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AbstractThe training and development of public service employees is now accepted to be a major contributor to organizational performance. In the Third World, however, much of the training effort has been directed at junior, supervisory and middle‐level personnel. Top personnel were, for a long time, presumed to be 'above training'. There is now, however, an awakening to the need for training all categories of personnel. The major constraint in most countries remains the lack of facilities and trainers able to handle senior personnel. Tanzania has recently embarked on a concerted effort to train its top public service personnel through the mobilization of all management/administrative training capabilities in a joint, concerted endeavour, under the aegis of the Ministry of Manpower Development and a body known as the National Standing Training Team on Top Executive Development (NSTT). More than 20 6‐week courses have been run and a recent evaluation of the programme suggests that they are popular and have reactivated an interest in training among top executives. There is, however, no evidence to suggest that the training has resulted in improved performance in public organizations although some executives have introduced some innovations in their organizations which they derived from the training programme.

In the late 1980s and 1990s, the objective of public administration reforms was to contain and control the costs of running government in response to citizens' concerns that government was involved in too many activities, which were both unproductive and costly. In many countries (developed and developing), these efforts paid off, in that fiscal discipline was enhanced and deficits were elimi nated or contained. However in some countries, especially where government institutions were still in the process of formation and development, there was no fat to cut; so the reforms cut though to the bone and in some cases deformed the public administration systems, which resulted in a serious erosion of govern ment capacity and effectiveness.There is now recognition (starting in the late 1990s) of the need to reform public administration by addressing systemic issues, including capacity build ing, planning, budgeting, performance improvement, and human resources man agement. In many instances these measures are pursued through the adoption of private sector management methods and approaches. As a result what was called "public administration' is now called 'public management'.
In this paper the authors review the efforts of five African countries, which have used a combination of the above methodologies to reform their adminis trative systems. The authors report that almost all the countries studied found it was easier to implement the cost-reduction and stabilization related reforms, which were often driven by donor-funded consultants (Ghana and Uganda were market leaders), and ostensibly the intended results were attained, although in time these have been reversed in some of the countries. As the focus of reform shifted to addressing performance improvement and removing systemic bottle necks the reforms became more difficult to pursue. They required the involvement of a wider cross-section of the public service, commitment at the political level, and ownership by the country, with donors supporting, rather than driving the process. Of the five countries studied, Tanzania has been able to sustain the reforms by galvanizing all key players including the entire public service, politi cians, as well as donors in support of the reform effort. However, the price of pursuing reform through an inclusive process is that results come very slowly but when they do they tend to be sustainable.

East Africa which traditionally consisted of Kenya, Uganda and Tanzania has practised a system of centralisation for several decades following independence. This had the effect of weakening institutions resulting in them being incapable of delivering services. The capacity issues are critical as the lack of professional staff is a challenge. The meagre allocations to the development budget implies that there is limited or no development. Local government has in this context broad experienced financial and staffing challenges and lacked autonomy to make decisions. The underdevelopment of the rural areas relative to infrastructure is a challenge and there has to be rural transformation in this regard. New Public Management has influenced reform strategies and more specifically decentralisation. The reform strategies did impact positively on implementation of the Millennium Development Goals (MDGs). However, the quest for a sound economy and a reduction in poverty levels is yet to materialise. Despite these challenges, East Africa is comparatively better off than the other regions on the Continent. ; Rytų Afrika, kurią sudaro Kenija, Uganda ir Tanzanija, kelis dešimtmečius po nepriklausomybės vystė centralizuotą sistemą. Visa tai susilpnino institucijas ir to padariniu tapo jų negebėjimas teikti paslaugas. Gebėjimų problemoms tenka kritinis vaidmuo pirmiausia dėl profesionalaus personalo trūkumo. Skurdūs biudžeto asignavimai sąlygoja ribotą vystymąsi arba net jo nebuvimą. Vietos valdžia šiame kontekste patiria finansinius ir personalo trūkumo iššūkius ir stokoja autonomijos priimti sprendimus. Kaimiškųjų rajonų neišsivystymas infrastruktūros atžvilgiu yra iššūkis ir reikalauja kaimiškųjų rajonų transformacijos. Naujoji viešoji vadyba veikė reformos strategijas ir dar labiau decentralizaciją. Reformų strategijos teigiamai paveikė Tūkstanmečio vystymosi tikslų įgyvendinimą. Tačiau sveikos ekonomikos paieškos ir skurdo lygio sumažinimas vis dar turi materializuotis. Nepaisant šių iššūkių Rytų Afrika yra palyginti geresnėje būklėje nei kiti Afrikos žemyno regionai.

East Africa which traditionally consisted of Kenya, Uganda and Tanzania has practised a system of centralisation for several decades following independence. This had the effect of weakening institutions resulting in them being incapable of delivering services. The capacity issues are critical as the lack of professional staff is a challenge. The meagre allocations to the development budget implies that there is limited or no development. Local government has in this context broad experienced financial and staffing challenges and lacked autonomy to make decisions. The underdevelopment of the rural areas relative to infrastructure is a challenge and there has to be rural transformation in this regard. New Public Management has influenced reform strategies and more specifically decentralisation. The reform strategies did impact positively on implementation of the Millennium Development Goals (MDGs). However, the quest for a sound economy and a reduction in poverty levels is yet to materialise. Despite these challenges, East Africa is comparatively better off than the other regions on the Continent.DOI: http://dx.doi.org/10.5755/j01.ppaa.14.3.13435

Die Autoren untersuchen in fünf afrikanischen Ländern die Ergebnisse der seit Ende der 1980er Jahre unternommenen Reformen der öffentlichen Verwaltungen. Die Reformanstrengungen mit dem Ziel, die Kosten zu reduzieren, seien von ausländischen Gebern weitgehend erfolgreich gewesen, allerdings sei es ungleich schwieriger gewesen, die Effizienz der öffentlichen Verwaltungen zu verbessern und strukturelle Engpässe zu beseitigen. Diese seit Ende der 1990er Jahre verfolgten Ziele erforderten die Unterstützung unterschiedlichster Verwaltungseinheiten und den politischen Willen der Regierung. Tansania sei bisher vergleichsweise erfolgreich, doch dauere es lange, bis aus "public administration" "public management" werde. (DÜI-Sbd)

This study is an analysis of the 1985 Tanzania General Elections. It examines constitutional changes which took place prior to the elections, the participation of the Islands Zanzibar and Pemba, and the contradictions inherent in the Election Manifesto. It also looks at the parallel campaigns, questions posed to the candidates and the disparity of the decisions of the various levels of the Party organs. The Election Manifesto and the results of the election are presented in the annex

Der Reader ist aus einem Workshop der Organization for Social Science Research in Eastern Africa vom 15.-18. April 1985 in Nairobi hervorgegangen und behandelt die Entwicklung und den Stand der Politischen Wissenschaft an den Universitäten in Ostafrika. Dabei werden sowohl die verschiedenen Teildisziplinen (Politische Theorie, Vergleichende Regierungslehre, Internationale Politik, Verwaltungswissenschaft) als auch die Spezifika ausgesuchter Universitäten untersucht. Die Einleitung und ein Aufsatz beschäftigen sich mit der Politischen Wissenschaft im gesamten sub-Saharischen Afrika. (DÜI-Sbd)