The Role of Non-Governmental
Organizations
in Human Resources Development
by Carlos Botero
With a view to promoting a better understanding of the key role that the non-governmental organizations (NGOs) should play in the training of managers, the present paper, first of all, considers the type of institutions that the NGOs are seeking to assist, the positive work that these institutions perform, and the problems that they most frequently encounter; secondly, it identifies those aspects to which the NGOs can contribute through the development of human resources; and thirdly, it proposes for discussion a number of formulas that it is believed could contribute to this development.
1. Non-profit associations
The great majority of these associations, which are made up of volunteers inspired by a common objective, are established to deal with the consequences of natural disasters, illness or disabilities, or to supply the lacking goods and/or services that normally should be provided by Governments, or finally to strengthen the position of minority groups in seeking full participation and equality of opportunities so that they may occupy the position they deserve in the society.
Given the nature of their objectives, these associations play a very important role in society, where, because they do not operate in pursuit of economic or political interests, they can more freely carry out their work, endeavouring through their activities to overcome the difficulties that they encounter and that stand in the way of active integration due to such causes as ignorance, disinterest, and the lack of economic, technical and human resources on the part of the Government or within the community itself.
Nevertheless, despite the enthusiasm typical of the voluntary work in the great majority of associations of this kind, the problems that they all share and that impede their development are very numerous.
The objectives set by some of these associations are so ambitious and dissimilar that they are precisely for that reason unattainable, or, on the contrary, they are so narrow as to constrain the growth of the association over the medium and long term.
Another frequent case is that of the association that has never actually defined its objectives, leading to a squandering of resources and a fragmentation of efforts.
As a consequence of the situation just referred to, or due to the inexperience of the managers, one also finds associations whose organizational structure is too highly developed for its needs and consumes too substantial a proportion of its resources. In other cases, the organizational structure may be too small to enable the association to realize its full potential.
Many associations of this kind find themselves having continuously to reform their statutes or charter due to structural deficiencies that come to light only after they have already started their operations.
The decision as to whether to centralize or decentralize resources and services is not an easy one and requires in-depth studies into a large number of aspects, such as: supply and demand; potential clients or users; human, technical, physical and financial resources; etc. Nevertheless, many of these associations reach their decisions without assessing the consequences involved over the medium and long term, thereby ensuring that their performance will be ineffective.
Quite a few of the executives of non-profit associations, who in some cases are volunteers or members of minority groups sharing common problems, are not trained either technically or administratively to manage their organizations, even if it is true that the great majority of these administrators possess an innate talent for leadership. This situation leads to abuses of power, faulty decision-making, restrictions and limitations in the development of the association, and, in general, to inefficiency.
Because of the provisions of their statutes or charters, the rotation of executive officers in non-profit associations is more frequent than is desirable for organizations of this kind, or, on the contrary, the statutes may call for executive officers appointed for life, a practice that in most cases leads to poor administration and limits the development of the management function.
The lack of training on the part of their administrators, the shortage of economic resources and other factors are among the reasons why only very few of these associations have their own manuals on functions and procedures or prepare short-, medium- and long-term plans; because they are forced to improvise continuously, their efforts are fragmented and their resources are not properly employed. The same problems also occur in the selection and recruitment of personnel, giving rise to extra costs as a result of poor management.
In general, with the exception of very few cases, the wage and salary levels as well as the benefit packages in associations of this kind are the least attractive in the labour market. The result of this situation is work of inadequate quality or an excessively rapid turnover of personnel, leading to both wasted efforts and a squandering of the money invested in staff training, something that is obviously to the detriment of the organization itself.
In the financial area, the problems are equally or even more serious. Traditionally, the non-profit associations depend to a greater or lesser extent on charity, making it difficult for them to plan their own expansion and thus to carry out those actions that are regarded as urgent, without ever being able to implement those that are important. As a general rule, associations of this kind also lack the alternate sources of funds that would provide a basis for self-financing.
Not all the associations are aware of how to go about the technical preparation of a budget, with the result that luxury or unproductive investments are frequently made in buildings, vehicles, salaries, staff, etc., diverting resources that could otherwise be allocated to the achievement of the association's principal objectives.
These associations also carry out no research, an activity area of enormous importance. As the reasons for this, such factors as the lack of economic, technical, administrative and other resources are cited, but in most cases the true cause turns out, here again, to be the faulty training of the executive officers, because of which these administrators are unable to devise proper policies and acquire the resources needed to apply them, the end result being the limited growth of the association itself. Similarly, both envy as well as unfounded fear on the part of many managers prevents them from sharing useful experience.
Since some executive officers tend to have an erroneous concept of saving, one frequently finds associations that lack a proper bookkeeping system and have no external auditors, or that fail to introduce adequate checks and controls on the management activities of their executive staff, thereby opening the door to the squandering of resources.
Despite the fact that some associations prepare short-, medium- and long-term plans and periodic budgets, because they lack an understanding of how to carry out these tasks, or do not have the time or resources, and for other reasons as well, there are few enterprises that conduct progress and implementation studies of these plans with a view to reformulating and/or adjusting them to the real situation.
Finally, a general ignorance of the legislation makes it difficult for associations of this kind to take advantage of various benefits, since they have no knowledge of the local or national social, economic and political conditions under which they are called upon to operate.
2. Role of the non-governmental organizations
During the last decade, Governments have had to face up to a new concept of development and the quest for well-being. The increasing demand for services by the community and the inability of Governments to respond to these requirements, along with the cost burden confronting the developing countries in the form of repayments on international loans and an external debt beyond their ability to pay, are among the reasons that have led governments and donor or credit agencies to consider a different approach to social development co-operation involving the ascription of greater importance to the mobilization of community resources in both the financial and other areas.
The approach that donors are now tending to adopt as far as their principal function is concerned is that of providing goods and services rather than of financing them. This implies the need to train human resources, to disseminate and exchange information, and to offer technical assistance (including assistance in the area of management). Similarly, the Governments and donor agencies will be called upon to make genuine and effective contributions towards the elimination of the barriers inhibiting the self-development of the least advantaged groups.
The non-governmental organizations are gradually coming to realize that attitudes of imposition, paternalism or assistance are not good alternatives to development; that the developing countries have much equipment, most of it of a highly sophisticated nature but of obsolete technology, which either they do not know how to use or which would be too expensive to restore to operational condition; and that the entrepreneurs prefer to leave the equipment as it is and to use their money for other things. They have learned that the solution to the problems of shortages and shortcomings does not lie in making donations in kind, in addition to which they are fearful of making monetary donations, given the past instances of funds being misappropriated by certain beneficiaries.
The role played by the NGOs in the development of human resources is essential. Unfortunately, as a matter of tradition, the universities only train professionals to manage profit-making enterprises in the industrial, commercial or service areas. Non-profit organizations operate differently, even if with a great deal of heart and little money. Nevertheless, money is very important, and executives must be trained to manage it. Similarly, training in the technical area is also essential. Regardless of the field in which the work is performed, it must always be of the best possible quality and carried out in a responsible manner so that more and better services can be offered at the lowest cost. The exchange of experience and access to information about what other organizations are doing will make it possible to gain ground without having to wear oneself out in the effort or make the same mistakes that others have already committed.
If the non-governmental organizations genuinely wish their clients and beneficiaries to be able to develop, they must also contribute to a better understanding of the laws and the local or national social, economic and political conditions under which these organizations are required to operate. Similarly, there is a need to strengthen the machinery for the selection, recruitment and training of personnel and for co-ordination and representation; this last factor can only be achieved through the right of preparation for leaders and managers to enable them to communicate on the same level with the persons who make the decisions.
3. Approaches
"Apathy can only be overcome through enthusiasm, which in turn is kindled by two things alone: an ideal that overpowers the imagination, and a specific and intelligible plan that can make it a reality."
Arnold Toynbee
The very fact that this meeting has been convened is an indication of the seriousness, interest and enthusiasm with which the United Nations is endeavouring to deal with the problems that are common to organizations in many countries. but enthusiasm alone or the possession of an ideal is not enough, and for this reason we shall suggest below a number of concrete actions that in our opinion can make it possible to move from theory to action, thereby making the ideal a reality.
A. Training in organizational methods
This training can be provided through short courses, seminars, symposia, meetings, correspondence or counselling on such subjects as legislation, the setting of goals, the structuring of organizations, the drafting of statutes, centralization or decentralization, etc.
B. Training in management methods
The approaches used under this heading may be similar to those cited above. It will be necessary, however, to emphasize practical over theoretical tasks and to cover such subjects as the definition of functions and procedures; the preparation and control of budgets; short-, medium- and long-term planning and programming; the selection and recruitment of managerial, administrative and technical personnel; the drawing up of wage and salary scales; quality and performance control, etc.
C. Training in financial methods
The subjects to be taken up include the identification of sources of financing, the preparation and presentation of development projects, the use of resources, commercial and accounting law, bookkeeping, external audits, checks and controls on the management functions of executive officers, etc.
D. Promotion of research
The non-governmental organizations must use similar mechanisms to encourage research activities and an exchange of know-how among their clients and/or beneficiaries.
E. Harmonization of efforts and actions
Through the use of the same tools, the NGOs need to train their clients and/or beneficiaries to harmonize their efforts and actions with Governments, universities and other educational institutions and training centers, private enterprises, and public and private organizations in general, with a view to achieving the maximum improvement of the human, technical, economic and other resources available.
F. Promotion of the establishment of higher-level organizations
The non-governmental organizations must encourage the establishment of "umbrella associations" in order that their members may, by working together, make maximum use of the resources available and achieve a representative status more in keeping with the composition of those whom they represent.
Putting it succinctly in the words of an old proverb, the work of the non-governmental organizations should be aimed not at "giving away fish" but at "teaching to fish".
Carlos Botero
Asociacion Colombiana de Personas Impedidas
Cra 54 Nr. 129 A Apto 133 AA 1575
Bogota, Colombia