...The Decentralisation policy in Zambia has not performed to expected standards in the recent past. This is according to a baseline survey that was conducted by the Southern Africa Centre for the Constructive Resolution of Disputes (SACCORD). The survey was conducted in four target districts namely: Choma, Itezhi-tezhi, Sesheke and Solwezi though the survey was conducted in two of the target districts (Sesheke and Solwezi). Our staffer ALVIN CHIINGA looks at the survey which focused on identifying actual activities, progress and challenges of decentralisation. ONE of the main aims of the survey was to capture the public’s knowledge, attitudes, practices and perceptions about local governance and decentralisation. This survey took place between February 6 and February 15, 2011. Among some of the observations of the survey were that decentralisation is not reflected as a priority in most instances. It is also not reflected in the current council plans of action. In fact, the research was informed that councils had been waiting for instructions, directives and resources to begin undertaking activities that have been stated in documents such as the Decentralisation Implementation Plan (DIP). According to SACCORD, beyond the structural issue, the survey was able to establish considerable levels of uncertainty among local bureaucratic and political elites on the issue of decentralisation. This was evident in the degree of divergence of perspectives on the subject matter concerning...
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...achieve their purpose and goals, and nearly every firm needs to undergo reorganization at some point to help meet new challenges. Structural changes are needed to reflect new strategies or respond to changes in other contingency factors such as environment, technology, size and life cycle, and culture. The following essay seeks to critically analyze and discuss the realignments that have taken place in the Zambian bureaucracy since the last quarter of 2011 with reference to the body of knowledge on organization structure and design. In the period between October, 2010 - September 2012, the government of the Republic of Zambia has made pronouncements to change the public service organization structure. This has been as a result of the change of government following the Patriotic Front under the leadership of Micheal Chilufya Sata (PF) ousting the Movement for Multiparty Development (MMD), this was in the September, 2011 Zambia general elections. Ludwig (1944, defines bureaucracy as a personnel and administrative structure of an organization, implying that the bureaucracy of any organization is a structure that has got positions with people carrying on day to day activities. Organizational structure is the hierarchical arrangement of lines of authority, communications, rights and duties of an organization. It determines how the roles, power and responsibilities are assigned, controlled, and coordinated, and how information flows between the different levels of management. A structure...
Words: 2126 - Pages: 9
...achieve their purpose and goals, and nearly every firm needs to undergo reorganization at some point to help meet new challenges. Structural changes are needed to reflect new strategies or respond to changes in other contingency factors such as environment, technology, size and life cycle, and culture. The following essay seeks to critically analyze and discuss the realignments that have taken place in the Zambian bureaucracy since the last quarter of 2011 with reference to the body of knowledge on organization structure and design. In the period between October, 2010 - September 2012, the government of the Republic of Zambia has made pronouncements to change the public service organization structure. This has been as a result of the change of government following the Patriotic Front under the leadership of Micheal Chilufya Sata (PF) ousting the Movement for Multiparty Development (MMD), this was in the September, 2011 Zambia general elections. Ludwig (1944, defines bureaucracy as a personnel and administrative structure of an organization, implying that the bureaucracy of any organization is a structure that has got positions with people carrying on day to day activities. Organizational structure is the hierarchical arrangement of lines of authority, communications, rights and duties of an organization. It determines how the roles, power and responsibilities are assigned, controlled, and coordinated, and how information flows between the different levels of management. A structure...
Words: 2126 - Pages: 9
...Land is that part of the earth that is not covered by water (Fisher: 1987). It comprises of all naturally occurring resources whose supply is essentially fixed. Without land, man cannot survive: without access to it, man cannot labour. Land is important as all natural resources are fundamental to the production of all goods. Land as a factor of production is of immense importance because land is the original source of all material wealth. Moreover, the economic prosperity of a country is closely linked to the richness of her natural resources, (Hans, et al: 2009).Land is an economic resource as well asan important factor in the formation of individual and collective identity, and in the day-to-day organization of social, cultural and religious life. It is also an enormous political resource that defines power relations between and among individuals, families and communities under established systems of governance (FAO: 2006). Land reforms involve the changing of laws, regulations or customs regarding land ownership. Land reforms may consist of a government initiated or government- backed property redistribution, generally of agricultural land. In sight of the above, land reform can therefore refer to the transfer of ownership of land from a relatively small number of wealthy owners with extensive landholdings such as plantations, large ranches, or agribusiness plots, to individual ownership by those who work on the land. Such transfer of land may be with or without compensation;...
Words: 4318 - Pages: 18
