This is a study of management practices in Africa. It is only recently that many African nations have become independent of their colonial masters. The essence of colonial status was that economic as well as political power was in foreign hands. Major economic activities (e.g. banking, commerce, currency, shipping, taxation and a host of others) were all controlled by foreigners.1 It is therefore not surprising that many of the African countries fall under level I in the typology developed by Harbison and Myers.2 These are the countries whose economic and social progress is dependent upon the continued employment of foreign high-level manpower in a wide variety of key positions in major public and private enterprises. Moreover, as part of the foreign control of these countries, raw materials were (unfortunately, they still are!) produced for export and sometimes processed by entrepreneurs from the metropolitan countries. Benveniste and Moran note that `colonies were operated as a part of a foreign economy, that of a colonial empire. They were treated as units within larger economy and were not developed in terms of African or regional possibilities or requirements but in terms of their place in the colonial scheme.’3


Business Enterprise Colonial Status African Management Foreign Economy Major Economic Activity 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.


  1. 1.
    For details on the legacy of colonialism, see Ukandi G. Damachi, Nigerian Modernization: The Colonial Legacy ( New York: The Third Press, 1972 ).Google Scholar
  2. 2.
    Frederick H. Harbison and Charles Myers, Education, Manpower and Economic Growth ( New York: McGraw-Hill Book Company, 1964 ).Google Scholar
  3. 3.
    Guy Benveniste and William Moran, Handbook of African Economic Development ( New York: Praeger, 1962 ) p. 5.Google Scholar
  4. 4.
    Herbert A. Simon, Administrative Behaviour ( New York: The Macmillan Company, 1945 ) p. 17.Google Scholar
  5. 5.
    R. H. Guest, Organizational Change: the Effect of Successful Leadership ( Homewood, Ill.: Dorsey and Richard D. Irwin, 1962 ).Google Scholar
  6. 7.
    S. Benjamin Prasad, ed., Management in International Perspective ( New York: Appleton-Century-Crafts, 1967 ).Google Scholar
  7. 8.
    Peter McLoughlin, ‘Business and its managers in Africa’, California Management Review, summer 1963, p. 43.Google Scholar
  8. 9.
    H. W. Singer, International Development: Growth and Change ( New York: McGraw-Hill Book Company, 1964 ) pp. 56–8.Google Scholar
  9. 10.
    Harbison and Myers, op. cit., p. 4. Also see Clark Kerr et al, Industrialism and Industrial Man ( New York: Oxford University Press, 1964 ).Google Scholar

Copyright information

© Ukandi G. Damachi 1978

Authors and Affiliations

  • Ukandi G. Damachi
    • 1
  1. 1.International Institute for Labour StudiesGenevaSwitzerland

Personalised recommendations