Towards a management renewal of the United Nations — Part II

In the first part of this article, the authors examined the historical and structural factors constraining the effectiveness of the Organization's capacity to carry out increasingly critical global mandates. In a second, concluding part of the article, the authors will suggest a strategy for UN reform and a process for carrying forward a ‘renewal exercise’ to equip the Organization for its role beyond the year 2000. Effective UN administrative reform, unlike so many previous attempts that were characterized by tinkering with its structure or taking isolated measures to improve performance, will require a comprehensive overhaul of, inter alia, the following: the professional management environment and culture, personnel, financial and supportive information management and technologies, the establishment of an effective oversight function and the development of operational management capabilities. The proposed post-50th anniversary ‘renewal exercise’ brings together the governmental, senior management and staff levels of the Organization, along with outside experts, to develop a long-term strategy and an integrated and practically implementable action plan for facilitating UN administrative reform. The exercise would also be guided by global experience and look to its success in charting the future by involving both member states and UN staff. Only such an approach will ensure that accountability for results is effectively in-built.     

UNIQUE CONTRIBUTIONS OF LIMITED JURISDICTION TRIAL COURT JUDGES

An examination is made of the extent to which limited jurisdiction trial court judges make unique contributions to court policies. The methodology and political implications of minor court research differs from those in higher courts. Analysis of variance found that minor court judges in multiple-judge courts differed in the level and uniformity of fines and costs assessed in misdemeanor cases. Binary tests for regression discontinuity found that judges in single-judge courts initiated policy changes upon entering office. Such knowledge of unique judicial contributions would enable citizens and court officials to make informed decisions in judge selections and court reforms.     

Towards a management renewal of the United Nations—Part I

This article addresses the hitherto largely neglected subject of administrative reform of the United Nations—without which, the capacity of the Organization to carry out its increasingly critical global mandates effectively and efficiently, is severely constrained, with efforts in this direction being for the most part incremental, indecisive and ineffectual. The problems arise partly from the originating and continuing model for the UN's organization and culture, which predate the advent, for example, of modern automated systems of personnel and financial management. Other elements of the problem arise from the UN's system of governance—the oversight committees, senior staff nominations by Member States, allocation of funds or approvals for critical management and administrative reforms. As at the national level, impactful UN reform also requires internal management leadership, follow-up, the continuity and UN experience of top officials, capacity to design and implement measures, and budget flexibility to procure outside expertise. In a second, concluding, part of the article, the authors will suggest a strategy for UN reform and a process for carrying forward a ‘renewal exercise’ to equip the Organization for its role beyond the year 2000. © 1996 by John Wiley & Sons, Ltd.