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Tackling Fragmentation and Building Unity in an International Nongovernmental Organization
Author(s) -
McPeak Mark
Publication year - 2001
Publication title -
nonprofit management and leadership
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.844
H-Index - 54
eISSN - 1542-7854
pISSN - 1048-6682
DOI - 10.1002/nml.11406
Subject(s) - decentralization , face (sociological concept) , fragmentation (computing) , public relations , public administration , political science , business , management , sociology , law , economics , social science , computer science , operating system
Growth and decentralization have brought increasing conflict to many international NGOs, particularly between field and headquarters. This case study, written by the executive responsible for the activities portrayed, examines an attempt to define a clear new role for a headquarters department in a large, decentralized INGO focused on building unity of purpose. By ensuring that decentralized units of the organization took the leadership in related corporate initiatives whenever possible, with headquarters coordinating an inclusive process rather than implementing, unity was increased and tension reduced. Senior managers at the headquarters of growing, decentralized INGOs should find this case study relevant as they strive to maintain unity in the face of institutional fragmentation.