TELECOMMUNICATIONS MANAGMENT IN NIGERIA

(A CASE STUDY OF NIGERIAN TELECOMMUNICATIONS PLC)

By

Author

Presented To

Department of Administration

ABSTRACT

The NITEL came to being after the merger of the defunct Nigerian External Telecommunications Limited (NET) and the former Internal Telecommunications Department of Post and Telecommunications (P&T) in 1985. Ever since, the company been receiving series of complaints over its performance; especially in the areas of sending messages through telephone and telex In the pursuance of th. need for effective management of this Important organisation which plays important role In the economic and social services of the country, the Federal Government, as well as, the private sector have expressed great concern. Bearing in mind that Telecommunication is considered to be the lite vire of any socicy, the researcher feels that it will be an interesting subject for research purposes Furthermore, it is felt that by looking critically Into the various problems, a great contribution will be made to the organisation, which undoubtedly needs some improvement. 

Thus, the scope of work is the management of the Customer Engineering and Customer Operations Divisions which control two of Lb. line staff — Field Technicians and Telephone Operators, whose contributions are of immense importance to the achievement of high performance of the organisation. The performance of these staff is of advantage to the general management of the organisation.

In this Project, the Researcher has specifically gone into key operational areas of the services - Customer Engineering and

Customer Services. The public is strongly of the view that poor performance of NITEL is mostly attributed to the unwillingness of these Field Technicians to clear faults religiously and the

Telephone Operators to connect subscribers’ internal and international calls in good spirit. Consequently, the

subscribers and customers undergo untold hardship and the company’s revenue yielding capability is adversely affected

For example, it is projected that for any uncleared faulty telephone line, the company loses -N—150.OO per day and for any

unattended telephone operator call, the company loses -N200.OO on the average

Finally, in this project, particular attention is centered on Rate of Fault clearance In the network (ELP) and both

international and internal telecommunications services. The Researcher has given th. breakdown in the chapters that

follow which are presented in the form of assessment, suggestions and how the identified problems could be tackled.



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