What Makes the Bangladesh Local Government Engineering Department (LGED) So Effective?

Material type: 文書・図像類

Author: Fujita, Yasuo

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Publication date: 2011-01-28

Material Format: Digital

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Note (General)：: The Local Government Engineering Department (LGED) is renowned for its superior effectiveness compared with other public organizations in Bangladesh. ...

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Material Type: 文書・図像類
Title: What Makes the Bangladesh Local Government Engineering Department (LGED) So Effective?
Author/Editor: Fujita, Yasuo
Author Heading: Fujita, Yasuo
Publication Date: 2011-01-28
Publication Date (W3CDTF): 2011-01-28
Alternative Title: -Complementarity Between LGED Capacity and Donor Capacity Development Support-
No. or year of volume/issue: Working Paper;27
Volume: Working Paper;27
Text Language Code: eng
Subject Heading: capacity development
public administration
organizational analysis
rural development
Bangladesh
Target Audience: 一般
Note (General): The Local Government Engineering Department (LGED) is renowned for its superior effectiveness compared with other public organizations in Bangladesh. Using the management and organizational theory framework, this paper attempts to answer the following two related questions: (i) why is LGED so effective, and (ii) has there been complementarity between LGED’s own strengths and the capacity development support of its donors. LGED’s business domain has been conducive to its effectiveness and to the mobilization of resources which it has used tactically to improve its effectiveness. LGED’s main strengths have been in the organizational behavior elements, which were formed over time by the leadership and practices of the founding chief executive and his close associates, but LGED has also created a certain effective level of organizational structure. While weaknesses have persisted in procedures/rules of financial management, audit, quality assurance, etc, they have been balanced by the strengths in organizational behavior and structure, and further strengthened since the 1980s through capacity development support from donors. LGED is an interesting case because it has been successful without having fully adopted key recommendations of New Public Management on organizational management, such as transformation to agency, merit-based personnel management, and decompression of salary structure. In the final section of this paper, policy implications are presented for improving the performances of other public organizations in Bangladesh and for enhancing the performance of LGED. Keywords: capacity development, public administration, organizational analysis, rural development, Bangladesh
DOI: 10.18884/00000627
Source: https://jicari.repo.nii.ac.jp/?action=repository_action_common_download&item_id=633&item_no=1&attribute_id=9&file_no=1
https://jicari.repo.nii.ac.jp/?action=repository_action_common_download&item_id=633&item_no=1&attribute_id=9&file_no=1
Access Restrictions: 限定公開
Rights (production): CC BY-NC-ND
Data Provider (Database): 国立情報学研究所 : 学術機関リポジトリデータベース（IRDB）（機関リポジトリ）
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Original Data Provider (Database): 独立行政法人国際協力機構 : JICA RI リポジトリ