8 Eye Opening Reasons Why Development Management Trumps an MBA

This article presents eight compelling reasons why development management is a superior educational choice over a conventional MBA for aspiring social sector leaders. It details the specialized curriculum, real-world problem solving, ethical leadership focus, and enhanced experiential learning that empower graduates to address complex social challenges. The post argues that development management better prepares professionals to effect sustainable change.

Data Quality Framework

This resource from the World Bank DIME Wiki outlines a practical framework for monitoring data quality in development projects. It highlights the key dimensions of data quality such as accuracy, completeness, timeliness, and consistency, providing actionable steps for teams to perform routine data checks and corrective actions. By following this framework, development practitioners can ensure the collection of reliable and high-quality data, which is essential for effective decision-making and achieving better project outcomes. The approach fosters accountability and supports continuous improvements in data quality, ultimately enhancing the efficiency and effectiveness of development programs.

What is Talent Recruitment?

Talent attraction and recruitment is the first step in identifying, screening, and selecting talent for a particular job role in Social Purpose organizations (SPOs). Effective recruitment strategies bring the right candidate on board so that the effectiveness and performance of the SPO is enhanced. Conversely, when SPOs do not find the right candidate, they prefer not to hire, worrying that a wrong hire might negatively affect the organization.

Compensation Benchmarking in the Indian Social Sector Report

This report presents the key findings from the study on compensation benchmarking in the Indian social sector. Drawing from a sample of 75 Indian social purpose organizations(SPOs), it provides an insight into the existing compensation practices across a typology of roles and SPOs. It also presents the status of social sector compensation as compared to the general industry compensation.

Talent Management in the Social Sector: A Review of Compensation and Motivation

This article systematically reviews compensation practices and motivation in social sector organisations. It covers two key areas: compensation and motivation. The review identifies organisation and employee-level factors influencing compensation, its impact on performance and commitment, and gaps for future research. It also explores motivation theories and key drivers in the sector. Most literature focuses on North America and Europe, treating social organisations as a single category, despite structural differences. This limits understanding of talent in India’s social sector. The article highlights these challenges and offers recommendations for practitioners and researchers.

Community Development Centre (CDC)

This case engages with the journey of Community Development Centre (CDC), a small non-profit organisation operating in the Mahakaushal region of Madhya Pradesh for over two decades. The case demonstrates how CDC has created a resilient and responsive organizational culture in a remote and resource-starved environment to address multiple developmental challenges of the region and in particular, of the most marginalised Baiga tribe within it. This case represents many similar small organizations that carry out credible and often pivotal work in their own contexts. This case aims to build an appreciation of such organisations in the mainstream developmental discourse.

U&I: Nurturing Empathy for Effectiveness

U&I is a volunteer-driven charitable organization based in Bengaluru, Karnataka, India. It provides non-formal education to underprivileged children in 25 cities around India, through a network of over 2,300 volunteers. The casestudy engages with the ways in which conscious design can nurture structures, spaces and processes that enable the integration of an organization’s mission and volunteer model with the leadership’s core principles of empathetic care and authentic relationships. It provides an opportunity for learners to reflect on how designing for empathy can produce tangible programmatic impact, develop in-house leadership and build a self-sustaining organizational culture and volunteer ecosystem.

The grassroots and the grass tree: Humana People to People India (HPPI)

Humana People to People India (HPPI) is a non-profit organization working for the holistic development of marginalised populations in rural and urban India. Established in 1998, today it is an organization with an organizational strength of over 4,000 people, and working in 7,000 villages across 92 districts. The case engages with how HPPI evolved a structure, culture and organizational leadership to hold together multiple kinds of talent as well as work closely with the State and public delivery system that inform the current development narrative. The case can also inform learners of principles of design as they grow to scale.

A Typology of Organisations in the Indian Social Sector

The Indian social sector is vast and growing, but existing typologies fail to capture its diversity. Most research focuses on Western economies, where social enterprises differ in structure and demands. To address this gap, we first review existing typologies of social sector enterprises. Then, we propose a hierarchical typology tailored to India, considering multiple characteristics. Finally, we identify key factors for applying this framework. This approach aims to enhance understanding of India’s unique social sector landscape.
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