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coordination 15
a. How can inter-organisational coordination be studied? 17
2.5. Independent variables 18
2.5.1. Formal division of labour 18
2.5.2. Informal communication 21
2.5.3. Resources 25
a. Financial resource and coordination 25
b. Human resource and coordination 26
2.5.4. Organisational culture 27
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a. How can organisational culture and coordination be studied in Bangladesh? 32
2.6. Conclusion 34
Chapter Three: Methodology 36
3.1. Introduction 36
3.2. Research design 36
3.2.1. Rationale behind using the qualitative approach 36
a. Research problem 37
b. Personal experience 37
3.3. Research strategy 37
3.3.1 The logic behind selecting particular policy area 38
3.4. Reasons behind the selection of the unit of analysis 39
3.5. Methods of data collection 40
3.5.1. Interview 40
3.5.2. Documentation 43
3.6. Problems of data collection 43
3.7. Reliability and validity of data 45
3.7.1. Reliability of data 45
3.7.2. Validity of data 46
3.8. Conclusion 46
Chapter Four: Development of Field Administration in Bangladesh:
Pendulous or Static? 47
4.1. Introduction 47
4.2. Field administration 47
4.3. Historical development of field administration in Bangladesh 47
4.3.1. The British Period (1600-1947) 48
4.3.2. The Pakistan Period (1947-1971) 49
a. Thana Council (TC) 50
b. Thana Training and Development Centre (TTDC) 50
4.3.3. The Bangladesh Period (1971-2009) 51
a. Division 54
b. District 54
c. Upazila 55
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d. Union 55
4.4. The System of local governance 56
4.4.1. Urban local governance 57
4.4.2. Rural local governance 57
a. Zila (district) Parishad 58
b. Upazila Parishad (UPZ) 58
c. Union Parishad 58
4.5. Conclusion 58
Chapter Five: Factors Affecting Inter-departmental Coordination 59
5.1. Introduction 59
5.2. Does inter-departmental coordination matter? A study of policy implementation 59
5.2.1. Existing mechanisms of coordination 60
5.2.2. Coordination problems faced by respondents 60
5.2.3. How does coordination matter? 65
5.2.4. Way to ensure coordination as suggested by respondents 66
5.3. Does formal division of labour matter? 66
5.3.1. Why does division of labour matter? 66
5.3.2. Do existing rules matter? 67
5.3.3. How does division of labour matter? 68
5.4. Resources 72
5.4.1. Does financial resource matter? 72
a. Why does financial resource matter? 72
b. How does financial resource matter? 72
c. Does the existing pattern of fund disbursement matter? 73
d. How is coordination impeded by the untimely disbursement of funds? 73
5.4.2. Does human resource matter? 75
a. Why does skilled human resource matter? 75
b. How does skilled human resource matter? 76
c. How does shortage of human resource matter? 76
5.5. Does informal communication matter? 79
5.5.1. Why does informal communication matter? 79
5.5.2. Does status quo matter? 80
5.5.3. How does informal communication matter? 81
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5.6. Conclusion 82
Chapter Six: Inter-departmental Coordination: the Role of Organisational Culture 83
6.1. Introduction 83
6.2. Does organisational culture matter? 83
6.2.1. What does matter? Top-down versus skill and expertise 83
a. Does elitism matter? 83
b. How does elitism matter? 84
c. Does supremacy matter? 86
d. How does supremacy matter? 87
6.2.2. Do working procedures and norms matter? 89
a