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An evaluation of the UN's effectiveness looks at its political & functional weaknesses & potential. Some nations use the UN to obtain national recognition or to promote national policy. Some neglect or oppose it as a resource for multilateral cooperation. Despite its failures & inefficacies, the UN has benefited the world; it is worth reforming. References. E. Taylor

In April 2009, Anders Fogh Rasmussen, Denmark's prime minister since 2001, resigned his national office to take up the position of Secretary General of the North Atlantic Treaty Organization. Leaving Copenhagen for Brussels, this energetic & ambitious statesman has taken on a heavy burden. NATO is at a turning point in its history. Contested by certain observers since the end of the Cold War, considered (justifiably or otherwise) as the "strong arm" of the United States, sometimes accused of hindering by its very existence the emergence of an overarching European defense strategy, NATO is far from meeting unanimous approval, even as it engages in an extremely complex operation in Afghanistan. In this exclusive interview, NATO's new Secretary General deals forthrightly with all the most thorny issues; describes the reform that is currently transforming his organization; & declares that in an unstable world with many dangers, in particular terrorism, NATO is needed more than ever. Adapted from the source document.

In March 2003, the Wall Street Journal ran a story with the headline: "Oil for Food: Oil for Scandal." On the same day, the New York Times ran a story reporting that 60 percent of Americans approved of the work done by the UN. These two stories -- complaints about specific UN programs at the same time that the American public at least respects the concept of international cooperation -- represent some of the challenges currently faced by the international organization. This is especially as it tries to improve the situation in Iraq. While the organization certainly does face important challenges, this period in history also allows for its leaders to reflect on the proper role of the UN in the 21st century. Adapted from the source document.

"Découlant de la tension entre l'accroissement de la demande pour les soins de santé et les contraintes financières des gouvernements, l'évaluation de la performance des organisations et des systèmes de santé est une condition essentielle à la survie de ceux-ci et constitue en soi un enjeu difficile. D'une part, ces systèmes complexes dépendent fortement de leur contexte : améliorer leur performance requiert la participation de nombreux acteurs aux intérêts souvent divergents. D'autre part, le concept de performance est loin de faire l'unanimité ; les modèles utilisés reflètent souvent des préoccupations et des objectifs contradictoires. Les auteurs exposent les perspectives d'acteurs clés provenant des pays lusophones et francophones des Amériques, de l'Europe et de l'Afrique dans le but d'engager les systèmes et les organisations de santé vers une amélioration continue de la performance. Pour ce faire, ils posent ici trois questions fondamentales : en quoi consiste la performance d'un système ou d'une organisation de santé ? Comment l'évaluer ? Et comment utiliser les résultats de l'évaluation de façon à constamment améliorer la performance ?"--Page 4 de la couverture

Les réformes gouvernementales qui ont cours présentement en Occident imposent aux administrateurs publics de nouvelles exigences. Parmi celles-ci, on peut noter la qualité des services aux citoyens, la transparence des pratiques de gestion, le renforcement de l'imputabilité des gestionnaires, la reddition de comptes devant les législateurs ainsi que l'obligation de gérer par résultats.Pour répondre à ces impératifs, l'auteur propose un guide méthodologique permettant la mise en place de la gestion par résultats (GPR). Enrichie de trois nouveaux chapitres, cette réédition se veut le fruit d'une

"This report presents an overview of country initiatives concerning efficient, effective public services and open and innovative government. It focuses on four core issues: delivery of public services in times of fiscal consolidation; a more effective and performance-oriented public service; promotion of open and transparent government; and strategies for implementation of a reform agenda. These issues were discussed at the OECD Public Governance Ministerial Meeting held in Venice, Italy, in November 2010, hosted by the Italian Ministry for Public Administration and Innovation."--Publisher's description

Appraising the Contribution of Staff to Organizational Effectiveness : a Vital Issue for the Public Sector.
The rapid changes with which the public sector must cope should lead it to ask to what extent it is able to match the objectives of modernization with proper management methods. One such method, the periodic staff report, has corne under strong fire from both the interested parties themselves and the people in charge of human resources management, who see it as a factor impeding much-needed change in the thinking and practices of governmental organizations. The introduction of a staff appraisal scheme, and therefore of a method for evaluating the real contribution of officiais to the effectiveness of the public service appears to be, in the circumstances, an issue of strategie importance.

The preeminent French industrial democracy is now compelled to change faced with not only the fierce international competition but also with the new dimensions of cooperative management ion organizations. To cope with these turbulences, we focused our research on the renewment of "tradition power relations" between the hierarchy and the unions with a hypothesis that the solutions for effectiveness are not extra-organizational but intra-organizational with two alternatives: 1) the rationalization of hierarchical system 2) the mobilization of human resources. To reply to our problematics, we have compared two companies, one has an American type of management and the other has a French type of management. In the American company, the logic of rationalization implies that the power games are processed to reinforce the organizational performance; while, in the French company, the organization power is reduced to a zero - sum game between the hierarchy and the unions, where the actors seeks more to increase their power than to contribute to the organizational performance and the intervention of unions are not in tune with the workers' aspirations. We have noted that the French company's organizational effectiveness is weakened principally by the absence of actors' will for change; the weak hierarchical system; and by the lack of actors' power in social organization. Given that the rationalization is the base of mobilization, we first suggest to integrate the organizational power by applying the logic of rationalization and secondly, to diversify the organizational power by institutionalizing the participative "third power" of mobilization (integration and differentiation of organizational power ; Face à la montée d'une nouvelle dimension collective du management participatif, la logique traditionnelle française de prééminence des relations industrielles est remise en question. Nous avons focalisé l'objectif de la recherche sur le réaménagement des relations de pouvoir entre les acteurs organisationnels et sociaux. ...

Les PLIE, cofinancés par le Fonds Social Européen au titre de l'objectif 3, visent à mobiliser sur des objectifs quantitatifs l'ensemble des acteurs intervenant au plan local en faveur de l'insertion. Les notions de "partenariat" et de "parcours d'insertion" sur lesquelles ils s'adossent, supposent que le jugement évaluatif se déplace des résultats aux processus. Penser le dispositif PLIE comme une organisation confère à l'évaluation un caractère exploratoire dont l'enjeu est de construire une approche de l'efficacité organisationnelle.

This study is based on the assumption that despite several interventions of agricultural projects co-financed by the Government of the DRC and its rural development partners in the Territory of Isangi, the extreme poverty of households would persist because of factors of various kinds, some of which are endogenous and others exogenous to the beneficiaries. Participatory analysis with beneficiaries, ex-managers of agricultural projects, NGOs, economic operators, OPAs and public services operating in the Territory of Isangi has identified four root causes of project inefficiency. The four root causes are: (i) insufficient financial, technical and human resources to make public services more efficient and effective; (ii) the depreciation of the national currency, which makes farm income vulnerable and unstable, (iii) organizational leadership is autocratic, without a vision of professionalization or development; and (iv) the lack of adequate training and the inappropriate pedagogical approach to building beneficiaries' capacity. Significant improvement in these four key factors would improve the effectiveness of agricultural project interventions in rural areas. Keywords: Efficiency, agricultural project, impact, sustainability, extreme poverty, rural ; Cette étude est basée sur l'hypothèse selon laquelle que malgré plusieurs interventions de projets agricoles cofinancés par le Gouvernement de la RDC et ses partenaires d'aide au développement réalisées en milieu rural du Territoire d'Isangi, l'extrême pauvreté de ménages persisterait à causes de facteurs de diverses natures dont certains sont endogènes et d'autres exogènes aux bénéficiaires. L'analyse participative avec les bénéficiaires, des ex gestionnaires des projets agricoles, les ONG, les opérateurs économiques, les OPA et les services publics opérant dans le Territoire d'Isangi a permis d'identifier quatre causes-racines de l'inefficacité des projets agricoles. Les quatre causes-racines sont les suivantes: (i) l'insuffisance de moyens financiers, techniques ...