By David Lewis
Exploring the newly rising box of the administration of Non-Governmental businesses (NGOs) operating in constructing international locations, this informative book draws upon present learn in non-profit administration, improvement management and enterprise administration. Key concerns lined include:
* the altering international and native contexts of improvement co-operation * administration applied sciences akin to empowerment and stakeholder research * structural concerns akin 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 finds the distinct organizational demanding situations they face.
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Extra info for The Management of Non-Governmental Development Organizations: An Introduction
The growth of the ‘NGO management debate’ 17 they were based on the logic that ‘development’ was needed in a particular place, that the technical, spatial and administrative boundaries of its operation could be measured and that outcomes could be measured in what became known as the ‘blueprint’ approach (Gardner and Lewis 1996). There is now greater acknowledgement that policy is best seen as ‘process’, referring to the actions of public institutions, both governmental and non-governmental, within a long-term historical perspective (Mackintosh 1992: 1).
In his work, Gaventa (1999) makes the case that under the current global economic changes it is increasingly becoming possible to talk of ‘Norths in the South’ and ‘Souths in the North’, because islands of ‘Third World-like poverty’ exist in parts of otherwise rich countries and wealthy minority communities are common in many otherwise poor countries. Alongside the generic organizational issues discussed in the previous section, we now turn to a brief discussion of some of these distinctive issues, which draws upon the emerging field of non-profit theory.
When necessary, different categories of NGO will be specified in the text which follows on the basis of their characteristics relevant to the discussion. Levitt (1975) reminds us that there are many different roles played by third sector organizations: they may be campaigning or service providing; they may be membership or non-membership; they may be voluntarist or professionalized; and they may be charitable or non-charitable in nature. He also reminds us that third sector organizations constantly change and evolve.