By Patrick S. Renz
This booklet unveils a spot within the governance of improvement initiatives that eventually hinders powerful, obvious and in charge utilization of assets. Illustrated with wonderful examples, the booklet develops a venture Governance version. The versions six modules construct an built-in, strategically orientated and ethically mirrored platform for a extra honest and effective cooperation in tough initiatives or courses comparable to in improvement.
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Additional resources for Project Governance: Implementing Corporate Governance and Business Ethics in Nonprofit Organizations (Contributions to Economics)
How can such managerially ‘induced motivation’ be compatible with ‘self-motivation’? ‘Local involvement’ and ‘ownership’ are the buzzwords which apparently resolve this contradiction, but still the apparent paradox describes a key challenge in development: How can somebody be convinced to own a certain development effort? 33 On the other hand, from a Western perspective,34 questions around ‘correct and appropriate’ spending of development money are more controversial than ever. In today’s on-line societies, with their increased awareness of natural and human catastrophes, and also with the increased visibility of both achievements and under-achievements on the UN development agenda, the public and political pressure for efficiency and effectiveness of development money is bound to increase.
It is hardly surprising that the members of nonprofit boards are often overwhelmed by the number of projects, and by the variety of countries they have hardly ever seen, and that they lack operational understanding. Phrases like “I am lacking that specific background, nor do I know the country in question, but in my opinion …” cannot serve as responsibility-wavers. A system like project governance, functioning as both a transmitter and interpreter, will allow the board to cope with its tasks of ‘checks and balances’ and with an appropriate risk management.
Probst 1995: 277, 283 and Steinle 2005: 18. 18 1 Objectives and approach Figure 8 also allows one to illustrate the location of project management which is on the lower management level, obviously. With this we can turn to the definition of project governance. 3 Defining and positioning project governance The perspective on different management levels as seen in Figure 8 implies that middle management plays a transparent hinge-point role. While this would not be incorrect as a preliminary assumption, deeper analysis of recent theoretical contributions29 and empirical evidence from the case study,30 however, points out the de facto existence of a vacuum, a governance gap.