Harriss / Hewitt / Robinson | Managing Development | Buch | sack.de

Harriss / Hewitt / Robinson Managing Development



1. Auflage 1999, 352 Seiten, Gebunden, HC gerader Rücken kaschiert, Format (B × H): 161 mm x 240 mm, Gewicht: 724 g Reihe: Published in association with The Open University
ISBN: 978-0-7619-6478-0
Verlag: Sage Publications UK


Harriss / Hewitt / Robinson Managing Development

Managing Development is an authoritative text for all courses in development management, and provides insights into the partnership approach to development. It demonstrates how changing institutional imperatives, terminology and political agendas have resulted in new types of relationships emerging between groups and organizations in the development process. The book examines these opportunities, both by analysing the underlying concepts and agendas, and by thinking explicitly about what these mean for management practice. The contributors suggest ways in which inter-organizational relationships can be worked out in practice, and provide examples and case studies which explore ways of managing real-life complexities in development management.

This book will be essential reading for those studying development management, and for those working in development and policy. It will also be relevant to students and teachers of organizational development.

Managing Development is the course text for The Open University postgraduate course Institutional Development: Conflicts, Values and Meanings (TU872).

Weitere Infos & Material


PART ONE: INTRODUCTIONS
Why Inter-Organizational Relationships Matter - Dorcas Robinson, Tom Hewitt and John Hariss
Understanding Organizations and Institutions - Teddy Brett
A Hybrid or a Third Way? Contemporary Thinking on Inter-Organizational Relationships - Tom Hewitt
PART TWO: COMPETITION
The Private Sector and Competitive Markets in Development - Joanna Chataway
Competition within and between Organizations - Mick Moore
Two Decades of Competition Over Health in Mozambique - Joseph Hanlon
Conclusions to Part Two
Key Concepts and Principles of Competition
PART THREE: CO-ORDINATION
Reforming the State - Dorcas Robinson
Co-Ordination, Regulation or Facilitation?
Inter-Agency Co-Ordination in Emergencies - Jon Bennett
Co-Ordination in UN System - Paul Taylor
The Reform Process in the Economic and Social Organizations of the UN
PART FOUR: CO-OPERATION
Working Together - John Harriss
The Principles and Practice of Co-Operation and Partnership
Partnership - Angela Penrose
Building Trust and Co-Operation - Helena Dolney
Transforming the Land Bank
Conclusions to Part Four
Key Concepts and Principles of Co-Operation
PART FIVE: CONCLUSIONS
Royds Regeneration Programme - Gordon Wilson
A Case Study in Inter-Organizational Relationships
Putting Inter-Organizational Ideas into Practice - Tom Hewitt and Dorcas Robinson


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