representatives have also been hampered in participating actively
in the meetings because of lack of skills and education. This has
been a problem especially in discussions that are technical in
nature. The ordinary workers too take the Circular to be a channel
through which their representatives can bargain for more salaries,
fringe benefits etc. They have little interest in promoting the
general welfare of the enterprises. This argument is proved by
examining the kind of agenda which was proposed by the
workers in TANESCO. They all reflected mostly demands for
benefits. They did not include other matters which are vital in
making TANESCO a successful company. Hence the main
problems which face the effective implementation of workers’ par-
ticipation are firstly, the lack of full support and acceptance by
both the management and the workers. Secondly, the failure of
the workers to realise the tasks that are involved in the attempt to
put into practice the policy of workers’ participation. The findings
about the behaviour of the management tends to prove the
validity of the theories of both Max Weber and Robert Michels
which I have tried to discuss briefly at the beginning. The
management in these two case studies still regard the Weberian
Bureaucratic arrangement in an organisation as a successful tool
for efficient decision-making. The management tend to regard
themselves as indispensable in decision-making and cherish the
belief that they are the only people who can make sound decisions
because of their specialised knowledge and because they have ac-
il cess to all information. These advantages which the management
' }}h:n@ have over the workers reinforce the position and power of the
management and it seems the management still want to uphold
their position as decision-makers in the organisation. The workers
on the other hand are incapacitated by lack of professional skills
and information hence making them unable to play an important
role in the management of the organisations. This too proves that
Michel's Iron Law of Oligarchy still applies to the management of
Tanzania's enterprises. The management still want to perpetuate
their position in the organisation and still want to play the same
role of managing the enterprises as they did the time when the en-
terprises were not socialised. These problems of attitude and
behaviours of the management have to be changed in order to
make the policy of participation a success. Below are some ten-
tative suggestions which can perhaps help in making the
programme achieve its objectives.

 

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