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APPRAISAL OF STAKEHOLDER MANAGEMENT PRACTICE IN TERTIARY EDUCATION TRUST FUND (TETFUND) CONSTRUCTION PROJECTS

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ABSTRACT

Several researchers have identified the importance of managing stakeholders as major criteria for determining project success Project success has now extended beyond completing projects within budgets, schedule and set standards as traditionally viewed Satisfying key stakeholders is another criteria used in evaluating project success, thus stakeholder management is an important aspect of project management In Nigeria, studies conducted in the research area have not assessed the adoption of stakeholder management Therefore, this study appraises the concept in TETFUND construction projects Interviews were conducted with project managers that have managed TETFUND construction projects in higher institutions Comparative content analysis was used for analysing the interview responses The results show the level of awareness and application of the concept within the firms; communication identified as the major tool for managing project stakeholders; and the major barriers encountered in managing stakeholders Despite the awareness and acknowledgements of the importance of managing stakeholders, there is no proper adoption of the guidelines for stakeholder management as stated in literature The study recommends that proper adoption of stakeholder analysis and engagement steps should be embraced by consulting project management firms in managing project stakeholders.

CHAPTER ONE

INTRODUCTION

1.1 Background to the study

The development of every country directly depends on its construction as it provides fixed assets and serves as a major aspect of production to other sectors of the economy. The construction industry helps in providing infrastructures that improve the life of its citizens. The Nigerian Construction Industry NCI is not an exception as it contributes to the nations economy. Yet, the NCI is coupled with challenges in terms of servicing and satisfying its clients needs Kolo and Ibrahim, 2010. Ajayi et al. 2010 attributed disagreement among participating parties as one of the reasons for project failure in Nigeria while Onarinde 2011 further pointed out that the Nigerian Construction Industry NCI has not fully been able to embrace the vast importance of managing stakeholders involved in projects. This could be as a result of its complex nature, size and other challenges that it is facing in satisfying its customers.

The importance and role of the industry to other sectors of the economy makes it to have different stakeholders with wide range of interests that need to be managed. According to Farinde and Sillars 2012, the construction industry is a complex and huge industry with several key players with different interests. Therefore, a project can be successful in its entirety when the construction organisation is able to effectively manage all human and nonhuman resources; this is done in order to deliver a facility that satisfies and exceeds the needs of the client at the time it is required and within considerable budget range.

 

TABLE OF CONTENTS

DECLARATION ii

CERTIFICATION iii

DEDICATION iv

ACKNOWLEDGEMENT v

ABSTRACT vi

LIST OF TABLES x

LIST OF FIGURES xi

GLOSSARY OF ABBREVIATIONS xii

CHAPTER ONE 1

INTRODUCTION 1

11 Background to the study 1

12 Statement of research problem 4

13 Need for the study 5

14 Aim and objectives 5

141 Aim 5

142 Objectives 5

15 Scope and limitations 6

151 Scope 6

152 Limitations 6

CHAPTER TWO 7

LITERATURE REVIEW 7

21 The Nigerian Construction Industry 7

22 Project success 8

22 Tertiary Education Trust Fund TETFUND 10

24 Project stakeholders 11

241 Definition 12

242 Classification 15

25 Stakeholder management 17

251 Stakeholder theory 18

viii

26 Stakeholder analysis and engagement processes 19

261 Stakeholder identification 20

262 Prioritising 23

263 Mapping 25

264 Engaging 28

265 Managing 28

27 Challenges facing stakeholder analysis 32

28 Critical success factors CSF for stakeholder management 33

29 Importance of stakeholder management 34

210 Theoretical framework for stakeholder management practice 35

CHAPTER THREE 37

RESEARCH METHOD 37

31 Research design 37

32 Research method 37

33 Research approach 38

34 Research instruments 39

35 Population of the study 40

36 Sampling technique 41

37 Data collection 42

38 Data analysis 43

39 Framework for the research 43

CHAPTER FOUR 45

DATA ANALYSIS, PRESENTATION AND DISCUSSIONS 45

41 Data analysis and presentation 45

411 Characteristics of the interviewees 45

412 Respondents understanding of Stakeholder management practice 46

413 Stakeholder analysis 48

414 Engagement of Stakeholders 48

415 Barriers/challenges in Managing Stakeholders 51

42 Discussions of results 52

ix

CHAPTER FIVE 63

SUMMARY, CONCLUSION AND RECOMMENDATION 63

51 Summary of findings 63

5 2 Conclusion 64

53 Recommendations 64

REFERENCES 66

APPENDIX 75

 

LIST OF TABLES

Table 21: Summary of classification of stakeholders 16

Table 22: Methods for identifying stakeholders 21

Table 23: Directions of influence in identifying stakeholders 23

Table 24: Theoretical Framework for the Research 36

Table 31: Northwestern Nigerian States and their tertiary institutions41

Table 41: Respondents Details45

Table 42: Definitions obtained in the Field Survey47

 

 

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