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From A Cultural Perspective Of Ngo Development Obstacles Causes And Countermeasures

Posted on:2007-09-05Degree:MasterType:Thesis
Country:ChinaCandidate:H N XiongFull Text:PDF
GTID:2206360185456126Subject:Administrative Management
Abstract/Summary:PDF Full Text Request
In the field of public service ,marketing mechanism distortion and failure ,as well as government exiting bring about the lack of public production supply. Meanwhile, different living levels of social members result in the different kinds of demand for it. All these factors has been improving many Non-Government Organizations' bud and development . However, these NGOs always has some shortcomings ,such as invalidity, non-perfect operation system and dependence. It's very different from the autonomy ,non-profit, non-government and organized NGO of foreign countries. Our country adopts the controlling management mode ,which makes the conflicts among the NGO ability, public demand and government trust .First, compare the awareness of"natural law"and"following the natural rules", which mean different attitudes to the sense and result in different kinds development of the private field.Then , compare the development of social structure ,traditional China carried the Unitarianism, while western world developed the civil society which gestated the Third Department of modern society.As from the civil society development course, to the modern time,its emphasize has been set to the cooperation and communication with the country. So we need learn from the experienced countries in this field :First , build the"strong country-strong society"model for the modern economy society;Second ,lay emphasize on the public demond for association,change NGO's law status;Third,recognize NGO's right of speech,especially those sever the poor people. Through these methods to develop our NGO and civil society at the same time,tobuild up harmonious society .
Keywords/Search Tags:Non-Government Organization(NGO), Public Industry, Social Capital, Civil society
PDF Full Text Request
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