The Matrix System at Work: An Evaluation of the World Bank’s Organizational Effectiveness

Business & Finance, Economics, Development & Growth, Business Reference, Business Communication
Cover of the book The Matrix System at Work: An Evaluation of the World Bank’s Organizational Effectiveness by The World Bank, World Bank Publications
View on Amazon View on AbeBooks View on Kobo View on B.Depository View on eBay View on Walmart
Author: The World Bank ISBN: 9780821397169
Publisher: World Bank Publications Publication: July 30, 2012
Imprint: Language: English
Author: The World Bank
ISBN: 9780821397169
Publisher: World Bank Publications
Publication: July 30, 2012
Imprint:
Language: English
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.
View on Amazon View on AbeBooks View on Kobo View on B.Depository View on eBay View on Walmart
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.

More books from World Bank Publications

Cover of the book Moving for Prosperity by The World Bank
Cover of the book Growing Green by The World Bank
Cover of the book The Challenge of Stability and Security in West Africa by The World Bank
Cover of the book Monitoring Global Poverty by The World Bank
Cover of the book La movilidad económica y el crecimiento de la clase media en América Latina by The World Bank
Cover of the book Decarbonizing Development by The World Bank
Cover of the book Golden Growth: Restoring the Lustre of the European Economic Model by The World Bank
Cover of the book Africa's Cities by The World Bank
Cover of the book Global Economic Prospects, January 2015 by The World Bank
Cover of the book Urban Labor Markets in Sub-Saharan Africa by The World Bank
Cover of the book Global Investment Competitiveness Report 2017/2018 by The World Bank
Cover of the book Atlas of Sustainable Development Goals 2017 by The World Bank
Cover of the book Global Monitoring Report 2012: Food Prices, Nutrition, and the Millennium Development Goals by The World Bank
Cover of the book World Development Report 2013 by The World Bank
Cover of the book The Sunken Billions Revisited by The World Bank
We use our own "cookies" and third party cookies to improve services and to see statistical information. By using this website, you agree to our Privacy Policy