tional donors demand greater financial accountability and more concrete evidence of program impact. Small, independent NGOs find it hard to keep pace with more efficient, larger ones that take advantage of economies of scale in marketing, operations, and support services. The world of competitive market dynamics presents difficult paradoxes to many who work in the NGO sector. They believe that their organization’s strength, fuelled by the staff’s primary motivation, is in its determination to help people improve their lives. But in this more competitive NGO world, it is no longer enough to simply have good intentions and a strong value orientation. As noted by Lindenberg (2001), those working in the NGO sector now recognize that NGOs that do not adapt their strategies and promote greater impact, efficiency, and accountability run the risk of bankruptcy as well as irrelevance. Yet they fear that too much attention to market dynamics and private and public sector techniques will destroy their value-based organizational culture.
如今,越来越多的非政府组织争夺日益稀缺的捐助资源。私人和机构捐助者都要求加强财政问责制,并提供更具体的方案影响证据。小型、独立的非政府组织发现很难跟上更高效、更大的非政府机构的步伐,因为它们在营销、运营和支持服务方面利用了规模经济。竞争性市场动态的世界给许多在非政府组织部门工作的人带来了困难的悖论。他们认为,员工的主要动机激发了他们组织的力量,他们决心帮助人们改善生活。但在这个竞争更加激烈的非政府组织世界中,仅仅有良好的意图和强烈的价值取向已经不够了。正如Lindenberg所指出的,那些在非政府组织部门工作的人现在认识到,如果非政府组织不调整其战略并促进更大的影响力、效率和问责制,就会面临破产的风险,而且与此无关。然而,他们担心过于关注市场动态和私营和公共部门的技术会破坏他们基于价值的组织文化。
It has also been argued elsewhere that the management system for NGOs is supposed to be different from traditional management thoughts given by Fayol’s Modern Operational Management, Taylor’s scientific management and Weber’s Bureaucratic Model, because of their distinctiveness in vision, mission, organisational culture, goals and values from the other two sectors (Rahman 2003). Stemming from Henri Fayol’s (1916) definition of management as forecasting, planning, organizing coordinating and control, Rahman (2003) gave a possible definition of NGO management: ‘To manage an NGO is to forecast with shared vision, to plan strategically, to operate professionally and to lead culture friendly’. In this definition the word ‘organise’ used by Fayol has been replaced by ‘operate’ in order to give a more functional touch, and the word ‘control’ has been replaced by ‘lead’ because there is a minimum use of control in NGO management as the shared values of NGOs discourage the concentration of power at the hierarchical levels and in their functions.
其他地方也有人认为,非政府组织的管理体系应该不同于法约尔的现代运营管理、泰勒的科学管理和韦伯的官僚模式所提出的传统管理思想,因为它们在愿景、使命、组织文化、目标和价值观方面与其他两个部门不同。根据亨利·法约尔对管理的定义,即预测、规划、组织协调和控制,拉赫曼对非政府组织管理给出了一个可能的定义:“管理一个非政府组织,就是以共同的愿景进行预测,进行战略规划,进行专业运营,并领导文化友好型”。在这一定义中,Fayol使用的“组织”一词已被“运营”所取代,以提供更具功能性的接触,“控制”一词被“领导”取代,因为在非政府组织管理中,控制的使用最少,因为非政府组织的共同价值观阻碍了权力在层级和职能上的集中。
Having agreed that management has gained importance for NGOs, what then are the key management challenges for NGOs? Though management challenges abound also in the public and private sectors, the NGO sector has a unique complex nature with its own characteristic management challenges ranging from funding problems to leadership, performance monitoring & evaluation, accountability, scaling up, human resources, organization culture, and professionalization. The following sections will however focus on the first five challenges I believe a key in NGO management.
既然已经同意管理对非政府组织的重要性,那么非政府组织面临的主要管理挑战是什么?尽管公共部门和私营部门也面临着大量的管理挑战,但非政府组织部门具有独特的复杂性,具有其特有的管理挑战——从资金问题到领导力、绩效监测和评估、问责制、规模扩大、人力资源、组织文化和专业化。然而,以下各节将重点讨论我认为是非政府组织管理中关键的前五个挑战。
FUNDING AND INDEPENDENCE 资金和独立性
Funding is a very major challenge in NGO management. NGOs require funds to carry out programs and maintain the organization. Unavailability of funds for an NGO could mean a total ‘standstill’. NGOs could most time depend on government for funding. However, NGOs that depend largely on public finance run the risk of becoming mere government subsidiaries by implementing activities formerly carried out by their own governments or multilateral institutions (Senillosa, 1998). Government po