Reports the results of a study carried out in Tanzanian public textile manufacturing firms. The purpose was to examine the roles performed by middle and senior managers to enable them to carry out their jobs efficiently and effectively. In addition, the study concentrated on manufacturing management practices and the relationship between managers and subordinates (employees). It was found that middle managers have more practical vision for the future than top (senior) managers. The majority of middle managers, though they perform strategic functions in the organization, do not have as much influence to effect changes as do top managers However, current fundamental problems need to be at least partly solved before any particular management technique can be expected to work well. Where management techniques are applied, they need to start with basic information and reporting before any more advanced methods can be introduced. Proposes recommendations to alleviate some of the problems.
Msimangira, K. (1994), "The Role of Senior and Middle Management in Developing Countries : A Case Study of Public Manufacturing Firms in Tanzania", International Journal of Public Sector Management, Vol. 7 No. 1, pp. 25-38. https://doi.org/10.1108/09513559410051318Download as .RIS
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