Ou SVRT Oufinal

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
IRMA OTS – 2005 1 Goyal, Dubey

 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.

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

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.

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

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

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
OUTPUTS TASK REQUIREMENTS
NEEDS COMPETENCIES
BENEFICIARIES ORGANISATION
DECISION PROCESS
DEMAND EXPRESSION

(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.

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

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 Number Expenditure (Rs.)
Farm ponds 59 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.

Following is the process chart of different operations, done in VGS -
Waxing on
Grey cloth Bleaching
cloth
Dying
Selling at retail
Stitching
outlet
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

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.

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.

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 Qualification Current Job profile

No.
1. Shri Dalpatbhai B.R.S. Training and capacity building
M.Danidharia coordinator, Kutch Nav Nirman Abhiyan
(KNNA)
2. 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. Vice president, Excel bio-

Gosaliya environment devision
5. Shri Dipeshbhai K. Civil Engineer M.D., Excel Crop Care Limited (ECCL)
Shroff
Sr. Name Qualification Current Job profile
No.
6. Shri Tusharbhai C. Chartered M.D., Transmetal Industries

Dayal Accountant
7. Shri Manojbhai D. B.Sc. (Chemistry) Executive director, Agrocel Industries

Gohil
8. 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 C.A., United Phosphorus Ltd.

Ashar Accountant
13. Smt. 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

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.

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.

Chairman
Board of trustees
(15)
Operation committee
(5)
Managing trustee
URJA committee
(8)
Coordinator
Branch incharge Branch in charge Branch in charge Branch in charge

(Mandvi) Bhujpur Nakhatrana Nalia
Project Project Project

Coordinator 1 Coordinator 2 Coordinator 3
Technical staff Social staff

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.

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 Support
structure Staff
Middle line
Operating core

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.

3.4 Advantage/Disadvantages of the Present Organisation Structure
Table 1: Characteristic of VRTI

Element Characteristic
Structure Mechanistic
Environment Slowly changing
Task definition Specific and clear
Communication Two way
Authority Central
Centralization High
Formalization Moderate
Controls Relatively high
Decision making 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

Strategy Goals Environment Structural

Characteristics
Analyser Stability andChanging Moderately centralised
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 T T+1 T+2
Project
diversification
strategy Low High
Structure Simple Functional Divisional
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
4.1 Recruitment and selection

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

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

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) + Leave T.A.

(Rs.200) (Rs.300) (Rs.1500 per year)

+ Medical Allowance (MA) + Gratuity + Provident Fund (PF)

(Rs.1500 per year) (15 days salary in a year) [12% of (basic + DA)]
+ Group Insurance + Special Insurance + 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.

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

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
100%
80% R1 70% 30% 0 0
60% R4
40% R3 R2 20% 50% 20% 10%
20% R2
R3 10% 20% 50% 20%
0% R1
1 2 3 4
R4 0% 0% 30% 70%
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.

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

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
CHAPTER 5. ORGANISATIONAL ASPECTS

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.
5.2 Environment of VRTI

Environment Analysis
Macro Environment Micro Environment
PEST SWOT
Analysis 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

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

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.

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.

• 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.

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

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.

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: vrtiad@sancharnet.in, 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.

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. 62034869

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 Amount
Income
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
Expenditure in respect of properties 731693
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

Name of organisations/donors Head office

Aarti group of industries Mumbai
Castrol India ltd. Mumbai
Concern India foundation Mumbai
CARE India ltd. Mumbai
Dr. Mukul G. Shah Mumbai
Excel industries ltd. Mumbai
Gujrati government relief fund Gandhi Nagar
Gujrati state disaster management Gandhi Nagar
Authority
ABROAD
Coalition of Indians in new England USA

Gurjar – Gujrati association of New USA
England
Indian council USA
LATET Israel
The merchantile hindu community of Dubai
Thatta (sind )
Volunteers of India development USA
empowerment
Annexure 4 – Different activities done by VRTI in last 25 years

Area benefitted
Sr. no. Name of the activity (ha) Benficiaries
water shed development

1 program
Dams 17700
R.T. Wells 1480
farm ponds 1019
overhead tanks 13000
staggered trenches 329
contour trenches 131
2 Agriculture
kisan nursery 10 (villages )
horticulture plantation 1600
1276
kitchen garden kits (families)
1065 (farmers
affortation plants )
drip irrigaiton 243( farmers)
Celrich Demo. Plots with guar 42 farmers
gypsum kits for BPL 400 farmers
3 animal husbandry
32466
deworming (animals)
vaccinaiton camps 12969
cattle camps 4860
travis crates 21 villages
cattle fair 15 villages
cattle troughs 10 villages
compound wall for cattle yard 59 villages
4 health and hygine
Rurla latrines 3735 villages

school sanitation complexes 109 schools
ambulatory service 839 paitents
medical camps 503 patients
5 energy development project
22128
smokless choulas families
portable chullas 6989 families
solar cookers 351families
tube lights 67 families
stoves distributed 54 families
Annexure 5
Questionnaire for Employees

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?

………………………………………………………………………….
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 □ No

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

Ou SVRT Oufinal

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Ou SVRT Oufinal

Uploaded by

Copyright:

Available Formats

Organisation Understanding – Shri Vivekananda Research and Training Institute, Mandvi

CHAPTER 1. SCOPE AND OBJECTIVES

1.2 Objective of the study

IRMA OTS – 2005 1 Goyal, Dubey

1.3 Scope of the study

IRMA OTS – 2005 2 Goyal, Dubey

CHAPTER 2. INTRODUCTION OF THE ORGANISATION

2.1 Brief history of the Organisation

2.3 Mission, vision / core values

IRMA OTS – 2005 3 Goyal, Dubey

SHRADDHA (Faith and Dedication)

IRMA OTS – 2005 4 Goyal, Dubey

Infrastructure of VRTI includes:

2.6 Other facilities

• One middle school

IRMA OTS – 2005 5 Goyal, Dubey

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

IRMA OTS – 2005 6 Goyal, Dubey

OUTPUTS TASK REQUIREMENTS

IRMA OTS – 2005 7 Goyal, Dubey

(C)The fit between demand expression of beneficiaries and decision process:

2.7.1.2 Water Resource Management (WRM) programme

IRMA OTS – 2005 8 Goyal, Dubey

2.7.1.3 Kharas Vistarothan Yojna

2.7.1.4 Integrated Watershed Development Program (IWDP)

IRMA OTS – 2005 9 Goyal, Dubey

The work completed under IWDP is as shown in the table:

2.7.2 Livelihood generation activities

2.7.2.1 Vivekananda Gramudyog Society (VGS)

IRMA OTS – 2005 10 Goyal, Dubey

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

2.7.2.2 Care project

2.7.3 Village development programmes

2.7.3.1 Drought Proofing Program (DPP)

IRMA OTS – 2005 11 Goyal, Dubey

2.7.4 Agriculture development and research

2.7.4.1 Kutch Agriculture Development Consortium (KADEC) project

IRMA OTS – 2005 12 Goyal, Dubey

2.7.4.2 Agriculture research

IRMA OTS – 2005 13 Goyal, Dubey

CHAPTER 3.ORGANISATION STRUCTURE

3.1 Components of organisation structure

3.1.1 Governing Body (Board of trustees)

Sr. Name Qualification Current Job profile

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

4. Shri Jayprakash S. B.Sc.(Chemistry) Ex. Vice president, Excel bio-

IRMA OTS – 2005 14 Goyal, Dubey

7. Shri Manojbhai D. B.Sc. (Chemistry) Executive director, Agrocel Industries

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

10. Shri Atulbhai K. Matriculation M.D., Transpek Industries, Badodara

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

12. Shri Arunbhai C. Chartered C.A., United Phosphorus Ltd.

13. Smt. Shushmaben M.A. Member secretary, KNNA

14. Shri Kalyanbhai M. M.B.A., M.Tech. M.D., IMIC

3.1.2 Operation committee

3.1.3 Managing trustee

IRMA OTS – 2005 15 Goyal, Dubey

3.1.4 URJA committee

3.1.6 Office In charge

3.1.7 Project coordinator