Document Type
Article
Publication Date
6-28-1905
Abstract
The proper nature of NGO management has been debated by many scholars, dividing the argument into at least two central themes: those who advocate that third sector organizations should take management more seriously and acknowledge the continuities with mainstream management, and those who argue that third sector organizations are distinct and cannot be managed using mainstream management practices (Lewis, 2002 and Thomas, 1998). A number of questions have been raised regarding the management of NGOs. What type of management is appropriate for NGOs? Does the management of these organizations differ from other sectors? What management practices are being used by Southern NGOs (e.g., leadership, motivation, human resource management practices) that can be characterized as "local" or "indigenous"? Each of these questions adds value to the understanding of third sector management and the drivers contributing to the formal and informal structure of these organizations. This paper will examine the decoupling of informal management practices from formal institutional rules in Rwandan NGOs, and how these practices lead to effective "ways of working"?
Keywords
non-governmental organizations
Rights
© The Author(s). Kelvin Smith Library provides access for non-commercial, personal, or research use only. All other use, including but not limited to commercial or scholarly reproductions, redistribution, publication or transmission, whether by electronic means or otherwise, without prior written permission is strictly prohibited.
Department/Center
Design & Innovation
Recommended Citation
Baldwin, Cheryl A., "Models of Management in Rwandan INGOs: The Decoupling of Formal and Informal Management Practices" (1905). Student Scholarship. 308.
https://commons.case.edu/studentworks/308