ABSTRACT
Any examination of the administrative management of MIs will only be meaningful if the various administrative functions are viewed within the context of the organizations as a whole. Many of the constraints inherent in international organizations derive from the forms of governance, the institutional structures and the nature of senior-most management. This chapter will examine the structures of international organizations from an administrative perspective rather than from that of programme requirements. A single focus review such as this will naturally give rise to some contradictions, programme needs may result in a rational structure for delivery of the essential product of an organization, yet may make it more difficult to manage an institution’s staff. This should not be the case, well-considered design should cover both needs but unfortunately this does not always happen. Even if internal consultation takes place at the start of a reform process, new structures are most frequently decided from on high, based on parameters that have not been shared with line staff. The development of the internal power centres in the organizations is reviewed from the historical perspective of the League of Nations and ILO. The way in which executive heads operate managerially, within the structure of their organizations, and the quasi-feudal nature of some institutions is also commented upon. It is postulated that the senior management of MIs often considers it more important to satisfy different constituencies in their governing body than to create rational management structures and that there is a need for fully empowered deputies to take over the administrative management of MIs leaving the technical and political tasks to executive heads.
