Zimbabwe: The Dilemma of NGO Sector

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Many local and international non-governmental organisations (NGOs) employ strategic management processes with the hope of turning around the fortunes and aligning the way they do business in anticipation of improving their efficacy.

This article critically examines the process of strategic management formulation within the sector. Suffice to say that most NGOs only started focusing on strategic management as a management technique in the last twenty years. The major challenge faced by these organisations is that it is difficult to measure the output of their services they offer. The concept of strategic management is mostly applicable to organisations that are client or market focused. Most NGOs, however, are not client- oriented but resource-focused (unfortunately incorrect). Most NGOs spend the first quarter of each year focusing on strategic management planning and it would be critical for serious fund managers to have an informed and reasoned opinion.

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