摘要:

AbstractEffective government performance is central to the creation of market‐oriented economies, secure and productive populations, and democratic political systems in developing countries. Capacity building to improve public sector performance is thus an important focus of development initiatives. Several implicit assumptions underlie most such efforts: that organizations or training activities are the logical site for capacity‐building interventions; that administrative structures and monetary rewards determine organizational and individual performance; that organizations work well when structures and control mechanisms are in place; and that individual performance improves as a result of skill and technology transfer through training activities. Each of these assumptions is called into question by the findings of research carried out in six developing countries and reported in this article. Our studies indicate designing interventions that most constructively address sources of poor performance must follow from an assessment of a relatively broad set of variables, including the action environment in which all such activities take place. We also found that effective public sector performance is more often driven by strong organizational cultures, good management practices, and effective communication networks than it is by rules and regulations or procedures and pay scales. Our case studies further indicate that individual performance is more affected by opportunities for meaningful work, shared professional norms, teamwork, and promotion based on performance rather than it is by training in specific skills. In this article, we describe a framework or conceptual map that emphasizes that training activities, organizational performance and administrative structures are embedded within complex environments that significantly constrain their success and that often account for training or organizational failure. When it was applied in the six case study countries, the framework proved useful in identifying capacity gaps and providing a tool for the strategic design of interventions that are sensitive to the roots of performance deficits. This allows us to conclude that the assumptions underlying many capacity‐building initiatives may focus attention on interventions that do not generate the highest payoffs in terms of improved perfor

ISSN:0271-2075    

DOI:10.1002/pad.4230150502

出版商:John Wiley&Sons, Ltd.    

年代:1995

数据来源: WILEY

摘要:

AbstractUsing comparative Asian experience of organizational change, this article analyses the experience of an Indian organization responsible for environmental management in the Himalayan foothills of Uttar Pradesh (UP) in moving from a standard Indian public sector approach to rural development and environmental management, to a new participatory approach. Successive World Bank funded watershed management projects in the Himalayan foothills were widely held not to have achieved and sustained their full potential in the past, largely due to an absence of effective local management of assets after the projects' end. On the other hand communities and groups have shown on a small scale a capacity to manage resources in a sustainable way. The Government of Uttar Pradesh's (UP) European Union (EU) funded Doon Valley Project has been through a first phase in which a participatory method of village level planning has been initiated. The article addresses the required changes and constraints involved in this first step of transformation. These include issues to do with organizational structure and procedures, training, gender and other social issues, and the dynamics of organizational change. The implications of a participatory approach are far reaching. The ‘off the shelf’ schemes that Government has offered to individuals, groups and communities in all watershed management as well as other rural development programmes are challenged both by the specificities of the Himalayan environment, and by the adoption of a genuinely participatory approach. Allowing people to decide how they will manage their hillsides requires an ability to facilitate that process. Facilitators need to have the flexibility and creativity to offer a variety of technical and managerial possibilities such that individuals, groups and communities can choose what suits them best. Constraints derive partly from the Government's set procedures and schemes in rural development, and from its advocacy of particular well worn technology packages. Constraints also derive from the way in which the whole project has been handled by Government and the Commission of the European Union from the beginning, and from the way in which technical assistance has been organized. It is important that governments and donors learn from such experiences so that future participatory environmental management work can have a greater chance of succ

ISSN:0271-2075    

DOI:10.1002/pad.4230150503

出版商:John Wiley&Sons, Ltd.    

年代:1995

数据来源: WILEY

摘要:

AbstractA large component of development aid in the past has been in the form of scholarships for officials and managers to attend short and long training programmes in the west. However, it has increasingly been felt that the impact of such programmes is limited, and hence the donor community is placing increased emphasis on ‘projectized’ training programmes, i.e. training that is geared to specific development projects in a particular country. This shift has implications for the nature of the training, the learning processes involved and the roles of trainers. This article explores these issues, firstly reviewing the debate between ‘open’ and ‘projectized’ training, and then going on to report on a case study involving a ‘projectized’ learning event run for the Nigerian Civil Service as part of its Civil Service reform programme. The case study explores the main differences between ‘open’ and ‘projectized’ training, demonstrates some of the potential problems with ‘projectized’ learning and, where appropriate, suggests solutions and offers a number of practical suggestions for trainers to consider for operating in an increasingly

ISSN:0271-2075    

DOI:10.1002/pad.4230150504

出版商:John Wiley&Sons, Ltd.    

年代:1995

数据来源: WILEY

摘要:

AbstractThe Kyrghyzstan government is making the difficult transition from a command economy under Communist Party control to a market economy within a pluralist political framework. For the time being, however, the reality of firm executive, hierarchical control persists. An Akim heads the government structure at provincial (oblast) and district (raion) levels and exercises considerable power; though formally answerable for his budget and socio‐economic programme to the local parliament (kenesh), his accountability is virtually nil. Some attention is given to equalizing revenue among the provinces: Bishkek, the capital city, which has oblast status, and Chui oblast provide substantial financial underpinning for the rest of the country. In April 1995 the government accepted the main provisions of the EIPA Report prepared under the European Union's TACIS project ED/052, the effect of which should be to enhance the government's ability to promote development. President Akayev sees local administration, local self‐government and privatization as important levers of ref

ISSN:0271-2075    

DOI:10.1002/pad.4230150505

出版商:John Wiley&Sons, Ltd.    

年代:1995

数据来源: WILEY

ISSN:0271-2075    

DOI:10.1002/pad.4230150506

出版商:John Wiley&Sons, Ltd.    

年代:1995

数据来源: WILEY

ISSN:0271-2075    

DOI:10.1002/pad.4230150507

出版商:John Wiley&Sons, Ltd.    

年代:1995

数据来源: WILEY

ISSN:0271-2075    

DOI:10.1002/pad.4230150508

出版商:John Wiley&Sons, Ltd.    

年代:1995

数据来源: WILEY

ISSN:0271-2075    

DOI:10.1002/pad.4230150509

出版商:John Wiley&Sons, Ltd.    

年代:1995

数据来源: WILEY