Browsing by Author "Moshi, Humphrey P.B"

Now showing 1 - 1 of 1
  • Thumbnail Image
    Item
    “The financial performance of public corporations: a case of district development corporations (DDCs)”
    (University of Dar es Salaam, 1978) Moshi, Humphrey P.B
    There is widespread interest in Tanzania on the subject of public corporations. Politicians, academicians, managers and the enlightened public have all questioned the performance of public corporations. That is understandable. For within an ungrecedentedly brief historical period, about eleven years after the Arusha Declaration in 1967, 80 per cent of the economy has been under the ownership and “control” of the state. Parastatals, public corporations or enterprises have been used interchangeably in this study to mean, “Production and commercial organizations owned by the government or with majority government participation, run on profit basis, and whose accounts are not directly integrated into the budgets. In Tanzania they have penetrated each and every sector of the economy – agriculture, industry, banking, insurance, commerce, and so on. The extent and scope of public corporations in Tanzania show the important place they occupy in the economic development of the country. The urgency and necessity of economic development in the Third World countries in general, and Tanzania in particular, not only demand that the corporations need to fulfill their roles and objectives, but minimize costa with the aim of creating and increasing surplus. It is the purpose of this study to evaluate the performance of District Development Corporations (DDCs) in their efforts to realize the above. Chapter one is devoted to a general overview of public corporations with references to other Third World countries. Analysis of Accounts of parastatals: 1966-1974, Dar es Salaam, Government Printers, 1976, p. 3. Their roles, extent and scope of, and reasons behind their formation are discussed in this chapter. Management problems have been cited as the major problem faced by the public corporations. To this effect, chapter Two attempts to look at the management process in planning, organizing, directing, motivating and contributing; emphasizing the concepts which are necessary tools for managers. I though management could have been a pressing problem. Chapter three tries to develop that the problem is that of financial management in particular, rather than management in general. For this reason, the hypothesis that. The poor performance of DDCs is due to lack of adherence to sound financial principles, “ is advanced. Firstly, by developing the principles – a task of Chapter Three – and secondly, by providing it white assessing the performance of DDCs with a case study of Kilimanjaro ( now Moshi ) Development Corporation (KIDCCO), in Chapter Four. Lastly, while bearing in mind the factors behind the performance, Chapter Five summarizes the study and advances some recommendations.