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Wirtschaftswissenschaftliche Fakultät Ingolstadt der Katholischen Universität Eichstätt-Ingolstadt Anhang A-D Aufbau- und Koordinationsstrukturen internationaler Nichtregierungsorganisationen im System der Vereinten Nationen . A N H A N G A: Grundsätzliche Informationen B: Übergreifende Untersuchungsergebnisse C: Organisationsstrukur und Performance D: Trendaussagen Anhang A: Grundsätzliche Informationen A1 Anhang A: Grundsätzliche Informationen A1. Umfrage: Auflistung aller abgefragten Daten Code Beschreibung Antwortformat Q1.1 First assessment: Organizational form - „Centralized Organization - „Federation - „Confederation - „Network -“None of the above:“ (free free text) Q1.2 Means of coordination Q1.2.1 Formal (left) vs. Informal (right) „ ++“ (= 1 / left side dominates strongly), „+“ (= 2 / left side Q1.2.2 Hierarchies high (left) low (right) dominates ), „Equal“ = 3, „+“ (=4 / right side dominates ), „ ++“ (=5 / right side dominates strongly) Q1.2.3 Rules and regulations many(left) / little (right) Q1.2.4 Leadership through authority (left) /trust (right) Q1.3 Comment (means of coordination) Free text Q1.4 Organizational criteria of headquarters - „Functions (Human Resources, Marketing & Communica- organization tion, Finance, etc.)“ - „Programs, projects, campaigns or services“ - „Regions“ - „Contributors or key donors“ - „other or several criteria: „(free text) Q1.5 Coordination of international activities - “through the direct coordination of the directors office” - “through a separate international department” - “through each department individually” - “other” (free-text) Q2.1* General organizational set-up - „no organizational unit“ - „one unit one country“ - „several units one country“ - „several units several countries“ Q2.2* General centralization - „Center / HQ“ - „no center“ Q2.2.1* Existence of an alliance set-up yes/no Q2.3* Bartlett-Ghoshal: Degree of control and decision-making Q2.3.1* Type 1 - Control and decision-making Likert: 1 = „no match“ to 5 = „strong match“ Q2.3.2* Type 2 - Control and decision-making Q2.3.3* Type 3 - Control and decision-making Q2.3.4* Type 4 - Control and decision-making Q2.4* Bartlett-Ghoshal: Development and use of expertise Q2.4.1* Type 1 - Development and use of expertise Likert: 1 = „no match“ to 5 = „strong match“ Q2.4.2* Type 2 - Development and use of expertise Q2.4.3* Type 3 - Development and use of expertise Q2.4.4 Type 4 - Development and use of expertise Q2.5* Bartlett-Ghoshal: Roles of units abroad Q2.5.1* Type 1 - Roles of units abroad Likert: 1 = „no match“ to 5 = „strong match“ Q2.5.2* Type 2 - Roles of units abroad Q2.5.3* Type 3 - Roles of units abroad Q2.5.4* Type 4 - Roles of units abroad Q2.6* Second assessment: Bartlett-Ghoshal - Type 1-4 (Bartlett-Ghoshal) - Type 5 „Other“ Q2.7 Further comment on organizational struc- free text ture Q3.1 Main contributors to the budget Q3.1.1 Private Individuals Likert: „1“ = not important to „5“ = very important Q3.1.2 Foundations Q3.1.3 Business corporations Q3.1.4 Governmental institutions Q3.1.5 International organizations Q3.1.6 other Q3.2 Budget increase or decrease 2011 -decrease by 30% and more -decrease by 20 to 30% A2 Anhang A: Grundsätzliche Informationen -decrease by 10 to 20% -decrease by 1 to 10 % -no change -increase by 1 to 10 % -increase by 10 to 20% -increase by 20 to 30% -increase by 30% and more Q3.3 Percentage of administration costs -up to 10 %; -from 10 to 20 % -from 20 to 30 % -from 30 to 40 % -from 40 to 50 % -from 50 to 60 % -from 60 to 70 % -from 70 to 80 % -from 80 to 90 % -90% and more -not applicable Q3.4* Absolute performance Q3.4.1* Absolute performance: Achievement of Likert: „1“ = greatly deteriorated, to „5“ = greatly improved. organization's mission Q3.4.2* Absolute performance: Number of individu- al donors and supporters Q3.4.3* Absolute performance: Size of budget Q3.4.4* Absolute performance: Costs of administra- tion Q3.4.5* Absolute performance: Operational flexibil- ity of organization Q3.5* Relative performance Q3.5.1* Relative performance: Achievement of Likert: „1“ = greatly deteriorated, to „5“ = greatly improved. organization's mission Q3.5.2* Relative performance: Number of individual donors and supporters Q3.5.3* Relative performance: Size of budget Q3.5.4* Relative performance: Costs of administra- tion Q3.5.5* Relative performance: Operational flexibility of organization Q3.6* Structural performance Q3.6.1* Structural performance: Achievement of Likert „1“ = very low, to „5“ = very high organization's mission Q3.6.2* Structural performance: Growth of individu- al donors and supporters Q3.6.3* Structural performance: Growth of budget Q3.6.4* Structural performance: Lowering cost for administration Q3.6.5* Structural performance: Increasing opera- tional flexibility of organization Q4.1 Organization's predominant activity - „Advocacy only“ - „Operational“ - „both“ Q4.2 Field of work of organization - „Culture, Arts and Recreation“ - „Education & Research“ - „Health“ - „Social Services“ - „Environment“ - „Community and Neighborhood Organizations“ - „Civil Liberty Organizations“ - „Philantropy & Donating Charities“ - „Churches and Religious Communities“ - „International Advocacy and Development Organizations“ - „Business & Professional Associations, Unions“ Q4.3 Foundation year Free number Q4.4.1 Individual donors and supporters Free number Q4.4.2 Employed staff Free number Q4.4.3 Volunteer staff members Free number Q4.5 Annual budget - up to 10.000 USD - 10.000 - 50.000 USD - 50.000 - 250.000 USD Anhang A: Grundsätzliche Informationen A3 - 250.000 - 500.000 USD - 500.000 - 1 Mio. USD - 1 Mio - 2,5 Mio. USD - 2,5 - 5 Mio. USD - over 5 Mio. USD - unknown Q4.6 Headquarter location Free text Q4.7 International Distribution and Offices Q4.7.1 Europe Yes/No Q4.7.2 Central Asia Q4.7.3 East & Southeast Asia Q4.7.4 South Asia Q4.7.5 Australia - Oceania Q4.7.6 Middle East Q4.7.7 Africa Q4.7.8 North America Q4.7.9 South/Central America and Caribbean Q4.8 Accreditation International Organizations Q4.8.1 ECOSOC Yes/No Q4.8.2 VN-Organizations and Programs Q4.8.3 Other International Organizations Q4.8.4 Other Free text Q5.1 Opinions Q5.1.1 Lower income has forced us to cut our Likert: „1“ = strongly disagree, to „5“ = strongly agree. organization's budget Q5.1.2 An NGO has to have thorough knowledge to maintain it's uniqueness within the sector Q5.1.3 PR and fundraising have become a neces- sity for an NGO Q5.1.4 A flexible and efficient organizational struc- ture has become increasingly important for NGOs Q5.1.5 Pooling resources and sharing facilities with other NGOs has become increasingly important Q5.1.6 Cooperations with private sector compa- nies have become increasingly important Q5.1.7 Long-term cooperations of more than 3 years with other NGOs have become in- creasingly important Q5.1.8 Short-term cooperations of less than a year with other NGOs have become increasingly important Q5.1.9 The rising demand for accountability and performance measurement changes the NGO sector Q5.1.10 The idea of social entrepreneurship chang- es the NGO sector Q5.1.11 Big foundations (i.e. The Gates Foundation, The Global Fund) change the NGO sector Q5.1.12 Further statements Free text Q5.2 Final Questions Q5.2.1 Involvement in strategic activities „1“ = not at all, to „5“ = very much Q5.2.2 Involvement in operational activities Q5.2.3 How clear was this questionnaire? Q5.8 Final statements Free text Q5.9 Knock Out option for data integrity Yes/No Q5.5 Name of Organization and contact infor- Free text mation Q5.5.1 Name of Organization Free text Q5.5.2 Website Free text Q5.5.3 Your name (optional) Free text Q5.5.4 e-mail contact (optional) Free text A4 Anhang A: Grundsätzliche Informationen A2. Arbeitsfelder des ICNPO Klassifikationssystems (Quelle: DESA – United Nations Department of Economic and Social Affairs, 2003, S. 264) • CULTURE, ARTS AND RECREATION: includes theaters, museums, zoos, aquariums, performing arts, historical and cultural societies, sports clubs, social clubs, service clubs like the Lions, Rotary etc. • EDUCATION & RESEARCH: includes primary, elementary and secondary schools, higher education, vocational schools, adult and continuing education, research institutes. • HEALTH: includes hospitals, rehabilitation, nursing homes, mental health institutions, preventive health care, emergency medical services, volunteer ambulances. • SOCIAL SERVICES: includes child welfare services, day care, youth welfare, family welfare, services for the handi- capped, services for the elderly, assistance to refugees and homeless people, shelters, food distribution. • ENVIRONMENT: includes environmental protection, conservation, cleanup andbeautification, animal and wildlife protection, and veterinary services. • DEVELOPMENT & HOUSING: includes community and neighborhoodorganisations, domestic economic and social develop- ment activities, housing associations and housing assistance. • CIVIL & ADVOCACY ORGANISATIONS: includes civic associations, civil liberty groups, advocacy organisations, legal services, crime prevention and rehabilitation of offenders, consumer protection. • PHILANTHROPY AND VOLUNTARISM PROMOTION: includes foundations,volunteer bureaus, fund-raising organisations. • RELIGION: includes churches, synagogues, mosques and other places of warship • INTERNATIONAL ACTIVITIES: includes exchange, friendship and culturalprograms, international disaster and relief, interna- tional human rights and peace promotion, development assistance and aid. • BUSINESS & PROFESSIONAL ASSOCIATIONS, UNIONS:
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