No one disputes that the fundamental problem facing Third World countries lies in mismanagement, poor planning, a lack of a clear vision for the future, and other factors, Management scholars have analyzed this aspect, especially since all attempts to apply—or, to be precise, imitate—the Western management model, which is characterized by precision and rigor, have failed; government agencies in developing countries have been unable to adopt and benefit from it in practice, Experts have differed on the reasons for this. Ferl Heady attributed the failure of management in Third World countries to the fact that Western models are not suitable for these countries, because the environment is different and the nature of the problems and the demographics of the population are also not identical to—or even similar to—those of Western countries. Therefore, imported models are unsuitable and must be replaced with others formulated based on domestic models to align with the ideologies and ideas of society.
As for Farid Rajaz, his view did not differ much from Heady’s: the ineffectiveness or failure of governance in Third World countries has nothing to do with the adoption of Western models or the modification of those models, but rather results from environmental factors that he identified as being related to the prevailing political, economic, and social environment.
As for Milton Asman, he chose to take a middle ground between the two previous views in his analysis, in which he explained that reformulating Western models and adapting them to suit the nature of the country might alleviate the problem, and the question that should be asked, in his view, is how administrators in Third World countries can adapt Western models to align with their different methods and cultures.
Despite these eminent scholars, I agree with them that blind application leads to disappointing results. I would add that the failure of administration in those countries is not solely due to environmental incompatibility, as they all tend to suggest,
They have completely overlooked the role of qualified human resources and the soft power responsible for change, as well as proper implementation and administrative transformation. . In short, Western models—despite their success and superiority in their home countries—do not necessarily succeed in another environment or another country, as Western countries have created administrative systems tailored to their own needs, not to those of others, Developing countries should seek administrative systems that meet their aspirations and regulate the pace of institutional work—which is plagued by neglect and deterioration—and should also strive to improve the skills of their workforce, so that the experience may be complete.
