000			02050nam a2200193Ia 4500
999			_c48926 _d48926
005			20220505152006.0
008			200204s9999 xx 000 0 und d
020			_a9840512382
082			_a332.1 FUG
100			_aFuglesang, Andreas
245		0	_aParticipation as - process as growth
260			_aBangladesh
260			_bGrameen Trust
260			_c1993
300			_a282 p.
520			_aIn this case study of Grameen Bank, Bangladesh, the authors maintain that reaching the poorest and above all, women, is a matter of creating an organizational framework ensuring them direct access to and control of resources. The issue of people's participation and empowerment is linked to the practical problem of organizational development. People participate easily and willingly in development- if social or organizational environments are designed in ways. conducive to their participation. In the opinion of the authors, such environments are social democratic in the best sense of the word: They allow for individual initiative and enterprise while committing people to a strong and disciplined social accountability. The Bank has succeeded in creating such an organization on a large scale. The authors point out the failure of the left. After taking power, it has, all too often, perpetuated the old oppressive structures of the State rather than developing new enabling institutions. Grameen Bank offers the socially committed an opportunity to rethink their basic assumptions. It demonstrates the need for long-term organizational development if empowerment of people shall be sustained beyond mere spontaneous action in the streets. Project managers, experts, advisers and development workers of all categories will find useful practical experience in this description.of Grameen Bank's organization and ways of communicating and working with the poorest. People in countries of the North engaged in development education will be able to draw on some valuable new perspectives.
650			_aGrameen bank
942			_cB _2ddc