Suchergebnisse

AbstractThe Dutch Windward Islands are examined to see if they throw any light on the problems experienced when very small island communities try to come together to form a larger political unit. The Constitution of 1954, though federal in intent, was unitary in practice, with the main island, Curacao treating the others like municipalities. However the island authorities are capable of asserting themselves against the centre. They control implementation, raise revenue and receive local political support. Because of the small size of the populations and civil services involved, island and federal officials collaborate harmoniously. Leading individuals are important for development, notably St Maarten's Claude Wathey. New initiatives also require effective negotiations to deal with off‐shore tourist organizations. However, there is little significant industry beyond tourism. In 1988 the three Dutch Windward Islands agreed to co‐operate with each other. Decentralization within the largest island could help this cooperation as could a regional association along the lines of the South Pacific Forum.

AbstractThe British constitutional and political traditions of the Crown Colonies of Montserrat and Anguilla have been modified by their unique histories, particularly in a common commitment to team management. Some senior public servants in Montserrat are reluctant to acknowledge the virtues of a team approach, but their more junior colleagues have been given training in team techniques which has laid a firm foundation for team work and collective management. Professional effectiveness and job satisfaction have increased. The principles of team management are reciprocity, disposition for agreement, fairness, honesty, mutual trust and confidentiality. However the reluctant leadership of some Permanent Secretaries produces frustration and problems of morale. The Permanent Secretary level is the last to be impregnated with the team administration philosophy in Anguilla, too. But team management is recognized as necessary for building consensus and for the smooth running of a small public service. Subordinates employing team techniques have been assessed by their superiors as more successful in staff‐management relations, policymaking and productivity than traditional, hierarchical managers. Team techniques have been carried over into a number of small businesses on the island. This phenomenon is unique among the United Kingdom's West Indian colonies. The problems of team management include time and accountability.