http://localhost:8080/xmlui/handle/123456789/3899 2026-05-03T17:27:35Z http://localhost:8080/xmlui/handle/123456789/3929 Title: Cybernetics Principles in the Management of Intelligent Organizations Authors: Bigirimana, Stanislas Abstract: Against the background that mechanical principles were applied in management leading to bureaucracy, an application of cybernetics principles in management would imply (1) a behaviouralist approach to organisations, (2) teleology: reintroducing the notion of purpose, (3) managing complexity, (4) systems thinking, (5) managing as building intelligence, (6) managing as integrating knowledge domains. This overcomes the rigidity embedded in bureaucracy where organizations sought stability and equilibrium and operated in a relatively stable environment for a dynamic and integrative approach to organisations which are not closed stable entities but dynamic open systems. Organisations built on cybernetics principles are agile and continuously respond to their environment through information processing and feedback loops. In this context, there is a paradigm shift from top down management processes linked with hierarchy to cross-functional, flexible, adaptable, and open to learning management principles based on knowledge networks. Alternatives to bureaucracy can be suggested in terms of flat, inverted pyramids, matrix, networked and virtual organisational structures which may stipulate a change from Michael Porter's normative approach to strategic management to Mintzberg's descriptive approach. Organisational structures are not cast in stone but respond to changes in the environment, and there is a paradigm shift in corporate culture from organisations as closed stable entities to organisations as open dynamic systems, from competition to trust and collaboration including outsourcing, consortia, joint venture, and conglomerates become better ways of satisfying customer needs. From a corporate culture there is also a change from focusing on power and ownership in decision-making to focusing on knowledge and an increased use of information and communication technologies leading to virtualisation. 2024-01-01T00:00:00Z http://localhost:8080/xmlui/handle/123456789/3900 Title: Performance Contracts for Senior Administrators in “Unsettled” Political and Economic Contexts: A Zimbabwean Local Government Perspective Authors: Nyikadzino, Tawanda; Vyas-Doorgapersad, Shikha Abstract: Zimbabweans are interested in seeing how local governments will perform in providing services in the era of devolution and digital transformation. Scholars have begun to examine and evaluate the significance of devolution and digital transformation in a nation with a history of dictatorship and centralised authorities in decision-making processes. To enhance the performance of devolved local governments, the Government of Zimbabwe (GoZ) introduced a performance management system in 2020 as a Human Resources Management reform that mandates all local governments to have performance contracts for senior administrators. The introduction of performance contracts for senior administrators arose from the need to address persistent service delivery and administrative challenges in local governments, particularly urban local authorities. Policymakers believed that the introduction of a performance management system for senior administrators would enhance digital transformation, public value and fundamental principles of local governance, namely, effectiveness, efficiency, economy, accountability, responsiveness, and integrity. There have been relatively few studies investigating implementation experiences since a performance management system that placed senior local government administrators on performance contracts was introduced. Consequently, the topic of performance contracts and how Zimbabwe's unstable political and economic environment affects their execution is covered in this chapter. Data to address the preceding question was generated qualitatively through documentary reviews and key informant interviews. Since the performance contract system is relatively new, the authors conducted some key informant interviews to gain insights into the implementation experiences. The chapter found that the unsettled economic and political contexts and sluggish digital transformation pose an existential threat to its implementation. Economic instability, poor revenue generation, brain drain and associated human capacity constraints, political influence and the nature of performance contracts and assessment framework compromise the viability of performance contracts. To improve the implementation of performance contracts, the chapter recommends the Office of the President and Cabinet (OPC) review the performance contracts in light of implementation experiences. The review process should be done in a participatory manner so that the views of the implementing agencies are heard and factored in. The chapter also recommends the use of digital systems to enhance the implementation of performance contracts. 2024-01-01T00:00:00Z