Despite significant financial investments, the rate of development and pace of poverty reduction in developing and transitional countries has not always matched expectations. Development management typically involves complex interactions between governmental and non-governmental organisations, donors and members of the public, and can be difficult to navigate.
This volume brings together a group of international contributors to explore the theoretical and empirical underpinnings of development management, and to consider the prospects and challenges associated with it in the context of both developing and transitional countries. Referring to dominant norms and values in public and developmental organisations, development management is tied up with the attitudes and perceptions of various stakeholders including: government officials, public sector managers, aid workers, donors and members of the public. Attempting to make sense of complex interactions between these actors is highly problematic and calls for new approaches, models and insights. Based on cutting-edge research, the chapters challenge much of the previous discourse on the subject and evaluate the challenges and opportunities that it presents.
Development Management offers academics, researchers and practitioners of public administration, business and management, international development and political science a comprehensive and state-of-the-art review of current research on development management in the context of developing and transitional countries.
Table of Contents
PART I Development management: concepts and theories
1 Development management: a conceptual and theoretical overview Justice Nyigmah Bawole, Farhad Hossain, Asad K. Ghalib, Christopher J. Rees and Aminu Mamman
2 Development management in the developing world: past pathways and future trajectories Justice Nyigmah Bawole, Mohammed Ibrahim, Farhad Hossain and James Kwame Mensah
3 Ethics, values and development management Anthony Sumnaya Kumasey, Justice Nyigmah Bawole, Farhad Hossain and Mohammed Ibrahim
PART II Development management: capacity building and performance management
4 Nationalization strategies in the Gulf Co-operation Council (GCC) countries: a human resource development (HRD) perspective La’aleh Al-aali and Christopher J. Rees
5 National managerial talent development in the Ghanaian mining industry: comparative assessment of Western and indigenous approaches Nana Yaw Oppong
6 Building effective provincial administration in Thailand: the role of performance management Nicha Sathornkich, Piyawadee Rohitarachoon, Derek Eldridge and Farhad Hossain
7 Capacity development for civil service reform in Croatia Bejan David Analoui and Farhad Analoui
8 Training entrepreneurs and policy makers for poverty reduction in Africa: spirituality in business perspective Aminu Mamman, Hamza B. Zakaria and Motolani A. Agbebi
PART III Development management: actors, practices and lessons
9 Navigating through the maze of development actor pluralism: actor interfaces and development management in Africa Justice Nyigmah Bawole and Farhad Hossain
10 Managing local development in Africa: empirical evidence from Northern Ghana Francis Nangbeviel Sanyare, Farhad Hossain and Christopher J. Rees
11 HRM in small and medium-sized enterprises in China: towards a theoretical framew
Justice Nyigmah Bawole is a Senior Lecturer and Head of Department of the Department of Public Administration and Health Services Management, University of Ghana Business School, Ghana.
Farhad Hossain is a Senior Lecturer at the Global Development Institute (GDI), School of Environment, Education and Development at the University of Manchester, UK.
Asad K. Ghalib is Lecturer in Management Sciences at Liverpool Hope University, UK.
Christopher J. Rees is a Senior Lecturer in Organisational Change and Development at the Institute of Development Policy and Management, University of Manchester, UK.
Aminu Mamman is a Reader at the Global Development Institute at the University of Manchester, UK.