Managing for Change
Leadership, Strategy and Management in Asian NGOs
Ian Smillie and John Hailey
An increasing proportion of the world's poor is dependent on NGOs for the support the state cannot or will not provide, but little has been written to analyze or guide best management practice, which is so critical to their success. Managing for Change addresses the key operational issues facing NGO managers, drawing lessons from the reality of southern NGOs. It explores areas such as the formation of strategy, effective NGO leadership, the handling of donor relations, staff motivation and development, and the management styles most appropriate to crises and change.
Reviews
'Managing for Change is the first serious comparative study of how NGOs can and do succeed in the resource-poor, often unstable and, at times, openly hostile environments of South Asia. It is a vital volume for practitioners, academics and funders interested in improving NGO performance'
Alan Fowler, author of Striking a Balance: A Guide to Enhancing the Effectiveness of NGOs in International Development and The Virtuous Spiral: A Guide to Sustainability for NGOs in International Development
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Ian Smillie is a development consultant and co-author of Stakeholders: Government-NGO Partnerships for International Development.
John Hailey is deputy Director of Oxford Brookes University Business School and a co-founder of the International Training and Research Centre (INTRAC).
List of Tables * Foreword * Preface * Acronyms and Abbreviations * Introduction * A Dangerous Sea: Managing the External Environment * Symbols and Systems: Elements of Organizational Culture * Learning for Change * Strategy: Fads and Francies * the Accidental NGO: Governance, Structures and Participation * Leadership and the Thoroughly Modern Manager * Conclusions * Notes * Bibliography * Index