This study addresses the role of strategic management in civil society organizations (CSOs) and non-governmental organizations (NGOs) in Ethiopia. These organizations play a significant role in the country's social, economic, and humanitarian development, complementing the activities of government institutions in sectors such as health, education, food security, agriculture, environmental protection, and gender equality. Ethiopia has a rich tradition of local mutual-support mechanisms, on the basis of which a modern NGO sector has developed, one that nevertheless faces numerous challenges: unstable donor priorities, limited institutional capacity, regulatory changes, and political uncertainty. The purpose of the study is to analyze the impact of strategic management practices on the organizational effectiveness of Ethiopian NGOs. The research questions concern the management practices currently employed, the relationship between strategic planning and effectiveness, the role of leadership in strategy implementation, and the barriers limiting the adoption of strategic management. The methodology is based on a qualitative literature review and comparative synthesis of secondary sources (academic articles, NGO reports, policy documents), analyzed using thematic analysis and interpreted through theoretical frameworks: the Resource-Based View, Institutional Theory, and the Balanced Scorecard.