one.

THE MOVEMENT OF THE FEDERAL CAPITAL FROM LAGOS TO ABUJA

FEDERAL CAPITAL

By February of 1979, the Abuja master plan was ready but the building of the city did not really commence until 1980, after the assumption of office of Alhaji Shehu Shagari as the nation’s president. He devoted much time to the building city. 
 

  The construction work going on in building the city during continued.

It was the alteration of the master plan, with buildings springing up in the wrong places, that force Mallam Nasir el Rufai, former Federal Capital Territory minister, to insist on the demolition exercise that he embarked upon. According to the former minister, it was imperative for the nation to preserve the beauty of the capital city. But the exit of el-Rufai from government has not led to the end of the demolition exercise as effort are still on to rid the Federal Capital of anything that would detract from making it a city that will elicit pride from Nigerians and foreigners alike.

Speaking recently on the effort of the government to improve the state of Abuja, the current FCT minister Senator Bala Abdulkadir Mohammed, said the FCT administration was doing its best to upgrade infrastructure and facilities in the city to meet the international standards.

He added that the FCT administration was committed to the development of not just the Abuja but also the satellite towns as a deliberate way of decongesting the city center. He also disclosed that the administration was improving the transportation links between the Federal Capital City (FCC) and the area councils through the construction of light railway networks and Bus Rapid Transit (BRT) lanes for mass transit buses.

However, despite the splendour of Abuja, the major concern of the common man is that the initial plan of making the Federal Capital Territory a home for every Nigerian is fast becoming mirage.

The ongoing renewal exercise in the city has driven away many low-income and middle income earners in the city because of cost of living in the capital city is way above the means of the average Nigeria. So, to the average Nigeria, Abuja, the Federal Capital, is for the very wealthy and the political class and not a home for all.

The reason for the movement of the Federal Capital from Lagos to Abuja  

–         Geographical, economical and political

1.     Inadequate land for expansion

2.     Urban crises

3.     Lack of proper cosmopolitan orientation

4.     Lack of locational centrality

5.     Urban congestion

–         Inadequate land for expansion: – There is no enough or not good enough land in Lagos for development in terms of structure. The space in Lagos is not enough for future development and as a capital city, there should be a room for development. The space that is been used for federal capital in Abuja is about 800,000 hect.

–         Urban Crisis: – The rate of difficulty in Lagos is at the high side, the dangers in Lagos and the rate of crime in Lagos state is too much and as a capital city, there should be peace in the country.

–         Lack of locational centrality: Lagos state is not been center in the map, and there is a need for the capital city to be centralize for so many reasons.

–         Urban congestion: The population in Lagos state is too much.

Justification of the movement of the Federal Capital From Lagos to Abuja

–         The mission is to build Abuja city ad territory in compliance with the Abuja master plan and to deliver services. This is aimed at improving the overall quality of its residents.

–         To also ensure and manage efficiency, performance and output through key performance indicators.

In achieving the key deliverables, the FCTA had increased the impact and outcome of government spending on the resident through the national and statutory budgets and internally generated revenues and other sources.

The cost and benefit of the relocation of the capital city from Lagos to Abuja

Cost	Benefit
1.     It lead to high cost of site 2.     Compensation cost 3.     Increase in transportation 4.     Increase government expenditure 5.     Cost of physical development	1.     It increase value of the land 2.     Employment opportunity 3.     Abuja is well planned over any city 4.     Centrality of the capital city

HOUSING SCHEME IN ABUJA FEDERAL CAPITAL TERRITORY

INTRODUCTION – HOUSING SCHEME

Housing is one of the most basic and oldest development of mankind. Because of its necessity and importance, it has evolved tremendously overtime. Due to rural-urban migration, mass housing scheme has become an inevitable part in the department of cities, most significant of the development of the idea of mass housing scheme are industrial revolution which brought about massive movement of people from rural to urban areas in search of jobs to earn a wage or salary.

Abuja being a city undergoing massive development due to the fact that it is the Federal Capital – Territory of Nigeria, also in turn faces massive urbanization due to the movement of people to the city in search of jobs. Mass Housing development have also been provided by it government as a solution to shelter to an ever growing-urban population, and also to provide a re-settlement scheme for the original settlers of the area.

The FCT administration in the past few years has made the provision of housing for it’s inhabitants an important issue, one of the most significant efforts put by the FCT government is the initiate of programmes and policies.
 

Mass Housing in Abuja

There are several mass housing scheme being developed in Abuja at the moment, most of which have be sold off part by part by the Federal government to the private individual or to private investors.

The different mass housing schemes have been grouped into categories according to the initial idea of construction, these include.

1.     Initial government housing scheme

2.     Re-settlement housing scheme

3.     Private intervention housing scheme

1.     The initial government scheme: Includes different mass  housing schemes which were started up from its offset by the government, all the way through the construction stage, up to the finishing, but of recent have been contracted off by the government to the private firms. Mass housing area under this include:

(i)                            Gwarimpa Housing Estate: – Which is the largest house

(ii)                         Federal Housing Lubge

(iii)                       Kado estate

(iv)                       Games village – which was build for 8^th all African games which was held in Nigeria in 2003.

2.     Re-settlement scheme: – The area which had been selected by the government for development of the city of Abuja was already inhabited by the Gbagys, who are the original settlers. Due to this, the settlers had to be displaced from their place of origin and the (FCT) Act of 1976 placed the entire hand mass of the FCT under the control of the Federal Government. After this, the FCT government decided to construct different housing units in different part of Abuja for this original settlers to be relocated and re-settled.

The master plan provided the following options for the relocation of existing residents.

(i)                Relocation outside FCT

(ii)             Relocation within FCT

(iii)           Relocation within the to the villages which already have some of the basic community facilities.

The idea of which was to accommodate the Gbagy people who are the original settlers of the area Abuja and include

–      Kubwa

–      Apo

–      Galuwi/Shere

–      Wasa

–      Anagada

Private intervention scheme: The private intervention schemes are those which from the offset of construction have been handed over to private firms by the Federal Government. In this case the FCT selects an area and sells off plots of land to these private firms at a subsidized rate after which the firm designs and construct the housing units. These include:

(i)                            Sun city – Sun city comprises of apartments buildings, duplex and bungalows.

(ii)                         Sunny ville

(iii)                       Prince and Princess

(iv)                       Katampe Housing Estate

The private intervention usually concern private investors and corporation  who want to see a big return / profit from their development.

CONCLUSION

Despite the effort by the Federal Capital Administration in solving the problem of housing in the FCT and environs, there are several problems which becomes a hindrance to a successful housing deliverance. These includes

·        Affordability

·        Accessibility

·        Lack of infrastructures and supports facilities

·        Variety of housing types

·        Inadequate supply of housing

·        Location of housing

·        The quality of housing etc.

All these problems made it very difficult for the middle class (most times the lower class and middle class) and the lower class inhabitants of the city still live in deplorable condition.

 

REFERENCES

Hardo J.E Caincross S & Saftert in Waite D. (1990) The poor die Young Housing and Health in Third world cities.

Hall, P., Ward C. (1998) Sociable cities: The legacy of Ebenezer Howard England John Wiley and Sons Ltd.

Hoff M.d (2001) Sustainable Community Development: Studies in Economics Environmental and Cultural Revitalization. Florida, Lewis Publishers.

http://abujahouses.com/hot-jabbi-housing-abuja

http://annsagepub.com/cgi/reprint/590/1/35

PERSONAL AND BUSINESS ATTRIBUTES OF A PROFESSIONAL SECRETARY

Introduction- Professional Secretary

A Professional secretary is a person, whose work consists of supporting management, including executives, using a variety of project management, communication, or organizational skills. The role and responsibilities of the Professional Secretary continually evolve and it is crucial that the person given this responsibility is fully aware of the duties they must perform to protect their company and themselves from any penalties. 

The Professional Secretary is responsible for the efficient administration of a company, particularly with regard to ensuring compliance with statutory and regulatory requirements and for ensuring that decisions of the Board of Directors are implemented.

Despite the name, the role is not a clerical or secretarial one in the usual sense. The Professional secretary ensures that an organisation complies with relevant legislation and regulation, and keeps board members informed of their legal responsibilities.

The duties of a professional secretary are usually contained in an “employment contract”. However, the professional secretary generally performs the following functions:

 (1). Secretarial functions:

1. To ensure compliance of the provisions of Companies Law and rules made there-under and other statutes and bye-laws of the company.
2. To ensure that business of the company is conducted in accordance with its objects as contained in its memorandum of association.
3. To ensure that affairs of the company are managed in accordance with its objects contained in the articles of association and the provisions of the Companies Law.
4. To prepare the agenda in consultation with the Chairman and the other documents for all the meetings of the board of directors.
5. To arrange with and to call and hold meetings of the board and to prepare a correct record of proceedings.
6. To attend the broad meetings in order to ensure that the legal requirements are fulfilled, and provide such information as are necessary.
7. To prepare, in consultation with the chairman, the agenda and other documents for the general meetings.
8. To arrange with the consultation of chairman the annual and extraordinary general meetings of the company and to attend such meetings in order to ensure compliance with the legal requirements and to make correct record thereof.
9. To carry out all matters concerned with the allotment of shares, and issuance of share certificates including maintenance of statutory Share Register and conducting the appropriate activities connected with share transfers.
10. To engage legal advisors and defend the rights of the company in Courts of Law.

 (2). Legal obligations of secretary:

1. Filling of various documents/returns as required under the provisions of the Companies Law.
2. Proper maintenance of books and registers of the company as required under the provisions of the Companies Law.
3. To see whether legal requirements of the allotment, issuance and transfer of share certificates, mortgages and charges, have been complied with.
4. To convene/arrange the meetings of directors, on their advise.
5. To issue notice and agenda of board meetings to every director of the company.
6. To carry on correspondence with the directors of the company on various matters.
7. To record the minutes of the proceedings of the meetings of the directors.
8. To implement the policies formulated by the directors.
9. To deal with all correspondence between the company and the shareholders.
10. To issues notice and agenda of the general meetings to the shareholders.
11. To keep the record of the proceedings of all general meetings.
12. To make arrangement for the payment of the dividend within prescribed period as provided under the provisions of the Companies Law.

(3). To maintain the following statutory books:

• The register of transfer of shares;
• The register of buy-backed shares by a company;
• The register of mortgages, charges etc.;
• The register of members and index thereof;
• The register of debenture-holders;
• The register of directors and other officers;
• The register of contracts;
• The register of directors’ shareholdings and debentures;
• The register of local members, directors and officers, in case of a foreign company;
• Minute books;
• Proxy register;
• Register of beneficial ownership;
• Register of deposits;
• Register of director’s share holding; and
• Register of contracts, arrangements and appointments in which directors etc are interested.

(4). Other duties:

The professional secretary usually undertakes the following duties:

(a) Ensuring that statutory forms are filed promptly.

(b) Providing members and auditors with notice of meeting.

(c) Filing of copy of special resolutions on prescribed form within the specified time period.

(5). Supplying a copy of the accounts to every member of the company, every debenture holder and every person who is entitled to receive notice of general meetings. You must send annual audited accounts.

(6). Keeping or arranging for the having of minutes of directors’ meetings and general meetings.Apart from monitoring the Directors and Members minutes books, copies of the minutes of board meetings should also be provided to every director.

(7). Ensuring that people entitled to do so, can inspect company records.For example, members of the company are entitled to a copy of the company’s register of members, and to inspect the minutes of its general meetings and to have copies of these minutes.

CONCLUSION

The role of a professional secretary can not be over emphasize in any organization as they are responsible for the efficient administration of a company, particularly with regard to ensuring compliance with statutory and regulatory requirements and for ensuring that decisions of the Board of Directors are implemented.

 

REFERENCES

Roles of a secretary retrieved from https://www.linkedin.com/pulse/ 20140618184048-82463117-role-and-duties-of-a-company-secretary

Neil Kokemuller (2007): Roles of a secretary. Iowa State University, USA.

“Secretary Job Information | National Careers Service”. Nationalcareersservice.direct.gov.uk. 27 January 2012. Retrieved 3 February 2014.

“Secretaries and Administrative Assistants : Occupational Outlook Handbook : U.S. Bureau of Labor Statistics”. Bls.gov. 29 March 2012. Retrieved 8 December 2013.

 “Secretary – Definition and More from the Free Merriam-Webster Dictionary”. Merriam-webster.com. 31 August 2012. Retrieved 3 February 2014.

Scot, Barbara (September 29, 1967). “Secretaries wanted across the Atlantic”. The Glasgow Herald. p. 9.

International Airlines To Reduce Flights To Nigeria

International Airlines

This is in response to the government’s new directive limiting the ability of investors to repatriate profits they have made in the country.

The Central Bank of Nigeria (CBN) had earlier this month issued a new directive prohibiting investors from exchanging billions of naira they have accrued into dollars and repatriating it. This new measure automatically created a scarcity of foreign exchange and has limited Nigeria’s appeal as an investment destination.

The International Air Transport Association (IATA), unhappy about the directive, pleaded with the CBN governor, Godwin Emiefele to intervene in the matter and make dollars available to the airlines.

International airlines have also met with the transport minister Rotimi Amaechi and urged him to look into their case.

Exasperated with the government, the airlines have decided to act and as from March 2016, British Airways plans to reduce its flights to Nigeria by bringing in smaller aircraft.

Other foreign airlines may either change their aircraft type or reschedule and reduce the number of flights to Nigeria. Those which are not major players in the Nigerian market may stop flights to the country altogether.

A source from British airways said: “Some parents whose children are in school overseas are considering withdrawing them as our economy, which has become the strongest economy in Africa is grinding to a halt. We don’t want to make our plan to reduce operations public because we don’t want to cause any panic.”

The source also suggested that CBN should endeavor to provide foreign exchange to the essential service sector so that the economy would not grind to a halt.