Management strategy for economic and social development: Part I

The new and rapidly changing environment of development administrators includes (1) the emergence of a world society of interdependent nations, (2) a rapid and confusing technological and scientific revolution, (3) the expansion of service societies in industrialized countries, (4) new major alternatives for war, neocolonialism, despotism and materialism, and (5) development problems of ascending complexity and difficulty.Post-industrial beginnings in modern management arise from a background of management thought and technique in agriculturla epochs and the more recent industrial revolution. They encompass computer technology; operations research; systems approaches, including systems engineering, management information systems, and general systems research; cost-effectiveness analysis and PPBS; social indicators; and futurecasting. Their development has contributed to a growing gulf between technique and capability, to a triumph of technique over strategy and a retreat from human values.Attention is directed to specific strategies and tactics of introducing modern management techniques in developing nations. The efforts to do this during the 1960 Development Decade are reviewed. The prospects for the 1970's are previewed, and suggestions offered for problem area task forces and the expansion of U.N. activities in advancing, not merely diffusing, the current state of the art.Since the most significant modern management advances have been tactical, a dozen principles of strategic decisionmaking are suggested: (1) responsible decisionmaking, (2) the conflict essence of problems, (3) selectivity, (4) total system appreciation, (5) relative proportions, (6) sequential model-using, (7) problem interrelationships, (8) jointed incrementalism, (9) organized and unorganized interests, (10) the emotional basis of rational action, (11) investment in future capabilities, and (12) power mobilization and use.The paper ends by raising vital questions on the improvement of managerial values. This is done by specific proposals for a code of managerial ethics and the formulation of more humanistic management goals.     

Tradeable emission permits and the control of greenhouse gases

This article reiterates the case for tradeable permits as a global policy option for limiting greenhouse gas emissions, and considers the detailed design of a global tradeable‐permit regime, emphasising the importance of the initial assignment of property rights, and arguing that the relevant property rights in this case are the rights of every member of the world community to share in a sustainable global atmosphere and climate. The allocation of permits should therefore be done on a per capita basis across the world community, with the result that rents generated by the process of reducing carbon emissions would accrue to non‐polluters, most of whom live in the ‘South’. The international transfers of income and wealth implied by the proposed scheme are large but feasible. There is therefore a real prospect that an international convention on carbon dioxide emissions could end the debt crisis and finance sustainable development in the South..     

Editorial

Ohne Zusammenfassung     

China’s anti-graft campaign and international anti-corruption norms: Towards a “new international anti-corruption order”?

This article analyzes the growing impact of an increasingly powerful China on the evolution of norms governing the global fight against corruption. Combining insights into the diffusion of anti-corruption norms and China’s ‘two-way socialization’ into the international order with an analysis of the Chinese leadership’s internationalized anti-corruption campaign, it argues that China’s active involvement in the international fight against corruption is bound to challenge prevailing international ‘definitions’ and ‘solutions’ of corruption. Despite the considerable attention to supposed incompatibilities between ‘culturally insensitive’ Western anti-corruption efforts and conflicting Chinese cultural norms, the actual ‘China challenge’ to the international anti-corruption regime is much less a cultural than a political one. While China’s formal-legal anti-corruption system has been receptive to international socialization, China’s own contributions to international norm making are defined by the Party’s top-level leadership, which promotes a different set of anti-corruption norms. However, a coherent alternative ‘Chinese model’ of anti-corruption, akin to the globally propagated ‘China path’ for economic development and poverty reduction, is not yet in sight.     

Destructive decision-making in developing countries

In most developing countries strategic decision-making has been largely based on false premises that have led to destructive results. One set of false premises stems from the assumption that development can be dissociated from the destructively exponential growth in developed countries, from the limits on the planet's physical resources and from complex ecological linkages. Another set is grounded on the popular myths of entrenched development economics: particularly, the enshrining of GNP as the overall indicator of progress, and the concomitant withdrawal of attention from poverty and concentrated wealth, unemployment, and the injurious effects of many modern technologies. These destructive premises tend to reinforce the evolving institutions of new-style empire and oligarchy.More successful development requires standing present development policies on their head through development goals calling for (1) a recognition of redistributive and nonmaterial growth possibilities, (2) redistributive, material and nonmaterial growth in developing countries, (3) redistributive, nonmaterial growth in overdeveloped countries, with a major slowing down of material consumption, (4) large-scale employment projects in developing countries, and (5) the fostering and use of more constructive technologies. All such shifts, however, would require—and tend to lead toward—substantial, long-term changes in the sociopolitical structure of developing countries and the world society.This paper is based on and adapted from The Limits of Development Administration, the keynote paper presented in October 1972 at the U.N. Public Administration Division's conference on development administration in Kiev, USSR, and Unemployment: The Snag in Development, prepared at Kiev and published in The Nation, Dec. 11, 1972.     

Management strategy for economic and social development: Part II

The new and rapidly changing environment of development administrators includes (1) the emergence of a world society of interdependent nations, (2) a rapid and confusing technological and scientific revolution, (3) the expansion of service societies in industrialized countries, (4) new major alternatives for war, neocolonialism, despotism and materialism, and (5) development problems of ascending complexity and difficulty.Post-industrial beginnings in modern management arise from a background of management thought and technique in agricultural epochs and the more recent industrial revolution. They encompass computer technology; operations research; systems approaches, including systems engineering, management information systems, and general systems research; cost-effectiveness analysis and PPBS; social indicators; and future-casting. Their development has contributed to a growing gulf between technique and capability, to a triumph of technique over strategy and a retreat from human values.Attention is directed to specific strategies and tactics of introducing modern management techniques in developing nations. The efforts to do this during the 1960 Development Decade are reviewed. The prospects for the 1970's are previewed, and suggestions offered for problem area task forces and the expansion of U.N. activities in advancing, not merely diffusing, the current state of the art.Since the most significant modern management advances have been tactical, a dozen principles of strategic decisionmaking are suggested: (1) responsible decisionmaking, (2) the conflict essence of problems, (3) selectivity, (4) total system appreciation, (5) relative proportions, (6) sequential model-using, (7) problem interrelationships, (8) jointed incrementalism, (9) organized and unorganized interests, (10) the emotional basis of rational action, (11) investment in future capabilities, and (12) power mobilization and use.The paper ends by raising vital questions on the improvement of managerial values. This is done by specific proposals for a code of managerial ethics and the formulation of more humanistic management goals.