摘要:

AbstractThe World Bank's urban development project in Monrovia, Liberia attempted, between 1979 and 1987, to promote decentralization, enabling the municipality to pay for services and infrastructure provided under this project. Because of cultural barriers and a blueprint approach, the project resulted in charity rather than institutional reform. However, effective approaches and procedures require more attention to the underlying causes of existing problems. In as much as politics, even more than culture, affects decentralization, the World Bank needs to be more open with its borrowers about political requirements.

ISSN:0271-2075    

DOI:10.1002/pad.4230100302

出版商:John Wiley&Sons, Ltd.    

年代:1990

数据来源: WILEY

摘要:

AbstractRural development has attracted attention from many quarters. The present administration in Nigeria is particularly anxious to bring it about in the shortest time possible. But most of the discussions of rural development tend to neglect the vital link between it and administrative structure. This paper therefore stresses the role which an appropriate administrative arrangement can play in bringing about rural development. The paper reviews the various efforts that Nigeria has made since 1950 to derive a suitable local administrative structure. It focuses on the 1976 reform and shows how it has failed to provide a suitable spatial framework for rural development. Based on the experiences of the past and the realities of the present, some principles are put forward as guidelines for an effective local administrative structure. Finally, an administrative arrangement which is development oriented and comprehensive enough to cater for the interest of all communities is proposed.

ISSN:0271-2075    

DOI:10.1002/pad.4230100303

出版商:John Wiley&Sons, Ltd.    

年代:1990

数据来源: WILEY

摘要:

AbstractDecentralization is an increasingly fashionable theme in the development literature. This paper attempts to distil from experience in a number of countries some basic considerations that should be taken into account by would‐be decentralizers with respect to intergovernmental fiscal relations and local taxation. After a brief review of the nature of the problem and the economic case for decentralization, four basic principles of reform—transparency, stability, flexibility, and incrementalism—are put forward as useful guidelines to the restructuring of governmental finances and functions that seem needed in many developing coun

ISSN:0271-2075    

DOI:10.1002/pad.4230100304

出版商:John Wiley&Sons, Ltd.    

年代:1990

数据来源: WILEY

摘要:

AbstractPart I of this paper, published in Vol. 10, no. 2, dealt with the choice of criteria for determining the success of local development initiatives. Part II looks at the broader implications of the factors contributing to success in the local, national and international contexts. The majority of local initiatives require external assistance. Six major issues are discussed: the qualities which external agencies need in order to provide effective support; the relative merits of governmental and non‐governmental organizations; the different levels of NGO operations; relations between governments and NGOs; North‐South collaboration; and training implicati

ISSN:0271-2075    

DOI:10.1002/pad.4230100305

出版商:John Wiley&Sons, Ltd.    

年代:1990

数据来源: WILEY

摘要:

AbstractWhile problems of organizational dysfunction in the public domain are a global phenomenon, the consequences of such dysfunction are generally greater in the Third World. Possible discipline‐based (human resource management) explanations for the chronicity of these problems and a number of strategies for overcoming them are advanced. These strategies are described in terms of a number of imperatives and variables of effective organization. Structural imperatives include: clearly identified and agreed missions, goals, strategies, and main functions; accountability linked to sufficient power and control; clearly specified roles; particular notions of individual effectiveness and performance appraisal tied to rewards; and effective transformational leadership. The implicit model extends contingency theory by taking account of the evidence pointing to the cross‐cultural convergence of certain organizational characteristics, but retains the central notion of adaptation and hence the possibility of adaptive and non‐adaptive culturally and/or ideologically based variation in organizational behaviour. The model is built around a central core of value imperatives. Implications for human resource management (HRM) interventions—e.g. management training—include a possible shift away from a primary focus on skill and knowledge transmission, towards value and attitu

ISSN:0271-2075    

DOI:10.1002/pad.4230100306

出版商:John Wiley&Sons, Ltd.    

年代:1990

数据来源: WILEY

ISSN:0271-2075    

DOI:10.1002/pad.4230100307

出版商:John Wiley&Sons, Ltd.    

年代:1990

数据来源: WILEY

摘要:

AbstractAid co‐ordination entails the exchange of information, an attempt to agree on aid objectives and priorities, and agreement on projects to be undertaken concurrently or jointly. It should be a mechanism for the more effective delivery of development assistance. If it works it produces several benefits. It prevents waste. It can reduce duplication of effort. It can free officials for more productive activities than unnecessary meetings with donors. Harmonizing aid procedures, reporting requirements and monitoring should reduce the administrative burden on recipient governments. For aid co‐ordination to work the administrative capacities of recipient governments need to be strengthened. Co‐ordination can be enhanced by improving the leadership role of multilateral agencies and recipient governments. Adequate resources need to be devoted to improving co‐ordination by the aid donors. Co‐ordination must be structured and organized. Monitoring capacities also need to be

ISSN:0271-2075    

DOI:10.1002/pad.4230100308

出版商:John Wiley&Sons, Ltd.    

年代:1990

数据来源: WILEY

摘要:

AbstractThe following article describes a rare case of a U.S. multinational collaborating with the public sector on an economic development project. The project took place in Belize and directly addressed the development priorities of this Central American country. From 1984 until 1987, Hershey Foods Corporation was a co‐operative partner with the Belizean Ministry of Agriculture in the Belize Accelerated Cocoa Production Project aimed at introducing the latest cocoa production methods to local farmers. Other key participants in the project included the development arm of the United States Government—the Agency for International Development—and two private voluntary organizations: the Pan American Development Foundation and Volunteers in Technical Assistance. This article presents the case for more configurations like this one in future development projects. The article is divided into the following sections: the need for a private sector role in development, background on the Belize case, a model for developing collaborative relationships, and the benefits received by the partners as a result of their collaboration on this pr

ISSN:0271-2075    

DOI:10.1002/pad.4230100309

出版商:John Wiley&Sons, Ltd.    

年代:1990

数据来源: WILEY

ISSN:0271-2075    

DOI:10.1002/pad.4230100310

出版商:John Wiley&Sons, Ltd.    

年代:1990

数据来源: WILEY

ISSN:0271-2075    

DOI:10.1002/pad.4230100311

出版商:John Wiley&Sons, Ltd.    

年代:1990

数据来源: WILEY