CHAPTER ONE

INTRODUCTION

1.1 Background

Since the late 1970s, Civil Society Organizations (CSOs) have played an increasingly important role in the development sector and are widely acclaimed for their participatory approach and grassroots driven development initiatives in bringing about peaceful and substantial change in societies (Banks and Hulme, 2012). According to the UN, any private organization that is free from government control can be labeled an “NGO”. Given that it is not-for-profit, and focused on development and is not an opposition political party.  

The 2030 Agenda for Sustainable Development is clear on the need for all development actors inclusive of CSOs to engage in the implementation and monitoring of the Sustainable Development Goals (SDGs). The strengthened global partnership for achievement of SDG 17 (revitalize the global partnership for sustainable development) is meant to involve all levels of government, the private sector and civil society, among others. Further, CSOs play a crucial role in facilitating people’s participation and the pursuit of accountability. In this sense, they also are critical to achieving SDG 16 (promote just, peaceful and inclusive societies) and are part and parcel of such societies and the accountable institutions called for in this SDGs. Again, CSOs fill roles as providers of services in development and humanitarian situations, they contribute to policy development through dialogue and advocacy and are leaders in the promotion and protection of human rights and democratization. (Development Assistance Committee Members and Civil Society, 2020).

communication which has evolved from local to global, one-way to interactive, and in-person to online as a result of rapid technological evolution spanning the 20th century to today (Stewart & Nikolova, 2014) is widely recognized as the lifeline for Civil Society Organizations and plays a great role in the implementation of their programs/projects (Arasa & Kioko, 2014). These advancements have made communication faster, more convenient, and accessible across geographical boundaries (Johnson, 2017), making it have tremendous implication on project management processes such as planning, organizing, directing, and controlling. Such activity that consumes over 50% of the project manager’s time and that has implication on the principal functions of managers need to be handled more efficiently and effectively (Ayodele and Idowu, 2009). The activities of efficiency, accountability and transparency are better managed if there is communication. (Joslin and Ralf 2016) described communication as the process of responding and supporting others, motivating staff and audience, and building accessibility and accountability. (Goetsch and Stanley 2014) stated that in order to eliminate barriers to managing a diverse workforce, a thorough investigation of communication is needed to improve employee outcomes that positively affect organizations and project outcomes.

Communication has long been recognized as a key factor influencing project success across various contexts (Pinto & Slevin, 1988; Schwartz & Zolin, 2012). Early conceptualizations primarily focused on top-down dissemination of technical information to guide task completion (Pinto & Slevin, 1988). However, as empirical research demonstrated that relationships between stakeholders significantly impact outcomes, perspectives evolved to emphasize communication as a collaborative two-way process (Schwartz & Zolin, 2012). This realization prompted advances in industry practices like status reporting, briefings, and issue tracking to better engage stakeholders (Kerzner, 2017). Professional standards bodies also began codifying communication planning and coordination as core implementation supporter (PMBOK, 2013). More contemporary theoretical frameworks further broadened the scope to incorporate social aspects like knowledge sharing networks and cultural considerations within and between organizations (Wheatley, 2006; Williams, 2012).

Communication and project performance have evolved significantly over time as organizations have recognized their importance. Early project management approaches in the 1950s and 1960s focused primarily on technical and budget aspects, with less emphasis on the human and communicative elements (Pinto & Slevin, 1988), early project coordination relied heavily on informal face-to-face exchanges and documentation (DeSanctis & Monge, 1999). As teams grew dispersed, communication obstacles often led to delays, cost overruns and failures to meet objectives (Kerzner, 2013). Formal project management methodologies began emerging in the 1950s to systematically plan and track complex endeavors (Morris, 2013).

Researchers began exploring why some projects were successful while others failed, discovering that interpersonal relationships and information sharing played a key role (Schwartz & Zolin, 2012). By the 1970s and 1980s, communication rose to greater prominence as an essential part of project success. Practitioners emphasized keeping all stakeholders informed through status reports, team briefings, and issue logs (Kerzner, 2017). The PMI’s A Guide to Project Management Body of Knowledge (PMBOK) first published in 1987 also underscored communication planning and information distribution as key processes (PMBOK, 2013). Stakeholder engagement, transparency and coordination are now understood as critical to effective implementation and outcomes, especially for strategically-important initiatives (Bourne & Walker, 2005; Cooke-Davies, 2002).

In Cameroon like in other developing countries the Civil Society Organization sector have grown rapidly. The general presumption is that these NGOs operating in poor countries are charitable organizations, meaning they have a philanthropic purpose that is shared by their members and promoters (Fafchamps, 2014). One characteristic that unites these diverse organizations however is their non-profit status which implies that they are not limited by short-term financial objectives. Hence, they are able to dedicate themselves to matters occurring across longer time frames, such as climate change, or malaria prevention. Public surveys reveal that NGOs frequently benefit from a high degree of public trust, which can make them useful. However, given that these organizations are non-profit organizations, it is Imperative that they rely on external funding or volunteerism by goodwill individuals which comes through the writing of projects and grants (solicited or unsolicited).

1.2 Statement of Problem

It has been globally observed that most development projects experience delays or fail to meet performance indicators due to various factors, including poor planning, inadequate resources, unclear objectives, ineffective leadership, and most importantly, lack of stakeholder involvement and communication. The absence of effective communication with project stakeholders and teams can lead to misunderstandings, conflicts, and delays in decision-making, ultimately impacting project performance (Geraldine, 2012). Research has shown that poor communication is a significant contributor to project failures (Silas et al., 2017). Inadequate communication with internal and external stakeholders can negatively affect critical aspects of project success, such as timeframe, budget, and stakeholder agreement (Emuze & James, 2013). A study conducted in Nigeria by (Leje et al 2019) revealed that communication is what facilitates understanding among all the stakeholders in a project and that, effective tools and instruments should be adopted to achieve quality, cost efficiency, and timely delivery of projects. Despite recommendations on projects management best practices, (The World Bank, 2018) using PMBOK guidelines, poor quality and delay in project completions have been increasing from time to time (BOZ project status & closure reports, 2019). Scholarly literature on project management emphasizes the significance of proficient communication and its influence on the results of projects (Fortune & White, 2011).

For numerous years, the inability to successfully execute projects on time, within the stated budget and with expected quality have remained a prominent concern for management, with communication being recognized as a factor preventing organizations from exerting influence and attaining success in project management. This study therefore is meant to fill this gap by finding out the connection and the extent to which communication may have on the quality and timely delivery of project activities as well making projects stay within budget (project performance) in the Buea Municipality.

1.3 Research Questions

The main research question is: to what extent does Communication Impact Project Performance Amongst Civil Society Organizations in Buea Municipality?

1.3.1 Specific Questions

1. What impact does internal communication have on project performance in CSOs operating in Buea municipality?
2. How does external communication with stakeholders affect project performance in CSOs in Buea Municipality?
3. How does the frequency of communication impact project performance in CSOs in Buea Municipality?

1.4 Research Objectives

1.4.1 General Objective

The Main Objective of this study is to Assess the Impact of Communication on Project Performance Among Non-Governmental Organizations based in Buea, Cameroon.

1.4.2 Specific Objectives

1. To determine the impact of internal communication on project performance in CSOs operating in Buea municipality.
2. To examine how external communication with stakeholders affects project performance in CSOs in Buea Municipality.
3. To determine how the frequency of communication impacts project performance in CSOs in Buea Municipality.