Parameters of managerial effectiveness and development of third sector managers: An empirical study of HIV/AIDS NGO managers in India

Abstract

This paper reports on the findings of an empirical study that explores the perception of HIV third sector managers in India of their own effectiveness and the contextual factors in which they work. A qualitative methodology with case study design was employed. Semi-structured interviews with 16 Non-Governmental Organisation (NGOs) managers and two focus-group interviews with 16 non-managerial staff were carried out to generate primary data. The paper attempts to contextualise the model ‘parameters of managerial effectiveness’ (Analoui, 1999, 2002), and its related contextual factors in India. The findings identify managerial and leadership factors and influences that impact the effectiveness of NGO managers. It also confirms that, by and large, the framework is applicable to the NGO managers in India given the different context in which they must operate. These differences provided basis for the construction of a modified behavioural model for managerial behavioural analysis and their human resource development (HRD) needs. It provides a basis for HRD policy formulation for designing and implementing adequate training and development (T&D) for NGO managers in the third sector in India. This unique and first-time study contributes to the present stock of theoretical knowledge and understanding of the effectiveness of the managers in a sensitive untouched area within the third sector and organisations in a developing country.