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Background Following the COVID-19 pandemic, social distancing (a purposeful physical gap between individuals) was adopted as a sound preventative approach, necessitating remote working. Information Computer Technologies enables, to a large extent, employees to operate practically anywhere and at any time. This shift in working mode from proximity to remote has resulted in a significant and abrupt shift in how businesses operate. Furthermore, teleworking was inevitable, but the pandemic has made it mandatory. International NonGovernmental Organizations were among the organizations that have shifted partially or totally to remote work within their local teams. These organizations have a key, but not visited, role in the societies and have partnerships with business organizations. Yet, they are forgotten about researching the remote work phenomena evolved by the pandemic. Aim Our research aims to shed light on the elements of the remote work in the INGOs, including enablers and inhibitors of this phenomenon concerning INGOs management and leadership, as well as the opportunities and the challenges created as a result of it.  Methodology A phenomenological study to compose the expressions of the INGOs managers in working totally remotely in response to COVID/19. This study is conducted using an exploratory qualitative approach by interviewing five managers of Norwegian INGOs  Findings The research exposes areas in managing remote work, such as age in employees' isolation in virtual teams. The INGOs managers have very human-centered perspectives on managing work remotely. The deep human perspective is driven by the vision and goals of INGOs of helping people. The inputs of the INGOs leaders focused on the importance of trust, social relations, freedom, and the well-being of employees.  Contribution From a more helicopter view, the research is an inspiration for learning from INGOs in relation to research in remote work. Up to our research capacity, this research is the first to explore the phenomena of remote work in INGOs in general and certainly in Norway. Practically. Our research might encourage INGO managers to recognize the need to acknowledge the unique characteristics of remote work. Ultimately, the research might help them identify capacitybuilding training for managers and emerging leaders to lead their teams better and include remote work requirements in the proposals for the donors. The organization plans to assign funds for this purpose.  Limitations Cultural limitations as the study were conducted in one country. Limitations related to the data collection as the sample size is small and covers the managers' perception only. Not to mention the age of the managers, which should have an impact on their perspectives. As well as the superficial knowledge and consideration of management issues and remote leadership in INGOs led to difficulty in getting their perceptions. The limitations related to qualitative research and online interviews.

Over the past several decades, the numbers of international nongovernmental organizations (INGOs) that focus on tackling human rights issues have grown rapidly. These organizations operate internationally and work with governments, legislatures, social movement leaders, activists, donors, and individual citizens. As the number of operating INGOs has risen dramatically, researchers have simultaneously begun to investigate the possibility of creating a global civil society that would govern itself in order to maintain peace, create global solidarity and achieve human rights. This research investigates the role of nonprofit organizations in developing a global civil society by evaluating U.S.-based organizations that are tapping into an often-uninvolved subset of society—American donors. / Master of Public and International Affairs

Using a qualitative multiple case study methodology, this study explores the relationship between government funding and INGO autonomy in three INGOs through resource dependence and tool choice frameworks. Adapting Verhoest, Peters et al.'s (2004) conceptualization of organizational autonomy as the extent of an organization's decision making capacity in matters concerning agency operations and human resource and financial management; this research regards the authors second definition of financial, structural, legal, and interventional constraints not as types of autonomy per se, but as the mechanisms through which INGOs' actual use of their decision making competencies is constrained. The findings in this research suggest that relative to other funding sources, government funding disproportionately impacts INGOs' operational and managerial autonomy. This is largely accomplished through various ex ante and ex post constraints such as, rules and regulations on inputs allocation and use, performance controls and evaluation requirements attached to government funding. This research also finds that the tool of choice used by government to finance INGO activities also steer, direct and influence INGO grantees' decisions thus positioning INGOs to incorporate government policy interests, preferences and priorities. However, INGOs can exercise their autonomy through various strategies ranging from program design, contract negotiation, and participation in advisory groups.

Using a qualitative multiple case study methodology, this study explores the relationship between government funding and INGO autonomy in three INGOs through resource dependence and tool choice frameworks. Adapting Verhoest, Peters et al.'s (2004) conceptualization of organizational autonomy as the extent of an organization's decision making capacity in matters concerning agency operations and human resource and financial management; this research regards the authors second definition of financial, structural, legal, and interventional constraints not as types of autonomy per se, but as the mechanisms through which INGOs' actual use of their decision making competencies is constrained. The findings in this research suggest that relative to other funding sources, government funding disproportionately impacts INGOs' operational and managerial autonomy. This is largely accomplished through various ex ante and ex post constraints such as, rules and regulations on inputs allocation and use, performance controls and evaluation requirements attached to government funding. This research also finds that the tool of choice used by government to finance INGO activities also steer, direct and influence INGO grantees' decisions thus positioning INGOs to incorporate government policy interests, preferences and priorities. However, INGOs can exercise their autonomy through various strategies ranging from program design, contract negotiation, and participation in advisory groups.

Indigenous peoples are garnering more focus on the world stage, and as such it is critical to understand their role in development. Indigenous peoples are especially impoverished, and often face institutionalized discrimination by their governments and other forces. This repression, limited access to services, and resource predation endanger indigenous peoples’ lives and livelihoods. I attempted to identify indigenous peoples’ policies in seven major development international non-governmental organizations, and after finding none upon document research and staff interviews, propose theories for why this could be the case. I compare international non-governmental organizations’ lack of policies to the presence of policies in international organizations. The difference between these two types of organizations formed the base of my theories, which were based primarily around the organizational structure and the different types of pressure and expectations that they face. I argue, though, that international non-governmental organizations should have indigenous peoples’ policies for several reasons including the improvement seen in international organizations’ treatment of indigenous peoples and the importance of accountability and transparency in the development process. The Report finishes by suggesting avenues to test the theories proposed, and plans for indigenous advocates. / text

The role and importance of international non-governmental organisations (INGOs) has increased with globalisation and the growth of global institutions. Not only do INGOs play a major role in aid delivery in developing countries, they also serve as the voice of the people in the growing global governance system. Thus they have an increasing impact on the social and economic welfare of people around the world. For this reason, the performance and management of INGOs is vital. However, research on their management is lacking. INGOs possess unique characteristics including complex environments, value-based missions and no financial bottom line. Therefore, management practices, like internal communication, that are generally developed for for-profit organisations need to be evaluated for suitability within the INGO context. Strategic internal communication has been identified as driving organisational performance. Internal communication can be defined as strategic when its purpose is to align internal stakeholders with the organisation’s strategic intent. By facilitating strategic alignment, internal communication can play a critical role in organisational performance. Research on strategic internal communication is limited and virtually non-existent when considered within the INGO context. However, by considering communication management theory, strategic management theory and NGO management theory, it is possible to develop theoretical propositions on the strategic functioning of internal communication in INGOs. In particular, the theory suggests that a postmodern approach to strategic management and strategic internal communication can assist INGOs in addressing many of the challenges they face. This study explores the strategic functioning of internal communication in INGOs through exploratory, qualitative case studies. The evidence shows that internal communication in INGOs does not generally function strategically. However, the function is recognised as having potential to improve the performance of these organisations. In particular, there is support for the suitability of a postmodern approach to strategic internal communication in INGOs. / Dissertation (MPhil)--University of Pretoria, 2010. / Communication Management / MPhil / Unrestricted

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Conflict crises have a devastating impact on education. In response, international organisations have increasingly implemented Education in Emergencies (EiE) interventions in seeking to improve the access to education. However, little is known about the impact of these interventions in the context of armed conflict. The literature has mostly focused on the physical barriers that conflict brings to educational access and most of the previous research on the effectiveness of EiE interventions comes from stable low- and middle-income countries. By answering the question ‘How do Education in Emergencies interventions affect the access to education in conflict crises?’, this study seeks to contribute to this understudied field by first discussing the non-physical ‘opportunity costs’ conflict barriers to educational access. Subsequently, this study moves on to demonstrate the significance of particular components that EiE interventions may hold that are able to address these specific conflict barriers. The argument is tested through a qualitative comparative study of two international organisations that implement EiE programmes in Colombia. The empirical findings demonstrate the importance of a variety of different components of EiE interventions in improving access to education in conflict contexts, with indeed many of these addressing ‘opportunity costs’.