Organizational problems of non-governmental organizations (NGOS)

Abstract

The non-governmental sector is a growing worldwide phenomenon. Organizations across the globe account for\rgrowing and impressive figures in employment, revenue, services provided and sheer numbers. Whereas the past years have seen\rquite a few insolvencies and business collapses caused by management failures. NGOs concerned with development face the\rmanagement of a complex and diverse range of issues. NGOs face internal management issues, for example questions of strategic\rplanning, budgeting, staffing, and the governing structure of the organization, growth and change within the organization. NGOs\ralso face the management of external relationships, relations with government, the private sector, other NGOs and with their target\rcommunities. All of these come to bear on the possibility of NGOs managing development. The effectiveness of NGOs as actors in\rdevelopment and change depends on successful engagement with both internal and external management questions and also on the\rsuccessful articulation between issues of internal and external management. Although NGOs share many individual characteristics\rwith other sorts of organizations, the various collections of characteristics that are observable in many NGOs create a package that\ris quite different from most for-profit organizations (FPOs). Some scholars argued; legal constraints, revenue sources, types of\rpersonnel, and the nature of governance in NGOs make them unique. There is a growing debate within the non-governmental\rmanagement literature and the community of non-governmental about whether NGOs should become more “business like”.