rganizational Management and Program Practices of Selected Non-Government Organizations in the City of Dasmariñas Cavite: Basis for Policy Development Program
Journal Title: Psychology and Education: A Multidisciplinary Journal - Year 2024, Vol 28, Issue 4
Abstract
With this, the researcher aims to identify the organizational management practices of the non-government organizations and its program practices. This study utilized explanatory sequential approach of research. Moreover, the research focal point is to identify the organizational and policy practices of Non- Government Organizations. The respondents of the study were the presidents or general managers of the Non- Government Organizations in the City of Dasmarinas. Presidents or general managers were selected because in terms of organizational management, they oversee the day-to-day operations of the NGO, including managing staff, volunteers, and resources effectively. This involves making decisions about hiring, budgeting, and program implementation. By applying total population sampling, the researcher was able to get thirty-nine (39) respondents for its quantitative data. Moreover, the researcher utilized five (5) participants for the qualitative data. The qualitative data was gathered using interview. The findings show that respondents strongly agreed on the level of program practices of Non-Government Organizations in terms of program impact. The finding suggests that the respondents held a positive perception of NGO program practices, strongly agreeing that these practices effectively result in meaningful program impacts. This high level of agreement, reflected indicates a consensus among respondents regarding the efficacy of NGO programs in achieving their intended goals and making a positive difference in the communities they serve. On the other hand, respondents agreed on the level of program practices of Non-Government Organizations in terms of partnership. This concludes that respondents generally agreed with the level of program practices related to partnership exhibited by NGOs. However, indicates that while there is agreement, it may not be as strong or unanimous as in some other areas. This could imply that there may be room for improvement in how NGOs engage in partnerships, potentially through enhancing collaboration strategies, communication channels, or resource-sharing mechanisms.
Authors and Affiliations
Lelanie Perido, Orbel Canoy
Keywords
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- EP ID EP763998
- DOI 10.5281/zenodo.14261090
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