Managing Development Programs
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Westview Special Studies in Social, Political, and Economic Development
Managing Development Programs: The Lessons of Success
Samuel Paul
Why do some development programs succeed while so many others fail? What role do managerial and institutional innovations play in program performance? Dr. Paul's comparative analysis of six successful development programs selected from Asia, Africa, and Latin America provides important answers to these questions. The study shows that a clear focus on a single goal or service; decentralization; the use of network structures and beneficiary participation consistent with the complexity of the program environment; and highly adaptive planning, monitoring, and motivation processes are among the common features of the six successful programs. The design and orchestration of these and other elements were facilitated by the relative autonomy of the programs and by the continuity and commitment of their leadership.
There is no dearth of studies of failure in the field of development, points out Dr. Paul, but studying failure does not necessarily lead to insights into the positive management actions and institutional innovations that have led to successful programs. This study, the first of its kind to focus on high performers, is unique in the lessons it offers on the strategic management of development programs.
Dr. Paul is professor and former director of the Indian Institute of Management, Ahmedabad, a leading center for management education and research in the developing world, and has been a chief technical advisor to the International Labour Organisation and a visiting professor and research associate at Harvard University. He also is an expert advisor to the UN Commission on Transnational Corporations. Among his publications are Industrialization and Management and Managerial Economics.
First published 1982 by Westview Press, Inc.
Published 2018 by Routledge
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Copyright 1982 Taylor & Francis
All rights reserved. No part of this book may be reprinted or reproduced or utilised in any form or by any electronic, mechanical, or other means, now known or hereafter invented, including photocopying and recording, or in any information storage or retrieval system, without permission in writing from the publishers.
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Library of Congress Catalog Card Number: 82-050610
ISBN 13: 978-0-367-01939-6 (hbk)
This book is about the management of development programs. My interest in this subject was stimulated by the opportunities I have had in recent years to observe both public enterprises and development programs in India and several other developing countries. The field experience of the Public Systems Group, a research and training group at the Indian Institute of Management, Ahmedabad, convinced me of the need to cut across the sectoral orientation so common among development planners and analysts. An opportunity to try out my ideas presented itself when I left the directorship of the Institute and took a leave of absence to work at the Kennedy School of Government, Harvard University. I am grateful to Dean Graham Allison of the Kennedy School for inviting me to undertake a research project on "Public Management in Developing Countries", financed partly through a grant from the Rockefeller foundation to the University. The present book owes a great deal to the support of these institutions and the Indian Institute of Management.
Two colleagues provided me considerable intellectual and emotional sustenance while I was at the Kennedy School. Professors John D. Montgomery and Robert E. Klitgaard advised me on many aspects of my research, commented on my draft papers, and kept up my spirits as I moved back and forth between my extended field visits and spells of writing at the Kennedy School. Prof. Klitgaard and I jointly taught a Harvard Seminar on "Public Management Innovations in Developing Countries" in which all my new case studies and theoretical papers were tried out. I am grateful to him and my student friends who contributed much to the development of my ideas. I am deeply indebted also to Prof. James Austin and Dr. David Korten for their advice and support at different stages of this study.
To Dr. Laurence Stifel, I owe a special word of thanks. He nurtured my ideas and provided many opportunities for testing out my research methodology and findings. Persons who assisted me in the course of field visits are too many to mention by name. Needless to add this book would not have been possible without their cooperation and support.
At the Indian Institute of Management, where I did part of the writing upon return from Harvard, there are many whose support I should acknowledge. First of all, I am grateful to Dr V.S.Vyas, the Institute's Director, for granting me a long leave of absence. Several colleagues have commented on the manuscript and discussed a summary paper in a specially organised seminar. To Professors S.R. Ganesh, R.S. Ganapathy, P.N. Khandwalla, Jay Satia, and Ashok Subramaniam, I am deeply grateful not only for their helpful comments, but also for tolerating my continued demands on their time. I learnt a great deal from them. However,none of these friends in India or abroad have any responsibility for the errors that remain in the book.
