INTRODUCTION
The efficiency and effectiveness of office workers depend on the effectiveness of the office manager in relating to them as asserted by Mills et al (1981) that “the office manager is responsible for the efficiency and effectiveness of his subordinates”. The motivation of office workers requires more human relations skill than it demands monetary and physical incentives. This is exemplified in the statement of Afolayan (1982) that “human factors of administration have greater motivational strength on workers than monetary rewards and physical emphasized.

1.1 BACKGROUND OF THE STUDY
It is quite unfortunate that that personnel department could not undergo a uniformity of the workers, to enable the execution of reasonable and effective productivity of their desired objectives. Each department of the organization extend on carrying out their functions or activities in a way that is not comprehensive to the public. Due to this effect, no sharing of idea, no communication network, job design and description, job analysis and specification, job enlargement and rotation and job enrichment, that could or may ensure effective and efficient productivity for production expansion and growth.
Human et al (1990) comment in more complex view of organizational behaviour, that these three elements are concerned with what a person actually does in order to synergize the office manager, interactions, interpersonal contact and relationship that one has with others. It is through this commendation that the human relation skills would be developed for effective business operations. Before the invention of the personnel management principals, workers basically stagnant in their field of specialization without interfering to a relative field or go beyond that. No circulation of skills, no maximum quantity of production, as the stoppage of one worker hinder the process of division of labour, and if the case rise for some days, production will be reluctantly improved.
These effects engulf on the opportunities of adopting change in an organization because everybody stand different that one attitude doesn’t affect the other which ordinarily entangled conflicts in the organizational environment. All these effects subdue the strength of training and development as were defined by Denyer J. C. (1985) as the adapting of a person to increase his fitness for a specific activity and the improvement given to the technical, conceptual and human relation skill of managers. Today, these have created a tremendous positive impacts on human relation skill which every organization tries to possibilities to adopt for an effective productivity.

1.2 STATEMENT OF THE PROBLEM
Human relation have a numerous problem on its effectiveness of the managers of an organization, the top executives upgraded themselves on the impossibilities of making decisions with the low level employees. There are shortcoming of fund to enroll on oversea’s training and development of human skills. Hierarchy of authorities of some organizations are not well structured to the delegation of responsibilities to the employee or the lowest level. The manager operate an autocratic style or leadership which enable the employees to embark on informal group. Lack of competency on the employees thereby expect an elephant remunerations and other incentives. Intra, interpersonal and departmental conflicts among the employees tend to stick a remarkable dent on the totality of their business operations by the public.
Frequent dismissal of the employees for others tends to weaken the strength of others to execute their specified duties on a limited performance.
Lack of provision of basic amenities to encourage the workers apply their experience and technical knowledge on the various job specifications.

1.3 OBJECTIVE OF THE STUDY
The objectives of this study are:
1. To ascertain if the impact of human relation skills on the effectiveness of the office manager would be a step to improve collective decision making.
2. To find out the reasons by which the top executives should put them selves in the position of class discriminations.
3. To identify various possible ways of sending their workers abroad for a greater change in business operations and for training and development.
4. To determine on the effects of operating participative leadership by their managers thereby encourage employees to air their opinions among the decision makers.
5. To find out the competent workers among them and reward them accordingly for effective and efficient productivity.
6. To identify the key issues of the organizational conflicts thereby apply more effort to curb the problem once and for all.
7. To ascertain, whether a structured organigram of the organization would be a good impacts on the execution of effective delegation of responsibilities.
Finally, to determine the degree of their SWOT analysis growth and expansion, and to provide all the necessary amenities that could be conducive in the course of the employment.

1.4 RESEARCH QUESTION
The following research questions were answered.
1. Can the effectiveness of the office managers help to improve other workers skills?
2. Is it possible for an intrapersonal conflict effects to a poor execution of responsibilities?
3. What can we do to ensure relation skill on both horizontal and vertical structure of the organization?
4. What are the impacts that should be created by an office manager to his subordinates?
5. How can the cost of training of an office manager be realized to the objectives of an organization?
6. How could the skills of the employees be examined to the degree of work experience on the various department?
7. Can the improvement skills of human relation ensures strength and expansion?
8. The various job elements can (i.e. job design, analysis, specification) enhance specialization of various workers of different departments?

1.5 RESEARCH HYPOTHESIS
Ho: The possession of human relations skill have no significant relationship with the effectiveness of an office manager.
Hi: The possession of human relations skill have significant relationship with the effectiveness of an office manager.
Ho: The general disposition of the staff do not have influence on the human relations attitude of the office manager.
Hi: The general disposition of the staff have influence on the human relations attitude of the office manager.

1.6 SCOPE AND LIMITATION OF THE STUDY
The study was confined to all the business organization in Enugu metropolis. Due to constraints of time and finance, the researcher selected some of the business organization which are in the assessment of a good representation of various types and staples of business organization.

1.7 SIGNIFICANCE OF THE STUDY
Productivity and profits can be significantly improved in every organization if the human relations in the entire hierarchy of the management especially office management, is improved. The purpose of the study therefore is to determine the extent to which human relation skill of managers in general and the office staffs in particular can influence productivity in an organization and in reflecting effectiveness of an office manager.
Incidentally, there has not been any previous research work in the institute or management and technology on this problem. The outcome of this study will enable office managers realize that efficiency does not depend only on technical and conceptual skill but also on interpersonal relation in the organization.
Moreover, office management studies in Nigeria has not received enough attention so this study will popularize it the more by illuminating its importance in organisation and to recognize it as key area of management.

1.8 DEFINITION OF TERMS
Skills: Ability to do something expertly and well.
Human relations: The interactions of the employee in an organisation.
Expansion: Ability to open up a new branch or increase in productivity.
Degree: The extent at which something is measured.
Job elements: Various categories of job enrolment.
Structure: Way in which something is put together, organized etc.
Organisation environment: The internal and external factors of an organisation.