Development Management versus Third World Bureaucracies: A Brief History of Conflicting Interests

Abstract

This article investigates the impacts on, and responses of, third world bureaucracies (more specifically those operating in the poorer parts of the third world), in the context of the changing demands of development management. These include efforts at debureaucratization, by calling for a radically different kind of civil service; at localization and training; at circumvention, through relying on semi‐autonomous public enterprises; at re‐orientation, by altering civil servants' attitudes and incentives; at decentralization; and at privatization and pressure. For these governments, this last mentioned approach proved more demanding and demoralizing than any of the previous notions they had confronted. Today, under the rubric of governance, there appears to be some acknowledgement that the anti‐state emphasis of the structural adjustment era may have gone too far, and the call is for the more effective bureaucracies to be accountable. The danger in many poor countries, however, is that the real and relative salaries, the morale and ethics of the bureaucracy, and public trust in the bureaucracy, have all plummeted so far, that it may be too late to turn these trends around. The daunting challenge today is how to break out of this ‘box’ of bureaucratic decline, the four corners of which are formed and connected by lack of resources, incentives, public service and legitimacy.

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