Managing Development: Understanding Inter-Organizational Relationships

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).

Dorcas Robinson combines research work at The Open University with work as a Progamme Manager for a non-governmental organization in Tanzania. Tom Hewitt is Senior Lecturer at The Open University and Director of its Postgraduate Programme in Development Management. John Harriss is Director of the MSc in Development Studies at the LSE and president of the Development Studies Association.

CONTRIBUTOR′S AFFILIATIONS:

Jon Bennett NGO writer

Teddy Brett London School of Economics

Joanna Chataway Open University

Helena Donley Land Bank, South Africa

Joe Hanldon Open University

Bob Hodgeson Consultant

Mick Moore Sussex University

Angela Penrose Save the Children Fund

Paul Taylor London School of Economics

Gordon Wilson Open University