A Case Study about NGOs and Participatory Management Styles
Summary: The concept of participation has become important in the struggle to improve the effectiveness of both the ‘management of organisations’ and the ‘management of development’. However, NGOs may be confused about these two different though related applications of the term. The first part of the paper seeks to clarify this distinction. The author first disaggregates a range of complex issues surrounding the concept of participatory management and attempts to clarify the term. Secondly, the paper points out that the interest in ‘participatory management’ in NGOs is related to similar efforts within management more widely in the private sector, and has similar goals of seeking to improve organisational effectiveness.
Introduction: Non-Governmental Organisations (NGOs) are now increasingly important in international development. Greater attention is being paid to the management of NGOs, which is often claimed to be ‘participatory’ in character. In addition, the concept of ‘participatory management’ has become more significant for NGOs, particularly those involved in development. However, considerable debate surrounds this complex and poorly understood concept. An NGO that has become increasingly interested in participatory management is CONCERN Worldwide (hereafter referred to as CONCERN). In particular, its country programme in Mozambique has committed itself to adopting ‘a participatory management style’ both at project and country management levels. Therefore, a process of institutional change, aimed at facilitating the greater involvement of people in decision-making, is currently in progress. Keep reading….
