Farhad Analoui (Bradford University)
Shehnaz Kazi (Bradford University)

Managing NGOs in the Developing World

ISBN: 978-1-80043-783-8, eISBN: 978-1-80043-782-1

Publication date: 11 January 2021


Analoui, F. and Kazi, S. (2021), "Prelims", Managing NGOs in the Developing World, Emerald Publishing Limited, Bingley, pp. i-xv.



Emerald Publishing Limited

Copyright © 2021 Emerald Publishing Limited

Half Title Page

Managing NGOs in the Developing World

Title Page

Managing NGOs in the Developing World

Insights from HIV/AIDS Crisis Response


Farhad Analoui

Bradford University

Shehnaz Kazi

Bradford University

United Kingdom – North America – Japan – India Malaysia – China

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Emerald Publishing Limited

Howard House, Wagon Lane, Bingley BD16 1WA, UK

First edition 2021

Copyright © 2021 Emerald Publishing Limited

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British Library Cataloguing in Publication Data

A catalogue record for this book is available from the British Library

ISBN: 978-1-80043-783-8 (Print)

ISBN: 978-1-80043-782-1 (Online)

ISBN: 978-1-80043-784-5 (Epub)


We would like to dedicate this volume to NGO managers and the frontline care workers dealing with pandemics, HIV/AIDS and marginalised group members of the society who are the real heroes and heroines in the developing world.

List of Illustrations

Illustration 1.1. The Generic Model of Parameters of Managerial Effectiveness.
Illustration 3.1. Philosophical Stance and Assumptions Incorporated for This Research.
Illustration 3.2. Distinctions between Qualitative and Quantitative Strategies.
Illustration 3.3. Reasons for the Chosen Research Design and Elements.
Illustration 4.1. Hierarchy of the Importance of the Influence of Contextual Factors on Clusters of Parameters.
Illustration 5.1. Effectiveness of HIV/AIDS NGOs Managers and their Organisation.
Illustration 5.2. ‘Against’ HIV/AIDS NGOs Managerial and Organisational Effectiveness.

List of Tables

Table 2.1. Population Characteristics and Trends of Religious Groups in India from 1991 to 2011
Table 2.2. Factors of HIV/AIDS Related Stigma and Discrimination
Table 2.3. The Changing Paradigm of Management
Table 2.4. Staff at Area Office, NGO – Mahaba
Table 2.5. Staff at a Rural (District/Village) Site-office, NGO – Diva
Table 2.6. Staff at a Field-site, NGO – Veda
Table 2.7. Staff at a Field-site, NGO – Rafaa
Table 3.1. NGO Managers and their Job Roles and Target Intervention
Table 3.2. NGO Organisations with Managerial and Non-managerial Staff Participant Distribution
Table 3.3. Result of the Data Analysis: Themes and Sub-categories
Table 4.1. Gender Main Findings
Table 4.2. Age Main Findings
Table 4.3. Present Job Role Main Findings
Table 4.4. Total Work Experience at the NGO Main Findings
Table 4.5. Education and Professional Qualifications Main Findings
Table 4.6. Managerial Perception and Related Issues
Table 4.7. Managerial Perception Main Findings
Table 4.8. Managerial Skills and Competencies Issues
Table 4.9. Managerial Skills and Competencies Main Findings
Table 4.10. Organisational Criteria Issues
Table 4.11. Organisational Criteria Main Findings
Table 4.12. Motivation Issues for Managerial Effectiveness
Table 4.13. Motivation for Effectiveness Main Findings
Table 4.14. The Degree of Demands and Constraints on Effectiveness Issues
Table 4.15. The Degree of Demands and Constraints Main Findings
Table 4.16. Choices and Opportunities Issues
Table 4.17. Choices and Opportunities for Effectiveness Main Findings
Table 4.18. Nature of Inter Organisational Influences Issues
Table 4.19. Nature of Inter Organisational Influences Main Findings
Table 4.20. Issues Related to Dominant Managerial Philosophy at Work
Table 4.21. Dominant Managerial Philosophy Main Findings
Table 4.22. Issues Related to Managers' Personal Context
Table 4.23. Issues Related to Managers' Personal Context Main Findings
Table 4.24. Issues Related to Organisational Context
Table 4.25. Issues Related to Organisational Environment Main Findings
Table 4.26. Issues Related to External Environment
Table 4.27. Issues Related to External Factors Main Findings

About the Authors

Dr Farhad Analoui is Professor of International Development and Human Resource Management, and has recently retired from the University of Bradford, UK (1988–2020). He lectures and provides consultancy services in management, capacity development and leadership effectiveness. Dr Analoui has worked with International Development agencies including the British Council, DFID, World Bank, UNDP, Regional Development Agency, Human Dynamics, Romanian European Commission and Siemens, in Europe, Africa, Asia, the Middle East, South East Asia and China. Dr Analoui has conducted research in Zimbabwe, Ghana, India, Oman, Romania, Croatia and in the UK. He has written several books, edited works and has published numerous articles in referred and professional journals.

Dr Shehnaz Kazi is Associate Researcher at the Department of Peace Studies and International Development, University of Bradford (UK). She has carried out empirical research in non-governmental organisations (NGOs) in India and has published a research paper, Development Working Papers Series, and a research report for the National AIDS Control Organisation (NACO), a division of the Ministry of Health and Family Welfare at Government of India. She has held seminars, lectures and conducts post-doctoral research in the field of ‘managerial effectiveness’, human resource development, third sector development, international development and capacity development for NGOs.


We are thankful for the support we have received from the National AIDS Control Organisation (NACO), Ministry of Health and Family Welfare, the Government of India, who saw value and potential in our quest to investigate and explore the untouched areas associated to the third sector environment in India.

This research would not have been possible without the commitment of the participating non-governmental organisations (NGOs) in the Maharashtra and Goa states in India, who are dealing with HIV/AIDS, and community development for marginalised groups and least regarded members of society.

We extend our appreciation to the NGO managers and non-managerial staff members at Mahaba, Diva, Veda, and Rafaa who took part in this study and for their sincere cooperation and support. We highly appreciate the friendly support we have received from our academic colleagues and friends; Prof. Chris Rees, Prof. Prathivadi Anand, Dr Rashmi Arora, and Nick Wolterman, the Editor, and also the publishing staff at Emerald; Alice Ford, Virginia Chapman, Lauren Malone, and Nagaruru Balaji Sai for their friendly guidance, unceasing support and encouragement throughout this project.