ABSTRACT
People are the basic ingredients of an organization. It is for people’s sake and to their benefit that development projects are undertaken, and without whom very little can be achieved in so far as the implementation of these projects is concerned. Until recently followers and advocates of the principles of scientific management put emphasis on the knowledge of the ‘task’ rather than understanding the role of ‘people at work’. When things went wrong, it was generally the manager’s technical competence and not managerial skills which were open to question. More recently it has been recognized that people are not only subordinates, but also the essential resource available to managers for transforming ideas, inspirations, materials, capital and technical competence into products or services.
