| Sažetak: | The non-governmental organisations (NGOs) in South Asian countries have attained
phenomenal growth, more so in Bangladesh. There has been manifold increase in the
number of NGOs, their staff and operational budget NGO programmes have also
undergone rapid expansion. These organisations arc however, facing difficulties in
administering their diverse programmes and managing a diverse range of staff. A study was
conducted on Proshika, a large NGO in Bangladesh, to examine how it has attained growth
and handled management challenges. The study themes included (a) organisation and
performance, (b) strategy, (c) participation, (d) leadership and succession, (e) gender, and
(f) learning. Proshika works with 1.4 million rural and urban poor and operates wide range
of programmes which include social mobilization, education, credit, employment and
income generation, health and sanitation, housing, social forestry, ecological agriculture,
policy advocacy, etc. Over the last ten years (1989-1998) there has been fantastic growth
of Proshika as an organisation. The number of its programme participants increased by
3 50%, staff size rose by 460o/o, and there has been 40-fold increase of its operational
budget during this period. Generous donors' support, continuing efforts in capacity
development, staff motivation and incentives, and participatory approach to development
contributed largely to the scaling-up Proshika. The study reveals that Proshika has so far
managed its growth well. The founder leader has been providing good leadership which
helped Proshika to get over an initial split of the organisation and develop it from a small scale
into a big multifaceted organisation. But rapid growth has put strains on the
management structures and systems. According to one recent review, overloads are
becoming excessive. Rapid growth has also made a dent on the senior management which
is overstretched and often uses 'crisis management approach' to major issues rather than
strategic management.
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