Challenges in the Era of Globalization - iaabd

Conclusion
Challenges in the Era of Globalization
Edited by Emmanuel Obuah
Our first interpretation suggests that the PPAs would consist in a step towards a real transfer of power to
local communities similar to the Brazil case. However, this is still an ideal far from being concretized in
Africa and, in fact, also in Brazil if we consider the country as a whole (i.e. about 200 cities applying it
over more than 4,000 cities in the country).
Part of the reason for this, although impressive, still partial success is due to, we believe, the only
consultative character of the PPAs. The city of São Paulo in Brazil called “participatory” its first attempt
to manage the budget in mid 80s. Nevertheless, once the population figured out that in the end of the day
city counselors would still take the final decision, people just considered it illegitimate and terminate their
participation (Singer, 1996). Fifteen years latter, São Paulo launched the process again but then with
deliberative power obtaining thus expected results.
In that sense, the participatory budget of Brazilian municipalities provides evidence for Likert’s “one best
way” to manage. Likert's (1967) theory assumes for managerial behaviours: (a) Autocratic management–
power is exploitative and decisions are top-down; (b) benevolent autocracy–conditioned to obedience but
still top-down; (c) consultative management–ask for opinions and ideas but still takes the final decision;
and (d) participative management–decisions affection a large number of people and involving policies are
made by consensus. The consultative style does not seem to work well, or, works not so well as the
participative style as Likert supposes.
The practitioner (e.g., policymakers, public servants) may consider that more participative and thus
developed and re-engaged citizens can sustain a method, called democracy, which might be the best
process humanity has developed for its needed social intercourses and progress.
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