By Liesbet Heyse
The vital query during this booklet is how non-governmental humanitarian reduction agencies start up, terminate and expand their undertaking actions. Humanitarian reduction companies on a regular basis face tough judgements approximately existence and dying in a context of significant time constraints which strength them to day-by-day pick out whom to assist and whom to not aid. Heyse makes a speciality of how humanitarian relief companies make a lot of these judgements and gives an inside of view of the decision-making methods. NGO case stories are used as representation: Medecins sans Frontieres (MSF) and performing with church buildings jointly (ACT) either one of which function in a world community and signify particular varieties of NGOs usually present in the neighborhood. This e-book is certainly one of few that opens up the black field of NGO operations, offers an empirical account of organizational determination making and combines insights of organizational decision-making concept and association idea.
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Additional resources for Choosing the Lesser Evil: Understanding Decision Making in Humanitarian Aid Ngos
Decision-making is characterized by a low degree of conﬂict: There is a clear understanding of decision-making authority: there is little conﬂict about who should decide, even in the case of disagreement Decision-making is an intra-organizational process: Because the organization deﬁnes its own goals, decision-making is only related to those goals. There is no interest for outside pressures and demands that are not related to those goals. This image of the consequential organization is related to well-known classiﬁcations of organizations, such as the mechanistic organization (Burns & Stalker, 1961; see also Morgan, 1986) and the machine bureaucracy (Mintzberg, 1983).
This ‘tool’ is developed in the next chapter in which a framework for studying NGO decision-making processes is formulated. Notes 1 I thank Duco Bannink, Berber Lettinga, and Sandra Resodihardjo for their constructive comments on earlier versions of this chapter. This page intentionally left blank Chapter 3 Opening the Black Box of Internal NGO Dynamics: An Organizational DecisionMaking Perspective In the previous chapter, the state of the art on NGO research was discussed as far as relevant for this study.
Since these stakeholders have different interests and opinions, we may expect NGOs to be necessarily ambiguous, creating organization problems and hindering effective action (Edwards and Hulme, 1996; DiMaggio & Anheier, 1990). Recently, it is argued that NGOs are increasingly confronted with stakeholders that emphasize the instrumental nature of NGOs – where NGOs are seen as costeffective instruments for service delivery – whereas NGOs themselves are inclined to emphasize their political role. Biggs and Neame (1996), for example, argue that important stakeholders have developed ‘a formal, linear, mainstream approach to development planning,’ in which development is perceived as ‘a set of predictable outcomes to be achieved through the ordering of project inputs and outputs …’.