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Non-Governmental Organizations in Ensuring Security

100%
Piątek J. J.
Reality of Politics
|
2020
|
issue 11
30-44
EN
Various social, political and economic contexts give rise to visibly different concepts of security and these differences make one ponder on the limitations of traditional concepts of democratization and political development. Scientists, politicians and activists are now ever more boldly beginning to ask difficult but necessary questions about the appropriate dynamics of the processes of creating security and about the priorities adopted within them, searching for ways on which these processes could be co-created by traditional, local visions of needs of citizens’ safe life. The review of scholarly literature and political journalism addressing security points out new spheres of debates and subjects of controversy within this discipline. In a situation where in security-related processes governments cannot be the only ones that dominate, a question about the possibility of expanding activities with non-governmental organizations arises.
2
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The Role of the Principle of Subsidiarity in the Third Sector in the Republic of Poland

88%
Pudło W.
Polish Political Science Yearbook
|
2015
|
vol. 44
220-237
EN
The principle of subsidiarity not only has formed many of provisions in the act on Public Benefit and Volunteer Work (particularly those related to social consultations and transferring of public tasks), but is also a directive forming the cooperative habits between the public and non-public sectors. This is a matter of great importance taking into account that the subsidiarity in Poland is not effectively implemented as it could be because of limited autonomy of the self-government and frequently occurring interference of the State. Unfortunately it results in limiting of ability to decide on the type and methods of performing tasks. In addition, financial resources usually are not sufficient. It would be desirable to maintain and develop this course because about 61% of the polish society finds the third sector more effective than the public one. More and more often (43%) the contribution of the non-governmental organisations on solution of local problems is perceived, although still near the half of respondents (48%) doubt that they would have an important impact on the solution of important social problems. There are also real concerns about corruption, other law abuses, or giving priority to private interest instead of communal one.
3
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The PPR, Systemic Transformation, and New Poland. Opportunity Structures in the Biographical Experience of Senior Social Reformers

75%
Golczyńska-Grondas A.
Qualitative Sociology Review
|
2019
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vol. 15
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issue 4
68-94
EN
The paper is based on preliminary results of the analysis of four pilot narrative autobiographical interviews conducted with members of the oldest generation of Polish social innovators (born in the 1930s-early 1950s) working in the human sector area CSOs. In this text, I use the concept of opportunity structures, reflecting over sets of structures which facilitate the professional and personal development of social reformers. I refer mainly to Institutional Opportunity Structures emerging in Poland under the socialist regime, during and post systemic transformation. The leading argument here is that the social innovator’s career interrelates with the use of opportunity structures available in a political and economic system regardless of its type and prevalent ideology.
4

The Analysis and Synthesis of Strategic Management Research in the Third Sector from Early 2000 Through to Mid-2009

75%
Domański J.
Foundations of Management
|
2011
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vol. 3
|
issue 2
27-40
EN
The purpose of this paper is to analyse the contemporary literature on strategic management in non-profit organizations. The area at hand is divided into five categories: modern management and strategic management approaches/theories; analysis of the roles of externalities and internalities in the Third Sector; review of how strategic management has been applied for non-profit organizations; review of applications and enhanced identification of one or more strategies utilised by non-profit organizations; application of specific methods and tools in strategic management. Four dilemmas faced by modern management theory serve as a synthetic axis. First, how can the existing commercial management concepts and techniques be best adapted to the realities of the non-profit sector? Secondly, which of the established schools of strategic management is the most relevant one for non-profits? In fact, is it appropriate to look for a brand new school of thought? Thirdly, and this is again related to academic pursuits, what coherent theory can explain the efficiency of non-profit organizations. Fourthly, there is the dilemma what strategy to employ when faced with a choice between the willingness and the need to apply competitive strategies and the co-operative strategy in the third sector.
5
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Modele organizacji trzeciego sektora

63%
Janiszewski Ł.
Gospodarka w Praktyce i Teorii
|
2018
|
vol. 52
|
issue 3
7-18
EN
Non-governmental organizations have similar roles throughout Europe. They are meant to make people live better. However, the legal conditions in individual countries, due to their historical background and the socio-economic situation, are quite different. In this paper, the author shows the forms of activities of non-governmental organizations in European countries and the processes that took place there, and thanks to which European organizational models have evolved.  
PL
Organizacje pozarządowe odgrywają podobną rolę w całej Europie. Mają one sprawić, że ludziom będzie się żyło lepiej. Warunki prawne ich funkcjonowania w poszczególnych krajach, ze względu na rozwój historyczny i sytuację społeczno-gospodarczą, są jednak zupełnie inne. W niniejszym artykule autor prezentuje formy działalności organizacji pozarządowych w krajach europejskich oraz procesy, dzięki którym ewoluowały europejskie modele organizacyjne.  
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