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NGO Management > Unit 1 NGO & NGO Management > Flashcards

Unit 1 NGO & NGO Management Flashcards

1
Q

5 determinants of organisational culture

A

Smillie and Hailey (2001)

  1. personal values and their underlying assumptions
  2. the symbolic properties of culture, for example mission statements
  3. the maturity or age
  4. the way groups and teams work together formally and informally
  5. formal policies and practices articulated and used
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2
Q

4 types of organisational culture (Handy, 1988)

A
  1. power culture
  2. role culture
  3. task culture
  4. person culture
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3
Q

3 frameworks that can be used to analyse NGO Capacity.

A

Static NGO Capacity frameworks:

  1. the INTRAC Clover-leaf model
  2. the onion-skin model

Dynamic perspectives on NGOs:
3. the CDRA/Lievegoed model

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4
Q

The INTRAC Clover-leaf model

A

Programme performance - “doing”
Internal Organisation - “being”
External Linkages - “relating”
Context

Fowler (1997) (used by Lewis, 2007)

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5
Q

The Onion-Skin model

A

Developed by International NGO Training and Research Centre (INTRAC) - focus on organisational capacities.

  1. Physical and Financial Resources
  2. Competencies and Staff skills
  3. Systems and structures
  4. Vision, Mission, Purpose, Strategy
  5. Identity, Values, Culture, Leadership, Relationship
  6. Environment
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6
Q

The CDRA/Lievegoed model

A

Kaplan builds upon concepts of Bernard Lievegoed.
“the phases of growth model”

  1. The pioneer phase
  2. The phase of differentiation (introduction structures and procedures)
  3. The Integration Phase
  4. The Association Phase
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7
Q

due to increasing competitive environment, with more diversity and distinctiveness, it is essential for NGO’s to:
(6x)

A
  • Clarify their underlying theory of development and change
  • focus on their core purpose and strategy
  • manage a diverse range of stakeholders without losing the primacy of their clients or benefits
  • analyse and adapt to their environment
  • manage staff effectively
  • develop workable performance indicators despite the absence of a bottom line
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8
Q

The 7 stages of NGO evolution (Charnovitz, 1997), later adjusted to 10

A
  1. 1775 - 1918 - issue based organisations (national)
  2. early 20th century - emergence of iNG-associations
  3. 1920/1930 - engagement
  4. from 1935 - disengagement
  5. immediate post war - formalisation
  6. post war - underachievement
  7. 1970-1980 - intensification
  8. 1990 - empowerment
  9. 2000-2010 - aid effectiveness & transparancy
  10. > 2010 - hyper transparancy, failure and success
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9
Q

The reasons behind the large growth of and interest in NGO’s (4x) in the ‘80/’90

A
  1. failure of top-down national government to deliver lasting development benefits
  2. the impact of structural adjustment policies
  3. the expansion of liberal democratic models of governance
  4. the globalisation of political structures and institutions
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10
Q

The key principles agreed at the Busan High Level Forum (2011)

A
  • ownership of development priorities by developing countries
  • focus on results
  • inclusive development partnerships
  • transparancy and accountability to each other
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11
Q

Trends in the NGO sector that started this decade

A
  1. diversification of the sector
  2. a limited number of very large transnational iNGO’s
  3. Increasing voice and influence of he southern NGOs
  4. a diversification in funding sources
  5. development of mechanisms for accountability, transparency and learning
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12
Q

What is Civil Society?

A

a set of organisational actors which are not part of the household, state or market.

Examples: associations, people’s movements, citizens’ groups and cooperative groups.

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13
Q

Fowler’s “fourth position”

A

NGO (in development) belongs in and is anchored to civil society but is not solely of civil society - it purposefully inhabits and works in the space, and interactio between Civil Society, state and markets.

NGO’s share particular characteristics with Government, business and civil society and interact and influence all of them.

Goals & tasks:
ensuring entitleents by :
- reduction and redistribution of risk
- reducing costs of compliance
- exacting compliance from duty holders.

Roles:

  • negotiator / mediator
  • validator
  • watchdog
  • innovator / demonstrator
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14
Q

Distinctive features of most NGOs

A
  1. having a non-profit purpose and an underlying theory of development
  2. having staff motivated by values and volunteer principles
  3. having no easy measure of performance
  4. being an intermediary between donors and beneficiaries
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15
Q

other names used for NGOs (4x)

A
  • CSO - Civil society Organisations
  • NGDOs - Non-Governmental Development Organisations
  • GSOs - Grassroots support organisations
  • MSOs - Membership Support Organisations
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16
Q

Key characteristics of the non-profit organisations

A
  1. formal
  2. non-profit distributing
  3. private
  4. self-governing
  5. voluntary

NGO Management (10 decks)

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