T
he U.N. Management and Decision-Making Project, a two-year research program of the United Nations Association of the USA (UNA-USA), is dedicated to strengthening the effectiveness of the United Nations and its immediate affiliated organs by offering constructive criticism regarding the management,governance, and role of the world organization. Financed by a grant from the Ford Foundation, the project reflects an effort to identify ways of making the United Nations work better in an era of increasing interdependence and of growing demands on the world body.
The project consists of two parts. Its centerpiece is a high-level, 23-member international panel that unites individuals with senior political experience and those with outstanding managerial skills. This panel will publish a final report in the summer of 1987 that sets out a rationale, priorities, and feasible agenda for the United Nations for the remainder of the century and proposes the type of changes in structure, procedures, and management that are necessary to carry out such an agenda. A preliminary report entitled U.N. Leadership: The Roles of the Secretary-General and the Member States was released in early December 1986.
Second, in addition to the meetings and reports of the Panel the project staff will produce several research papers over the course of 1986 and 1987. These papers will provide a background for the deliberations of the Panel and will serve as a source of information and analysis for the wider policy-making public in the United States and other countries. As with all of the staff papers that will appear over the next several months, this study reflects the view of its author. It was reviewed by the panellists before publication, but does not necessarily represent the views of the Panel as a whole or the position of any individual member.
Maurice Bertrand
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