Organizational performance and line-staff conflicts in local government authorities in Tanzania: a case of Singida district council
| dc.contributor.author | Alfred, Fredrick | |
| dc.date.accessioned | 2019-08-19T14:27:55Z | |
| dc.date.available | 2019-08-19T14:27:55Z | |
| dc.date.issued | 2016 | |
| dc.description | Dissertation (MA Public Administration) | en_US |
| dc.description.abstract | The study aimed at assessing the effects of line-staff official’s conflicts on organisational performance in local government authority, taking Singida district council as a case study. The study involved a sample of 75 Line-Staff officials which is 50% of the targeted population of 150 SDC employee and single ward (Ntonge) that represent administrative subdivision. The sample was obtained using both probability and non-probability sampling and data were analyzed using qualitative methods and some descriptive statistical techniques. The results were presented and summarised in tables, percentages, and charts. The SPSS software package was used in analysing data. Findings from the study reveal that line-staff conflict effects on organisational performance brings more of dysfunctional effects on organizational outcome and is inevitable in organisations. When not effectively handled, conflict can tear relationships apart and thus, interfere with the exchange of ideas, information and resources in groups and between departments. These conflicts dysfunctional effects hinder and prevent organisational goals from being achieved, hence failure in administrative performance and human resources management. The study recommends that, line-managerial actions and structures attribute should be adopted and administered efficiently. These include a regular review of job descriptions and get employees' input, build positive relationships with all subordinates, having regular written performance progress reports, conducting training, incorporate line-staffs' input in developing procedures for routine tasks and have an anonymous suggestion box in an accessible area. Therefore by the satisfactory use of conflict management measures that will ensure that as a conflict passes from a latent manifest phase, it proceeds towards its potential and realises its constructive values. | en_US |
| dc.identifier.citation | Fredrick, A. (2016). Organizational performance and line-staff conflicts in local government authorities in Tanzania: a case of Singida district council. Dodoma: The University of Dodoma. | en_US |
| dc.identifier.uri | http://hdl.handle.net/20.500.12661/954 | |
| dc.language.iso | en | en_US |
| dc.publisher | The University of Dodoma | en_US |
| dc.subject | Tanzania | en_US |
| dc.subject | Local government authorities | en_US |
| dc.subject | Singida | en_US |
| dc.subject | Local government | en_US |
| dc.subject | Line-staff conflicts | en_US |
| dc.subject | Government authorities | en_US |
| dc.subject | Conflict management | en_US |
| dc.subject | Organizational performance | en_US |
| dc.title | Organizational performance and line-staff conflicts in local government authorities in Tanzania: a case of Singida district council | en_US |
| dc.type | Dissertation | en_US |