By Liesbet Heyse
The critical query during this booklet is how non-governmental humanitarian relief agencies begin, terminate and expand their venture actions. Humanitarian reduction businesses frequently face tough judgements approximately lifestyles and dying in a context of great time constraints which strength them to day-by-day decide on whom to assist and whom to not aid. Heyse specializes in how humanitarian reduction agencies make a majority of these judgements and gives an within view of the decision-making methods. NGO case experiences are used as representation: Medecins sans Frontieres (MSF) and appearing with church buildings jointly (ACT) either one of which function in a global community and symbolize particular sorts of NGOs usually present in the neighborhood. This e-book is considered one of few that opens up the black field of NGO operations, presents an empirical account of organizational selection making and combines insights of organizational decision-making thought and association conception.
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Additional resources for Choosing the Lesser Evil: Understanding Decision Making in Humanitarian Aid Ngos
If we ﬁnd more differences than similarities then we have the opportunity to explore how these differences could be explained, thereby ﬁlling in a void in the state of the art of (humanitarian) NGO research. A study of these differences might help us gain some ﬁrst understanding of differences in NGO decisions. 3 International The two humanitarian NGOs of this study Welfare (Operational) Development (Non-operational) MSF Holland ACT Holland Specialist NGO focused on medical aid and sanitation, advocacy and training Generalist NGO focused on organizational development, food, medicine, education and advocacy = welfare orientation = developmental orientation The research strategy followed in this book is neither a single case study nor a multiple N study, it is a study of two cases.
These various advantages of NGOs can be categorized in two perspectives on the function of NGOs: a political view and an instrumental view (Seibel & Anheier, 1990; Fisher, 1998). In the latter view, the NGO community is perceived as purely instrumental: it comprises of clusters of organizations that provide support and services which the state or the market does not provide at all or not as well (James, 1989). From this perspective, NGOs are studied as effective and efﬁcient service providers doing the job better than state or market organizations.
Herbert Simon adheres to this notion of the organization in his theory of the Opening the Black Box of Internal NGO Dynamics 35 administrative organization. 4 In the administrative organization, the criterion of efﬁciency is the driving force behind the organization of work. The organization is designed in such a way that the organizational goals will be accomplished with the lowest costs. An administrative organization has a consequential logic of decision-making, in which one choice is made from among many alternatives (Simon 1945/1997:72,77).