Guideline: How to manage programmes for a learning organization that is projectized and employee empowering

Guidelines 

 programme management 

 

 

 How to manage programmes for a learning organization that is  projectized and  employee empowering 

 

The aim: manage the programme cycle in such a way that the program:

 

Resource implications

  1. By generating increased capacity of local Organization personnel to design projects and respond to call for proposals by international donors, Organization programme in Nepal will become less dependent on unrestricted funds.

  2. By promoting increased participation of partners in designing and implementing projects, projects will increasingly avail of partners’ capacity to access and share additional resources.

  3. The learning organization environment and the consequent investments in capacity development will upgrade the HRs and give returns in terms of improved efficiency and efficacy of resources allocations.

  4. By generating the conditions for increased responsibility of local staff in senior management posts, the programme will be less dependent on expatriate staff, so it will be more cost effective and will limit the loss of institutional memory associated with frequent senior leadership changes.

 

See also  normative principles of program management

 

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The basic assumption of this manual is that the best managerial style for a development aid organization  is of designing and managing itself and its culture in such a way as to make itself :

Only organizations that are projectized and that empower their employees create a communication climate such as to work strategically, collaboratively and cost-effectively, being innovative and accountable.