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This guide to good consultancy practice is unusual in two respects: its focus is consultancy work in the international development sector; and it describes the process from the perspectives of both clients and consultants, helping each side to understand what the other does.
This is an indispensable career guide for everyone wanting to work in or already working in the international development and humanitarian emergencies sector. It provides a general introduction and insight into the sector, for those exploring it as a potential career, and offers students up-to-date advice when choosing a course, whether it’s at undergraduate or postgraduate level. Should they study International Development, or will Public Health, Environmental studies or Media get them closer to where they want to get? This book offers graduates or career changers who are new to the sector an understanding of what skills and experience will make them stand out above the competition and get that job. It enables those already working in the sector to gain a long term view of where they want to go and how they might structure their professional development to gain the skills and competencies necessary to get their career on to an upward trajectory. This book draws heavily on insiders’ advice, case studies and top tips, to provide the reader with various perspectives and insights. How do you become a country director for an international NGO? How can one become a gender mainstreaming expert? What can you do to get in to consultancy? Career trajectories, Career clinics Q&A boxes and the personal planner in the appendix will help you get to where you want to go. It also gives a detailed account of the myriad of careers and specialism available within the sector and methodologically describes the pros and cons of each option. So if you are not sure where you want to go with your career, you will be after you have read this book. Whether it’s Programme Management, becoming an Environmental Advisor, or an Acadmic this book will give you an insight into what the job entails and how you can get in to it. It will be an invaluable guide to all readers, irrespective of their country of origin, who are interested in the sector.
What do business school graduates learn, and how helpful is it for managing in the everyday, messy reality of organisations? What does it mean to apply 'best practice', or to take up 'evidence-based management' and what kind of thinking does this imply? In Rethinking Management, Chris Mowles argues that many management courses still largely assume a linear and predictable world, when experience tells us that the opposite is the case. He questions some of the more orthodox conceptual assumptions that underpin much management education and instead, encourages leaders and managers to take their everyday experience of working with others seriously. People in organisations co-operate and compete to get things done, and constrain and enable each other in relationships of power. Because of this there are always unintended consequences of our actions - uncertainty is inherent in the everyday. Chris Mowles draws on the complexity sciences, the sciences of uncertainty rather than certainty, and the social sciences to explore more helpful ways to think and talk about our lived reality. He takes concrete examples from contemporary organisations, to argue that understanding the radical implications of uncertainty is central to the task of leading. Rethinking Management explores narrative alternatives to the ubiquitous grids and frameworks that are routinely taught in business schools, and encourages management professionals and educators to recognise the importance of judgement, improvisation and the everyday politics of organisational life.
This book considers the process of impact assessment and shows how and why it needs to be integrated into all stages of development programmes. In-depth case studies are included and show a variety of approaches.
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This pocket guide presents some tried and tested methods for putting impact measurement and accountability into practice throughout the life of a project. It is aimed at humanitarian practitioners, project officers and managers with some experience in the field, and draws on the work of field staff, NGOs, and inter-agency initiatives, including Sphere, ALNAP, HAP International, and People in Aid.
The OECD Development Assistance Committee's periodic peer review of the American development assistance programme.