By David Lewis
Exploring the newly rising box of the administration of Non-Governmental firms (NGOs) operating in constructing nations, this informative book draws upon present learn in non-profit administration, improvement management and enterprise administration. Key matters coated include:
* the altering worldwide and native contexts of improvement co-operation * administration applied sciences resembling empowerment and stakeholder research * structural concerns equivalent to responsibility, governance and participation * studying and variety * facing complexity and uncertainty.
Illustrated all through with examples drawn from the author's personal study and consultancy adventure, this crucial textual content develops a version of NGO administration which unearths the particular organizational demanding situations they face.
Read or Download The Management of Non-Governmental Development Organizations: An Introduction PDF
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Extra info for The Management of Non-Governmental Development Organizations: An Introduction
Example text
6 The new field of ‘third sector management’ As we saw earlier, NGOs are organizations with two distinct sides to their identity – as well as being development organizations, they are also part of the larger family of so-called ‘third sector’ organizations. This larger family includes a wide range of organizations which are neither part of the government sector, nor are they for-profit businesses whose raison d’être is the making of money. The third sector includes education establishments, pressure groups, religious organizations, trade unions, recreational clubs, community self-help initiatives and charitable welfare societies.
What makes for salient differences are context and the ends of management. These cannot be ignored, any more than we can forget that different theories of management are themselves contextual. (Dichter 1989a: 385) Both Western and non-Western NGOs have been drawn to peoplecentred participatory management ideas, and these may fit well with the NGOs’ overall ideologies and objectives. But such ideas have usually originated in stable, strongly defined organizations in the context of strong supporting structures and institutions.
This larger family includes a wide range of organizations which are neither part of the government sector, nor are they for-profit businesses whose raison d’être is the making of money. The third sector includes education establishments, pressure groups, religious organizations, trade unions, recreational clubs, community self-help initiatives and charitable welfare societies. g. g. Batsleer et al. 1992; Billis 1993; Harris 1999; Hudson 1995) and this research has obvious implications for understanding NGO management, since almost all third sector organizations will arguably have at least some types of management issues in common.