UNHCR

Mission and strategy

The mission of UNHCR involves protecting the rights and welfare of refugees around the world by ensuring that every person enjoys the right of seeking a safe haven in another country and going back home voluntarily.  The organization tries to find lasting solutions to the plight of the refugees by helping them to go back to their countries or to have a permanent settlement in another state (UNHCR, 2005).  The strategy used by the organization in safeguarding the interests of refugees is informed by the roles and mandates issued by the United Nations General Assembly and UNHCR Executive Committee. The organization can, therefore, get involved with other groups including internally displaced persons, stateless persons, former refugees and people whose nationality is disputed. Their main strategy involves trying to minimize situations that lead to forced displacements by engaging other institutions or states to establish conditions favorable for the protection of human rights and solving disputes in a peaceful manner (UNHCR, 2005). The organization gives more specific attention to the wellbeing of needy children while promoting the equal rights of disadvantaged groups including girls and women. In collaboration with states, regional and international organizations including non-governmental entities, UNHCR is able to accomplish its mission across the world (UNHCR, 2005). An important aspect in its operations includes participation principle poised on the notion that refugees and other beneficiaries of its activities must be consulted over decisions and actions that have effects on their lives.

The principles upheld in UNHCR are established in its code of conduct, where guiding principles are also enshrined. These include upholding the fundamental human rights, human dignity for both men and women and ensuring social justice (UNHCR, 2004). The values highlighted includes the core values established by the UN system which include integrity, professionalism and respect for diversity , and employees of the organization are expected to uphold an international perspective at any given time (UNHCR, 2004). The staffs are expected to embrace and promote tolerance, show confidentiality and uphold confidentiality.  The organization aims at having working relations with humanitarian partners, seek to enhance performance while promoting an environment that personal development and supporting positive change.  Practicing tolerance involves according equal respect to persons without discriminating on race, religion, gender, language or ethnic origin, disability, political views and other such distinguishing aspects (UNHCR, 2004). The values also include respecting the different cultures, traditions and customs of everyone while desisting from behaviors that are unacceptable in a given cultural context.

PEST analysis

• Political analysis

The UNHCR is situated within the context of the overall global politics, which are informed by the policies and actions of states which are predominant plays in the global political system. This means that the operations of the organization have been influenced or constrained by the decisions and actions of these states and at times, it has been perceived as a passive mechanism having no independent agenda (Roberts, 2002). Hence, the policies and actions of the organization have not only been driven by its independent operations but also by the interests of the various states. The UNHCR policy has also evolved unexpected ways including those that have not been sanctioned by various states. The operations of the organization started becoming complex in the post – Cold War period as the together with other International Organizations, its relevance became more prominent (Roberts, 2002). There are various factors that have informed the operations of UNCHR which includes: the ending of bipolar competition where International Organization behavior had been constrained; globalization has encouraged international community to handle the intensified interdependence through widened scope of operations ; increasing interconnection of politics at national and transnational level that has offered the organization a chance to enhance domestic and international politics; the increased international relations that has made it harder for countries and other players to ignore regional organizational policies (Forsythe, 2001). This has enabled the UNHCR to expand its roles and facilitated coordination with other agencies of United Nations and security actors such as NATO. With the changing global political environment as a result of changes in international relations, the UNHCR has been forced to transform its operations and the notion of refugee emergencies in order to continue being relevant to dynamic needs of the community across the globe.

 As a result of changes in international political system, whereby International Organizations have gained more power, there has been internationalization of major areas of concerns so that issues such as observance of human rights are being scrutinized internationally (Forsythe, 2001). This has come with increased autonomy for the UNHCR, so much that it can now pursue policy decision regardless of external pressures and at the same time remaining pertinent to international conditions. Hence, the changing political environment has had a profound impact on the leadership and operations of UNHCR especially due to the increased international relations and internal autonomy. With less political pressures from the states or international political players, the organization can pursue its mission independently while focusing on the changing needs of refugees. This includes its decisions on whether to participate in assisting the IDPs in politically volatile countries.

• Economic factors

 The UNHCR operations are majorly supported by donations funds that go into providing assistance to refugees seeking political asylum. The various economic aspects including fluctuations in exchange rates and inflations affect the funds available to offer such assistance. In circumstances where donation are made using different currencies to one budget which is used in other different currencies , fluctuations in exchange rate are quite relevant to the general changes in funding and implementation(UNHCR, 2002). Due to changes in currency values the funds received may be more or less, but can also bring about increase in costs related to expenditure in some countries (UNHCR, 2002). The fluctuations in exchange rate also affects the value of pledges not received, forecast income and even expenditures.  The impacts of inflation on the financial situation of the organization are significant over a given period of time even though at times, they can be problematic to accurately quantify.  The programs receive highest contributions from the largest economies and those with higher GDP, and continued domestic economic improved means an assured inflow of financial support not only from the states but also from the corporate world (UNHCR, 2002). Hence, a favorable economic environment can enhance the funding of the organization and its performance.  

• Social factors

The social aspects that affect the operations of UNHCR involve the perception of the society on refugees and asylum seekers.  The work of the organization can be affected by the public attitudes depending on the characteristics of the migrants and refugees.  The citizens of a state appear to show favorable disposition towards people recognized as refugees than they are towards people seen as asylum-seekers and such migrants (Dempster & Hargrave, 2017).  Also, there usually varied preferences towards people from different states of origin, and this can be associated with ethnic and cultural differences. Hence it is possible for people to be opposed to refugees who are of different race or ethnicity and that have clear cultural difference (Dempster & Hargrave, 2017). The organization can face difficulties encouraging the acceptance of some refugees in some societies.

• Technological factors

Technology changes every aspect of life including provision of humanitarian interventions. The emergence of satellite imagery, digital fingerprinting and even text messaging and such other technologies have enabled the organization to improve refugee protection and assist the most vulnerable especially those in urban areas. The organization is also able conduct individual follow-up for the people who are most vulnerable and update information on people with special needs including the sick (Jacobsen & Sandvik, 2018).  Through interactive technology important information is provided that enables the organizational workers to learn more about the population in camps and this improves the implementation of various programs (Jacobsen & Sandvik, 2018). The technology enables easier communication with refugees who need support and protection from the organization.

Organization structure

The organizational structure of UNHCR is largely hierarchical. Hierarchical organizational structure involves different levels of authority in an organization and a vertical link between the senior levels and subordinate levels. In the organization, the higher levels control the lower ones and information flow vertically in the structure. Communication involves upward flow of information through every level until it gets to the top while direction flows downwards until it reaches the lowest level in the hierarchy. The UNHCR structure has the High Office at the top  consisting of High Commissioner, Deputy High commissioner , Assistant High Commissioner for Operations and Protection and then the Chef de Cabinet (McKittrick, 2008). At this level policies are made while improving accountability and the general management functions. It is followed by the Division of external Relations whose role is to mobilize financial and political assistance for the organization’s programs. The Division of Financial and Administration Management deal with financial resources issues, budgeting and financial management. The structure enables the organization to effectively plan and allocate the available resource and ensure that there is accountability among the staff members. The headquarters is majorly mandated with ensuring accountability and decision making while paying attention to the wishes of the donors, and hence are the held responsible for any misuse of funds or abuse of office (UNHCR, 2005). The hierarchical structure enables the management to implement the policies made while ensuring that the opinions of other partners are upheld at all the lower levels of management (McKittrick, 2008).  The processes of the organization crosses various units in different countries and the structure ensures that all the actions taken at any unit are beneficial to the that may prevent people from seeking asylum are addressed at all levels of management.

Organizational culture

The UNHCR‘s culture can be termed as bureaucratic. A bureaucratic organization is one that involves a pyramidal structure of command, where there is a high level of formality in its operations. At time, a strict control or command structure exists so that order, fairness and efficiency are held in high regards. Such an organization has an internal culture that is complex with series of relationships through which behavior is formed (Ashkanasy, Wilderom, & Peterson, 2011).  Within the United Nation’s system, UNHCR is a bureaucracy with own distinctive value system and culture with leadership playing an important role in the organization. The culture, internal structure and leadership can be understood well when related to its external environment. The operations and conduct of the employees are guided by the established principles and code of conduct. These principles and values aforementioned influence the behavior of the top and lower management levels and their relationship with other agencies and refugees are who are the beneficiaries of the organization’s operations.

After its establishment, the organization’s activities expanded so that the vertical structure based culture has been transformed into a personal relationships and role-based hierarchy form of bureaucracy (McKittrick, 2008).  The major traits of the culture are therefore the values, interests and asymmetrical assumptions that have been a formal organizational culture. However, the individuals working for the displaced persons may have unresolved issues relating social relationships and may try to avert family trauma through such work, while others may be experiencing inner disconnection or self-alienation. The lack of adequate resources to accomplish the assigned work can kill their morale can also lead to negative behavior or culture which is not appropriate for high performance of the organization.  The core values regarding processes and people including those relating to goals achievement, minimal loss and maximum personal victory can be seen to be based on assumptions (McKittrick, 2008). The high regard for the top management by other staff can instill an empowerment sense among the decision makers resulting in mutual vertical relations that ensures that continuity and cohesions is maintained throughout the organization. The organization values can, therefore, important traits that inform the behavior of the staff including when relating with other parties and the refugees. The hierarchical structure forms a major basis of this culture.

References

UNHCR,(2004).Code of Conduct & Explanatory Notes. Retrieved from: https://cms.emergency.unhcr.org/documents/11982/32382/UNHCR+Code+of+Conduct/72ff3fdf-4e7c-4928-8cc2-723655b421c7

 Forsythe, D. P. (2001). UNHCR's mandate: the politics of being non-political. UNHCR.

Roberts, A. (2002). The UNHCR and World Politics: A Perilous Path. Gil Loescher. Oxford: Oxford University Press, 2001. 431 pp.£ 45.00. Survival, 44(1), 177-178.

Dempster, H., & Hargrave, K. (2017). Understanding public attitudes towards refugees and migrants. Working Paper 512. London: Overseas Development Institute.

 Jacobsen, K. L., & Sandvik, K. B. (2018). UNHCR and the pursuit of international protection: accountability through technology?. Third World Quarterly, 1-17.

 

UNHCR, (2002).Funding UNHCR’s Programmes. Retrieved from: http://www.unhcr.org/3edf4fce0.pdf

UNHCR, (2005).ORGANIZATIONAL DESIGN AND STRENGTHENING OF UNHCR .Independent Study on UNHCR’s Senior Management Structure. Retrieved from: http://www.unhcr.org/4225c6312.pdf

 

 

Ashkanasy, N. M., Wilderom, C., & Peterson, M. F. (2011). The handbook of organizational culture and climate. Thousand Oaks, Calif: SAGE. 166-167

McKittrick, A. (2008). UNHCR as an Autonomous Organisation: Complex Operations and the Case of Kosovo. Oxford University: Refugee Studies Centre.