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Titlebook: Reform for Result in the UN System; A Study of UNOPS Dennis Dijkzeul Book 2000 Palgrave Macmillan, a division of Macmillan Publishers Limit

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书目名称Reform for Result in the UN System
副标题A Study of UNOPS
编辑Dennis Dijkzeul
视频video
图书封面Titlebook: Reform for Result in the UN System; A Study of UNOPS Dennis Dijkzeul Book 2000 Palgrave Macmillan, a division of Macmillan Publishers Limit
描述The United Nations Office for Project Services (UNOPS) is the only UN organization that is self-financing through fees earned on project management/provision of services in all development and humanitarian fields. Following a disruptive merger process its future looked in doubt. Combining perspectives from the disciplines of international relations, business and public administration, this book describes and analyses the ensuing reform, its problems and successes, as well as its relevance to other UN organizations and New Public Management theory.
出版日期Book 2000
关键词budget; development; international relations; management; New Public Management; organization; organizatio
版次1
doihttps://doi.org/10.1057/9780333977514
isbn_softcover978-1-349-42252-4
isbn_ebook978-0-333-97751-4
copyrightPalgrave Macmillan, a division of Macmillan Publishers Limited 2000
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OPS and UNDP: Origins and Issues (1973–1992)ges in UN membership and tasks. The report, ., informally referred to as the Jackson Report, provided a trenchant criticism of the functioning of the UN system. It particularly addressed UNDP’s central role in UN development cooperation.
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OPS on its Ownhile attempting to address client confusion about OPS’ future. However, staff could not fully resolve this confusion; they themselves did not know what was going to happen. In addition, they had to continue the preparations for the possible merger with DDSMS. After the last Governing Council meeting
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The Glen Cove Retreat: A Consensus and a Follow-Up Mechanism (1995)t wanted to go. The only other thing left to do was to get moving. Improving service delivery would be a major step forward, and reducing costs and rebuilding a portfolio were urgent tasks in this process. In addition, the 14th/15th floor syndrome was still strong:
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Staff and Management: All Hands on Deckeck. This could only be done with the full cooperation of all employees in the field, decentralized offices, and headquarters. As before, these employees would need to implement reforms in addition to their normal work. The proposed merger, the separation from UNDP, and the early stages of the refor
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