Improving management in India
The tenth in series of impact notes profiles early results from an ongoing randomized experiment, which is the first such experiment with large firms. Early results show how much difference improving management practices can make. Recent measuremen...
| Main Authors: | , , , , |
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| Format: | Brief |
| Language: | English |
| Published: |
World Bank, Washington, DC
2012
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| Subjects: | |
| Online Access: | http://documents.worldbank.org/curated/en/2010/04/12205454/improving-management-india http://hdl.handle.net/10986/10198 |
| Summary: | The tenth in series of impact notes
profiles early results from an ongoing randomized
experiment, which is the first such experiment with large
firms. Early results show how much difference improving
management practices can make. Recent measurement has found
that the majority of firms in developing countries are
poorly managed by global standards. This is the case in
India, where, apart from multinationals, most firms do not
collect and analyze data systematically in their factories,
tend to use less effective target-setting and monitoring,
and employ inefficient promotion and reward systems. While
there is a positive correlation between better management
practices and higher productivity, it is not clear whether
this reflects a causal relationship or just the influence of
other unobserved differences across firms. |
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