Abstract

The different models of management have evolved over time in response to challenges and issues, and to respond to real-world problems. These challenges have increasingly become more complex since the last decade and are now referred to as grand challenges or wicked problems. The persistence of wicked problems—complex, systemic issues like poverty, climate change, and health crises—alongside the emergence of new ones has underscored a critical paradox– the increasing inequality amidst rising global prosperity (Rittel & Webber, 1973). The United Nations Sustainable Development Goals (SDGs) represent a global framework aimed at addressing these challenges, yet diverse institutions such as non-profits, social enterprises, civil society organizations, and government agencies have had limited, localized impact (Ferraro et al., 2015). Scaling these interventions for broader impact to achieve Sustainable Development Goals (SDGs) has proved to be a critical challenge. In such a scenario, management tools can act as a leverage point for scaling and amplifying results across sectors (Mazzucato, 2018). However, due to the inherent complexities of the social sector, traditional management frameworks drawn from business, public administration, or social work are often inadequate. There is a need to reimagine management for the social sector, considering its unique challenges and opportunities (George et al., 2016). Against this backdrop, the discipline and practice of Development Management has emerged, one that caters specifically to the needs of Social Purpose Organizations (SPOs) and addresses the changing developmental context, ensuring that management principles are aligned with SDGs and systemic impact (Thomas, 1999).

Development management refers to the application of management practices in the context of development interventions. It involves adapting management principles to address complex social, political, and economic issues, with the goal of improving the effectiveness and sustainability of development efforts. Alan Thomas (1999) emphasizes that development management is distinct from general management because it deals with, a) wicked problems (social issues that are complex, multi-dimensional, and difficult to solve with conventional methods), b) multiple stakeholders (working with diverse groups, including government agencies, NGOs, communities, and international bodies, often with conflicting interests and objectives), and c) ethical concerns (navigating power dynamics, inequality, and the responsibilities of those intervening in development processes). Thomas also highlights the adaptive nature of development management, stressing the need to continuously learn, adjust strategies, and respond to changing circumstances in the development field.

A specialized course focused on development management can ensure that professionals lead with purpose, ethics, scalability, and inclusivity. Skill building should be aimed at equipping professionals with the tools, approaches and perspectives to design, implement, and evaluate development projects that align with SDGs and in response to contextual needs, not just organizational objectives. The modules should be aligned with the tenets of fostering adaptive thinking, collaboration across sectors, participatory decision-making, and a deep understanding of context-specific challenges.

The paper proposes to study different models of development management in the global north and in the global south to identify the axioms of this emerging discipline both in educational space and also in practice. Such a comparative study and exploration can help towards the building of a framework to support organisations and educational institutions in operating with purpose and for greater social impact.

References

Ferraro, F., Etzion, D., & Gehman, J. (2015). Tackling grand challenges pragmatically: Robust action revisited. Organization Studies, 36(3), 363-390.

George, G., Howard-Grenville, J., Joshi, A., & Tihanyi, L. (2016). Understanding and tackling grand challenges through management research. Academy of Management Journal, 59(6), 1880-1895.

Mazzucato, M. (2018). Mission-oriented research & innovation in the European Union: A problem-solving approach to fuel innovation-led growth. European Commission.

Rittel, H. W., & Webber, M. M. (1973). Dilemmas in a general theory of planning. Policy Sciences, 4(2), 155-169.

Thomas, A. (1999). What makes good development management? Development in Practice, 9(1-2), 9-17.

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