1-the rise & growth of dev management-2011
TRANSCRIPT
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The
Rise & Growth of
Development Management
(Lewis, 2001)
Ms. Tesa de VelaISD-104 Management of
Development Organisations
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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
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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
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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
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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¶
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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?
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Three inter-related areas of
NGO management
organisational structures and
processes
activities, projects and programmes
relationships or partnerships
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Three inter-related areas of
NGO management
organisational
structures &
processes
activities,projects &
programmes
relationships
& partnerships
context
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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
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Many NGOs place
more attention on
³where they want to go´
and less attention on
³how they might get there´
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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
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Distinctive management challenges
of development NGOs
monitoring organisational performance
managing multiple accountabilities
balancing multiple stakeholders
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Distinctive management challenges
of development NGOs
conflicts between volunterarism and
professionalism
maintaining organisation¶s founding
values
tendency to set vague organisational
values
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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?´
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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 .
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The Concept of Management
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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)
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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)
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Move towards hybridity -
combine management techniques
from ³the private, public
and third sector
in order to be effective in achanging environment´.
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Postmodern ideas emphasise
diversity and see development
practice as ±
³Non-linear , unpredictable,with complex and open systems´
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³«encompasses task, people,process and organisation.
What makes for salient differencesare contexts and the
ends of management.´
- Dichter, 1989
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³Development management isinherently political«´
therefore the need to stress³political contexts and
organisational politics more than
techniques.´
- Staudt, 1991
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³«support self-assessment andself-correction driven by a
strong orientation toclient service and a
well-defined sense of mission.´
-Korten, 1987
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³Be the change
you want to see
in the world.´
- M.G.
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Management Challenge for NGOs
³To pursue
expressive aspects of management
while maintaining or increasing
effectiveness´