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Organisation Understanding – Shri Vivekananda Research and Training Institute, Mandvi

CHAPTER 1. SCOPE AND OBJECTIVES 1.1 Introduction The Organisational Traineeship Segment (OTS) of two months required us to do our study in two parts. The first was to study the organisation collectively and the second was the action component that was assigned to each individual by the organisation. For understanding the organisation, we were required to understand the effect of its internal and external environments. Working with an organisation was completely a new experience for us as it had its own culture, traditions and working. Although we had worked with other organisations during our fieldwork, interaction with organisation was very limited that time. The culture and tradition of this place was entirely new for us. Before beginning our study, we just observed the thing happening around us and tried to understand the culture of the organisation, the places it was working in, traditions, culture, social customs, religion, means of livelihood of the people of these places, etc. This helped us to a great extent during the course of our study both for the Organisational Understanding (OU) and the Organisation Action Component (OAC) parts. It also helped us to understand several aspects of the organisation, which were too intimately related to the culture and traditions of the people with which it was working. Our endeavour was to know the various aspects of the organisation, which we could not learn in class or through books. It was only in field that we could develop the understanding of the various phases of action, which the organisation was working with to come closer to the people and work with them. The action component helped us to further our understanding of the organisation and its working with the people in a deeper perspective. It allowed us to work with the human resource of the organisation, which brought us together on a common platform with them.

1.2 Objective of the study The major objectives of this Organizational Study of Shri Vivekananda Research and Training Institute (VRTI) were 

To develop an understanding of what an organisation is all about



To learn functioning of the organization, structure and its activities

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Organisation Understanding – Shri Vivekananda Research and Training Institute, Mandvi



To understand the organization in terms of its ideology, strategy, culture, and its interaction with the external environment

1.3 Scope of the study The study was confined to the branch offices of VRTI at Mandvi, Bhujpur Nakhatrana and Nalia.

1.4 Methodology We conducted our study in two stages. First we observe the working procedure in the organisation and tried to understand the culture of the organisation and its interaction with external environment. We did friendship with many employees of the organisation and tried to get primary information about organisation through general discussions and informal interviews. In the second stage of our study we prepared a questionnaire for doing a sample survey of the employees. In this questionnaire we covered the questions related to skills of the employees and their thinking and understanding about the organisation. We covered all the project coordinators and one or two support staff from each department in the sample survey. At various point of times we took help of secondary sources also. We studied annual reports and other records of the organisation.

1.5 Limitations •

Limited access to records in the office such as office orders.

•

No documentation of labour policies and general rules in the organisation

•

Non-availability of the Chairman and the governing body members in the office during the entire stay.

•

Lack of knowledge of the other staff members about the various issues and history of the organisation.

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Organisation Understanding – Shri Vivekananda Research and Training Institute, Mandvi

CHAPTER 2. INTRODUCTION OF THE ORGANISATION 2.1 Brief history of the Organisation VRTI was set up by the Shroff family who belongs to Bhatia community of the Kutch region. Before independence they were in bounded labor business but later they went to Mumbai in search of some business and there started the small chemical business. Then they setup the Excel group of industry, in which TATA was the major stake holders. Later on Shroff family acquired all the shares from TATA and became an independent unit. Then Mr. K. C. Shroff, one of the founder members of Excel industries thought to work for the Kutch region and started VRTI as a trust to do work for the development of Kutch. He came in contact of Mr. Tulsibhai Gazra and started VRTI in 1978 with his help. They started working in the fields of water conservation, dairy, tannery and other livelihood generation activities. Later on they got some projects from government departments and other funding agencies. So they opened new branches in Nalia and Bhavnagar. But before Gujarat earthquake VRTI was not a very big organization. After earthquake it got a lot of funds from various institutions and it did very good work in rehabilitation of earthquake affected people. From this work VRTI got a lot of fame and it got many projects from various funding agencies. So organization size increased after earthquake in terms of employees as well as in terms of scale of operations also. (For activities of VRTI in last 25 years, see annexure 3)

2.2 Constitution Shri Vivekananda Research and Training Institute (VRTI) was registered as a Non Government Organisation (NGO) in 1980 under ‘Bombay Charitable Trust Act 1950’. 2.3 Mission, vision / core values

VRTI has a one simple motto, “Do on to others as you want others to do on to you,” and a huge task: To serve and guide the inhabitants of Kutch: Farmers and others alike, towards one goal: Bring about rural development by making them aware of the hidden potential of their land, utilise whatever meagre resources available and work towards building a prosperous

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Organisation Understanding – Shri Vivekananda Research and Training Institute, Mandvi

Kutch. So we can summarize the mission of VRTI in integrated and sustainable development working largely to facilitate the people / farmers and rural poor of Kutch area in becoming self reliant. According to Chairman Mr. K. C. Shroff, we can over come any obstacle and achieve the impossible if one has the four qualities SHRADDHA (Faith and Dedication) EKAGRATA (Concentration) SAHA VIRAM (Spirit of Togetherness) SHRAMAN (Self Respect)

2.4 Objectives The main aims and objectives of VRTI are to work for the welfare of the people of India in general and Kutch district in particular without consideration of caste, colour or creed. It defined following specific objectives 1. To provide people with all sorts of facilities for employment and to remove poverty in rural area. 2. To uplift and develop the villages in all aspects. 3. All kinds of activities related to breeding and nurturing of cows. 4. Activities related to cultivation / improvement of land and testing of soil. 5. Aid to mankind, animal, public welfare and economical development. 6. Activities regarding education and health of the people. 7. Activities regarding country forestry, agriculture forestry, planting and improving of trees, energy forestry and provision of energy. 8. Efforts to provide houses to homeless people. To help people to establish ‘SWADHYAY KENDRA’(socio-religious centres) 9. To provide people with schemes for water facilities for drinking and irrigation through ponds, small dams and wells etc. 10. To provide facilities for home industries like breeding of goats and sheeps, wool processing, embroidery etc.

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Organisation Understanding – Shri Vivekananda Research and Training Institute, Mandvi

11. Reconstruction of villages by revising and improving physical, moral, social and economical environment of the people in villages. 12. To become link between government and villagers for implementation of government’s village welfare programmes. 13. To provide scholarships in terms of aid, gift, loans, stipends etc. to people taking interest of participating in the activities of this institution. 14. To establish science research centres, technical research centres, research laboratories and training centres. 15. To publish or to help publication of books, pamphlets etc. related to organisation allied activities.

2.5 Infrastructure Infrastructure of VRTI includes: •

25 acres of land

•

Residential facility for the employees

•

Four offices with computers, internet and intercom facility

•

Two guest house

•

Three jeeps, one car , one ambulance and 15 two wheelers

2.6 Other facilities •

One middle school

•

One cattle feed plant

•

One soil and water testing lab

•

One water purification plant

•

One GOSHALA of forty cow and buffaloes

•

One exhibition hall

•

One temple

•

One handicraft unit

•

One bio gas plant

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2.7 Activities of VRTI in Kutch 2.7.1 Natural Resource Management Programmes 2.7.1.1 Water and Sanitation Management Organisation (WASMO) Project Project background: This project is launched by the state government of Gujarat with the help of government of Netherlands. After earthquake the government of Netherlands showed its desire to do something for earthquake affected people. Since most of the rehabilitation works were already completed so they decided to work for solving the drinking water and sanitation problem in the villages. State government created a separate department for this project named WASMO. This project is launched in the 1385 villages of four districts of Gujarat those are Kutch, Jamnagar, Bhavnagar and Patan. The state government decided to complete this project with the help of local NGOs. NGOs are working as a mediator between government and villagers. The whole concept of the project is to ensure active participation of beneficiaries and train them for long term maintenance of the drinking water and sanitation facilities. Role of VRTI: While talking to project coordinator Mr. Rohit Patel in VRTI, we came to know that VRTI got 153 villages of Nakhatrana, Anjar, Mundra and Mandvi blocks of Kutch district under the WASMO project out of that the work in 35 villages has already completed by VRTI. They have a staff of 32 employees for this project in the VRTI. For implementing this project in the identified village, they first go to the village and collect all the relevant information about the village from the villagers. They call it ‘Gram Parichay’. After getting all the information about the village they call a ‘Gram sabha’ of villagers in which they explain the project to the villagers and ask their opinion about the project. If the villagers become ready to participate in the project, then a committee of villagers called ‘Pani Samiti’ is formed that is represented by the nominees of all the castes living in the village. Then a bank account is opened on the name of the ‘Pani Samiti’ for all future transactions. Then villagers decide about the activities those should be done under this project with general consultation and tell to WASMO team about their decision. Then the WASMO team makes

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the technical and cost estimation of the task. First villagers have to deposit the 10% of the project cost in the account of ‘Pani Samiti’ then the government deposit the remaining 90% amount. How this 10% money will be raised this is decided by the villagers themselves. After getting the money the bids are invited for the proposed work from different contractors. The contractor, who quotes minimum price, gets the contract. VRTI as well as villagers supervise the work of contractor time by time. In between VRTI provides complete training to the ‘Pani Samiti’ about accounting and other maintenances works. They also work with school children of the village for developing good habits in them like wearing clean cloths, properly nail cutting etc. Similar work is done with house wives of the village also. They make them aware about better sanitation practices in the house, importance of proper drainage system etc. When the contractor finishes the work, WASMO transfer its right to the ‘Pani Samiti’. Now it is the responsibility of the ‘Pani samiti’ to maintain the drinking water supply system of the village. For this purpose they are free to develop their own mechanism for charging monthly charges from each family and other connection charges. Like this, this programme is implemented in the villages. VRTI inspect the village for the next one year after completion of the programme. VRTI is not charging any fee from WASMO for this inspection. Analysis of the project on the basis of David Korten’s ‘Learning Process Framework’ -

PROGRAMME TASK REQUIREMENTS

OUTPUTS

COMPETENCIES

NEEDS

BENEFICIARIES

ORGANISATION DECISION PROCESS

DEMAND EXPRESSION

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Organisation Understanding – Shri Vivekananda Research and Training Institute, Mandvi

(A)The fit between needs of the beneficiaries and the outputs of the implementation of the project: In the region of Kutch where VRTI has implemented the project, most of the people are satisfied with the work done by the VRTI. They acknowledge that because of the WASMO project undertaken by VRTI they have now access to good drinking water and sanitation facilities. (B)The fit between task requirement of project and competencies of the organization: Two types of competencies are required in this project, first is competency in social mobilization and second is technical expertise in implementing the project. The social requirement calls for organizing the villagers as a group so that villagers can identify the necessary infrastructure for drinking water to be built in the village. For this purpose it is first necessary to have good reputation of the organization in the village. VRTI organizes the public awareness program for reputation building. VRTI has a good team of social workers who have good relations with the local people so social mobilization is done with ease. Similarly VRTI has a team of technical staff including the civil engineers and hydrologist which does the implementation according to the specification given by the social mobilizers of the village. So we can say that the task requirement is being fulfilled by the competencies of the organization. (C)The fit between demand expression of beneficiaries and decision process: A villager have all the freedom to decide what they need under the project, “Pani-Samiti” of the village guides and supervises the work of the VRTI in the whole implementation process. All the decisions of implementation are being taken in consultation of the “Pani-Samiti”. 2.7.1.2 Water Resource Management (WRM) programme This is also a part of the WASMO and this program help in technical survey of the village. According to the survey findings head of this team suggest the location and kind of facilities that has to be built in the village to the WASMO team.

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Organisation Understanding – Shri Vivekananda Research and Training Institute, Mandvi

2.7.1.3 Kharas Vistarothan Yojna The problem of salinity is becoming a big issue in Kutch and it is growing day by day. The problem of salinity in water and soil is increasing because of several reasons particularly in coastal belt: 1. Over pumping of ground water 2. Limited recharge of lower aquifieres 3. Injudicious use of water 4. Lacking water management system VRTI started serious efforts to overcome the situation and working from last 15 years in this field. During the period it invented new system and technology which has been suited with environment of Kutch. Some of them are following 1. Sub surface Dykes 2. percolation tanks 3. Recharging tanks 4. recharging tubes Sir Ratan Tata Trust (SRTT) and VRTI started a program called “Kharas Vistarothan Yojna”. This project covers 20 villages of Mundra talluka stretch from Gundla to Siracha. The project is to support 33690 human population and 23306 cattle within the area of 256 sq. kilometres. Under this scheme SRTT is providing Rs.17500 of subsidy to the farmers who use the drip irrigation system in their field. Branch office of VRTI in Bhujpur is the main centre of this project. 2.7.1.4 Integrated Watershed Development Program (IWDP) The watershed development program has entered into the second phase. The district rural development agency has allotted 10 watershed projects in 10 villages of Mandvi talluka. Under this program watershed which gets completed are handed over to the people of the village. VRTI builds check dams and tanks in the villages. The IWDP has suffered because of various reasons in the past. Firstly the program was sanctioned late by one year. Secondly the

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earthquake of January 2001 had a very adverse effect in the activities of the program because the efforts of VRTI and government agencies were diverted to rescue and relief operations which needed priority attention. Thirdly, the paucity of funds has almost put a break on the further work. It is hoped that the funds will be released by the government of India to take the program to its logical conclusion. The work completed under IWDP is as shown in the table: Name of the activity Farm ponds

Number 59

Expenditure (Rs.) 1410752

Renovation of dams

2

347923

Nala plug

6

116299

Sand filled dams

5

42950

Talav deepening

3

50502

2.7.2 Livelihood generation activities 2.7.2.1 Vivekananda Gramudyog Society (VGS) The VGS is an independent arm of VRTI i.e. it does not gets any grant from outside even from the trust. The trustees of the VGS are same as VRTI. Earlier VGS was part of the VRTI but later on it was registered separately under society act. It was started in the year 1982, at that time work of tannery was done in the society. From the near by places leather was procured and then leather processing was done in VGS. As the work of tannery was considered against the philosophy of the trust, it was replaced with the BATIK, which is a traditional art of printing on the cloth. There are 37 employee in VGS out of which three employees are permanent and rest are temporary. All the temporary employees are paid on the basis of piece wage system. Most of the staff members are women. The cloth produced here is being sold in the retail outlet of the VGS. Institutional buyers also used to come from various places for purchasing clothes in bulk. Last year the sales turn over of the VGS was around Rs.50 lakhs. VGS also runs some training and awareness programme for local craftsmen.

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Organisation Understanding – Shri Vivekananda Research and Training Institute, Mandvi

Following is the process chart of different operations, done in VGS -

Grey cloth

Waxing on cloth

Bleaching

Dying

Selling at retail outlet

Stitching

VGS has traditional system of dying and printing that is why this organization is facing difficulties in producing good quality clothes. 2.7.2.2 Care project This was started six months back in the Taluka of Naliya. The major activities done under this project are fishing, agriculture, animal husbandry and livelihood development. The total villages covered under the project are 21. At the Naliya centre nine staff members are working under this project. The responsibility of the staff members includes formation of SHG’s and keeping working records of these SHGs’. This project is to be completed in three years period. 2.7.3 Village development programmes 2.7.3.1 Drought Proofing Program (DPP) This program has been taken up in collaboration with Kutch Nav Nirman Abhiyan and joint cell, managing the prime minister’s national relief fund. The ministry of rural development, government of India has put the funds at the disposal of Kutch Nav Nirman Abhiyan. Similarly the prime minister earmarked substantial amount for this purpose from the prime minister’s national relief fund. This is managed by a chief executive officer specially IRMA OTS – 2005

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appointed for this purpose. It is worthwhile to note that this program is taken up in lieu of the scarcity works to be started by the government in the villages during lean years. The involvement and contribution of the people is the core of the program. Thus the people are empowered to take up their own development work after they are exposed to this program. Under the drought proofing program VRTI does the works like check dams, grass land development, nursery and training to the farmers etc. This program is getting implemented in the Taluka of Mandvi and Naliya. 2.7.4 Agriculture development and research 2.7.4.1 Kutch Agriculture Development Consortium (KADEC) project KADEC project is most ambitious project ever taken by the VRTI. This project is the part of the strategy of the VRTI through which they are trying to reduce dependence on government and external funded projects. This project is about first to promote good quality date cultivation in the region and then arrange for proper marketing of these dates. Currently dates growers in the region only get 15-20% of the retail price, the major reason of low returns to the farmers are: 1) Farmers are not aware of the modern date cultivation practices. Because of this they get low quality of fruits. 2) A large chain of intermediaries are operating in the domestic markets, because of this a progressive farmer having good quality gets low returns. To solve the problem faced by the farmers VRTI started this project with the help of one Israeli company. The main features of the project are: •

There is a target to cover 1600 farmers under the project.

•

Offshoot of the Barhi variety will be imported from the Jordan to reduce the unevenness in the variety of date plants.

•

VRTI will mobilize the farmers for joining this project and it will have the responsibility of providing crop care services to the farmers.

•

Agrocel (sister concern company of Excel Industries) will have the responsibility of supplying input to the farmers.

•

Israeli company will market these dates to the western and gulf countries markets.

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2.7.4.2 Agriculture research VRTI is doing a lot of work in the field of agriculture research. They have 25 acre of land with them. Out of which 13 acre is covered under cotton cultivation, 10 acre under fodder crops and 2 acre for horticulture crops. They have 200 coconut trees, 150 local variety date trees, 45 Khneji variety date trees and 75 cheeku trees. Vegetable is planted as intercrops between these trees. VRTI has done research on different irrigation system. Mr. Himmat Bhai is the officer in charge of agriculture research department. According to him 125000 litres of water is required for irrigating one acre of land with flood irrigation system while only 26000 litres of water is required with drip irrigation system. So we can save a large amount of water by adopting drip irrigation system. They are also doing research on reducing the impact of saline water on cotton plants. For this they are experimenting on Broad Bed Farrows (BBF) system for preparing the soil for sowing the cotton seeds. In this system beds of soil are made and cotton seeds are sowed on the upper portion of the bed. The benefit of system is that water does not gather near the plant. So roots remain unaffected by saline water. VRTI has developed demonstration units for showing these researches to farmers. Here they explain the benefits of the new system to farmers. VRTI has done some research in cotton and drip irrigation but they could not be successful in developing good horticulture plants. All the trees of coconut are not giving any fruit and quality of cheeku and dates is not very good. Their agriculture activity is in net loss and they have to fund it from other sources. There is no ideal plantation of any horticulture crop that they can be shown to farmers.

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Organisation Understanding – Shri Vivekananda Research and Training Institute, Mandvi

CHAPTER 3.ORGANISATION STRUCTURE VRTI has a multi layer organisation structure in which the Chairman is the highest authority. Board of trustees works as the governing body for the organisation. Different layers of the organisation structure are following –

3.1 Components of organisation structure 3.1.1 Governing Body (Board of trustees) There are fifteen trustees in the board of VRTI who belongs to different background and they are responsible for the overall functioning of the organisation. Most of the trustees belong to the Shroff family and some of them are retired employees of the Excel Industries. New trustee is selected by general consensus of the existing trustees. There is no fixed tenure for trustees. If some trustee resigns from his post then a new trustee is selected. Profile of all the trustees is given in the following table – Sr.

Name

No. 1.

Shri

Qualification

Current Job profile

Dalpatbhai B.R.S.

Training

M.Danidharia 2.

and

capacity

building

coordinator, Kutch Nav Nirman Abhiyan

(KNNA) Shri Prakashbhai K. Electrical Engineer Director, Excel Industries Shroff

3.

Shri Ashwinbhai C. Chemical Engineer M.D., Excel Industries Shroff

4.

Shri Jayprakash S. B.Sc.(Chemistry)

Ex.

Gosaliya

environment devision

5.

Shri Dipeshbhai K. Civil Engineer

M.D., Excel Crop Care Limited (ECCL)

Sr.

Shroff Name

Current Job profile

No. 6.

Shri Tusharbhai C. Chartered

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Qualification

Vice

president,

Excel

M.D., Transmetal Industries 14

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Organisation Understanding – Shri Vivekananda Research and Training Institute, Mandvi

Dayal

Accountant

7.

Shri Manojbhai D. B.Sc. (Chemistry)

Executive director, Agrocel Industries

8.

Gohil Mrs. Chandaben K. S.S.C.

Managing Trustee, Srujan Foundation

Shroff 9.

Mrs. Ranjanben K. B.A. (Economics) Shroff

10.

Shri

Atulbhai

K. Matriculation

M.D., Transpek Industries, Badodara

Shroff 11.

Shri Chandrakant V. Chemical Engineer M.D., Aarti Industries Gohari

12.

Shri Arunbhai

C. Chartered

Ashar 13.

Smt.

C.A., United Phosphorus Ltd.

Accountant Shushmaben M.A.

Member secretary, KNNA

layangar 14.

Shri Kalyanbhai M. M.B.A., M.Tech.

M.D., IMIC

Gala

3.1.2 Operation committee Operation committee consist of five members from the board of trustees who are selected by the board. These members actively take part in the operations of the organisation and they are responsible for different projects. In the case of any conflict in the organisation, this committee inquire about the whole matter and try to resolve it. They have the authority to take appropriate action. They can also call meeting of board of trustees in case of any serious matter. 3.1.3

Managing trustee

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Managing trustee works like a channel between operation committee and the branch offices. He represents the whole organisation and work as a leader of the organisation. He manages all the three offices. After death of Mr. Tulsi Bhai Gazra this post is vacant. 3.1.4

URJA committee

As nobody could take place of Mr. Tulsi Bhau Gazra, the leadership was lacking in the organisation, board of trustees thought to form a committee for proper management of the organisation. So the URJA committee came into existence. This committee consists of eight members. All the project coordinators are the members of this committee and Mr. Amit Ghosh is the chairman of the committee. The committee has the authority to sanction the projects upto Rs.5 lakh. 3.1.5

Coordinator

Mr. Mausi Bhai Gadia is the coordinator of VRTI. His main task is coordinating the activities of all the branches. 3.1.6

Office In charge

There is one office in charge in every branch offices. He manages all the activities of the branch.

3.1.7

Project coordinator

There is one project coordinator for every project in VRTI. He is responsible for all the operations related to that project. He makes the plan about how to implement the project and manage the fund and human resource of the project.

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3.1.8

Technical staff

Technical staff is appointed as per the requirement of the project. At this time mainly civil engineers and hydrologist is the main technical staff. They analyse the project on the technical ground and give guidance to the project coordinator. Like civil engineers prepare plan to build water tank under WASMO project. 3.1.9

Social workers

Mainly these people are having BRS or MSW degrees. They have experience of working in rural areas and their main work is to mobilise villagers for different projects.

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Chairman

Board of trustees (15)

Operation committee (5)

Managing trustee

URJA committee (8)

Coordinator

Branch incharge (Mandvi)

Project Coordinator 1

Technical staff

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Branch in charge Nakhatrana

Branch in charge Bhujpur

Project Coordinator 2

Branch in charge Nalia

Project Coordinator 3

Social staff

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3.2 Dimensions of the organisation structure 3.2.1 Complexity Complexity refers to the degree of differentiation that exists within an organization. It can be classified under horizontal, vertical and spatial differentiation. 3.2.1.1 Horizontal Differentiation This refers to the degree of differentiation between units based on the orientation of the members, nature of the task they perform and their education and training. There is high degree of horizontal differentiation in VRTI because of the different nature of the projects being undertaken and the restriction for the employees from shifting from one project to other. There are different offices for different projects and it rarely happens that employee of some project do some work for other project. Further within a project office, horizontal differentiation is less, as there is no departmentalization and very few specialized jobs like social worker and technology expert. 3.2.1.2 Vertical Differentiation Vertical differentiation refers to the depth in the organisation structure. There is high level of vertical differentiation in VRTI but span of control is very small. 3.2.1.3 Spatial Differentiation It refers to the degree to which the location of an organization’s offices, personnel are dispersed geographically. Activities of VRTI are mainly centred in Kutch district. The head office is situated at Mandvi where all the administrative activities are conducted. There are three project offices in Nalia, Nakhatrana and Bhujpur villages of Kutch district. Other project offices can also be opened if they get some special project in some other area. VRTI in Bhavnagar is now a separate NGO and it is registered as an independent organisation. So we can say that there is high level of complexity in the organisation.

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3.2.2

Formalisation

There are not much written rules in VRTI but degree of formalisation is high. There is set procedure for doing most of the works and employees have to follow that procedure. They are not free to choose their own way of working. There is very low professionalization of job in VRTI, so high formalisation is obvious. When some outside expert is appointed for a particular project, he is free to do work in his own way. 3.2.3

Centralisation

Centralisation is concerned with the dispersion of authority to make decision within the organisation. In VRTI project coordinators have authority to use their financial and human resources but most of the important decisions are taken by trustees. Project coordinators can not increase the project cost and organisation can not take new projects without the permission of trustees. 3.3

Analysis of organisation structure on the basis of Mintzberg model

Strategic apex Techno structure

Support Staff Middle line

Operating core

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3.3.1 The Operating Core: The operating core of the VRTI is social and technical workers of different programmes. These people are directly in contact with the beneficiaries and implement the project at the village level. 3.3.2 The Strategic Apex: The Strategic Apex of VRTI is the chairman and Board of trustees. These are the decision-making and executive bodies of the organisation and deal with strategic and broad issues. They help the organisation in making contacts with different funding agencies and they also inspect various projects time by time. Strategic apex also decides about the retrenchment of some permanent employee if necessary. 3.3.3 The Middle Line: The Middle Line consists of the project coordinators and URJA committee. These do not take strategic level decisions but are very important from the executive perspective because they implement and operationalise all the decisions taken at the higher levels, while using their own specialised expertise to take initiative for improvement at the project level. 3.3.4 The Techno structure: The techno structure brings into effect certain forms of standardisation in the organization. The techno structure in this organization could be thought of as the different consultants in the fields of agriculture and civil construction.

3.3.5 The Support Staff: The support staff is critical to the organization as they provide all the services which make the work of the operational core easier. The accountant, cook, receptionist, peons etc. all are the parts of the support staff. 3.3.6 Divisional structure with machine bureaucracy: We can say that VRTI has a divisional type of structure where each branch works as a separate division. Every branch works on different projects and is autonomous in performing its tasks. The officer in charge is completely responsible for performance of the branch and holding complete operating decision making authority. The head quarter is located at Mandvi that provides support services to the divisions. These different branches look like different small NGOs. There is high division of labour, high formalisation and centralised authority in the officer in charge at the branch level. So we can say that each branch is having machine bureaucracy structure.

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3.4 Advantage/Disadvantages of the Present Organisation Structure Table 1: Characteristic of VRTI Element Structure Environment Task definition Communication Authority Centralization Formalization Controls Decision making

Characteristic Mechanistic Slowly changing Specific and clear Two way Central High Moderate Relatively high Consultative

Advantages: •

Since most of the operations are standardised, organisation can work with less skilled local workers by offering low remuneration.

•

No social specialisation is required

•

Very efficient in performing routine tasks.

•

No conflict among employees

Disadvantages: •

Not able to handle new projects easily where task specialisation is required.

•

No professionalism in work.

•

Very slow in responding to environment

•

Slow and lethargic attitude of employees

•

Not innovative due to high control

3.5 Strategies adopted

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Strategy

Goals

Analyser

Stability

Environment

Structural Characteristics Moderately centralised

andChanging

Flexibility

control, tight control over current activities or looser control for new undertakings

There are some projects like KADEC where organization is changing itself according to the need of the project. Environment is changing in the case of this project because this project is totally based on market dynamics. But in the case of most of the projects it follows the traditional methods and keeps tight control over all the activities. So we can say that VRTI is following the analyzer strategy, because in most of the cases they do not take initiatives in exploring new fields of development where nobody else is working. They generally take the projects those are well known to the staff of the organization and for them organization can get external support in time of need.

3.6 Chandler’s structure – strategy thesis Time Project

T

T+1

T+2

Functional

High Divisional

diversification strategy Structure

Low Simple

In 1980 when VRTI was formed, it intervened in very limited fields and worked on few projects. There was only one branch at that time and structure was simple in nature. But with the course of time it started taking projects of government and other funding agencies and diversified its project base. With the project diversification, organisation size increased (In terms of branches as well as employees) and organisation became more complex. Now it has converted into division structure from simple structure. CHAPTER 4. HUMAN RESOURCE POLICIES OF VRTI

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There is separate committee for recruitment and selection in VRTI. Every employee is first recruited on the temporary basis on the contractual agreement of six months. Later on the basis of requirement and skills of the employee he is converted into the permanent employee. The project coordinator raises the demand for new staff before this committee with the specification of qualification and experience required in the new staff. Recruitment committee follows three types of procedures for recruitment – •

Campus recruitment – This is a very new recruitment process for VRTI. From last two years they started to recruit engineers from engineering college by participating in campus placement process.

•

Open offer – For most of the posts, an advertisement is given in the local news paper. All required qualifications and experience are described in this advertisement. Eligible candidates are invited for interview. An interview panel is formed for taking interviews. Project coordinator and specialist from the related fields sit in the interview panel.

•

Personal relations / Recommendations – When someone come in the contact with VRTI through training or any other process and VRTI likes his work, then they offer him employment in VRTI without any selection process.

4.2 Training There is no induction or socialization programme for the new staff. Because generally they are selected on the basis on the presupposed assumption of their ability to perform the task, there is no training programme in the beginning. They get training just by working with their senior staff. Sometimes they attend the workshops organised by some NGO or government agency. Every year capacity building program is organized for the senior employees.

4.3 Performance appraisal system

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There is no proper mechanism for judging the performance of employees in VRTI. Only feedback is taken from project coordinator and peers for every employee. Both the feedbacks have different weightages. This feedback is analysed by the URJA committee. Every employee gets an increment in almost every two years. But this increment depends much on the employee’s relationships with management not on his working skills. There is no provision for the punishment for poor performance; mostly it is evident in the form of static salary or designation held. The salaries of the staff are project based and the fund for it is sent by the funding agency.

4.4 Retrenchment Every employee is recruited on the six month contractual agreement basis initially. Retrenching the temporary employee is not much problematic for the organisation. If the management is not satisfied with the work of the employee or the concerned project is over, then the employee is retrenched. In this condition management have to give one month prior notice to the employee otherwise they have to pay him one month salary extra. If any employee wants to leave the organisation then he has to inform the organisation one month in advance. Otherwise his one month salary will be cut. If any employee leaves the organisation before six month of work tenure, he does not get any experience certificate. But process of retrenching a permanent employee is very complicated. If the organisation has some problem with the character or working style of the employee, then this issue is raised first in the meeting of URJA committee. Then the proposal of retrenchment of the employee is send to the operation committee. They investigate the whole issue and if retrenchment is essential then proposal is send to board of trustees. After getting there approval the operation committee takes decision about the compensations need to be given to the employee with the consultation of URJA committee. Then prior notice is given to that person to leave the organisation within specified time.

4.5 Employee turnover

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There are two types of employees in VRTI, temporary and permanent. Turnover rate is very high in temporary employees in comparison to permanent employees. There is no incident that a permanent employee left the organisation on his own will. Two years before three permanent employees were retrenched because of some conflict with management. Major reasons behind turnover of temporary employees are following – Better opportunities - This is the most important behind the turnover of employees. When we talked to many employees we came to know that most of them joined the organisation either because they want to gain some experience while working in VRTI or they did not have any other option. So they leave the organisation as they get better opportunity somewhere else. Completion of projects – As mentioned earlier at the onset of some big project the NGO hires people in bulk on temporary basis. Some of them may become redundant after the project gets over and they have to leave the organisation.

4.6 Fringe benefits to employees There are different policies for giving fringe benefits to temporary and permanent employees. •

Temporary employees – Temporary employees do not get many fringe benefits. They generally get the net salary. There is no provision of provident fund and gratuity for temporary employees. They only get the travelling allowances. Boarding and lodging is also highly subsidised for them. They have to pay only Rs. 650 per month for boarding and lodging. Apart from this bonus is given to every employee once in a year. Amount of bonus is decided on the basis of experience of the employee.

•

Permanent employees – Eleven grades are defined in VRTI for different level of employees including supervisors and managers. Permanent employees are getting following benefits – Basic + Drawing Allowance (DA) + House Rent Allowance (HRA) (Rs.2000)

[15% of (basic + DA)]

+ Electricity Allowance (EA) + Washing Allowance (WA) + (Rs.200)

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Leave T.A. (Rs.1500 per year)

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+ Medical Allowance (MA) + (Rs.1500 per year)

Gratuity

+ Provident Fund (PF)

(15 days salary in a year)

+ Group Insurance + Special Insurance

[12% of (basic + DA)]

+ Bonus

(Based on grade)

(Based on experience)

Retirement age is 58 years for permanent employees but there is no provision of pension after retirement.

4.7 HR Perspective (HENRYFAYOLS MODEL) 4.7.1 Division of work Every employee is specialized in his field. The work is clearly defined for the employees. As far as visible there is no overlapping of work for the employees in most of the cases. As all the works are done on project basis, there is separate staff for every project in VRTI. So there is no ambiguity in division of work. But there are some exceptions also. Like Mr. Amit Ghosh is the office in charge of Mandvi office and he is unauthorised coordinator of KADEC project also. So he is not able to put his best efforts for this project 4.7.2 Authority Every post carries certain amount of authority with it. Whenever they exercise the authority responsibility goes hand in hand. The employee’s authority equals his responsibility. The project coordinator exercises authority over the support staff who exercised authority by the operation committee. 4.7.3 Discipline Employees respect the rules that govern the organization. It is the result of effective leadership, clear understanding between the upper rung and the employees at the lower level. But this thing is lacking in VRTI after departure of Mr. Tulsibhai Gazra. After him no dynamic leader could emerged and sometime it happens that lower level employees do not respect their seniors, but he can not do anything.

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4.7.4 Unity of command Unity of command is followed but not in true sense of the term. If the work of a support staff not found to be satisfactory, the project coordinator or managing trustee can ask him to work accordingly. Likewise instructions can be issued to the project coordinator by managing trustee or by the operation committee. 4.7.5 Unity of direction The unity of direction is not followed in some projects. Like in KADEC project coordinator prepare some plan, but on some other day some trustee come and changes the whole plan, while others are not satisfied with that plan. 4.7.6 Remuneration There is a different pay scale for the social and technical support staff, project coordinators, and other staff members according to their skills in VRTI. 4.7.7 Centralization There is high level of centralisation in VRTI. All the powers are resides in the hands of trustees and office employees do not have much decision making power. Some authority is given to URJA committee but that is also very limited. 4.7.8 Scalar Chain There is two way communication system in VRTI. Sometimes social workers also talk directly to the trustees about salary or work related issues. So communication does not follow the scalar chain properly. In one recent case one employee wanted to leave the organisation because he was not satisfied with salary. But he did not talk to his project coordinator and directly talked to the trustee about the matter. 4.7.9 Equity The top brass share a relationship of friend, philosopher and guide with the subordinates. They are at each stage to help them and solve their problems. If the employees face any sort of problem they can straight away contact the necessary person. 4.7.10 Stability of tenure of personnel

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The employee turnover ratio although is not high for permanent employees but in the organization but attention has to be paid to the temporary employees who at times join the job only with the aim of passing their time and do not hesitate to quit if something better comes up or any personal need arises which deters them from working. 4.7.11 Esprit de corps The organization believes in promoting team spirit to build harmony and unity within the organization.

4.8 Findings of sample survey The major findings of the sample survey of employees are following – 1. We asked employees to rank the following four points as their reason of joining the organisation (1 being most important and 4 not at all important). The response we got is shown in the graph and table. R1 = Value addition from experience R2 = Good salary and other benefits R3 = Opportunity of working for society R4 = No other option available

Reason of joining 1

2

3

4

R1

70%

30%

0

0

R2

20%

50%

20%

10%

R3

10%

20%

50%

20%

R4

0%

0%

30%

70%

100% 80% 60%

R4

40%

R3

20%

R2

0%

R1

1

2

3

4

Preference

From the above analysis we can say that most of the employees joined VRTI as their career launching pad and they are here just for experience gaining.

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2. When we further asked them that if you have better option available anywhere else in terms of salary, will you leave the organisation. 80% of them gave positive response.

If better option is available 20% Leave Not leave 80%

3. All of them told that they would prefer to work in teams rather than individually 4. Employees who have experience of more than 5 years and they are permanent, then they do not want to leave the organisation even if better option is available. 5. Employees do not get any formal induction training after joining the organisation. We observe the consequences of this that many employees were not aware with even the mission of the organisation.

4.9 Case - “Kavi - Bhai” Kavi Bhai is one of the oldest employees of the organization working for last 16 years. He joined the organization because no other option was available to him at the time of joining the organization. He is educated up to higher secondary level. But still he is holding the key positions in the organization. His responsibilities in the organization are: •

Organizers of “LOK – DAYARA” (public awareness program)

•

Personnel officer

•

Member of URJA committee

•

Internal auditor

•

Editor of the “Vivek Gram Magazine”

•

Education coordinator of VRTI

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During the interview, when we asked about skills that he has, because of which he is successfully working in the organization, he told that he is a good artist and community mobilizer. That is the reason that he is successfully working in the organization. Along with this he told that in the VRTI, if somebody wants to develop his knowledge in other fields than he can get the opportunity to do it. He gave many examples of such people who joined VRTI and later on because of their attitude of learning helped them in getting promotion within the organization. He worked in a NGO working in Bhavnagar for two years before joining VRTI. He was recruited by reference of one of the trustees who saw his work in the Bhavnagar and he offered Kavi Bhai to join VRTI. As a personnel officer of the VRTI he believes that if somebody commits any mistake with no wrong intention then no action is taken against him. He told about the motivations because of which he not joining other organization is: •

Freedom of work

•

Opportunity for skill development

•

Average salary

•

Organization knows about his skills

•

Job safety

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5.1 Uniqueness of VRTI 5.1.1 Program level VRTI is involved in wide range of programs from self funded project to government funded project. VRTI has started KADEC and cattle feed project, which are continuing on self funding basis. This diversification shows the ability of the organization to adapt according to the changing environment. The organization has the ability to take up different government programs at any moment especially of rain water harvesting and watershed management. At the time of earth quake VRTI completed the rehabilitation work of 230 Crore in the Kutch region, it was the largest in terms of its operations and beneficiaries involved. But ability to adapt according to change in the environment is less due to slow decision making process. 5.1.2 Approach level VRTI has follows different approaches for program implementation. If organization lacks expertise on any particular area then they organize experts training program with the help of the other organizations working in the region. After earthquake the founder of VRTI Shri Kantisen Shroff found that it is important to coordinate the works of the different non government organization working in the region so that the wastage of resources can be reduced. It led to the formation of association of NGO’s working in the region; this association is known as “ABHIYAAN”. This association helps in regular interaction among the member NGOs.

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Environment Analysis

Macro Environment

Micro Environment

PEST Analysis

SWOT Analysis

The environment of a NGO is keeps changing depending upon project undertaken. It is same as that of a corporate entity where the environment changes because of introduction of a new product. As explained earlier that VRTI has adopted the analyser strategy under which it will shift it focus to self generated project. This has resulted into changes in the external and internal environment of the organisation. The environment analysis of the organisation is done by applying PEST (political, social, economical and technological) analysis and SWOT analysis. 5.2.1 PEST analysis 1) Political and legal: the political and legal environment of the organisation is changing frequently because of the new project adopted by the organization. The political environment of the organization covers the following 

Government policies



Changes in the political scenario of the kutch region

Government policies can change the environment of the organisation by providing more opportunities to the organisation to serve the people. For example state government of Gujarat has recently announced new scheme for drip irrigation instalment in the fields. VRTI is providing the benefit of the scheme to the people of Kutch region. 2) Economic: economic environment includes the economic condition of the people of Kutch, and funding from donors. This component of the external environment is changing because of the changes in its approach of shifting focus to the self generated project; one of the examples is KADEC project. By this project VRTI is targeting a IRMA OTS – 2005

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particular section of the farmer community. Thus the number of targeted beneficiary has increased. So we can say that the economic environment of the organisation has changed from earlier and it will keep changing depending upon diversity of the projects. 3) Social: Not much changes has happened in the social environment of the organization as most of the beneficiaries are from the Kutch region and no changes has taken place in the socio environment of the Kutch region in recent years. 4) Technological environment: Earlier VRTI was only involved in the project related to watershed management, but due to KADEC project the technological environment has changed because this project requires expertise on date and vegetable plantation, marketing of horticulture crops etc. 5.2.2 SWOT analysis Strengths •

Very old organization - Good reputation

•

Employees with good relations with farmers, local entrepreneurs and local leaders

•

Good contact of parent group with the funding agencies

•

Networking with local NGOs

•

Good infrastructure

•

Experience in different fields

Weaknesses – •

No dynamic leadership

•

High dependency on trustees

•

High temporary employee turnover

•

Lack of professional staff

•

Slow decision making

•

No proper performance evaluation system

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Opportunities – •

Possibility of setting up an example for other NGOs of involving private companies in development works

•

Opportunity of developing better water harvesting techniques

Threats – •

Retaining skilled man power

•

Developing leadership quality in employees

5.3 Organisation culture Culture consists of the shared customs, values, norms, attitudes and behaviour that have been developed over a period of time and make organization unique. Following elements were studied in the culture 5.3.1 Management Style The management in VRTI is not autocratic but it is very traditional and conservative. Roles and responsibilities are clearly defined, the hierarchy is respected. But management does not allow employees to work freely in their own way. They have to follow the specified procedure. They generally try to avoid innovative way of working. They want to just follow the experienced processes and do not want to take any risk. 5.3.2 Attitude to Work The attitude towards work is very lethargic and most of the young employees are not motivated towards their work. The employees do not find their work challenging enough and most of them are not satisfied with what they are doing. They think that they are not able to utilising their capabilities here in the organisation. One good thing is that the work is done on team basis; they work in a coordinated manner.

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5.3.3 Rules The rules in place in VRTI include the leave rules; medical and maternity leave rules and travel rules. After returning from a field visit, the employee is required to settle the accounts within a week. If an employee is late he is penalized by a cut in his salary. The rules are mostly applicable with respect to the matters concerning the support activities of administration and finance. 5.3.4 Social Behaviour The atmosphere in the organisation is very informal and all the employees call others by first name terms including ‘Bhai’ or ‘Ben’ as a suffix. Everyone’s space is respected in the organisation. All the employees do some prayer together daily in the morning just after coming in the office. On the birthday of any employee, birthday wishes are written on a special notice board. Employees have made a common fund also in which everyone contribute according to his/her wish. They use this fund in enjoying ice-cream or sweet parties in the office. So we can say that work culture is quite friendly in VRTI. VRTI identifies the needs of the rural community and accordingly they approaches to the funding agencies for example “Kharas Vistharothaan Yojana” a scheme for reducing the saline water content in the farms has been started by the VRTI after analyzing the local agricultural situation. This scheme is funded by SRTT (Sir Ratan Tata Trust).

5.4 Financial condition We could not analyse the organisation from financial perspective because organisation did not provide us much financial data. They just gave us balance sheet and profit & loss account of year 2004 (See annexure 1 (A & B)). Making much interpretation was not possible from the data of only one year. Following are some findings that we could get from the available data •

At the time of Gujarat earthquake VRTI spent Rs.230 crore on earthquake relief programmes.

•

They got project of Rs.7 Crore from SRTT for salinity prevention programme.

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•

VRTI generated its funds from following resources –

Income sources 3% 3%

Interes t

24%

Donation Grant 70%

Other incom e

List of main donors is given in annexure 2.

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CHAPTER 6. OUR UNDERSTANDING ABOUT VRTI

The approach of the VRTI is different for government granted projects and self funded project. This is required because requirement of the two are different. VRTI’s strategy of shifting focus on non granted project will help in achieving self sustainability in the long run. But this calls for a lot of competencies on the part of the organization. We think VRTI as an experienced organization with sufficient financial resources, has the competency to become self sustainable in the long run. We found that over the period of time the organization has gained expertise on program like salinity reduction, drinking water and agriculture development. The region of Kutch is in need of agriculture development project. Efforts by government are not adequate enough, at the moment, to bring out a change in the existing livelihood patterns. In the Kutch region most of the people have agriculture as the source of livelihood, and people are in need of better technology and new cultivation practices so that they can overcome the problem like Salinity and depletion of ground water resources. We think more needs to be done for achieving expertise on agriculture. The most of the programs of VRTI can be interconnected so that wastage of financial and human resources can be reduced. The KADEC project has given this opportunity to the organization for integration of the programs. For example in most of the targeted villages under KADEC project there is problem of salinity and drinking water. Integration of “Kharas Visthrothan Yojana” and “KADEC” project will address the immediate needs of the farmer community. We can say that KADEC project has the potential to become the model project for starting agricultural development intervention in the region. We think that organization lacks in a vision of its activities, shape and size in future. This is because of the no planning of future projects. By implementing KADEC project successfully in the time bound manner, a vision will automatically develop in the organization. VRTI has a good pool of experienced people who are motivated to work for the organisation. But the new employees, who are having professional degrees, are not feeling comfortable in the organisation. This is the reason that turnover rate for temporary employees is very high in VRTI. Due to slow decision making process, VRTI is not able to utilize the full potential of

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its man power. We found absence of proper performance appraisal system is one of the reasons of this unutilized human resources. When employees are recruited in the organization no induction training is provided to them. Some of them are not clear about their role and responsibility in the organisation and even about the mission of the organisation. There should be some provision of regular training to permanent employees also so that they can update themselves with the recent developments in the related fields. So we can say VRTI has a good base in Kutch region and it is doing very good work in this area. If it changes some of its policies it can be more efficient organization.

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Annexure 1.1 Contact details Shri Vivekananda Research and Training Institute (VRTI), Nagalpur Road, Mandvi – Kutch, Pin No. – 370465 Telephone Number: (02834) (O) 223253 / 223934 Fax: 223838, Gram: SVRTI E – Mail: [email protected], Website: www.vrti.org

1.2 Profile of the chairman Mr. K. C. Shroff, co-founder of Excel Industries Ltd., is the chairman of VRTI. He retired as Managing Director of Excel Industries Ltd. in 1995. During his tenure as the Managing Director, Excel Industries got many prestigious awards including “Economic Times-Harvard Business School Award (1992)” and “Best Corporate Citizen Award (1994)” from Bombay Chamber of Commerce and Industry. He has been a guest speaker in many national seminars. He is interested in the field of natural resource management and sustainable development. Mr. Shroff has been engaged in social activities since last three decades and he devoted his time and attention for the development of drought prone areas of Kutch region. Under his guidance Excel Industries is promoting the organisations like VRTI and Shrujan, those are well known all over the region for their works of rural development. Mr. Shroff has been associated with the activities of Ramkrishan Mission and he is the founder of ABHIYAN also that is the coordinating agency of all the NGOs of the Kutch region. He was chosen ‘MAN OF THE YEAR’ for 1995 by magazine ‘THE WEEK’ of Malayalama Manorama. He also got ‘THE AWARD OF EXCELLENCE’ for the year 1999-2000 by Indian Environment Association, Mumbai for his pioneering efforts for the protection and preservation of environment. These all the awards give us only the glimpse of this great personality.

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Annexure 2.1 Shri Vivekananda Training & Research Institute, Mandvi Balance sheet as on 31st March 2004

Funds & Liabilities

Amount

Trust fund

14165077

Corpus Fund

5757763

Activities & Project Funds Account

32632180

Loans

500000

Income & Expenditure Account

6503415 Total Rs.

62034869

Assets Fixed Assets

12135314

investments

35277172

inventory

723994

loans and advance

3991008

amount receivable

749895

revolving fund

500000

cash & bank balance

8657487 Total Rs.

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Annexure – 2.2 Shri Vivekananda Training & Research Institute, Mandvi Trust Reg. No. E-615 (kutch) Consolidated Income & Expenditure Account for the year ended on 31st March, 2004 Particulars Income

Amount

Interest Recd during the year

1844295

Donation Recd during the year Donation in kind As per schedule -3

45571386

Grant

15745812

Other Income

2244906

Deficit tr. To Balance Sheet

6865412 Total Rs.

72271810

Expenditure in respect of properties

731693

Expenditure

Administrative Expenses

8135270

Amount written off

1516598

Transfer

8015571

Expenses towards Objects

50961840

Other Objects

1937131

Depreciation

973707 Total Rs.

72271810

Annexure 3 Major Donors to the organisation

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Name of organisations/donors Aarti group of industries Castrol India ltd. Concern India foundation CARE India ltd. Dr. Mukul G. Shah Excel industries ltd. Gujrati government relief fund Gujrati state disaster management Authority

Head office Mumbai Mumbai Mumbai Mumbai Mumbai Mumbai Gandhi Nagar Gandhi Nagar

ABROAD Coalition of Indians in new England Gurjar – Gujrati association of New England Indian council LATET The merchantile hindu community of Thatta (sind ) Volunteers of India development empowerment

USA USA USA Israel Dubai USA

Annexure 4 – Different activities done by VRTI in last 25 years IRMA OTS – 2005

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Sr. no.

Name of the activity

1

2

Area benefitted (ha)

water shed development program Dams R.T. Wells farm ponds overhead tanks staggered trenches contour trenches

17700 1480 1019 13000 329 131

Agriculture kisan nursery horticulture plantation

10 (villages ) 1600 1276 (families) 1065 (farmers ) 243( farmers) 42 farmers 400 farmers

kitchen garden kits affortation plants drip irrigaiton Celrich Demo. Plots with guar gypsum kits for BPL 3

animal husbandry 32466 (animals) 12969 4860 21 villages 15 villages 10 villages 59 villages

deworming vaccinaiton camps cattle camps travis crates cattle fair cattle troughs compound wall for cattle yard 4

health and hygine Rurla latrines school sanitation complexes ambulatory service medical camps

5

Benficiaries

3735 villages 109 schools 839 paitents 503 patients

energy development project 22128 families 6989 families 351families 67 families 54 families

smokless choulas portable chullas solar cookers tube lights stoves distributed

Annexure 5

Questionnaire for Employees IRMA OTS – 2005

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Name: ………………………………………… Designation: ………………………………….. Education qualification: ……………………… Area of specialization: ……………………….. Q.1.For how long you have been associated with VRTI? □ 0-2 Years □ 2-5 years □ > 5 years Q.2. Rank the following as your reason of joining the organization from 1 to 3 (1 being the most important and 3 being least important)

□ Opportunity of working for society □ Good salary and other benefits □ No other option available Q.3. How much work experience you had before joining VRTI? □ No experience □ 0-2 Years

□ 2-5 Years

□ > 5 years

Q.4. How you were recruited here? □ Recommendation

□ Selection process

Q.5. Did you get any training after joining VRTI? □ Yes □ No. Q.6. Is there any mechanism for judging the performance of the employee in the VRTI? □ Yes □ No If yes then; Q.7. Is there is any performance based compensation scheme in VRTI? □ Yes □ No Q.8.Is there is someone to supervise you in VRTI? □ Yes □ No Q.9. Are you getting any medical safety or other fringe benefits? □ Yes □ No. Q.10. Do you aware with the all the labour policy of the VRTI? □ Yes □ No If yes then; Q.11.What is the retirement policy of the VRTI?

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…………………………………………………………………………. Q.12.What is the communication system in the VRTI? □ One way □ Two way Q.13.Are you able to utilize all your capabilities while working in the VRTI? □ Yes □ No Q.14.Do you have total freedom in performing the given task in the organization? □ Yes □ No Q.15.What value addition you consider while working in the VRTI? …………………………………………………………………………. Q.16.Are you clear about your role / job in the organization/project? □ Yes □ No Q.17.According to you what is the method for assigning the goals in the organization? □ Participative □ autocratic Q.18. What do you think about the management of the organization? □ Bureaucratic □ Entrepreneurial

□ Professional

□ Conservative

Q.19.If some body commits a mistake then how it is handled in the organization? ………………………………………………………………………….. Q.20.Do the new ideas from the juniors are welcomed by seniors or not? □ Yes □ No. Q.21.Do you prefer to work in team or individually? □ Team □ Individually Q.22.Are you satisfied with resources available to you for your work? □ Yes □ No. Q.23.What do you think that how important you are for the organization? □ Very important □ Important

□ Not so important

□ Not at all important

Q.24. Are you aware with the mission of the organization?

□ Yes

IRMA OTS – 2005

□ No

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Goyal, Dubey

Organisation Understanding – Shri Vivekananda Research and Training Institute, Mandvi

If yes then; Q.25. What do you think that it is working for that mission consistently or not? □ Yes □ No Q.26. Name the three organizations that you think are the most important for the VRTI? 1.___________________________________ 2.___________________________________ 3.___________________________________ Q.27. Do you feel free to work with your peers of opposite sex? □ Yes □ No. Q.28. Did you face any dispute or conflict with any employee of the organization during your work tenure in the organization? □ Yes □ No. Q.29. Are you satisfied with the salary and other fringe benefits that you are getting in VRTI? □ Yes □ No Q.30. If no, then will you join some other organization if you get some better option? □ Yes □ No

IRMA OTS – 2005

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Goyal, Dubey