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Notes
The IEG was formerly the Operations Evaluation Department (OED), In addition to the IEG, The Quality Assurance Group (QAG) was also formed in 1996 to assist with design (entry) and supervision of the projects.
Pressures on management and staff were applied within a perverse incentive environment. Employees could not act both as first responders and policy negotiators. Simplification was urged but not rewarded. Team building was the aim, but the matrix emasculated the teams. The information bureaucracy impeded the flow of information. De-layering did not increase accountability and discouraged hard work. Time had to be diverted to fund-raising and intensifying controls [p. 214].
References
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Kapur, Devesh, John Lewis, and Richard Webb . 1997. The World Banks: Its First Half Century. Washington, DC: Brookings Institution.
Shapiro, Eileen 1995. Fad-Surfing in the Boardroom. Cambridge, MA: Perseaus Publishing.
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Moledina, A. Reforming the World Bank: Twenty Years of Trial — and Error, by David A Phillips. Eastern Econ J 38, 559–561 (2012). https://doi.org/10.1057/eej.2010.39
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DOI: https://doi.org/10.1057/eej.2010.39