Abstract
Two privately sponsored international technical assistance programmes were studied. The programmes placed well‐trained young men in staff and middle management positions in overseas organizations involved in economic development work. Although the two programmes were very similar, the first was successful and the second was far less so. The differing outcomes are interpreted in terms of (1) the greater need in the first environment for the type of assistance offered, (2) the greater difficulties of screening‐out unpromising work opportunities in the second environment, and (3) the different conditions associated with role development in the two environments. The first factor is seen as the most fundamental and as a contributor to the others. The major implication from this analysis is the need for emphasis on the processes of designing appropriate programmes for specific environments, rather than emphasis on specific ‘successful’ programme designs.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
