NGO Management and Operation

Abstract

NGOs are organisations that are non-political, non-profit, non-governmental, and accountable to their stakeholders and involved in welfare and socio-economic development of people. NGOs with fast expansion in size and services in the late 20th century throughout the world are being considered as the third sector of society, besides, public and private. The constraints and challenges South Asian NGOs face are excessive governmental control, project-based culture and, more importantly, they lack a proper management system and model of their own. To cope with management problems, NGOs are heavily dependent on corporate sector management, which, most of the time, negates the values of this sector. An NGO should have commitment to its vision and mission, taking care of external environment, stakeholders and operations. In order to be effective and well managed, it should maintain good relationships with donors and state, and also involve the community in their decision making at the board level. The management system for NGOs is supposed to be different from traditional management thoughts given by Fayol's Modern Operational Management, Taylor's Scientific Management and Weber's Bureaucratic Model, because of their distinctiveness in vision, mission, organisational culture, goals and values from the other two sectors.