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Towards a management renewal of the United Nations—Part I
Author(s) -
GURSTEIN MICHAEL,
KLEE JOSEF
Publication year - 1996
Publication title -
public administration and development
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.574
H-Index - 44
eISSN - 1099-162X
pISSN - 0271-2075
DOI - 10.1002/(sici)1099-162x(199602)16:1<43::aid-pad858>3.0.co;2-x
Subject(s) - flexibility (engineering) , corporate governance , public administration , process (computing) , administration (probate law) , subject (documents) , political science , business , public relations , management , economics , law , computer science , library science , operating system
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.