By Mamadou Dia
Authors: Mamadou Dia
Publisher: global Bank
Keywords: indigenous, transpla, reconciling, Nineties, administration, africa
ISBN-10: 082133431X ISBN-13: 9780821334317
List rate: 22.00 USD
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Additional info for Africa's management in the 1990s and beyond: reconciling indigenous and transplanted institutions
Statutory worker guidelines and procedures in RNET served to neutralize negative fallout from the myth of the all-powerful and omniscient chief and also enhanced transparency and predictability in the company's activities. In the quality control circles, increased productivity, improvements in worker and management attitudes, and a better working environment were the rewards harvested from giving groups a more pronounced role in production and problem solving, thus tapping the vast potential for synergy.
Page 1 EXECUTIVE SUMMARY In 1992 the World Bank launched the Africa's Management in 1990s (AM90s) research program, a comprehensive study of institutional capacity building in Sub-Saharan Africa and its effects on economic and social development. The central themes permeating the Africa's Management in the 1990s (AM90s) research program are (a) that the widely lamented crisis of capacity building in Africa is more a crisis of institutional capacity (capacity utilization) than a crisis of technical capacity (availability of skills, methods, systems, and technology); (b) that this institutional crisis is essentially due to a structural and functional disconnect between informal, indigenous institutions rooted in the region's history and culture and formal institutions mostly transplanted from outside; and (c) that institutional reconciliation is the key to resolving the crisis.
This is followed by a caucus formation and capacity-building phase, during which stakeholder groups try to buttress their individual positions and identify optimal strategies. The dialogue phase that comes next seeks to generate a common focus, establish common ground among the different stakeholder groups, prioritize needs and objectives, and formulate specific action plans. Joint implementation then gets under way, followed by joint monitoring and feedback, which seal the entire process. The second important requirement for reconciliation is a new or renovated communications system guaranteeing access and voice to beneficiaries and stakeholders, who are typically only semiliterate in English, French, or Portuguese.
Africa's management in the 1990s and beyond: reconciling indigenous and transplanted institutions by Mamadou Dia