John Hailey

Managing for change : leadership, strategy and management in Asian NGOs

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

Management education for sustainable development

The purpose of this paper is to review some of the issues posed when designing a management programme that attempts to incorporate sustainable development as a core theme at a time of uncertainty and rapid change. The paper is written to help inform management educators and curriculum designers of the importance of such a programme, some of the dilemmas to be resolved, and the strategic choices to be made. This paper concludes by outlining the structure and process of a management programme that meets the needs of contemporary managers, yet also helps them become more aware of the centrality of sustainability to their work and the decisions they make.

Ladybirds, missionaries and NGOs. Voluntary organizations and co‐operatives in 50 years of development: a historical perspective on future challenges

There has been a dramatic expansion of the voluntary sector, not merely in terms of numbers, but also of diversity and types of activities. Todays non-government organizations (NGOs) are key actors in the development process. Estimates suggest that over 20% of official aid is now channelled through them. In a relatively short period of time NGOs have also become important players in civil society. NGOs have considerable influence in shaping government policies, and some even have observer status within the United Nations. It may appear that NGOs have only become major players in the development process in the last 10 years. Yet most major NGOs have been long established; for example, the Red Cross from the 1880s, Save the Children from the end of the First World War, Oxfam and CARE from the end of the Second World War. Similarly in the South major indigenous NGOs all have well-established roots. Yet despite this heritage there is very little literature which explores the operational or strategic issues faced by these agencies over the last 50 years. This article attempts to address some of these issues by reviewing articles published in Public Administration and Development and its predecessors over the last 50 years. It provides a longitudinal analysis of the content and conclusions of key articles relevant to the operations, management and role of NGOs, voluntary organizations and co-operatives. Copyright

New routes to CSO sustainability: the strategic shift to social enterprise and social investment

ABSTRACT The issue of sustainability is becoming more important for civil society, as non-profits, NGOs, and other civil society organisations (CSOs) face a range of political, regulatory, organisational, and financial challenges. This article focuses on the crucial dimension of financial sustainability and the growing awareness of the importance of accessing alternative sources of funds and developing new funding models. These include accessing social investment, using subsidiary businesses to fund programme work, or developing new social enterprises. The article draws on analysis of the funding environment and specific examples to explore the different dimensions of sustainability, and assess why many CSOs are looking to new funding models and alternative routes to sustainability.