MANAGEMENT OF FARMERS MULTI-PURPOSE COOPERATIVE SOCIETIES IN ANAMBRA STATE:

MANAGEMENT OF FARMERS MULTI-PURPOSE COOPERATIVE SOCIETIES IN ANAMBRA STATE: PROBLEMS AND SOLUTIONS
(A CASE STUDY OF ONISTHA NORTH L.G.A)

ABSTRACT
   The researcher investigated the management problems and solutions of farmers cooperative societies in Onitsha north local government area. The population of the study was the registered farmers cooperative societies were systematically selected from the six registered societies in the Onitsha axis in such a way that for every three societies appearing on the list, the third one was picked or selected and three were equally selected from ten registered societies in the same axis. The only instruments used was questionnaires which were distributed to members of the cooperative societies and staff/committee members of the selected societies. The data collected was analyzed by using table and percentages. The summary of the investigation shows that some farmers cooperative societies are not viable and that this emanates from poor financial personnel problems administration and the management cooperative education has viouted in cooperative awareness to both members and staff/management committee members. This cooperative education was discovered not a waste of finance and that the members participation and patronage. Finally some recommendations to remedy the situation were put forward and suggestions for further studies were advanced too.
TABLE OF CONTENTS
Chapter One
1.1 Introduction
1.2 Objectives of the study
1.3 Statement of Problem
1.4 Purpose of the study
1.5 Research Question
1.6 Significance of the study
1.7 Scope and Limitation of the study
1.8 Definition of Terms
Chapter Two
2.1 Definition of Principles of Management
2.2 Development of cooperative in Onitsha north L.G.A
2.3 Inadequate Financing
2.4 Shortage of Skilled Personnel
2.5 High Labour Turnover of Trained Personnel
2.6 Excessive Government Control
2.7 Existing Faulty Credit System
2.8 Mismanagement
2.9 Poor Service Condition of Staff
2.10 Lack of Total Commitment by Members
2.11 Lack of Cooperative Education
2.12 Inadequate Public Awareness
2.13 Solutions
Chapter Three:
Research Design and Methodology
3.1 Introduction
3.2 Research Design
3.3 Population
3.4 Sample Selection Techniques
3.5 Sources of Data
3.6 Data Collection
3.7 Procedure for Data Analysis
Chapter four:
Presentation and Analysis
4.1 Introduction
4.2 Demographic profile of respondents table
Chapter Five
5.1       Summary of Findings
5.2       Recommendation
5.3     Conclusion
Bibliography
Appendix
CHAPTER ONE
INTRODUCTION
The cooperative movement in a programme designed to bring independent persons together for the betterment of their economic conditions cooperative in one form or the other, have been used for capturing economic of scale effective mobilization of labor combination of Agro Industrial development programmes with the aim of promoting a more egalitarian distribution of economic growth in all communities. Hence, the well known slogan “self help through mutual help” by cooperators.
However, cooperatives in Onitsha north are yet to make the desired impact on the communities, there is then the need for an effective management  system that will help direct the activities of the cooperatives towards achieving their objectives, thereby endeavour to examine the extent to which poor management system retards the growth of the farmers cooperative societies in Onitsha north.
The viability of any cooperative society depends on the finance, educational competence and managerial skills of executives and cooperation of all the cooperatives. Therefore poor management have being the brain behind the low productivity and poor generation of revenue of some of the societies in Onitsha north local government area.
The importance of good management of farmers cooperative societies cannot be over emphasized, a good management capitalizes on the economic and social needs satisfaction of its members since when individual joins an organization, they often hope to achieve a personal goal but this cannot be possible without achieving organizational goals. Unfortunately, there is bifurcation i.e division of interest among members and executives. They lack effective management skill and most of them have never had the opportunity to attend seminars, workshop and symposium on management cooperatives societies.
Furthermore, farmers cooperatives society in Onitsha north lack good organizational structure. The principle of democracy in cooperative organization has rendered it playing toy and it has become perpetually unproductive as members with less investment in the cooperative often close their eyes to the risk of poor management strategies in a competitive economy like ours.
It is worthy to point that the researcher’s attempt to formulae strategies geared towards the successful implementation of the cooperative goals and objectives.
1.2 OBJECTIVE OF THE STUDY             
The general objectives of this study is to scientifically and critically highlight managerial problems which affects the efficient functions of farmers cooperative society.
Specifically the objectives of the study includes
i. analyzing how these management problems abort the well being of members of the cooperative.
ii. How best these problems could be successfully eliminated.
iii. The objectives is also o analyze how members react to these problems.
iv. Finally, this project is aimed at identifying how lack of education contributes negatively on the managerial problems of farmers cooperative society.
1.3 STATEMENT OF THE PROBLEM
The study is intended to investigate the major management problems and solutions of farmers cooperative societies in Onitsha north local government area of Anambra state.
It is interesting observed that cooperative societies have laudable objectives which they set for themselves but these objectives are never achieved because of the management problems facing them, such as inadequate funding by members, poor and ineffective management of the societies and not having enough members.

1.4 PURPOSE OF THE STUDY   
The research work is mainly for academic purpose, the reliability of many cooperative societies and the liquidation of some of them suggests that something is wrong, perhaps with their management system.
Therefore, it is the objectives of the researcher to find out some of the causes of these problems and suggest ways to bring about a lasting improvement to farmers cooperative societies.
The researcher would look into the problems militating against the effective management of farmers cooperative societies in Onitsha north.
1.5 RESEARCH QUESTION 
The following research question will be aimed at finding answer to this study.
1. Do unavailability of finance constitute a problem to the effective management of farmers cooperative society?
2. Do lack of committees in decision making constitute a problem of the effective management of farmers cooperative society?
3. Do lack of trained staff constitute a problem to the effective management of farmers cooperative society?
1.6 SIGNIFICANCE OF THE STUDY         
  This study is meant to aid cooperators gain more knowledge of what is expected of them for the success of the cooperative enterprise by:
1. Determine some of the basic management flaws that are encountered by farmers cooperative societies in Onitshan north local government area.
2. Determine the extent to which their problems constitute a hindrance to the efficiency of the societies.
3. Seeking avenues through which such problems can be minimized.
4. Finally based on the findings of the study, recommendations shows that the inefficiency of management should be rectified for the realization of the societies objectives.
This study also wants to ameliorate the bottleneck preventing farmers in cooperative from realizing the benefits of large scale production, marketing and credit facilities. Other benefits of the study includes:
1. The enlightenment of cooperators on the need to be properly committed to the cooperative movement. This will help to make cooperators understand what is expected of them in cooperation and how to cooperate for effectiveness.         
2. It is envisaged that cooperative organizers will gain more insight on how to organize and manage the farmers cooperative societies more profitable after going through their report.
The government will come to see the need to have well trained cooperative leaders to champion the affairs of farmers cooperative societies. They will also be more willing to remove the administrative bottlenecks that militate loan disbursement to farmers cooperative societies. This will come about when the suggestion of this research is implemented
1.7 SCOPE AND LIMITATION OF THE STUDY   
This study is to be carried out to identify the major management problem among five selected farmers cooperative societies in Onitsha north local government area. It is not intended to deal on the formation of cooperative societies nor the problems of other cooperatives without agricultural basis.
Consequent upon lack of resources and time, the researcher found it difficult and strenuous shuttling from Enugu to Onitsha in the face of other academic demands in school a stratified random sample was used to select some societies and their major management problems which are critically examined.
1.8 DEFINITION OF TERMS
1. Cooperative Society: This is an association of persons who join together either formally or informally adhoc or permanent basis for legal or illegal or socially accepted or unaccepted actions to fulfill certain aims (Obodoechi, 2011).
2. Farmers Cooperative Societies: It is a cooperative society that is made up of only farmers to cater for the need of its members.
3. Farmers Multi-purpose Cooperative Society: This is cooperative society that performs more than one function e.g food production and marketing.
4. Identification: In relation to this research it shows certain phenomenon that are detrimental to the management of cooperative.
5. Management: It is act of planning, organizing, staffing, directing, controlling and budgeting in a farmers cooperative society so as to realize its objectives.
6. Problems: This refers to those objectives and concerns that affect the performance of the management of the society.
7. Trained Staff: This refers to anybody who has undergone professional training in any cooperative institution.









CHAPTER TWO
2.1 DEFINITION AND PRINCIPLES OF MANAGEMENT
There are many definition and theories of management which have been postulated by different people.
According to Ani N.B (2007) defined it as a guidance or direction of people towards organizational goals or objectives. Such responsibility involves
i. Judgment and division in determining plans and in using data control performance.
ii. The guidance integration, motivation and supervision of the personal.
C.C Nwachukwu (1990) defined management as “getting things done through others. It can be more scientifically defined as the combination of all the resources of an organization through the process of planning, organizing, directing and controlling in order to attain organizational objectives.
From the above definition shows that there is a purpose to management which can be seen as the piloting of corporate activities towards the deserved outcome.
In piloting the affairs of a cooperative there are certain principles which serves as guide to management functions. In this direction Ugwu (1999) said that the management theory confers five basic roles on the management which are planning, organization, directing, coordinating and controlling.
In the same way Agbo (2001) presented eight principles of management which are:
1. Planning: adopting specific programmes to achieve desired result.
2. Organizing: fitting organization pieces together
3. Staffing: putting square pegs (workers) in square works
4. Directing: pointing out the best way
5. Cordinating: ensuring that all the gears are going smoothly
6. Controlling: checking whether objectives have been met.
7. Innovation: displaying creativity.
8. Representation: presenting a good image of the enterprise.
It must nevertheless be realized that all said and done, the management principle presented above are more or less the same. These principles are summarized as involving planning, organizing, staffing, directing and leading the physical and human resources.

2.2 DEVELOPMENT OF COOPERATIVE IN ONITSHA NORTH LOCAL GOVERNMENT AREA       
Records in the Onitsha north divisional cooperative office shows that in September 1973 a group of people from Ogbaru area came together to form Onitsha divisional cooperative council (ODCC) ltd.
This was followed by a financial application on 30th September 1973 to the state ministry of trade and industry (now ministry of commerce and industries at Enugu for registration with the approval of this application the Onitsha divisional cooperative council limited came into existence in official circles on 26th may 1974. Today there are many registered cooperative societies in Onitsha division with twenty seven at Onitsha north.
Cooperative of different categories were registered but only five farmers cooperative societies from Onitsha villages were used for the investigation, they are.
1. Ogbe ozara- cooperative farmers union
2. Umu arori – cooperative farmers societies
3. Obinanne – cooperative farmers societies
4. Star – cooperative farmers societies
5. Green belt – cooperative farmers union
2.3 INADEQUATE FINANCING     
On this, Dr. Onuora said provision of financial assistance by government to cooperative societies grossly inadequate not only is the funding below standard but also the supply is untimely this phenomenon has resulted to half – completed projects and in other cases a total abandonment.
Many cooperatives are formed by persons usually of limited means who see the formation as a way of success.
Dr Onuora (1996) rightly observed that unfortunately, the inadequate are exported to the cooperatives are inadequately funded, they cannot attract capable manpower nor can they take advantages of large scale operation. These adversely affect their performance which makes financial institutions reluctant to extend credit facilities to them. The cooperatives inturn are not financially equipped to extend credit to their customers (members).
2.4 SHORTAGE OF SKILLED PERSONNEL         
Shortage of skilled personnel to handle the affairs of the farmers cooperative societies in Onitsha north local government area has greatly passed a lot of management problems.
This factor is more than anything else because it constitutes the greatest handicap to good management of cooperatives good managers with technical skill and administrative competence are highly priced anywhere to obtain their employment, cooperative must be prepared to competence. But because of poor financial position of most cooperatives they cannot afford the remuneration that goes with skilled labour. Their result has been static and sometimes retrogressive to cooperative management system.
2.5 HIGH LABOUR TURNOVER OF TRAINED PERSONNEL     
Gbenebelie S.A (1986) opened that one way through which government  have provided management assistance to cooperative organizations to institute programmes for training officials for the ministry charged with cooperative matters. The officials who qualify after such training are deployed to provide a wide range of services to the cooperatives societies.
Unfortunately, for a variety of reason including poor career prospect and frustration their trained government official have resigned from government service to join the private sectors. He went on to say that the major flow in these kind of arrangement is that these government officials owe no loyalties and moral responsibilities to cooperative societies that they were deployed to service as such a situation does not auger well for the future. The ideal situation is for cooperatives to recruit their own competent staffs train them and retrain them, if they are to be expected to give the best service to the organization.
2.6 EXCESSIVE GOVERNMENT CONTROL     
Excessive government control of cooperatives societies is not for the betterment of the society itself. To their effect, Okereke (1986) said that a consensus that existing in agricultural cooperative societies in Nigeria are still grappling with both internally generated management problems of incompetent, dishonest and unsteady management team arising from poor financial and educational status of members patrons on the other hand and externally imposed management problem due to excessive government interference and administrative bottle neck on the other. Almost all government companies runs civil service bureaucracy in this case permission must be ought before major given. Most administrative mangers are civil servants and therefore follow their out model style of administrative which is not business oriented.
2.7 EXISTING FAULTY CREDIT SYSTEM     
Members on the excuse of non credit worthiness cooperative organization have failed to receive adequate financing even from cooperative bank as a result of limits imposed upon their borrowing powers by state cooperative legislations. Also government on lending requirements political interference high interest rate structure and bureaucratic red tape etc.
Moreover existing lending policies of cooperative bank do not favour cooperative organizations at the primary and secondary levels. The lending requirements fail to consider the poor capital positions of most of these organizations, these cooperative banks. In most cases most of their loans go to big businessmen and women are not necessarily to cooperative societies. There is therefore need for change of policy of cooperative banks to make sectoral allocations of at least fifty percent of their resources for financial cooperative scheme and projects.
2.8 MISMANAGEMENT
Former cooperatives have its own share of management problems because according to Okereke (1986) “leadership is a complex relationship which involves linkages and interaction at three level”. The leader, the followers and the situation of the group lead. It is the quality of leadership which determines the success or failure of any organization.           
Onuora (2000) equally states the success of cooperative societies the desire factor is efficiently and continuity of the economic activity. Cooperatives need not necessary be mass organization. Numerical strength is a factor determining success only to a certain upper limit depending on the type of society. For cooperatives the personal quality of members and office bearers is of great importance. Able leadership is also necessary but not sufficient. To bring out successful cooperatives action Okereke (1986) further examined the qualities expected of cooperatives management and leadership ability to risk ability to engage in innovations, ability to assume individual responsibility ability to engage in planning and coordination.
My surveying in Onitsha urban showed that cooperative membership companies largely the rank and less than 5% of the well educated and rich of any community are members of the societies file. The result is that the societies lack not only leadership and management personnel but the necessary fund to operate viable schemes.
To avoid failure, care should be taken from the beginning about who are the society’s officials uppermost in consideration are character and ability the members should choose only the right people even if they have to be hired or loaned.   
2.9 POOR SERVICE CONDITION OF STAFF
A poor service condition of staff grossly affects any cooperative societies. This is because cooperative are always poorly financial and because of this poor financing, there is not always enough money to adequately better the conditions of service of their staff. Okereke (1986) again was of the opinion that inadequate of capital, smallness of size and ownership by relatively poor members result in poor conditions of service for the employees. The employers in turn are forces by this factors to develop bad attitudes which may include fraud, dishonesty and other mal-administrative process. These consequently lead to collapse of such societies.
2.10     LACK OF TOTAL COMMITMENT BY MEMBERS
The importance of members full commitment to the society cannot be over emphasized, lack of it causes the down fall of any society which full commitment not only ensure continuity of the society but guarantees its viability. On this laid law (1980) said the foundation of a cooperative rest in a group of people with common need which they undertake to satisfy by making a commitment must be especially strong when it touches on a vital part of life and living. The importance of individual associating and committing with others cannot be over emphasized commitment is the life blood of a cooperative and where it is lacking or when the organization declines, it becomes a problem.
The essence of cooperative is directed towards the increase of wealth the precedent use of wealth or the betterment of the general conditions of the members. That is why the motto of sir Horade Blanket and Irish cooperators was better farming better business and better living.
2.11 LACK OF COOPERATIVE EDUCATION     
The need for cooperative education especially among the members, officials, management committee and even the pubic cannot be over-emphasized. Lack of it tarnish and destroy the image of the society, the officials, the members and the general public. This is why William king said “people cannot be good cooperators unless they are men of business and cannot be good business unless they are men of education”.
This cooperative education need to be imparted thoroughly to the people concerned. This is because Gabriel Ullirich said is not yet hard , hard is not yet understood, understood is not yet approved, approved is not yet applied, applied is not yet continuously applied and continuously applied is not yet being satisfied. Convince the participants of the method by applying it with them. Be flexible by adopting the programme to be participants needs as far as possible.
2.12    INADEQUATE PUBLIC AWARENESS   
Lack of public awareness retard the progress of a society. The cooperators frequently shore show with surprise when they defined that many others well inform people outside the movement know or nothing about cooperatives. To leaders in cooperatives their organization may appear all important to the general public not directly involved in them. Cooperators are more likely to be something they may had about but understood only vaguely. For the fact is, that cooperators know low to talk to one another but not others they do not seen to communicate easily outside the cooperatives circle. The result is great lack of understanding and often misunderstanding in places of influence where support is badly needed in universities, in government, among economic, journalist and the opinion leaders are makers in the mass media.
2.13      SOLUTIONS 
1. Adequate Financing: adequate financial assistance should be provided by government to cooperative societies for an effective work to be done.
2. High Labour Turnover of Trained Personnel: The officials who qualify after such        training are to be employed to provide a wide range of services to the cooperative societies.
3. Good Government Control: Government control of cooperatives societies is for the betterment of the societies itself. With this there should be a honest and steady management team arising in cooperative society.
4. Good Management: Able leadership is also necessary to bring out successful cooperative action e.g ability to risk, ability to engage in innovations ability to assume individual responsibility ability to engage in planning and coordination.
5. Good Service Condition of Staff: a good service condition of staff grossly improve any cooperative societies. When there is adequate financing there should be a better conditions of service of their staff.
6. Adequate Infrastructure: effort should be made by government (state and federal to provide adequate infrastructure to cooperative societies that are registered in the federation.
7. Total Commitment by Members: total commitment of members to the society makes a good standard of cooperative society. This commitment must be especially strong when it touches on a vital part of life and living.
8. Good Cooperative Education: the need for cooperative education especially among the members, officials management committee and even the public should bring about a very good cooperative society. So, cooperative education is needed at all cost.
9. Public Awareness: public awareness brings progress to the society. Good results is great when understanding in places of influence were supported to make the public to be aware of cooperative e.g universities in government, among economics, journalist and the opinion leaders are makers in the mass media.










CHAPTER THREE
RESEARCH DESIGN AND METHODOLOGY
3.1 INTRODUCTION
This chapter is on research design and methodology can be described as the given problem under study for the purpose of drawing meaning, conclusion and recommendation as a way out of the problem.
The methodology of this research work is a case study applied on selected farmers cooperative societies in Onitsha north local government area. They are;
i. Ogbe Ozara – cooperative farmers union
ii. Umu Arori – multi-purpose farmers societies
iii. Obinwanne – cooperative farmers union
iv. Star cooperative farmers societies
The instrument used in gathering data is questionnaire supported by an oral interview due to observation.

3.2 RESEARCH DESIGN AND METHOLODY 
A cursory pre-testing of the questionnaire was done with the help of some cooperative management committee, staff and members of cooperative who command good knowledge of cooperative societies. Their response and comments enriched the questionnaires that  finally presented to the respondent firms.
A. Purpose Sampling Method
This was used in selecting the five sample cooperative societies in Onitsha north local government area were:
1. Number of years it has been in existence since after registration.
2. Good communication image and preparation
3. Number of members in the cooperative societies
4. Cooperative societies responsibilities
5. Main location of the cooperative societies
6. Similarities  in duties and problems
7. Operational aspects and its nature
b. Instruments
Instrument used in gathering data were questionnaire with oral interview by the research to make up certain information that was lacking in the questionnaires.
c. Statistical Presentation
The raw data collected through questionnaire and supported by oral interview were, processed by tabulating, computing the presentation, averages and tabular presentation.
d. Analytical Presentation
The descriptive method of analysis was used to present the findings. The quantitative results were presented properly and narrative analysis follows findings were extracted from there and possible recommendations are the formulated to elicit responses to the questionnaire from the illiterate sample that happened to be related.
3.3 POPULATION
In carrying out this research, all the functional farmers’ cooperative societies in Onitsha north local government area of Anambra state were used for this case study. Due to largeness of the population, time factor and problem of finance to run around five farmers’ cooperative society method were used.

3.4 SAMPLE SELETION TECHNIQUES
 The sample comprised both literates and illiterates. The questionnaire was taken to the respondents in their homes or places of business some questionnaires were administered while others were collected on later dates.

3.5 SOURCES OF DATA
Primary and secondary sources of data were used.
i. Primary Data: Primary data were sourced from
questionnaire administered on the literate cooperators of the five related farmers’ cooperative societies. The primary data were reinforced by oral personnel interviewed observation.
ii. Secondary Data: Secondary data were mainly sources from journals and other cooperative books found in libraries.
3.6 DATA COLLECTION
The research distributed twenty one questionnaire due to the number of cooperators chosen. Fifty (50) for cooperators members, fifteen (15) for management committee, eleven (11) for societies visited and ministry.
The researcher went to the addresses of the societies where they hold their meetings, having summoned them through their inspectors, the inspector accompanied and introduced along with the purpose of my visit. The researcher also administered the questionnaire to the respondents personally and stayed to guide and help some of the farmers to all their respondents since some of them are not educated.
The researcher also collected some of the questionnaire immediately and those left were later collected on my judgment visit totally seventy one (71) in number. 
 3.7 PROCEDURE FOR DATA ANALYSIS     
The questionnaire contain single choice despondence and mainly of restricted responses.
In analyzing the data collected, the researcher demand, it necessary to use table and percentages method. She therefore converted the responses into raw scores which were in term converted into equipment percentages.
The formula used is:
% = F x 100
n - 1
Where          
F      = frequency of responses to each
question
n = number of respondents
% = percentage based on 100







CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS
4.1 INTRODUCTION
This chapter deals with the analysis of the data obtained in this survey. The problem encountered by the farmer’s cooperative societies in Onitsha north local government area and the statistical tools and methods used were discussed in this chapter.
The data were analyzed and presented in tables in relation to the research question answered.
4.2 DEMOGRAPHIC PROFILE OF RESPONDENTS TABLE
Questionnaire question which of the following do you consider as a problem that hinders the operation of your cooperators society.

Distribution of Respondents on The Problems That Hinder Farmers Cooperative Society Operation
Table I (I)
Options Responses percentage
Administration 8 16%
Finance 10 20%
Personnel 2 4%
All of the above 30 60%
Total 50 100%
Source: Field Survey, 2012
From table 1 above the research shows that 9 out of 50 respondents representing 16% of the members of cooperative societies undirected that administration constitutes a problem that hinders the operation of the cooperative societies. Also 10 out of the 50 respondents (20%) agreed that it is finance that constitutes a problem that hinders the operation of the societies, while 2 people (4%) of the same respondents pointed out that it is personnel that hiders their progress and 30 (6%) of the respondent confirmed that administration finance and personnel constitutes the problem
Distribution of Respondent on the Way Finance Constitutes a Problem to the Operation of Cooperative Societies
Table 1 ( ii )
S/N Options Member Responses percentage
a In building up operational capital 50 25 50%
b In starting the business 15 30%
c Increasing the done of business 10 20%
d None of the above
Total 100%
Source: Field Survey, 2012
From the table 1 (ii) above out of respondents 50% of the societies members indicated that finance constitute a management problem in building up operating capital while 15 members that is 30% indicated that finance constitutes a management problem in starting the business 10 out of 50 members, representing 20% said that finance constitutes a management while none of members agreed that finance constitutes management problem.







Distribution of Respondents on the Area of Finance Constitutes A Problem to their Cooperative Operation   
Table 1 (iii)
Options Mgt committee and staff (2) Responses Percentage
Not exceeding mapped out programme promptly 50 8 38.09%
Hinders some meaningful assignment 5 23.80%
Not in any way 4 19.05%
All of the above 4 19.05%
Total 21 100%
Source: Field Survey, 2012

From table1 (iii), 8 out of 21 representing 38.09% of the management committee and staff members showed that finance constitutes a management problem by not executing mapped out programmes promptly. While 5 out of 21 that is (23.80% said that finance constitutes a problem to the societies business operation by hindering 50 meaningful assignments. 4 out of 21 representing (19.5%) indicated that finance is not in any way a problem to the operation of their cooperation business. While 4 out of 21 of that is (19.5%) indicated that all the above constitutes a management problem to the operation of the cooperative societies business.



Distribution of respondents on the aspect of lack of qualified personnel hamper the operation of the business of your societies
Table 1 (iv)     
S/N Options Member Responses Percentage
a Purpose planning of your business activities 10 20%
b During the affair of the business and organizing the business 18 36%
c Budget and evaluation
d Implementing the programmes 12
e Performance of business 10 24%
Total 50 100%
Source: Field Survey, 2012
From table 1 (iv) above, 10 out of 50 respondents representing (20%) of the sample of the members showed that lack of qualified or adequate personnel has hampered the purposeful planning of their business activities. While 18 out of 50 that is (36%) said that lack of qualified or adequate personnel hampers the directing of the affairs of the business and organizing the business of their societies. 12 out of 50 that is (24%) indicated that lack of qualified personnel hampers the implementation of the business programme. While 10 out of 50 that is 29% showed that lack of qualified or adequate personnel has hampered the budgeting and evaluating performance of the cooperative business.




Distribution of Respondents on What Could Solve This Personnel Problem   
Table 1 (v)
S/N Options Member Responses Percentage
a Employing highly qualified staff and giving in service  30 60%
b Living qualified staff at special needy times 2 4%
c Involving other number outside the management committee in the administration of the societies 10 20%
d All of the above 8 16%
Total 50 100%
Source: Field Survey, 2012

From table 1 (v) above 30 out of 50 representing (60%) sample cooperative members indicated that employing highly qualified staff and giving service education to employed ones can solve this personnel problem while 2 out of 50 that in 4% said that living qualified staff at special needy times could solve the problem. 10 out of 50 sample members representing 20% showed that involving other members outside the management committee in the administration of the societies could solve the problem, living all the above measure could solve the management problems.





Distribution of Respondents on the Way of State Government Constitutes a Barrier to the Societies
Table 1 (vi)       
S/N Options Member Responses Percentage
a Excessive control of the society 20 40%
b Making loan procedure difficult to the society 6 12%
c Not providing the necessary agricultural in-puts 27 48
d None of the above -
Total 50 100%
Source: Field Survey, 2012
In the above table vi 20 out of 50 respondents of cooperative members that is (40) indicated that state government constitutes a barrier to their societies probably excessive control of the society, while 6 out of 50 that is (12%) said that the state government constitutes a barrier to the societies progress by making loan procedure difficult to the society. 24 out of 50 representing (48%) showed that the state government constitutes barrier to their societies progress by nit providing the necessary agricultural inputs while none of them indicated that the state government constitutes to their progress. 

Distribution of Respondents on the Way they Think These Problem Will Be Solved
Table 1 (vii)
S/N Options Member Responses Percentage
a Neglecting government directives 10 20%
b Provision of agricultural inputs 24 48%
c Suggesting moderating policy to the government 10 20%
d I strictly following government directives 6 12%
Total 50 100%
Source: Field Survey, 2012
The above table signified that 10 out of 50 representing (20%) are of the opinion of neglecting government directives while 24 out of 50 representing (48%) needed the provision of agricultural inputs to solve the problems. Furthermore, 10 out of 50 representing (20%) said that suggesting moderate policy to the government is the best alternative and 6 out of 50 representing (12%) supported following government directives strictly.








Distribution of Respondent On The Area They Record Cooperative Education
Table 2(i)
S/N Options Member Responses Percentage
a Cooperative principles and practices 10 20%
b Cooperative laws 9 18%
c Cooperative rules and regulations bye laws 20 40%
d All of the above 11 22%
Total 50 100%
Source: Field Survey, 2012
In the above table 10 out of out of 50 representing (20%) shows that they received the cooperative education in cooperative principles and practice and 9 out of 50 representing (18%) confirmed that there was cooperative law administered to them. 
Again oat of 50 representing 40% agreed that there was cooperative rules and regulations and bye laws which 11 respondents representing (22%) of the respondents confirmed that they received the cooperative education in all of the above.
Distribution of Respondents on How Often They Receive Cooperative Education
Table 2(ii)
S/N Options Mgt comm. and staff Responses Percentage
a Annually 4 19.05%
b Regularly -
c Ones in two years 6 28.30%
d Every four years 11 52.38%
Total 21 100%
 Source: Field Survey, 2012
On the regularity of cooperative education as recorded by the management committee and staff members only 4 (19.0%) said annually and more said it was regularly.
Also 6 (23.37%) of the 21 respondents indicated that they received it once in two years while 11 (52.38) confirmed that it  happened in four years.
Distribution of Respondents on How Often the Official/Management Committee Members Receive Cooperative Education
Table 2 (iii)
   S/N Options Mgt comm. and staff Responses Percentage
a Once a year 5 10%
b Once in two years 17 34%
c Every four years 25 50%
d Regular 3 6%
Total 50 100%
Source: Field Survey, 2012

Table confirmed that 5(10%) of the 50 respondents indicated that their officials and management committee members receive cooperative education once a year and 17 (34%) said they receive it once in two years. Half of the respondents that is 25 (50%) indicated that it happens once in four years and only 3 (6%) of the population said they regularly receive it.
Distribution of Responses on the Finance Involvement In Cooperative Education Engagement
Table 2 (iv)
S/N Options Mgt comm. and staff Responses Percentage
a Very high - -
b High 2
c Moderate 15 9.52
d Low 4 71.43%
Total 21 19.05%
 Source: Field Survey, 2012
On the degree of financial involvement staff and management committee members opined as follows non for every high financial involvement and 2 (952) said it is high 15 (71.43%) indicated that is moderate and 4 (19.5%) showed that the financial involvement is low.
Distribution of Respondents on the Impact Of Cooperative Education on the Member
Table 2 (v)
S/N Options Mgt comm. and staff Responses Percentage
a Cooperative awareness 19 38%
b Management efficiency 6 12%
c Members active participation in the affairs o the society 15 30%
d Low 10 20%
Total 50 100%
Source: Field Survey, 2012
The above table shows that 19(38%) of the 50 respondents indicated that cooperative education made the members to have cooperative awareness and 6 (12%) confirmed that it led to management efficiency. 15 (30%) confirmed that it led to members active participation in the affairs of the society. While 10 (20%) said it is made for high public relations on the part of the members with other people.
Distribution of Respondents If The Cooperative Education Is A Waste Of Finance
Table 2 (Vi)
S/N Options Mgt Comm. and staff(2) Responses Percentage
a Not a waste - -
b It is a waste 6 28%
c Not completely a waste 5 23.60%
d Do not know 10 47.63%
Total 21 100%
Source: Field Survey, 2012
The table shows that none of the respondents agreed that it is waste and 6 (28.57%) said it is never a waste, and  10 (47.63%) serve neutral that it does take any side at all.
Distribution Of Respondents on their Opinion Concerning Cooperative Education exercise
Table 2 (vii)
S/N Options Mgt comm. and staff Responses Percentage
a Should be stopped - -
b Should be encouraged 23 40%
c Should be strong - -
d Strongly encouraged 27 54%
Total 50 100%
   Source: Field Survey, 2012
The above table show that no respondent agreed that the cooperative education should be stopped and 23 (46%) of the respondents agreed that it should be encouraged. None however suggested that it should be strongly discouraged while 27 (54%) of the respondents confirmed that it should be strongly encouraged.

Distribution of Respondents on Distribution of Economic Surpluses
Table 3 (1)
S/N Options Mgt comm. and staff Responses Percentage
a On the basis of equity 1 -
b According to share capital 2 9.52%
c According to participation 13 71.43%
d On the basic of patronage 5 19.05
Total 21 100%
   Source: Field Survey, 2012
The table shows that only 1(4.76%) of the respondents indicated that the economic surplus of the societies under their care are distributed on the basis of equality while 2 (9.52%) showed that the surplus are distributed according to share capital. More than half of 21 respondents to 13(61.90%) confirmed that the surplus are distributed according to members participation and 5 (19.05) pointed out that the distribution is on the basis of patronage.








Distribution of Respondent on the Societies Could Improve On Making More Economic Surplus
Table 3 (11)
S/N Options Mgt comm. and staff Responses Percentage
A By removing the economic surplus into society’s business - -
B By increasing the members share capital 14 19.50%
C By adopting injury on loans 6 14.29%
D By compulsory patronage 1 4.7%
Total 21 100%
Source: Field Survey, 2012

The table shows that economic surplus could be made more by providing back the economic surplus into the society’s business when 4 (19.50%) agreed on it and 3 (14.29%) indicated that it could be inscribed by the members share capital. However only 1 (4.7%) of the respondents agree that by adopting unsure on loan. Their surplus could be increased and 13 (61.90%) confirmed that compulsory patronage is the answer.








Distribution of Respondents on the Assessment of the Method of Surplus Distribution
Table 3 (iii)
S/N Options Mgt comm. and staff Responses Percentage
a Very good 7 23.81%
b Good 5 33.33
c Fairly good 6 28.59%
d Badly distributed 3 14.29%
Total 21 100%
Source: Field Survey, 2012

On the assessment the method surplus distributed 7 (23.81%) confirmed that the method is very good while 5 (33.33%) said that it is good. For fairly good 6 (28.57) of the respondents supported it, while only 3 (14.29%) confirmed is badly distributed.
Table
Farmers cooperative society cooperative society in Onitsha north local government area in Anambra state  Farmers cooperative society
Problems Ogbeozara Umuarori Obinwanne Star Green belt Percentage
Inadequate financing - - - - - 80%
Shortage of skilled personnel - - - - - 80%
Excessive government control - - - - - 60%
Existing faulty credit system - - - - - 80%
Management - - - - - 100%
High labor turnover of trained personnel - - - - - 40%
Poor service condition of staff - - - - - 80%
Inadequate infrastructure - - - - - 60%
Lack of total commitment by members - - - - - 100%
Lack of cooperative education - - - - -
Adequate public awareness - - - - - 60%
       Source: Field Survey, 2012





CHAPTER FIVE
SUMMARY OF FINDINGS, RECOMMENDATIONS AND CONCLUSION
5.1 SUMMARY OF FINDINGS
The study attempted to determine the major management problems of farmers’ cooperative societies in Onitsha north local government area of Anambra state.
Specifically the study sought to answer the following research question v12.
Research question I
What problems are encountered by the farmers’ cooperative societies in Onitsha north local government area?
To find out the answers to this question some questionnaire question were prepared in order to obtain appropriate information.
Their responses were used to prepare tables 1 (I to vii). In table (ii) and (iii) majority of the respondents confirmed that administration finance  and personnel hinder the operation of cooperative societies.
Table 1 (iv) also confirmed that lack of qualified personnel hampered the progress of the societies.
Table (v) confirmed that by employing highly qualified staff and giving in-service education to the employed ones personnel problem will be a thing of the past.
The above findings therefore indicated that the problems of their societies are on the area of administration, finance and personnel.
Research question 2
Does the state government put stringent measures for the several of farmers’ cooperative societies on Onitsha north government area?
For answer to the above question table 1 (vi) and (vii) were prepared. In table (vi) and (vii), majority of the respondents confirmed that the state governments constitutes barrier  or put some stringent measures for the survival of the farmers cooperative societies in Onitsha north local government area by not providing the necessary agricultural input, while others said it is by excessive control of the societies as well as making loan procurement difficult.
Table (vi) also showed that the cooperative members are aware of the government loan facilities and they have severally applied for its. From the same table, it was added from the frequency of application as indicated by their responses on this table that the state government does not approve their loan applications due to the society inability to meet up with the conditions of loan procurement.
The findings revealed that the state government constitutes a barrier or put some stringent measures for the survival of their societies in Onitsha north local government area by not providing the necessary agricultural inputs, excessive control and making loan procurement difficult for their societies.
Research question 3
Are the official, members and management committee members given appropriate and adequate cooperative education?
The answer got from the research question above were used to draw table 2(i) and (ii) it was discovered that majority of the respondents confirmed that they have received cooperative education. But table 2(i) signified that majority of the respondents believe that they receive their cooperative education on cooperative education, the research found out that it is given but not as regular and adequate as it is supposed.
Research question 4
What impact has this cooperative education on the farmers’ cooperative societies in Onitsha north local government area?
To find out this cooperative education impact on farmers cooperative societies, table 2 (v) and (vi) were prepared, it was discovered that cooperative education gave the societies members and staff/management committee members cooperative awareness table 2 (iii) indicated that 25 (50%) of the cooperatives members confirmed that this cooperative education is not a waste of their limited financial resources, while table 2(v) also showed that 10 (47.63%) of the respondents believed that they do not know if it is a waste or not. On the opinion of the cooperative members on the cooperative exercise, table 2 (vii) showed that it should be strongly encouraged. From the investigation, the researcher came upon with findings that cooperative education has given cooperative awareness to the societies members has as well as their active participation in the affairs of their societies. The findings also revealed that cooperative education is not a waste of their limited financial resources and therefore should be continued.
Research question 5
Are economic surplus distributed to members of the cooperative societies as and when due?
In order to answer this question table 3 (i) and (iii) were finally drawer believed that their societies are not viable.
Table 3 (i) showed that 13 (61.90%) of the respondents agreed that the little surpluses they make are distributed according to members participation this table also 2 (i) portrayed that majority of the respondents agreed that their economic surpluses are distributed on patronage basis.
Table 2 (ii) indicated that the majority  of the respondents confirmed that it is through compulsory patronage that their societies could improve on making more economic surpluses. Table 3 (iii) portrayed that the respondents believed that the method of distributing surpluses to members is very good. The research finally investigated that the economic surpluses are distributed accordingly.
According to patronage and members participation and are distributed as and when due.




From every indication, many cooperative societies exist in Onitsha north local government area but many of them are not viable. This is as a result of the fact that they have different management problems, ranging from finance, personnel, poor administration, excessive government control, existing faculty credit scheme, mismanagement, poor service condition of staff, inadequate infrastructure, lack of total commitment by members among others.
From the analysis, it was discovered that finance administration and personnel constitutes management problem goes along way in the operation of the business directs and organizes the affairs of the societies effectively and efficiently, implements the business programmes as well as helping in budgeting and evaluating performance of business.
The researcher also confirmed that management committee members and staff constitute a burden of problems to the progress of the societies due to lack of cooperation.
The investigation also revealed that the cooperative education are up and doing in discharging of their duties. Cooperative awareness has resulted in this cooperative education as the study has shown and that this cooperative education is not a waste. Finally, the economic surpluses are distributed according to member participation and patronage.

5.2 RECOMMENDATION
Having decreed into this research as far as I have done, I recommend as follows.
a. State government as well as the federal government should establish cooperative colleges in every state where more people should be trained on cooperative matters. The department of cooperative studies should be established in every higher institution in the federation so that more qualified personnel will be trained with ease.
b. The state government should provide as a matter of urgency adequate finance for the management of the societies in the state.
c. Excessive cooperatives society is not for the best interest of cooperative. Therefore the state government should relax its strong arm on the control of their societies. All the stringent measure the government put especially on loan procurement should be scrapped so that other people will form cooperative societies and the ones already existing will thrive more.
d. Attendance to meetings by members should be made compulsory failure to attend any meeting should be included in the cooperative law.
e. The conditions of services of cooperative staff should be improved. The state government should help in this direction.
5.3 CONCLUSION
In other to find a lasting solution to these managerial problem both the members and government should play a role in ensuring the betterment of cooperative societies in Onitsha north local government where the government is expected to provide a conducive environment for all businesses to thrive especially cooperative members are expected to attend to meetings, paying off their dues and be a corporate citizen.
Members of cooperative societies should do anything humanly possible to ensure their total commitment into the affairs of the societies.
Cooperative education should be given to every society at least once a year, this will make some of them who are aware of certain things to be acquaint with “dos” and “don’ts” in such a voluntary organization.
State government should as a matter of fact help in providing agricultural input to these farmers cooperative societies at a subsidized or reduced rate.
This will go al long way increasing agricultural products in Anambra state.





BIBLIOGRAPHY
Agbo S. (2001) Purpose of Personnel Management
Published by Layout Publishers

Agolue Goddy (2007) Problems of Government Companies
Daily Star

Gbebebichie S.A (2000) Agricultural cooperative
Manpower development, Education, mass
Enlightenment and Publicity in the 4th National
Development Plan

Igben M.S (1986) Management Problems of Agricultural
Cooperative in Nigeria edited by Okereke printed by
Enugu: The government printer

Ijere M.O (2000); Nigerian Agricultural Cooperative Power
Development Mass Enlightenment and Publicity for
the 4th National Development Plan

Laid Law A.F (2002); Studies and Report on Cooperative
Power Development, a Paper Prepared for the 27th
Congress of KA, Moscon, Published by the I.C.A
Ilupper Hrosroner Street, London

Joy Ugwu (1999); Principles of Management
Published Landout

Okere okereke (1986); Cooperative and the Nigerian
Economy Enugu: Government Printer

Onuoha E. (1986); Principles of Cooperative Enterprise,
Empress Publishing Company Enugu

Onuoha E. (2000) Cooperative Organization and Planning,
SNAAP Press Enugu   
                                       






APPENDIX
Dear Sir,

I am a final year student, of the above institution, conducing research   on a survey of the management problems and solution of farmers multipurpose cooperative Societies in Onitsha North Local Government Area.
The study is strictly for Academic everize and should be at liberty as any information disclosed here in, will be treated with almost confidence and of no personnel implication.
Thanking you in your anticipation of your kindness and cooperation.
Yours sincerely
QUESTIONNAIRE
Questionnaire for the cooperative members preliminary information.
i. Name of society
ii. Members rank
iii. Which of the following academic qualification applies to you
a. WASC/GCE/TC II//
b. OND/NCE//
c. HND/BSC//
d. Above BSC../HND//
e. None of the above
1. Which of the following do you consider as a problem that hinder the operation of your cooperative society.
(a) Administration [ ]
(b) Finance [ ]
(c) Personnel [ ]
(d) All of the above [ ]
2. In what way has finance constitute a problem to the operation of your cooperating business?
(a) In building up the operating capital [ ]
(b) In starting the business [ ]
(c) Increasing the volume of the business [ ]
(d) None of the above [ ]
3. In what aspect do you think that lack of qualified or adequate person has hampered the operation of the business of your society?
(a)Purposeful planning of your business activities[ ]
(b) Directing the affairs of the business [ ]
(c) Implementing business programmes [ ]
(d) Budgeting and evaluating performance of business [ ]
4. Which of these ways do you contort appropriate for the solution of the problem?
(a) Employment highly qualified staff and giving in service education to the employed one [ ]
(b) Hiring qualified staff at special needy times [ ]
(c) Involving others members outside the gerent committed in the administration of the society [ ]
(d) None of the above [ ]
5. In what does the state government constitute to borrow for your society’s progress
(a) Excessive control of the society [ ]
(b) Making loan procedure deficient to the society [ ]
(c) Not providing the necessary agriculture in puts [ ]
(d) None of the above [ ]
6. In what ways do you think this problem will be solved?
(a) Neglecting government directives [ ]
(b) Provision of agriculture input by the government [ ]
(c) Suggesting a moderating policy to the government [ ]
(d) Strictly following government directives [ ]
7. In what area did you receive cooperative education?
(a) Cooperative principle and practices [ ]
(b) Cooperative law [ ]
(c) Cooperative rules and regulations bye-laws[ ]
(d) All of the above [ ]
8. How often does your society officers and management committee receive cooperative education?
(a) Once a year [ ]
(b) Regularly [ ]     
(c) Once in two years [ ]
(d) Every four years [ ]
10. What is the financial stand in cooperative education?
(a) Very high [ ]
(b) High [ ]
(c) Moderate [ ]
(d) Low [ ]
11. What impact has this cooperative education on the members?
(a) Cooperative awareness [ ]
(b) Management efficiency [ ]
(c) Member active participation to the affairs of the society [ ]
(d) High possible relation [ ]
12. Do you think this cooperative education is waste of your limited resources?
(a) Not a waste [ ]
(b) It is a waste [ ]
(c) Not completely a waste [ ]
(d) Do not know [ ]
13. What is your opinion concerning the cooperative education in your society?
(a) Should be stopped [ ]
(b) Should be encouraged [ ]
(c) Should be strong discourage [ ]
(d) Should be strongly encouraged [ ]
14. What are the recommendations for their cooperative education?
(a) Should be highly encouraged [ ]
(b) Should be discouraged [ ]
(c) Should be discouraged [ ]
(d) Should never be encouraged [ ]
15. On what basis are your economic surplus distributed?
(a) On basis of equality [ ]
(b) According to share participation [ ]
(c) According to participation [ ]
(d) On the basis of patronage [ ]
16. In what way do you think the society could improve on making more economic surpluses?
(a) By removing the economic surplus into the society business [ ]
(b) By increasing the members share capital [ ]
(c) By adopting ability on loan [ ]
(d) By compulsory patronage [ ]
17. How do you assess the method of the distribution of the surplus?
(a) Very good [ ]
(b) Good [ ]
(c) Fairly good [ ]
(d) Badly distributed [ ]
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