scholarly journals The Increasing Representativeness of International Organizations’ Secretariats: Evidence from the United Nations System, 1997–2015

Author(s):  
Michal Parizek ◽  
Matthew D Stephen

Abstract Although international organizations (IOs) and their secretariats play important roles in international politics, we know surprisingly little about their staffing composition and the factors that shape it. What accounts for the national composition of the secretariats of IOs? We theorize that the national composition of international secretariats is shaped by three factors: the desire by powerful states for institutional control, a commonly shared interest in a secretariat's functional effectiveness, and, increasingly, a need for secretariats to be seen as legitimate by being representative of the global population. Building on recent constructivist literature, we argue that IOs face increasing normative pressure to be representative in their staffing patterns. Using panel regression, we assess our argument with a new dataset covering states’ representation in the secretariats of thirty-five United Nations system bodies from 1997 to 2015. The results indicate that while functional effectiveness plays a significant and stable role, international secretariats have become increasingly representative of the global population. Moreover, this has come primarily at the expense of the over-representation of powerful states. This shift from power to representation is particularly strong in large IOs with high political and societal visibility. When it comes to IO secretariats, representativeness (increasingly) matters.

IFLA Journal ◽  
2019 ◽  
Vol 46 (1) ◽  
pp. 64-71
Author(s):  
Linda Stoddart

No one disputes that knowledge is the lifeblood of international organizations and especially specialized agencies of the United Nations. However, there has been little consensus on the best methods to share knowledge, leverage the extensive international expertise and make it available to the constituents and partners of these organizations. What is their strategy for managing knowledge? Do they have one? What impact does it have? What is the role of senior management in championing knowledge sharing in these international organizations? These are the questions this paper addresses through the lenses of the evaluations of current knowledge sharing practices in two institutions located in Geneva, Switzerland, both part of the United Nations system.


1950 ◽  
Vol 4 (3) ◽  
pp. 543-544

First established at the International Penitentiary Congress of London in 1872, the International Penal and Penitentiary Commission was organized as it now exists by constitutional regulations adopted in 1880, confirmed in 1886, and revised in 1926, 1929, 1946 and 1948. Eleven international congresses have been convened, the last in Berlin in 1935; and the commission held its most recent meeting in Bern in August of 1949. The commission took as its terms of reference responsibility for promoting exchanges of views among expert penologists of all countries in order to develop standards and advise as to the development of progressive methods of preventing crime and treating offenders: The expenses for 1949 were estimated at 121,400 Swiss francs ($28,365), payable by the members at a ratio of 170 Swiss francs ($39.64) per one million inhabitants. By a resolution of October 16, 1948, the commission and other major international organizations concerned with the prevention of crime and treatment of offenders agreed on the various aspects of the field in which each would work and on cooperation with the United Nations. ILO, WHO, and UNESCO were among the specialized agencies which agreed to the resolution. A later resolution on cooperation with the United Nations, adopted by the commission in August 1949 was reviewed by ECOSOC which, in turn, requested the United Nations Secretary-General to coatinue consultations with IPPC with a view toward its integration in the United Nations system.


Author(s):  
Herren Madeleine

This chapter traces the development of international organizations (IOs) from 1865–1945. It begins with the take-off period of the 1860s, when IOs began to shape access to the world market and the formation of transnational movements. It then elaborates on the ideological framework IOs were based on. Developed in the nineteenth century, the contemporary concept of internationalism served as an umbrella term that enumerated and linked different transnational movements. Within this ideological context, IOs became part of an increasingly connected world that gained visibility in international conferences, world's fairs and the activities of an international civil society. After World War I, the function and importance of IOs changed dramatically. The remainder of the chapter discusses the League of Nations as the first supranational body and forerunner of today's United Nations (UN); the influence of war and political crises on IOs; and the historicity of IOs and the conditions that influenced the creation of today's United Nations system.


Author(s):  
Ronny Patz ◽  
Klaus H. Goetz

How do international organizations in the United Nations system put together their budgets? What is the role of complex principals—most notably member states—and the complex agents in the bureaucracies of international organizations in budgeting processes? And what does a focus on budgeting tell us about the changing nature of the system of international organizations? This book provides answers to these questions through a detailed examination of budgeting in the UN system. The analysis draws on both quantitative and qualitative observations for a total of twenty-two UN system organizations and detailed case studies for the United Nations, ILO, UNESCO, and WHO. The findings demonstrate the importance of three key organizational outcomes—proceduralization, routinization, and budgetary segmentation—as international organizations grapple with managing discord over priorities as a result of complex principal–agent constellations. Contrary to a common view of international bureaucracies as pathological organizations, core budget routines are mostly successfully maintained. However, principal constellations are becoming more complex, notably through the rise of voluntary contributions and non-state donors; budgetary segmentation advances (in some cases even leading to the setting up of new international organizations); and budgeting and resource mobilization have become ever more intertwined. As a consequence, the capacity of international bureaucracies to fulfill their budgeting responsibilities is stretched to the limit and beyond.


Author(s):  
Julieta Espín Ocampo ◽  
Alberto Moreno Melgarejo ◽  
Estela Navarro Zapata

This paper analyses the steps undertaken by the Trump Administration against UNESCO and UNRWA,the former being a specialized organization, and the latter a specialized agency of the United Nations system, in order to pressure the Palestinian representatives to reach a final peace agreement with Israel that would go against the basic national aspirations of the Palestinian people and the international law. The article aims to highlight the consequences of this new political approach and how it directly affects the relationship between Palestinians and Israel.


2021 ◽  
pp. 002085232110187
Author(s):  
Stephan Grohs ◽  
Daniel Rasch

This article asks how and why United Nations organizations reform their administrative structure and processes over time. It explores whether we can observe a convergence towards a coherent administrative model in the United Nations system. Like in most nation states, reform discussions according to models like New Public Management or post-New Public Management have permeated international public administrations. Against this background, the question of administrative convergence discussed for national administrative systems also arises for United Nations international public administrations. On the one hand, similar challenges, common reform ‘fashions’ and an increasing exchange within the United Nations system make convergence likely. Yet, on the other hand, distinct tasks, administrative styles and path dependencies might support divergent reform trajectories. This question of convergence is addressed by measuring the frequency, direction and rationales for reforms, using a sample of four international public administrations from the United Nations’ specialized agencies (the Food and Agriculture Organization, International Labour Organization, International Monetary Fund and World Bank). We find that convergence depends on the area of reform (human resources or organizational matters are more harmonized than others) and time (some international public administrations are faster or earlier than others). Points for practitioners This article identifies different drivers of reforms, as well as several supporting conditions, and obstacles to reform in international public administration, which is useful for understanding and planning change management. It highlights the issues policymakers should consider when implementing reform measures, especially institutional context, administrative styles and relevant actor constellations. Among other things, it shows that: the establishment of coordination bodies clearly leads to more homogeneous administrative practices; executive heads have a decisive role in the shaping of administrative reforms and have a specific interest to foster coordination and control in public organizations; and autonomy enables organizations to pursue reform policies apt to their individual challenges.


Sign in / Sign up

Export Citation Format

Share Document