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Towards a management renewal of the United Nations — Part II
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(199605)16:2<111::aid-pad859>3.0.co;2-u
Subject(s) - accountability , process (computing) , function (biology) , plan (archaeology) , action (physics) , public relations , process management , business , organizational structure , action plan , public administration , political science , management , economics , computer science , law , history , physics , archaeology , quantum mechanics , evolutionary biology , biology , operating system
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.