ABSTRACT
Four sets of critical organisational processes relating to participation, human resource development, monitoring, and motivation and their relationships with the program environment, strategy, and structure were described in Chapter 8. The program's organisational structure is the framework within which these processes operate. We shall now proceed to seek evidence on the manner in which the six programs under study evolved and matched the four processes to their environments and internal requirements. The most striking features emerging from this analysis are:
- the influence of the complexity of the program and its environment on the degree of beneficiary participation adopted;
the dominant role of training as part of the human resource development process in all the programs;
- the simplicity and speed of feedback associated with the monitoring process in most of the programs; and
- the inverse relationship between beneficiary participation and the importance of economic incentives in motivating beneficiaries.
