The Rise & Growth of Development Management

(Lewis, 2001)

Ms. Tesa de Vela ISD-104 Management of Development Organisations

NGOs reasons for being

engaged in poverty reduction work at multiple levels (local, regional, global) secure social and economic change in favour of the marginalised Public interests groups seeking alternative approaches justified with the continued existence of poverty

The Diverse Types of NGOs

alternative service delivery & advocacy work contributing to transnational social policy in the context of globalisation environmental, gender, & human rights networks & campaigns providing humanitarian relief in wars and natural disasters mediating relationships between global processes and local lives

The Gap in Knowledge lack of attention to Management

Management capacity is the lifeblood of all organizations, irrespective of whether they are private entities, public agencies, not-for-profit concerns or non-governmental varieties. - Udoh James, 1998

The Roles of NGOs

the delivery of new or improved services to sections of communities which are in need efforts to catalyse social, economic and political change processes at the level of group or individual action the attempt to create synergy among different agencies and initiatives through the building of partnerships

General concerns of Management

How do organisations effectively coordinate these roles? How do organisations address issues of efficiency, accountability, & effectiveness? How do organisations secure their survival?

Three inter-related areas of NGO management

organisational structures and processes activities, projects and programmes relationships or partnerships

Three inter-related areas of NGO management

organisational structures & processes

context activities, projects & programmes relationships & partnerships

Reluctance of NGOs to management ideas

culture of action administrative issues a waste of resources associated to mainstream thinking NGO beginnings usually ad hoc associated to donor driven agendas

Many NGOs place more attention on where they want to go and less attention on how they might get there

Types of management problems

preoccupied with short-term details rather than long term strategies little time for learning and reflection responses are over-committed and emotional rather than achievable inability to decentralise decision-making individual agendas imposed on the organisation insecure funding climate grant mentality

Distinctive management challenges of development NGOs monitoring organisational performance managing multiple accountabilities balancing multiple stakeholders

Distinctive management challenges of development NGOs

conflicts between volunterarism and professionalism maintaining organisations founding values tendency to set vague organisational values

WORKSHOP Phase 1: Count off into groups of three and discuss What principles you feel should guide organizations:
(i) STRUCTURES & PROCESSES; (ii) PROGRAMS & ACTIVITIES; (iii) RELATIONS & PARTNERSHIPS

and why?

WORKSHOP Phase 2: Consolidate your individual sharing into a group response. Report the group principles using nonverbal communications. The group can express itself in anyway but without the use of words. Take your time in expressing .

The Concept of Management

Mainstream concepts of Management

management as a rational science to produce the right structures and processes seeing management in terms of planning, command, coordination, control stresses control and hierarchy approach is top down instrumentality in process (getting things done)

Alternative concepts of Management

management as people-centre and enabling complex & dynamic structures and processes, therefore managing chaos emphasises process, flexibility, and parity of participation expressive elements in process (way in which things are done)

Move towards hybridity combine management techniques from the private, public and third sector in order to be effective in a changing environment.

Postmodern ideas emphasise diversity and see development practice as Non-linear, unpredictable, with complex and open systems

encompasses task, people, process and organisation. What makes for salient differences are contexts and the ends of management.
- Dichter, 1989

Development management is inherently political therefore the need to stress political contexts and organisational politics more than techniques. - Staudt, 1991

changing personal behaviour and attitudes within organisations... reverse trends of dominance through personal changes & action by the individuals in power who determine politics, procedures and organisational culture
- Chambers, 1983,1994

support self-assessment and self-correction driven by a strong orientation to client service and a well-defined sense of mission.
-Korten, 1987

Be the change you want to see in the world.

- M.G.

Management Challenge for NGOs To pursue expressive aspects of management while maintaining or increasing effectiveness