imparted; and (2) the fpe of technology imported, and the
technical skills imparted.

THE EXTENT OF IMPORTED TECHNOLOGY

One thing that stands out in the import-content of most un-
derdeveloped countries is the very small percentage of the capital
goods imported from foreign countries.*> Rather, it is the
manufactured consumer goods which make up the large share of
imports. This can be explained by the fact that investments in the
underdeveloped countries, as we have seen, are heavily biased
against producer goods industries and in favour of raw material
production. This pattern of investment besides some shifts to
processing and light consumer goods industries which have been
taking place lately, obviously discourages importing of capital
goods. Furthermore, the ‘new’ pattern of investment by which
foreign investors invest in processing, light consumer goods and
assembly and packaging plants, soon comes up against the market
constraint and therefore even this is not likely to lead to sub-
stantial importation of capital goods.

Secondly, the extent of skilled training imparted too is
minimal. The foreign partner prefers to employ expatriates rather
than to train local personnel. In fact, more often than not the num-
ber of expatriates employed is more than necessary. Thus in both
the case studies we have referred to — the MECCO, where
0.C.C. were the managing agents and the Kilimanjaro where
Milonot were managing—the foreign partner openly flouted the
training provisions. The MECCO management agreement
provided that O.C.C. would undertake to train skilled craftsmen
and technicians at all levels of industry, and would draw up a plan
for a technical institution to be established within the organisation
of MECCO. Two and half years later virtually nothing had been
done in this direction. Instead it continued to employ expatriates.
As Coulson has pointed out:

The expatriate staff did not show any capacity for passing on their
knowledge to Tanzanians and virtually no training was done, so that
when O.C.C. left Mr. Tara Singh had to be called out of retirement to
run the company again for a period.*®

The Kilimanjaro case was worse. After nine years and Shs.
400,000/— paid by the Government for training purposes, ‘Mlonot

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