because of an error made by a team member some years back who did not know that the pipes we were shipping were welded so incurred a 20% duty but thought they were seamless pipes at 5% duty and we lost almost $13,000 due to that singular mistake. Another norm is that you only promise what you can deliver. A client might want to give a purchase order of $480,000.00 but writes back to say, they need the items within 4weeks. It is better to lose the PO than to accept and deliver it 10weeks late as it causes many problems including fines. Sadly this norm was not followed by a colleague last year when he submitted a final quote for supply of some pipes and accepted to deliver them by air when he quoted the regular rate for sea freight. The order was valued at $182,000 and we were contractually obligated to freight by air to meet the promised delivery time. By the time we delivered those pipes, we had spent $246,462.00. We ran into a loss of over $66,000. This loss brought punitive action with no promotion in view for any staff of the Unit. SECTION FIVE: LEADERSHIP. This has always been a very interesting point of discussion at XYZ Limited as the Chief Operating Officer always uses the threat of punitive action to get response from staff. It was interesting to see the most beautiful definition on leadership recently. It encapsulates all I believe about leadership and it states that “leadership is the ability to motivate, influence, and enable individuals to contribute to the objectives of organizations of which they are members” (House et al. 2004 cited in University of Leicester:2015). Leadership should motivate, influence and enable. Before July 2013, I was reporting directly to the Managing Director (MD) mainly because I was a contract manager of a $10.4Million procurement contract with one of the oil majors. I had also helped my organization win a $97million contract with another international oil company which had just commenced execution. The leadership style of the MD on Robert Blake and Jane Mouton’s managerial grid (Molloy P.L. 1998)is almost a TEAM style approach as he is all about performance with a strong concern for people. He tells us repeatedly that he has no favourites and that his disposition to staff is largely on results. If you deliver, you become his favourite. He is a very busy individual with a strong concern for people. This was typified when in 2007(I started working with XYZ Limited in 2006) with a staff strength of just 9, I sent him a message that the security guard was ill and he told me to get him to a very expensive hospital not too far from the office. The young man needed surgery and my MD paid from his pocket the equivalent of over $2000. I was amazed and felt “safe” under his leadership that up till 2013, I had not applied to another company for a job. Now we have every staff under a health care plan and we have better structure. The MD has shown strong leadership. He is not just a transactional leader but a transformational leader because he has motivated me to do much more than is required of me (Organizational Behavior Lecture, 2015: 44). I have worked in the office for 2 to 3 days at various times. A mattress was bought for some of us to sleep on when tired so we can continue working later at night and this was done with joy. However, things have changed with the hire of the present manager of my unit who insisted I must report to him. The structure was changed in 2013. My present manager’s style is Authority-Obedience as he finds every way to remind us that he is the knowledge expert. The past 18months have been quite difficult and last year, I decided to put out my CV in the job market. I recently undertook a job interview with a competitor and hope to move to change jobs soon. My present manager does not show concern for individuals. Communication is improving as the Executive office had to hold meetings with staff of my department on the poor human relationship environment. My present manager is very effective when it comes to tasks but struggles with people management . SECTION 6: STRUCTURE XYZ Limited has evolved over the past nine years of having a corporate office. Though incorporated in 1997, the owner who is also the MD/CEO worked from home seeking contracts until 2005 when the company secured an office space. Understandably, XYZ Limited had no established form. Our structure was horizontal as it was flexible and organized around projects or business opportunities. Today in the Lagos office we have 36 permanent staff and 15 contract staff and the structure has evolved into one that is functional. The dimensions of structural organization that have had the most impact on the organization’s staff in my point of view are Formalization, Centralization and Specialization. FORMALISATION: This is seen as one of the building blocks of organisational structure (Carpenter n.d).This was a very difficult process for many of us. When XYZ Limited decided to be ISO9001:2008 certified in 2007, most staff did not know what we were getting into. We had trainings after trainings that including weekends as the consultant said we barely had procedures and processes written down so it was a lot of education which all of us felt was time-consuming and boring. Staff had to write a test which made them become certified ISO 9001:2008 auditors. Since achieving the certification, we have had to be recertified for ISO9001:2010 undergoing similar training to become certified >