ABSTRACT
This chapter examines the issue of managing relationships as the second main area of NGO management. In keeping with the conceptual framework presented in Chapter 1 (Figure 1.1), these relationships also need to be understood in relation to a broader context. Fowler (1997) argues that NGOs are not closed systems with clear boundaries around them, but are instead part of ‘open systems’. This makes NGOs highly dependent on events and resources in their environment, so that they cannot be viewed in isolation from what goes on around them. As we saw in Chapter 5, Biggs and Neame (1995: 39) highlighted the danger of viewing NGOs simply as ‘sources’ of innovation or improved service delivery. Instead, we should pay close attention to the fact that whatever creativity NGOs may bring to the table can derive in large part from the relationships which they seek to maintain with a wide range of other actors and agencies through their participation in ‘formal and informal networks and coalitions involving other NGOs, government agencies and the private sector’. This insight implies that it will be useful to review the range, nature and purposes of such relationships. We will therefore examine each relationship in turn by briefly discussing NGO relationships with local communities, with government, with business and with other development agencies.
