machinery and men in an integrated and efficient manner. This is
made impossible by the present system of tendering. On the other
hand the end of the system of tendering is now more feasible
because MECCO under its present management has evolved a
fairly workable cost control system. This means that it knows ap-
proximately what its costs are and that it can plan its work ac-
cordingly. Furthermore, it is willing and able to work with entirely
open books, detailing the derivation of these costs and to work out
in connection with the workers, schemes to improve the efficiency
of operations whose benefits would be shared by the workmen
and by the nation as a whole.

It has been said against this proposal, that it is not possible to
dispense with the system of tendering, because many large
projects are financed by external sources and these often insist on
work being awarded through competitive tendering. This merely
makes the point that the obstacles to be overcome in seeking a
rational organisation of industry will also involve distortions in-
troduced from outside Tanzania. However, this is hardly a reason
to accept such distortions and inefficiencies brought about by cer-
tain types of ‘aid’ and once more points up the urgent need for
those who are negatively affected by such practices to demand
their termination.

Equally important is the failure to fuse the functions of con-
struction and design. The problem is not only that the contractor
(managers and workers) should adjust and organise his resources
to fit a construction programme laid down for him. It is equally
important that the kind of construction to be done be suited to the
needs and resources of the contractor. At present an absurd
situation has developed where certain structures are designed nor
using certain superior techniques which MECCO could use,
because some of the smaller firms which are to tender could not.
This points up both the irrationality of the tendering procedure, as
well as the disadvantage of separating the design function from
that of the responsibility for erecting the structure.

In the interests of more effective planning, there are other areas
to which management, the union and Government should pay at-
tention. There are, for example, overlapping equipment pools bet-
ween different ministries and parastatals. While some of these
organisations have not reached a level of planning allowing them
to utilise fully their equipment, there should be a mechanism

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