ISSN:0271-2075    

DOI:10.1002/pad.4230110104

出版商:John Wiley&Sons, Ltd.    

年代:1991

数据来源: WILEY

摘要:

AbstractThe paper assesses the effectiveness of two institutional strategies, one centralized and the other decentralized, for sustaining infrastructure investments in the Third World and the organizations that have developed from them. It argues that each has been flawed. Institutional over‐centralization, involving a centrally directed and hierarchical bureaucracy is widely found to have been ineffective in undertaking complex tasks of rural development under conditions of uncertainty and severely limited resources. It has failed to secure beneficiary participation, adequate maintenance and utilization of infrastructure, administrative co‐ordination, responsiveness to local needs, as well as flexibility and adaptability. But decentralization has not been a widely successful solution. Decentralized planning, attempts to increase the role of beneficiaries in development projects, and localized training and organizational developments efforts have all produced disappointing results. There is a lack of theoretical understanding in this area. Human behaviour and relationships within organizations have been neglected. An alternative strategy, using the individual as the unit of analysis, is suggested. It requires ‘institutional analysis’ of the incentives and disincentives involved in getting people to perform specific tasks relating to specifi

ISSN:0271-2075    

DOI:10.1002/pad.4230110105

出版商:John Wiley&Sons, Ltd.    

年代:1991

数据来源: WILEY

摘要:

AbstractThe present government of Bangladesh has extensively reformed the administrative system and upgraded the previousthanatoupazila(sub‐district) to serve as the focal point of development administration. A new tier of local government calledUpazila Parishad(UZP) has been created and a large number of functions have been devolved to this institution along with the placement of central government employees at its disposal. The reformers argue that the present system will remove the inadequacies of the previous administrative system and will bring about an improvement in the co‐ordination of field services at theupazilalevel. However, the actual situation represents a totally different picture. The desired integration— both vertical and horizontal—and co‐ordination in local level planning is non‐existent due to the absence of any clear direction from the central government. Proper co‐ordination among the field services in theupazilaadministration does not exist due to the anomalous relation between theupazilaand the national government, including excessive central control; the involvement of multiple agencies of the central government in guiding and supervising; ambiguity in government thinking; the absence of clarification from the ministries concerned and agencies on the timing of different development programmes; and conflict over the allocation of resources. There is also conflict between the different tiers of local government in respect of authority and resources. Relations between public representatives and officials at theupazilalevel are strained because a clear allocation of authority to political executives is lacking; areas for co‐operation among different agencies have not been clarified; and public representatives and government officials lack

ISSN:0271-2075    

DOI:10.1002/pad.4230110106

出版商:John Wiley&Sons, Ltd.    

年代:1991

数据来源: WILEY

摘要:

AbstractThis article explores the use of action‐training methods in a highly centralized and control‐oriented public sector. It focuses on the Technical Assistance and Training Programme for Departmental Development Corporations (PATC‐CORDES), an innovative programme in Peru initially supported by the United States Agency for International Development (USAID). Successive sections review a particularly influential alternative to conventional classroom training proposed by Honadle and Hannah (1982); provide relevant background; describe PATC‐CORDES organization and objectives; examine its training activities; assess the resulting institutional impacts; and posit important insights from the case study. The PATC‐CORDES experience demonstrates that action‐training methods can produce positive results in agencies that are part of a rigid public sector and, more importantly, that such methods can be linked to bureaucratic reorientation and institutional reform. Perhaps the most interesting and controversial conclusion is that recruitment of central administrators to lead training exercises can be a useful tactic for bureaucratic reorientation. The article is based on review of documents, reports, and evaluations prepared by persons working for USAID/Peru, PATC‐CORDES, and departmental development corporations (CORDES); extensive interviews with political leaders, managers, and professionals in these same organizations; analysis of Peruvian legislation; and other references cite

ISSN:0271-2075    

DOI:10.1002/pad.4230110107

出版商:John Wiley&Sons, Ltd.    

年代:1991

数据来源: WILEY

摘要:

AbstractThe paper expands on an interesting phenomenon accompanying large‐scale projects, namely, the parallel inflation in costs and deflation in benefits from initiation to implementation and final evaluation or elimination altogether. Historically, three explanations have been provided for the above phenomenon: the deterministic effects of uncertainty; self‐interest evaluators; and the ‘vision’ factor. We claim that on face value one cannot accept as scientifically sound evidence the above three explanations of the constant decline in actual benefits. The ‘acceptance‐avoidance’ model which we bring to bear predicts a constant deterioration in actual benefits as the project develops. This psychological factor results in the use of the three above‐mentioned explanations as a ‘cover‐up’ for real underlying human doubts regarding the chances of success of crucial decisions

ISSN:0271-2075    

DOI:10.1002/pad.4230110108

出版商:John Wiley&Sons, Ltd.    

年代:1991

数据来源: WILEY

摘要:

AbstractUntil recently, the literature on public administration has been almost exclusively based on the concerns and features of medium‐sized and large states. Few studies have addressed the special features of public administration in small states. This paper helps to redress this situation by focusing on Ministries of Education in small states. It is mainly based on a Commonwealth survey of 15 countries in the Caribbean, Africa, Europe, the Indian Ocean, Asia and the South Pacific. Among the questions addressed in the paper are ones on the range of functions undertaken by Ministries of Education and on such personnel matters as job definition and recruitment. The paper also examines issues of management in the highly personalized environment found in small state

ISSN:0271-2075    

DOI:10.1002/pad.4230110109

出版商:John Wiley&Sons, Ltd.    

年代:1991

数据来源: WILEY

摘要:

AbstractThe Dutch Windward Islands are examined to see if they throw any light on the problems experienced when very small island communities try to come together to form a larger political unit. The Constitution of 1954, though federal in intent, was unitary in practice, with the main island, Curacao treating the others like municipalities. However the island authorities are capable of asserting themselves against the centre. They control implementation, raise revenue and receive local political support. Because of the small size of the populations and civil services involved, island and federal officials collaborate harmoniously. Leading individuals are important for development, notably St Maarten's Claude Wathey. New initiatives also require effective negotiations to deal with off‐shore tourist organizations. However, there is little significant industry beyond tourism. In 1988 the three Dutch Windward Islands agreed to co‐operate with each other. Decentralization within the largest island could help this cooperation as could a regional association along the lines of the South Pacific Fo

ISSN:0271-2075    

DOI:10.1002/pad.4230110110

出版商:John Wiley&Sons, Ltd.    

年代:1991

数据来源: WILEY

ISSN:0271-2075    

DOI:10.1002/pad.4230110112

出版商:John Wiley&Sons, Ltd.    

年代:1991

数据来源: WILEY

ISSN:0271-2075    

DOI:10.1002/pad.4230110113

出版商:John Wiley&Sons, Ltd.    

年代:1991

数据来源: WILEY

ISSN:0271-2075    

DOI:10.1002/pad.4230110114

出版商:John Wiley&Sons, Ltd.    

年代:1991

数据来源: WILEY