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In an age of growing skepticism about the development industry and about the appropriateness of the predominant paradigms of modernisation and immutable technology transfer, many scholars and practitioners are now attempting to re‐define approaches to development (e.g. Taylor, 1979; Galtung et al., 1980; Chambers, 1986; World Commission on Environment and Development, 1987). Out of this general effort to re‐consider the ways in which social and economic development should be conducted has emerged the notion of participation. In conceptual terms it is now widely agreed that development plans and policies must not only account for the perceptions and opinions of local populations, but that community groups should participate in the underlying processes of consultation and decision‐making. What is much less understood, however, are the mechanisms by which participation is operationalised and institutionalised, and the stresses as well as the advantages which accrue from participatory practices. This is particularly the case in the realm of scientific inquiry where participatory research (PR),(1) has emerged as part of the search to render science more germane to the needs and opinions of local people.

Public administration as an aspect of governmental activity has existed as long as political systems have been functioning and trying to achieve program objectives set by the political decision-makers. Public administration as a field of systematic study is much more recent. Advisers to rulers and commentators on the workings of government have recorded their observations from time to time in sources as varied as Kautilya's Arthasastra in ancient India, the Bible, Aristotle's Politics, and Machiavelli's The Prince, but it was not until the eighteenth century that cameralism, concerned with the systematic management of governmental affairs, became a specialty of German scholars in Western Europe. In the United States, such a development did not take place until the latter part of the nineteenth century, with the publication in 1887 of Woodrow Wilson's famous essay, “The Study of Administration,” generally considered the starting point. Since that time, public administration has become a well-recognized area of specialized interest, either as a subfield of political science or as an academic discipline in its own right.

This case uses concepts from Korten’s strategies of development-oriented four generations of non-government organizations (NGOs) and social psychology such as stereotypes, prejudices and actions to explain the social phenomenon. In furtherance, the case presents Aristotle’s approach to creating a message for masses that include use of ethos, pathos and logos. Stood’s (2017) narrative, engagement and technology (NET) model of social leadership was used to analyse the characteristics of social leaders.

Prima facie the case was developed from primary sources i.e. interviewing with Ashish Thakur. Literature from secondary sources was obtained to make teaching notes. List of references is presented towards the end that depicts the use of textbooks, research papers, websites and blogs. This case was tested in the classroom with MBA students learning business communication.

The case dealt with the challenges of an NGO that included conducting respectful last rites of unclaimed dead bodies. As the NGO grew, Ashish Thakur, the initiator of Moksh started facing resource management challenges, namely, volunteer induction, fundraising and managing non-human resources. These issues are deeply embedded in several social stereotypes about dead bodies. Learning covers strategies of four generations of NGO development, a NET model of social leadership, breaking social stereotypes related to dead bodies and last rites (necrophobia), designing social communication and opportunity to assess faulty rationalizations and do critical thinking around the socio-religious practices.

This case is intended to be used for the students of the social leadership or social entrepreneurship, social psychology, business communication or communication skills, organizational behaviour, advertising and social media.

This article analyzes the economic policy reform experience of three less developed countries (LDCs) during the 1980s -- Costa Rica, Ghana and Jamaica -- in three policy areas, exchange rate, trade, and agriculture. A political management model that shows how strong but skillful political leadership is as critical to policy reform success as is economic content is used for the analysis. The model proposes that government officials have to make policy reforms politically feasible if the reforms are to succeed. The assumption is that successful decision makers will take three kinds of political initiatives: (1) appeal to national sentiments, (2) seek the collaboration of affected interest groups, and (3) manage external actors. The article provides evidence that the economic perfomance of three countries correlated with the degree of political initiative taken. Costa Rican policy elites demonstrated the highest level of 1initiative. Ghana ranked second in political management, and Jamaica ranked third. The success of some LDCs also provides instructive experience for the Clinton Administration as it moves forward with a variety of policy reforms.

The purpose of this article is to see how companies from different fields try to cope with the consequences of the economic crisis.

Managerial approaches were analyzed. Members of the top management teams in 15 enterprizes were interviewed.

The macro and micro environments of these firms were found to be very similar, but the decisions they were making were very different. It was found that the differences in strategic approaches could be explained mostly by the attitudes and values of the top management team.

The author uses her experience in research on relationships among organisational learning, innovation, managerial values and business to describe the key differences of the two companies, who are both Hungarian owned.

This chapter introduces the volume’s theme by considering how the forces of globalization and complexity are leading organizations to reshape and redesign themselves, how meeting the challenges of sustainable effectiveness and shared value require multiorganization networks and partnerships, and how networks and partnerships develop, function, and can produce both private benefits and public goods.

We apply findings from social and political evolution frameworks, partnership and collaboration research, and design for sustainability concepts to induce the likely conditions required for sustainable effectiveness from a network perspective.

Successful partnerships and collaborations in service of sustainable effectiveness will require individual organizations to change their objective function and build new and varied internal and external capabilities.

The chapter sets the stage for the volume’s contributions.

This chapter presents a spiritual or wisdom-based approach to development, its rationale, conceptualization, methods and examples of applications. The politics of being proposes that societies explicitly make the fulfillment (‘being’) of all its members – humans and non-humans – their main goal, which should guide the development and implementation of public policies. It stands in opposition to the current development paradigm focused on economic growth or ‘having’, and rooted in a set of modern western values – individualism, materialism, reductionism, anthropocentrism, etc. By nourishing our relational nature, the politics of being can address the root causes of the meta crisis the world is facing, reconciling human flourishing with sustainability and supporting the cultural evolution that is needed. It proposes a dialogue between wisdom and science, the two main areas of knowledge, to guide its design and implementation. It conceptualizes ‘being’ as the actualization of our truest ‘being’ and our highest ‘being’. This means that societies should provide the right conditions for their human members to express themselves and fulfil their healthy aspirations, as well as to develop human virtues and qualities. Wisdom traditions and spiritual teachings offer relevant insights into the nature of human fulfilment and the process of spiritual evolution that can be applied to societies. They emphasize the cultivation of spiritual values and qualities such as love, peace, happiness, life, mindfulness, mystery and the understanding of interconnectedness. In recent decades, these qualities have become areas of scientific research and been at the core of social change and development initiatives. Together they can serve as the foundations of the politics of being and allow to identify actionable public policy agendas in many sectors mainly based on existing examples.

Argues taht the idea of global and national/international categories being inherently opposed, is a fallacy of the globalization debate. Seeks to illustrate how “international” co‐operation can have favourable national consdequences. Explores the implications of international volunteerism for nation‐building in Singapore.