Riassunti completi esame Management of international and supranational organzations

(IGOs) are de ned as bodies:

International inter-governmental organizations

- based on a formal agreement between the governments of nation states

- made of 3 or more nation states (as parties to the agreement)

- possessing a permanent secretariat performing ongoing tasks

promote international among countries. Es. UN, WTO

International organizations: cooperation

promote regional integration through some form of economic and/or

Supranational organizations:

political sharing of among countries. Ex. European Union, ASEAN, NAFTA

sovereignty

IGOs can be categorized in 2 ways:

- by functions: operational, world security, nancial

- By geographical scope: regional/global

Political system:

1. —> consists of the states (and other entities) that become members in accordance

Membership

with provisions of the organization’s constitution. Can be universal or regionally de ned and, based on

the involvement of the state can be split in: full membership or permanent observing. It de nes the

identity of the organization, its power dynamics and functioning.

2. —> decision-making mechanisms in uence the ability to move the organization

Voting procedures

forward and are made of 2 steps: A. that can be: egalitarian (1 member

Allocation of voting powers

1 vote) or the weighted majority mechanism (by contribution, by population, by GDP). B. Decision

unanimity, majority or consensus.

making mechanisms:

3. (funding sources): A. for un-earmarked costs (regular work

Sources of income Core resources:

programme) such as mandatory contributions and voluntary contributions given by the community of

and based on pre-set criteria. B are voluntary contributions

member states Non-core resources:

made by single group of donors.

In the past years there has been an increase in non-core resources, pros:

- higher transparency and accountability (donors want to know the allocations of their resources and

have preferences over speci c/limited activities).

- Increase competition among IGOs for funds based on e ciency and technical know-how

- Pushes organizations to specialize in their respective areas.

Cons:

- fragmentation of contributions obstacles reaching “critical mass”

- Donors priorities can contrast with bene ciaries’ interests

- IGOs need stable and predictable resources

“Win as much as you can - group 2B”:

traditional way to think about decision making. It is divided in 2 levels:

Putnam Model —>

1. NATIONAL

1a. Domestic bargaining to de ne national interests;

1b. Intra-governmental development of negotiating positions and strategies.

2. INTERNATIONAL

2a. Bargaining among governments

2b. Provisional agreement. in international settings:

Conditions of traditional decision-making processes

- product of di erent actors interacting, not a single actor’s choice;

- actors under uncertainty face perverse incentives;

- Importance of communication and monitoring.

Common themes of the game:

- Individually rational actions produce collectively irrational outcomes.

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- motivations and incentives reinforce competitive behavior

- Following individual self interest tends to be a dominant strategy

- Rules of the game do not prevent non-cooperative behavior

Globalization requires involvement of nation-states in processes of global governance and limits the room

for maneuver of nation-states. Managerial Dimension:

1. formal system of that control how

Organizational structure: tasks and authority relationships

people coordinate actions and use resources to achieve organizational goals. 3 key dimensions must

be considered when analyzing the organizational structure of IGO: 1. Degree of vs

centralization

decentralization 2. Degree of 3. Degree of

specializations autonomy.

2. —> multicultural composition of the sta ,

Personnel management: international service

expatriation, character of the sta (loyal, independent and impartial).

3. the way goals and actions are de ned and nancial

Financial and Performance management:

resources are allocated to internal organizations units:

develop closer relations between allocation of resources and information about

Budget:

• performances + rearrange timing (e ective tool for programming future actions).

has been developed, now includes cost-calculation and performance

Accounting system:

• measurements systems. expanding performance indicators (more di used for the evaluation of

Performance management:

• programs) and result-based management culture.

The United Nations System:

Phase 1 - The Founding (1941-1945)

The Un is an international organization founded in the middle of the WWII, as Roosevelt and Churchill

(1941) signed the Atlantic charter, the rst try to international cooperation.

In 1945, then during the San Francisco Conference the UN charter was written.

Phase 2 - Start up and Stagnation in the cold war (1945-54)

During the Cold War, the rst General Assembly meeting took place in London (1946), later, in 1948 the

General Assembly approved the Universal Declaration of Human Rights. However the signs of growing of

the East-West Con ict had started to appear. Italy joined in 1955.

Phase 3 - Decolonization, the Emerge of the Third World (1955-74) and the North-South Con ict

(1975-84):

A turning point in UN history happened during the 60s and 70s when the independence of colonies

happened (many colonies became states after the WWII and needed help), therefore the UN started to

expand its activities in development and change in power balance.

What’s more in 1974, the Charter of Economic Rights and Duties of States was written. It stated that "any

state has the right to choose his economic, cultural and political behavior, based on the will of its people,

without the interference of any state”

From 1985 until these days - Renaissance, Crisis and Reforms:

There has been an increase in peace keeping missions (from 14 to 57) and the end of the East-West

Crisis.

It has also been a period of managerial reforms to increase a system-wide conference.

The UN today, the principal organs:

is the main deliberative, policymaking and representative organ of the UN. All

General Assembly,

members are represented (1 country 1 vote). Decisions on ordinary questions are taken by simple

majority, decisions on important questions (peace and security, budget, admissions) require a 2/3

majority. Most questions however are discussed in the GA’s six main committees:

- disarmament and international security

- Economic and nancial

- Social, humanitarian and cultural

- Special political and decolonization

- Administrative and budgetary

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- Legal

The rotates every year among ve groups of states (principle of equitable

presidency of the GA

geographical representation): africa, Asia, Eastern European, Latin American and Caribbean, Western

European and Other States.

The has primary responsibility for the maintenance of international peace and security. It

Security Council

has 15 members: 5 permanent ones with Veto power (China, France, Russia, UK, USA) and 10 non

permanent members, elected by the general assembly for 2 year term.

Representation: each member has one vote, to take a decision there’s the need of 9/15 votes.

Is has two unique powers:

- can take decisions that are legally binding on members

- Has the authority to enforce decisions through sanctions or the use of military force (ex. Embargo).

Members take turn at holding the presidency of the Security Council for one month (rotating presidency).

the main administrative organ of UN

Secretariat:

Comprises the Secretary General and the sta of the organization. It has around 44.000 sta members

around the world. Under the Charter, each Member State undertakes to respect the rule non to in uence

them improperly in the discharge of their duties.

There also are non-principal organs such as, for example:

- independent, separate, legally autonomous organizations with their own

Specialized agencies:

membership, policy making and executive organs, secretariats and budgets. They are funded by both

assessed and voluntary contributions. The UN Charter stipulates that each primary organ of the UN

can establish various specialized agencies to ful ll its duties. EX: FaO governed by the Conference of

Member Nations (175) which meets to review the work carried out by the organization, approve the

policies and the budget of the next 2 years.

- are subsidiary organs of the general assembly and the economic and social

Funds and Programs:

council (they report to the GA through an executive board). Each of the funds and programs is headed

by an executive director at the under secretary general level and is governed by an executive board.

They operate in line with their respective mandates with the priorities de ned by the executive boards.

They are nanced through voluntary contributions.

UN activities:

- 63% operational activities for development: development (to promote social progress and better

standards of life) and humanitarian assistance

- 22% peacekeeping

- 15% global norms, standards, policy and advocacy

global target-setting process to trigger multi-level stakeholder

Sustainable development goals:

alignment and engagement.

- Planet

- People

- Peace

- Prosperity

- Partnership

Important to set a global agenda to collaborate on a sustainable development regarding the ecosystem,

poverty and war issues.

Contemporary Challenges:

1. numerosity (of agecies, departments and commissions which work

Complexity of the UN system:

in more than 70 countries); heterogeneity among agencies and funds; di erent levels: horizontal vs

vertical accountability at agency/fund level.

2. reforms are linked to the will of member states, which are represented in the governing

Political will:

boards of the various organizations of the UN system, decide on mandates, priorities, methods of

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work and implementation. UN lack of coordination is linked to lack of coordination in governments

policies.

3. inadequate and unpredictable funding of the system undermining the multilayer character of

Funding:

the UN. Lack of donor coordination and competition of non-core resources among UN agencies.

Delivering as One Reform: radical change in the way UN operational activities for development are carried

out at the local level. The way it now operates is de ned by 4 pillars:

1. One program: a single development strategy made speci cally for a country (on its goals)

2. One leader: creation of a leader (resident coordinator) which oversees the Country Team through the

system of a shared leadership

3. One Budget: common nancial framework for all UN development entities at country-level updated

annually (one coherence fund)

4. One Defense: common premise and Business Operations Strategy and common o ce (if feasible).

World Health Organization (WHO):

It is the United Nations specialized agency for health which consists in 194 member States and:

- de nes norms and standards for health

- Provides leadership on matters regarding health

- Articulates policy options for health

- Monitors health trends

- Provides technical support (especially in developing countries)

Its headquarter is In Geneva and has more than 7000 sta members.

The change at the WHO:

It is one of the rst examples of planned change process in IGOs. It started in 2003 when Dr. Lee was

appointed as Director General of WHO, his agenda was clear: turn the WHO into a more exible and

result-oriented international organization.

He formed a small transition team to plan and design the implementation of the change strategy in 5 core

areas:

- Decentralization: reallocation of resources to the local level

- HR reform: aim at overcoming the cultural barriers and align position, responsibilities and competences

- IT investments: replacement of the information system with a more e cient one

- Administrative e ciency: several programs were started do strengthen the nancial management,

promote collaboration in order to increase administrative e ciency

- Accountability: a performance auditing system was introduced

for change (support it):

Driving forces

1. Environmental forces: public health was changing (decline), especially global health was changing

(HIV needed global coordination for example)

2. Organizational forces: such as organizational ine ectiveness and a change in agents (Dr. Lee was

elected as the new Director General).

3. Individual level: competencies and performance auditing system

(resist to the change):

Hindering forces

1. Environmental forces: limited resources such as lack of budget

2. Organizational forces: skepticism towards regional and country o ces (local level)

3. Individual level forces: employees uncertainty regarding the future of their jobs + protectionism and

passivity.

The path that he followed was a revitalization path:

- strong and growing change force, appropriate when there’s a resistance based culture in the IGO

- The pace of change is typically slow, but continuous

- It is based on converting status quo agents into change agents

- It can only be implemented if the organization can protect itself from negative e ects of the change

force long enough to accomplish the necessary cultural turning point.

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How did Dr.Lee and his transition team manage the change process? (Six steps to e ective change)

1. Mobilize commitment

2. Develop a shared vision on how to organize

3. Foster consensus, competence and cohesion

4. Spread revitalization to all departments

5. Institutionalize policies, systems and structures

6. Monitor and adjust

The succes factors of Dr. Lee’s change strategy were: learning from the past, leadership and having a

clear vision of the change process and its communication

World Food Program (WFP):

811 million don’t have enough nutritious food to lead an active, healthy lifestyle (10%). Due to covid there

has been in increase in hunger (+ 161 M) and in poverty (97 M).

Main causes of hunger: con ict, climate change and economic slowdowns

WFP, is the world’s largest humanitarian agency (headquartered in Rome) which works to help in various

categories of humanitarian disasters:

1. Calamities

2. terrorist attacks

Destructive actions:

3. pandemics, famine, poverty

Outbreaks:

4. political or refugee crisis

Crises:

Its main objective is to ght hunger worldwide, delivering food assistance in emergencies and working

with communities to improve nutrition and build resilience.

It has to reach by 2030, two of them are:

Sustainable Development Goals

1. Zero hunger: end hunger, achieve food security and improved nutritions and promote sustainable

agriculture.

2. Partnership for the goals: built partnerships between nations to help them cooperate and solve probs.

What does it do?

1. —> humanitarian assistance during crises: emergency food (when there’s not enough

Saving lives

food in countries ex. South Sudan, really expensive) and cash assistance (when there’s enough food,

so that the problem is about people’s income, has positive e ects on the economic of the entire

country), food procurement, food security and market analysis.

2. —> development programs such as smallholder farmer support (so that parents can

Changing lives

sell food and send kids to school really important to escape poverty and hunger), innovation

(technology), strengthening food system (many don’t work well, often due to con ict, climate and

supply chain problems so that food gets rotten and chronic hunger never stops). It also helps with

humanitarian logistics, they manage United Nations Humanitarian Air Service and are ready to deploy

materials in case of emergency (especially helping in places where private companies don’t have

economic interests to go)

Causes of interest in innovation in the humanitarian sector:

1. Increasing focus on cost e ectiveness and e ciency

2. Increasing food price volatility

3. Global outbreaks of disease

4. Increase in protracted con icts (Syria emergency)

5. Increase in natural disasters due to climate change

6. Donor budget constraints

7. Aim to reduce carbon footprint

Managing innovation in International Organizations:

1. Environmental pressures deriving from competition, demand and markets: the need to enter new

markets or increase range of goods and services, or to increase market share.

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2. Organizational pressures deriving from the production and delivery: reducing costs, improving exibility

and e ciency or speed of supplying goods.

An innovation is an idea, practice or object that is perceived as new by the unit of adoption:

- introduction of good/service that is new to signi cantly improved (es. Biometric

product innovation:

bene ciary tracking ensures food is received by those in need or drones transporting blood)

- implementation of a new or improved production or delivery method

Process innovation:

- implementation of a new organizational method regarding the IGO’s

Organizational innovation:

working organization

Dimensions of public sector innovation:

1. Directed (top-down) or undirected (bottom-up)

2. Is the innovation dealing with high uncertainty (exploration) or is it bounded within a relatively

understood context (exploitation)

Thanks yo these dimensions it is possibile to identify 4 types of innovation:

- It involves a clear outcom