Managing international development and aid programs often relies on trial and error and flexibility. Practitioners need a mix of management theory and field practice to prepare them for work in other countries—transitional, developing, wealthier, and poorer alike. Filling an important gap in the literature for graduate students and practitioners in the public sector, private firms, contractors, and nonprofit organizations that manage development assistance projects, this is a guide to dealing with core issues likely to be faced in doing field work. International Development Management for Public and Nonprofit Organizations offers an accessible primer on the basics of managing and motivating people, teams, and organizations. It focuses on challenges and opportunities to managing in difficult cultures and contexts, including hostile political regimes. The book takes a deeper look at management in four sectors: public finance, urban transport, K–12 education, and natural resources and the environment. Presented throughout the book are 28 cases, designed to stimulate critical discussions, as well as five technical exercises to allow integration of theory and practice. This textbook is supplemented by slides for teaching along with a sample syllabus. It is addressed to current and future international aid managers, including those enrolled in international management and international development courses at the university level. Professional development organizations, such as contractors, nonprofits, and donors, will also find the book a useful addition to their training materials.

Expatriate leadership of USAID projects is complex, this title seeks to unravel those complexities. Expatriate leaders frequently find project success elusive, due to a multiplicity of factors, from adapting to a developing country’s socio-political-economic conditions to USAID’s policies. This book aims to explain why success is elusive.

INTERNATIONAL DEVELOPMENT uses the highly successful case method of the Harvard Business School and the Richard Ivey Business School to help you to become a much more effective manager of international development projects. Using real case studies of different types of situations in a wide range of countries, Keenan and Gilmore examine projects, identifying what to do and how to do it. Sharpen your managerial skills by working through these real international cases. Youll be placed in the shoes of the original decision makers and given the same information with which to choose a course of action that you can defend to your peers. INTERNATIONAL DEVELOPMENT explainsat the operational levelwhat approaches and methods are most effective and which traditional techniques need to be abandoned. While exploring the cases, INTERNATIONAL DEVELOPMENT takes you through the fundamentals of international development, and teaches you how to sensitively create, manage and evaluate projects of international cooperation.

The idea that international development aid needs to be better managed and coordinated gained currency in the early 1990s. The increasing emphasis on management has resulted in the present vogue of ‘managing for development results’ as one of the central tenets in the discourse on international aid. But how appropriate are these ideas, tools, and techniques for non-governmental development organizations (NGOs), and how much does geographic context matter? Examining the current debate on aid effectiveness and the role of NGOs in contributing to it, this book highlights the critical importance of understanding how the global and the local interact to increase aid efficacy and develop more culturally astute ways of managing NGOs. With a focus on NGOs active in sub-Saharan Africa as case studies, author Frederik Claeyé demonstrates that NGOs are not mere passive recipients of management knowledge and practices emanating from the global governance structure of international aid, but actively engage with these ideas and practices to translate and rework them through a local cultural lens. This process results in the emergence of unique hybrid management systems that combine the pressure to become more business-like with the mission to satisfy the demands of the communities they serve.

"The Transformation of Capacity in International Development" exposes the transformation of capacity within the development discourse through a discursive analysis of USAID projects in Afghanistan and Pakistan between 1977 and 2017. As development agendas increasingly call for human rights approaches to development and the foreign policies of donor states sound alarms over global security threats, capacity development has emerged as the solution to the complex problem of development. Through this examination of USAID’s attempts to build capacity in Afghanistan and Pakistan, the book exposes how Western notions of progress, constructed by institutions, government offcials, scholars and private sector actors, are obscured by the transformation of capacity. As agendas are translated into projects, they perpetuate historical relationships of global inequality that have corrupted and compete with indigenous models of governance. The Transformation of Capacity in International Development has implications for those considering the future of human rights–based approaches to development, the international management of global security threats and the sustainability of donor investments.

This anchor volume to the series Managing Global Genetic Resources examines the structure that underlies efforts to preserve genetic material, including the worldwide network of genetic collections; the role of biotechnology; and a host of issues that surround management and use. Among the topics explored are in situ versus ex situ conservation, management of very large collections of genetic material, problems of quarantine, the controversy over ownership or copyright of genetic material, and more.

This book describes how international development works, its shortcomings, its theoretical and practical foundations, along with prescriptions for the future. International Development Law provides the reader with new perspectives on the origins of global poverty, identifies legal impediments to sustainable economic growth, and provides a better understanding of the challenges faced by the international community in resolving global poverty issues. The text is structured into two basic parts: the first part deals with the theoretical and philosophic foundations of the subject, and the second part sets forth issues relating to the international financial architecture, namely, international borrowing practices, privatization, and emerging economies. In particular, the book provides new, innovative analysis on corruption as an impediment to sustainable development. The three interlocking facets of corruption are examined: transnational organized crime, Islamic-based international terrorism, and corruption within emerging economies and the international banking system. Thus fresh new analysis adds depth and clarity to a field that heretofore has been scattered and superficial. Finally, the “right to development” within the international human rights discourse is critically reviewed, particularly in light of new jurisprudence emerging from the African context.This book offers a fresh, new and balanced legal perspective on the development process. The text has been rigorously researched and has many practical facets based on the author’s professional experience within the international development field. It is an invaluable research and teaching tool since it takes a multidisciplinary approach to putting complex issues, legal trends and political questions into a clear, new perspective that is highly analytical as well as accessible to the reader. The author's elegant legal prose is both powerful and persuasive.

This book considers the increasing importance of changing structures, organization and management, within multinational corporations.

McFarlin and Sweeney provide students with an accessible, application-oriented approach to international management, focusing on key challenges including motivation, leadership, and communication across cultural boundaries. The book gives students a global perspective on the process of hiring, training, and developing employees, as well as strategic decision making in relation to foreign markets. Questions, case studies, examples of creative problem solving, and testimonials from real-world managers operating in the international arena are just a few of the tactics McFarlin and Sweeney use to help students begin to think about applied theory on a global level. All chapters have been updated with recent articles from leading business sources and academic journals, and new case studies have been incorporated.