This paper examines the history of the management of the higher
education sector in Tanzania. It reveals that government policies
and management styles throughout the period from 1961 to the
early 2000s created a culture of resistance within the higher
education institutions, leading to struggles and many attempts to
change the management of the sector. The authors analyse the
effects of management practices in higher education and propose a
model of institutional change that yields positive outcomes based
on institutional needs and those of the academic faculty members.