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This second edition of Management of International Institutions and NGOs covers all key topics in global governance, from a unique management perspective. It analyses the management challenges associated with international cooperation, rather than the more commonly explored political or economic lenses.
This second edition of Management of International Institutions and NGOs covers all key topics in global governance, from a unique management perspective. It analyses the management challenges associated with international cooperation, rather than the more commonly explored political or economic lenses.
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Professor Eduardo Missoni is a medical doctor with extensive experience in international development cooperation and global health. He is an Adjunct Professor at the SDA Bocconi School of Management, a Visiting Professor at several universities in Italy and abroad, and a former Secretary General of the World Organization of the Scout Movement.
Dr Daniele Alesani is a senior United Nations system professional and an Academic Fellow at the SDA Bocconi School of Management. He has worked for over a decade as international civil servant in several International Institutions and authored original research on managerial reforms in the multilateral sector.
Inhaltsangabe
Introduction Part 1: The Context 1. International Institutions: classification and main characteristics 2. International Non Governmental Organizations: definitions, classification, and relation with the UN system (Case Study Global Private Foundations - The Bill & Melinda gates Foundation) 3. Transnational Hybrid Organizations (Case Study The UN system opening to the corporate sector. The Global Compact) Part 2: Management of International Cooperation 4. The evolution of International Development Cooperation 5. Coordination and coherence among the main actors of the development sector - trends, initiatives and ways forward (Case Study UNAIDS: UN system coordination, governance and management reform) 6. Changing paradigms for programme implementation 7. General coordination of the multilateral response to crisis situations (Case study Humanitarian intervention in the aftermath of the Haiti earthquake) 8. Understanding international cooperation data Part 3: Management systems and reforms in international organizations 9. Governance models and reforms (Case Study Tripartite governance structures: the cases of ILO and ITU) 10. Strategic thinking and planning (Cases: The strategic positioning of the International Crisis Group (ICG); New strategic decisions at IFAD; The World Bank 'Reserve Advisory and Management Program' (RAMP) - which future?) 11. Results Based Management: specificities and challenges (Case Study Does performance matter? A donors' perspective and the MOPAN Group initiative) 12. Funding patterns and financial resources: trends, management and organizational impacts (Case study A GOP proposal for the United Nations budget) 13. The evolution of budgetary, accounting and financial reporting systems (Case study The transition to IPSAS by the UN system organizations) 14. Human Resource Management Part 4: Building and managing the organization's profile 15. Building and managing the organization's profile (Case Study Developing partnerships with civil society: the case of UNICEF) 16. Ethics in International Organizations - the Ethical Organization Summary: This work is divided into four main sections. Section 1 defines the three main families of International Organizations: 1. International Institutions (IIs) 2. International NGOs (INGOs) 3. Transnational Hybrid Organizations (THOs). The purpose of this section is to create a basic understanding and knowledge of the institutional and operational characteristics of the group of organizations under investigation (collectively called International Organizations, IOs). Section 2, describes the broader context in which IOs operate, we discuss the complex architecture of the international development cooperation sector, and the evolving dynamics among its main actors. The authors first explore the notion of "development" and its evolution. They then delve into the challenges related to program coordination in the international development and humanitarian aid sectors. They also analyze the evolving roles of IIs and INGOs in light of the emerging paradigms for program implementation and describe the evolution of IIs' funding mechanisms. Section 3 explores the current management reforms in IOs. The main objective of this section is to elaborate how managerial frameworks can be successfully applied to IOs and to showcase management tools and systems through actual practices and case studies. In this Section, the authors respond to questions such as: * What is strategic management and how it can help IOs organizations achieve their missions? * What is Result-Based Management (RBM) and how it can help leaders to better orient resources and organizations toward their objectives? * How do you gear the Human Resources Management (HRM) function and tools to motivate staff, nourish talent, and develop the organization? * How do you utilize accrual accounting to increase transparency, provide information on the financial sustainability of the organizations and ultimately improve financial management? * What are the intricacies of the governance of IOs and how can managers navigate them? Finally, Section 4 of this work explores how IIs and INGOs can build and manage their institutional profile. The authors first tackle the interrelated subjects of communications, external relations, and resources mobilization. They then approach the concept of "ethics" for organizations that, for their very nature, should promote sustainability and ethical values, but are often accused of a lack of transparency and accountability.
Introduction Part 1: The Context 1. International Institutions: classification and main characteristics 2. International Non Governmental Organizations: definitions, classification, and relation with the UN system (Case Study Global Private Foundations - The Bill & Melinda gates Foundation) 3. Transnational Hybrid Organizations (Case Study The UN system opening to the corporate sector. The Global Compact) Part 2: Management of International Cooperation 4. The evolution of International Development Cooperation 5. Coordination and coherence among the main actors of the development sector - trends, initiatives and ways forward (Case Study UNAIDS: UN system coordination, governance and management reform) 6. Changing paradigms for programme implementation 7. General coordination of the multilateral response to crisis situations (Case study Humanitarian intervention in the aftermath of the Haiti earthquake) 8. Understanding international cooperation data Part 3: Management systems and reforms in international organizations 9. Governance models and reforms (Case Study Tripartite governance structures: the cases of ILO and ITU) 10. Strategic thinking and planning (Cases: The strategic positioning of the International Crisis Group (ICG); New strategic decisions at IFAD; The World Bank 'Reserve Advisory and Management Program' (RAMP) - which future?) 11. Results Based Management: specificities and challenges (Case Study Does performance matter? A donors' perspective and the MOPAN Group initiative) 12. Funding patterns and financial resources: trends, management and organizational impacts (Case study A GOP proposal for the United Nations budget) 13. The evolution of budgetary, accounting and financial reporting systems (Case study The transition to IPSAS by the UN system organizations) 14. Human Resource Management Part 4: Building and managing the organization's profile 15. Building and managing the organization's profile (Case Study Developing partnerships with civil society: the case of UNICEF) 16. Ethics in International Organizations - the Ethical Organization Summary: This work is divided into four main sections. Section 1 defines the three main families of International Organizations: 1. International Institutions (IIs) 2. International NGOs (INGOs) 3. Transnational Hybrid Organizations (THOs). The purpose of this section is to create a basic understanding and knowledge of the institutional and operational characteristics of the group of organizations under investigation (collectively called International Organizations, IOs). Section 2, describes the broader context in which IOs operate, we discuss the complex architecture of the international development cooperation sector, and the evolving dynamics among its main actors. The authors first explore the notion of "development" and its evolution. They then delve into the challenges related to program coordination in the international development and humanitarian aid sectors. They also analyze the evolving roles of IIs and INGOs in light of the emerging paradigms for program implementation and describe the evolution of IIs' funding mechanisms. Section 3 explores the current management reforms in IOs. The main objective of this section is to elaborate how managerial frameworks can be successfully applied to IOs and to showcase management tools and systems through actual practices and case studies. In this Section, the authors respond to questions such as: * What is strategic management and how it can help IOs organizations achieve their missions? * What is Result-Based Management (RBM) and how it can help leaders to better orient resources and organizations toward their objectives? * How do you gear the Human Resources Management (HRM) function and tools to motivate staff, nourish talent, and develop the organization? * How do you utilize accrual accounting to increase transparency, provide information on the financial sustainability of the organizations and ultimately improve financial management? * What are the intricacies of the governance of IOs and how can managers navigate them? Finally, Section 4 of this work explores how IIs and INGOs can build and manage their institutional profile. The authors first tackle the interrelated subjects of communications, external relations, and resources mobilization. They then approach the concept of "ethics" for organizations that, for their very nature, should promote sustainability and ethical values, but are often accused of a lack of transparency and accountability.
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