The main theme of this book is to provide a critical analysis of the "Nigerian dependent management and leadership development in the post world war II colonial Nigeria". (1945-to-1960) and beyond, using foreign fi rms-global/multinational and transnational corporations; U.A.C., SHELL, NNPC and OPEC. All these foreign fi rms have their parent companies resided in their foreign countries of origin (advanced metropolis) and have their subsidiaries or peripheries all over the global communities of under¬developed and developing economies. Paradoxically, the book was generated by on-going political, economic concern and controversy with the fate of the struggle and quest for economic liberation in the third world-under-developed and developing countries of Africa, with direct specifi c studies of the "Nigeria dependent management and leadership development", predates, from 'pre and post' colonial era of the British colonial rule in Nigeria. The book further focuses, elicits and elucidates the third world dependent development. International Political Economy and Global/Multinational-Transnational Corporations, economic and political roles in Nigeria's 'agricultural and oil' base economic factors, by using Nigeria raw materials/natural resources to produce into fi nished products. The profi ts maximization, surpluses and heavy taxation realized through levied and derived from the genesis of the raw materials, making it into complete fi nished products, from the subsidiary country Nigeria, by the British global/multinational corporations of (U.A.C.) the United Africa Company, on the poor peasantry/farmers were been appropriated, expropriated back to the U.A.C's parent company in the United Kingdom's ministry of food and supply. The other raw materials/natural resources of the crude petroleum/oil manufacturing economy were been monopolized by the "SHELL" Oil Royal Dutch of Netherlands and British "SHELL" post emerged, based on the concession signed in Britain, as the British government during colonial rule in Nigeria discovered crude oil segments deposits, in the today's south-south at Oloibiri in 1956, province/region in the today, south-south of eastern Nigeria. The "NNPC" the Nigeria indigenous oil transnational corporation, represented the Nigeria federal government crude oil reserve ownership of 55 % (in a shared venture, with "SHELL" British Petroleum and her partner of the Netherland Royal Dutch Oil Co-"SHELL"- "SHELL" owned 30 %) and profi ts made by "SHELL" was transferred to the "SHELL" parent oil Co, Headquarters at Hague, Netherland; Finally, the "OPEC" relationship with Nigeria, and the world oil market, emerged as the oil giant (developing oil organization) permanent inter-governmental organization, seemed competitively world oil organization, bailed out the global oil community in terms of world oil market stock exchange crashes and recessions; global oil gluts, oil embargos, regional civil wars and unrest threatened "OPEC" oil production, intercepts in bailing out the global oil community, via by optimal production and supplies was apparent in "OPEC" sustainability growth and reinforce the world oil market business continuity. "OPEC" main theme was apparently formed to stabilize and fi x oil prices, amongst the member 12 oil producing and exporting countries from the third world. Assist the member oil producer member countries to produce oil in a quota basis system to prevent any oil price manipulations, intimidations, exploitative mechanism of oil sales malpractices and price anomalies.

The Nigerian Dependent Management & Leadership Development In The Post World War II Colonial Nigeria

By Anthony Kenechukwu Offu Sr.

AuthorHouse

Copyright © 2013 Dr. Anthony Kenechukwu Offu Sr.
All right reserved.
ISBN: 978-1-4772-9432-1

Contents

ACKNOWLEDGEMENTS......................................................................................................................................................................................................................................1PREFACE: By: Dr. Anthony Kenechukwu Offu. Sr..........................................................................................................................................................................................................5ABOUT THE AUTHOR......................................................................................................................................................................................................................................27STATEMENT OF OBJECTIVE:...............................................................................................................................................................................................................................28HYPOTHESIS............................................................................................................................................................................................................................................29INTRODUCTION..........................................................................................................................................................................................................................................30(A). LEADERSHIP/MANAGEMENT THEORIES/MODELS:...........................................................................................................................................................................................................30(B). DEVELOPMENT/MODERNIZATION THEORIES/MODELS:.......................................................................................................................................................................................................30(C). DEPENDENCY AND MODIFIED DEPENDENCY THEORIES/MODELS:..............................................................................................................................................................................................30THE GENESIS OF THE U.A.C. AND THEIR ECONOMIC ROLE IN THE PRE-WORLD WAR 11 COLONIAL NIGERIA............................................................................................................................................................45THE U.A.C. AND THE DEVELOPMENT OF THE MARKETING BOARD SYSTEM IN THE POST WORLD WAR 11 COLONIAL NIGERIA: BOARDS ECONOMIC INEFFECTIVENESS AND U.A.C.'s EXPANSIONISM IN THE CONTEMPORARY NIGERIA.(1947-2012).............................................62THE "U.A.C" CURRENT OPERATIONS, EXPANSIONISM & NIGERIAN INVESTORS POSITIVE UPWARD ADVANTAGE:..........................................................................................................................................................65THE DEVELOPMENT OF CRUDE PETROLEUM AND PETRO-CHEMICAL GAS/NATURAL GAS: THE FOREIGN MULTI/TRANSNATIONAL CORPORATIONS; HELL, NNPC, AND OPEC. THE (BRIEF) HISTORY AND ECONOMIC ROLE. (THE NIGER-DELTA REGIONS OF NIGERIA:................................74"SEE THE "PHOTO AND THE MAP" OF THE NIGER-DELTA REGION OF NIGERIA"....................................................................................................................................................................................76"THE SHELL ROYAL DUTCH OIL FIRM IN NIGERIA. OR SHELL PETROLEUM DEVELOPMENT CORPORATION, Plc. IN NIGERIA"..............................................................................................................................................77The BRIEF HISTORY & DISCOVERY OF THE "SHELL" ROYAL DUTCH OIL FIRM IN NIGERIA"/OR THE "SHELL" PETROLEUM DEVELOPMENT CORPORATION, plc IN NIGERIA........................................................................................................78"NIGERIAN NATIONAL PETROLEUM CORPORATION"(NNPC) plc...................................................................................................................................................................................................109"SEE PHOTO's BELOW OF THE "NNPC TOWER HEADQUARTERS IN ABUJA/OIL AND GAS PIPELINES-VENTURES", "EXPLORATION AND PRODUCTION" UNITS AND THE NIGERIAN NATIONAL PETROLEUM CORPORATION(NNPC) "LOGO"..........................................................109THE IN-DEPTH DISCUSSION OF "ANTI-CORRUPTION AGENCIES": "TRANSPARENCY AND ACCOUNTABILITY"..............................................................................................................................................................116"TRANSPARENCY INTERNATIONAL—(TI), EITI & EFCC"..................................................................................................................................................................................................116AUTHOR'S HISTORICAL, CONCEPTUAL PARADIGM & METHODOLOGICAL FRAME WORK & PRACTICAL ANALYSIS:............................................................................................................................................................116ROLE/GOALS AND OBJECTIVES:............................................................................................................................................................................................................................117THE "EFCC" NIGERIA ECONOMIC AND FINANCIAL CRIME COMMISSION"...........................................................................................................................................................................................119(CONTD). "TRANSPARENCY/ACCOUNTABILITY": GOALS, OBJECTIVES-AND ACCOMPLISHMENTS IN THE NIGERIA ECONOMY, TODAY: (TI, NEITI & EFCC).......................................................................................................................121"GAS PRODUCTION IN NIGERIA". (DOWNSTREAM SECTOR)......................................................................................................................................................................................................155THE INTERNATIONAL/AFRICAN COAST GAS PIPELINE: THE NIGERIA AND BEYOND WITHIN AFRICAN COAST.............................................................................................................................................................169REFINERIES: "PROBLEMS IN THE URBAN CITIES AND LOCAL NIGERIA"..........................................................................................................................................................................................171"MAJOR ISSUES AND NIGERIA'S FEDERAL GOVERNMENT'S INTERVENTION TO AMELIORATE THE NIGERIAN MASSES"......................................................................................................................................................173"POTENTIAL CONTINGENCY AND CONSEQUENCES OF THE DOWNSTREAM SECTOR OF THE NIGERIA's ECONOMY"............................................................................................................................................................175DOWNSTREAM SECTOR: AUTHOR'S SUGGESTIVE REALITY........................................................................................................................................................................................................178(2.) NIGERIA: A WAY FORWARD TOWARD ADDRESSING ECONOMIC STAGNATION, VOLATILITY, DEPRESSION AND EXTERNAL DEBT. (BRIEF ANALYSIS).........................................................................................................................185(3.) CONTINUING ISSUES UNDERLYING THE MILITANCY IN THE NIGER-DELTA....................................................................................................................................................................................188OPEC-"ORGANIZATION OF PETROLEUM EXPORTING COUNTRIES"..................................................................................................................................................................................................193(1). SEE "PHOTO's" (FIRST PHOTO ATTACHMENTS) and "SEVERAL.............................................................................................................................................................................................193ATTACHMENTS OF OPEC SUMMITS; 1ST IN BAGDAD-IRAQ; GENEVA, SWITZERLAND; VIENNA, AUSTRIA and CARACAS, VENEZUELA..........................................................................................................................................193(2). SEE PHOTO ATTACHMENT OF THE "OPEC's" INCUMBENT PRESIDENT & SECRETARY GENERAL, 2012; OPEC HEADQUARTER'S, MANAGEMENT AND ADMINISTRATIVE BUILDINGS IN VIENNA, AUSTRIA...............................................................................193NIGERIA HISTORICAL BACKGROUND AND CURRENT STATISTICAL DATA RELATIONSHIP WITH OPEC.....................................................................................................................................................................201SEE 2nd PHOTO ATTACHMENTS "NIGERIA and OPEC" RELATIONSHIP"............................................................................................................................................................................................202OPEC-CURRENT MEMBERS..................................................................................................................................................................................................................................209OPEC and OIL EMBARGO-"YOM-KIPPUR WAR" OF OCTOBER, 1973................................................................................................................................................................................................214BACKED OUT FORMER MEMBERS:............................................................................................................................................................................................................................219SEE "PRIOR GRAPH TABLE-FIGURE-2.53" FOR THE COUNTRIES, WHICH BACKED OUT OF OPEC. ORGANIZATION.........................................................................................................................................................219OPEC-ECONOMIC SUSTAINABILITY:.........................................................................................................................................................................................................................220OPEC QUOTA's PRODUCTIVE CAPACITY......................................................................................................................................................................................................................221OPEC—FUTURE PROSPECTS, GLOBALLY:................................................................................................................................................................................................................233(A). OIL MULTI/TRANS-NATIONAL CORPORATIONS: ECONOMIC AND POLITICAL ROLES AND POST-INDEPENDENCE NIGERIA. (CONTROL OF NIGERIA'S OIL ECONOMY)............................................................................................................240(B) THE CONTROL OF NIGERIA'S OIL ECONOMY AND OIL MULTI/ TRANS-NATIONAL CORPORATIONS...................................................................................................................................................................243THE NATION-STATE, NIGERIA REVISITED IN A SOCIO-ECONOMIC CONCEPTUAL PERSPECTIVE: AN INDEPTH METHODOLOGICAL FRAMEWORK AND PRACTICAL ANALYSIS OF "SAP" IN THE NIGERIA MACROECONOMIC VIEW.................................................................268(IV). THE MAJOR CRUCIAL PROGRAM POLICY ABOUT "SAP" STRUCTURAL ADJUSTMENT PROGRAM......................................................................................................................................................................276(V). AUTHOR STUDY OF "SAP" PROGRAM IN THE NATION-STATE, NIGERIA.......................................................................................................................................................................................278VII. THE "SAP" CONCEPTUAL & ANALYTICAL FRAMEWORK......................................................................................................................................................................................................281CLASS CONFLICT: CONSEQUENCES OF THE NIGERIA'S OIL WEALTH ECONOMY......................................................................................................................................................................................301COMPREHENSIVE ANALYSIS OF THE OIL INDUSTRY IN NIGERIA AND "PIB" PETROLEUM INDUSTRY BILL OF 2008, STILL AWAITING NIGERIA UPPER LEGISLATIVE (NATIONAL ASSEMBLY)-"SENATE AND FEDERAL HOUSE OF REPRESENTATIVES" OVERALL BILL APPROVAL.....................306(A). CONSEQUENCES OF THE NIGERIA'S OIL WEALTH ECONOMY:................................................................................................................................................................................................325(B). PERSONAL PROFILE & PROFESSIONAL BIOGRAPHIC HISTORY...............................................................................................................................................................................................353THE OUTBREAK OF THE NIGERIA-BIAFRA CIVIL WAR. (1967-TO-1970)..........................................................................................................................................................................................358THE EFFECTS OF THE OIL BOOM ECONOMY (1975-76).........................................................................................................................................................................................................358THE TWO CRUCIAL BOOK INTERVIEWS.......................................................................................................................................................................................................................369"CONCLUSION"..........................................................................................................................................................................................................................................394THE BIBLIOGRAPHY/CITATIONS:...........................................................................................................................................................................................................................508NIGERIAN GOVERNMENT REPORTS...........................................................................................................................................................................................................................535

Chapter One

PART. B.

STATEMENT OF OBJECTIVE:

The aim of this book is to provide a critical analysis of the Nigerian leadership and management dependent development in the post World War 11 colonial Nigeria(1945- to -1960) and beyond, using foreign firms-multi/trans-national corporations; U.A.C., SHELL, NNPC, and OPEC. All these foreign firms have their parent companies resided in their foreign countries of origin and have their subsidiaries all over the global communities-under-developed and developing economies. The United African Company, (U.A.C.) parent company is located in the United Kingdom, and works in association with the British Ministry of Food and Supply. The "SHELL" crude petroleum and petro-chemical gas/natural gas companies are owned by the Netherlands Royal Dutch of Western Europe, in the later years during which trading monopoly became more serious and surpluses and profit maximization were becoming apparent, other European merchants counter parts emerged, as the trading monopoly continued to be lucrative paving way, for possible merging amongst these foreign competitors. The British purchased few crude oil stocks and share holdings making it inevitable for British owning part of SHELL, and joined with the SHELL Netherland Royal Dutch, the SHELL/British petroleum. The Nigerian National Oil Company(NNOC) is an off-shoot of the SHELL petroleum development corporation of Nigeria (SPDC), also part of the SHELL, named "NNPC" the indigenous Nigerian National Petroleum Corporation, formed in April 1977, became the Nigerian based largest indigenous ownership of the crude oil reserve and export revenue earning in today's Nigeria. Finally the Organization of petroleum exporting countries, known as OPEC, formed in the September, 1960, by 12 member oil producing and exporting countries, both developing and developed oil producing countries. OPEC seemingly an oil international manager, whose primary responsibility is to stabilize oil prices, encourage increased oil production amongst member oil cartel producing states, especially during the period of civil wars, civil unrest, regional states protest resulting from social and class conflict by the arsenal peasantry crude petroleum producers claiming they were severe cases of inequalities in their average "income per capita continued to be low, protest against foreign firms whom in the low level class producing peasants are resentful of inadequate and wages compensation from the federal government and the foreign firms who have been constantly been accused of instigating class war fare between several social classes in the population, from the upper-Nigerian bourgoeisis class who protect the interest of the foreign firms, at the expense of their capitalist and imperialist income and revenue surplus exploitation, as we shall see in the following chapters the Socio-economic-"Class Conflict"-exacerbated and aggravated massive unemployment, explosive inflationary levels in the major economic factors of the hydro-carbon energy sectors of the Niger-Delta Regions, plagued by abysmal poverty, as each level of social and economic class national levels exploited and manipulated each other interest for financial and economic selfish aggrandizement and finally the international financial third world depression, stagnation, volatility, slow & low economic growth, as the nation-state, Nigeria's economic status surges.

HYPOTHESIS

This book will explore the genesis of the leadership and management style and pattern, the development and dependency of the Nigerian economy from the agricultural sector (food and cash crop economy) to the crude petroleum, petro-chemical/natural gas economy which alienated Nigeria's economy into international capitalist monopolistic exploitation.

Nigeria's leadership/management dependency development further created massive abject & corrosive poverty, mounted population starvation, agricultural and oil "leadership & management" dependency and under-development, spilled out of control resulting from managerial/leadership corruption at explosive level, civil unrest and inter-tribal ethnic feudal stagnation, unrest and lack of high-tech ideas, (stemmed from pre-and post colonial era) since the attainment of independence( in October 1st, 1960 from British government) to the contemporary.

The Nigeria's leadership and management regimes of the military dictatorship and civilian democratic corrupt ruling system were characterized by marked management corruption from upper level to the down-trodden citizen of Nigeria. Such corrupt management and leadership military regimes were heightened during Sani Abacha and military administration respectively, blatantly refused "Transparency and Globalization-" policy initiatives and Nigeria during his ruling tenure had no foreign policy/external affairs cabinet.

CITATION: From African Studies Quarterly, Online Journal, published by University of Florida Press. Dr. Ebenezer Okpokpo's article entitled, "The challenges facing Nigeria's foreign policy in the next millennium" Nigeria had used domestic policy agenda and replaced foreign policy initiatives, albeit making the image of Nigeria during their regime, an international political mockery in the global international community. According to Ebenezer Okpokpo, quotes, "successive military dictatorships in Nigeria have used the Africa cornerstone slogan to lure complaint like-minded African regimes to support their unpopular regimes". He stressed that was the price Nigeria had to pay for the support of dictatorial African States. His contention was that since Nigeria is practicing democracy they need to embrace it, via verbal and backed by action.

INTRODUCTION

(A). LEADERSHIP/MANAGEMENT THEORIES/MODELS:

(B). DEVELOPMENT/MODERNIZATION THEORIES/MODELS:

(C). DEPENDENCY AND MODIFIED DEPENDENCY THEORIES/MODELS:

The genesis of this chapter clearly focuses on the introductory-theories and models; conceptualized analysis and practicability of these theories to the book topic entitled, "The Nigerian leadership and management dependent development in the post world war 11 colonial Nigeria". (1945-1960).

It will also explore different organizational and social science; dependency and developmental; social science theorists school of thoughts and their theoretical and analytical conceptual perspective, explaining which of these theories are realistically appropriate, suitable and practicable to their ideological thinking.

Finally, in the author's conclusive reality will examine the ideological pros and cons of these theories to see which theories applies best to the Nigerian affore-mentioned topic in the Nigerian case study.

First, from the advanced leadership and management perspective, both theoretical concept and models of the afore-mentioned disciplines, are synonymous to a degree, perhaps, 80 percent similarity and 20 percent in contrast. In author's scholarly opinion, viable perspective and scholarly judgment with empirical research of the leadership and management conducted by one of the most known contemporary exponent theorists in the Organizational Science behavior named Fred Luthan.

CITATION: Fred Luthan, argued in the one of his theory in the "Organizational Science behavior" quotes, "leadership and management" are not all that similar, but most probably to some degree and accepted universally by the organizational science intellectual community" 2005, his concept of leadership model has generated a lot of criticism, especially from the traditional leadership/management school of thoughts, with their empirical evidences, which supports their assertions that Luthan's ideological thinking is obsolete, and quest for his concept in the contemporary leadership behavioral approach.

Second, in my empirical research, The "Author", observed an interesting proposition which espoused the "leadership and management" literature are indeed very synonymous" as a scholar professional of organizational and social science, as well as an International Political Economist. In Dr. Offu's empirical research and studies "a number of brief civil and semi-middle-class while the author was travelling via, "Newyork City Subway train system called metropolitan transit authority (MTA)", the ex-military leaders were empirically sampled in the areas of leadership and management of people and staff". It became clearly noticed during this survey that leadership and management are interwoven with minor differences and similarities which will be later identified through graphic surveys and figures/text between these two interesting phenomenal disciplines.

The major areas of conceptual and theoretical analysis are basically seen in the areas of discharging assignments and duties; as well follower objectives.

Leaders and managers, by virtue of their positions are mandated with self-discipline and problem solving abilities in terms of organizational productivity and task-oriented to provide a comfortable environment for their people and staff. These people are the loyalist/followers, subordinates, substitutes, visionaries, decision-makers, focused task-subordinates managers, substitutes—team players, organization of effective staff and finally, lifting peoples morale during crises and intervention leadership and management situations.

A number of organizational behavioral social science scholar professionals, propounded series of theories, models, approaches, methodological frame work, conceptual analysis and the applicability in our modern day setting. Contemporary challenges makes the organizational growth and task-oriented achievable goal very competitive and sporadic, few of these anomalies ranges from financial improprieties and corporate frauds making the entire leadership and management disciplines appearing like "a Lagoon". A wall-street business corporate contemporary "fortune 500 corporations" is a case in point. This type of business practices at a higher corporate level signals the moderate failing companies thriving at the expense of the affluent organizational setting. The key tenet here is not to provide a financial windfall for the poor thriving companies, due to financial anomalies of the affluent companies nor to close the gap between the rich and poor organizations. Instead we are espousing the theoretical and conceptual understanding which will inevitably enable us to understand the practicability of these theorists models and theories in the relationship to the leadership/management studies.

Third, it will be professionally and scholarly unfair for the reader, if we are unable to define or re-define the concept of leadership/management prior to continuity of the leadership/ management studies.

Leadership/management denotes a process by which one individual influences and manages others or people toward attainment of a group or organizational goal. Leadership cannot necessarily thrive without a leader, or vice versa a task manager. It's a social influence process.

CITATION: As John Maxwell (an author/scholar professional) in his book, entitled, "Developing the leader within you". 1979, (Newyork times best sellers list), examines a simple definition of leadership and its characteristics influence. According to Maxwell, "Leadership/management elicits voluntary action on the part of the leadership followers". The voluntary nature of the compliance differentiates leadership from other types of influence based on the former authority. From this theoretical analogy, we can infer that leadership or management results in the followers/task-oriented managers and subordinates behavior which purportedly goal oriented directives and achievable purpose in the area of organizational setting.

Many albeit, not all studies and concepts of "leadership & management" in the organizational setting proves the same empirical research result, but majority of the outcomes are basically result-oriented and achievable goals attained, with different methodological frame of work and using available research methodology tends to prove the same result, which the Author tends to lean on the Fred Luthan's critical approach with his empirical research result somewhat even, with his intellectual critic that his empirical evidences has been obsolete. In my viable opinion Fred Luthan assertion is still a usable tool for empirical research in the organizational setting and will prove the same result outcome, upon used in the contemporary empirical research methodology and his organizational behavioral-genius/ expert or his intellectual rivalry will still make his empirical research study a subject of unhealthy scholarly research work.

My obvious contention is that whether Fred Luthan's empirical research study has generated a lot of controversy and quest for organizational science transparency, is scholarly baseless by his critics from modern school of thoughts, as long as his empirical reasons and result are ultimately the same goal oriented and achievable result attained as per the organizational setting behavioral tendencies.

Another contemporary theorist/empirical researcher, "named Fiedler, of the late 1960's-1970's, contends that his theory and backed by the empirical evidences sees the leadership/management approach and practice "maximizes effectiveness, efficiency and boost productivity, if his theory and approach of contingency/situational concept" are applied in any given organizational setting. Other theorists, such as "Burns" supported Fiedler's assertion of favorability determines the effectiveness and functionally productive of a leader if comfortable environments or moderately favorable circumstance are prevailent.

Other organizational theorists are "Vroom-Yetton-Jaggo and Philip Yetton", 1973's theories of "Decision-Making" models of leadership and management.

Fiedler, specifically along with Burns, unlike others closely unacceptably empirical research result-oriented evidence did not gain universal scholarly applause, in actual practicability, instead the organizational theorist scholars accepted the two formers as opposed to the later ones, in areas of practicality, workability and productivity with proven empirical evidences.

Fiedler, clearly examines how contingency or situational factors interact with other leadership paradigms, like "Trait and behavior" to influence leadership/management effectiveness. The theory basically espouces that the `favorability' of the situation as earlier identified determines the effectiveness of—task person-oriented leader/task manager behavior, as well as the organizational productivity. Fiedler, Fred was able to elucidate both task-oriented leader/task manager as more effective when situation was either favorable or unfavorable but person-oriented leader was more effective in moderate favorable situation. Albeit, Fred Fiedler's approach toward contingency/ situational situations has been under "transparency for criticism on both conceptual and methodological grounds by other empirical research theorists. Empirical research however, has supported many of the specific propositions of the theory, and its effectiveness contribution in the scholarly community.

CITATION: From Administrative Science Quarterly, article, entitled, "Leadership/ Management behavioral Studies" by Fred Fiedler and Robert House; 1971.

Other interesting organizational science theories are propounded by "Path Goal" theory tends to support `subordinates' as imperative with transformational nature on result oriented and productive capacity rewards elucidates both "transformational and transactional" models and theories which in any effect influence staff productivity, output, planning and punishment; these paradigms ostensibly, clearly provides similar on both leadership and management, both in developing and developed economies, organized societies, as well as the people/governance and the government in power of the leadership/management positions.

Management in its brief unique parlance, has( 20 percent) few differentials in comparable to the leadership conceptual methodological frame work takes subordinates as subliminal—or direct subordinates on the task-oriented goal ahead to achieve a desired success, blaming subordinates for company's shortfalls-eventful collapse, contribution of professionally trained acquired to up lift staff company's morale, and ways of revamping, improving deficiencies in company's policy, organizational policy to avoid further or future collapse occurrence.

The control of the organizational setting is the managerial control, ability to promote individual reward and unleashes blames to task-assigned employees for failure to or lack of low productivity and organizational growth. The organizational setting due to its nature provides comfortable environment and job description as per company's rules and regulations. In other to operate task managers are mandated to provide staff with standardized company's policy agenda, unlike "leadership concept" (set by the organizational chief executive officer-CEO and appointed board of directors) set by the company or the organization upon which to operate and even management styles and patterns of leadership.

(Continues...)

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