Other Titles in the Series

Management of Non-Governmental Development Organizations An Introduction

David Lewis, London School of Economics, UK

The profile of non-governmental development organizations (NGOs) in the developing world has increased dramatically over the last decade. International and local NGOs are now seen as an important element of 'civil society', and given increasing importance by policy makers alongside the state and market sectors.

Drawing upon current research in non-profit management, development administration and management theory, this book explores the newly emerging field of the management of NGOs working in the area of poverty reduction in developing countries. By providing equal attention to the activities, relationships and internal structure of the NGO, the author develops a composite model of NGO management, and analyzes the distinctive challenges faced by these organizations.

Key issues and debates include:

• the changing global and local contexts of development cooperation
• management technologies such as empowerment and stakeholder analysis
• structural issues such as accountability, governance and participation
• cultural issues such as organizational learning and diversity
• dealing with complexity and uncertainty

Contents: Chapter 1 - Introduction: the growth of the 'NGO management debate', Aim of this book, The growing - but reluctant - interest by NGOs in questions of management, The idea of management, The rise of development management, The new field of 'third sector management', Approaching 'NGO management' Part I. Chapter 2 - Contexts, histories and relevant concepts, Terminological muddles, Problems of defining NGOs, The histories of NGOs, NGOs and 'civil society', From civil society to the 'third sector', Chapter 3 - NGOs and development, NGOs and the 'aid industry', NGOs and the contexts of 'development' and 'relief', Analysing NGO roles: implementers, partners and catalysts, Effectiveness: are NGOs any good at what they go? Chapter 4 - Culture and ambiguity; an anthropological approach to NGO management, NGOs and organization theory, Leadership and life cycles, Organizational learning, NGOs and organizational culture, Cross-cultural management, diversity and globalization, Power, culture and ambiguity - anthropological approaches, Part II. Chapter 5 - Advocacy and service delivery: managing the main NGO activities, Service delivery: means or end? NGOs and advocacy,: stategies for structural change, The role of innovation in NGO management, Evaluation, impact and scaling up', Chapter 6 - NGOs and the management of relationships, NGO relations with communities, NGO relations with government, NGOs and the business sector, NGOs and international development agencies, The rise of the discourse of 'partnership', Chapter 7 - NGOs and the dynamics of internal management, Third sector management research, Internal management, The 'capacity building' debate, Organizational change and the NGOs, Chapter 8 - Conclusion: towards an understanding of NGO management, Introduction, The composite model, Muddying the waters: hybridity and ambiguity, The growth of complexity.

About the Author: David Lewis is lecturer in non-governmental organizations at the Centre for Civil Society, London School of Economics. He undertakes research on development issues, with particular focus on Bangladesh, and has worked as a short-term consultant mainly in South Asia for a range of development agencies. He has also undertaken NGO training work in Nigeria, Mexico and Japan.

March 2001: 234x156: 256pp
Hb: 0-415-20758-4
Pb: 0-415-20759-2