01797pab a2200145 454500008004000000100002000040245008100060260000900141300001400150362000800164520139200172650003001564650001501594773004201609180718b2003   xxu||||| |||| 00| 0 eng d  aBornstein, Lisa  aManagement standards and development practice in the South African aid Chain  c2003  ap.393-404  aDec  aThe article addresses how South African non-governmental organisations (NGOs) approach the management of their development activities and the influences upon their approaches. Based on interviews, field visits and programme documents from 40 organisations working in South Africa, the article explores the extent to which NGO programme priorities and adopted management practices arise out of donor conditions, succeed in their stated aims and generate other unintended consequences. Four aspects of contemporary NGO management dynamics are explored: logical frameworks, participatory processes, impact enhancement and financial probity. While donor requirements in these four areas generally impose heavy costs on South African NGOs and poorly achieve their stated aims, the research documents cases, in which local managers were able to work effectively and learn within these constraints, found ways around the more intrusive requirements, or challenged donors to change their policies to permit more equitable donor-recipient relationships and better development practice. However, an unintended impact of tighter funding requirements is an observable differentiation within the South African NGO sector, with smaller community-based organisations excluded as larger professional organisations establish more enduring links with international development organisations. - Reproduced.  aManagement - South Africa  aManagement  aPublic Administration and Development