U.S. DEPT. OF AGRICULTURE. OFC. OF INTERNATIONAL COOPERATION AND DEVELOPMENT. DEVELOPMENT PROJECT MANAGEMENT CENTER
How African managers serve developmental goals
Analysis of nearly 2,000 management events described by managers from large public, private, and parastatal organizations in seven African countries showed that only about half of these activities related to the development goals of the countries and that, of the ones that did, only about one half had positive outcomes.
Montgomery, John D. · 1985
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Abstract
The largest number of successes were achieved when managers were trying to strengthen the organizations internally, e.g., by improving capabilities of staff or improving the informational base for their own decisions; relatively few attempts at stimulating public responses to developmental objectives, upgrading facilities, or inventing new approaches to development goals were satisfactorily completed. Managers had more success in introducing new enterprises than in changing or improving old ones, and in developing local capabilities or generating new resources from foreign donors than in changing the work habits and performance of their own subordinates. These characteristics were found in similar proportions in larger organizations of all kinds, whether public or private, at all managerial levels, and in all seven of the countries. (Author abstract, modified)
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