Is there an Emerging African Management Style?

  • Ukandi G. Damachi


A definite managerial style seems to emerge from the two case studies. The authoritarian form of business organisation which insists on applying scientific management principles is the prevailing and preferred one. Authority is highly centralised. As a result, any form of delegation of authority is usually to relatives or close friends. The delegation of authority is therefore limited because of managers’ mistrust of those not related by ties of kinship or ethnicity.


Industrial Relation Managerial Style Managerial Authority Material Incentive Personnel Selection 
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  1. 2.
    Similar findings have been reached by other scholars, e.g. see Harold Ross, Management in Developing Countries: a field survey (Geneva: United Nations Institute for Social Development, 1972).Google Scholar
  2. 3.
    For details on personnel selection see Marvin D. Dunnette, Personnel Selection and Placement ( Belmont, Calif.: Wadsworth Publishing Company Inc., 1966 ).Google Scholar
  3. 4.
    Moral incentives involve providing a worker with the right organisational climate to self-actualise on his job or meet his fundamental psychological needs in relation to work. These needs have been identified as follows: (a) the need for some element of challenge and variety in work; (b) the need for some area in the job however small, which a man can call his own and in which he can take his own decisions; (c) the need for some form of feedback to let the man know how he is getting on in the job; (d) the need for learning so that a man at least has a chance to keep his skills up to date and possibly increase them; (e) the need for work to be organised and planned in such a way that a man gets the support and assistance of his colleagues when he needs it. For details on man’s fundamental needs in relation to work, see Paul Hill, Towards A New Philosophy of Management ( London: Gower Press, 1971 ) pp. 227–9.Google Scholar
  4. 5.
    H. W. Singer, International Development: Growth and Change, ( New York: McGraw-Hill, 1964 ) pp. 269–71.Google Scholar

Appendix II

  1. 2.
    For details, see Harold Ross et al, Management in the Developing Countries ( Geneva: United Nations Institute for Social Development, 1972 ) pp. 69–81.Google Scholar

Copyright information

© Ukandi G. Damachi 1978

Authors and Affiliations

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

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