Matrix System at Work : An Evaluation of the World Bank's Organizational Effectiveness.
Title:
Matrix System at Work : An Evaluation of the World Bank's Organizational Effectiveness.
Author:
Bank, The World.
ISBN:
9780821397169
Personal Author:
Physical Description:
1 online resource (336 pages)
Series:
Independent Evaluation Group Studies
Contents:
Half Title Page -- Title Page -- Copyright -- Contents -- Acknowledgments -- Overview -- Management Response -- Chairperson's Summary: Committee on Development Effectiveness -- Abbreviations -- Glossary -- 1. Introduction and Context -- Rationale and Purpose -- Scope and Evaluative Questions -- Literature Review on Matrix Organization -- Evaluation Methodology -- Notes -- References -- 2. The Strategic Alignment of Sector and Country Priorities -- The Relevance of Strategic Alignment -- Responsiveness and Effectiveness of Country Programs -- Alignment of Country and Sector Strategies -- Efficiency and Effectiveness of Strategic Alignment -- Notes -- 3. The Promise of a Knowledge Bank -- Introduction -- Investing in Knowledge Production -- Dissemination and Use of Knowledge -- Tacit Knowledge Does Not Flow -- Efficiency and Effectiveness of the Knowledge Bank -- Notes -- References -- 4. Delivering Quality Services -- Introduction -- Institutional Incentives for Quality -- Managing for Quality Under the Matrix System -- Staff Incentives -- Conclusions on Efficiency and Effectiveness of Quality Assurance Systems -- Notes -- References -- 5. Institutional Issues and Organizational Structure -- The Sector Board Model -- Span of Control in the Regions -- The Effects of the SDN Merger on the Matrix System -- Budgetary Incentives as a Driver of Matrix Behaviors -- Quality Assurance and Conflicts of Interest -- Key Findings and Conclusions -- Notes -- References -- 6. Conclusions and Recommendations -- Recommendations -- References -- Appendixes -- Appendix A: Matrix Management and Organization of the World Bank in Historical Perspective -- Appendix B: Evaluation Methodology -- Appendix C: Responsiveness and Effectiveness of the Bank's Country Programs -- Appendix D: Experience in the Trenches: Results from the Staff Survey.
Appendix E: Key Findings from Sector Manager Interviews and Country Director/Manager Interviews -- Appendix F: Focus Groups Discussions: The Key Findings -- Appendix G: Comparison of the Six Regional Matrices -- Appendix H: Working Across Organizational Boundaries: The Use of Cross Support -- Appendix I: Budgetary Incentives -- Appendix J: Working Across Sectors and Themes -- Appendix K: World Bank Sector Strategy Papers -- Appendix L: International Finance Corporation 2013 Change Initiative -- Appendix M: Staffing Data -- Appendix N: Managers Interviewed -- Bibliography -- Back Cover.
Abstract:
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.
Local Note:
Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2017. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.
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