From Colonial Administration to Development Management
This paper is about the field of development management (previously development administration) and its continuities with the processes of imperial rule known as colonial administration. Development administration/ management represents itself as a subset of public administration/ public sector management. However, this conceals its status as First World discourse about how the Third World should be managed. Moreover, while development management recognizes the continuity between itself and post-1945 development administration, its advocacy of participatory methodologies, the cause of the poor and the marginalized, and democratization are seen as new, and as implying a clear break with colonial/neo-colonialist administrative practice. This paper challenges this orthodoxy on the basis of three overlapping arguments. First, understandings of the benefits of participation presented by advocates of development management are naïve and fail to understand its potentialities as a control mechanism. Second the so called "governance agendas" of First World development agencies not only promote a particular, neo-liberal version of democratization, which includes the extension of the market vis-à-vis the state, and in their implementation replicate imperial power relations. Third the methods and rhetoric surrounding participation and empowerment themselves have colonial roots, and developed as a consequence of the late colonial approach to administration known as indirect rule. Thus, the paper concludes, while metaphors of colonization have been used to describe the development of management and organization theory there is also a more literal relationship between colonialism and management.
|Date of creation:||2001|
|Contact details of provider:|| Postal: Harold Hankins Building, Precinct Centre, Booth Street West, Manchester, M13 9QH|
Web page: http://www.sed.manchester.ac.uk/idpm
More information through EDIRC
References listed on IDEAS
Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
- Bill Cooke, 1998. "Participation, 'process' and management: lessons for development in the history of organization development," Journal of International Development, John Wiley & Sons, Ltd., vol. 10(1), pages 35-54.
- Christopher Grey, 1999. "'We Are All Managers Now'; 'We Always Were': On the Development and Demise of Management," Journal of Management Studies, Wiley Blackwell, vol. 36(5), pages 561-585, 09.
- Alan Thomas, 1996. "What is development management?," Journal of International Development, John Wiley & Sons, Ltd., vol. 8(1), pages 95-110.
When requesting a correction, please mention this item's handle: RePEc:ags:idpmgd:30562. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (AgEcon Search)
If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.
If references are entirely missing, you can add them using this form.
If the full references list an item that is present in RePEc, but the system did not link to it, you can help with this form.
If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your profile, as there may be some citations waiting for confirmation.
Please note that corrections may take a couple of weeks to filter through the various RePEc services.