School of Business

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https://hdl.handle.net/20.500.11951/19

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Browsing School of Business by Author "Manyak, Terrell G."

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    Conflict management style in Uganda: a gender perspective
    (Emerald Group Publishing Limited, 2010) Manyak, Terrell G.; Katono, Isaac Wasswa
    Purpose – The paper aims to investigate whether differences exist in the conflict management styles exhibited by male and female managers at different organizational levels in Uganda. Design/methodology/approach – Using samples from organizations within Uganda, the paper utilizes the Rahim Organization Conflict Inventory to collect data. Findings – Independent sample t-tests of the hypotheses reveal that basically no statistically significant differences exist in the way men and women in Uganda handle conflict when dealing with subordinates, peers, or supervisors. Research limitations/implications – Research is restricted to a convenience sample of educated working men and women in the greater Kampala urban area. The findings serve to dispel the widely held myth that women in Uganda use significantly different management styles than men because of the patrilineal nature of the male dominated society. Practical implications – The paper shows that Ugandan women exhibit little difference from their male counterparts in how they deal with conflict. They also have much in common with their female counterparts in the developed world in confronting gender based discrimination in the workplace. Social implications – The findings of this paper neutralize some of the negative connotations about women in Uganda and may help lead to a protracted campaign to change the attitudes toward women in this patriarchal society. Originality/value – Little is known in Africa about the conflict management styles of women because they are only now becoming a significant element in the economies of developing countries. This paper fills some of gaps.
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    Decentralization and Conflict in Uganda: Governance Adrift.
    (2010) Katono, Isaac Wasswa; Manyak, Terrell G.
    This study examines the challenges that threaten one of Africa’s most ambitious experiments in political, administrative and fiscal decentralization. Based on extensive interviews with local government leaders throughout Uganda, the research uncovered a complex interplay of conflicts that impact decision-making effectiveness. The sources of these conflicts center around (a) the impact of national politics on local government as the country approaches the 2011 election, (b) the inability to meet rising citizen demand for services as the tax base of local governments continues to erode, (c) the corrosive impact of social conflicts stemming mostly from poverty and illiteracy complicated by tribal and ethnic differences, and (d) the challenges of developing honest and effective leadership in local government. Can Uganda unravel this web of conflicts to bring meaningful governance to this young nation? Indeed, many countries within the developing world are watching this experiment with a great deal of interest.
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    Impact of Multiparty Politics on Local Government in Uganda
    (Indiana University Press, 2011) Manyak, Terrell G.; Katono, Isaac Wasswa
    Following years of civil strife, Uganda emerged as a “movement only” state under the National Resistance Movement led by Yoweri Museveni. One of the major innovations of this new government was to implement a strategy of administrative and fiscal decentralization. This experiment was long hailed as an African success story, but the reemergence of multiparty politics in 2006 is having a major impact on local governance. This study traces the development of political parties and local governments in Uganda. It then examines how multiparty politics has resulted in changes that have impacted decision making at the local government level. The study concludes that multiparty politics is leading to fiscal insolvency of local governments, the creation of unviable new district governments, and administrative recentralization.