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Managing NGOs in Developing Countries Volume II: Management Cases from Pakistan

Managing NGOs in Developing Countries Volume II: Management Cases from Pakistan 216 Book Reviews / African and Asian Studies 6 (2007) 201-218 Zafar Iqbal Qureshi (Editor) . Managing NGOs in Developing Countries Volume II: Man- agement Cases from Pakistan . New York/Oxford, UK: Oxford Univ. Press, 2005; 219 pages; price: not stated. In Managing NGOs in Developing Countries Volume II: Management Cases from Pakistan , Lahore University Management Sciences (LUMS) text series editor Zafar Iqbal Qureshi informs readers that the case studies described in the text were written “to serve as a basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation” (Acknowledgment). Th e depiction provides readers with an important and helpful insight as they proceed through five post-Introduction chapters, each of which includes multiple case studies covering one broad area of NGO administra- tion, including the following: 1) Managing People and Organizations, 2) Marketing and Advocacy, 3) Finance and Control, 4) Operations Management and 5) Managing Change. In spite of the publisher’s intentions, I see a very broad possibility within the frame of provoking meaningful reflection through the chapters. Texts like what we read from the 219-page book certainly prove useful for NGO administrators within the development industry; they will also http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png African and Asian Studies Brill

Managing NGOs in Developing Countries Volume II: Management Cases from Pakistan

African and Asian Studies , Volume 6 (1-2): 3 – Jan 1, 2007

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Publisher
Brill
Copyright
Copyright © Koninklijke Brill NV, Leiden, The Netherlands
ISSN
1569-2094
eISSN
1569-2108
DOI
10.1163/156921007x166943
Publisher site
See Article on Publisher Site

Abstract

216 Book Reviews / African and Asian Studies 6 (2007) 201-218 Zafar Iqbal Qureshi (Editor) . Managing NGOs in Developing Countries Volume II: Man- agement Cases from Pakistan . New York/Oxford, UK: Oxford Univ. Press, 2005; 219 pages; price: not stated. In Managing NGOs in Developing Countries Volume II: Management Cases from Pakistan , Lahore University Management Sciences (LUMS) text series editor Zafar Iqbal Qureshi informs readers that the case studies described in the text were written “to serve as a basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation” (Acknowledgment). Th e depiction provides readers with an important and helpful insight as they proceed through five post-Introduction chapters, each of which includes multiple case studies covering one broad area of NGO administra- tion, including the following: 1) Managing People and Organizations, 2) Marketing and Advocacy, 3) Finance and Control, 4) Operations Management and 5) Managing Change. In spite of the publisher’s intentions, I see a very broad possibility within the frame of provoking meaningful reflection through the chapters. Texts like what we read from the 219-page book certainly prove useful for NGO administrators within the development industry; they will also

Journal

African and Asian StudiesBrill

Published: Jan 1, 2007

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