An organizational analysis of the world health organization : narrowing the gap between promise and performance.
The World Health Organization's (WHO's) nearly half century amelioration of suffering stands as a singular achievement in international cooperation.
But after 45 years, the Organization has grown into a complex bureaucracy with an outdated organizational structure.
A multidisciplinary framework, which emphasizes organizational theory, yields some insights into these problems.
Using this approach, this paper examines the structure, culture, mission, and rules of WHO, and adds a perspective, not otherwise found in the literature, to the growing debate on the future of the Organization.
Previous studies of international organizations have explained this behavior as the consequence of the dominant external interests of powerful members.
This perspective suggests that organizations like WHO have fewer options and less control of their policies and output.
By contrast, there has been very little analysis explaining how international organizations function internally.
This paper refutes an exclusively external perspective and shows that the internal organization is also important to understanding WHO.
Several conclusions are drawn from this perspective.
WHO's organizational myths, as a politically neutral technical agency staffed with uniquely qualified staff, need to be validated and enhanced to attract funding.
Mots-clés Pascal : OMS, Organisme international, Financement, Organisation
Mots-clés Pascal anglais : WHO, International institution, Financing, Organization
Notice produite par :
Inist-CNRS - Institut de l'Information Scientifique et Technique
Cote : 95-0139984
Code Inist : 002B30A06E. Création : 09/06/1995.