ABSTRACT
This conclusion presents a closing thoughts on key concepts discussed in the preceding chapters of this book. The book argues that Non Governmental Organizations (NGOs) in Bangladesh are more businesslike than is usually expected of nonprofit organisations and that they cannot be identified as part of civil society. It realizes that there is a big gap between what NGOs do and what their field workers think ought to be done. Organisational cultures in Bangladesh are widely characterised by power distance and lack of concern for juniors. While fieldwork is generally the 'core process' of an NGO, it is often the least understood process within NGOs in Bangladesh. Since most NGOs in Bangladesh have come to behave like businesses rather than 'voluntary' organisations, the mission of most of these NGOs has changed. The book analyses NGOs in Bangladesh in order to argue for changes at all levels - field, management, policy-making, state and donors.
