relations at the work place, from the more narrowly technical
operation has in fact been achieved with a good deal of success in
the Chinese-built factories in Tanzania. Here the management is
purely Tanzanian and Chinese technical experts confine their at-
tention to training personnel and to keeping the machines going.
The extent to which such a distinction can be made will of course
vary with the industry in question but it does seem that the rate of
Tanzanianisation could be speeded up if the distinction was at
least recognised in the minds of the planners.

Replacement of foreign managers by Tanzanians and the con-
finement of foreign participation to technical advisory posts will
not, however, guarantee any positive move towards the in-
troduction of socialist production relations at the work place. Tan-
zania managers will still need to be trained in the techniques of
management itself (as distinct from the engineering aspects of
machine technology) and hence the nature of that training will be
crucial in determining whether or not there will be any qualitative
difference between Tanzania management and the Western
management that it replaces. At the moment this is unlikely to be
the case since the task of training Tanzania managers is left to
western manager or to western business schools and hence there is
a danger of perpetuating the management values and outlooks that
we have criticised above. This danger could be averted if the new
management training institutions recently established in Tanzania
pay serious attention to the problem of recreating management
training and hence local management systems along which are
consistent with Tanzania’s declared socialist objectives. The
creation of these institutions opens the way for the critical
evaluation of management tools currently employed in Tanzania
and for the production of more politically aware Tanzania
managers. Until these are produced in sufficient numbers it would
pay Tanzania to seek out individual foreign managers with
progressive outlooks who can at least appreciate why orthodox
management systems have limitations in the Tanzanian context.
But this can only be a second best short-run expedient and in the
final analysis a committed cadre of Tanzania socialist managers is
the only solution to the management problems of parastatals.

IV. Workers Participation and the Party
Planning is too important — and, inevitably, too impregnated

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