Index

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

This content is currently only available as a PDF

Citation

Analoui, F. and Kazi, S. (2021), "Index", Managing NGOs in the Developing World, Emerald Publishing Limited, Bingley, pp. 133-139. https://doi.org/10.1108/978-1-80043-782-120210009

Publisher

:

Emerald Publishing Limited

Copyright © 2021 Emerald Publishing Limited


INDEX

Advocacy
, 19, 22, 80–81

Age
, 59–61

Anonymity
, 10, 34

Association for Voluntary Agencies for Rural Development (AVARD)
, 16–18, 20

Awareness
, 103–104

Behavioural influences
, 2, 6, 43–44, 46, 89, 104

Building Resources Across Communities (BRAC)
, 8–9

Bureaucratic ways
, 97

Capacity building
, 6–7, 19, 31–32, 36, 64

Caste systems
, 97

Chakra model
, 26–27

Change agents
, 33–35

‘Characteristics, traits and qualities’
, 64–65

Chief Managers
, 61–62

Choices and opportunities of NGO managers
, 74–77, 80, 83

Citizen Amendment Act (CAA)
, 97

Closed system

human resource development
, 6–7, 69

human resource management
, 6–7, 24–25, 69

open system
, 86–88, 99–100

philosophy
, 26, 45–46, 85–86

Colonial

post-independence
, 16–17, 99

pre-colonial
, 16–17

Communication skills
, 70

Community
, 1, 89

development
, 15–16, 30–31, 43, 101

Community development workers. See Change agents

Competencies

‘good human relation’
, 67–69

of NGO managers
, 67–71

‘planner’ and ‘leadership’
, 67–69

Competition among staff
, 84

Complexities
, 103

Contextual factors
, 6, 12, 67, 71, 102, 105–106

Contextual influences on managerial effectiveness
, 89–100

external contextual influences
, 95–100

organisational context
, 92–95

personal context
, 90–92

Contingency plans
, 53

Core Committee
, 34–35

COVID-19 epidemic
, 1

Culture
, 6–7, 15, 32, 96

person culture
, 80–81

role culture
, 81

societal
, 99, 103

‘Daana’ (giving)
, 8, 9, 15–16, 16–18, 34, 38, 66

Data
, 47

analysis
, 93, 99

categorisation
, 53–54, 57

demographic
, 43, 54

generation and collection
, 52–53

qualitative
, 56

quantitative
, 56

tabulation
, 53–54, 57

Deductive approach
, 46

‘Deepastambha’
, 15

Demands and constraints, degree of

on effectiveness issues
, 78

findings
, 79

‘Devadasis’ of Nayaka ruling
, 16

Discrimination
, 20–21

District AIDS Prevention and Control Units (DAPCU)
, 24, 43–44

Diva
, 10, 35–36, 43–44, 59–60

Dominant managerial philosophy of NGO managers
, 85–89

Education
, 63–64

Effective manager
, 33–34

Effectiveness for NGO managers

contextual influences on managerial effectiveness
, 89–100

emerging model of managerial effectiveness for NGOs
, 100–104

managerial effectiveness parameters
, 64–88

participants’ profile
, 59–64

Effectiveness of HIV/AIDS NGOs and managers in India
, 8–9

Emerging model of managerial effectiveness
, 100–104

awareness
, 103–104

complexities
, 103

preferences
, 101–103

Epistemological reasoning
, 44–45

Ethics
, 54–55, 93

External contextual influences
, 95–100

Extrinsic motivators
, 74–76, 81, 104

Findings
, 2–3, 46, 59–60, 66

age
, 61

degree of demands and constraints
, 79

dominant managerial philosophy
, 89

education and professional qualifications
, 63

gender
, 60

issues related to external factor
, 100

issues related to managers’ personal context
, 92

issues related to organisational environment
, 94

managerial perception
, 68

managerial skills and competencies
, 71

motivation for effectiveness
, 76

nature of interorganisational influences
, 86

organisational criteria
, 74

present job role
, 61

total work experience at NGO
, 62

Fund-raising issues
, 97

‘Ganikas’ in Mauryan era
, 16

Gaza Strip
, 66, 73

Gender

bisexual
, 17–18

gay
, 9, 17–18

lesbian
, 9, 17–18

transgender
, 17–18

Gender
, 59–60

Goa state
, 9–10, 14–15

community development in
, 43

‘Good human relation’ competencies
, 67–69

‘Good organiser’
, 67–69

Government intervention
, 22–23

Government restrictions
, 97

Hierarchy

of contextual influences
, 3

influence of contextual factors on clusters of parameters
, 102

vertical
, 31–32

High-risk group members, social responses of
, 19–21

HIV/AIDS management in India

government intervention
, 22–23

management effectiveness
, 23–24

NACO
, 23–24

social responses
, 19–21

stigma and discrimination
, 20–21

Sustainable Development Goals
, 22

Holistic

approach
, 9–10

managerial effectiveness
, 103–104

Human immunodeficiency virus and acquired immunodeficiency syndrome (HIV/AIDS)
, 1–2

effectiveness of HIV/AIDS NGOs and managers in India
, 8–9

epidemic state in India
, 17–19

sensitive issue
, 48–49

Human resource management
, 24–25

Humanistic approach
, 67–69

Hygiene factors
, 74–77

ICVA
, 27

India
, 13–15

Daana’ (giving)
, 16–17

effectiveness of HIV/AIDS NGOs and managers in
, 8–9

HIV/AIDS epidemic state in
, 17–19

NGOs in
, 18–19

population characteristics and trends of religious groups
, 14

Seva’ (service)
, 16–17

social construction and development
, 15–17

Indian Railway Organisation
, 69–70

Inductive approach
, 2, 46, 48–49

Information, Education and Communication services (IEC)
, 23

Injecting drug users
, 9, 17–18

Inter organisational influences for NGO managers
, 83–85

Interpretive stance
, 9–10, 43–44

Interpretivism
, 45–46

Intrinsic motivators
, 75–77, 104

Intrinsic reasons
, 74

Job

roles
, 61–63

satisfaction
, 74–75

‘Kalavantins’ of Marathi society
, 16

Leadership
, 6, 26, 33–34, 67–69, 87

‘Leadership and supervisory’ skills
, 67–69

Learning leader
, 33–34

Lebanon
, 66, 73, 99–100

Mahaba
, 10, 34–35, 43–44, 59–60

Mahabarat
, 1

Maharashtra state
, 9–10, 14

community development in
, 43

Maharashtra State AIDS Control Society (MSACS)
, 36–38

Management effectiveness

changing paradigm of NGO management, development and
, 31–32

of HIV/AIDS
, 23–24

Managerial effectiveness
, 1–3

contextual influences on
, 89–100

emerging model of
, 100–104

exploratory conceptual framework
, 9–11

generic model of parameters
, 10

and NGOs
, 5–8

research scope and challenges
, 9–11

Managerial effectiveness parameters
, 64–88

choices and opportunities of NGO managers
, 74–77, 80, 83

dominant managerial philosophy of NGO managers
, 85–89

influence of contextual factors on clusters of parameters
, 102

inter organisational influences for NGO managers
, 83–85

motivation of NGO managers
, 74–77

nature of interorganisational influences
, 86

organisational criteria of NGO managers
, 71–74

perception of NGO managers
, 64–68

skills and competencies of NGO managers
, 67–71

Marginalised groups
, 1, 2, 6, 22, 46, 104

Marginalised members
, 1, 37–39, 97, 104

Meaning(s)
, 2–3, 43–45

social
, 15–16

Methodological approach
, 45

Methodology

deductive approach
, 46

inductive approach
, 2, 46, 48–49

interpretive stance
, 9–10, 43–44

Migrant workers
, 9, 36

Millennium Development Goals
, 22

Motivation

for effectiveness
, 76

of NGO managers
, 74–77

Motivators

extrinsic
, 74–76, 81, 104

intrinsic
, 75–77, 104

Multi-faceted

complexities
, 6–7

influencing factors
, 28–29

personal attributes and qualities
, 91–92

National AIDS Control Organisation (NACO)
, 9–10, 16–18, 21, 23–24, 43–44, 48–49, 54–55

National AIDS Control Programme (NACP)
, 23

National Institute of Transforming India (NITI)
, 22

National Policy on Voluntary Sector
, 22–23

National Register of Citizens (NRC)
, 97

Nature of interorganisational influences
, 86

Networking role
, 33–34

NGO Human Resource Development
, 27–34

changing paradigm of NGO management, development and managerial effectiveness
, 31–32

NGO managerial effectiveness
, 29–31

NGO managers
, 33–34

responding to culture and context
, 32

NGO managers

choices and opportunities of
, 74–77, 80, 83

dominant managerial philosophy of
, 85–89

inter organisational influences for
, 83–85

motivation of
, 74–77

organisational criteria of
, 71–74

perception of
, 64–68

skills and competencies of
, 67–71

Non-governmental organisations (NGOs)
, 1–3

Diva
, 35–36

effectiveness of HIV/AIDS NGOs and managers in India
, 8–9

emerging model of managerial effectiveness for
, 100–104

in India
, 18–19

Mahaba
, 34–35

management
, 24–25

managerial effectiveness and
, 5–8

managers and job roles
, 51

organisations with managerial and non-managerial staff participant distribution
, 52

philosophical stance
, 44–46

qualitative and quantitative strategies
, 45

Rafaa
, 37–38

thematic analysis
, 53–55

theoretical perspective and framework
, 48–53

in urban and rural areas
, 14

Veda
, 36–37

Non-managerial staff
, 9–10, 43–44, 48–49, 52

Oman
, 66

Open system
, 99–100

Opportunities of NGO managers
, 74–77, 80, 83

Organisational context
, 92–95

Organisational criteria of NGO managers
, 71–74

Organisational design
, 30–31

Organising ability
, 67–69

Palestine
, 94

Parameters

generic model of
, 10

influence of contextual factors on clusters of
, 102

managerial effectiveness
, 64–88

Participants’ profile
, 59–64

age
, 59–61

education and professional qualification
, 63–64

gender
, 59–60

job roles
, 61–63

work experience
, 61–63

Participatory Research in Asia (PRIAs)
, 16

People-related skills
, 70

People’s Action for Development of India (PAD)
, 16–17

Perception of NGO managers
, 64–68

Personal context
, 90–92

Personal experiences
, 48–49

Philosophical stance
, 44–46

‘Planner’ and ‘leadership’ competencies
, 67–69

Policy
, 27–28

gender
, 72–73

initiatives
, 22

Political issues
, 97

Politically correct administration
, 88

Post-emergency
, 16–17

Post-independence
, 16–17

Pre-colonial phase
, 16–17

Preferences
, 101–103

Professional qualification
, 63–64

Project Directors
, 61–62

Purposefulness
, 99–100

Qualitative research design elements
, 46–47

reasons for chosen research design and elements
, 48

Qualitative strategies
, 45

Quantitative strategies
, 45

Rafaa
, 10, 37–38, 43–44, 59–60

Ramayan
, 1

Red Ribbon Express
, 21

Refresher training
, 69

Religious belief
, 97

Research

methods
, 49–50

philosophy
, 26, 45–46, 85–86

Rewards system
, 74

Rivalry
, 84

Sanskrit practices
, 6

Second colonial phase
, 16–17

Self-serving
, 80–81

‘Seva’ (service)
, 8–9, 15–18, 34, 36, 38, 66

Sex workers
, 9, 17–20, 36, 64

Simplified model
, 27

Skills

and competences
, 67–71

people-related
, 67–70

task-related
, 67–70

Social change in India
, 19–20

Social constructionism
, 44–45

Social meaning
, 15–16

Social science research
, 44

Social service
, 16–17

South Asian Association for Regional Cooperation (SAARC)
, 10–11, 13

State AIDS Prevention and Control Societies (SACS)
, 23

Stigma
, 20–21

Strategic Information Management Systems (SIMS)
, 23

Strategic management
, 26–27

chakra model
, 26–27

simplified model
, 27

Superiority
, 84

Sustainable Development Goals
, 22

System

caste systems
, 97

closed system
, 83–84

open system
, 99–100

Taboo
, 43, 95–97

managers and job roles
, 51

nature–HIV/AIDS sufferers
, 9

organisations with managerial and non-managerial staff participant distribution
, 52

philosophical stance
, 44–46

qualitative and quantitative strategies
, 45

thematic analysis
, 53–55

theoretical perspective and framework
, 48–53

Tabulation
, 53–54, 57

Target Intervention
, 64

‘Tawaifs’ of Lucknow’s Nawabs
, 16

Thematic analysis
, 53–55

data analysis result
, 55

Triangulation
, 54–55

Theoretical perspective and framework
, 48–53

accessing
, 50

data generation and collection
, 52–53

personal experiences
, 48–49

research methods
, 49–50

selection of NGO organisations
, 50–52

Third sector
, 2, 6, 33

development
, 16–17

organisations
, 12, 24, 71, 103–104

Time management
, 79

Traditional

classical management style
, 87

management techniques
, 71

Training and development
, 6–8, 24, 31, 87

Transactional leadership
, 66

Trial and error practices
, 25

Triangulation
, 54–55

Truck drivers
, 9, 17–18, 36, 64

UNAIDS
, 20–21

Vasco-da-Gama
, 14

Veda
, 10, 36–37, 43–44, 59–60

Welfare activities
, 16–17

Western

human resource management theories and practices
, 25

management practices
, 24–25

NGOs
, 26, 30–31

Work experience
, 61–63

Workload
, 63, 82

allocation
, 62

World Alliance for Citizen Participation (CIVICUS)
, 8–9, 32

World Health Organisation (WHO)
, 20–21