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Abstract After the death of the first president of Tanzania; Julius Kambarage Nyerere, Tanzania has witnessed the return in the public sphere of a reconfigured version of Ujamaa as a set of moral principles and ideology. The persisting traces of Nyerere

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Introduction Plato and Aristotle described a society’s leader as naturally selected by divine providence. They called him a “Prince” or the “Philosopher King”. These characterizations remotely size up Julius Nyerere () whose rise to prominence is quite fascinating. A “King” he was not. A “Prince” that he was. His own people rendered him great respect and called him mwalimu, the philosopher, the thinker. The term “Mwalimu” ordinarily means teacher but when reverence is injected into it, it means “thinker” or “philosopher.” Nyerere was the first president of Tanzania, a founder of the Organization of African Unity (OAU), was one of the wisest and most respected leaders in Africa, Father of the Nation as well as one of the most influential African intellectuals of his generation. He was born in Butiama (in north-western Tanganyika, then a British colony), to Chief Nyerere. Julius Nyerere obtained a teacher’s certificate from Makerere College and, from 1946 to 1949, taught at a Catholic school in Tabora (Tanganyika). He then went on for further studies abroad, graduating with an MA in History and Economics from the University of Edinburgh in 1952, making him the first Tanganyikan to gain a university degree. Reading widely and influenced by Fabian socialism, he evolved most of his political philosophy while at Edinburgh. In 1954, Nyerere founded the territory’s first nationalist party, the Tanganyika African National Union (TANU), whose initial aim was the improvement of the living conditions of the African people. The party was popular, and its membership reached 200,000 by 1957. Gradual reforms in the colony led to the organization in 1958 of the first elections to the legislative council, in which TANU candidates (including Nyerere) won all 15 seats. Relentless activism led to further reforms, leading up to limited self-government following the 1960 elections in which TANU swept the polls. Nyerere, who had been appointed chief minister, now petitioned the United Nations and engaged in negotiations with Britain over 1 independence, which was eventually granted on December 9, 1961, with Nyerere as prime minister. He set about instituting a socialist form of government structured around a one party state. In early 1962, Nyerere resigned his post and toured the country extensively to build up TANU membership. By December 1962, Tanganyika became a republic, and Nyerere returned to office as president. Political and ethnic conflict in the island nation of Zanzibar in a bloody coup d’état there in 1963 and in an army mutiny in mainland Tanganyika in 1964. After calling on British troops and restoring order, Nyerere announced the merger of Tanganyika and Zanzibar into a new state, the United Republic of Tanzania, which officially came into being on April 27, 1964. In 1977, Nyerere merged TANU and Zanzibar’s AfroShirazi Party into a single national party, Chama Cha Mapinduzi (CCM). With national unity restored, Nyerere moved to promote African socialism through the “Arusha Declaration,” which became the guide for Tanzania’s policy of socialism and selfreliance, encapsulated in the concept of Ujamaa (meaning “community” or “familyhood” in Ki-Swahili). In 1970, a voluntary villagization program organizing peasant farmers into collective farms was launched. Following strong peasant resistance, forced villagization was initiated in 1975. By that time, 80 percent of the population was organized into 7,700 villages. This eventually resulted in a sharp drop in agricultural production and in an increased dependence of the country on foreign aid. In 1971, Nyerere nationalized key sectors of the economy. However, some successes were registered in the area of social development: infant mortality was reduced by 50 percent and adult literary increased to 90 percent. Tanzania’s foreign policy focused on two main issues: support for the liberation movements in Southern Africa and destabilization of the dictatorial regime of Idi Amin in Uganda. In 1970, Tanzania militarily invaded Uganda, removed Amin from power, and replaced him with former president Milton Obote. This military campaign, however, had a profoundly negative effect on the Tanzanian economy. In 1984, Nyerere voluntarily stepped down from Tanzania’s presidency in favour of Ali Hassan Mwinyi, although he remained chair of the CCM until 1990. By that time, Nyerere had become one of Africa’s most respected and revered elder statesmen, being affectionately referred to by his honorific title of Mwalimu (“The Teacher” in Ki-Swahili). He did acknowledge that some of his policies (notably Ujamaa) had failed and that a multiparty system should be considered. Nyerere also became actively engaged in various peace and conflict-resolution initiatives in Africa (particularly in Burundi). In 1987, he became one of the founders (and later chairman) of the South Commission, which seeks to bridge the gap 2 between rich and poor countries. Julius Nyerere died of leukemia in a London hospital on October 14, 1999. Ujamaa in Tanzania It could rightly be argued that Julius Nyerere was one of the most “ideological” of the African leaders, on a par with Kwame Nkrumah and contrary to the assertions of Henry Bienen- Nyerere did not hesitated to create a blueprint for a new society and translate his ideas into programs for action.

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Establishment and Operation of a Specialized Medical Center (Dermatology and
Cosmetology Center)

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,Contents
5.............................................................................................................................................................. Tables List
5............................................................................................................................................................. Figures List
6........................................................................................................................................................... Project brief
8....................................................................................................... Mission and vision statements for the project
9................................................................................................................ SMART model Project Scope Statement
Project Goals and Objective...............................................................................................................................9
Performance measurement indicators............................................................................................................10
12........................................................................................... Lag & Lead Indicator’s Identification Methodology:
Lag Indicator Analysis: .....................................................................................................................................12
Lead Indicator Analysis: ...................................................................................................................................12
13..................................................................................................................................................... Project charter
C. Assumptions.............................................................................................................................................14
D. Project scope...........................................................................................................................................14
E. Project milestones....................................................................................................................................15
F. Impact statement.....................................................................................................................................15
Potential impact...........................................................................................................................................15
Systems/units impacted...............................................................................................................................15
H. Project resources.....................................................................................................................................16
18........................................................................................................................................... Projects Office Model
22................................................................................................................................. Work Breakdown Structure
24.............................................................................................................................................. Power and Interest
Stakeholder Analysis........................................................................................................................................25
Authority Matrix..............................................................................................................................................26
The Dermatological and beauty Centre Analysis (Culture and Values)............................................................27
The Strategy.....................................................................................................................................................28
Factors for success...........................................................................................................................................29
S. W. O. T. Analysis...........................................................................................................................................30

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, 31................................................................................................................... Self-reflection and self-management
32.......................................................................................................................... Personal integrity and reliability
Communication plan........................................................................................................................................33
34.................................................................................................................................... Stakeholder management
35..................................................................................... and (Influence/ Strength) Networks )Strength/Interest(
40............................................................................................................................................................ Teamwork
Conflicts and Conflict Resolution.....................................................................................................................41
Meeting guidelines...........................................................................................................................................42
43................................................................................................................................................... Resourcefulness
44......................................................................................................................................................... Negotiations
46....................................................................................................................................................... Reference list

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Instelling: Chamberlain College Of Nursing
Vak: BUSN 379 (HISTO405N)

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Geüpload op: 20 december 2021
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Geschreven in: 2022/2023
Type: Tentamen (uitwerkingen)
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Abstract After the death of the first president of Tanzania; Julius Kambarage Nyerere, Tanzania has witnessed the return in the public sphere of a reconfigured version of Ujamaa as a set of moral principles and ideology. The persisting traces of Nyerere

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