Workers' Councils, Executive Committee and Boards of Directors’
which is also reprinted in this book. In the President’s words:

Given a proper work environment, and proper co-operation and sup-
port from their leaders and fellows, the majority of Tanzanian workers
are capable of accepting more responsibility, and would like to do so;
they can become more creative and can accomplish more. Easy com-
munication of ideas and information between workers and all levels of
management, can have the effect of improving the quantity and quality
of goods produced, provided that an atmosphere of common endeavour
and common responsibility is created. In particular, the top management
have an attitude which regards the workers and the lower levels of
management as partners in a common enterprise, and not just as tools
like the machines they work with.

Moreover, ‘. . . true industrial discipline does not exclude the
workers in an industry from participation in the enterprise, or
from a responsibility for its improvement. Indeed, true discipline
in a workplace should be easier when the workers understand
what they are doing, what their result as fully respected partners’.
Therefore ‘there must be provision for the workers to be represen-
ted on bodies which consider matters of production, sales, and the
general organisation of the enterprise. It has therefore been
decided that all parastatal organisations shall, as soon as possible
and in any case not later than the end of 1970, establish workers’
Councils, and shall establish or re-establish their Executive Com-
mittees and Boards of Directors so as to give practical effect to
workers’ representation and participation in planning, produc-
tivity, quality, and marketing matters.’*” And Mwongozo in 1971
gave added ideological backing to the more positive features of
the workers’ participation initiative — particularly in the oft-
quoted Clause 15 of that document:

Together with the issue of involving the people in solving their
problems, there is also the questions of the habits of leaders in their
work and in day-to-day life. There must be a deliberate effort to build
equality between the leaders and those they lead. For a Tanzanian leader
it must be forbidden to be arrogant, extravagant, contemptuous and op-
pressive . . .

Together these items threaten to constitute a potent combination, as
managers of all kinds in Tanzania have been the first to realise.
Yet it has also been strongly argued that crucial weaknesses con-
tinue to underlie this initiative, weaknesses both in con-

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