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Administering rural development: Have goals outreached organizational capacity?
Author(s) -
Wunsch James S.
Publication year - 1986
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/pad.4230060307
Subject(s) - task (project management) , project management , redundancy (engineering) , field (mathematics) , business , management science , computer science , process management , knowledge management , operations management , economics , management , mathematics , pure mathematics , operating system
Abstract In a comparative analysis of 15 rural development projects the author finds five problem areas in their administration: project economics; design and location of infrastructure; design of project technical outputs (‘software’); support services; and maintenance and management of infrastructure. All but one of the projects reviewed were severely hampered by one or more of these problems. The author suggests that these problem areas are caused by three general patterns: disjunction between project designers and managers' working models of reality and reality in the field; goal conflict among diverse agencies involved; and the simple technical complexity of the rural development task. The author concludes by noting these three patterns are found throughout developed countries as well as the less developed, but may have more severe consequences in the less developed because of the absence of organizational and social redundancy to catch, correct and circumvent these perhaps unavoidable features of centraliy administered, complex projects. Fewer, but more organizationally enriched, projects may do more for rural development than the current pattern where many donors each design many projects, overwhelming at times the organizational capacity of less developed countries.