TY  - BOOK
AU  - Missoni,Eduardo
AU  - Alesani,Daniele
TI  - Management of international institutions and NGOs: framworks, practices and challenges 
SN  - 9780415706650
AV  - JZ4850 .M57 2013
U1  - 352.11 23
PY  - 2014///
CY  - London ; , New York : 
PB  - Routledge, Taylor & Francis Group
KW  - International agencies
KW  - Management
KW  - Non-governmental organizations
KW  - International cooperation
KW  - BUSINESS & ECONOMICS
KW  - International
KW  - General
KW  - bisacsh
KW  - Nonprofit Organizations & Charities
KW  - Business & Economics
KW  - Government & Business
KW  - fast
KW  - sao
KW  - 89.72 international organizations
KW  - nbc
N1  - Includes bibliographical references and index; Machine generated contents note; SECTION 1; The context --; 1; International Institutions: classification and main characteristics; Daniele Alesani --; 1.1; Introduction --; 1.2; Towards a definition of International Institutions --; 1.3; Possible classifications of International Institutions --; 1.4; The United Nations system --; 1.5; Global and regional International Financial Institutions --; 1.6; Other families of IIs --; 1.7; List of United Nations funds, programs and specialized agencies --; 1.8; List of regional development banks --; 2; International Non-Governmental Organizations: definitions, classification, and relation with the UN system; Eduardo Missoni --; 2.1; Defining NGOs --; 2.2; Non-profits --; 2.3; Civil society --; 2.4; Third sector and social economy --; 2.5; In search of operational definitions --; 2.6; Other transnationally operating non-profits --; 2.7; NGOs and the UN system --; 2.8; Case study: the Bill and Melinda Gates Foundation --; 3; Transnational Hybrid Organizations, Global Public-Private Partnerships and Networks; Eduardo Missoni --; 3.1; Introduction --; 3.2; Defining and classifying Transnational Hybrid Organizations and Global Public-Private Partnerships --; 3.3; Organizational arrangements of THOs and other public-private interactions --; 3.4; Lessons learned and challenges --; 3.5; From the idea of "partnership" to Global Public-Private Partnerships. A historical overview --; 3.6; Case study: the UN opening to the corporate sector -- the Global Compact --; SECTION 2; Management of international cooperation --; 4; The evolution of international development cooperation; Eduardo Missoni --; 4.1; The birth of development discourse and international aid --; 4.2; Critics from the south --; 4.3; Applying the "Shock Doctrine": the neoliberal response to crisis --; 4.4; Fight against poverty, partnership and development goals --; 4.5; Financing development --; 4.6; In search of aid effectiveness --; 4.7; The future of international cooperation, aid and development --; 5; Coordination and coherence among the main actors of the development sector: trends, initiatives and ways forward; Daniele Alesani --; 5.1; New paradigms for international development cooperation and coordination among development actors --; 5.2; Consolidated coordination mechanisms within the UN system --; 5.3; The search for UN system-wide coherence and focus on field operations --; 5.4; The UN system: towards a comprehensive country needs assessment and planning --; 5.5; Consistency, operational efficiency and effectiveness at the country level: the "Delivery As One" initiative --; 5.6; An inconvenient dilemma for the current coordination initiatives in the development sector --; 5.7; Case study: UNAIDS at the crossroad between UN system coordination, modernization of governance settings and management reform --; 6; Changing paradigms for program implementation; Daniele Alesani --; 6.1; A new role for IIs in technical cooperation programs' implementation: status and challenges --; 6.2; The changing aid environment and a new role for development actors --; 6.3; IIs: from "administration" to "strategic management" of implementing partners --; 6.4; Progress to date and future challenges --; 7; The evolution of funding policies and their impacts on International Institutions; Daniele Alesani --; 7.1; Introduction --; 7.2; Funding sources and mechanisms --; 7.3; The escalation of voluntary resources and its impacts on financial and operational management --; 7.4; Current initiatives to reform IIs' funding patterns --; 8; General coordination of responses to crisis situations; Eduardo Missoni --; 8.1; Introduction --; 8.2; The increasing need for a coordinated response --; 8.3; The evolution of the relationship between the humanitarian actors and their coordination mechanisms --; 8.4; Humanitarian coordination roles and organs --; 8.5; The humanitarian financing system --; 8.6; The 2005 UN Humanitarian Reform and the cluster system --; 8.7; NGO coordination in the field --; 8.8; Case study: humanitarian intervention in the aftermath of the Haiti earthquake --; 9; Accessing development assistance data and statistics; Luca Citino --; 9.1; Introduction --; 9.2; OECD aid information and reporting system --; 9.3; Aid flows from NGOs --; 9.4; The UN system aid statistics --; SECTION 3; Management systems and reforms in International Organizations --; 10; Governance models and reforms; Daniele Alesani --; 10.1; Governance in IIs and INGOs: definition and key concepts --; 10.2; Institutional governance: organizational arrangements and the "rules of the game" --; 10.3; Decision-making mechanisms in IIs and INGOs --; 10.4; Good governance in IIs and INGOs --; 10.5; International regimes and global governance --; 10.6; Conclusions --; 10.7; Case study: tripartite governance structures at the ILO and the ITU --; 10.8; Case study: UN Security Council -- veto power and reform proposals --; 11; Strategic thinking and planning; Ivano Bongiovanni --; 11.1; Introduction --; 11.2; The notion of strategy and the need for a tailored approach to public sector organizations and NGOs --; 11.3; The growing importance of strategy and strategic management in public and intergovernmental organizations --; 11.4; Towards a working definition of strategy for IIs and INGOs --; 11.5; Strategy formulation in IIs and INGOs: "thinking" and "planning" --; 11.6; Managing strategy in IIs and INGOs --; 11.7; Case study: new strategic decisions made by IFAD --; 12; Results Based Management; Daniele Alesani --; 12.1; Introduction --; 12.2; Results Based Management: concepts and definitions --; 12.3; The evolution of RBM in international cooperation --; 12.4; Specificities of RBM in International Organizations and the attribution issue --; 12.5; Success factors, best practices and challenges facing RBM implementation in International Organizations --; 12.6; Does performance matter? A donor's perspective --; 12.7; Case study: towards a harmonized and efficient IIs' performance oversight by donors -- the "common approach" and MOPAN --; 13; The evolution of budgetary, accounting and financial reporting systems; Daniele Alesani --; 13.1; Basics of accounting in public and non-profit organizations --; 13.2; Evolution of public sector accounting under the NPM agenda and progressive adoption of accrual accounting --; 13.3; Budgeting processes and budget structure in IIs --; 13.4; Financial accounting and reporting in IIs --; 14; Human Resources Management; Michael Hathorn --; 14.1; Introduction --; 14.2; HRM and reforms in International Organizations --; 14.3; Strategic HRM --; 14.4; Reforming the HRM function --; 14.5; Reform of the HR systems and tools --; 14.6; The future of HRM reforms in International Organizations --; 14.7; Case study: preventing and managing work-related disputes -- the UN internal justice system --; SECTION 4; Building and managing the organization's profile --; 15; Building and managing the organization's profile; Eduardo Missoni --; 15.1; Introduction --; 15.2; Communication and branding --; 15.3; Stakeholder management --; 15.4; Resources mobilization --; 15.5; Case study: the management of strategic partnerships with civil society organizations at UNICEF --; 15.6; Case study: social media strategy for IIs --; 16; Ethics and International Organizations; Gabriela Lupu --; 16.1; Introduction --; 16.2; Defining ethics --; 16.3; Ethics of International Organizations --; 16.4; Ethics in International Organizations --; 16.5; The ethical versus unethical organizations --; 16.6; Conclusions --; 16.7; Appendix: main fields of study in ethics --; 17; Conclusions; Daniele Alesani
N2  - "International Institutions (IIs), International NGOs (INGOs) and Transnational Hybrid Organizations (THOs) play a hugely important role in the modern world economy. Despite having been studied by scholars from a range of disciplines, these organizations have never been approached from a management perspective before this book. This ambitious book analyzes the management challenges associated with international cooperation and sheds light on how these organizations have evolved as the political, economic and business environments have changed around them. The authors cover an admirably broad canvas by including topics such as strategic implementation, big data and human resource management. Each chapter benefits from an integrative case study to aid understanding - cases used include The Bill & Melinda Gates Foundation, the Haiti Earthquake and the World Bank. This comprehensive textbook is a must-own resource for students and academics involved with studying and working with international organizations"--
ER  -