The dynamics of revitalisation of training institutes in developingcountries is examined. The analysis is based on experience as directorof a state training institute. A set of…
Abstract
The dynamics of revitalisation of training institutes in developing countries is examined. The analysis is based on experience as director of a state training institute. A set of prescriptive guidelines of what heads should do to share information, through the process of developing training material, for a team approach to joint problem solving is presented.
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There are an increasing number of countries where governments havethe political will to bring about a reorientation in the management ofprogrammes and projects, but do not quite…
Abstract
There are an increasing number of countries where governments have the political will to bring about a reorientation in the management of programmes and projects, but do not quite know how to design the supporting institutions capable of reaching the poor. The relevant factors here are administrative and social rather than technical and financial. The problem is how to share decision making with the poor at the local level in programmes initiated by government. Experience with recent business practice in developed countries is drawn on to analyse lessons of success in programmes in developing countries. Changes in public policies in the management of programmes to draw on the benefits of partnership with the poor, whose passivity acts as the major constraint in development, are suggested.