The Virtuous Spiral is without doubt a most welcome addition to the body of knowledge that will continue to be highly valued in the NGO sector.' Ezra Limiri Mbogori, Director, Mwelekeo wa NGO (MWENGO), Harare 'Fowler demonstrates how development NGOs can engage in a virtuous spiral of performance-based learning that regenerates public trust. This is a timely book, dealing squarely with the confidence crisis faced by many NGOs in the South and North.' Louk De La Rive Box, Director, European Centre for Development Policy Management, Maastricht Sustainability is crucial for all institutions involved in international development. This work offers practical guidance on how to achieve it. There are three main kinds of sustainability and a section of the book is devoted to each: making the impact of the organization's work sustainable, ensuring continuity of funding, and making the organization itself sustainable to remain viable. Achieving all three creates a virtuous spiral. The book takes an organizational rather than a technical or impact-based approach to sustainability. It is based on extensive international research and offers many practical examples of sustainability and the difficult trade-offs involved.
The Disciplinary Interview will ensure you adopt the correct procedures, conduct productive interviews and manage the outcome with confidence. It offers step-by-step guidance on the whole process, including: - understanding the legal implications - investigating the facts - presenting the management case - probing the employee's case - diffusing conflict through skilful listening and questioning - distinguishing between conduct and competence - weighing up the alternatives - dismissing or dropping the case; disciplining and improving performance through counselling and training.
At a time of rapid global change, development NGOs are having to scale up their impact, diversify their activities, respond to long-term crises and improve their performance on all fronts. Striking a Balance offers both analysis and a practical guide to how NGDOs can fulfil these demanding expectations. Written for all those involved with NGDO work, the book describes the objectives of sustainablepeople-centred development and the process required to achieve it, focusing on the five factors which determine effectiveness: suitable organisational design; competent leadership and human resources; appropriate external relationships; mobilisation of high quality finance; and the measurement of performance coupled to 'learning for leverage'. In each are the book explains the capacities needed and how they can be assessed and improved. Effectiveness calls for NGDOs which retain their non-profit values, establish the right type of Professionalism, manage dilemmas and balance choices to continually reflect the priorities, rights and needs of those who give them legitimacy: people who are poor and marginalised. This book provides a reference of current and future practices which will help NGDOs to do so.
In this 2010 edition of their book on the economic development of the Middle East and North Africa, Clement Henry and Robert Springborg reflect on what has happened to the region's economy since 2001. How have the various countries in the Middle East responded to the challenges of globalization and to the rise of political Islam, and what changes, for better or for worse, have occurred? Utilizing the country categories they applied in the previous book and further elaborating the significance of the structural power of capital and Islamic finance, they demonstrate how over the past decade the monarchies (as exemplified by Jordan, Morocco and those of the Gulf Cooperation Council) and the conditional democracies (Israel, Turkey and Lebanon) continue to do better than the military dictatorships or 'bullies' (Egypt, Tunisia and now Iran) and 'the bunker states' (Algeria, Iraq, Libya, Sudan, Syria and Yemen).
Despite two decades of investment in project management as many as 80 per cent of business change and IT projects continue to rack up cost overruns and fail to deliver their expected benefits. Business people who must have more certainty in their project investments will find this book refreshing. It contains commonsense but groundbreaking techniques that deal with just this challenge. The authors, far from rejecting current methods, take an imaginative approach to encapsulating established best practices such as PRINCE2TM within a framework of new thinking, innovative techniques and hard-nosed portfolio management. This book shows how project sponsors can radically improve the certainty of getting the benefits that they want and accelerate their projects to get them sooner rather than later (or never). Finance and portfolio managers will find techniques that provide them with the means for drilling down and tracking not only the costs, but also the cash values of project benefits, both tangible and intangible. Business people and project managers will find ideas here that enable them to create and control change in communities of stakeholders; which is the ultimate aim of the organizations that are investing time, resources and money in projects of this kind. Accelerating Business and IT Change is essential reading for anyone seeking to define the nature and value of what they expect from their projects, set realistic implementation schedules and then ensure that all the intended benefits are realized. Important: The CD version of this product requires a Java Run Time environment. If you are planning to use the CD in your office please check with your IT Department to make sure you will be able to use it.
Guides you systematically through the whole process of writing a job description. This book includes practical help on: deciding what to include with full-length examples for simple and more complex jobs; defining essential job constituents; and, maintaining flexibility while avoiding contractual difficulties.
This title was first published in 2003. The cotton industry was one of the major motors that powered Britain's industrial development from the mid-eighteenth century, contributing in no small way to the revolution that was to transform Europe over the next hundred years. The combination of technological developments, colonial exploits and social transformation that all came together in the Lancashire cotton industry provided a perfect example of how the new world would function, its priorities and its ambitions. Into this fast moving and fluid situation, were thrust the men, women and children who formed the vast pool of labour necessary to keep the spindles and looms running. It is their experiences above all, that illuminates the history of the cotton industry, and how it came to change the face of Britain through the nineteenth and early twentieth centuries. In this study, Alan Fowler takes an in-depth look at the Lancashire cotton industry through the prism of its workers, their families and organisations. He argues that by 1850 the triumph of the factory system was complete, and the factory operative a mainstay of a transformed society based on a new economic order. With this increasingly important role in the new economy came opportunities, which cotton workers were not slow to grasp. Crucial to the history of the Lancashire cotton operatives were the collective organisations they established which forced employers and government to treat with them. By the beginning of the twentieth century these organisations had managed to raise wages, improve working conditions, reduce working hours, establish the right to holidays, and force the introduction of factory legislation. This book explores how these victories were won and the impact they had on the industry and wider society.
It's easy to forget how difficult it is starting a new job. This handbook advises a formal induction course, covering its content and how it should be presented, and focuses on the specific induction needs of certain groups, such as school leavers, graduates and home-based workers. The book includes discussion of: why induction is important and the benefits of quick and effective absorption into the workforce; the first day at work and what the new starter must know; checklist of induction tasks; and widening the new starter's knowledge over the first month.
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