This book highlights the views of accountability of INGO leaders and assesses the challenges they face in implementing organizational accountability . The author draws on over 150 interviews with executives about accountability and uses empirical evidence to propose an Accountability Puzzle that shows how definitions, audiences, practices, and signals about accountability are interconnected and interdependent; INGO accountability is incomplete without all the pieces assembled. Nevertheless, more accountability is not always the answer and can hinder leaders' responsiveness to stakeholder demands. This book will make an important contribution to NGO literature by offering a greater understanding of that accountability means for those in charge of these transnational organizations.
As the fastest growing segment of civil society, as well as featuring prominently in the global political arena, NGOs are under fire for being 'unaccountable'. But who do NGOs actually represent? Who should they be accountable to and how? This book provides the first comprehensive examination of the issues and politics of NGO accountability across all sectors and internationally. It offers an assessment of the key technical tools available including legal accountability, certification and donor-based accountability regimes, and questions whether these are appropriate and viable options or attempts to 'roll-back' NGOs to a more one-dimensional function as organizers of national and global charity. Input and case studies are provided from NGOs such as ActionAid, and from every part of the globe including China, Indonesia and Uganda. In the spirit of moving towards greater accountability the book looks in detail at innovations that have developed from within NGOs and offers new approaches and flexible frameworks that enable accountability to become a reality for all parties worldwide.
This second edition of Management of International Institutions and NGOs covers all key topics in global governance from a unique management perspective. It analyzes the management challenges associated with international cooperation rather than the more commonly explored political or economic lenses. This text is structured to enable students to connect theory with practice, beginning with the main management frameworks developed in the context of corporate and national public/nonprofit organizations and adapting them to the specificity of international institutions and international non-governmental organizations. This leads to the identification of a “tailored” approach to international organization management based on their institutional and operational settings, stakeholder groups, core business, staff profiles, and financial arrangements. The authors then connect this theory with practice by linking frameworks to several case studies and best practices of organizations currently experimenting with management systems and tools, with case studies including the World Bank and the Gates Foundation. This edition has been extensively revised and updated, with an expanded conceptual framework inclusive of systemic theories of organization, new cases throughout, and new chapters on leadership, supply chain and operations, and human-centered digitization. This comprehensive textbook is a must-own resource for students and academics involved with studying and working with international organizations.
International Institutions (IIs), International NGOs (INGOs) and Transnational Hybrid Organizations (THOs) play a hugely important role in the modern world economy. Despite having been studied by scholars from a range of disciplines, these organizations have never before been approached from a management perspective. This ambitious book analyzes the management challenges associated with international cooperation and sheds light on how these organizations have evolved as the political, economic and business environments have changed around them. Covering an admirably broad canvas, the authors pursue two main objectives. Firstly, they explore the main management frameworks developed in the context of the corporate and national public/non-profit organizations and adapt them to the specificity of IIs and INGOs. This leads to the identification of a "tailored" approach to IO management based on their institutional and operational settings, stakeholder groups, core business, staff profile, and financial arrangements. Secondly, they "bring theory into practice" by linking frameworks to several case studies and best practices of organizations currently experimenting with management systems and tools, with case studies including the World Bank and the Gates Foundation. This comprehensive textbook is a must-own resource for students and academics involved with studying and working with international organizations.
A seminal figure in the field of public management, Mark H. Moore presents his summation of fifteen years of research, observation, and teaching about what public sector executives should do to improve the performance of public enterprises. Useful for both practicing public executives and those who teach them, this book explicates some of the richest of several hundred cases used at Harvard’s Kennedy School of Government and illuminates their broader lessons for government managers. Moore addresses four questions that have long bedeviled public administration: What should citizens and their representatives expect and demand from public executives? What sources can public managers consult to learn what is valuable for them to produce? How should public managers cope with inconsistent and fickle political mandates? How can public managers find room to innovate? Moore’s answers respond to the well-understood difficulties of managing public enterprises in modern society by recommending specific, concrete changes in the practices of individual public managers: how they envision what is valuable to produce, how they engage their political overseers, and how they deliver services and fulfill obligations to clients. Following Moore’s cases, we witness dilemmas faced by a cross-section of public managers: William Ruckelshaus and the Environmental Protection Agency; Jerome Miller and the Department of Youth Services; Miles Mahoney and the Park Plaza Redevelopment Project; David Sencer and the swine flu scare; Lee Brown and the Houston Police Department; Harry Spence and the Boston Housing Authority. Their work, together with Moore’s analysis, reveals how public managers can achieve their true goal of producing public value.
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.
NGO Leadership and Human Rights covers various topics of importance to those who work in development and/or advocacy organizations with human rights orientations and for undergraduate and graduate students aspiring to such careers. This book provides context, definition and guidance for the perplexed seeking entrance into a challenging but rewarding endeavor. Ghere argues that the human rights and development communities need to communicate and interact with each other much more effectively than is the case at present. In particular, leaders of human rights and development NGOs need to get on the same page in terms of both theory and practice. In addition to being an informative guide for a career choice, NGO Leadership and Human Rights stands as a readable state of the art survey on the scholarship and history of human rights.
"Geopolitical shifts, increasing demands for accountability, and growing competition have been driving the need for change within the TNGO sector. Additionally, TNGOs have been embracing more transformative strategies aimed at the root causes, not just the symptoms, of societal problems. As the world has changed and TNGOs' ambitions have expanded, the roles of TNGOs have begun to shift and their work has become more complex. To remain effective, legitimate, and relevant in the future necessitates organizational changes and investments in new capabilities. However, many organizations have been slow to adapt. As a result, TNGOs' rhetoric of sustainable impact and transformative change has far outpaced the reality of their limited abilities to deliver on their promises. This book frankly explores why this gap between rhetoric and reality exists and what TNGOs can do individually and collectively to close it. In short, TNGOs need to change the fundamental conditions under which they themselves operate by bringing their own 'forms and norms' into better alignment with their contemporary ambitions and strategies"--
Home and field office staff disagreement often impedes international development NGOs (INGOs) from making their accountability systems more responsive to partner and community concerns. Drawing on a staff survey, and qualitative interviews across four country programmes, of a major INGO, three interlocking explanations for this disagreement are suggested: that staff perceive accountability practices differently because they place greater interpretive weight on practices most relevant to their own organisational roles; that divergent views reflect substantively different normative beliefs about accountability; and that differing assessments of accountability practices reflect a strategic misrepresentation of field country experiences as a rational response to power differentials.
This book explores leadership and management in social sector organizations, which include, NGOs, non-profits, social enterprises, social businesses, and cross-sector collaborations focusing on advancing human dignity and social justice. It provides social sector leaders with an overview of current trends, issues, and challenges in the field as well as best practices to foster effective programs, sustain organizations and meet the growing demands of the sector. The enclosed chapters cover topics such as cross-sector organizational design, innovation for client services, gender management dynamics, policy advocacy, and the growing social entrepreneurship movement. The social sector is currently in a vibrant, dynamic, and exciting stage. The sector’s role and relevance to advancing human dignity and social justice is greater than ever. The number and types of social sector organizations have increased exponentially around the world and are offering extraordinary and much needed contributions toward an array of social issues. The traditional NGOs and non-profit organizations continue to be an integral part of the global civil society. At the same time, the emerging organizational forms under the social entrepreneurship umbrella are providing new momentum and excitement within and outside of the social sector. The interest in social entrepreneurship is encouraging existing social sector entities to actively embrace and encourage innovation. This interest is also inspiring a new breed of professionals and organizations to contribute to the social sector. This trend falls under the larger social sector dynamic promoting the creation of “hybrid” and emergent organizational forms, which cross and combine the traditional non-profit and for-profit domains. Despite the increased interest, the social sector still faces challenges around the world. CIVICUS – an international group promoting civil society organizations and groups-- recently reported a rise in the restrictions on civil society activities in a number of countries through worsening policy and legal environments. Funding challenges for the social sector are thus becoming more significant. At the same time, the calls for social sector accountability and emphasis on results and impact are growing. This book aims to offer approaches and tools which allow for the bridging of demands between creativity and accountability, between inspiration and results, and between gaining individual commitment and shared ownership of agendas and achievements, all of which are needed to effectively operate in the changing social sector.
