For a long time, the non-governmental organizations with non-profit and philanthropic characteristics are stiffly considered as the silent group which quietly makes contribution to the society. In terms of the organizational management type, Non-Governmental Organizations should not be considered that they are equal to Non-Profit Organizations. Therefore, many issues of NGO management are seldom explored and even discussed by industries and academic circle. Nevertheless, since the rise of plural and civil society concepts, the development of NGO is facing an unprecedented impact. On one hand, this impact brings NGO a quick increase in quantity; on the other hand, the control of quality has thus been worried, especially in the emerging, broadened, and chaotic philanthropic market. It has been curious and worth of discussion that the NGOs will either grow steadily, or move toward the end of organizational life cycle and finally die out? From the angle of crisis management and without the guidance of management theory, this paper seeks to discuss that how NGOs establish the exclusive capability of crisis management under the situation of fast changing and variable market environment. Also, a quick and effective response will be made in order to make organization transcend a new-type operational environment.