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The Professionalization of Humanitarian Organizations : The Art of Balancing Multiple Stakeholder Interests at the ICRC.

By: Müller-Stewens, Günter.
Contributor(s): Dinh, Tami | Hartmann, Bettina | Eppler, Martin J | Bünzli, Fabienne.
Material type: TextTextSeries: eBooks on Demand.SpringerBriefs in Business Ser: Publisher: Cham : Springer, 2018Copyright date: ©2019Description: 1 online resource (100 pages).Content type: text Media type: computer Carrier type: online resourceISBN: 9783030032487.Subject(s): Non-governmental organizations-Management | International Committee of the Red Cross-ManagementGenre/Form: Electronic books.Additional physical formats: Print version:: The Professionalization of Humanitarian Organizations : The Art of Balancing Multiple Stakeholder Interests at the ICRCDDC classification: 658 LOC classification: HF4999.2-6182Online resources: Click here to view this ebook.
Contents:
Intro -- Preface -- References -- Contents -- 1 Humanitarian Organizations Under Pressure -- 1.1 Specifics and Challenges of Humanitarian Organizations -- 1.2 Our Research Interest and Theoretical Perspective -- 1.3 The Empirical Study -- References -- 2 The ICRC as a Research Site: An Organization on the Move -- 2.1 The Strategy and Operating Model of the ICRC -- 2.1.1 Cornerstones of the ICRC Strategy -- 2.1.2 What Makes the ICRC Different? -- 2.2 Strategy Execution and Organizational Alignment at the ICRC -- 2.2.1 Organizational Structure: Providing Sense Making Rationales -- 2.2.2 Management Systems: Supporting the Transition of Roles -- 2.2.3 Interaction Style: From Command and Control to Greater Participation -- References -- 3 Dealing with More Complex Networks of Stakeholders -- 3.1 Shifts in Stakeholder Settings and Relations -- 3.1.1 Changing Expectations and Power Relationships -- 3.1.2 Disruptions Related to Assumptions and Intensified Stakeholder Interactions -- 3.1.3 More Dynamic and Interdependent Decision-Making -- 3.1.4 From Sequential to Simultaneous Decision-Making -- 3.2 Complexity Reduction by Adopting "Simple Rules" -- 3.2.1 Subject Matter Expertise: Sketching the Scope of Activities -- 3.2.2 Seizing the Window of Opportunity: Deciding in Time -- 3.2.3 Putting the Beneficiary in the Center -- 3.2.4 Using the "Untouchables" as "Inner Compass" -- 3.3 The Changing Role of Accountability -- 3.3.1 The Difficulties of Measuring the Performance of Humanitarian Activities -- 3.3.2 Increasing External Pressures Lead to More Accountability -- 3.3.3 Internal Changes Needed Due to More Accountability -- 3.3.4 Planning for Results at ICRC-Curse or Blessing? -- 3.4 Using Dual Modes of Decision-Making and Acting -- 3.4.1 The Planning Mode: Managing Business as Usual -- 3.4.2 The Emergency Mode: Time Matters!.
3.4.3 Finding the Right Balance Between the Two Modes -- References -- 4 Humanitarian Aid 2.0: Social Media Analytics and Stakeholder Engagement at the International Committee of the Red Cross -- 4.1 A Surprising Discovery -- 4.2 The ICRC Context: Protecting People in More than 80 Countries -- 4.3 Social Media Analytics: From Nice-to-Have to Essential -- 4.4 When Online Presence Makes a Difference on the Ground -- 4.5 The Strategic Importance of Social Media Analytics -- 4.6 Measuring Stakeholder Engagement and Resonance -- 4.7 Investing in the Digital Future -- 4.8 Case Questions -- References -- 5 Managerial Implications -- 5.1 Increase Capacity and Capabilities in Stakeholder Management -- 5.2 Extend Reputation by Fostering Social Innovations -- 5.3 Make Ongoing Changes More Comprehensible -- 5.4 Define Value Propositions to All Relevant Stakeholders -- 5.5 Reflect on the Moral Dilemmas Which Come Along with Professionalization -- 5.6 Align the Internal Diversity to the Increasing External One -- 5.7 Follow a Set of Simple Rules to Reduce Complexity for Employees -- 5.8 Link Better Moral and Technical Accountability by Educating Stakeholders -- 5.9 Take Advantage of Two Strategic Decision-Making Modes -- 5.10 Implications from the Social Media Case Study -- Reference.
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Item type Current location Call number URL Status Date due Barcode
Electronic Book UT Tyler Online
Online
HF4999.2-6182 (Browse shelf) https://ebookcentral.proquest.com/lib/uttyler/detail.action?docID=5603434 Available EBC5603434

Intro -- Preface -- References -- Contents -- 1 Humanitarian Organizations Under Pressure -- 1.1 Specifics and Challenges of Humanitarian Organizations -- 1.2 Our Research Interest and Theoretical Perspective -- 1.3 The Empirical Study -- References -- 2 The ICRC as a Research Site: An Organization on the Move -- 2.1 The Strategy and Operating Model of the ICRC -- 2.1.1 Cornerstones of the ICRC Strategy -- 2.1.2 What Makes the ICRC Different? -- 2.2 Strategy Execution and Organizational Alignment at the ICRC -- 2.2.1 Organizational Structure: Providing Sense Making Rationales -- 2.2.2 Management Systems: Supporting the Transition of Roles -- 2.2.3 Interaction Style: From Command and Control to Greater Participation -- References -- 3 Dealing with More Complex Networks of Stakeholders -- 3.1 Shifts in Stakeholder Settings and Relations -- 3.1.1 Changing Expectations and Power Relationships -- 3.1.2 Disruptions Related to Assumptions and Intensified Stakeholder Interactions -- 3.1.3 More Dynamic and Interdependent Decision-Making -- 3.1.4 From Sequential to Simultaneous Decision-Making -- 3.2 Complexity Reduction by Adopting "Simple Rules" -- 3.2.1 Subject Matter Expertise: Sketching the Scope of Activities -- 3.2.2 Seizing the Window of Opportunity: Deciding in Time -- 3.2.3 Putting the Beneficiary in the Center -- 3.2.4 Using the "Untouchables" as "Inner Compass" -- 3.3 The Changing Role of Accountability -- 3.3.1 The Difficulties of Measuring the Performance of Humanitarian Activities -- 3.3.2 Increasing External Pressures Lead to More Accountability -- 3.3.3 Internal Changes Needed Due to More Accountability -- 3.3.4 Planning for Results at ICRC-Curse or Blessing? -- 3.4 Using Dual Modes of Decision-Making and Acting -- 3.4.1 The Planning Mode: Managing Business as Usual -- 3.4.2 The Emergency Mode: Time Matters!.

3.4.3 Finding the Right Balance Between the Two Modes -- References -- 4 Humanitarian Aid 2.0: Social Media Analytics and Stakeholder Engagement at the International Committee of the Red Cross -- 4.1 A Surprising Discovery -- 4.2 The ICRC Context: Protecting People in More than 80 Countries -- 4.3 Social Media Analytics: From Nice-to-Have to Essential -- 4.4 When Online Presence Makes a Difference on the Ground -- 4.5 The Strategic Importance of Social Media Analytics -- 4.6 Measuring Stakeholder Engagement and Resonance -- 4.7 Investing in the Digital Future -- 4.8 Case Questions -- References -- 5 Managerial Implications -- 5.1 Increase Capacity and Capabilities in Stakeholder Management -- 5.2 Extend Reputation by Fostering Social Innovations -- 5.3 Make Ongoing Changes More Comprehensible -- 5.4 Define Value Propositions to All Relevant Stakeholders -- 5.5 Reflect on the Moral Dilemmas Which Come Along with Professionalization -- 5.6 Align the Internal Diversity to the Increasing External One -- 5.7 Follow a Set of Simple Rules to Reduce Complexity for Employees -- 5.8 Link Better Moral and Technical Accountability by Educating Stakeholders -- 5.9 Take Advantage of Two Strategic Decision-Making Modes -- 5.10 Implications from the Social Media Case Study -- Reference.

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