Participatory approaches to rural development. A case study of Muhoroni sugar company, Kenya.

Abstract

The primary objective of most of the organizations that are geared towards profit realization is productivity, efficiency and competitiveness. Achieving these objectives necessitates adaptability and responsiveness to change. However, in most organizations this adaptability and responsiveness to change is aimed solely at profit maximization. Consequently, the workers are, in most cases, never factored into the company's profit equation and, if they do, then they are seen as mere appendages or tools, to serve the interest of the company, and be cast aside when their interests clash with those of the company. However, of late, there has been a revolution in the way organizations view workers-instead of being seen as mere tools, they are increasingly viewed as part of the company. This has led to new management approaches which entail, giving a greater role in an organization's decision making structure to the worker and allowing him greater control over work methods, planning and execution of tasks. The logic is to give him a sense of co-ownership in the company and thus,hopefully motivate him into having greater interest in his work. The study is a survey of Muhoroni sugar company to analyze the impact of these new management approaches on the company's performance. Mismanagement and fiscal irresponsibility had led to the company almost collapsing in 2000. As a result a new management team was brought in to try and revive the company. And one of their initiative was to introduce participatory management approaches which involved giving the workers a greater say in the company's operations. Four years down the line, the study found out that-these new participatory approaches are beginning to yield results. A company that had been declared insolvent is now able to produce an output approximating its maximum capacity and meet its financial obligations to the workers as well as the cane farmers. Overall, there is a vibrant mood both within the company and in the surrounding environs that better prospects lie ahead. This study is, therefore, an assessment of how this turn-round has been brought about.