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, Leeds, 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