ABSTRACT
In this chapter, the author describes the concept of beneficiary tracking and he repeats that it should be the governing directors who should be directly responsible for the efficacy of the method employed to evaluate the organization's performance towards its beneficiaries. He shows that beneficiary tracking is wholly and totally different to monitoring management performance indicators. Governing directors are not in any way like schools inspectors or quality controllers who should all be watching management performance; governing directors are there to observe the effects of their organization on the beneficiaries. To monitor conduct the governing directors should maintain close links with all the interest groups—employees, suppliers, environmentalists and the rest, to ensure that they are being treated in accordance with the no harm principle and the principle of engagement. Monitoring means not only watching the facts and figures which record the organization's immediate past and present performance but also testing what confidence the governing directors feel for the long-term outlook.
