devkota bharat prasad (8 resultados)

Condición: New. pp. 516.

Taschenbuch. Condición: Neu. This item is printed on demand - it takes 3-4 days longer - Neuware -Nationalisation process covers three distinct phases: indigenisation of management positions, institutional development and capacity building, and complete handover of ownership. National staff often consider nationalisation as a negative step as it brings uncertainty for viability of the organisation. INGOs perceive nationalisation as a developmental step for enhancing local ownership, participation and capacity, and moving from direct implementation to partnership. However, they also view this as a convenient way of phasing out their involvement motivated by a lack of funding. Donors consider nationalisation as a more cost-effective development approach that provides a direct link with local organisations. Considerable effort is usually focused on creating a new national organisation but inadequate attention is paid to developing a post-nationalisation strategy. Often INGOs embrace nationalisation when they run out of funding. Genuine nationalisation occurs when there is a clear intent to devolve programmes backed by enhancing the local capacity, a clear institutional framework, and an authentic partnership between parent and nationalised NGOs after the institutional separation. 516 pp. Englisch.

Condición: New. Dieser Artikel ist ein Print on Demand Artikel und wird nach Ihrer Bestellung fuer Sie gedruckt. Autor/Autorin: Devkota Bharat PrasadBharat P. Devkota, MBA, PhD: Studied MBA from Henley Management College, UK and PhD from University of Reading, UK. Worked in the field of managing development programmes and agencies including Programme Directo.

Taschenbuch. Condición: Neu. Nationalisation of International NGO Programmes and Institutions | Transformation of Development Institutions in the Context of Cambodia | Bharat Prasad Devkota | Taschenbuch | 516 S. | Englisch | 2014 | LAP LAMBERT Academic Publishing | EAN 9783659498473 | Verantwortliche Person für die EU: preigu GmbH & Co. KG, Lengericher Landstr. 19, 49078 Osnabrück, mail[at]preigu[dot]de | Anbieter: preigu Print on Demand.

Taschenbuch. Condición: Neu. This item is printed on demand - Print on Demand Titel. Neuware -Nationalisation process covers three distinct phases: indigenisation of management positions, institutional development and capacity building, and complete handover of ownership. National staff often consider nationalisation as a negative step as it brings uncertainty for viability of the organisation. INGOs perceive nationalisation as a developmental step for enhancing local ownership, participation and capacity, and moving from direct implementation to partnership. However, they also view this as a convenient way of phasing out their involvement motivated by a lack of funding. Donors consider nationalisation as a more cost-effective development approach that provides a direct link with local organisations. Considerable effort is usually focused on creating a new national organisation but inadequate attention is paid to developing a post-nationalisation strategy. Often INGOs embrace nationalisation when they run out of funding. Genuine nationalisation occurs when there is a clear intent to devolve programmes backed by enhancing the local capacity, a clear institutional framework, and an authentic partnership between parent and nationalised NGOs after the institutional separation.VDM Verlag, Dudweiler Landstraße 99, 66123 Saarbrücken 516 pp. Englisch.

Taschenbuch. Condición: Neu. nach der Bestellung gedruckt Neuware - Printed after ordering - Nationalisation process covers three distinct phases: indigenisation of management positions, institutional development and capacity building, and complete handover of ownership. National staff often consider nationalisation as a negative step as it brings uncertainty for viability of the organisation. INGOs perceive nationalisation as a developmental step for enhancing local ownership, participation and capacity, and moving from direct implementation to partnership. However, they also view this as a convenient way of phasing out their involvement motivated by a lack of funding. Donors consider nationalisation as a more cost-effective development approach that provides a direct link with local organisations. Considerable effort is usually focused on creating a new national organisation but inadequate attention is paid to developing a post-nationalisation strategy. Often INGOs embrace nationalisation when they run out of funding. Genuine nationalisation occurs when there is a clear intent to devolve programmes backed by enhancing the local capacity, a clear institutional framework, and an authentic partnership between parent and nationalised NGOs after the institutional separation.

Condición: New. Print on Demand pp. 516 2:B&W 6 x 9 in or 229 x 152 mm Perfect Bound on Creme w/Gloss Lam.

Condición: New. PRINT ON DEMAND pp. 516.