NGOs and Organizational Change: Discourse, Reporting, and by Alnoor Ebrahim

By Alnoor Ebrahim

The organizational dynamics of non-governmental businesses (NGOs) became more and more complicated as they've got developed from small neighborhood teams into subtle multinational businesses with worldwide networks. Alnoor Ebrahim's examine analyzes the organizational evolution of NGOs due to their elevated profile as bilateral companions in providing relief. targeting the relationships among NGOs and their overseas community of funders, it examines not just the tensions created by way of the reporting requirement of funders, but additionally the innovations of resistance hired by means of NGOs.

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Extra resources for NGOs and Organizational Change: Discourse, Reporting, and Learning

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3 AKF has continued to play a key role in providing the NGO with logistical, programmatic, and financial assistance, and it also retains a permanent seat on AKRSP (I)’s board. The corpus fund provided an unusual advantage to AKRSP (I) in establishing itself, since most non-profit organizations rely solely on yearly grants and donations. 4 This board was able to recruit, as its first Chief Executive Officer, an influential government official who had recently retired from the top rural development post in the state.

By the early 1980s, Sadguru’s efforts had focused on the activities of lift-irrigation and NGO behavior and development discourse 39 agro-forestry. In lift-irrigation, the NGO’s attention had initially been focused on technical expertise and on construction quality – the irrigation systems were operated and maintained by Sadguru staff, while farmers were responsible for paying water users’ fees. As NGO staff gained experience in working with farmers, however, responsibilities for operation, maintenance, construction, collection of users’ fees, and overall management of the irrigation systems were transferred from NGO staff to the farmer-run Lift Irrigation Cooperative Societies (LICS).

This public official later went on to become the first Chief Executive Officer of AKRSP (I). As we shall see, Sadguru’s development model was to have an impact on the formation of AKRSP (I), and both organizations were to have wider policy impacts, particularly in evolving participatory development interventions within Gujarat state and elsewhere. The rise of “participation” Just as the “basic needs” and “integrated rural development” approaches dominated development discourse in the 1960s and 1970s, the idea of “participatory development” rose to popularity amongst development practitioners and planners in the 1970s and 1980s.

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