Managing international development and aid programs often relies on trial and error and flexibility. Practitioners need a mix of management theory and field practice to prepare them for work in other countries―transitional, developing, wealthier, and poorer alike.

Filling an important gap in the literature for graduate students and practitioners in the public sector, private firms, contractors, and nonprofit organizations that manage development assistance projects, this is a guide to dealing with core issues likely to be faced in doing field work. International Development Management for Public and Nonprofit Organizations offers an accessible primer on the basics of managing and motivating people, teams, and organizations.

It focuses on challenges and opportunities to managing in difficult cultures and contexts, including hostile political regimes. The book takes a deeper look at management in four sectors: public finance, urban transport, K–12 education, and natural resources and the environment.

Presented throughout the book are 28 cases, designed to stimulate critical discussions, as well as five technical exercises to allow integration of theory and practice. This textbook is supplemented by slides for teaching along with a sample syllabus.

It is addressed to current and future international aid managers, including those enrolled in international management and international development courses at the university level. Professional development organizations, such as contractors, nonprofits, and donors, will also find the book a useful addition to their training materials.

. .