The 21 committees and subcommittees marshal over 100 FHS members and stakeholders to play parts of practical supervision for almost all operational aspects of FHS, including such varied areas as services monitoring, grievance appeals, financing functions, human resources, building maintenance, marketing, public relations, IT functions, research, and exchange projects with other NGOs.
This code of practices calls for managers and NGO boards to concentrate on assurance of sensible fiscal management, legal and regulatory compliance, performance monitoring, and operational transparency. The formation of a lot of government committees and the recruitment and appointment of related member and stakeholder resources are largely caused by a conscious determination of the FHS council to use operational supervision and strong tracking of FHS. Why did FHS's council embrace this strategy? How does it track service performance and FHS's operations?
PUBLICATION DATE: December 31, 2013 PRODUCT #: HK1029-HCB-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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