The Impact of Organization Structure on Human Resource Management in a Bi-national Organzation A Case Study of Tanzania-Zambia Railway Authority （TAZARA）

This study explores the impact of organization structure on human resource management in a bi-national organization Tanzania-Zambia Railway Authority （TAZARA）. It is a bi-national organization because it is jointly owned and managed by the two contacting states of the United Republic of Tanzania and the Republic of Zambia. Tanzania-Zambia Railway stretches 1,860 meters from the Port of Dares Salaam in East Africa to New Kapiri Mposhi in Zambia. The study seeks to provide answers to such questions as what is an organization structure. Can an organization structure affect human resource management in an organization？ If so how？ What type of organiTation structure can be appropriate for a bi-national organization？ What are the advantages and the limitations of the organization structure designed for TAZARA？ What measures can be taken to deal with the disadvantages？ Organization structure refers to the formal arrangement of tasks, communication, and authority relationships that influence and control how people coordinate and conduct their work （Martin ＆ Fellenz, 2010）. The study was undertaken within phenomenological paradigm due to the nature of the inquiry of the impact of the organization structure on a bi-national organization concerned with the relationships of actors such as governments as both institutions and employers and employees as individuals and groups. Phenomenological paradigm is concerned with the understanding of human behavior from the participants＇ frame of reference. The study was designed as a case study where the researcher explores a phenomenon （case） in this case （ the organization structure） bounded in time and activity （in this case TAZARA as an institution） and collects data using a variety of procedures during a sustained period of time. It was appropriate for exploring, understanding, and obtaining in depth knowledge of understanding the impact of organization structure on a bi-national organization Tanzania-Zambia Railway Authority, which is divided into two regions and the Head office. Both primary and secondary data were collected from the two regions and the Head office. Primary data were collected by focus group discussion, and structured interviews and questionnaires while secondary data were collected by archival method, organization documents, books, and news papers. Data were analyzed using both qualitative and quantitative methods by triangulation techniques. Sample size comprised eight governments and Board of Directors officials, 35 Management officials, 11 trade union officials and 58 focus group members from seven discussions groups, and bring the total to 112. The study revealed that the organization structure has both advantages and limitations. From governments＇ perspective the structure provides the means of maintaining equal commitment, ownership, and management of the organization by the two contracting states, while the business perspective has identified two limitations. First, the three-tier structure is expensive because of duplication of duties. Second, the involvement of government officials in managing the organization brings in government bureaucracy which should be avoided in business due to slow decision making. Efforts to change the structure to make it business, as so far have proved futile due to governments＇ reluctance to refinquish power as this will be seen as reducing their commitment to the organization.

Developing Integrated Collective Bargaining System in a Bi National Organization:The Case of the Tanzania Zambia Railway Authority(TAZARA)

The Tanzania Zambia Railway stretches 1,860 kilometers from the East African Indian Ocean port of Dar es Salaam in Tanzania to New Kapiri-Mposhi in land locked Zambia.It is defined as a bi-national organization as opposed to either transnational or multinational because it is jointly owned and managed by the Governments of Tanzania and Zambia.Its construction was made possible by Chinese interest-free loan to the two Governments.Few development projects in Africa have been charged with as much political and ideological dynamite as Tanzania Zambia Railway.To the Western powers,angry that the Chinese had entered territory which they considered their own preserve,it was a Red Railway intended to thrust communism into the very heart of Africa.For the white regimes in Southern Africa,grimly attempting to hold back demands for majority rule,it was seen as Africa’s Ho Chi Minh Trail,carrying guerrilla further,armed with Chinese thoughts and weapons to the banks of the Zambezi River.The Chinese regarded the project as a Friendship Route to strengthen the new African states against the forces of imperialism and for Tanzania and Zambia it was a Freedom Railway,which should prove an instrument in increasing their independence.These reactions underpin not only the complexity of the establishment and management of a bi-national organization but also present challenges to the two national trade unions on how best they can represent their members.Industrial relations literature has cited differences in countries’historical,social,political,economic,and ideological background as the main obstacles in the development of collective bargaining machinery in transnational or multinational organizations.A study in Tanzania Zambia Railway Authority has attempted to develop an integrated bi-national collective bargaining machinery whose collective agreements are likely to be legally enforceable in their respective countries.This paper explores the development of trade unions in both Tanzania and Zambia which can be divided in three phases:first,the construction phase;second,the consolidation phase;and the third and final phase,trade union liberalization and political pluralism which covers the development of a bi national collective bargaining model with its Joint Industrial Council structure and negotiation procedures.The paper compares and contrasts trade union development in the two contracting states and critically examines how each phase has influenced trade union development.It provides a brief historical outline of collective bargaining process and spells out advantages and limitations of bi-national collective bargaining machinery.The paper concludes by observing that one of the main objectives of regional groupings is economic integration and suggests that integrated collective bargaining machinery be adopted as an ideal industrial relations model for regional groupings such as the African Union(AU),Southern African Development Community(SADC),Common Market for Eastern and Southern Africa(COMESA),Economic Community for West African States(ECOWAS),Eastern African Community,and other regional groupings around the world since it localizes industrial relations function in general and collective bargaining in particular.

Marriage Migration of Mongolian Women to South Korea

Underpinning most of the Korean-Mongolian relationship is the shared view that these two nations have racial, linguistic, historical, and religious connections. Both peoples cite the famous Mongolian blue spot, as well as the Mongolian Empire＇s close relations with the Koryo dynasty in the thirteenth and fourteenth centuries. However, it is undeniable that in recent years, Mongolia＇s relations with South Korea have grown much wider and deeper in scope. When it comes to multiculturalism a South Korea＇s overarching social phenomenon, tens of thousands of Mongolian expatriates are one of primary contributors to the first-ever trend throughout Korean history. Marriage migration of Mongolians to South Korea has increased since mid-1990s, in company with immigrant laborers, and became one of the primary contributors to the binational population movement, This paper deals with intertwining migration of Mongolian population to South Korea and describes characteristic of Korean-Mongolian binational marriage, using statistical data and other relevant researches.