NGO Management

The task environment of NGOs is changing rapidly and significantly making new demands on their management and leadership. This Companion discusses the complexities involved. It illustrates how NGOs can maintain performance and remain agile amidst increasing uncertainties. These factors include the position of NGOs in civil society, their involvement in governance and coping with the effects of the securitisation of international aid. Complementing The Earthscan Reader in NGO Management, selected contributions and specially commissioned pieces from NGO thought leaders and practitioners, provide the reader with insights on the emerging thinking, competences and practices needed for success in managing and leading tomorrow's NGOs.

Alan Fowler is an adviser to and writer about civil society and international development NGOs. Chiku Malunga is a development writer and consultant, and works with the organization CADECO to promote African centred organizational improvement models.

List of Figures, Tables and Boxes	p. viii
List of Contributors	p. x
List of Sources	p. xiii
List of Acronyms and Abbreviations	p. xvi
Introduction: NGOs in a World of Uncertainties	p. 1
Retro-perspective: NGO-ism in a Changing World Order
Have NGOs 'Made a Difference'? From Manchester to Birmingham with an Elephant in the Room	p. 13
NGOs and Development Alternatives - Revisited	p. 26
The Global War on Terror, Development and Civil Society	p. 40
From NGOs to Civil Society
'Seeing Like a Citizen': Re-claiming Citizenship in a Neoliberal World	p. 59
Civic-driven Change: A Concise Guide to the Basics	p. 70
Civic-driven Change and Developmental Democracy	p. 81
Civil Society and the Legitimation of Global Governance	p. 98
Managing Responsibly
Civil Society Legitimacy and Accountability: Issues and Challenges	p. 115
Listen First: A Pilot System for Managing Downward Accountability in NGOs	p. 136
Governing for Accountability: Principles in Practice	p. 150
Managing Strategically
Strategic Issues Facing NGOs into the Foreseeable Future	p. 165
Strategic Planning: The Cultivation of Organizational Beauty	p. 175
Managing Organizational Change
The Phase of Organization Development	p. 191
The Change Challenge: Achieving Transformational Organizational Change in International NGOs	p. 202
Management Applications
Rights-based Development Approaches: Combining Politics, Creativity and Organization: ActionAid	p. 217
Participation: Institute of Development Studies	p. 226
Trust, Accountability and Face-to-face Interaction in North-South NGO Relations	p. 230
Briefing Paper: Policy Engagement for Poverty Reduction - How Civil Society Can be More Effective	p. 236
Is There Life after Gender Mainstreaming?	p. 243
Managing NGOs with Spirit	p. 255
Civil Society Networks: Of Ants and Elephants	p. 269
South African NGOs and the Public Sphere: Between Popular Movements and Partnerships for Development	p. 281
Bridging Gaps: Collaboration between Research and Operational Organizations	p. 295
NGOs and Communication: Divorce over the Toothpaste	p. 303
Managing for Performance
Development Effectiveness: Towards New Understandings	p. 315
Measurement in Developmental Practice: From the Mundane to the Transformational	p. 323
Managing for Learning and Knowledge
Accountability and Learning: Exploding the Myth of Incompatibility Between Accountability and Learning	p. 339
Knowledge Management and Organizational Learning: An International Development Perspective	p. 353
Managing Resources
Options, Strategies and Trade-offs in Resource Mobilization	p. 371
Social Entrepreneurship: A Convergence of NGOs and the Market Economy?	p. 391
Leadership
'Trees Die from the Top': International Perspectives on NGO Leadership Development	p. 405
Developing Leaders? Developing Countries?	p. 414
Index	p. 427
Table of Contents provided by Ingram. All Rights Reserved.

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