1-The Rise & Growth of Dev Management-2011

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The

Rise & Growth of

Development Management

(Lewis, 2001)

Ms. Tesa de VelaISD-104 Management of

Development Organisations



NGOs reasons for being

engaged in poverty reduction work at multiplelevels (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

³Management 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 tosections of communities which are in need

efforts to catalyse social, economic and politicalchange processes at the level of group or individual action

the attempt to create µsynergy¶ among different

agencies and initiatives through the building of µpartnerships¶



General concerns of Management

How do organisations effectivelycoordinate 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

activities,projects &

programmes

relationships

& partnerships

context



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

³where they want to go´

and less attention on

³how they might get there´



Types of management problems

preoccupied with short-term details rather thanlong term strategies

little time for learning and reflection

responses are over-committed and emotionalrather 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 organisation¶s founding

values

tendency to set vague organisational

values



WORKSHOP

Phase 1:

Count off into groups of three and discuss

³W

hat principles you feel should guideorganizations¶:

(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 non-verbal communications. The group canexpress 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 andprocesses, 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 ³the private, public

and third sector

in order to be effective in achanging environment´.



Postmodern ideas emphasise

diversity and see development

practice as ±

³Non-linear , unpredictable,with complex and open systems´



³«encompasses task, people,process and organisation.

What makes for salient differencesare contexts and the

ends of management.´

- Dichter, 1989



³Development management isinherently political«´

therefore the need to stress³political contexts and

organisational politics more than

techniques.´

- Staudt, 1991





³«support self-assessment andself-correction driven by a

strong orientation toclient service and a

well-defined sense of mission.´

-Korten, 1987



³Be the change

you want to see

in the world.´

- M.G.



Management Challenge for NGOs

³To pursue

expressive aspects of management

while maintaining or increasing

effectiveness´

Documents

1-The Rise & Growth of Dev Management-2011