1133 file community based organization management

COMMUNITY-BASEDORGANISATION MANAGEMENT

Handbook series for community-based organisations

Marta Chechetto-Salles and Yvette Geyer

2006

This publication was made possible through support provided by the Office of Democracy and Governance, Bureau for SouthAfrica, U.S. Agency for International Development, under theterms of Award No. 674-A-00-03-00015-02. The opinionsexpressed herein are those of the author(s) and do notnecessarily reflect the views of the U.S. Agency for InternationalDevelopment.

© IDASA 2006

ISBN 1-920118-18-7

Published by the Institute for Democracy in South Africa (IDASA)Cnr Prinsloo and Visagie StreetsP.O Box 56950Arcadia 0007PretoriaSouth Africa

Website: www.idasa.org.za

Editing: Jo TylerDesign: Valerie Phipps-SmithCover design: Jo Tyler

Bound and printed by Top Copy, Claremont, Cape Town

All rights reserved. No part of this publication may bereproduced or transmitted, in any form or by any means,without prior permission from the publishers.

CONTENTS

1. Introduction 1

2. What is an organisation? 22.1 What is a community-based organisation (CBO)? 4

3. What is management? 43.1 Types of managers 53.2 What are the functions of the manager? 5

4. Management skills 64.1 Problem-solving and decision-making 74.2 Planning 94.3 Delegation 104.4 Task management 114.5 Managing the group 124.6 Managing the individual 134.7 Communications management 134.8 Time management 144.9 Meeting procedures 154.10 Human resources management 174.11 Conflict management 20

5. Management in context 21

6. Conclusion 22

7. Reference list 23

MANAGEMENT

1. IntroductionCommunity-based organisations (CBOs) play animportant and relevant role in providing services at thelocal level. They work in a variety of different fields, suchas education, health, the rights of the disabled, genderissues, etc. Wise management of the organisation cancontribute significantly to ensuring the effectiveness of thework that it does.

This notebook will provide basic and comprehensivedefinitions of what organisations are, what a CBO is andwhat management is. The definitions will help you tounderstand the concept of CBO management.

To fully understand the concept, the notebook willhighlight management skills, different types of managersand the main functions of managers.

It also will examine different topics that need to bemanaged to ensure the effectiveness of the organisation,such as tasks, time, meetings, human resources, employeeperformance, etc.

This notebook aims to give an overview of CBOmanagement. It should be considered only as a guideline.For a more detailed study of CBO management, it isrecommended that you look at other sources, such asbooks, magazines, websites, and attend formal andinformal courses.

You also could approach CBO managers to learn moreabout their practical experiences of managing theirorganisations.

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COMMUNITY-BASED ORGANISATION MANAGEMENT

2. What is an organisation?An organisation is made up of a group of people who

come together to accomplish a common goal or a set ofgoals. The size of an organisation can vary from twopeople to thousands of people.

Organisations can range from profit-driven companies,such as Shoprite/Checkers, to non-profit organisations,such as the Institute for Democracy in South Africa(IDASA), community youth clubs, church groups or even abook club.

The principles of management have been learnt andestablished over time and can be applied to allorganisations, though there might be some circumstancesthat are specific to certain organisations. For example, thecircumstances relating to management of a CBO might bequite different to those relating to management of a profit-driven company.

A key aspect that should be considered is the goal of theorganisation. The goal can be explicit (recognised) orimplicit (unrecognised). If you are clear about yourorganisation’s goal, all management strategies,techniques and processes can work together to achievethat goal. Although covered in detail in another notebookin this series, it is important to note that strategicplanning is useful because it can help to clarify yourorganisation’s goals. We will highlight a few strategicplanning aspects in this notebook.

It is critical that senior managers, as well as othermembers of the management team, understand thefollowing aspects:

VisionIs the image that members of the organisation have abouthow it should work.

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MissionIs the overall purpose according to which an organisationoperates.

ValuesAre the priorities in the nature of how the organisationshould carry out its activities. These values are thepersonality or culture of the organisation.

Strategic goalsThe organisation’s members must have strategic goals towork towards to achieve the overall accomplishment ofthe mission.

StrategiesAre the different approaches used by organisations toachieve their goals.

Action/project plansActions or project plans identify activities and assignresponsibilities.

Vision

Action/projectplans

Strategies

Strategic goals

Values

Missionææ

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If managers are not clear about all the aspects of anorganisation, they will not be able to lead its othermembers. The goals of the organisation will not be metand many people might become frustrated anddisillusioned.

The focus of this notebook is management, specificallyfor CBOs. We will start with what CBOs are and how theydiffer from other types of organisations, such asgovernment departments.

2.1. What is a community-based organisation(CBO)?A CBO is an organisation that provides social services atthe local level. It is a non-profit organisation whoseactivities are based primarily on volunteer efforts. Thismeans that CBOs depend heavily on voluntarycontributions for labour, material and financial support.

Characteristics of a CBOF It is non-profit;F It relies on voluntary contributions;F It acts at the local level; andF It is service-oriented.

3. What is management? The term management has different interpretations. Themost traditional is that management comprises a set ofduties, such as planning, organising, leading andcoordinating activities, and it also can include the groupof people involved in these activities.

Management focuses on leadership skills, such asestablishing the vision of the organisation and its goals,communicating these and guiding others to accomplishthem. It asserts that leadership must be facilitative,

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participative and empowering to ensure visions and goalsare established and communicated.

Management also can be understood as the group ofpeople responsible for making decisions in anorganisation, such as executives and managers. In a non-profit organisation management can be identified asmembers of the board, the executive director andprogramme directors.

3.1. Types of managersThere are three basic types of managers:F Top managers are those able to interpret the policy

of the organisation;F Middle managers are responsible for the

implementation of policy; andF First-line managers are those who conduct routine

administration.

Planning

Organisingresources

Leading

Controlling and coordinating

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3.2. What are the functions of the manager?The manager’s functions include:

PlanningIncludes identifying:

F Goals;F Objectives;F Methods;

F Resources needed to carry out methods;F Responsibilities; and F Dates for the completion of tasks.

Organising resourcesThis ensures that minimum resources are spent to achievethe maximum effect of the goals. This is a critical function,because all the other functions cannot take place withoutat least some resources being in place. Resources are notonly financial, but also include people and materials.

LeadingA leader sets direction for individuals, groups and theorganisation. A leader should be able to influence othersand inspire them to achieve the goals of the organisation.Leadership is an aspect of management. However, youmight find some good managers who might not be able toinspire others, but who are good at helping the membersof their team to meet deadlines and achieve results. Someleaders also might not be good managers. It is importantto find a balance between these two aspects whenmanaging an organisation.

Controlling and coordinating The manager needs to ensure that all the organisationalsystems, processes and structures are controlled so thatgoals and objectives can be met.

4. Management skillsWe have mentioned already that management is aconscious process. Managers must always keep in mind‘the big picture’ of the organisation: the needs of theirdepartments, projects or programmes, as well as thepractical day-to-day business of making sure goals are met.

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To achieve this balance it is important for all managersto improve their skills constantly. Everyone – includingmanagers – benefit from further training because itenables better performance throughout the organisation.Managers should consider the skills they have, if theyneed more skills, whether they are implementing the skillsthey have learnt and how they can improve their abilityto manage even further.

We will provide a brief overview of the skills that areuseful for managers. If you take management of yourorganisation seriously, you should read newspapers andmagazines, surf websites and look at books for newinformation on management. Each year hundreds of newpublications are brought out to guide the manager toimprove his/her skills and abilities.

4.1. Problem-solving and decision-makingAn important part of a manager’s job is to solve problemsand make decisions. Most, if not all, issues can be resolvedin this way. The basic steps are:

Define the problemYou need to understand exactly what the problem is. If itseems complex, try to break down all the elements of theproblem to get a clear definition of what it is and what theissues are that make up the problem.

Prioritise the problemsIf there are several related problems, it is important todecide which one should be addressed first. List theproblems to help you decide. Ask yourself:

F What is urgent?F What is necessary?F What is urgent and necessary?

The priority problems are those that are urgent andnecessary.

Understand your roleThe manager cannot solve all problems. Sometimes s/heneeds to do only a small aspect of the work to solve theproblem. A common mistake many managers make is tothink that it is their job to get involved in all the steps insolving a problem. It is up to the manager to decide whatcan be done by others involved in the problem to helpsolve it.

Identify causesExamine the potential causes of the problem. Start bydescribing the the problem. Ask yourself:

F What is happening?F Where is it happening?F When did it happen?F How did it happen?F Who was involved?F Why did it happen?

Identify alternatives and select an approachUsually there is more than one way to solve a problem. Auseful approach is to brainstorm the problem, allowinginput from all parties. This will enable you to choose themost effective option to solve the problem. However, donot get frustrated if you cannot solve the problem firsttime. Complicated issues sometimes take many attemptsby all parties to be resolved.

Plan the implementation of your approachIt is not enough simply to identify an approach to resolvethe problem. You must develop a plan of action and

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evaluate it constantly to check you are doing all you needto do to solve the problem.

Monitor and verifyAll plans need to be monitored. This is particularlyimportant if other people are involved in solving theproblem. If you do not actively monitor theimplementation of the plan to solve the problem, it mightnot get resolved. Once the problem has been resolved, youwill need to verify with others to establish that they alsothink the problem has been resolved.

Remember that for effective decision-making theobjective should be clearly defined. The manager mustensure there is sufficient information and then identify thefeasible options. Once the options have been evaluated, adecision can be made.

4.2. PlanningPlanning is a process that involves decision-making on theorganisation (ends), the objectives (means), on how theyare conducted (policies) and on the results (outcomes).This is a major management process and involvesdefining the ends, means, conduct and results of everystep of the plan.

During the planning process the aims and objectives ofan organisation might have to be redefined to ensure theyare successful. The manner in which the plans areconducted also is important.

The standard planning process includes:F The establishment of overall goals;F The establishment of smaller goals or objectives

associated with the main goals;F The design of strategies or methods to meet the goals

and objectives; and

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F Identification of what resources will be needed,including how and when the methods will beimplemented.

The different kinds of planning that a manager shouldthink about are:

4.3. DelegationDelegation is the art of handing over responsibility andauthority to other people – often subordinates – tocomplete a task and allowing them to figure out how bestto accomplish that task. By delegating a task to asubordinate, you are giving them the opportunity tobecome more developed, fulfilled and productive people.For delegation of duties to be successful, consider thefollowing:

F Delegate the whole task to the same person: it giveshim/her responsibility and increases motivation;

F Select the right person: the task should be assignedto someone who has appropriate skills andcapabilities;

F Clearly specify the expected results: all the relevantinformation – who, what, how, where, why – shouldbe given to the subordinate;

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Short-termplanning

Short-term plansmight last from sixmonths to a year,depending on thesize of theorganisation andits operations.

Medium termplanning

Medium-term plansmight last fromabout six months to three years,depending on theorganisation’s sizeand operations.

Long-termplanning

Long-term plansmight last fromfive to 20 years,depending on theorganisation’s sizeand its operations.

F Delegate responsibility and authority: don’t hangover the person’s shoulder watching his/her everymove. As long as s/he gets the expected results, lethim/her choose how s/he wants to do it;

F Get constant feedback about the project’s progressthrough regular meetings and written reports;

F Maintain good communication lines;F If the project’s progress is slower than expected, do

not take the job away from the subordinate; ratherwork with him/her and encourage him/her to takeresponsibility for it; and

F Evaluate and reward performance.

Delegation and responsibilityIt is important to emphasise that when a managerdelegates responsibility and authority to a person toperform certain tasks, s/he still has the responsibility toensure that the work is of the same standard that it wouldhave been if the manager had been involved. Delegatingresponsibility and authority to another person does notremove accountability from the manager.

4.4. Task managementThe first step in managing a task well is to define theactivity clearly. If the task is done by the manager and theemployees or volunteers, there can be a strong sense ofownership by all those involved. It is essential to identifythe resources and people required to complete the activity.Drawing up a plan is important to ensure the task isachieved.

The objectives, responsibilities and accountability linesshould be established by agreement and delegation. Thiscan take place only after the manager has considered theresources and the people and has drawn up a plan to

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complete the activity. Each activity in a plan comprises anumber of tasks. More useful information on drawing upeffective plans can be found in the Project Managementnotebook in this series.

The plan must have set standards and reportingboundaries to ensure the task’s success.

ExampleYou need a team to organise a workshop. You need abudget limit. If you do not have a budget limit, teammembers might plan a workshop that is too expensive andthey might waste time because they will have to start fromscratch again. Once you have set the budget limit, explain itto team members so they know the bounds within whichthey are working.

Monitor the performance and progress of everyone inthe team. If things are not going according to the plan, themethods and the targets, some aspects might have to beadjusted.

4.5. Managing the groupTo manage the group it is necessary to establish, agree onand communicate standards of performance andbehaviour. The roles within the group should be identified,developed and agreed on by its members. It is importantto develop team work, cooperation, morale and teamspirit.

The manager should motivate the group and establisha collective sense of purpose. It is the manager’sresponsibility to enable, facilitate and ensure effectiveinternal and external group communications. And, ifnecessary, the manager needs to resolve group conflict,struggles or disagreements.

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More details on how to manage groups effectively canbe found in the Project Management notebook in this series.

4.6. Managing the individualFirst it is important to understand that team members areindividuals; they have different personalities, skills,strengths, aims, needs and fears. The manager must helpand support different individuals in the team.

S/he needs to identify, develop and use each individual’scapabilities and strengths and then identify and agree onappropriate individual responsibilities and objectives.Remember to recognise the effort and good work ofindividuals and, where appropriate, reward individualswith extra responsibilities, advancement and status.

As a manager, your job will be made easier if you canbalance the needs of the team, the individuals and the task.

4.7. Communications managementEffective communication is essential in any organisation.Organisations that communicate tend to be moresuccessful. Usually it is the job of managers to ensuresuccessful communication. Like all other managementfunctions it is important to think about communication ina deliberate and conscious way. The following guidelineswill help you to ensure strong internal communication:

Teamneeds

Individualneeds

Task needs

F All employees should write weekly reports to theirsupervisors to ensure they and their supervisorsunderstand the tasks at hand and to help plan theprocesses effectively;

F Hold general monthly meetings to review recentsuccesses and the overall condition of theorganisation. The employees should describe theirroles to the rest of the members, both staff andvolunteers. This will help foster teamwork in yourCBO; and

F Hold monthly one-on-one meetings with supervisorsto ensure more efficient time management andsupervision.

4.8. Time managementTime needs to be managed to guarantee personaleffectiveness at work. To manage your time better, youneed to:

F Use a form of record-keeping that suits you best. Itmight be a diary, electronic diary, notebook, acellphone, etc;

F Categorise your tasks into: routine tasks, ongoingprojects, planning and development;

F Analyse your tasks: list them in order – importantand urgent, either important or urgent (but notboth), neither important nor urgent;

F Prioritise your tasks, plan your time agenda andkeep the process moving: time often seems to run outbefore the task is complete, so time management isimportant; and

F Be disciplined and committed to self-improvement.The best managers also are the best time managersusually. There are many practical techniques thatcan help you to become a more effective time

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manager. There are several books on timemanagement that you can read to get useful tips.

In CBOs time management is critical because, if is notmanaged properly, the community might lose faith inyour organisation. It can be difficult to ensure effectivetime management among volunteers. People need tounderstand the importance of effective time management.This might mean helping people to develop timemanagement skills themselves.

Saying:‘If you steal my time you are committing a crime!’ For many people time is money. If you do not respect theirtime they might think that you are ‘stealing’ their money. Ifyou respect other people’s time they will respect yours.

Remember that you often need to plan your time. Forexample, if you need to be at a council meeting at 11amand you have to use public transport, you need to plan toarrive at least half an hour before. Then, if your taxi islate, you will still arrive on time and, if your taxi is early,you can use the time to familiarise yourself with thecouncil agenda.

4.9. Meeting proceduresMeetings can be informal or formal. They are idealopportunities for individuals to get together to discussissues of common concern and to make decisions.Meetings are necessary to discuss views and resolve issues.

Managers should plan meetings well, so that they aretaken seriously.

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Meetings are held for different reasons, such as:F To give and/or obtain information in order to make

decisions;F To update members on the developments within and

outside the organisation; andF To evaluate the progress of the organisation’s work.

If you are planning a meeting, consider the following: F All staff members and/or volunteers should be

informed about the meeting (by word-of-mouth, e-mails, notice board, etc);

F Provide details of the venue and time;F Ensure that all necessary records and equipment are

available at the meeting;F Distribute the agenda of the meeting on time, so

that everyone attending will know what to expect;F Prepare an attendance register and other relevant

documents before the meeting; andF Evaluate the meeting venue and its conditions.

It is important to keep a record of the meeting in writing:this is called a minute. A minute might include only thedecisions taken or it can register everything said by allparticipants. It will include:

F The date, time and place of the meeting;F A list of people who attended the meeting and a list

of the people who were absent;F Adoption of previous minutes;F Discussion on issues from the previous meeting;F Discussion on new issues;F Tabling of relevant mailing;F Decisions taken on operational matters;F The closure of the meeting; andF The date, time and place of the next meeting.

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Depending on the context and the reason for the meeting,the conduct of the meeting can range from formal toinformal. A meeting between contracting parties is likelyto be more formal; a meeting between team membersmight be informal.

For a meeting to be effective there are some keycharacters, such as:

The chairpersonS/he is responsible for leading and ensuring progress inthe meeting.

The secretaryS/he is responsible for preparing the minute and otherdocuments for the meeting.

The treasurerS/he is responsible for reporting on the financial affairs(income and expenditure) of the organisation.

The members/participantsThey will ensure that the meeting has a quorum and theycan express their views and pass resolutions.

To sum up, good meetings are held when there is aspecific need for them, the outcome of the meeting and thedecisions taken are clear and the result is a plan of action.This means that clear targets and deadlines areestablished and the correct duties and responsibilities areallocated to appropriate staff members.

4.10. Human resources managementHuman resources management deals with therecruitment, placement, training and development of staffmembers or volunteers in an organisation. Human

resources management never stops, because change isconstant in the working environment and it affects allmembers of the working community. This process is anongoing activity that should supply the organisations(including non-governmental groups) with the rightpeople for the right position at the right time.

You might not think that the formal processes thatapply to business organisation also apply to CBOs, butinternationally it has been shown that often not enoughthought is given to the management of volunteers. It islikely that many of the people who carry out the tasks andactivities of your CBO will be volunteers. For volunteers tofeel satisfied that they are making a contribution, you shouldapply some of the formal processes of human resourcemanagement and adapt them to your CBO environment.

Consider some of the following:

Human resource planningThe planning process is affected by internal and externalfactors. Internal factors include skills needs, vacancies,departmental expansions and/or reductions. Externalfactors include salary levels, the labour market,technology, etc.

RecruitmentRefers to locating candidates for a specific job vacancy orvolunteer position. This can be done through word ofmouth, advertising in newspapers, engaging employmentagencies, using bulletin boards and circulating vacancynotices, etc.

SelectionYou can use standardised measures (such as applicationforms, résumés, interviews, skills tests and reference checks

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etc) to assess and evaluate the candidates and to select thebest one for the job.

Socialisation/inductionIt is important to consider how the selected candidate willfit into the organisation. You need to familiarise the selectedcandidate with the work processes, procedures, co-workersand the organisation’s mission, policies and culture etc.

Training and developmentIt is important that the organisation adopt training andeducation policies to ensure lifelong education and trainingof personnel and volunteers. This will guarantee thatworkers are able to contribute to the organisation’sobjectives.

Performance appraisalThis will ensure an ongoing assessment of the individualand how the person fits into an organisation and helps toachieve its mission.

Promotions, transfers, dismissalsAn individual’s value to the organisation needs to beassessed. High performers might be transferred to othersections or promoted and low performers might have to bedismissed after the necessary warnings.

It is important to remember that if your organisationhas paid employees that CBOs are subject to the country’slabour legislation. CBOs must provide written contracts ofemployment for each employee. These should indicateclearly the conditions of employment, including jobdescription and salary. The benefits and obligations ofstaff should be included in the conditions of employment,which should be available to all employees before the

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contract is signed. CBOs also have to comply withgovernment regulations regarding payment for taxes andother levies on behalf of their employees.

Ongoing human resource planning, selection, trainingand appraisal will guarantee the success of anorganisation.

4.11. Conflict managementConflict can occur between individuals or groups ofpeople; it is the expression of differences between themand it can be peaceful or violent. Generally conflict isabout power and interests. One person or group mightwant more power than another.

Conflict management is useful, because it can preventthe conflict from getting worse, improves cooperationbetween the group members, motivates the group andbuilds trust and consensus.

Conflict can be managed in different ways:

NegotiationIs used when individuals or parties involved in the conflictagree to seek to reach an agreement by adjusting theirviews and positions in a joint effort to achieve consensus,while still preserving their interests as much as possible.

Joint problem-solvingThe parties involved seek to reach an agreement byidentifying the causes of it, generating alternativesolutions and jointly agreeing on viable solutions to theconflict.

FacilitationIs a voluntary process in which a third party (not involvedin the conflict) manages a discussion between the parties.

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MediationIs also a voluntary process in which a third party helps thedisputing parties to arrive at an agreed solution. Theprocess of mediation is a more formal process. It is likelythat mediation will be used only when other methodshave failed.

The role of the mediator is:F To stop the argument; F To give each party involved in the conflict the

chance to give his/her side without the interferenceof the other party;

F To ask the parties involved for possible solutions;F To choose the best solution; and F Get agreement on solution.

ArbitrationIs a formalised legal process. Two parties will present theircases to a third party – usually a lawyer or a judge or, ifinternal, to a panel of people appointed by theorganisation. Once the positions of the two parties havebeen heard, a decision will be made on their behalf. Thisdecision is binding and cannot be renegotiated.

5. Management in contextYou might find that even though you apply all the skillsconsistently there is something that is not going right. Itmight not be something you can lay your finger onexactly, but you know it has something to do with peoplewho approach things differently. Often this differentapproach can be explained by understanding theircultural contexts. New management thinking helps us tounderstand that management tools are not neutral andmight be affected by culture or the different world views ofpeople working within organisations.

One theory is that there are two different world viewspresent in people in organisations, each of which willhave an impact on behaviour in an organisation. Oneworld view is called the high context world view. Often thisis seen in operation in countries or cultures that are lessindustrialised than others. The low context world view isoperational in highly industrialised societies. The tablebelow illustrates how being high or low context will affectthe people who work in organisations differently.

Value High Context Low ContextTime Cyclical LinearLeadership Skills RolesDecision-making Consensus ConsultationTask & Maintenance Relational RationalCommunication Oral WrittenConcept of self Community Individual

Organisation Individual Organisation CommunityWorld view Spiritual Scientific

The different ways people work together are not better orworse, just different. You might find that in somecircumstances you will need people who are more high-context oriented, while in others you will need people whoare more low-context oriented. You will find that almostall people have a combination of the two contexts. As amanager, it would be useful to identify which world view isin operation. This could help to minimise frustration whenmanaging people and processes.

6. ConclusionThis notebook has covered the basics of CBOmanagement. It should be used as a guide to the dailymanagement tasks of a CBO. If the concepts are usedregularly they will become routine in time.

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A CBO is a non-profit organisation that provides socialservices at the local level. Although management can beinterpreted differently, most people acknowledge that it isa process of different activities: planning; organising;leading and coordinating. All these activities are equallyimportant and should be carefully studied.

For management in CBOs to be effective it is importantfor the manager to be well prepared and aware of her/hisfunctions. The main task of a manager is to coordinate all the different activities of the management processsuccessfully.

Management is a difficult skill and might take years tomaster. It is never easy and can also be quite lonelysometimes. You might not be popular if you are a goodmanager, but you will ensure that your organisationmeets its goals.

It is important in Africa that we have a vibrant, well-functioning civil society. CBOs have an important role toplay when it comes to strengthening democracy. Effectivemanagement will ensure stronger CBOs and, therefore,stronger democracies.

7. Reference listBooks Camay, P. & Gordon, A. J. Principles of NGO Management.CORE, Johannesburg, 1997.Edwards, M. & Fowler, A. (eds.) The earthscan reader onNGO Management. Earthscan Publications Ltd, London,2002.

Training Manuals2005. IDASA. Basics of CBO Management.2004. IDASA. Community Based Organisations (CBOs)Management.

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Internet SitesRural Livelihoods Evaluation Partnership http://www.livelihoods.org/lessons/Asia/RLEP_CBM_Summary.pdf#search=’Community Based OrganisationManagement’ [Accessed on September 14, 2005]Center for Health Care Strategieshttp://www.chcs.org/info-url3968/info-url.htm [Accessed on September 14, 2005] IDASAhttp://www.idasa.org.za [Accessed on September 14, 2005]AIDSinfohttp://aidsinfo.nih.gov/ed_resources/glossary/default.asp?id=174&letter=c[Accessed on September 14, 2005]Free, On-Line Nonprofit Organisation and ManagementDevelopment Programhttp://www.managementhelp.org/np_progs/org_dev.htm [Accessed on September 14, 2005]

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1133 file community based organization management

Documents

time management

communications management

task management

conflict management

wise management

andwhat management

concept of cbo management

human resources management