Browsing by Author "Chijoriga, Marcelina M."
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Item Implications of Financial Institutions Regulations on Assets and Liabilities Management in Depository Financial Institutions in Tanzania(2002-12) Swai, Tobias A.; Chijoriga, Marcelina M.Financial sector reforms in Tanzania had posed a number of challenges to the Depository Financial Institutions (DFIs), particularly on assets and liabilities management. In line with the reforms, are the regulations issued by the Bank of Tanzania as guidelines to maintain an efficient and sound financial system. The regulations pose a challenge to DFIs in their assets and liabilities management, since apart from the need for profit, they also need to comply with the regulations. This study was designed to analyze the impact of Financial Institutions (FIs) regulations on the assets and liabilities management in depository financial institutions in Tanzania. The study has used both primary and secondary data. Interviews were made with the senior officials of depository financial institutions in particular with emphasise to the members of Assets and Liabilities Committees (ALCO). The results show that, significant importance is given by the top management to the assets and liabilities management function. It also revealed that, there is a positive influence of regulations on the composition of assets and liabilities. However, the current FIs regulations promote efficient utilization of assets and liabilities in the FIs. The critical regulations and the general laws in implementation of assets and liabilities management were identified.Item Promoting Trade Competitiveness in Developing Countries(2014) Anderson, Wineaster; Chijoriga, Marcelina M.; Philemon, JohnItem Strategic planning and higher education management in Africa: the University of Dar es Salaam experience(Dar es Salaam University Press, 2000-01) Luhanga, Matthew L.; Mkude, Daniel; Mbwette, Daniel J.; Chijoriga, Marcelina M.; Ngirwa, Cleophace A.A book that aims to identify the core problems facing African universities and to examine the potential role of strategic planning in addressing them. It reviews global, regional and national development trends in higher education, and identifies problems within the areas of human resources, organisational culture, physical resources, municipal services, governance, financial resources, and quality and quantity of academic and professional outputs. The authors then provide examples from the University of Dar es Salaam's experience and transition programmes to demonstrate how the adoption of a strategic planning and management culture can address the principal common areas of concern. The book is organised into sections covering: higher education management, historical perspectives of planning at the University of Dar es Salaam; strategic planning in higher education institutions; the development of corporate strategic plans; development of the university's five-year rolling strategic plans; strategic planning and the catalysts of the University of Dar es Salaam's transformations; and strategic planning transformations; and strategic planning in African universities, constraints and prospects. The final section also presents experiences from eight other African universities which are known to have adopted strategic planning, and assesses how these universities are addressing core problems. Universities included in the study are Moi; Makerere; Ghana, Kwame Nkrumah; Zambia, Eduardo Mondlane, Botswana and Namibia.