Emerging managerial competencies of professionals in the Tanzanian construction industry

Abstract

The managerial competencies required by professionals in the construction industry in Tanzania to operate effectively in a business environment which is changing as a result of a transition from a socialist to a free-enterprise economy, economic liberalization, globalization and regionalization are explored through a qualitative study. The study reveals that local Tanzanian construction firms are finding it difficult to compete with foreign companies for projects. This is mainly because Tanzanian professionals lack the competencies required to compete and manage projects in a liberalized market economy.The study thus highlights the need for Tanzanian construction professionals to acquire a better grasp of both occupational and organizational competencies. In this respect, it is suggested that they need post-experience training in order to acquire the competencies required to function successfully in a commercial environment.

Cultivating greater self‐confidence in African management research

“…A new era has emerged in which quality human capital has emerged as competitive weapons not only for companies but also for nations. These have prompted governments to explore new ways of powering the forces of innovation and economic development through human capital development (Debrah & Ofori, , ). Although African countries are developing and business activities are flourishing, the perception that somehow the continent was closed for business or is still closed for business is not eroding fast enough to ignite and attract more research (Jackson, ).…”

High Performance Organizations Framework as a Predictor of Firm Performance in the Insurance Industry in Ghana

“…The observation of Theimann, April, and Blass (2006) that leadership (management) in Africa is more reactive, short term, context dependent, and risk-averse may provide some explanation why management quality failed to positively relate to Organizational Performance in this study. The effect of low management quality (competence) may therefore hinder the ability of firms to compete (Debrah & Ofori, 2005) and thereby affects performance.…”

Empowering the project team: impact of leadership style and team context

“…Butler and Chinowsky, 2006), competency perspectives (e.g. Muller andTurner, 2007, Debrah andOfori, 2005) and authentic leadership (e.g. Toor and Ofori, 2008b) in project delivery and could therefore be considered in future studies to establish their empowering nature and thereby capture a more complete body of knowledge on the impact of leadership on empowerment perceptions.…”

“…Goleman, Boyatzis, andMcKee, 2002, Butler andChinowsky, 2006), competency perspectives (e.g. Dulewicz, and Higgs, 2003, Muller and Turner, 2007, Debrah and Ofori, 2005 and authentic leadership (e.g. Toor and Ofori, 2008b) we focus on the behavioural perspective, the dominant perspective on leadership studies in projects (Toor and Ofori, 2008c), and examine in particular the impact of task and person orientated leadership styles on empowerment perceptions.…”