Leaders of nonprofit organizations everywhere believe passionately in what they are doing. They often put in long hours, and with little or no remuneration, they are willing to do everything and anything to further the work of their organizations. In most Western countries, nonprofit leaders have had easy access to myriad support agencies, professional training and self-help publications. In developing countries, this is not always the case. The manager of a local, regional or even national NGO rarely has formal training in the skills needed to manage efficiently.
Fortunately, academic curricula designed specifically for the nonprofit sector are becoming more and more common in business schools around the world. This development alone reflects the importance and validity that the sector has earned.
Governments everywhere are `downsizing'. This process has inevitably shifted services that were once the province of government to non-governmental entities. If NGOs are to fill the void left by government, they must not only achieve excellence in their substantive field, but must also be capable of delivering services using sound business practices. Otherwise, they are doomed to failure.
The future of these organizations will depend upon their ability to manage their resources efficiently. The topics covered in this volume, among the first of its kind to be written by a European with extensive experience in developing and transition countries, provide basic `survival tactics' for small organizations with limited staff and resources. The practical advice given by the author will contribute to the sustainability of the many NGOs in developing and transition economy countries that are struggling to succeed under challenging odds.