| Description |
1 online resource (xiii, 193 pages) |
| Contents |
Cover; Half Title; Dedication; Title Page; Copyright Page; Table of Contents; List of Tables; Foreword; Preface; Acronyms and Abbreviations; 1. Introduction; Change Management and Management for Change; Success, Growth and Development; The Participating Organizations; BAIF (founded 1967); BRAC (founded 1972); Sadguru (founded 1974); PROSHIKA (founded 1976); Aga Khan Rural Support Programme, Pakistan(founded 1982); Aga Khan Rural Support Programme, India(founded 1983); IUCN Pakistan (founded 1985); Sarhad Rural Support Corporation (founded 1989); Sungi Development Foundation (founded 1989) |
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Organization of the Book2. A Dangerous Sea: Managing the External Environment; Introduction; Poverty; Government; The Political and Regulatory Environment; Working with Government; Donors; General; In the Beginning; Projects and Programmes; Consortia; Buffering Strategies; The Bangladesh Context: Something Different?; NGO Relationships; Relationships with Other NGOs: the Prisoner'sDilemma; Conclusions; 3. Symbols and Systems: Elements of Organizational Culture; Organizational Culture; Values and Assumptions; Organizational Symbols: Mission, Ritualsand Stories; Organizational Age and Maturity |
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Teams and TeamworkingHuman Resource Development; Recruitment; Induction and Training; Pay, Promotion and Appraisal; Gender Policies; Conclusions; 4. Learning for Change; The Learning NGO; The Process of Organizational Learning; Consensual Learning; Dialogue and Process; Institutional Learning; Formal Learning Processes; Training: a Strategic Instrument; Staff Development: Benefits, Incentives and Follow-up; Generating Information and Knowledge for Learning; Research for Effective Development; Monitoring and Evaluation; Disseminating Information and Knowledgefor Learning |
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Documentation: a Surfeit of InformationPublications; The Reality of Learning; Conclusions; 5. Strategy: Fads and Fancies; Our Approach; Strategy: A Roadmap; Incremental Strategies; Strategy and Selective Opportunism; Strategy, Mission and Catharsis; Influences on Strategy Development; Strategy and Ambition; Donors and Strategy Development; A Strategy Too Far?; Strategy and the Board of Directors; Conclusions; 6. The Accidental NGO: Governance, Structures and Participation; Governance; Culture and Hierarchy; Authority (and Power); Hierarchy; Decentralization and Participation |
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Structure: Formality and ComplexityConclusions; 7. Leadership and the Thoroughly Modern Manager; Leaders and Leadership; Leadership: A Developmental Perspective; Founder-Leaders; BAIF and Dr Manibhai Desai; Sadguru and the Jagawats; BRAC and F H Abed; AKRSP and Shoaib Sultan Khan; IUCN and Aban Marker Kabraji; PROSHIKA and Qazi Faruque Ahmed; Observations; Collective Leadership; Leadership: Teams and Followers; Leadership: Background and Success; Background; Succession; Leaders or Managers?; Conclusions; 8. Conclusions; Common Themes; The Influence of Context and Culture |
| Summary |
This new study draws lessons from the enormous success of NGOs in Asia and despatches many myths about NGO management. It reaches striking conclusions about how they are formed and how they achieve success |
| Bibliography |
Includes bibliographical references (pages 183-185) and index |
| Notes |
Print version record |
| Subject |
Non-governmental organizations -- Asia -- Case studies
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Non-governmental organizations -- Asia -- Management -- Case studies
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BUSINESS & ECONOMICS -- Industrial Management.
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BUSINESS & ECONOMICS -- Management.
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BUSINESS & ECONOMICS -- Management Science.
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BUSINESS & ECONOMICS -- Organizational Behavior.
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Non-governmental organizations
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Non-governmental organizations -- Management
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Organisatieverandering.
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Organisatiecultuur.
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Niet-gouvernementele organisaties.
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Strategische planning.
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Leiderschap.
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Asia
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| Genre/Form |
Case studies
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| Form |
Electronic book
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| Author |
Hailey, John M., 1952-
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| ISBN |
9781134201068 |
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1134201060 |
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9781315071749 |
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1315071746 |
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