摘要:

AbstractIn the current debate over the role of the public sector and its effective and efficient management, too little attention has been paid to the training implications of the various policy options. These include privatization as well as public enterprise performance improvement and rehabilitation. Third world training institutions are only just beginning to respond to the new tasks of re‐equipping public sector managers to enable them to play a more ‘enabling’ or ‘facilitating’ role vis‐à‐vis the private and parastatal sectors. Accordingly, this article suggests a number of major elements that need go into any national training effort to strengthen the government‐enterprise interface, including some of the curricular content, needs for case and teaching materials, developing training methods, the role of research, possibilities of a regional approach and the role of the international

ISSN:0271-2075    

DOI:10.1002/pad.4230100402

出版商:John Wiley&Sons, Ltd.    

年代:1990

数据来源: WILEY

摘要:

AbstractThe intention of this paper is to examine the political and administrative limits on the effective implementation of privatization in developing countries and so to present a challenge to the view that slow progress is primarily attributable to economic constraints. After examining these economic aspects, the paper provides an explanatory framework which incorporates those political and administrative processes central to an understanding of what happens to state economic policies in practice. The significance of these processes is demonstrated by drawing on research material from India, Pakistan, Thailand, and Sri Lanka. The conclusion drawn is that responses to pressures for economic reform will be determined, not so much by economic criteria as by the political and bureaucratic resources available to decision makers. Since policy processes in developing countries show considerable variety it is likely that there will be substantial variations in the practical achievement of privatization objectives.

ISSN:0271-2075    

DOI:10.1002/pad.4230100403

出版商:John Wiley&Sons, Ltd.    

年代:1990

数据来源: WILEY

摘要:

AbstractIn many works on comparative public administration and development management the arguments put forward are often presented within the framework of comparing developed and less‐developed countries. However, within the latter category there are fairly substantial differences, usually categorized within the context of system of government, or degrees of per capita income. Rarely is the question of scale addressed head on. One dimension of this, for instance, is the nature and operation of public administration where the proliferation of traditional ministries, and the impartiality of the administration, become very problematic in terms of the extremely limited resources and the very personal nature of public life— especially in the microstates. In this paper the question of scale is addressed in the context of the relationship between one island state, Fiji, and its bilateral and multilateral partners. This is considered not just in terms of aid and loans, but in terms of such issues as the ‘critical mass’ of skilled professional people, and the problems of functioning in a system where the rules for such things as overheads seem to have been evolved in the context of the Third‐World giants. It is shown that the scale variable is a very powerful one in both the effectiveness and efficiency of governments working in tandem with major external sources of capital a

ISSN:0271-2075    

DOI:10.1002/pad.4230100404

出版商:John Wiley&Sons, Ltd.    

年代:1990

数据来源: WILEY

摘要:

AbstractThe success of developing countries in fostering administrative change has not been commensurate with their intensive efforts and investments. Causes and effect of the slow progress of change elude and even bewilder scholars and practitioners alike. Based on experiences from the Arab world, this study proposes modifications in organizational processes and behaviour to balance the traditional, one‐directional policies of administrative change. When change originates outside the organization or at its very top, and is communicated downwards by decree or edict, three important elements are inevitably absent: employee involvement, effective incentive systems, and appropriate methods of evaluation. Public managers in various Arab countries express preference for jobs that allow them, as managers, to utilize their knowledge and skills, and which do not reduce them to mere executioners of higher commands. Comparing this group with a similar group of American managers reveals managerial characteristics of particular pertinence to administrative chang

ISSN:0271-2075    

DOI:10.1002/pad.4230100405

出版商:John Wiley&Sons, Ltd.    

年代:1990

数据来源: WILEY

摘要:

AbstractOne of the most important dimensions of rural development policy in Zimbabwe since independence has been rural local government reform, in particular decentralization policy. Evidence from a number of recent studies is used to present a comprehensive review of Zimbabwe's experience of local government decentralization during the first eight years of independence, 1980 to 1988. Section 2 presents a brief outline of some basic concepts on decentralization which have guided the discussion. Section 3 contains a short account of the local government system inherited from the colonial era. Section 4 outlines the major post‐independence reforms, that is: the 1980 District Councils Act; the 1984‐85 Prime Minister's Directive on Decentralization; the 1985 Provincial Councils and Administration Act; and the 1988 Rural District Councils Act. Section 5 presents an assessment of these reforms, paying particular attention to organizational, financial and planning issues. While some important improvements have been achieved in rural Communal Areas‐in particular the extension of services and increases in local revenues and popular participation‐the system of local government and administration remains a dual one. Other problems include the gap between the planning and budgeting processes, continued financial dependence of district councils on central government, and a lack of serious effort by central government to make use of provincial and district developmen

ISSN:0271-2075    

DOI:10.1002/pad.4230100406

出版商:John Wiley&Sons, Ltd.    

年代:1990

数据来源: WILEY

摘要:

AbstractIn many ways the autonomy of local government in Kenya has declined in the last twenty years. After reviewing the various tendencies towards centralization which can be observed and looking at some of the reforms which have occurred, the current district planning approach, known as the District Focus for Rural Development Strategy, is analysed in order to explore the roles played within it by local government. Policy documents and other official statements are discussed, as are the attitudes of political and administrative leaders. Whilst the new strategy is supposed to bring about greater decentralization, it has led to a continuing reduction of local government autonomy especially for the county councils. However, pessimistic conclusions can not be easily drawn. Local government is not likely to be abolished, the new approach may enable it to play a more effective planning role—even if a less autonomous one—and there are other forms of local participation (especially through community development) which partly compensate for the erosion of formal local governm

ISSN:0271-2075    

DOI:10.1002/pad.4230100407

出版商:John Wiley&Sons, Ltd.    

年代:1990

数据来源: WILEY

摘要:

AbstractThe Delphi Method has been applied to a wide variety of predictive and consensus building problems in the West. It has achieved mixed success in its ‘native’ environment. This paper reports on the successful use of the Delphi by an interdisciplinary, international team of English‐speaking consultants in an Arabic‐speaking country, politically dominated by a centralist regime. In the sixth year of the Iran‐Iraq war, a group of international consultants proceeded with the development of a master plan for the development of the City of Baghdad, the Greater Baghdad Area and Central Iraq. Work on the plan had begun in 1982 but had been slowed by the war and its effect on the Iraqi economy, a lack of consensus on the part of the Iraqi government and a substantial degree of uncertainty in the government's confidence in the consulting team's perceptions. An accelerated form of the Delphi was structured and applied over a period of three weeks, employing high ranking members of the Iraqi technocracy. The results indicated a good degree of consensus on a number of material issues. The consultants obtained a clearer picture of the client's desires, and the client was left with greater confidence in the consultant's perceptions of the planning problems and solutions. There was a notable reduction in the level of uncertainty and disagreement among both Iraqi and expatriate members of the planning team. Finally, there was an increased acceptance of the resulting master plan due to the demonstrable participation of senior government officials in its formulation and the credibility they attached to the process of the Delphi. At the time of writing, the plan has been accepted by the governmen

ISSN:0271-2075    

DOI:10.1002/pad.4230100408

出版商:John Wiley&Sons, Ltd.    

年代:1990

数据来源: WILEY

ISSN:0271-2075    

DOI:10.1002/pad.4230100409

出版商:John Wiley&Sons, Ltd.    

年代:1990

数据来源: WILEY

ISSN:0271-2075    

DOI:10.1002/pad.4230100411

出版商:John Wiley&Sons, Ltd.    

年代:1990

数据来源: WILEY

ISSN:0271-2075    

DOI:10.1002/pad.4230100412

出版商:John Wiley&Sons, Ltd.    

年代:1990

数据来源: WILEY