Non-governmental organizations, management and development [electronic resource] / David Lewis.

Non-governmental organisations, management and development

London : Routledge, 2014.©2014

Lewis, David, 1960- author.

ProQuest (Firm) issuing body.

01-01-2014

1 online resource (xvi, 315 pages)

text

online resource

Third edition.

E-BOOK (Copy 1) EBL 817873-1001 ONLINE

Open item 

Nongovernment international agencies

Management

Overseas item

Non-governmental organizations.

Includes bibliographical references and index.

9781135070380

Non-Governmental Development Organizations have seen turbulent times over the decades; however, recent years have seen them grow to occupy high-profile positions in the fight against poverty. They are now seen as an important element of 'civil society', a concept that has been given increasing importance by global policy makers. This book has evolved during the course of that period to be a prime resource for those working (or wishing to work) with and for NGOs.The third edition of Non-Governmental Organizations, Management and Development is fully updated and thoroughly reorganized, covering key issues including, but not limited to, debates on the changing global context of international development and the changing concepts and practices used by NGOs. The interdisciplinary approach employed by David Lewis results in an impressive text that draws upon current research in non-pro?t management, development management, public management and management theory, exploring the activities, relationships and internal structure of the NGO. This book remains the first and only comprehensive and academically grounded guide to the issues facing international development NGOs as they operate in increasingly complex and challenging conditions around the world. It is the perfect resource for students undertaking studies of NGOs and the non-profit sector, in addition to being an excellent resource for development studies students more generally.

Cover; Half Title; Title Page; Copyright Page; Table of Contents; List of illustrations; Acknowledgements; Abbreviations; Part I The Conceptualization of NGO Management; 1. Introduction; The structure of the book; The approach to NGO management; Features of the book; Terminology; 2. Framing NGO Management; Introduction; Surveying the landscape: the ubiquity of NGOs; Research and policy literature on NGOs; NGOs, advocates and critics; The diverse NGO organizational universe; Building a conceptual framework for NGO management; Conclusion; 3. The NGO Management Debate; IntroductionThe concept of managementAmbiguous NGO attitudes to management; Business management; Public management; Development management; Third sector management; Conclusion; 4. Concepts, Histories and Contexts; Introduction; Terms, labels and acronyms; Problems of NGO definition; The histories of NGOs; NGOs and 'civil society'; Global civil society; From civil society to 'third sector'; The rise of NGOs in development; Conclusion; Part II The Theory of NGO Management; 5. NGOs and the Development Context; Introduction; Understanding 'development'; NGOs within changing development thinkingThe international aid systemChallenges within the NGO relationship with donors; The context of humanitarian relief; The managerialization of official development assistance; The changing face of donorship; New aid modalities and implications for NGOs; Rebuilding a role for NGOs in the post-2005 world; Changes to NGO funding pathways; Opportunities and constraints for NGOs; Conclusion; 6. NGO Roles in Development; Introduction; NGOs as implementers; NGOs as catalysts; NGOs as partners; Linking management challenges and roles; Effectiveness: are NGOs any good at what they do?; Conclusion7. Organizational Theory, Ambiguity and NGO ManagementIntroduction; Organizational theory; Institutionalism and resource dependency; Evolutionary theory and organizational life cycles; Leadership: charisma or contingency?; Organizational learning: a failure to learn from failure?; Anthropological perspectives on organizations; Anthropological approaches to power; Anthropological critiques of managerialism and development; The concept of ambiguity; Conclusion; 8. Culture and Organization; Introduction; Culture, management and globalization; The management of cross-cultural encountersOrganizational cultureOrganizations and wider societal culture; Conclusion; Part III The Practice of NGO Management; 9. Service Delivery, Advocacy, Innovation and Evaluation; Introduction; Service delivery: means or end?; Service delivery as empowerment and participation; Managing the dilemmas of service delivery; NGOs and advocacy: strategies for structural change; Advocacy and the policy process; Managing relationships between advocacy and service delivery activities; The organization of advocacy; Innovation and NGO management; Evaluation; Scaling up; Conclusion10. NGOs and the Management of Relationships

817873

817873-1001

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