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Managing Development
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Managing Development
Understanding Inter-Organizational Relationships

Edited by:


October 1999 | 352 pages | SAGE Publications Ltd
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).

 
PART ONE: INTRODUCTIONS
Dorcas Robinson, Tom Hewitt and John Hariss
Why Inter-Organizational Relationships Matter
Teddy Brett
Understanding Organizations and Institutions
Tom Hewitt
A Hybrid or a Third Way? Contemporary Thinking on Inter-Organizational Relationships
 
PART TWO: COMPETITION
Joanna Chataway
The Private Sector and Competitive Markets in Development
Mick Moore
Competition within and between Organizations
Joseph Hanlon
Two Decades of Competition Over Health in Mozambique
 
Conclusions to Part Two
 
Key Concepts and Principles of Competition
 
PART THREE: CO-ORDINATION
Dorcas Robinson
Reforming the State
Co-Ordination, Regulation or Facilitation?

 
Jon Bennett
Inter-Agency Co-Ordination in Emergencies
Paul Taylor
Co-Ordination in UN System
The Reform Process in the Economic and Social Organizations of the UN

 
 
PART FOUR: CO-OPERATION
John Harriss
Working Together
The Principles and Practice of Co-Operation and Partnership

 
Angela Penrose
Partnership
Helena Dolney
Building Trust and Co-Operation
Transforming the Land Bank

 
 
Conclusions to Part Four
Key Concepts and Principles of Co-Operation

 
 
PART FIVE: CONCLUSIONS
Gordon Wilson
Royds Regeneration Programme
A Case Study in Inter-Organizational Relationships

 
Tom Hewitt and Dorcas Robinson
Putting Inter-Organizational Ideas into Practice

Managing Development introduces students to the complex relationships existing within and influencing the development world. This is an important resource for development studies students who will be entering the working world, as it helps to introduce and explain some of the key inter-organizational dynamics which they will face.

Dr Samantha Leonard
Department of Development Studies, Nelson Mandela Metropolitan University
June 8, 2015

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