CHAPTER ONE
1.1   GENERAL BACKGROUND OF THE STUDY
          In the olden days, people hunted and farmed for food, made cloths and built shelter. Some other do certain things better than others. For instance, some people were better at making cloths while others were better at farming. As a result, most people began to do the type of work they did best. Then they traded food, cloths and other things they produced with their neighbours. This was the era of barter trade. But with time people began to travel far and wide to find what they want and exchange it for what they have. Business exists all over the world but not exactly the same way in every country. In places where people are local farmers, business is a simple process but where others industries exist, business activities are complicated.
          Coordination and leadership are intimately bound as each affects the other. One cannot achieve coordination without effective leadership. Together they ensure that all efforts are channeled effectively towards the right goal. Some authorities such as Money and Reilly regard it as the first principle of organization while Koonzt and his Associates prefer to call it the essence of Management and regard each of the Managerial functions as an exercise in coordination. No matter how a firm originated, its functions must be effectively coordinated.
          People cannot be compelled to cooperate. As a result, the right environment for the exchange of information is required. There are many conflicts, which can arise between Management and the workers, and they must be smoothed out and if to use Fayol’s phrase, enspirit de corps can be attained, problems can be more easily overcome.
          They evaluated the contributional capabilities and shortcomings of subordinates with a view to know their performance. The result received will be the bases of promotion, recommendation for promotions or dismissal as well. There is no other to this if not through hid out, displayed positive and negative attributes. It is no gain saying that the performance appraisal is invaluable planning, coordination, policy formation, decision-making and controls. The employees on the other hand engage in co-workers supervision and managers so they are totally ignorant of the rating of these people.
          Since formal performance of the Management is used for most appointments. And employees of human resources being the most important asset of the organization manager and supervisors must exercise utmost care in doing this. This is because when a good staff finds out that he is poorly assessed; it will for sure affect his morals and attitude to work. This will result to lowered productivity.
          Robert Stolz, a management consultant believes and rightly say that with a right kind of evaluation a real industrial need is fulfilled and staff are carried out in organization for administrating, informative and motivational purposes. Formalized evaluation permits an orderly and rational way of determining promotion, salary increases, transfers training needs, potentials retrenchment, reassignment, termination of appointment etc. It is against this background that the researcher wants to delve into the evaluation of the effect of Management Performance in an organization; ANAMCO, ENUGU DISTRICT.
 1.2            PROBLEMS ASSOCIATED WITH THE STUDY
For an organization to achieve its goals and objectives, the effect of Management is sine qua non. Favouritism, nepotism and low manpower utilization prevails the rank and file of Government Parastatals thus cultivating inefficiency.
One major factor is under development, Nigeria arises from the culpable distortions in our manpower utilization. In organizations, there are many square pegs in round holes most times; leadership is generally inefficient because our manpower selection is subjective.
Public officers are chosen in political basis, appointment, social connection, sycophancy and even blood relation. Despite the abundance of competent manpower, mediocrity has taken over. More so, we observed escalating frustration, rehabilitating internal policies and low productivity everywhere.
This results to why over 75% of the civil servants idle away time at offices if ever they come. They perceive their place of work as a place to collect monthly salaries and allowances without conscientiously.
This study wants to know whether the management and the supervisory staff are living up to their obligation.