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Being a post-colonial state, Uganda has for the last five or so decades clung to outdated structures, systems and procedures, which have proved fairly inadequate.
As such, government has implemented set of orthodox management techniques and practices, mostly associated with market and private-for-profit sectors, non of which has proved successful.
This study arises philosophical debates on the applicability of conventional western practices in Uganda.
The study concludes that the management model adopted by the Ugandan public sector should predominantly reflect the communities they serve hence reflect individuals from a variety of ethnic and cultural backgrounds.
The author proposes key considerations that African countries should take.
Nevertheless, because Public Sector Management is quite a broad concept, the author does not overlook probable arrogance or oversimplification.
For this reason, it has not been possible to make it less general and more detailed than it stands.
The author is therefore aware that various concepts and issues discussed in the study need to be treated at greater length.
Guma is a management researcher and consultant.
His research focuses on the applicability and transferability of universal practices in developing countries.
He currently manages Social & Economic Alternatives to Development (SEAD) Uganda, a local think-tank dedicated to institutional strengthening and improving Uganda's socio-economic mechanics.
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