Managing organizations in developing countries : an operational and strategic approach

It consists of nine chapters, presented in two parts. The role and importance of organizations for developing countries, and ten common development challenges whose resolution requires the existence of strong organizations and effective management, are discussed in Chapter 1. Chapter 2 focuses on critical operating tasks (COT"s), with illustrations from production and service organizations in developing countries. Chapter 3 deals with strategic management tasks (SMAT"s), and outlines the basic steps for the development of both COT"s and SMAT"s, and ways in which they can be traced within an organization from the mission statement to individual employee behavior at work. The integration of the two task subsystems (COT"s and SMAT"s) into a total, functioning, purposeful organization is presented in Chapter 4. Chapter 5 details human resource development, while Chapter 6 provides a process model of the transfer of technology, knowledge, and expertise which links technology- producing and -supplying organizations with technology-importing and -implementing organizations to the level of the individual operator. Chapter 6 discusses the theory and practice of decentralization, and Chapter 8 introduces the topic of managing structural adjustment and public sector reform. In general, the topics discussed in this chapter start with the micro individual level of analysis and intervention, and move on to the more macro national or policy level. The last chapter shows a clear link between these different levels or approaches to development administration. Detailed conclusions are presented in each chapter. (Author abstract, from PN-ABN-356)