This month, 'Business Services Primer' commences a
series of reviews on status of technology in the country, starting with highlights of some
of the underlying issues and a brief mention of government's development intentions, and,
promotion by the private sector.
Initially, it is observed that investments are still at low levels, a marked difference
from those of the Asian 'tigers', standing in the order of 30%. Returns
on investment have also been found to be a fraction of countries like Kenya, Ghana and
Tanzania. High manufacturing costs are shown to negatively affect investment, with low
technology exports, and limited 'labour-intensive' components.
The objectives for which the Uganda Industrial Research Institute is supposed to be a
champion fall short of what is on the ground, with the private sector neither meaningfully
exploiting incentives on plant and machinery purchases nor on R&D.
Engineering training this time takes centre stage, examining the system along the three
traditional divisions, looking at the entire spectrum, from craftsman, through technicians
to engineers. The divide in roles from craftsman, through technician to engineer are
discussed, with a review of practices within the East African region around the sixties.
Expert opinion on grooming of engineering manpower in the developing world is cited, with a
review of the 'technological environment' in the region viz-a-viz that
in more developed countries, observing the difference in 'exposure'
opportunities and their impact in combination with the 'professional
grooming' programmes.
It is argued that of the British schemes, those of a 'sandwich' nature and technician
upgrading to an engineer may be more appropriate, and, that continental Europe programmes in
Germany and France are probably well-suited to our current needs.
While the East African region had good programmes, recent ones following the collapse of
the Community in 1977 may not be generating the most appropriate mix of practical/vocational
skills, with 'pupilage' programmes at a disadvantage for limited opportunities.
In advancing the case for further scrutiny of training programmes, mention is made of
global views of challenges facing the young democracies in achieving requisite competencies
for their urgent development needs. Mention is made of India around World War II and the
path they followed, with good results to show as the nation has emerged amongst outstanding
performers in a number of areas on the global scene.
The question of what path Uganda needs to follow is then paused, and, some thoughts for
contemplation are presented.
Thereafter, the enterprise is taken into perspective, mentioning some of the important
aspects that ought to be made available to the public at large. A number of recent issues
have dwelt on the necessity for 'enhancing knowledge of one's business matters by the
outsider'. This is a primary challenge to all enterprises to be outward looking and not
trying to keep skeletons in wardrobes, in order to avoid loss of opportunities for lack of
public awareness. The case for likely mutual benefits is mentioned, for potential customers,
suppliers, the national planning bodies for what they can expect to avail locally and beyond
from your enterprise, beside others.
Last but not least, a very common management science solution approach, 'linear
programming' is presented with the simpler solution graphical method. This solution approach
is extensively applicable and versatile in many ways that are not mentioned.
