micro and macro effects of poor managememnt

8/2/2019 Micro and Macro Effects of Poor Managememnt

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MICRO AND MACRO EFFECTS OF POOR MANAGEMEMNT IN

COOPERATIVE SCOEITY

(A CASE STUDY OF KANO COOPERATIVE FEDERATION)

BY

SAKINA BALA ADAMU

HND/COM/09/1053

BEING A RESEARCH PROJECT SUBMITTED TO THE

DEPARTMENT OF COOPERATIVE, ECONOMICS AND

MANAGEMEMNT (CEM). KANO STATE POLYTECHNIC, SCHOOL

OF MANAGEMEMNT STUDIES (SMS)

IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE

WARTD OF HIGHER NATIONAL DIPLOMA (HND) IN COOPERATIVE,

ECONOMICS AND MANAGEMEMNT (CEM)

2012


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DECLARATION

I here by declare that the work is the product of my own

research efforts. Undertaken by the sper vision and will not be

presented elsewhere for the award of HND certificate all sources

have been duly acknowledge.


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DEDICATION

This project is dedicated to my dad. ALHAJI BALA ADAMU, my

mom HAJIYA SAUDATU UMAR & Finally to my beloved husband

ALHASSAN SIDI UMAR.


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APPROVAL PAGE

This is to certify that, this project has been read and approved

by the under signed as meeting there requirements for the award of

higher National Diploma (HND) in cooperative economic and

management (CEM)

Dr. Yahaya Ibrahim Date

Project supervisor

Mal. Rufai Muhammad Faragai Date

Head of Department (HOD)

Mal. Adamu Umar Date


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Project Coordinator


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ACKNOWLEDGEMENT

Praises to almighty Allah (S.A.W), the most gracious, the

creator, the protector, the Beneficent and the merciful who made it

possible in everything i do throughout my life. Alhamdulillah! For

all the success he had grated me throughout my learning education

endeavours it is indeed a blessing from only you my lord.

My humble gratitude goes to my parents especially my beloved

father ALHAJI BALA ADAMU for all their forms of support may

Allah blessings overshadow you and your family always (Amen).

Words of mouth are too small to express my gratitudes to youmy beloved husband (ALHASSAN SIDI UMAR) because you are one

in a billion, a special creature indeed may there be light in every

path you follow and may Allahs mercy, blessing and love on you

and your family be a circle that goes on and on forever. Amen. I love

you mine.

I am extremely grateful to my project supervisor at the same

time lecturer Dr. YAHAYA IBRAHIM for his imounse contributions,

patience, sacrifice and scholarly guidance in going through the

manuscript without this could have lost its purpose & quality. I

REALLY APPRECIATE SIR: my warmly & loving shouldout goes to

my lovely son YAHAYA SIDI ALHASSAN (SHAHEED) and to my

family members especially HAJIYA HUWAILA (MAMA),

MUHAMMAD, FAIZA, BASHIR, AMINU, MUSTAFA, NAFIU, NAFISA,

MUAZZAM, RAHAMA & SADIYA.

I cant forget you sisters DIYANA & AISHA. May your parents soul

rest in piece.


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MY SPECIAL APPRECIATIONS goes to the family members of

ALHAJI SIDI UMARU all love and caring they have suffered to me.

SHUKHRAN

Finally to my friends especially (DANGICOUS), course mates,

well-wishes and neighbours. I WILL REALLY MISS YOU.


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ABSTRACT

The research study was conducted with an attempt to

investigate the causes of micro and macro problems of cooperative

management in Nigeria with reference to Kano cooperative

federation. The research work was carried out through the

administration of questionnaire to fifty (50) respondents with the

main purpose of evaluating the performance of Kano Cooperative

federation.

Furthermore, while conducting the research, it was realized

that lack of membership education members, limited involvementand participation by members, membership drive, shortage of

extension workers, fraud by management members and excessive

government control were the major constraints of Kano cooperative

Federation.

As a result that, the researcher has suggested possible ways to

solving the problem through improving positive effects of macro and

micro problems of cooperative.


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CHAPTER ONE

1.1 INTRODUCTION

Cooperative is formed by group of persons who organised them

selves together for the purpose of improving their working and living

condition through undertaking some economic activities such as

cooperative management not very much different from the

management of other forms of business enterprises.

A cooperative business enterprises management in specific

term is a system of consciously coordinated personal activities of

two or more persons or groups of have diverse surplus value viewand mindset, viewed from the perspective. The cooperative business

management groups individual with varying surplus and

preferences to come together and engaged in exchange of ideas

towards their economic and social development.

Nowadays, cooperatives in Nigeria failed to attain their

objectives as a result of poor management which is caused by many

problems viz-aviz macro and micro problems. Micro problems

consist of underfinanced, literacy and management committee pre-

nature starts of inroad involvement and participation. Macro

problem of cooperative in Nigeria also include fraud, excessive

government consist that affects the aggregate functioning of

cooperative especially at higher level.

HISTORICAL BACKGROUND OF THE STUDY

(kano cooperative federation) (K.C.F)

The Kano state cooperative federation which come into

existence on 27th July 1976, was formed under the Kano State


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cooperative society law No9 of 1956 with registration No Kn 34 in

year 1970 the organisation started its business with eight registered

cooperative Union in the following administration area: -

a.Kano metropolitan cooperative Unionb.Hadejia Gumel and kazaure Unionc. Kano north central Cooperative Uniond.Kano South East Cooperative Unione. Kano South West Cooperative Union.f. Kano South Cooperative Union.

Only registered Union are members of kano Cooperative federationbut the creation of Jigawa Created in Kano State were Kano

cooperative federation has Union in all the fourty four local

government in the entire kano State.

1.21 AIMS AND OBJECTIVES OF THE STUDY AREA (KCF)

The aims and objectives of kano state cooperative federation

include, promoting the economic and cultural interest of the

member society the principles and more particularly to present the

business operation of the members by arranging for supply of such

goods of the members product considered necessary. Set up a

research information and statistical department for the promotion

of cooperatives. To assist member society department matters and

to arrange for their legal representation if required. To participate in

the activities of any cooperative banking or insurance organisation

for the benefit of members carryout function to improve the

economic stability of members as well as to initiate and expand the

cooperative commercial activities throughout kano state.


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1.2.2 ROLE PLAYED BY KANO COOPERATIVE FEDERATION

Kano cooperative federation players an important role towards

the economic development of Kano. Among the contribution are

used to become government agent on essential commodities, that it

acted on behalf of the government in distributing essential

commodities in all parts of the state.

The organisation helped in curving inflation in the state by

selling essential commodities at cheaper price. It also served as a

distributor to some of the manufacturing companies like the PZ

Liverpool brothers and Nigeria flour mills also helps in thedevelopment of cooperative movement in the state. It organize

seminar organisation toward attainment of goals and objectives of

the organisation.

POOR MANAGEMENT

Is a system in which the mechanism of controlling, planning

coordinating and organising are not efficient to address the

organisation objectives and workshop shows the community the

importance of the cooperative Organization towards the

development of Socio-economic interest of the people and the

community at large. The organization act as a federal government

agent for the distribution of the fertilizer to present farmers in

Villages as well as on behalf of the government purchase grains

from people which can be used by the government for future or

emergency needs.

1.3 STATEMENT OF THE PROBLEM


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In view of the persistent increase in the distress of cooperation

societies the question arises as to what they are distressed. This

research will attempt to findout by discussing both the high rate of

distress in the cooperation societies and causes of micro and macro

problems of cooperative management in Nigeria with reference to

KCF, Ltd. The problems involves lack of membership education

under finance, limited involvement and participation by members,

membership drive, shortage of extension workers fraud by

management members and excessive government control.

As a result of the mention problems the researcher will findout why,despite the various cooperative institutions established by different

governments to boost the cooperative but still they move towards

distress. Therefore their is also need of high lighting the possible

ways of solving the problems through improving positive effects of

micro and macro problems of cooperative.

1.4HYPOTHESIS

This refers to the tentative statement set for a test; it is the starting

assumption on observation of fact.

H1 lack of cooperative knowledge contributed to the poor

management of cooperatives

H2 lack of adequate finance hinders. The progress in Kano

cooperative federation management.

H3 Capital formation is the station to the problems of Kano

cooperative federation management.


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1.5 AIMS OF STUDY

The operating environment of cooperative in Nigeria is characterized

by a very complex and admixture of dynamicity. In order to ensure

a better management of cooperative in Nigeria. Many policies and

programmes were established by different governments.

The aim of the study is to objectively determine the real cause of the

current distress in Nigeria. The study also aims to develop a more

comprehensive frame work for prompt and efficient resolution of the

problem of negative effects of micro and macro management of

cooperative.1.6 SIGNIFICANCE OF THE STUDY

Quite a number of studies on cooperative have been conducted in

Nigeria such as that of Sacto (1990), Horoer (1990), Okerie and

Mitter (1990) and Aloe and Ajayi (1990). None of these studies was

significantly addresses the proble/distress and causes of poor

management in Nigerian cooperatives. Therefore, the study will

provide the first research on that topic.

- It is hoped that the study would assist the government inpromoting the level of cooperative in the country.

- The researcher will also provide information on the problemsand distress in Nigerian cooperative and offer possible

recommendation on how to overcome the problems.

- Lastly the research will hope to assist the researcher inconducting their studies and will promote the cooperative

movement at local state as well promote the cooperative

movement at local state as well as national levels.


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1.7 SCOPE AND LIMITATION OF THE STUDY

The study covers Kano cooperative federation or limited which is

the case study area, it also covers the main causes of micro and

macro problems of cooperatives in Nigeria.

There is a short period of time given by school authority for

completion of the project also inadequate information from both

respondants and secondary sources of information.

Another problem and limitation that researcher come across are

financial problems as well as transportation problem.1.8 DEFINITION OF KEY TERMS COOPERATIVE SOCIETIES

According to international labour cooperative societies can be

defined as an association of person who have voluntary joined

together to achieve a common goal and through the information

of democratically controlled organization; making equitable

contribution to the capital required and a share of the risk and

benefit of the undertaking in which the members actively

participate (ILO 1960).

KANO COOPERATIVE FEDERATION (K.C.F)

Kano Cooperative Federation (KCF) is grown by 44 local

governments under the cooperative credit and marketing

coorperative union of each local government all this union in the

44 local governments have their own primary society under them

and this apex (KCF) is voluntary organization formed by primary

societies from the grassroot i.e. primary societies and they have

shares in (KCF) Kano Cooperative Federation.


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DISTRESS: Distress is ordinary parlance can note unhealthy

situation or state of inability or weakness which prevent the

achievement of set goals and aspiration (Smith and wall 1992

ologun 1994).

MICRO AND MACRO EFFECTS

Micro examine or deals with face to face contact among

individual and personal points of view in society while macro

deals with large scale social events of society meaning thingd

that has public concern.

MANAGEMENTManagement is a process by which extent of group are un-

integrated coordinated and utilized as to effectively of workers in

an.

CHAPTER TWO

INTRODUCTION

This chapter is about activities of cooperative society in Nigeria,

in this chapter relevant literature reviews is presented in the

following orders.

CONCEPTUAL AND THEORITICAL BACKGROUND

These lack of management is carried out in the content of an

organization over the years or so the development of Culcoment

theories in explain organizational performance have moved away

from approaches that relied purely on a consideration of

structural or human relation issues in favour of more

comprehensive perspectives. Early idea about the affect of

management in Nigeria cooperative were thought of as machines


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requiring efficient use of resource especially human resources in

the service of a mechanistic model organization.

REVIEW OF RELATED LITERATURE

What is management? There is no generally accepted definition of

management, an activity although classic definition is still held

to be that of Henri Fayol. His general statement about

management in many ways, still remain valid after eight years

and has only been adapted by more recent written as follows

below.

To manage is forecast and to organize comment to coordinateand to control H. FAYOL.

Management is an optional process initially best discrete by

analysing managerial function. The five essential management

function are planning; organizing, staffing, directing and

controlling, KOONT and BGNNELL (1984).

Management can be defined as a process of combining and

utilizing or of allocating an organization inputs (men, materials

and money) by planning, organizing, directing and controlling for

the purpose of producing outputs (goods, and services or

whatever the objects are) deserved by customers so that the

organizational objectives are accomplished. In the process, work

is performed with and through organization personnel in an ever

changing organizational environment.

Thus, those who carry out the activities as defined above are

managers: Management is characteristically demonstrated in

getting things done through and with other people.


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FUNCTION OF MANAGEMENT

The function of management are the means by which non-

managers are assigned the task that they carry out, apply or

execute, let us examine them briefly:

PLANNING

Planning establishes the frame work or boundaries within

which people make decisions and carryout actions in the future,

planning therefore, anticipates future events problems and

relationship and in the way, it develops a series of alternative

approaches to guide an action towards desired goals, and thendecide what to do, why or to what end, when to do it, how to do

it, and where to do it before action is taken.

Planning involves setting goals and objectives, put determination

of objectives, strategies, procedures, methods, programmes and

rules, required in guiding the combination and utilizing of an

organizations human material and money resources for process

which takes a rational and decision making approach and

recognises problems, evaluates relevant information, develops

alternatives courses of action assesses the possible consequences

of each alternatives and select the best course of action called

plan (Trawartha et al 1976).

ORGANISING

To plan what to do, the need crisis that what is to be done should

be divided into tasks and assigned to people to perform. So

planning intricately involves an organizing function. So planning

intricately involve, and organizing function. And organizing


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involves a decision of total action is termed departmentalizing

them into specialities and assigns the men, materials and money

resources need for the work unit including work and assigning

resources. It identifies the relevant relationship between groups

and establishes the hierarchy which we earlier said is one of the

attributes of organizations. Thus, it gives people at various level

of the hierarchy, the authority or the right act at all stages

necessary for the work and considers the social and economic

consequences associated with the various organizational designs.

In generals, organizing is concerned with combining peoples,work to be done and physical factors into a meaningful structure

that will contribute to an achievement of goals.

Organizing also co-ordinates, that is blends efforts of all

members for an efficient and effective result.

DIRECTING

Organizing establishes a hierarchy in organization, making for

superior-subordinate relationship at work and thus gives rise to

superior directing their subordinates to do tasks assigned to

them.

Directing guide the activities of personnel in a way the is

previews to be necessary since, directing of activities of

subordinates by their superior is done, though communication,

motivation, leadership, training and personal influence while

directing provides a sense of direction for behaviour at work, it is

closely inter-related with other functions of planning organizing

and controlling.


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Communication in the directly functions closely relates to

responsibility and authority relations established during

organizing actions. It is a facilitating function of organizational

relation.

CONTROLLING

Controlling is the action by which a superior monitors or checks

current operations and compares result with goals and other

standards of performance established during the planning

function it current activities and or result deviation from original

plans, or standards, corrective action is required to get thingsback on path, so the establishment of standards, the comparism

of performance with standard set at the planning stage, the feed-

back of any deviation to a higher level of management for action,

and the correcting of such deviations from the standard are all

the factors that come within the embrace of controlling.

DECISION MAKING

Management process or the performance of management

functions of planning, organizing, directing and controlling is

carried out through decision making activities. For example, the

management in planning takes decisions establishing objectives

policies, procedures etc. Decision making also comes in when

organizing that is, when dividing and combining works as well as

assigning responsibilities and authority to men in a hierarchy

decision making is therefore regarded as the prime of activities

comprising management process.


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To make decision is to make judgement regarding what we ought

to do in a certain situation after having deliberated on some

alternative course of action.

Thus, decision making compiles a choice among two or more

alternatives course of action.

A situation that does not involve choice, does not actually involve

decision. In choosing from alternatives courses of action, the

decision maker must follow some known decision making

processes which have just mentioned and now outline as below:-

1.To define and problem to be solved2.Recognized relevant factors that bear on the problem3.Analyze and evaluate the impact of the relevant factors4.Weight alternative solutions before arriving at the stage of

choice.5. Their make a choice which involves judgement. Hence,

decision-making take the approach of scientific methods.MANAGEMENT AS IT RELATES TO COOPERATIVES

Management as it relates to cooperatives is means of achieving the

aims/objectives of the cooperative societies by the elected

officers/committee in accordance to the cooperative principles.

MANAGEMENT FUNCTION IN COOPERATIVE SOCIETY

As in private enterprise, cooperative management comprises the

basic management functions, these include: planning, organizing,

directing, coordinating and controlling. These functions, commonly

referred to as PODCC, are the five basic steps, which must be


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taken in any cooperative enterprises that aspire to thrive. Success

can never be achieved in defiance of those management functions.

The management function of planning Is the thoughtful

determination and systematic arrangement of all the factor required

to achieve the goals and objectives of the cooperatives enterprise.

MANAGEMENT TERMS IN A COOPERATIVE ENTERPRISE

In a cooperative organization, we have the following management

groups charged with various responsibilities as the people that

oversee the affairs (day to day running of the affairs of the

cooperatives enterprise). They include the General Meeting. Thecommittee of management, the supervising committee, voluntary

un-paid management and the manager. We will now take them one

by one in discussion.

THE GENERAL MEETING

This is the supreme Organ in a cooperative eneterprise. In other

words, that is the meeting of all the members of the cooperative

society. Each member is entitles to one note. This general meeting

is empowered to prove the reports on the work and the balance

sheet of the financial year; to decide how many surplus of the years

business should be used, to elect the members of the various

committees; to direct the affairs of the society; to approve the

internal rules and amendments to the bye-laws; to decide on the

amalgamation of the cooperative with another organization; and to

approve the budget for any financial year. In short all powers belong

to the annual General Meeting.


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At this juncture, it is pertinent to highlight in details other function

of the general meeting or annual general meeting they include:-

1.To confirm the minutes of the previous annual general meetingand any other interviewing special meeting.

2. To consider the report of the committees and the annualaccounts and balance sheet as approved by the Register

together with the report of the adult of the accounts of the

previous year as prepared by Register or the persons

authorized by him.

3.To elect the officers of the registered society4. To transact any other general business of the registered

society.

At times, ordinary general meetings are held when the need arises.

In such cases, they perform the following functions:

a.The fixing of maximum liability of the membersb.The fixing of maximum credits limitsc.They consider audit and register reportsd.They ordinary general meeting considers members complaints

and suggestions as they arise.

VOLUNTARY UNIPARD MANAGEMENT

This is a type of management team in which members volunteers

themselves to perform some management duties or the other

without being paid. This is the fourth principle of raiffeisen.

Raiffeisen feared that any management that was paid would develop

a special and subjective interest in making high profits in order to

guarantee its being paid high wages.


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THE COMMITTEE OF MANAGEMENT

This committee is elected by the General meeting, the

committee carries out the policy decided by the general meetings of

the cooperative. The committee of management is entrusted to

conduct directly or indirectly the day to day business of the

cooperative enterprises. The chairman of the committee represent

the cooperative to third parties. He may delegate some of his powers

to directors or to the manager with assist him in his duties this

committee must inform the members on the activities of the

cooperative, on the problems to be solved, and stimulate theirparticipation in the enterprises. The committee of manage is

responsible for all the assets of the cooperative and has to make

sure that the accounts are properly and regularly kept and conform

with existing rules.

FUNCTION OF THE COMMITTEE OF MANAGEMENT

a. The committee of management must take care of the goodrunning of the cooperative, it must plan control and direct the

affairs of the cooperative.

b.The committee of management must look after the cooperative.It should organise training session for the members:

workshop, seminars, conferences, symposia etc.

c. The committee of management delegates responsible to themanager.

d. The committee of management approves the activities of thecooperative, provides the means, and supervises the

cooperative implementation of programmes and projects etc,


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e. The committee of management of programmes and projectsetc. Meeting, celebrations etc.

NOTE: the members of the committee are always elected from the

members of cooperative and not from the government department

or from outside.

THE SUPERVISORY COMMITTEE

Auditors or members of the supervisory committee are elected

by the general meeting. The committee members are usually elected

to inspect the committee of management and the staff of the

cooperative. The members always make sure that the decision ofthe general meetings are carried out by the committee of the

cooperative. They ascertain that the accounts are regularly kept and

are accordance with the existing cooperative rules and government

laws. At the end of the year. They are responsible to the

accomplishment of these duties constitute a guarantee for the

members who are not in a position to supervise themselves.

FUNCTION OF THE SUPERVISORY COMMITTEE

a.To supervise means to auditb.It is not permissible to serve on both the management

committee and the supervisory committee at the same time.

c.The supervising committee act as a check on the activities ofthe members of the committee of management this will serve

to their sence of probity, accountability and itselfless service to

their society.

This will in turn lead to the growth of their cooperative.


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THE MANAGER

The manager just like in every business enterprises does the

planning, controlling, directing and coordinating the programme of

activities of the cooperative. He also reports on results, lie compares

results with targets set and finally, purposes necessary changes if

any.

We should note that the manager runs the business on the

instructions of the committee of management which represents the

members.

The manager of a cooperative, does not necessarily need to bea member of the society. He can be hired from outside. He must be

one who is trained in the art of business management and

cooperative science.

MACRO AND MICRO EFFECTS OF POOR MANAGEMENT

Poor management in cooperative are noted as belonging the

less privilege or poor unskilled workers in factories and other

establishment this is because they are generally below poverty line

making. Is possible top them to have poor standard of living. It

shows various circles.

In macro effect which comprises fraud and eccessive

government control over cooperative. In choosing cooperative as the

form of economic organisation, members expect them to achieve

objective and goals and not for any idealistic, uneconomic platitude

of theories. To further solidify the economic position of our

cooperative government should withdraw some of her incentives to


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cooperative to make them so viable initiative and innovate enough

and business like.

The micro effect is what member or members benefit being a

member of cooperative society which in the absence of good

management member cannot benefit. It this include.

1.Provide economy quality farmers supplies of responsible costprice.

2.Provide economy of large purchasing of farm supplies seeds,fertilizer chemicals etc.

3.Enable farmers to sell their produce at better pricess throughcollective bargaining.

4.They aim to eliminate the unnecessary profit of middle man intrade and commerce.

5. They aim to promote mutual understanding and educationamong their members, and in long run, among the people in

general.

Thus, if the management of cooperative are ineffective, in efficient

and poorly manage the members will not benefit from any listed

above.


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CHAPTER THREE

3.1 INTRODUCTION

This chapter deals with the source of relevant data and

information required for the purposes of this study although several

technique and approaches can be used in carrying out a project

work of this nature however, in carrying out this study question

was administered on residants (respondents) of the Kano state

cooperative federation has taken out as a case study.

It was considered as the easiest way of gathering information

from a numbers of people because it saves the respondentsaccurately write time and answers.

3.2 INSTRUMENT USED

Due to the fact the researcher samples consist of performance

evaluation of integrated of poor management cooperative. The

researcher therefore finds its necessary to use questionnaire

because it is easy to fill and the return rate is usually high. The

instrument used in appendix. The secondary data used in this

study was obtained from book. Journals and other published

material.

3.3 POPULATION

The target population for this study was that all the resident of

kano cooperative federation operation area in kano state but

because of the level of this research, it was limited with kano

cooperative federation.

3.4 SAMPLE SIZE


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A randomsampleof60 respondent were picked from area under

standing out of the 60 questionnaire administered on the

respondent, atotalof63 questionnaire were collected back from the

respondents. Three the questionnaire could because, they were not

properly completed. The remaining so questionnaire was used for

the study.

3.5 ADMINISTRATIO OF QUESTIONNAIRE

Data in the collected from the responses of the respondents in

the questionnaire by taking 1one in the appropriate columns

provided on each question (item) being closed ended i.e. YES or NO.3.6 ANALYISI OF DATA

After collection of the data classified and tabulated frequency

distribution and sample percentages of all the responses obtained

from the questionnaire in all questions for answering them .

TABLE 2: sex distribution table of respondents

4.2.2 Table

The table above shows that majority of the respondents are

made as represented 38 or 76% while the remaining 12 are 24% are

of female. Male are more concerned with cooperative activities than

female in Kano state.


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TABLE 3: marital status distribution table of respondents

4.2.3 Table

The above table shows that majority of the respondents are

marriage as represented 27 or 54%while the remaining 23 or 46%are of single.

TABLE 4: level of education distribution table respondents

4.2.4 Table

The above table shows that majority of the respondents have

post secondary as represented 20 or 40%, 15 or 30%


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CHAPTER FOUR

4.1 INTRODUCTION

This data collected were tabulated in a sample percentage and

sample table calculated to the degree of responses made by the

respondents and the implication there form.

4.2 DATA PRESENTATION ANALYSIS

The chapter focused on the presentation analysis and inter

presentation of data collected through the questionnaires the study

was guided by 16 questioning. Equally emphasis was given to all

questions. the data collected are presented in simple percentage ontables the respondents by number is 50 gender

The question asked in the questionnaire and the respondents

are presented and analyzed as follows:

Table 1: Age table of respondents

The table above shows that majority of the age of 21-30 years

as presented by 33 or 66% of the total respondents 9 or 18% are of

the age of 31-40, 5 or 10% are of the age of 41-50 while the

remaining 3 or 6% are of the age of 51 and above.

Table 2: sex-distribution table of respondents

4.2.2 Table


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% while the remaining The table above or shows that majority

of the respondents are amde as represented or% are of female.

Male respondents are larger than the females because they are

more concerned with cooperative activities than female in Kano

state.

Table : marital status distribution table of respondents

4.2.3 Table

The above table shows that majority respondents are marriage

as respondents 27 or 54% while the remaining 23 or 46% are of

single.

TABLE 4: level of education distribution table respondents

4.2.4 Table

The above table shows that majority of the respondents have

post secondary as represented 20 or 40%, 15 or 30%

Have post primary, 10 or 20% adult-education while the remaining

5 or 10% are of primary.

TABLE 5: occupated level of the respondents 4.2.5 table


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The above indicate that almost all the respondents are farmer

as given 32 or 64% of the total respondents, 16or 32% are for

traders while the 2 or 4% of the total are civil servants.

TABLE 6: respondents opinion on the significance of Kano

cooperative federation.

4.2.6 Table

The question asked in the table above was weather Kano

according federation is significant to there secretes? According to all

the respondents answered in the affirmation yes:

TABLE 7: Respondents opinion of provision of cash loans to

cooperative societies by kano cooperative federation.

4.2.7 Table

The above table shows that majority of the respondents

anbswred yes as represented 31 or 62% while the remaining 19 or

38% of the total respondents.


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TABLE 8: respondents opinion toward provision of educational

services to cooperative societies by Kano cooperative federation.

4.2.8 Table

The above questions in the regard was does Kano cooperative

federation provide educational services to cooperative societies? The

table above shows that all the respondents answered yes asrepresented or %

TABLE 9: respondents opinion towards provision of production

purchase advance to cooperative societies by kano cooperative

federation

42.9 Table

The above table indicate that all the respondents believe that Kano

cooperative federation private produce purchase advance as

represented 50 or 100%.

TABLE 10: respondents opinion towards the provision of non

economic service to cooporative societies by Kano cooperative

federation.

micro and macro effects of poor managememnt

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