Effects of culture on organizational change in Tanzania: the case of the Ministry of Education and Culture headquarters

This study on the effects of culture on organizational change at the Tanzania Ministry of Education and Culture headquarters was prompted by the work habits which were existing at the MOEC headquarters. The study was based on the open system model for staff management which consisted of inputs policies practices, output, policies, practices, output and feedback including the environment. To achieve the anticipated result, the study dwelt on the theoretical, empirical stances, and synthesis, which revealed that the effects of culture on organizational change is a recent phenomena in approaching problems arising from economic and industrial development and that management was both formal and behavioral. Five research task guided the study (1) the qualifications of key desk officers at the MOEC headquarters, (2) the introduction of computers at the MOEC headquarters, (3) the impact of decentralization; ( 4) the best performance management style in the formation of task forces; (5) the effects of political games at the MOEC headquarters. The sample population comprised of sixty two respondents from the MOEC headquarters. The respondents include categories of the Minister of Education and Culture, principal secretary, commissioners