Sample 2. Sample 3. Institutional development means development associated with a medical or educational institution and associated uses, on a site of at least five acres in area.
Medical institutional campuses include medical centers and hospitals. Alveson Organisational theory and technocratic consciousness; rationality, ideology and quality of work Berlin and New York: Walter de Gruyter , p. Dwivedi and Net, op. Gray, L. Khadiagala and R. Horberry and M. Nunberg and J. UNDP Urban transition in developing countries: policy issues and implications for technical co-operation in the s.
Locher and R. Republished as an EDI policy seminar report, No. Blase, Institution building: a source book , p. Ronald McGill 1 1. Civil Service Reform Programme Tanzania. Personalised recommendations. Skip transcript: Audio 1 Transcript: Audio 1. Jo Chataway. Dorcas Robinson of the course team looks at the meaning of institutional development. This offers a collage of development manager voices reflecting on the question, what does institutional development mean? To get their responses I set out with my Sony mini disc recorder to find people at work in Britain and Zanzibar.
I think the main point of institutional development is to, to create a sense of liberation. For me institutional development is essentially the task of developing indigenous forms of organization, formal or informal, that can articulate solutions that come from within, that are accountable to the people who are suffering from these problems. To me, institutional development is where an institution or an organization will progress or adapt to the changing environment which, in it works.
I find it very hard to separate institutional development from things like capacity building, and actually I think that these are things that a lot of organizations do without necessarily calling them institutional development or saying that they are doing capacity building.
So I think those sort of key words like performance, efficiency, improving human resources, are all part of what we mean by institutional development. I think institutional development has been often looked at and tied up with human resources issues, retraining issues, capacity building of staff issues. A major gap has been, it has not been looked at in how values and visions of an organization are translated in institutional development.
Most of the managers I interviewed talked about organizational issues such as human resources and training, communication and management systems, but hinted at something more.
The implications of institutional development, if genuinely understood, can take practitioners way beyond the focus on specific organizations, the focus on specific projects, the focus on specific micro contexts. In reality we use the terms interchangeably. But I think the institutional issues would be those around culture which, with a three-year programme of organizational development, is almost inevitably bringing about cultural change.
A change in the way the organization perceives itself, the way that people behave within the organization which may relate to gender, which may relate to decisionmaking processes, and hopefully will lead to a cultural change where people always look self-critically at their own work and at the work of the organization.
To me, I make a strong distinction between organization development and institutional development where institutional development is the creation of a proper framework where different parties can come together, each with perhaps a well-defined set of responsibilities, that together, but working independently, can contribute to some development objective or some social goal or some economic objective. Now clearly for each institution to be effective, they have to be an effective organization, but the working out of how best to resource and skill an organization is to me a slightly different area of work to institutional development in the whole.
Show transcript Hide transcript. Interactive feature not available in single page view see it in standard view. Audio 2. Skip transcript: Audio 2 Transcript: Audio 2. Dorcas Robinson. So organizations and institutions are different, but related. I wanted to know what all this means for actually doing institutional development. Thomas Fisher and Tim Jeffery again. In organizational development, the tendency is to focus on the internal workings of an organization. Now obviously, in doing that you need to consider the external environment, but that is secondary to working on the internal dynamics of an organization.
In an institutional development you also want to influence the external environment. We were the external facilitators — in an OD intervention usually also involves internal change agents who belong to the organization, but have a role in changing that organization.
The institutional development side had much more to do with communication of ideas, with workshops participatory workshops, which influenced the way people thought about things, the way people behaved with each other, the way people behaved in response to particular issues of concern.
So it was a very different flavour, less clear outputs. So many managers are engaged in changing the perceptions and attitudes of other actors in development, whether they do this in a campaigning mode or through consensus building. Barry Coates and Bob Hodgson again. So for example, the Department for International Development has now a cabinet post and has a stronger voice in terms of the policies of other departments. So it does tend to change our relationship with other departments.
Are there gaps or are there overlaps in responsibilities that needed to be sorted out? And, what I see as institutional development in that sort of context is building a commonality, a view as to what the objectives, shared objectives are, identifying instruments and policies that they can both buy into, in a way that achieves both their independent set of objectives.
And then helping them to identify who the actors are that need to be drawn into the development exercise. But if changing the perceptions of other actors in your working environment is an important aspect of doing institutional development, there are also warnings to development managers, as Alex De Waal from Africa Rights points out.
Audio 3. Skip transcript: Audio 3 Transcript: Audio 3. All this talk about changing attitudes and practice made me wonder about institutional failure. What are some of the problems with institutional development? The development history is littered with institutional failures, an Institutional Development that has gone wrong.
The classic example of this has been in the early years of development, trying to develop the government as an institution which can bring about significant positive change for its population. The role of government is very very important and very significant.
However, the role of government in implementing particular initiatives has often been very poor. Some of the causes of institutional failure have been the environment and the role of government in creating an enabling environment. I think individuals who work for humanitarian agencies are in a very difficult position because, actually at the end of the day, they are foreigners in somebody else's country, and it is very very difficult for them to achieve solutions while they remain working for international institutions and if we go down this path of indigenizing the solutions, the international organizations will become smaller, many of these people will lose their jobs.
I think that really that the most important thing that the staff working in humanitarian organizations can do is to tell the truth, is really to face up to the realities. Not to succumb to a lot of the propaganda, a lot of the very bland, very superficial depictions in the situation that their fund raisers and the chief executives of these organizations tend to peddle, and to challenge the organizations from within, but that will take some courage.
As I talked to people, I also began to realize that one person's institutional development can be another's institutional problem. There are conflicting values over what constitutes the desirable institutional development outcome. There are also issues of power. The question which needs to be asked is, who sets the institutional development agenda? The issue of structural adjustment is an important one here, as Thomas Fisher points out. There is always the question, what are we doing in doing development?
It assumes some concept of progress, it assumes some concept of making things better. Structural adjustment programmes are clearly institution development programmes. But the outcome of those structural adjustment programmes is still hotly disputed and there are many people within development who feel they have had very negative consequences, particularly on poorer people within the countries concerned.
So the World Bank has very clear values, and has a very clear outlook on how it believes the world should operate, how it believes a particular country should operate.
0コメント