Africa's Management in the 1990s and Beyond: Reconciling Indigenous and Transplanted InstitutionsIn 1992 the World Bank launched the Africa's Management in the 1990s research program, a comprehensive study of the issues of institutional capacity building in Sub-Saharan Africa and its effects on economic and social development. This report focuses on the program and on how to implement its main message: institutions must be both rooted in the local context and culture and open to outside challenges and influences. Chapters focus on the institutional aspects of capacity building, best practices in public administration, indigenous private sector development, and a framework for reconciliation between institutions. |
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Common terms and phrases
accountability adapted administration African countries AGETIP approach assessment Bamako Initiative best practices Botswana bureaucracy Burkina Faso capacity building CFA francs Chapter civil servants civil service civil society clients culture disconnect donors effective employees enforceability ensure enterprises entrepreneurs experience facilitate financial institutions formal institutions forums funds Gambia Ghana Grameen Bank implementation important improve incentives income indigenous institutions indigenous private sector individual informal institutions informal sector institutional capacity institutional reconciliation investment K-MAP legitimacy lending lineage tax loans Mali ment microenterprises Ministry mobilization NAAM NGOs operations organizations participation percent performance political power distance productivity public services quality control responsibility revenue role savings and credit Senegal SMES social social capital South Africa stakeholders structures Sub-Saharan Africa successful survey sustainability TASO technical tion tional tontine traditional transfers Uganda users World Bank Zambian
Popular passages
Page 254 - Every agency, every policy, every program, every activity, should be confronted with these questions: "What is your mission?" "Is it still the right mission?
Page 53 - It is defined as the extent to which the less powerful members of institutions and organizations within a country expect and accept that power is distributed unequally.
Page 44 - In addition, market deregulation reduces the ability of governments to continue to regulate the quality of goods, monitor prices, and adjust fiscal policy such that the fruits of economic activity are distributed to the poorer parts of the populations. By contrast, Mamadou Dia recognized that "the combination of the patrimonial state and the absence of the rule of law puts the average entrepreneur at the mercy of the political elite and bureaucracy. Property rights are not legally protected and wealth...
Page 37 - West Africa and much of the underdeveloped world: the withering away of central governments, the rise of tribal and regional domains, the unchecked spread of disease, and the growing pervasiveness of war.
Page 254 - ... without results. In many if not most cases, downsizing has turned out to be something that surgeons for centuries have warned against: "amputation before diagnosis.
Page 54 - Individualism pertains to societies in which the ties between individuals are loose; everyone is expected to look after himself or herself and his or her immediate family. Collectivism...
Page 59 - In the end, it will be a matter of knowing how the civilisation of the past can be remade by a new and bold vision. The Africans sorely need their modern revolution: profound and far-reaching in creative stimulus, unleashing fresh energies, opening new freedoms. The world's experience may help. But the structures that are needed will have to stand on their own soil.
Page 173 - Organization; the United Nations Development Programme; and the United Nations Industrial Development Organization are at the core of this initiative.
Page 116 - ... Best suited to public sector Policy management Regulation Enforcement of equity Prevention of discrimination Prevention of exploitation Promotion of social cohesion Best suited to private sector Economic tasks Investment tasks Profit generation Promotion of self-sufficiency Best suited to third sector Social tasks Tasks that require volunteer labor Tasks that generate little profit Promotion of individual responsibility Promotion of community Promotion of commitment to welfare of others Public...
Page 263 - This also helped ensure local social controls, such as those deriving from pride, trust, and integrity. In addition, CIE capitalized on women's strong performance in financial management by reserving for females the top managerial jobs related to ensuring operational reliability and greater accountability. By far the most innovative reconciliatory feature of CIE's operations was its compensation policy. Alongside performance bonuses, the "solidarity funds" established within the company brought to...