This book explores the newly emerging field of the management of NGO's working toward poverty reduction in developing countries. Drawing on current research in non-profit management, development administration, and business management, this book develops a composite model of NGO management that seeks to analyze the distinctive organizational challenges faced by these organizations. The book is illustrated throughout with examples drawn from the author's own research and consultancy experience. Key issues and debates include the changing global and local contexts of development cooperation; management technologies such as empowerment and stakeholder analysis; structural issues such as accountability, governance, and participation; cultural issues such as organizational learning and diversity; and dealing with complexity and uncertainty.