NGO Administration & Management
The last thirty years have witnessed growth in non-governmental organizations (NGOs) in almost all parts of the globe, and in all spheres of human activity. NGOs have become a highly visible component of civil society and are now significant players in the fields of human rights, the environment and social development at local, national and international levels.
Despite some deep historical roots, the emergence of NGOs as formalized, structured institutions has been relatively recent. Although they share some characteristics with state and private sector organizations, NGOs are in a category of their own; they have particular organizational features, maintain relationships with a broad range of different actors, and face a number of special challenges. NGO management has therefore evolved as a distinctive practice and field of study that differs in content and perspective from business management and public sector administration. With this growth comes an ever more pressing requirement for effective management of their operations. Effective management requires the articulation of a clear and common vision for the organization and a set of strategies to achieve it; the mobilization of all necessary human, financial and intellectual resources and external contacts and connections are required to operate these strategies effectively; and the continuous readjustment of strategy and structure in a changing context, implying an intimate relationship between organizational processes and a dynamic internal and external environment.’