Organizational Apartheid: Who needs whom in the Second United Nations Development Decade ?

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Reprinted from International Associations, 1969, 10 [PDF version] [UIA Study Papers INF/1]
An earlier version was distributed the title :
"Need for a world management information network to assist initiation and coordination of global development programmes".
[together with appendices exploring the practical problems and implications of the proposed information system]
A criticism of the manner in which the United Nations and the Specialized Agencies have defined their management problems in the light of their global programme objectives and their frequently stressed dependence on national and international non-governmental organizations. A new approach using a computer-based management information system is suggested.

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and administrative techniques
information

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Organizational Apartheid
1. Introduction
2. Current Situation (1969)
3. Scope of Management Problem
4. Interaction between UN and non-UN Networks
Organizational Apartheid?
5. Problems Currently Treated on an ad hoc Basis
6. Implications of the Distinction between Management Techniques and Administrative Techniques
7. Implications of the Distinction between Documentation and Management Information
8. Economical Solution to the Global Management Information Problem.
9. Advantages of a Network File Organization
10. Implementation
11. Conclusion

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Abstract

What sort of information do organizations need to prepare for the increasingly complex and inter-related problems of the future ? Using 'apartheid' (meaning separate development) as a metaphor, it highlights some of the gaps in the [1969] conception of the United Nations information problem and the consequences for non-U.N. bodies and the U.N. itself. The fundamental cause of world inadequacy in the face of complex problems seems to be the traditional tendency to attempt to treat each sub-problem in isolation without developing a common framework within which subproblems could be related. Systems analysis, a vital conceptual tool in ensuring that all 5 million Apollo parts function harmoniously, may be the key to a more sophisticated understanding of how the many different types of organization in the world contribute to the success of each other's programmes.

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