conceal from the Workers’ Council or the management executive
committee the vital information for their work is a victim of con-
servatism and of capitalist values. Nor would it be good enough to
resort to selective communication of information to these bodies
leaving out information which is inconvenient to the management.
;T Hese workers’ participation institutions have been established on
'behalf of the Tanzania public and are to have unlimited access to
3all information relevant to the economic welfare and prospects of
\tbhe enterprise. Through the Directive in question the Government
has decided to place in them full confidence.

Another favourite capitalist habit is to rely almost solely on file
minutes or internal memoranda as a method of consultation and
decision-making. The head of the department or of the un-
dertaking reads all minutes and finally comes to his decision. Un-
der the new set up this will have very limited use. Management de
cisions will have to be reached at full meetings of the management
executive committees.

Furthermore, unlike capitalist managers, socialist managers
have to be prepared and accept the democratic habit of criticism
and self-criticism. Capitalist managers are used to accepting
praises and respect even if not genuine. They had power to hire
and fire at will. They were accountable in the final analysis only to
themselves in their treatment of workers and colleagues. A
manager of a parastatal institution in Tanzania has got to
discharge his responsibilities within a democratic system of in-
dustrial relations and that he has to learn to live with and where
appropriate accept criticism and indeed to.consciously develop a
habit of self-criticism. Unlike a capitalist manager he cannot rely
on dictatorial powers to silence or punish criticism. Criticism and
self-criticism is the core of socialist leadership. Managers in our
socialised enterprise will have to be on guard against egoistic sen-
sitiveness to views adverse to their own or their attitudes.

One last but by no means least important requirement for suc-
cess of Directive No. 1 of 1970 is the necessity to understand
division of responsibility for the various organs of workers' par-
ticipation in decision-making. Such an understanding should result
in matters and issues being raised in proper forums and so avoid
duplication of efforts. NUTA will continue to negotiate with
managements regarding wages rates and conditions of work and will
continue to play its role of exposing instances of bureaucratic

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