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The matrix system at work : an evaluation of the World Bank's organizational effectiveness /
The 1997 Bank reforms that introduced the matrix management concept aimed to adapt the organization to changing circumstances and address concerns among external stakeholders about the role of aid in development. The reforms were motivated largely by widespread recognition that the Bank's devel...
| Clasificación: | Libro Electrónico |
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| Autores Corporativos: | , , |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Washington, D.C. :
The World Bank,
Ã2012.
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| Colección: | World Bank e-Library.
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| Temas: | |
| Acceso en línea: | Texto completo |
Tabla de Contenidos:
- Acknowledgments; Overview; Management Response; Chairperson's Summary: Committee On Development Effectiveness; Abbreviations; Glossary; 1. Introduction And Context; Rationale and Purpose; Figures; Figure 1.1. Bank-Wide Matrix Structure (2012); Scope and Evaluative Questions; Figure 1.2. Matrix-Related Bank Budget Allocation and Bank-Executed Trust Fund Mobilization (Fy10 Data); Figure 1.3. Matrix Management Evaluative Framework; Literature Review on Matrix Organization; Evaluation Methodology; Notes; References; 2. The Strategic Alignment Of Sector And Country Priorities.
- The Relevance of Strategic AlignmentTables; Table 2.1. Assessment of the Degree of Implementation of Sector Strategies; Responsiveness and Effectiveness of Country Programs; Table 2.2. Key Features of Country Strategies and Sector Strategies; Table 2.3. Basis for Rating Each Component; Table 2.4. Percentage of Country Programs Rated Moderately Satisfactory or Higher Over Time; Table 2.5. Country Program Variables That Require Attention; Alignment of Country and Sector Strategies; Table 2.6. Integration of Country and Regional Experience in Sector Strategies.
- Table 2.7. Alignment Among Country Strategies and Operations and Sector StrategiesEfficiency and Effectiveness of Strategic Alignment; Boxes; Box 2.1. Sector Strategy Papers at What Cost?; Notes; Table 2.8. Greatest Weakness of the World Bank; 3. The Promise Of A Knowledge Bank; Introduction; Investing in Knowledge Production; Box 3.1. Sector Manager Perspectives on Primacy of Lending; Figure 3.1. The Production and Application of Knowledge at the World Bank; Dissemination and Use of Knowledge.
- Figure 3.2. The Composition of Expenditures on Knowledge for External Clients Has Changed Substantially With Non-Lending Technical Assistance Overtaking Economic and Sector WorkTable 3.1. Dissemination of Knowledge Within the Bank; Table 3.2. Most Knowledge Generated in a Unit is not Shared With Other Units; Box 3.2. Social Protection: A Model for Global Knowledge Management; Table 3.3. Few Staff Use Knowledge Produced Elsewhere; Tacit Knowledge Does Not Flow; Table 3.4. Most Units Do Not Use a Substantial Amount of Knowledge Produced Elsewhere.
- Table 3.5. Proportion of Headquarters-Appointed Gf-Gi Staff in Unit for More Than Five YearsTable 3.6. Total Cross-Support Sold by Regions and Network Anchors, Fy10; Figure 3.3. Cross-Support from Network Vpus to the Regions, Fy02-Fy10; Figure 3.4. Cross Support Under the Matrix System in Fy10; Efficiency and Effectiveness of the Knowledge Bank; Figure 3.5. Betfs Now Finance More Than 40 Percent of the Bank's Core Knowledge Products; Notes; References; 4. Delivering Quality Services; Introduction; Figure 4.1. Outcomes of Bank-Financed Operations at Exit by Fiscal Year.