摘要:

AbstractIt has been asserted too often that the development of non‐western countries—those of Africa, in particular—is highly dependent upon their assimilation of western management techniques. Yet, the applicability of western management techniques to a non‐western cultural milieu remains the subject of debate in the public administration and management literature. Much of the management development literature since the mid 70s has dealt with the replicability of Mintzberg's partition of the nature and contents of the manager's activities in diverse western work settings, in the US primarily. Few attempts have been undertaken to test Mintzberg's findings in non‐western settings. In this article, the authors attempt to partially fill this gap in the literature. More specifically, the authors investigate the degrees to which the management roles identified in the US can be applied generically to the public sector in the African context. The findings indicate that perceptions of management roles at the macro level are highly consistent across cultural boundaries. Significant differences, derived primarily from the historic experience of colonial administration and the contingent micro level impact are also noted. The implications of these findings for the design and implementation of management training programmes in Africa are

ISSN:0271-2075    

DOI:10.1002/pad.4230110202

出版商:John Wiley&Sons, Ltd.    

年代:1991

数据来源: WILEY

摘要:

AbstractThe field of comparative public administration/management in the United States has been criticized for theoretical underdevelopment and methodological narrowness. Utilizing advances made in comparative business management and taking into consideration the assertion that an agenda based empirical research programme in comparative public administration should highlight managerial processes, the individual, and group‐level behaviours, this paper focuses on examining the attitudes of public managers towards their own organizations. It analyses the responses of 110 public sector managers from 58 different countries of the world while they were in residence for professional development at 12 major universities in the United States. Examining public managers outside their own working environment makes this research on public sector managers to some extent unusual. For purposes of data collection a stratified sample was utilized. The principal instrument consisted of 79 items. Managers were asked to state their attitudes towards problem‐solving and decision‐making, leadership, job challenge, change, and organizational culture. Primarily descriptive statistics are used to analyse the data. Limited use is made of the One‐way ANOVA test. Results show that public managers from developing countries tend to view themselves somewhat differently from the traditional western perspective, especially as it relates to organizational innovativeness and job challenge. Public managers also confirm the earlier held western perspective that personnel in the public sector are more concerned with their personal welfare rather than organizational welfare and that their leadership is more directive. While one has to be careful interpreting the data, the emerging profile of public managers should influence future policy makers in both developing and developed nations of th

ISSN:0271-2075    

DOI:10.1002/pad.4230110203

出版商:John Wiley&Sons, Ltd.    

年代:1991

数据来源: WILEY

摘要:

AbstractThe article first describes Tanzanian development ideology and main economic activities. It explains economic decline and gives a brief description of Rufiji District. The next section examines the dynamics of state‐peasant‐commercial class relationship in Rufiji district within the wider context. There is a number of broad theoretical lines of reasoning that have come to predominate in contemporary debate on the origins and genesis of the African agricultural crisis and Tanzania in particular. This paper seeks to show that the notion of crisis must be subject to a careful, specific, and historically sensitive analy

ISSN:0271-2075    

DOI:10.1002/pad.4230110204

出版商:John Wiley&Sons, Ltd.    

年代:1991

数据来源: WILEY

摘要:

AbstractHow do specific aid projects in Tanzania strike a balance between control and mobilization, between efficient implementation of a well defined project and the mobilization of a local learning and competence building process? Can the same project organization do both efficiently, or does the control‐mobilization relation represent a dilemma? And how do specific definitions of the balance between control and mobilization within projects affect state building locally? These questions are investigated in the context of the Sao Hill Sawmill (SHS) in Tanzania. The relationship between Tanzanian and Norwegian authorities is looked at (a) in the planning of the Mill, (b) in the early evaluations of it, and (c) in its first three years of operations. An attempt is made to show that decision models are both personally ‘constructed’ and systematically reproduced by institutions and that the distinction between control‐ and mobilization‐focused models is of importance for how projects affect local institution building. Whether persons were recruited to the project from private or public institutions in Norway influenced their understanding of what the project was about. The data suggest that this simple distinction is significant for understanding how projects relate to local institutions and development processes. The material indicates that experts from Norwegian public institutions supported a more mobilization‐oriented definition of the project, with the possibility of integrating it unobtrusively into existing local institutions. However, a surprise finding was that top‐level administration in Tanzania supported the private participants more control‐orie

ISSN:0271-2075    

DOI:10.1002/pad.4230110205

出版商:John Wiley&Sons, Ltd.    

年代:1991

数据来源: WILEY

摘要:

AbstractChinese reformers wish through their economic programme to create a new form of developmental state in China and a new relationship between state and economy. This paper examines these issues through a study of the impact of Chinese economic reforms on the structure and behaviour of local government, focusing on urban government at the district level. It looks at three aspects of the issue—the trend towards financial decentralization, institutional changes in district administration and changes in the relationship between local government and the urban economy. It concludes (contrary to arguments which regard bureaucratic response to the reforms as one of pure inertia and obstruction) that urban local government has changed in several major ways, the most obvious being a trend towards institutional expansion and proliferation. From the point of view of the reform process, some institutional changes have been positive, others negative, resulting in a ‘dualistic’ state which contains elements of both old and new forms of developmental state. There is a need for systematic analysis of the specific future needs and evolution of China's urban government which would guide a process of politico‐administrative reform comparable to the current economic

ISSN:0271-2075    

DOI:10.1002/pad.4230110206

出版商:John Wiley&Sons, Ltd.    

年代:1991

数据来源: WILEY

摘要:

AbstractPeople's participation is both a method and an objective of rural development programmes in Nepal. The government has adopted decentralization measures to facilitate this. As the subject of decentralization involves new roles and responsibilities for both people and government officials, designing viable training programmes has been emphasized. Commensurate with this, a pilot training programme has been conducted in the Tanahun District for two years. The objective of this programme was to produce a decentralized planning training module which could be replicated elsewhere. This paper deals with the content of this programme and highlights the lessons learnt.

ISSN:0271-2075    

DOI:10.1002/pad.4230110207

出版商:John Wiley&Sons, Ltd.    

年代:1991

数据来源: WILEY

ISSN:0271-2075    

DOI:10.1002/pad.4230110208

出版商:John Wiley&Sons, Ltd.    

年代:1991

数据来源: WILEY

ISSN:0271-2075    

DOI:10.1002/pad.4230110210

出版商:John Wiley&Sons, Ltd.    

年代:1991

数据来源: WILEY

ISSN:0271-2075    

DOI:10.1002/pad.4230110211

出版商:John Wiley&Sons, Ltd.    

年代:1991

数据来源: WILEY

ISSN:0271-2075    

DOI:10.1002/pad.4230110201

出版商:John Wiley&Sons, Ltd.    

年代:1991

数据来源: WILEY