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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 |
|---|---|
| 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 |
MARC
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| 245 | 0 | 4 | |a The matrix system at work : |b an evaluation of the World Bank's organizational effectiveness / |c IEG, Independent Evaluation Group, World Bank ; IFC ; MIGA. |
| 260 | |a Washington, D.C. : |b The World Bank, |c Ã2012. | ||
| 300 | |a 1 online resource (xliv, 258 pages) : |b illustrations | ||
| 336 | |a text |b txt |2 rdacontent | ||
| 337 | |a computer |b c |2 rdamedia | ||
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| 500 | |a "April 2012." | ||
| 520 | 3 | |a 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 development programs were excessively driven by a culture of lending, with insufficient attention to client needs and the quality of results, which are crucial to development effectiveness. A previous round of reforms in 1987 had strengthened the country focus, but quality remained a concern. Furthermore, access of developing countries to development finance from the private sector had increased significantly, leading to a decreasing share of official development aid, including Bank financing, in total flows to developing countries. By the mid-1990s, pressure for change was acute. The 1997 reforms tried to address these challenges through a new set of organizational arrangements, increased decentralization, and matrix management. The most frequent rationale for a matrix structure is to balance competing priorities, combine capabilities for market advantage, share resources for efficiency, and retain flexibility to redeploy resources in the face of changing priorities and a diversified client base. The matrix system - a dual matrix, Bank-wide between the six Regions and four networks, and in each Region between Country Management Units and Sector Management Units - was to be facilitated by dual accountability for technical quality and an internal labor market for staff renewal and mobility. It has been more than a decade since the 1997 reorganization, and concerns that the matrix system is not delivering on its promise persist. This evaluation assesses the extent to which the dual objectives of the matrix system - enhancing client responsiveness and establishing strong technical networks to deliver quality services - have been attained and have enhanced the Bank's development effectiveness. The evaluation focuses on implementation of the current matrix system rather than on the 1997 matrix design and follows an objectives-based approach to assess the relevance and effectiveness of the matrix reform until 2010. To the extent feasible, the evaluation also examines the efficiency of matrix arrangements. | |
| 504 | |a Includes bibliographical references. | ||
| 588 | 0 | |a Print version record. | |
| 505 | 0 | |a 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. | |
| 505 | 8 | |a 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. | |
| 505 | 8 | |a 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. | |
| 505 | 8 | |a 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. | |
| 505 | 8 | |a 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. | |
| 590 | |a ProQuest Ebook Central |b Ebook Central Academic Complete | ||
| 610 | 2 | 0 | |a World Bank. |
| 610 | 2 | 7 | |a World Bank |2 fast |
| 650 | 0 | |a Economic development projects |x Finance. | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Banks & Banking. |2 bisacsh | |
| 650 | 7 | |a Economic development projects |x Finance |2 fast | |
| 710 | 2 | |a World Bank. |b Independent Evaluation Group. | |
| 710 | 2 | |a International Finance Corporation. | |
| 710 | 2 | |a Multilateral Investment Guarantee Agency. | |
| 758 | |i has work: |a The Matrix System at Work: An Evaluation of the World Bank's Organizational Effectiveness (Text) |1 https://id.oclc.org/worldcat/entity/E39PCYjXykP68R7tygRhq7xPw3 |4 https://id.oclc.org/worldcat/ontology/hasWork | ||
| 776 | 0 | 8 | |i Print version: |z 9780821397152 |
| 830 | 0 | |a World Bank e-Library. | |
| 856 | 4 | 0 | |u https://ebookcentral.uam.elogim.com/lib/uam-ebooks/detail.action?docID=1048960 |z Texto completo |
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| 994 | |a 92 |b IZTAP | ||