capitalist attitudes are antagonistic. It is not surprising, therefore,
that in a large number of recent work stoppages the workers were
demanding removal of managers for their colonial attitudes '>® and
arrogance. Can management consultants like McKinsey & Co—
who draw up the management manuals of N.D.C. — really train
suitable managerial cadres to run public enterprises?

Apparently, the public corporations do not see any con-
tradiction in this. Thus the recent ‘Operation Leapfrog’ declared by
N.D.C. to train managers and administrators, is headed by a Dr.
David E. Emery. Dr. Emery ‘is on secondment to N.D.C. from
the IBM Corporation. During his two year tour of duty, Dr.
Emery is sponsored by the Ford Foundation. He is now
Management Development Adviser in the General Manager’s Of-
fice and his primary responsibility is to establish a system
" (Operation Leapfrog) for training Tanzanian managers’.®” So here
is a man coming from one of the world’s and America’s largest
corporations, sponsored by an American foundation, to train Tan-
zanian managers to run a socialist economy!

WORKERS' CONTROL

In situations like Tanzania’s where there is some serious talk
about workers’ participation in industry, it is difficult to see how
this can be really effective if the structural organisation of the
public continues to be that of a typical liability company with a
hierarchical organisation of responsibility as illustrated in the
diagram below.

Managing Director (s)
Departmental Heads
Middle Management

{

Foremen

 

 

W orkers

Clearly, if the workers are to participate effectively in the
decision-making process of an enterprise, this hierarchical

65