The development Aid Organization

This section of the handbook, subtitled Development Cooperation in Action: steps and tools" (in the right hand column of the Table of Contents), we share indications and tools for the benefit of persons and organizations that work in development cooperation actions. (more about the sections distinction in ⇒ handbook content).
 

No one co-operates alone, and the quality of the job done is determined by the professionalism and the sincerity of the organizations that carry out the job.

Conventionally, organizations are classified according to the different organizational types and organizational structures; however what really really makes the substantial difference is the strength of the organizational identity, the vitality of the organizational mission and the cohesiveness of the organizational teams.
 

We find a parallelism between the cooperation done by the individuals who are colleagues within an an organization and the cooperation among partners organizations associated in a consortium established for managing a development program or project. In a sense to establish a cooperation programme among different organizations is like to make a temporary meta-organization, where each organization becomes an associate partner to the other organization, until the program objectives are achieved. The organizations where there is in internal healthy communication and cooperation climate are the ones which are better capable to manage the program partnership. On on the other side, working in cooperation actions teaches to all actors an improved capacity to cooperate with ones colleagues within one's own organization.

In this handbook chapter we will share the experiences of the organizational life collected by the organizations that are associated to the Vrinda Project and some indications how to manage the organizational relationship in order to empower workers and partners and enable them to be reciprocally supportive.

We will explain here the reasons for the methodological assumption of this handbook, i.e. 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 a projectized organization, a learning organization and an employee empowering organization; the combination of these three factors the nurturing of a communication climate such as to work strategically, collaboratively and cost-effectively, being innovative and accountable.

Subsections of this chapter

• Organizational Types
• Organizational Structure
• Organizational Culture
• The projectized organization
• The learning organization
• The employee empowering organization
• The Organization’s mission
• The Organization’s vision

• Organizational and Institutional Development

[edit]See also

 ⇒ NGOs as development actors: their role, their limits; their challenges
 

[edit]Testimonials

See the Testimonials listed in . This issue is dealt with in the ⇒ Documentary
 

[edit]Other resources

• Statutes of association of Organizations working as Development Cooperation Actors

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• Organization types  --   Presentation Powerpoint

• Organizational Culture

• Characteristics of a development aid organization

• The Organization’s mission statement.

• Organization development  -  How to Empower the employees (and therefore the organization)

• Organizational and Individual Change

• The projectized organization

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See aslo:

• Human Behaviour in Organizations

• Communication in its cultural context