Abstract:
Through a case of study of Anambra state Housing Developing Corporation, Enugu, this study examines the problems of management succession in organizations, and tried to ascertain the extent to which faulty displacement of executives, directors and the imposition of chief executives from outside the organization has on existing company policies, morale and motivation of existing staff, worker performance, and the stability of the management team; and the problems encountered by new executives on the job and in the organization which they know little or nothing about. The methodology employed to achieve the objectives of the study involved the distribution of questionnaires to both the staff and management of Anambra state
Housing Development Corporation, Enugu, casual interviews with the Chief Personnel Offic~J:", his deputy, and some members of staff; and an in-depth review of journals and other literature relating to the subject matter under study. The study reveals, among other things, that: top executives and ~b..ers of the board of directors are neither given the freedom to choose their successors not can they make nominations to the government or its agency; the appointment and selection of the chief executive and board member's is the sole responsibility of the government or its agency for the period 1981 to 1990 the board has been dissolved five times, only two past chief executives officers were selected from the corporation; the rest were brought in from outside, and promotions of staff were few and far between resulting in the exist of capable executives to other companies. On the basis of the findings of the study, recommendations were made which, ~f implemented, would ensure orderly succession when top executives depart in Anambra state Housing Development Corporation in particular and other public corporations and private companies in general.
