Improving project implementation via soft management changes

This paper identifies "soft" management changes - those that focus on people and A.I.D.'s organizational culture - that might resolve these problems. The job performance of 25 foreign service officers with a reputation for management excellence was examined to identify those work characteristics (including quantity and quality of work; versatility; consistency; attitude; operational orientation; technical, analytic, and interpersonal skills; ability to reverse a bad situation; and soundness of judgment) which contributed to management effectiveness. The study suggests that in rewarding excellence A.I.D. shift its emphasis from design, planning, and general administration to management activities, and that it correct its practice in promoting people of removing those with implementation skills from involvement in project management. A.I.D. should also place greater emphasis on project manageability in project design and evaluation, and confer greater recognition, visibiity, and rewards to expertise in project management.