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Management training institutions in developing countries : proposed criteria for institutional effectiveness


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Makumbe, John Mudiwa waShe 1985 , 'Management training institutions in developing countries : proposed criteria for institutional effectiveness', PhD thesis, University of Tasmania.

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Nation-building for development in a transitional society is manifested
in the creation of new institutions, the re-structuring and
re-organisation of existing ones and training public servants to
spearhead the rapid changes required. By far the greatest emphasis
seems to have been placed upon the need to appropriately train public
servants. Management training institutions (MTIs) are therefore created
and charged with the task of imparting the requisite knowledges, skills
and attitudes to development administrators. The increase of MTIs in
developing countries indicates the faith which transitional societies
have in institutional management training for development.
An MTI is an organisation which, like any other organisation, must have
certain specific characteristics which determine its capability. The
thesis argues that six factors have such a significant influence upon
the ultimate effectiveness of an MTI. This study proposes they
constitute a set of criteria for an MTI's capability.These criteria are the extent to which national groups participate in
the creation of an MTI significantly affect the level of support,
acceptance and therefore effectiveness that the MTI will have the
potential to attain. Similarly, whether an MTI is located inside or
outside the administrative system also has significant bearing on the
IVITI's potential to bring about desired improvements and changes in the
administrative and developmental systems of a given country. The
functional and enabling linkages that an MTI is able to establish,
maintain and effectively manage determine the level and types of resources, inputs and other supports its environment will accord it An
MTI requires adequate levels of institutional autonomy which can enable
it to experiment with new ideas, methods and procedures and to introduce
appropriate innovations into the administrative and developmental
systems. An MTI's leadership plays an important part in determining and
managing its linkages; in exercising, projecting and protecting its
autonomy, doctrine, goals and objectives; and in creating a viable
internal environment. An MT( therefore requires adequately qualified and
experienced leadership. In the design of an MTI's internal structure and
organisation, the leadership should opt for less hierarchical and less
departmentalised organisational structures; flexible and integrated
operational systems which encourage maximum participation and the
employment of holistic, multi-disciplinary approaches in dealing with
the tasks and problems of development administration. The central thesis of this study is that the overall performance of an
MTI in a post-colonial situation can largely be explained and understood
by examining and analysing the nature of these factors in the context
of a given MTI in a given country. Utilising the examples of two Mils,
one in Zimbabwe and one in Malaysia, these factors are shown to have
explanatory potential. It is apparent that MTIs in most developing
states face several internal and external environmental constraints.
These constraints debilitate and stultify their efforts at improving
administrative performance for meaningful development in transitional
societies. Separating the critical factors affecting performance may
assist some of them to become more effective.

Item Type: Thesis - PhD
Authors/Creators:Makumbe, John Mudiwa waShe
Keywords: Public administration, Occupational training, Government executives
Copyright Holders: The Author
Copyright Information:

Copyright 1985 the Author - The University is continuing to endeavour to trace the copyright
owner(s) and in the meantime this item has been reproduced here in good faith. We
would be pleased to hear from the copyright owner(s).

Additional Information:

Thesis (Ph.D.)--University of Tasmania, 1988. Bibliography: leaves 423-443

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