Organisational Relationship

Organisational Relationship: The different level of personnel

of within an organisation, have different forms of coordinated
relationships directed towards the achievement of the
organisation objectives.
These forms of relationship are classified into:
1. Line relationship
2. Staff relationship
3. Functional Relationship
4. Lateral or Horizontal Relationship
5. Formal Relationship
6. Informal Relationship

Line Relationship: It is a type of relationship that exist

between Superiors and his subordinates. Each subordinate
understands whom he or she should report to. However line of
authority is limited to just one function.

Staff relationships: Staff assistants to the executives do not

have authority assigned to the executive positions but when
delegated by his/her superior, the authority can be exercised
on behalf of the superior.

Functional Relationship: Executives have line authority over

personnel in their functions, that is their oversight functions are
only limited to their departments.
Lateral or Horizontal relationship: They are relationships which
exists below executives with the same authority.
Formal Relationships: It is an inbuilt direct line of authority in
an organisational structure. Most times this line of control are
inflexible.
Informal Relationship: These are relationships which exist
between individuals and groups of person in the same
department or in different departments with similar interest and
ideas, not built into the formal structure of the organisation.

Management in Extension Organisation

Management is the process of designing and maintaining an
environment in which individuals working together in groups
efficiently accomplish selected aims.
There are some necessary skills required of managers of
extension organizations, which include
Managerial skills- Technical skills
Human skill
Conceptual and Design Skills

Technical skill: This is knowledge and proficiencies in

activities involving methods, process and procedures. That is
working with tools and the use of specific techniques to do a
job.
Human Skill: This is the ability to work with people to
facilitate collective effort in an environment where people are
secured and free to express their opinions.
Conceptual and Design Skills: Ability of the Manager to
identify significant elements in a situation and to understand
the relationships among the elements.
Discerning farmers' problems and proffering solutions to them
in the existing social, economic and political milieu, through
thorough analysis of the information at his disposal.

Principles of Management
Principles are foundational bases for the conduct of activities in
any organisation. Principles of management should not be
absolute and useable in changing and special conditions.
Principles of Management:
Division of work: This stem from the assumption that breaking
down work into smaller units of activities help individuals to
focus on them and also facilitate their skills in doing such
activities.
Authority and Responsibility: Authority is the power inherent
in a position while responsibility is what he uses the authority to
accomplish.

Discipline: Discipline is a respect for agreements, which are

directed at achieving obedience. However to enforce
discipline, rules and regulations of the system should be made
explicit for all to know. Superior to implement discipline must
have a high moral justification to do so.
Unity of command: Employees should receive orders from one
superior officer only and should thus, be directly responsible
to one superior officer per time, to prevent clash of
instructions.
Unity of direction: Each group of activities with the same
objective must have one head and one plan, however decision
should not be taken at the top alone.

Subordination of Individual to General Interest: Individual

agenda and plan must be subjected to the interests and welfare
of the organization to enhance commitment and reduce
interference of individual beliefs, perception with
organisational goals.
Remuneration: Remuneration and methods of payment should
be fair and commensurate to services rendered to facilitate
possible satisfaction in employee.
Centralization: This refers to the extent to which authority is
concentrated or dispersed. Agricultural extension organizations
which enjoy high managerial influence have capacity to face
emergencies

Order: This include materials and social order. People and resources must
be organized to prevent confusion.
Equity: Managers should ensure kindness and fairness in their dealings
with subordinates, to elicit loyalty and devotion from personnel.
Stability of Tenure: Rate of staff turnover should be reduced to the
minimum, to ensure staff stability on their jobs.
Espirit de corps: There should be team work premised on robust
communication.
Initiative: Subordinates should be given the leverage by managers to
exercise their initiatives.
Scalar Chain :This principle assumes a chain of superiors from the highest
to the lowest ranks.

Managerial Functions in an Agricultural Extension

Organisation
Planning
Organizing
Staffing
Supervision
Controlling

Planning: Planning involves the selection of mission and

objectives and the action to achieve them. It involves
decision making , that is, making choices of future lines of
action out of a pool of alternatives

Organising: This is establishing a planned structure of roles

for people to fill in an organization.

Staffing: Staffing involves filling and keeping filled, the

position in the organizations structure.

Supervision: This involves influencing people so that they all

contribute to organization and group goals. It has to do mainly
with the relational aspect of managing. Leadership involves
motivation, leadership styles, approaches and communication