Suchergebnisse

Conflictmanagementinfluencesindividualwellbeing, groupperformanceandorganizational effectiveness. The study was set out to investigate ways of managing conflicts between councilors and employees in Tanzania's local Government authorities with particular reference to Bukoba Municipal Council. It also investigated mechanisms used to solve conflicts between councilors and employees of Bukoba Municipal Council. In this study, both quantitative and qualitative research approaches were used; and the result indicates that, there are conflict between councilors and employees which arise due to different level educations, delay in project implementation, personal interests, scarcity of resources and negative attitude, interference on duties between councilors and employees at BMC. Also, the respondents revealed that, conflicts between councilors and employees had negative effects to Bukoba Municipal Council, such as delay in project implementation, low morale, resignation of potential employees, and increases of unnecessary costs. Moreover, different mechanisms were used to solve conflicts between councilors and employees, among others, were through mediation, negation, meetings, collective bargaining and accommodation.

The study investigated the impact of stakeholders on implementation of strategic plans in Tanzania's public sector. Organisations fail not due to bad formulation of strategies, but the execution of strategies is vital to their failure or demise; and hence implementation process remains a challenge towards achieving organisation objectives. The main objective of the study was to investigate the impact of stakeholders on implementation of Strategic Plans in public sector. Seven (7) executive agencies which made 26% of all 27 executive agencies in Tanzania were randomly drawn using simple random sampling. Then, stratified random sampling was used to obtain a sample size of one hundred eighty-eight (188) respondents which was 30% of the target populations (632 employees) in the headquarters of sampled executive agencies. The study found that there was weak positive relationship (R = 0.236) between role of stakeholders and execution of strategic plans; although was statistically significant at alpha = 0.000. Also, = 0.056 at significance level of 0.05 indicated that, 5.6% of the total variations in implementation of strategic plans is influenced by stakeholders and 94.4% is contributed by other factors which were not considered in this study. The study concluded that stakeholders do influence implementation of strategic plans in public sector. In line with findings, the study recommended that management in public sector should pay more attention on stakeholders if they have to benefit from, otherwise may negatively influence implementation process of strategic plans in public sector.

This paper examined strategic issues affecting training and development in Tanzania's public sector with evidence from selected local government authorities. The specific objectives were to examine whether organisation resources, modern technology, organisation structure, and organisation culture affects training and development in organisations. Tools for data collection were questionnaires, interviews and documentary review, which were used to collect data Dodoma and Chamwino local authorities, then data were analyzed using SPSS version 20 and excel spreadsheet. The findings revealed individually and collectively independent variables (organisation resources, modern technology, organization structure and organisation culture) affects training and development, where coefficient of determination ( 0.762) implied 76.2% of the variations in training and development was influenced by organisation resources, modern technology, organisation structure and organisation culture in two local authorities. This means that other factors not studied in this research contributes about 23.8% only, with higher influence being from organisation resource at b = 0.448; modern technology with b = 0.253; organisation structure with b = 0.200; and organisation culture with b = 0.124 respectively. Therefore, management in local authorities should consider these strategic issues for effective execution of training and development of employees towards improving council's service delivery.