HOUSING MANAGEMENT AND

ADMINISTRATION (HSG 724)

Appraise the concept of

Administration, Management
and Housing as they relate to
HOUSING ADMINISTRATION
AND MANAGEMENT
BY

OYEYEMI, TOSIN BIDEMI

Matric. No. 146672

Being a Term Paper

SUBMITTED TO

DEPARTMENT OF URBAN AND REGIONAL

PLANNING,
FACULTY OF THE SOCIAL SCIENCES,
UNIVERSITY OF IBADAN, IBADAN NIGERIA
 LECTURER: DR. SANI LEKAN SANI

APRIL, 2009
Appraise the concept of Administration,
Management and Housing as they relate to
HOUSING MANAGEMENT AND ADMINISTRATION (HSG
713)

Abstract

From giant multinational operation to tiny, one-man

operations, every enterprise needs an astute administrator to
direct and integrate all the components of the enterprise.

Management has been described as the process of planning,

organizing, directing and controlling the material, financial,
human and informational resources of an organization, so as
to achieve the primary goal of the organization.

Built environment have been an incubator of civilization and

have facilitated the evolution of knowledge, culture and
tradition as well as industry and commerce. Settlements,
properly planned and managed, hold the promise for human
development and the protection of the world’s natural
resources through their ability to support large numbers of
people while limiting their impact on the natural
environment.1

Housing administration encompasses the array of institutions

involved in legislation, policy formulation, financing, land use
control, infrastructure provision, and building materials
supply, among others.

People get the impression that insufficient thought has been

given to questions on management by authorities

1
Second United Nation conference on Human Settlements (HABITAT II); paragraph 5 of the
Habitat Agenda.

2|Page
concentrating on the highly commendable task of building
more houses.

1. Introduction and Conceptual and Theoretical

Framework

For thousands of years, managers have wrestle with the

same issues and problems confronting executive today.
Around 1100 B.C. the Chinese practiced the four
management functions – planning, organizing, leading and
controlling. Between 350 and 400 B.C., the Greek recognized
management as a separate advocated a scientific approach
to work. The Roman decentralized the management of their
vast empire before the birth of Christ. During the medieval
times, Venetians standardize production through the use of
an assembly line, building warehouses and using an
inventory system to monitor the contents.

But throughout history most managers operate strictly on

trial-and-error basis. However, the challenge of industrial
revolution changed that. Management emerged as a formal
discipline at the turn of century. Thus the management
profession as we know it today is relatively new.

Mary Parker Follett (1868–1933), who wrote on management

in the early twentieth century, defined management as "the
art of getting things done through people". One can also
think of management functionally, as the action of measuring
a quantity on a regular basis and of adjusting some initial
plan; or as the actions taken to reach one's intended goal.
This applies even in situations where planning does not take
place. From this perspective, Frenchman Henri Fayol
considers management to consist of seven functions:
planning organizing leading co-ordinating controlling
staffing motivating

A deeper search of the literature reveals that the concept of

good housing management originated with the paternalistic
reforming efforts of Octoria Hill (1838-1912).2 In 1864, Hills
2
Encyclopedia Americana.

3|Page
initiated her experiment in housing management with three
houses in London. She set out to prove that if tenements3
were kept in as good condition as possible by competent
managers, the resulting efficiency and economy would not
only be financially beneficial to the owners but would also set
an example of order, cleanliness, and decency to the tenants.
By improving the housing conditions of the working classes,
she hoped to raise the whole standard of living. (Aluko, 2004)

In the same work Aluko, noted further that, Hill’s influence

has since spread through many countries. For example in
several German cities, companies were formed to buy up old
houses and put them in order. The Philadelphia Octoria Hill
Association embarked on a programme of repairing and
managing old houses in professional housing management,
devoted to efficiency housekeeping in housing developments.
Clark (1968)4 revealed some of their findings. He recalled
that it was quite obvious that management was the poor
relation in housing in Scotland. Too often, people get the
impression that insufficient thought has been given to
questions on management by authorities concentrating on
the highly commendable task of building more houses. The
committee’s view of the reports as quoted below explains the
salient points in full details:

“The result of this attitude of local authorities is

that they have generally failed to accord to
management, the importance and priority among
their affairs, which in our opinion, it requires if a
satisfactory service is to be provided,
commensurate with the important part it plays in
the lives of the people living in the houses. We
regard this attitude as nothing less than a failure

3
a piece of property, e.g. land or houses, held by one person but owned by another, it could be
a small unit of apartment or a large residential building in a city, usually of three or more stories
and with only basic amenities, where a large number of people live in self-contained rented
apartments.
4
the Chairman of the Sub-Committee on Housing Management in Scotland when the Scottish
Housing Advisory Committee was reconstituted in 1965

4|Page
 by most Scottish local authority to appreciate their
proper responsibilities”.

1.1 Concept of Manangement

Management has been said to be as old as creation as it

permeates all human endeavours. This is because every
human activity has an objective and also involves a set of
actions to bring about the objective. The set of actions
undertaken to bring about the objective of a human activity is
called Management”.

One management writer has described management to be

“…the process of planning, organising, directing and
controlling the material, financial, human and informational
resources of an organisation , so as to achieve the primary
goal of the organisation”.

The material resources concern the plant, machinery,

equipment, spare parts and all materials used up in the
organisation. The financial resources are the funds
available to the organisation to meet its obligations to
creditors as they fall due and to undertake investment in
capital assets. Human resources are the people who
perform the required functions and make things happen in
and for the organisation. The informational resources
relate to the facts and figures which form the basis of the
decision-making process and the procedures and systems
which drive the decision-making process.

It is in the light of the above that, Burstiner (1997) has

argued that: “…to administer any activity, or, for that matter,
any business or institution, is to run it, to direct it, or more
simply to manage it. From giant multinational operation to
tiny, one-man operations, every enterprise needs an astute
administrator to direct and integrate all the components of
the enterprise”.

5|Page
From the above definition of management, it is discernible
that to manage a business successfully, the manager or
administrator must continually exercise or perform one or
more of the four managerial functions of planning,
organizing, directing and controlling.

Planning: Managers are usually so busy with the

operations of orgnisational business that they tend to
relegate the planning function to the background.
However, the importance of planning cannot be over-
emphasised. A popular saying of quoted says “If you fail to
plan, you are inadvertently planning to fail”.

Effective management begins with planning. Planning

involves: Problem-solving and decision-making,
Establishing sufficient flexibility for coping with unexpected
outcomes, Setting timetables, Fixing priorities Deciding the
method to be used, and Deciding the people to be
involved.

Organising: Organising means bringing together the

resources of a business (i.e. materials, money, people and
information) to carry out the activities of the business to
achieve the objectives of the business.

Directing: After the plan had prepared and the necessary

components organised, then plan is ready to be put into
action and directed. Directing involves leading and
motivating. Leading is the process of influencing people to
work towards a common goal. Leadership involves
interaction (that is, a way of persuading and inducing) and
motivating.

Controlling: A control system is used in evaluating and

regulating ongoing activities to ensure that goals are
achieved. Controlling, therefore, is the process that
includes analysis, setting standards, monitoring, securing
feedback and taking corrective action.

6|Page
1.1.1 Characteristics of Good Management

Tom Peters, a co-author of In Search of Excellence who has

addressed major seminars of planners and other local
government staff in USA and UK puts the following concept
forward as characteristics of good managers:

• Willingness to change, constant innovation with

acceptance of mistakes;
• Strong concern for quality
• Strong awareness of population as clients or customers;
• Investment training;
• Management that can listing, focus on two-way
communication;
• Management by walking about – meaning that a
manager should experience what happening where it is
happens, rather than simply reviewing reports;
• Decentralized management, use of internal “profit
centres” and use of small cross-department work teams
with clear objectives (matrix organisation);
• Networking;
• Contracting out of services;
• Negotiation as an important tools and
• Working in partnership.

1.2 Concept of Administration

Public administration is often seen as a set of State

institutions, processes, procedures, systems and
organizational structures, practices and behaviour for
managing public affairs to serve the public interest. However,
since the latter part of the 1970s, the meaning of public
administration has gradually become diluted, giving way to
the concept of public management.

Public administration, as a bureaucratic organization, is

conceived to work within a set of rules with legitimate,
delegated, legal-rational authority, expertise, impartiality,
continuity, speed and accuracy, predictability,
standardization, integrity and professionalism in order to
7|Page
satisfy the general public interest. As an instrument of the
State, it is expected to provide the fundamental bases of
human development and security, including freedom of the
individual, protection of life and property, justice, protection
of basic human rights, stability and peaceful resolution of
conflict, whether in allocation and distribution of resources or
otherwise. In this light, effective public administration is
indispensable for the sustainability of the rule of law.

In recent decades, increasing emphasis has been placed on

public management as a craft practiced by specific
individuals in specific managerial roles. An intellectual
development of seminal importance to this movement was
the appearance in 1938 of Chester Barnard’s The Functions
of the Executive (1968), which laid the groundwork for new
perspectives, including that of Herbert Simon, on managerial
responsibility. As Frederick Mosher interpreted him, Barnard
‘defined administrative responsibility as primarily a moral
question or, more specifically, as the resolution of competing
and conflicting codes, legal, technical, personal, professional,
and organizational, in the reaching of individual decisions’
(Mosher 1968, p. 210).

Barnard clearly influenced John Millett, whose 1954 book,

Management in the Public Service, constitutes an early
example of the craft perspective:

The challenge to any administrator is to overcome

obstacles, to understand and master problems, to
use imagination and insight in devising new goals
of public service. No able administrator can be
content to be simply a good caretaker. He seeks
rather to review the ends of organized effort and to
advance the goals of administrative endeavor
toward better public service (1954, p. 401).

1.3 Concept of Housing

8|Page
Housing encompasses more than just a house. It is a basic
need; a productive asset with important macroeconomic
linkages; a stake in the urban system; it is a shelter in the
basic sense as protection from the elements; an asset from
which income can be derived through varied uses such as the
creation of rental space or productive space in the dwelling; it
is security; collateral for access to credit; and an investment
for future accumulation of value to be realized in an eventual
resale or through intergenerational transfer. (Government of
South Africa, 1997)

Against this background, housing is defined as a variety of

processes through which habitable. Stable and sustainable
public and private residential environments are created for
viable households and communities. This recognizes that the
environment within which a house is situated is as important
as the house itself in satisfying the needs and requirements
of the occupants. (IHS, 2004)

2. Housing Administration and Management

2.1 Housing Administration

Housing administration, according to Agunbiade, (2007),

encompasses the full range of institutions involved in
legislation, policy formulation, financing, land use control,
infrastructure provision, and building materials supply,
among others. Each institution has specific responsibilities
the performance of which conduces to the achievement of
overall housing delivery.

Housing administration entails a package of executive

functions performed by the three arms of government,
namely:

i. The Legislature:
• The formulation of laws governing the allocation of
land to individuals and institutions for various uses (in
Nigeria, vide Land Use Act, 1978).

9|Page
ii. The Executive:
• The formulation of policies to guide decisions and
actions towards the achievement of housing policy
objectives (for instance, the identification of specific
housing delivery functions and creation of institutions
charged with execution of those functions; and
• The supervision of the performance of various
institutions, professionals, and other individuals in the
execution of various functions in the housing delivery
process.

iii. The Judiciary:

• Although not directly involved in the administration of
housing, the judiciary is responsible for adjudicating
between conflicting interests over land and all landed
properties, including housing.

Housing administration is an important component of housing

management; it governs that routine supply and
maintenance of services and infrastructures.

Good housing administration is concern with the nature,

quality and purpose of the totality of relationship that links
the various institutional spheres, local, state, civil society and
the private sectors.

2.2 Housing Management

Housing management is an executive function that rests with

the individual responsible for putting up a particular building
or group of buildings. That individual could be either a
household or an impersonal institution. In either case, the
business of housing management consists in day-to-day
decisions towards making the housing investment profitable
and satisfying to the housing consumer; it usually is a
specialized function undertaken by an individual or group of

10 | P a g e
individuals designated ‘estate manager(s)’. (Agunbiade,
2007)

Good housing management means the effective and efficient

implementation of operations and development decisions.
Housing development can be boosted or hindered, depending
on its institutional framework, and its management and
policies in substantive areas.

Specific to housing development and housing management,

the key underlying concept here is ‘investment’ which, by
definition, indicates the commitment of money, materials,
and manpower to a project with a view to making profit.
Thus, housing management involves tying money (capital)
down to housing projects with a view to making profit. (Aluko,
ibid)

Housing management can be defined as follows:

“The activity of attempting to mobilize diverse

resources to work in a cooperative manner in the
field of planning, programming and budgeting and
implementing development and its operation and
maintenance of order to achieve housing
objectives.” (Davidson, 1996)

Housing as an investment: There are different types of

investment each of which usually has a product for sale or
has an opportunity cost associated with it. The product of
housing investment is the finished (group of) housing unit(s)
and the associated services. The group of housing units could
be either in one building, or in a number of separate
buildings. A group of housing units in a number of separate
buildings is usually referred to as an estate; hence, the term
‘estate manager’.

2.2.1 Why Housing Management?

11 | P a g e
Need for housing management according to Davidson, 1996,
include but not limited to the following:
• To achieve sustainable development
• Make optimum use of scarce resources
• Make built environment livable
• To define and prioritise objectives which are supported
• Means to develop commonly supported strategies

2.2.2 Stakeholders in Housing Administration and

Management

Stakeholders in housing administration are:

i. The Central/Federal Government

ii. The State Government
iii. Municipal/Local Government Authority
iv.The Private Sector (Institutions and Households)

Each of these stakeholders should strive for the

establishment of sustainable, society and economically
integrated communities that are situated in areas allowing
convenient access to economic opportunities as well as
health, educational and social amenities, within which all
citizens will have on a progressive basis, access to:

• A permanent residential structures with secure tenure,

ensuring and providing protection against element and
• Portable water, adequate sanitary facilities including waste
disposal and domestic electricity supply.

The specific role expectations from each of these

stakeholders in administration are as detailed below.

2.2.2.1 The Federal Government

The Federal Government is at the pinnacle of housing

administration in the Nigeria. As such, it is saddled with
formulating overall housing policy, creating institutions with
specific housing delivery functions, and
12 | P a g e
monitoring/overseeing the performance of those institutions.
Accordingly, four new institutions have been created, namely:
a Federal Ministry of Housing and Urban Development; a
National Agency for Housing and Urban Development; a
National Building Standards Organization; and a National
Construction Bank. These institutions with the old ones, and
their functions, are outlined below.

i. Federal Ministry of Housing and Urban Development:

This Ministry if saddled with eleven functions including,
among others, the formulation of policy and setting of
standards for the housing sector (Federal Republic of
Nigeria, 2001:23-24);
ii. National Agency for Housing and Urban Development:
The Agency shall, among other things, in addition to the
Ministry itself, formulate a National Building Plan and
review it from time to time, and monitor the
implementation of housing policy; it shall also set up a
Trust for the administration of the National Housing
Trust Fund (Federal Republic of Nigeria, 1991: pp. 23-
31);
iii. Federal Mortgage Bank of Nigeria: The Bank shall,
among other things, mobilize and collect long term
funds for housing development; the Bank shall also
mobilize off-shore funds for housing development. Part
of the Bank’s duties is to encourage the growth of
Primary Mortgage Institutions and the establishment of
a viable secondary mortgage sector; that is in addition
to supervising the operations of the Primary Mortgage.
Housing Trust Fund. the Primary Mortgage Institutions
and the Federal Housing Trust Fund can also be
regarded as institutions under Federal control.
iv.National Building Standards Organization: They shall set
the standards, monitor and approve the quality of
building materials and construction technology used in
the country. Besides, they shall promote the training of
manpower for the construction industry.

13 | P a g e
 v. Federal Housing Authority: They are the cutting edge of
the public sector building activity in the sense that they
among other things:

• Develop and manage real estates on commercial basis

in all States of the Federation and the Federal Capital
Territory;
• Provide site and services for all income groups with
special emphasis on low-income group.
vi.National Construction Bank: This Bank is primarily
focused on the private sector, in that:
• It provides bridging loans to the estate developers in
order to ensure quick completion of projects.
• It facilitates development and construction through its
low-interest rate in Nigeria.

2.2.2.2 The State government

The State Government are expected to:

• Formulate their own housing policies and programmes
within the overall framework and in the spirit of the
national policy;
• Establish appropriate agencies and utilize Housing
Corporations to execute the public housing
programmes. State government are also expected to
promote and facilitate the development of Site and
Services Scheme and
• Play an active role in the identification, production and
use of building materials from local resources in order to
ensure availability of inexpensive building materials for
housing development. State governments shall also
strengthen the existing Planning Authorities and
establish new ones where they do not presently exist.

2.2.2.3 The Local Government

Local Governments, presumably through their respective

Planning Authorities are expected to:
14 | P a g e
 • Provide residential site and services layouts and assist
in the formation of housing cooperatives, thrift and
credit societies and primary mortgage institutions and
building societies.
• They shall also maintain urban and rural infrastructure
and be responsible for environmental sanitation; and
• Upgrade infrastructure and existing blighted residential
areas.

2.2.2.4 The Private Sectors (individuals, households

and institutions)

The Private Sector (organized and unorganised) are,

essentially, expected to take cognizance of and follow
government initiatives by:
• Participating fully in housing delivery particularly in the
area of compliance with the provisions of the Employees
Housing Scheme (Special Provisions) Act (Cap. 107);
• Comply with the National Housing Trust Fund Act; and
• Participate in the development of estates for sale or rent.

2.2.2.4.1 Estate manager

The Estate Manager: is in charge of the overall housing

investment, beginning from acquisition of land to collection of
(rental) revenue from occupants of the completed building(s).
The estate could consist of properties, ranging from one
housing unit to a group of buildings either located
contiguously or somehow disparate.

2.2.2.4.2 Housing Management Tools

A typical estate manager has at his disposal some

management instruments including,

i. A Project Feasibility’ Document: such a document,

among other things, has a list of what can be considered
inputs to the project; that is, what and what must be

15 | P a g e
 procured for use in executing the project. For example,
a proposed housing project must have as its inputs a
piece of land, cement, sand, gravel, paint, wood and
nails of various types, water, roofing sheets, ceiling
sheets, tie rods, professional skills of various types
including architecture and structural engineering,
masonry, and of course, unskilled labour. We go further
to illustrate the structure of the housing feasibility
document and its use in managing a housing project.
(Agunbiade, 2007)
ii. Manager’s Checklist: The checklist contains a list of
specific aspects of a residential building, including the
structure, the fittings, and the environment among other
things, whose condition of fitness has to be routinely
monitored, to ensure their integrity.

3. Housing Administration and Management in Nigeria

Nigeria has been ruled by, basically, three types of

government, namely:
a. Colonial, that is, before national independence;
b. More or less non-dictatorial - civilian; and
c. More or less dictatorial - military

The history of housing management and administrations in

Nigeria has been chronologically traced with accuracy by
many authors, planners and housing managers in various
books.5

The distinguishing factor between the military and civilian

housing administrators (as noted by the literatures listed

5
Housing Development and Management: A book of Readings (2007) edited by Tunde Agbola, ‘Layi
Egunjobi and C. O. Olatubara, Department of Urban and Regional Planning, University of Ibadan, Ibadna
Nigeria, pages 815-821.
National Housing Policy (1991 and 2006) by the Federal Republic of Nigeria.
The Housing of Nigerians: A Review of Policy Development and Implementation (1998), by T. Agbola
Development Policy Centre, Ibadan Nigeria, pages 98-103
Housing and Urban Development in Nigeria (2004) by Ola Aluko, Lukson Press, University of Ibadan,
Ibadan Nigeria, pages 293-297

16 | P a g e
below and host of others) is the extent to which each type of
government considered consultation – with the housing-
consuming public and other stakeholders, and accountability,
in the housing delivery process – relevant or important in
housing policy administration and management.

3.1 Military and Civilian Regimes Compared

Housing Development and Management: A Book of Reading

concluded that:

“The rule of law in housing and related matters

was more or less a common factor under both
types of government, although there was a
tendency towards arbitrariness by the military
themselves in the acquisition and use of land and
landed property. Military force was known in many
instances to have been used to coarse and
intimidate powerless individuals into capitulation
over disputes on landed properties. Otherwise,
many housing institutions were created, and quite
a few housing and related matters decrees were
promulgated under the military, as they were
under civilians, that is, allowing for the very much
longer rule of the military”.

The book (ibid) further noted that, Nigeria has been governed
more or less by a welfare-state philosophy. Government has
tried to play a ‘lead’ role through direct investment in the
key sectors of the economy; a lot of resources except by
rhetoric and half-hearted action on housing rent control, for
instance, everybody can sell and buy as much of anything as
they can afford, including housing and related things.

A renewed commitment, with new zeal, has, however, been

made to the free-market doctrine by the new civilian regime
as witnessed the various liberalization policies. Housing and
housing related liberalization has been marked by a policy of

17 | P a g e
government disengagement from direct investment in
housing, and direct ownership of housing property either for
commercial purposes or for allocation to government
workers. In fact, the new civilian government has embarked
on sale of government-owned houses all over the country. It
is in this respect that one can say there has been a difference
in housing administration and management, between the
military and civilian regimes in Nigeria. The democratic
dispensation that has been adjudged the preferred mode of
governance has been riddled with the ‘party patronage and
favoritism’ syndrome, which breeds corruption, inefficiency
and ineffectiveness of housing and other polices. This is
comparable to the effect of dictatorship and arbitrariness of
the military. (Agunbiade, 2007)

4. Conclusion and Recommendation

In a centralized organization, (like we have in Nigeria) the

decisions are made by top executives or on the basis of pre-
set policies. These decisions or policies are then enforced
through several tiers of the organization after gradually
broadening the span of control until it reaches the bottom
tier.

However, to achieve the objectives of housing affordability,

sustainability, accessibility, acceptability and to satisfy the
housing demand and needs and to increase the housing
supply in Nigeria, housing administration and management
has to be decentralized.

Citizen participation has become an increasingly important

component of development planning and environmental
decision-making worldwide. Stakeholders are becoming more
and more effective at derailing projects that are not
perceived as responsive to local concerns and needs. If a
planning process is not seen as transparent, citizens are
likely to oppose a project, regardless of its actual costs or
benefits. As a result, encouraging public participation has

18 | P a g e
become a high priority for funding institutions, government
agencies, planners, and politicians in recent years in
developed and developing societies.

Decentralization also called departmentalization is the policy

of delegating decision-making authority down to the lower
levels in an organization, relatively away from and lower in a
central authority. A decentralized organization shows fewer
tiers in the organizational structure, wider span of control,
and a bottom-to-top flow of decision-making and flow of
ideas.

19 | P a g e
References

Agunbiade ‘Boye (2007): “Housing Administration and

Management in Nigeria” in Tunde Agbola, Layi Egunjobi
and C. O. Olatubara (ed), Housing Developemnt and
Management: A Book of Readings Department of Urban
and Regional Planning, University of Ibadian, Ibadan
Nigeria pp 801-821.
Aluko, Ola (2004):, “The Administration of Housing in
Nigeria” in Housing and Urban Development in Nigeria.
Lukson Press, University of Ibadan, Ibadan Nigeria,
pages 293-297

Bateman S. Thomas and Snell A. Scott, 2004, Management:

The New Competitive Landscape, the McGraw Hill
Companies, Inc. international Edition p. 30.

Davidson, F (1996), Planning for Performance: Requirement

for Sustainable Development; Habitat Intl. Vol. 20. No. 3
pp. 445-462.

Fayol, Henri Frenchman, 1966, Administration industrielle et

générale - prévoyance organisation - commandement,
coordination – contrôle, Paris : Dunod, 1966; Cited in
Wikipedia, the free encyclopedia
http://en.wikipedia.org/wiki/ Management Accesses on
24/04/09

Federal Republic of Nigeria (2006): National Housing Policy

pages 2-11, 18-26.

Follett, Parker Mary, 2003, Vocational Business: Training,

Developing and Motivating People by Richard Barrett -
Business & Economics - 2003. - Page 51. Cited in
Wikipedia, the free encyclopedia
http://en.wikipedia.org/wiki/Management Accesses on
24/04/09

Government of South Africa, 1997. Urban Development

Framework; The Department of Housing pages 1,2,16.

20 | P a g e
Institute for Housing and Urban Development (IHS) 2004, The
Theory and Practice of Local Democracy/New Public
Management: Key Concept; International Course in
Housing and Urban Development (ICHUD 86) Lecture
Handouts; IHS Rotterdam, The Netherlands.

Laurence E. Lynn, Jr. Sydney Stein, Jr., 2001, Public

Management: The University of Chicago page 6
http://harrisschool.uchicago.edu/About/publications/work
ing.papers/ pdf/wp_01_24.pdf Accessed on 26/04/09.

Mosher, Frederick C. 1968. Democracy and the Public

Service. New York: Oxford University Press. Cited in
Laurence E. Lynn, Jr. Sydney Stein, Jr., 2001, Public
Management

Peters, T. J. and Waterman, R. F., (1982), In Search of

Excellence, cited in Davidson, F (1996), Planning for
Performance: Requirement for Sustainable
Development; Habitat Intl. Vol. 20. No. 3 pp. 445-462.

Sharma, Chanchal Kumar (2005a) 'When Does

decentralization deliver? The Dilemma of Design', South
Asian Journal of Socio-Political Studies 6(1):38-45 cited
in Wikipedia, the free encyclopedia, (2008):
Decentralisation, Cited in Wikipedia, the free
encyclopedia
http://en.wikipedia.org/wiki/Decentralisation Accesses on
24/04/09

United Nations, 2004, Revitalizing public administration as a

strategic action for sustainable human development: an
overview in Economic and Social Council by Committee
of Experts on Public Administration, Third session New
York, 29 March-2 April 2004, Agenda item 3
E/C.16/2004/2

21 | P a g e