EFFECTS ON THE MANAGEMENT OF LOCAL GOVERNMENT AUTHORITIES IN TANZANIA

Abstract

The purpose of this study was to assess the conflict management practices and their effects on the management of local government authorities in Tanzania. The study was undertaken in Moshi District Council; with a view to solving the current phenomenon of conflict being experienced in local government authorities and makes it more effective, efficient and conducive for the development of human resources. The research design used was a case study and data were collected using a semi- structured questionnaire. The target population was 21 councilors, and 52 permanent staffs of which judgmental sampling and convenience sampling were used respectively. The study was guided by the theories of conflict which were contemporary and traditional theorists of sociology that have presented three assumptions related to the conflict theory, which are the basic elements of conflict within a class society. The study revealed existence of various types of conflict in local government authorities in Tanzania. The causes of conflict identified were inadequacy of funds, lack of transparency and openness, lack of accountability, low level of education, poor information sharing and dissemination, negative attitudes, poor organizational structure and inadequate conflict management capacity, among others. The effects of conflict on the management of local government authorities were identified. These were: miss-use of public funds, poor quality of services, inefficient delivery of services, strikes and mistrust between the staffs and the councilors. These were seen as negative effects. However, improvement in problem identification and solution, improvement in decision making, improvement in service delivery, making managers promote the employees at work places, and improvement in salaries which were termed as positive effects. According to the findings, the mechanisms for conflict resolution were identified, which included: mediation, disciplinary committees, meetings, informal discussions, seminars and guidance and counseling. In order to address the issues, the study recommends the need to enhance the capacity of councils to effectively identify and manage conflict. Further guidance and counseling should be conducted in the council. There should be deliberate efforts and programmes to improve ethics and morals among the staffs and councilors so that they cannot misuse public funds and proper accountability. On the other hand, the local government authorities should establish clear goals to the staffs and councilors for effective governance of the council and capacity building to the staffs and councilors through training and workshops that will increase conflicting management skills. The top management officers in the councils such as the DED and the MD should provide leave to the staffs and exposure, to ensure the staffs get annual leave, maternal leave, paternity leave, compassionate leave, sabbatical leave, and exposure to visit other developed countries. Effective measures should be taken by the District Executive Director (DED) to address the existing and future problems, management issues, financial use and leadership conducts. Cut off bureaucracy should easy communication, job description must be clear to avoid overburden of task, clear auditing system to avoid misuse of resources and clear code of good conduct.