ACKNOWLEDGEMENTS

We take this opportunity to thank all the concerned staff of Sahbhagi Shikshan Kendra
(SSK), Lucknow for the help and cooperation they extended to us during the course of our study
conducted during June and July 2005. First of all we would like to thank Mr Ashok Singh, the
director of SSK for providing full-fledged support to conduct this study. We owe special words
of thanks to the Reporting Officer Dr. C.S. Vyas for his continuous help during the study and his
valuable insights. We are thankful to staff of partner organizations of SSK where we did our
fieldwork.

Last but not the least, we are especially thankful to our faculty guide Prof. Ila Patel for
providing her invaluable constructive suggestions without whose support and keen interest this
study could have not been materialized.

Sandip Kumar Katiyar (25096)

Neeraj Kumar (25080)

ii
 EXECUTIVE SUMMARY

Students’ Names: Sandip Kumar Katiyar and Neeraj Kumar

Organization: Sahbhagi Shikshan Kendra (SSK)
Reporting Officer: Dr. C.S. Vyas
Faculty Guide: Prof. Ila Patel
Title: Organization Understanding

Objective: (1) To know about the evolution, strategies adopted over a period of time; (2) To
understand the internal dynamics, coordination, planning and integration in the organization.

Scope: The study focused on key aspects of Sahbhagi Shikshan Kendra which acts as a support
organization to CSOs and NGOs in Uttar Pradesh.

Methodology and sources of Data: The methodology included unstructured and structured
interviews with the organization staff, participant observation, informal discussions and
secondary data collection. The primary sources of data were the executives and employees of
SSK. Annual reports, proposals to funding agencies, financial statements and other publications
of SSK provided us the secondary data.

Findings and Observations :( 1) SSK is a very good example of open system and it changed its
strategy and area of operation to adapt to environmental changes. First it started as a support
organization by providing training to CSOs and NGOs but after 73rd constitutional amendment it
focused on Panchayati Raj Institutions (PRIs) and now they started work in urban local
governance also. (2) SSK acts as training organization and it also disseminates information in
Hindi and English to increase awareness among villagers and NGO persons. So their human
resource policy is designed to meet those needs. They select staff that are well versed in both the
languages and have good communication skills. Selected employees undergo an orientation
program which is designed for giving exposure to candidates to works which the organization
undertakes. (3) Performance analysis is done on the basis of self assessment and assessment by
immediate superior of the employee. Promotion is given on the basis of performance of the
employee. (4) Decision making in the organization is somewhat centralized and the director of
SSK has final authority to accept or reject any suggestion. (5) Turn over rate at SSK is around
thirty percent. Poor opportunities for growth both post wise and salary wise appears to be reason
behind this. (6) Recently SSK started its intervention in urban local governance also and there
appears to be unhealthy competition between rural and urban resource centres.

Recommendations: (1) As the workload on employees and director appears to be more so some
delegation of responsibilities and recruitment of some new employees should be done. (2)To
reduce turnover rate promotion policy and salary structure should be revised. (3) There is
excessive competition between Panchayat and Urban resource center and it is affecting work
culture of the organization. So SSK should try to check on this behavior.

iii
LIST OF ABBREVIATION

CSO Civil Society Organization

CENCORD Centre for Communication Resources Development
CIDA Canadian International Development Agency
DFID Department for International Development
DRC District Resource Centre
ICCO Interchurch Organisation for Development Co-operation
IGNOU Indira Gandhi National Open University
MORD Ministry of Rural Development
NABARD National Bank of Agriculture and Rural Development
NGO Non-government Organization
OTS Organization Traineeship Segment
PACS Poorest Area Civil Society
PRC Panchayat Resource Centre
PRI Panchayati Raj Institutions
PRIA Participatory Research in Asia
SIDA Swedish International Development Cooperation Agency
SDC State Data Center
SIFPSA State Innovations for Family Planning Services Agency
SSK Sahbhagi Shikshan Kendra
SST Sahbhagi Skikshan Trust
UP Uttar Pradesh
UPVAN Uttar Pradesh Voluntary Action Network
URC Urban Resource Centre
XISS Xavier’s Institute of Social Sciences

iv
LIST OF FIGURES

Figure-1 7-S Framework………………………………………………………………………2

Figure-2 Coverage map………………………………………………………………………..7
Figure-3 Geographical Coverage……………………………………………………………...8
Figure-3 Old organisational structure………………………………………………………..13
Figure-4 New organisational structure……………………………………………………….19

v
LIST OF ANNEXURE
Annexure-A Statement of income and expenditure………………………………………….40
Annexure-B Statement of balance sheet……………………………………………………..41
Annexure-C Turnover designation wise……………………………………………………..42
Annexure-D Collaborative partners………………………………………………………….43
Annexure-E Checklist of questions asked to employees…………………………………….50
Annexure-F Governing Body………………………………………………………………..52
Annexure-G List of Donors………………………………………………………………….53

vi
 Sahbhagi Shikshan Kendra (SSK) a centre for participatory learning was established in
1990 at Lucknow in Uttar Pradesh (U.P.). The Kendra's emergence was a direct response to the
developmental context of the Hindi-speaking belt of India. There were a large number of civil
society organizations (CSOs) working at the grassroots but the institutional capacity for
effectively managing their projects and programmes was inadequate, forcing them into
dependence on others for financial and non-financial support. The situation was proving to be a
bottleneck for development. SSK was established to fulfil the need of institutional support and
systematic programme management to the CSOs working at the grassroots in the states of Uttar
Pradesh and South Bihar. Currently SSK is working on the problems that have immediate
concern for the people at large; from natural resource management to sensitizing on child rights.
SSK has tried its hands at various thematic sectors of development in the spirit of a learning
organization destined to carve out a special niche for itself as a support organization that it is to
day.

1. OBJECTIVES

• To know about evolution, strategies adopted over a period of time and

• To understand the internal dynamics, coordination, planning and integration in the
organization.

2. SCOPE

The study focused on key aspects of SSK, which acts as a support organization to CSOs
and non governmental organization (NGOs) in Uttar Pradesh.

3. METHODOLOGY

To develop better understandings about SSK as a support organization, we adopted a

number of methods like Appreciative Enquiry, unstructured and semi structured interviews,
informal and formal discussions.

vii
3.1. 7S Framework

The 7-S framework as suggested by Mckinsey (1980) is used for analyzing organizational
change (see figure1). The main thrust of change is not only connected with organizational
structure, but has to be understood by the complex relationship that exists between strategy,
structure, skill, systems, staff, style and super-ordinate goals. These are called the 7-S of the
organization. The framework establishes the interconnectedness of various variables.

The seven elements are distinguished in terms of hardware and software. The hardware
elements (structure, strategy and systems) are feasible and easy to identify. They can be found in
strategy statements, corporate plans, organizational charts and other documentations. The
remaining four software elements are more difficult to examine. They are difficult to describe
since capabilities, values and elements of organizational culture continuously develop and
change. They are determined by the people at work in the organization. Therefore, it is much
more difficult to plan or influence characteristics of the soft elements. Although the soft factors
are below the surface, they can have a great impact of the hardware structures, strategies and
systems of the organization.

viii
Figure-1 7-S Framework

To be effective, any organization must have a high degree internal alignment among all
the seven Ss. The level of interconnectedness defines any organization’s receptivity and
adaptability to change. Each S must be consistent with and reinforce the other Ss. Since, all Ss
are interrelated, so a change in one has a ripple effect on all the others. There is no starting point
or implied hierarchy - different factors may drive the business in any one organization.

We used this framework because it is used for internal analysis of an organization and
also analyzes strategic characteristics of an organization. 7s framework is a good tool for
determining the doability of strategies and it is also used to create alignment among various
departments of an organization. SSK has continuously changed its strategy according to
environmental changes so we found it as a good tool to examine the effect of environmental
changes on the organization.

ix
 SSK works according to environment and changes itself accordingly. So it becomes
essential for it to think in terms of strategy and hence strategic planning. The 7-S framework
would help it to be agile and responsive not only to the needs of the beneficiaries but also to the
moves of its competitors in the field. With the organization gearing in to protect the rights of its
members and pass on the full benefits to them in the wake of globalization, McKinsey's 7 S's
Model provides a useful framework for reviewing the impact of change that has been brought
about or still needs to be incorporated.

3.2. Sources of Data

Both qualitative and quantitative data were used for this study. Data was collected from
both primary and secondary sources. Data related to current strategy, structure and employees
were collected from primary sources. Data related to evolution of organization and history was
collected through secondary sources.

3.2.1. Primary Sources

Interviews and discussions with various employees were used to gather primary data.
Informal discussions were held with the employees during the tea breaks and lunchtime on
organisational issues like its structure, human resources and area of operations. The routine
activities of the employees of all categories were observed in order to understand their present
roles. Unobtrusive observation also helped in understanding the culture as well as the hierarchy
within the organization. A checklist was prepared considering issues like organisation mission,
values and how much employees identified with it. Questions on personnel related issues were
also asked. The support staff, programme staff as well as the field staff was interviewed.
(Annexure-5)

3.2.2. Secondary Sources

Various reports, circulars, project proposals and financial statements were reviewed. The
review of past Annual Progress Reports was done to understand the organisation’s profile and its
achievements in the past nine years. It also gave an insight into the opportunities and threats the

x
organisation faced since its inception and how the organisation responded to it. The registration
certificate gave details about the formation of the organisation. The office circulars gave an
insight into many personnel and other issues. A review of the proposal, which was submitted, to
the funding agencies, gave an insight into the organisation’s future plans. The financial
statements were studied to understand the sources of funds and the way funds are utilised.

4. INTRODUCTION

SSK is a society registered under the society’s registration act 1860. It was established in
1990 to become a centre for participatory learning. The purpose of establishing this organization
was to promote social change by strengthening the civil society organisations those were
engaged in ameliorating living conditions of poor and setting up democratic governance in UP,
Bihar and Madhya Pradesh. Over a period of fourteen years of its existence, SSK has become a
centre of excellence in capacity building of CSOs working at the grassroots. It plays the support
role at the regional level and is working with the voluntary agencies of Utter Pradesh. This is the
premier institute for providing professional training in the field of rural development and
Panchayati Raj governance.
The need for this type of the organization was felt due to lack of trained professionals in
the field of development sector. There were very few institutions that were providing education
and training to the persons willing to work at grassroots level. Training provided by these
institutes was costly and time consuming. Mr. Ashok Singh, the founder, visualized the need of
an organization that can provide training to volunteers at low cost and in less time. Other
advantage of this training is that it can be tailor made for any particular region. Earlier PRIA
used to run such type of training programme but they were facing many problems due to vastness
of country and lack of knowledge of local language.

SSK started its activities in the three states of Madhya Pradesh, Uttar Pradesh and Bihar.
It acted as a support organization to the NGOs working in these states. SSK started its activities
with short duration training programmes of four to seven days duration. All these programmes
were run in the vernacular language. It continued with these training programmes for the first
three years and later on they also started publishing manuals and booklets regarding trainings and

xi
awareness programmes. These publications were distributed free of cost widely and now they are
well known in the Hindi speaking region. Later on the need for continued interaction among
different NGOs was felt by the organization because of existing information asymmetry. SSK
took initiative to create platform for such type of forum and created Uttar Pradesh Voluntary
Action Network (UPVAN). Later on this was made an independent organization.

After 73rd and 74th Amendments of the Constitution, it started to intervene in the area of
local self governance (rural and urban). In the initial years, though SSK positioned itself as a
support organization, its work was confined to training. Sensing some gaps in its services and
approach to support, the organization went through first review in 1994. Later on they started
periodic review at every four years.

These evaluation reports provided them strong base for revising its strategies-knowing
shortcomings and introducing changes in focus area internal management. The report suggested
them to focus in one state instead of three states to show some tangible results. It suggested that
they cannot cover all three states with existing employee strength. So SSK decided to focus only
in Uttar Pradesh and they assisted in establishing similar organizations in Madhya Pradesh and
Bihar. Next evaluation report suggested them to further narrow down their activities to fewer
districts of Uttar Pradesh to show more concrete results. So they selected twelve districts to work
intensively though they work in other district extensively.

4.1. Governing Body

The Governing Body consists of seven members, including the chairperson and the
director. The governing body meets in every three months and discuses the issues according to
the agenda. The governing body is good mix of academia and practitioners and it helps in better
advocacy of programmes. They are having good contacts with donors and due to this SSK is able
to get funds easily. See the list of members in the governing body in annexure-F

Mr. Ashok Bhai is the Director as well as founder member of the organization. It was his
vision to start such type of support organization in this field. He planned to set up SSK because
of lack of proper training organizations for this sector. He completed his Post Graduate Diploma

xii
in Rural Management from XISS, Ranchi in 1981. He also completed his studies in Community
Forestry Management and Global Excellence in Management Certificate program in
Organisational Management from Weather head School of Management, Cleaveland, USA. He
worked with various reputed organisations like Vikram Sarabhai Centre for rural Development
project and PRIA. Currently he is the Director of SSK.

4.2. Coverage

Initially SSK was functioning in Uttar Pradesh, Madhya Pradesh and Bihar. But now it is
working only in Uttar Pradesh. It works intensively in twelve districts but it covers whole Uttar
Pradesh extensively (Figure-2). It is directly intervening in Sitapur, Mirzapur, Pratapgarh and
Maharajganj. In other eight districts it intervenes with the help of partner organization.

Figure-2 Field Area of SSK

xiii
 State resource centre (SRC) is the head office of SSK situated in Lucknow. At district
resource centre (DRC) activities comprise of spearheading the processes of networking and
liaising with the various organizations and agencies operative in the field for consolidating the
development efforts at panchayat resource centre (PRC) and urban resource centre (URC) levels.
All DRCs, presently 8, inform and seek guidance from SSK which plays the role of SRC whose
task it is to address the emerging issues to the state Government and other appropriate agencies
and stake holders for effective change in the situation at the grass root level. Non DRC are the
centres where DRC offices have not been established by SSK but it is functioning there.

At PRC the initiatives comprises of mobilizing community for sincere participation in

gramsabha, active participation of elected representatives in gram panchayat and its committees
for preparing their local plan and bringing forth an accountable and transparent governance to
people. At URC the complement of activities centre around empowering elected representatives
of urban self-governance bodies and bridging the gulf between them and the resident citizens for
getting better civic amenities they are entitled to in accordance with their plan.

Figure-3 Geographical Coverage

4.3. Organizational Affiliation

xiv
 SSK after fourteen years of its existence has become a leading organisation in capacity
building of CSOs and NGOs in UP. It has good relationship with many international and national
donor agencies as well as field level organisations. UPVAN, a network of voluntary
organisations in UP was established on its initiative and has currently more than two hundred
organisations associated with it. In table below list of some organisations associated with SSKs
given.

TABLE -1 List of Few Organisations Associated with SSK

Name of Organisation Area of Operation Areas of Affiliation
PRIA New Delhi Helps in conducting training
programmes.
Acts as resource person to SSK.
Provide them learning materials.

Unnati Gujarat Help in conducting training

programmes.
Acts as resource person to SSK.
Provide them learning materials.

Samarthan Bhopal Help SSK in conducting training

programmes.
Acts as resource person to SSK.
Provide them learning materials
PRAXIS Patna Help SSK in conducting training
programmes.
Acts as resource person to SSK.
Provide them learning materials.

xv
Jan Kalyan Sansthan Gorakhpur Act as partner to SSK in field-based
programmes.
Help SSK in organizing field visits.
Facilitate community-based
exercises
Bhartiya Jan Kalyan evam Ghazipur Act as partner to SSK in field-based
Prashikshan Sansthan programmes.
Help SSK in organizing field visits.
Facilitate community-based
exercises

Lok Mitra Rai bareilly Acts as partner to SSK in field-

based programmes.
Helps SSK in organizing field visits.
Facilitates community-based
exercises
UPVAN Lucknow Facilitates SSK in joint campaign.
It provides network to SSK.

5. SUPER-ORDINATE GOAL

The organization is a non-profit, non governmental organization. It aims to empower

people and upgrade the capacities of organizations involved in social change by providing them
access to knowledge and information. These aims are derived from vision and mission and core
values of the organization.

5.1. Vision

To build and strengthen capacities of civil society organizations through an approach

where people are placed at the centre of all development initiatives.

xvi
5.2. Mission

The organization strives to develop and strengthen the capacities of the

institutions/organizations who aim to work for the betterment of the marginalized and oppressed
in the society.

5.3. Core Values

Participatory development approach, mutual sharing of ideas information with the

voluntary development organizations, faith in knowledge and capacity of the poor, oppressed and
marginalised are the core values of SSK. As ‘knowledge is power,’ SSK believes that popular
knowledge should be accepted, appreciated and recognized.

5.4. Aims and Objectives

• To strengthen encourage and practice the concept and philosophy of participatory

research, environment, health etc.
• To promote training and learning, research and education.
• To interact and work with various regional, national and international institutions for
attaining the objects of the society.
• To provide information/ reports/ learning materials to the different organization having
similar objectives and believes in the empowering people through knowledge for people’s
participation and to publish various kind of publishing materials to support the objective
of the society.
• To support fund, collaborate and sponsor the similar projects being conducted by other
similar institutions.
• To sell, purchase or acquire on lease or on hire, any movable or immovable property, to
mortgage, exchange the same necessary or convenient for the furtherance of the objective
of the society.

xvii
 • All the income, earnings, movable, immovable properties of the societies shall be solely
utilized and applied towards the promotion of its aim and objectives only as set forth in
the memorandum of association and no profit on their of shall be paid or transferred
directly or indirectly by way of dividends, bonus or profit in any manner whatsoever to
the present or past members of the society or to any person claiming through any or more
of the present and past members. No member of the society shall have any personal claim
on the movable or immovable properties of the society or make any profits, whatsoever,
by virtue of this membership.
5.5. Shared Values

• No employee shall commit any misconduct.

• No employee shall share information about SSK with any person whosoever except in
the interest of SSK’s work or with written permission from the director.
• All employees and other trainees shall practice absolute honesty and integrity related
to financial and other matters.
• Every member of the organization shall behave with member of opposite sex in
dignified manner.
• Each employee shall do his/her work with conviction, high motivation and shall work
together towards a common goal and mission.
• All staff shall pay due respect to higher authority and their superiors.

6. ORGANIZATION STRUCTURE

This organization has a simple structure. Recently, the organization was restructured.
Previously there were six departments apart from accounting and administration department, but
now that six departments are merged in two departments. Though the departments are
restructured and merged but their basic functions remained same so we are first describing old
structure then we will give some detail about changes brought.

6.1. Old Organization Structure (Till May 2005)

xviii
 It was line and staff structure. There were eight departments in this organization. Two of
these departments were doing staff function. The brief information about these departments is
given below:

Figure-4 Old Organizational Structure

Director

CB-CSO GMRU PGRU UGRU PIRU SPMU Accounts Admini

stration

6.1.1. Capacity Building of Civil Society Organization Unit (CB-CSO)

CBCSO Unit of SSK aims at strengthening of capacity of a variety of actors such as

voluntary development organizations, citizens and citizen organizations. It mainly focuses on
capacity building of small and medium sized CSOs, working in Hindi speaking states of
Northern India in general and Uttar Pradesh in particular. Towards this endeavour, the centre
envisages the following objectives:

xix
6.1.1.1. Objectives

• Building perspectives and skills of development actors working in CSOs

• Enhancing organizational efficiency and effectiveness to accelerate the change process
• Strengthening voluntary sector by providing trained manpower
• Providing Institutional Building and management support to local CSOs
• Enhancing interaction among development actors and sectors to build relational
capacity of CSOs for future collaboration and partnership.

6.1.1.2. Strategy

• Organizing long and short duration training programs

• Organizing perspective building workshops and seminars
• Institutional Building support to Intensive Partners
• Facilitating Exposure and Study Tours for partner and other CSOs
• Capacity Building support to other CSOs including Citizens groups and individual
• Facilitating Certificate Courses in collaboration with IGNOU
• Providing information support through learning packs, manuals and quarterly bulletin.

6.1.2. Gender Mainstreaming Resource Unit (GMRU)

The challenge now is to Mainstream Gender at the institutional level. This challenge
would lie to facilitate the staff to internalize issues and belief in gender equity such that these
considerations automatically and naturally inform the planning and implementation processes.
The process started with the help of PRIA by recruiting an external facilitator to document the
current practices and efforts in mainstreaming gender in SSK and provide ideas for future
intervention. As a result of the findings of the gender audit and some recommendations to
reinforce the issue at the institutional/ organizational level a separate department/ unit was set-
up in SSK. The unit at present takes up issues/ tasks to build a common understanding on gender
and gender mainstreaming for in- house staff, which will further in a systematic and sustained

xx
programme result in sharing these discussions and initiatives to other development stakeholders
(eg. other NGOs, CBOs and communities). Now in new structure this department is merged with
other departments and now gender related issues are addressed by each department.

6.1.3. Panchayat Governance Resource Unit (PGRU)

Panchayat Governance Resource Unit was set up in response to the new prospects
unwrapped by the 73rd constitutional amendment that created a platform for direct participation
of people in solving their own problems and determining their own future. panchayats got certain
powers that enabled them to function as units of local self-governance in rural areas consequent
to 73rd constitutional amendment. However, the traditional nature of the society, structural
barriers in the form of social systems based on politics of exclusion and the attitude of
dependency cultivated among the people over the years barred people in general and
marginalized sections in particular from realizing their full potential as active and aware
members of the civil society.

Keeping in view the above situation, SSK decided to concretize steps in the direction of
strengthening panchayat. Thus Panchayat Governance Resource Unit (earlier known as unit for
local self governance, rural) was established with the following perspective:

6.1.3.1. Objective

Panchayats should be viewed as units of local self-governance and not as the executive
agencies of the government. They should be strengthened and supported so that they may emerge
as pillars of rural development.
• Elected representatives of panchayat should gain an insight into their roles and
responsibilities so that they may demonstrate accountability, transparency as well as
efficiency while discharging their duties.
• Interventions should be directed towards developing new leadership comprising of
women, dalits and other traditionally disadvantaged groups.

xxi
 • Active participation of the people especially from the vulnerable sections (women and
dalit) should be ensured at all the stages of planning, implementation, monitoring and
evaluation of development projects at the village level.
• Local bodies at the village level should assert control over local resources and should
utilize them in best possible manner.

In compliance with the above objectives, the roles of the unit are as follows:
• Coordination of activities related to strengthening of panchayats
• Creation and collection of resource material on the theme of rural local self-governance
research and documentation on issues related to PRIs, women and dalit participation,
rural development etc.
• Networking with government and non-government organization for taking collective
initiatives towards strengthening of PRIs
• Advocacy of issues related to rural local self-governance level.

6.1.4. Urban Governance Resource Centre (UGRU)

Sahbhagi Shikshan Kendra (SSK) has started working in the area of urban local self-
governance in year 2000, after the legislation of 74th Constitutional (Amendment) Act (74th
CAA) in 1992 and Uttar Pradesh Urban Local Self Government Laws (Amendment) Act
(UPSMA) in 1994 along with Society for Participatory Research in Asia (PRIA), New Delhi and
Network of Regional Collaborative Support Organizations (NCRSOs). The interventions have
been started with the realization of the pathetic conditions of the urban local bodies and the role
of urban local government in these.

Efforts have been made to intervene in an intensive fashion to strengthen urban local self
governance in U.P. SSK has accepted the challenges posed by the 74th CAA, 1992 and the
respective changes made by the Government of U.P. (UPSMA, 1994) and started working with
the goal of strengthening the municipalities as an institution of local self governance.

xxii
6.1.4.1. Objective

• To make urban self- governing institutions transparent and accountable

• To enable citizen leaders to have effective voice in urban governance
• To enhance capacities of citizen leadership and citizen’ collectives in urban local
governance institutions’ programme targeting vulnerable and poorest section
• To enhance capacities of intermediary Voluntary Development Organisations (VDOs) to
promote inclusive urban governance
• Platforms of civil society are promoted at the district and state levels, supporting reform
in urban Governance institutions
• District Planning Committees (DPCs) are activated to perform effectively
• Innovative educational materials on civil society building and urban governance are
published/ prepared in vernacular for larger dissemination

6.1.5. Publication and Information Resource Unit (PIRU)

One of the objectives of the SSK is to increase the awareness and educate other partner
organizations on various developmental issues. For this SSK started to publish various literatures
on different issues. It brings out four quarterly magazines and other literature through this
department. Now in new structure this department is also removed and now all other departments
are suppose to publish various literatures related to their area.

6.1.6. Special Project Management Unit (SPMU)

More than a decadal experience in the process of social change and development has
made SSK to believe firmly in the fact that promoting CSOs, CBOs and ensuring programme
management and delivery with people at the centre of development process is the need of the
day. It is with this in view that the Special Project Management Unit (SPMU) aims to extend
support. Now in new structure this department is also removed and now all other departments are
suppose to take care of special or need based projects.

xxiii
6.1.6.1. Objectives

• Organizing need based capacity building training programmes for CSOs, donors
including bilateral and multilateral agencies, government organisations and financial
institutions.
• Conducting need based participatory studies, research, monitoring and evaluations of
development programmes and organizations.
• Developing need based reading and reference material, information dissemination
materials, manuals on issues related to development sector.
• Providing need based managerial support services to CSOs, donor organizations
including bilateral and multilateral agencies, government organizations and other CSOs.

6.1.7. Administration

This department is undertaking all official work regarding attendance, correspondence,

hostel facilities etc. In this organization there is not so much need of the administrative work so it
is not full fledged.

6.1.8. Accounts

This department undertakes recording of all entries regarding money, disbursement of

salaries and expenditure, preparing final accounts etc.

Earlier the organisation was divided in eight departments but on careful observation one
will find that there was considerable level of overlapping of functions and staff among different
departments. One employee was part of or at a time working for two or more departments. For
example, all employees of CB_CSO, GMRU, PGRU, UGRU and SPMU were working for
publishing their documents with PIRU. Similar was case with GMRU and SPMU because of this
reason I think it was not fruitful to keep eight departments.

xxiv
 6.2. New Organizational Structure

In June 2005, the organization was restructured. Restructuring was done to reduce the
number of departments from eight to three (Figure-5). Administration and accounts department
are left untouched and other departments are merged in three departments. Now there is one civil
society resource centre and it is having focal points which are acting as departments. Presently
civil society resource centre is having two focal points, first is capacity building of civil society
organization and other is local self-government. Local self-government is further divided into
two parts, rural and urban. So now CB-CSO, PGRU and UGRU exist apart from Accounts and
Administration departments. Functions which were performed earlier by GMRU, PIRU and
SPMU are delegated to CB-CSO, PGRU and UGRU. Rational behind doing this was that all
functions of earlier departments can be performed efficiently by the existing departments. For
example, all these three departments will take care of documents and publications related to
those departments. Thus, functions of PIRU can be delegated without hampering its
effectiveness. Similarly, gender issues are related with the rural and urban governance and
capacity building so there is no need to maintain a separate department for gender issues.

Figure-5 New Organizational Structure

Director

Civil Society Resource Center Administration Accounts (Executive assistant)

(Executive assistant)
Governance Resource Centre Capacity building Senior assistant accountant
Centre
Urban Resource Centre (PC)

Programme officer
Programme associate
Programme secretary

Programme associate

Rural Resource centre Programme secretary

Center(PC)
Programme officer

Programme secretary

Programme associate

Programme secretary

xxv
6.3. Training Campus

Sahbhagi Shikshan Trust has developed a well-equipped Training Center, which provides
state of the art services relating to training and excellent logistic support with a unique
combination of adequate infrastructure and comfortable accommodation to voluntary
organization involved in training.
Far from the hustle and bustle of the city SST's training centre is situated in rural
surroundings on the outskirts of Lucknow to afford a peaceful and learning-cantered atmosphere
so essential for a training centre. Academic institutions, which have their timings, rules and
regulations, own most of the training centres in Lucknow. Their infrastructure facilities may not
necessarily fulfil the requirements and ethos of voluntary organizations that do not follow the
usual 9 to 5 regime like others. At times their training sessions and workshops may be carried out
well in night too. Group tasks are completed during night and presented the following day. Video
filming and video presentation are done. Multimedia powerpoint is required to be made use for
effective presentation. Sahbhagi Shikshan Trust's Training Center at Lucknow fulfils all these
requirements. The centre has beautiful ambience and peaceful environment that encourages and
motivates learning among the participants as also enables the trainers to be as effective as they
can.

6.4. Design

To understand internal aspects and work culture of an organisation one need to

understand level of complexity, formalisation and centralisation in the organisation. These
aspects are closely related with evolution of work culture because employees use to work
according to freedom and authority provided to then in the organisation.

We found low level of complexity in the organization. Before reorientation of

departments complexity was more since there were six specific departments to look after
different functions but now they are merged in three departments only thus reducing complexity.

xxvi
 Though job of each department is specific but in case of necessity other employees can
also perform those functions. Their job is not standardized and because of this reason only PIRU,
GMRU and SPMU departments’ work was delegated. Same employee is imparting training and
also helps in publishing books etc. thus we can say that SSK is moderately formalized.

Decision making is highly centralized in the organization and it is the Director of the
organization who takes final decision regarding any matter. For example in case of employing
any new employee, interview is taken by a panel of experts first and then they recommend names
to the Director. After that the Director takes interview and takes final decision. Similarly other
decisions are also taken by the Director himself.

Organization is small in size and employs forty three employees only. Its area of
operation is also limited and it acts only in Uttar Pradesh. In Uttar Pradesh also it is acting
intensively in twelve districts and in other parts of Uttar Pradesh it is acting extensively.

7. STAFF

Staffing is a very important part of any organisation. If an organisation is recruiting right

kind of staffs who are fit for the organisation then their chance of achieving desired objective
increases so an organisation need to develop strategy according to its need. Interested candidates
will apply for job in any organisation if human resource policy followed by the organisation is
good. Staffing of any organisation depend not only on type of people employed but also on its
capacity to keep those employees in the organisation and reduce turn over rate.

7.1. Recruitment

Recruitment is one of the major activities of any organization. Success of organization in

achieving its desired mission depends upon the quality of employees hired. All organizations
develop recruitment strategy depending upon its necessity. SSK is employing forty three
employees currently and they work in different departments like programmatic, administrative
and support services side. Besides selecting suitable candidates from colleges imparting social

xxvii
work and rural management degree the organization also advertises in leading national dailies
about job description and qualifications needed for various posts, which need to be filled. Now
they have also started advertising in electronic media and seeking help of various placement
consultants to fill the vacant posts. Selection procedure is different for different designations like
they prefer professionals from rural development field or from social work field for management
and planning positions. Besides those they need support staffs also and their qualifications are
different.

After receiving applications from interested candidates, they shortlist them on the basis of
their educational qualifications and experiences. They prefer candidates with some experience in
the field but they also hire fresh candidates without any experience if they have degree in rural
development or social work. After short-listing the candidates, preliminary personal interviews
by a panel of experts are conducted. Through this interview they try to judge suitability of
candidates in terms of various competencies, strengths, past experience and aptitude etc. Writing
skill of the applicants is assessed by providing them any topic in Hindi and English. Good
writing skill is necessary for any person to be employed here because they need to write progress
reports for their projects and also various articles for SSK’s publication. After the preliminary
interview, the director finally interviews the candidates. In this interview he takes appropriate
decision on selection keeping in view the assessment and recommendations made by preliminary
interview panel. After selection, appointment letter is issued to the candidate that mentions
designation, term of contract, broad outlines of rules and responsibilities, place of posting, etc.

7.2. Orientation and Induction

After selection of the applicant for any designated post he/she is suppose to undergo an
orientation program which is designed for giving exposure to candidates to works which the
organization undertakes. This orientation comprises of three phases.

xxviii
7.2.1. Basic Orientation

This process takes two days time and is designed for icebreaking and giving the person
idea about mission and vision, strategy, structure, rules and regulations of the organization. This
activity is coordinated by one of the senior staff members of the organization. On second day
he/she is suppose to read the following documents and reports.
• Last three years annual report Annual Reports
• Evaluation reports
• Important publications
• Service rules and other documents

7.2.2. Orientation on Program Centre

Team leader of the unit coordinates this phase. This phase lasts for about one week on
different program centres. During first three days the new staff member is taught about program,
its objective strategy, work area and future plans. Then for next three days he/she is told to study
the secondary literatures and documents related to the centre.

7.2.3. Induction Training and Field Visit to Partner Organizations

After completing first two phases the new recruits are grouped and they are given three
day orientation training in groups of 5-6. All the team leaders and the director coordinate this.
During this training each recruit is assigned a job to visit partner organizations and draft a report.
This phase takes around ten to fifteen days of time. New staff member has to visit at least five to
six partner organization spending two days at each organization. After completion of this phase
the new member has to present his/her learning in front of all staff members of the organization.
The new recruit is also supposed to write a case during his/her fieldwork. These activities help
the organization in two ways: first this provides them articles to be published in its publications
and second it motivates the staff because his article is being identified. First six months is of
probation for the employee.

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7.3. Employee Turnover

Employee turnover is high in case of employees who are having professional

degree/diploma but in case of support staff it is not so high. The main reason for high turnover in
case of professionals is the poor pay structure and second reason for this is that there are more
opportunities of growth outside after attaining few years of experience as compared to
opportunities when one decides to remain in the organization.

On the other hand, there are some employees who have grown with SSK and have a
service record of more than ten years and they are not planning to leave the organization leave
the organization because of the attachment and strong organizational commitment. Information
about designation wise turnover is given in annexure three.

We found that practices adopted by organisation in hiring and training incumbents in the
organisation are suitable for this organisation. They are also conducting orientation and induction
program which help employees also assess whether they are fit for the organisation or not. Turn
over rate is high which is not good for the organisation but this is not affecting organisation too
much because aspirants use to apply for the organisation regularly.

8. SKILLS

Any organisation wants to employ such employees who can hep them in achieving their
objectives and mission. For this employees need to be right fit according to demand of job i.e.
their skills should match need of the job. Basic skills necessary for this organisation are-

8.1. Basic Training Skill

SSK acts as a capacity building organization for its partner organizations and other CSOs
and NGOs in Uttar Pradesh. Training programmes on capacity building of employees of CSOs
are organized at regular interval in organizations training campus. So their staffs need to be very
good in communicating when they are imparting training.

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8.2. Language

Employees need to be well versed in both Hindi and English languages. Besides
providing training SSK also disseminates information by documents like books, pamphlets and
booklets. It publishes documents mainly in Hindi so its employees need to be very good in Hindi.
Knowledge of English is must for its employees who are working at a program level because
they have to submit proposals and report to donor organizations in English.

8.3. Conflict Resolution

They act as support organization to partner organisations and there are some cases when
conflict arises among the partners or between partner and SSK on funds, monitoring or
evaluation issues so their employees need keep them intact and resolve any conflict if it arises.
SSK’s role as a support organisation is to help them in getting funds for project and evaluate
their progress. Many a time their partner organisations feel that SSK is doing favour to other
organisations or not paying more attention to them. In such cases they need to clarify them and
keep intact.

9. STYLE/CULTURE

According to Robbins (2004), culture refers to a system of shared meaning. In every organization
there are pattern of beliefs, symbols myths, and practices that have evolved over the period of
time. These, in turn, create common understanding among members of the organization as to
what organization is and how its member should behave. While SSK’s culture may be somewhat
different from the summation of its parts, following represents the key part of the culture:

9.1. Management Style

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 The style of management in SSK is open with participation at almost all but strategic
levels. Most of the decisions taken by the top management are taken with consideration of the
employees whom it will affect the most. At the strategic level, however, the Director takes all the
decisions and the employees do not have any say in this aspect. It is the Director who decides on
the projects to be undertaken and at which levels. This results in delay in taking decisions like
which project proposal have to submit or passing of expenditure bills, etc.

9.2. Competition

It is inherent in the culture of SSK that it provides competitive environment. There is

multilevel competition. Firstly, it is among the departments. Every department wants to show
results better than other department so it works hard for better work. Second, competition is
inside the departments. Every employee tries to work hard because promotions are given mainly
on merit basis. Sometimes a junior employee gets promotion in place of senior because of his/her
ability to work. This provides a doge of competition that is working positively for organization.

9.3. Social Behaviour

Being a social organization and with the people having experience in the social sector
does not always warrant a congenial social environment in an organization. However with a
small set up, the organization has been successfully able to rope in and maintain an excellent
social understanding. It is able to do so by direct intervention. Even it is a support organization
but it is working actively in field area and having good rapport with people in its field area. This
helps in adapting to the organization, its people and the work in an effective way.

9.4. Attitude to Work

Every employee on a whole has the feeling of responsibility to his/her work. Getting help
on matters was never difficult in the organization. Every member in the organization is more than

xxxii
willing to help others in every possible way. They also relate themselves with the organization
and not only with their work. They take pride to tell that they are employees of SSK.

9.5. Communication Pattern

If we leave director then there is two-way communication in this organization.

Information travels both way up and down by various means. The preferred modes of
communication are telephone, local area network, memos and by meeting personally to persons.

10. STRATEGY

Strategy of any programme/organization is based on the set of goals, environment and

capacity of the team. In case environment and capacity of the team are not flexible variables,
especially in the short terms, objectives and strategy can be adjusted accordingly to make it more
realistic and achievable.

The two broad objectives as perceived by organization are:

• To work with partner NGOs in the area of capacity building, for their effective
functioning.
• To provide educational support on various issues to field level organizations
These are inter-related objectives; however, different actions are required from the point
of view of the strategy formation. For achieving above objective following strategies are adopted
by the SSK.
• Extensive coverage with a package of selected trainings.
• Intensive support to selected group of NGOs for institutional development.
For achieving second objective a state resource centre has been developed in 1994.

10.1. Extensive Coverage with a Package of Selected Trainings

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 In order to build upon the existing expertise and credibility of the SSK, it implements this
strategy in terms of shot term, medium term and long term. The short run is for within one year,
medium term is for 1 to 3 years and long term is for more than 3 years.

10.1.1. Short Term

In short run, SSK reviewed all its activities and withdrew itself from the activities other
than core training support and its follow up. It prepared itself to strengthen management system
to scale up training areas as well as geographical coverage. New geographical areas were
identified. SSK identified core-training areas for providing inputs on sustained basis.

10.1.2. Medium Term

In medium term SSK oriented its staff to assess the potential of the possible partner
NGOs in new geographical areas. It modified existing training programmes and introduced new
training programmes related to capacity building as per the need expressed by these NGOs. The
existing staff found it difficult to handle growth in the demand of training effectively so staff was
given specialized trainings and new professionals specialized in participatory and process based
methods of training were recruited. Considering the feedback received from the partner NGOs,
the training material and aids were improved.

10.1.3. Long Term

In the long run SSK applied these strategies-

10.1.3.1. Regional level units of SSK

xxxiv
 With the growing demand for trainings, selection of appropriate organization was
necessary. SSK established regional level units in various regions and provided trainings but to
be more effective it restricted itself to eastern Uttar Pradesh and some part of Bundelkhand.
Previously, it was having training centres in Bihar and Madhya Pradesh but afterwards it closed
the centres in these regions.

10.1.3.2. Strengthen regional training NGOs

SSK decided to strengthen the capacities of the potential organization in selected regions
because it cannot work in all parts of Uttar Pradesh, Bihar and Madhya Pradesh due to lack of
funds and man power. The selected NGOs have sufficient infrastructure and resources.

10.1.3.3. Training through networking

SSK decided to identify available issue-based and area-based existing networking

platforms to determine its clientele and programme content. Because of it SSK can minimize its
efforts in selection of organization and administrative management of trainings. The network can
identify the areas of training required for the networking members. Networking helped SSK in
coordinating and communicating with the partners’ organization.

10.2. Intensive Support to Selected Organization

Initially, SSK was working in the three states. But managing committee was not satisfied
with the progress of the organization. The results were not visual so they decided to work in
limited area more intensively. They decided to work in Uttar Pradesh and in other states they
helped in establishing other organizations that are having similar objective. They worked in Uttar

xxxv
Pradesh but due to large size and population of Uttar Pradesh they decided to work more
intensively in eight district of Uttar Pradesh. They want do something concrete and significant so
they implemented this strategy.

10.3. SSK as Documentation/Reference Centre

An equally important support set by SSK is to provide educational support to NGOs by

disseminating information and exchange of experiences. SSK emphasizes upon need-based
trainings to NGOs but the partner NGOs felt various other training needs in the area of income
generation, environment, water and sanitation etc. It will be unrealistic to expect that SSK
should provide these types of trainings. However, SSK provided them information of the
organizations, types of training available and relevant literature related to various issue-based
trainings. SSK publishes over thirty publications on training, organization development, PRIs,
SHG, micro planning, NGO management and various other issues and aspects related to rural
development and urban local self-governance.

SSK brings out three quarterly journals in Hindi viz Sahavani, Panchayat Varta and Nagar
Varta through SSK publication. While Sahavani represents organizational development effort and
experiences related to various developmental issues including gender mainstreaming, Panchayat
Varta and Nagar Varta are vehicles of expression on issues of rural and urban self-governance.
This reference/documentation centre also built a repository of case studies on the NGOs of Uttar
Pradesh and Bihar and many other successful cases of the country.

10.4. Environment

In the Northern belt of India, especially in Uttar Pradesh and Bihar, there are very few
institutions that are providing training in the area of capacity building. In the area of operation of
SSK (Eastern Uttar Pradesh and Bundelkhand) there is no such organization for providing
training. In these areas, SSK is functioning intensively and in other parts of Uttar Pradesh it is
working extensively. Many factors are responsible for establishing the credibility of SSK but

xxxvi
lack of participatory trainings and alternate choice are the most important factors. The NGOs of
Western and Northern Uttar Pradesh find it easier to go to Delhi for such type of training and this
also provide them opportunity to contact the donor agencies.

Apart from area centrality, comparative advantage of training content, resource persons,
training areas and other factors also determine the demand for the SSK’s inputs. In the
competitive environment, quality has impact on the demand of the product or service. And
demand determines the price of product or service. Same rule applies to SSK also. The utility
provided by training should be at least equal to the time and financial resources invested for it. If
requisite utility is achieved then it will ensure the participation.

But this is the fact that many organizations are considering training as a free good. In this
situation the relationship of quality, price, demand and utility do not exist fully. Many NGOs do
not want to pay due to resource constraint or attitude of free ride. For this reason SSK decided to
apply the intensive and extensive strategy. Under this strategy SSK decided to work intensively
in eight district of Uttar Pradesh and extensively in other parts of Uttar Pradesh. Other strategy in
the case of free training is, SSK intervenes in the process of selection of appropriate candidates
for training programme. External environment of this organization consists of:

10.4.1. Government

After 73rd and 74th constitutional amendment SSK analyzed the need of intervention in
the field of local self-governance. They were first to start in this field and this helped SSK in
making their presence felt in that field. Now after working in this field for more than a decade
their position in local self governance (LSG) in UP is inevitable. Now whenever issues of LSG
are discussed then participants from SSK are invited and their views are also considered.
Recently state government contacted them to give some suggestions to conduct panchayat
elections in efficient way. Government also implemented some of their suggestions.

xxxvii
10.4.2. Media

SSK has good links with print media and they are utilizing it for their benefits. Besides
this they are also publishing and distributing many booklets, pamphlets and manuals to build
awareness on development issues, image building of SSK and NGO sector and improve
information dissemination.

10.4.3. Academia

SSK is gradually increasing its involvement through their board member from Lucknow
University. SSK and the university mutually benefits from this cooperation. For SSK the main
benefit is getting inputs for developing training programmes and for studies and research.

10.4.4. Activists

Activists like NGOs and social workers are mobilizing groups around single issues,
where such mobilization is often temporary. SSK is mainly helping in developing civil society
organizations and not solving issues.

10.5. Exit Strategy

Previously SSK was working in three states but because of intensive coverage strategy it
decided to hand over the work of the two states Madhya Pradesh and Bihar to other persons.
There it helped these persons to open their own organization. Similarly, in Uttar Pradesh, in the
area where it decided to leave, it helped some persons to open their own organizations. It helped
them by providing them various trainings and financial support.

11. SYSTEM

xxxviii
System refers to the rules and procedures. It compliments the organization structure. System
includes production, recruitment, performance analysis, promotion, retirement, etc. the important
point we observed in SSK are given below:

11.1. Performance Analysis

This is a yearly activity and takes place in the month of March every year. In this activity
each employee is suppose to fill a self-assessment form. Immediate superior of that employee
also fills one assessment form for that employee and both these forms are sent to the director.
This form consists of personal information and performance of employee for whole year. After
filling up of the forms division head asses all the forms related to his/her division. Afterwards the
director analyzes the assessment forms and takes appropriate decisions.

11.2. Growth on the Job

Every employee of the organization has opportunity to grow. Promotion is mainly

performance based but there is certain fixed time period after which only any employee can be
promoted to next higher rank. Promotion is given to employees to meet the needs of the
organization and cannot be claimed as a matter of right. However based on performance of the
employee their salary is revised and increased. There is provision for annual staff performance
reward or incentives. If performance of staff was excellent in last year then he will be given
annul increment up to twenty four times of normal annual increment. If his/her performance was
viewed as good then increment will be up to twelve times of normal increment and in case of
satisfactory performance increment will be normal. But if performance of employee was
unsatisfactory then there will be no increment and if he continues with unsatisfactory
performance consecutively for two years in a row then his services can be terminated.

11.3. Special Facilities for Women Employees

Half-day flexi-time arrangement is available to the women employees who have attained
minimum of two years service in SSK. Women staffs, who are in advanced stage of pregnancy

xxxix
 (6-9 months) can avail this facility on submission of medical report. This facility can be availed
till one year after the birth of the baby. Short leave for two hours in a day can be given to
lactating mother to feed her baby. During winter season women employees are allowed to go
half an hour earlier. In our opinion this policy is helpful to women staff because the office
building is situated far from the city so women will face problem in winter if they will leave
late. These benefits are helpful in increasing the motivation level of employees.

11.4. Retirement

An employee shall retire on attaining the age of 58 years, or any time thereafter at the
discretion of the appointing authority. An employee can be retired even earlier on medical
grounds if he/she becomes unfit to discharge his/her duties efficiently. Any person above 58
years of age can also be employed by SSK for any specific job if he is medically and physically
fit enough to discharge tat job. In our opinion this policy is quiet transparent and favourable to
employees because employees get a long tenure to work. Which provide them job security and
if he/she is efficient then he/she can work after retirement also.

12. MANAGEMENT INFORMATION SYSTEM

MIS is a decision support system for making managerial decisions. It helps in

standardization of procedure, data storage, retrieval and processing. An MIS is designed in
congruence with the basic problems stated and interrelationship of data flow in the organization
The objectives of SSK’s MIS are as follows:
• To provide summarized data on programmes and selected program indicators at project
level.
• To monitor the progress of the program quantitatively and qualitatively.
• To provide accurate timely database for further planning.
• To evaluate periodic and final impact of the program.
• To report to the donor agencies.

xl
 SSK’s MIS caters to the project and donor requirement. It is query driven to some extent.
SSK now uses it as a tool to make faster decisions regarding field program activities. It generates
the following reports in advance like
• Monthly, quarterly, half yearly and annual progress reports of the program.
• Reports with respect to each supervisor at unit level.

12.1 Use of Intranet

SSK is using technology intensively. They are having facility of local area network
within the organization. All employees are having personal computers and connected with other
employees. They also use internet facility when need arises. Apart from it, all partners are also
well connected with Lucknow office. Every partner is having fax machine even it is working in
far villages.

We found in this organization that it is using modern technology in efficient manner. All
employees are well connected in terms of information with others and outside world. MIS is
adequately strong according to need of this organization. But in some cases there is delay in
report submission by partner organizations and in some cases partners are not using the
prescribed forms. Some times these cause problems in collecting of information and delay in
decisions.

13. FINANCIAL ANALYSIS

Though we were not having access to financial accounts of SSK but we tried to do some
analysis based on information provided in the annual reports of SSK. It is receiving fund from
various sources and it is also able to generate fund internally by charging training and accom-
modation fees. Outside grants has been increased by 97 percent in 2004 as compared to 2000.
But expenses on various programmes have been increased by 125 percent. Because their focus
area is panchayat so 67 percent of total income was spent on programmes related to panchayat in
2004. Their strength is that administrative and human power expenses are relatively low because

xli
of better management and low salaries. Sometimes they are not able to spend total grant so for
better utilization of this fund they invest it productively. (Annexure-1 and 2)

14. RECOMMENDATIONS

We found that SSK is a very strong organization in terms of achieving its objectives and
it always sticks to its mission and vision. It has earned name and fame in the area of LSG and
capacity building of CSOs. It is working smoothly but based on our observation we have given
some suggestions for better functioning of the organization.

14.1. Reduce the workload

In SSK we found that every employee has a great deal of work. Every person is having
many tasks especially in case of support staff. Even the director of the organization is having
excessive workload. For better functioning of the organization workload should be reduced and
job should be delegated clearly to every person. For reducing work pressure they can recruit new
employees. And it is not tough task for SSK as they are financially strong.
14.2. Revise Promotion Policy and Salary Structure

The turnover rate in this organization is around thirty percent and it is very high in the
case of professionals. The reasons behind it are the poor salary structure and lack of chances of
promotion. So employees do not see any growth opportunity and it leads to high turnover of
employees. So we want to suggest that salary structure should be revised and employees should
get promotion policies. If any higher job is not vacant then monitory benefit should be given.

14.3. Improve Inter-departmental Relationship

We also observed that there is high competition between urban resource centre and rural
resource centre. Generally this motivates employees to work hard but sometime it affects
negatively. Some persons have developed animosity to others. Low level of conflict is desirable
for growth in the organization, if this conflict increases and cross the limits then it is destructive
for organization so SSK should proactively take some measures in reducing the conflict.

xlii
15. CONCLUSION

Our OTS is designed to give us good understanding of the organization. In that aspect
this OTS proved to be of great help to us. Besides gaining good understanding of this
organization our some misconceptions were also removed. Earlier we were of the opinion that
NGOs can help society by direct intervention only but our perception changed after exposure of
SSK. SSK’s modus operandi is quite different in the development sector. It helps society in
development by capacity building of CSOs and NGOs. SSK is a very good example of open
system which changes its strategy according to feedback from environment to achieve success.
Due to this ability, today SSK has proved itself in the development sector. Its HRM practices
have been designed to succeed in achieving its aim and objective. During this study we observed
importance of proper recruitment process and training. At the end of our study we learnt that
only proper staffing is not sufficient condition for success of an organization. Besides keeping
compatible staff the organization must react properly to feedback from its environment.

xliii
References
Bharadwaj, Girish, Veronica George and S.B. Pathak Mid-Term Review of Sahbhagi Shikshan
Kendra. Lucknow: SSK Publications (1998).
Dessler, Garry Human Resource Management. New Delhi: Pearson Education (2005).
Kaul, Asha Effective Business Communication. New Delhi: Prentice Hall Inc. (2003).
Kumar, Avanesh Panchayat Varta. Lucknow: SSK Publications (Ed 2004-2005).
Kumar, Nagendra Sahvani. Lucknow: SSK Publications (Ed 2004-2005).
Kumar Yogesh Programme, Organization and Strategy of Sahbhagi Shikshan Kendra: A Review.
Lucknow: SSK Publications (1994).
Peries, M.V. Levins, R. Chawala and W.R. Brocks Evaluation of Sahbhagi Sikshan Kendra.
Lucknow: SSK Publications (2002).
Robbins, Stephen P. Organisation Theory. New Delhi: Prentice Hall Inc. (2003).
Sahbhagi Shikshan Kendra Annual Reports. Lucknow: SSK Publications (1991-2004).
Sahbhagi Shikshan Kendra Organization Profile. Lucknow: SSK Publications (?).
Singh, Ashok Nagar Varta. Lucknow: SSK Publications (Ed 2004-2005).
Vyas, C.S. SSK News. Lucknow: SSK Publications (Ed 2004-2005).
www.chimaeraconsulting.com/7s_model.htm(2005)
http://www.sahbhagi.org/(2005)

xliv
Annexure-A Statement of income and expenditure

Sahabhagi Shikshan Kendra

Statement of Income and Expenditure
Amount in Rupees in
Lacs
Particulars For the ending year
2000 2001 2002 2003 2004
Income
Research training and support grants 102.36 110.47 106.01 166.22 199.79
Honorarium 5.25 8.4 8.83 12.23 6.81
Contribution 5.14 8.97 15.27 15.16 11.11
Previous year unutilized grants 1.24 9.83 6.21 5.7 10.37
Interest 0.71 0.84 1.66 4.87 4.9
Training fees 1.74 1.23 1.12 1.31 0.66
Subscription 0.04 0.09 0.06 0.11 0.1
Total Incomes 116.48 139.83 139.16 205.6 233.74
Less Expenditures
Programme expenses 65.28 49.44 51.31 63.4
Panchayati raj empowerment 30.33
Capacity building 13.46 16.13 52.9
Local self governance (urban) 6.32 4.94
Local self governance (rural) 46.55 93.09 158.07
Human power (resource) expenses 17.49 28.96
Administrative expenses 8.27 9.16
Depreciation on fixed assets 8.06 8.93 8.25 8.75 14.66
Audit, legal and professional charges 0.7 0.76
Total Expenses 99.8 127.58 125.89 186.31 225.63
Excess of income over expenditure 16.68 12.25 13.27 19.29 8.11

xlv
 Calculation of Capital Fund
Opening balance 54.92 71.6 83.85 97.12 116.41
Add:
Previous year unutilized fund
Surplus 16.68 12.25 13.27 19.29 8.11
Sub-Total 71.6 83.85 97.12 116.41 124.52
Less:
Corpus contribution for building of training institution
Closing Balance of Capital Funds 71.6 83.85 97.12 116.41 124.52

Annexure-B Statement of balance sheet

Sahabhagi Shikshan Kendra

Statement of Balance Sheet
Amount in Rupees in
Lacs
Particulars As on 31st March
2000 2001 2002 2003 2004
Sources of funds
Capital funds 71.6 83.35 97.12 116.41 124.52
Total sources of funds 71.6 83.35 97.12 116.41 124.52
Application of funds
Fixed assets 69.19 66.75 61.34 59.3 54.54
Investment 0.08 0.08 25.03 27.3 29.51
Current assets, loan and advances
Current assets 11.24 23.33 16.27 39.85 56.23
Loan and advances 3.06 2.53 1.43 1.43 1.32
Sub-Total 83.57 92.69 104.07 127.88 141.6
Less: Current liabilities, loans,
advances and unutilized grants
Current liabilities 1.7 1.4 1.25 0.71 1.84
Unutilized grants 10.27 7.44 5.7 10.76 15.24
Total Application of funds 71.6 83.85 97.12 116.41 124.52

xlvi
Annexure-C Turnover designation wise

Designation Number of Salary (In Turnover

persons rupees)
Programme Male 4 13000-15000 2
coordinators Female 1
Programme officer Male 2 11000-13000 1

Programme Male 8 9000-11000 6

associate, accounts Female 6
head

Programme Male 14 3000-7000 3

secretary & support Female 8
staff

xlvii
Annexure-D Collaborative partners

Name Of Chief Functionary Operational Major Programs &

Phone Number
Organisation & Address Areas Activity
Sitapur
PACE Mr. T Thomson Sidhauli Ph:(05864) Strengthening of LSG
H. N.- 69, Kasmanda 273288/273570 Capacity Building of
Gandhi Nagar, Mobile - elected representatives and
Sidhauli, 9415017702 appointed officials of
Sitapur (U.P.) Panchayat and urban
bodies
Advocacy at District
level for strengthening
PRI's
Gram sabha mobilization
and interface workshop
Women’s empowerment
through SHGs
Capacity building of
Citizen leaders
Peace and Social
Cohesion
Shashwat Mr. Devendra Mishrik 05865 - Strengthening of LSG
Sahbhagi Mishra 2222894 Capacity Building of
Sansthan C. K. Gupta, elected representatives and
Station Road, appointed officials of
Daulatpur,

xlviii
 Mishrik, Sitapur panchayat
Gram sabha Mobilization
and interface workshop
Bahraich
Bhartiya Mr. Aftab Alam Mihinpurwa 05252-2231323 Strengthening of LSG
Manav Rampur raja, Mobile - Capacity Building of
Samaj Makkapurwa, 9415054389 elected representatives and
Kalyan Sewa Jail Road, appointed officials of
Sansthan Bahraich-271801 panchayat
Gram sabha
Mobilizations and interface
workshop
Peace and Social
Cohesion
Land rights of Tharu
tribe
Sahas Seva Mr. Uday Veer Risia Strengthening of LSG
Sansthan Vishwakarma Capacity Building of
Manoj Sahu Ka elected representatives and
Makan(Police appointed officials of
Station), panchayat
Risiya Bazar, Advocacy at Block level
Bahraich for strengthening PRI's
Gram sabha Mobilization
and interface workshop
Pratapgarh
Indian Rural Mr. Umesh Kalakanker (05341)242420 Strengthening of LSG
Technology Chandra Maurya Block (05341) 242411 Capacity Building of
Development Pure Jhaulal, Garhi elected representatives and
Institute Manikpur, appointed officials of
Pratapgarh panchayat
Advocacy at Block level
for strengthening PRI's
Gram sabha Mobilization
and interface workshop
Paryavaran Mr. Hari Ram Vihar Block 0532-2667776 Strengthening of LSG
Evam Pariyavaran Nagar, Mobile - Capacity Building of
Pradhyogiki Haweliya, 9415235434 elected and appointed
Utthan Jhunsi, officials of panchayat
Samiti Allahabad.

xlix
(PEPUS) Advocacy at District
level for strengthening
PRI's
Gram sabha Mobilization
and interface workshop
Women's empowerment
through SHGs
Mau
Janpad Vikas Mr. Ram Singh Pardaha 0547-2222132 Strengthening of LSG
Evam Samaj Nikumbh Mobile - Capacity Building of
kalyan Samiti Room No. 1 & 2, 9415219860 elected representatives and
Zilla Panchayat appointed officials of
Colony, panchayat
Munshipura,
Mau (U.P.) Advocacy at District
level for strengthening
PRI's
Gram sabha Mobilization
and interface workshop
Peace and Social
Cohesion
Women's empowerment
through SHGs
Amar Saheed Mr. Lav Kush Fatehpur 05474-2267708 Strengthening of PRI's
Chetna Vishwakarma Mandaw 05561-2221477 Capacity Building of
Sansthan elected representatives and
(Deoria)
appointed officials of
Mobile- panchayat
9415213511
Gram sabha Mobilization
and interface workshop
Peace and Social
Cohesion
Non formal education
Women’s empowerment
through SHGs
Ghazipur
Purti Mr. Shyam Sadat Mobile - Strengthening of LSG
Sansthan Narayan Jakhania 9415241637 Women and Dalit
At & Post - empowerment
Bahariyabad

l
 (Kabirpur Road), Women's empowerment
Ghazipur-275208 through SHGs
Bharitya Jan Mr. Jai Shankar Mohammadabad 05493-242657 Strengthening of LSG
Kalyan Evam Prasad (O) Capacity Building of
Prashikshan First Floor, 05493-2242390 elected representatives and
Sansthan Kachhari Road, (R) appointed officials of
Muhammadabad, panchayat
Ghazipur-233227 Mobile -
9839562602 Gram sabha Mobilization
and interface workshop
Grameen Mr. Shamim Abassi Sadar 0547-2287058 Strengthening of LSG
Vikas Village & Post - 0548-2224319
Sansthan Hathini, (Ghazipur) Capacity Building of
Mau-275102 Mobile - elected representatives and
U.P. 9415281073 appointed officials of
panchayat

Advocacy at Block level

for strengthening PRI's

Gram sabha Mobilization

and interface workshop

Peace and Social

Cohesion

Non formal education

Women's empowerment
through SHGs
Maharajganj
Samadhan Mr. Vijay Kumar Partawal 05523-2245617 Strengthening of LSG
Manav Sewa Dharampur Mobile - Capacity Building of
Sansthan Chowk, 9839381401 elected representatives and
Bhithauli Bazar, appointed officials of
Maharaj Ganj panchayat
U.P.
Advocacy at Block
level for strengthening
PRI's
Gram sabha
Mobilization and interface
workshop

li
 RCH Programme
Jan Kalyan Mr. Ram Bhuwan Ghughly 0551-2726028 Strengthening of PRI's
Sansthan Pramukh Katra, Informal Education
Bank Road,
Mundera Bazar, Interface workshop
Chauri-Chaura, Advocacy on Flood
Gorakhpur-273201 control
Women's empowerment
through SHGs
Banda
Panchayat Mr. Avadhesh Jaspura Block 05192-224801 Strengthening of LSG
Adhyan Gautam and Nagar Palika 05192-272218 Capacity Building of
Evam Balkhandi Naka, Parishad- Banda elected representatives and
Sandarbh Belwakhurd, of Banda District Mobile - appointed officials of
Kendra Banda 9415144002
panchayat
Advocacy at District
level for strengthening
PRI's
Gram sabha
Mobilization and interface
workshop
Gram Umesh Mr. Ambrish Barokhar Khurd 05192-285902 Strengthening of PRI's
Sansthan Kumar Mobile - Capacity Building of
A-267, 9415143310 elected representatives and
Avas Vikas, appointed officials of
Banda - 210001 panchayat
Gram sabha
Mobilization and interface
workshop
Legal Literacy
Environment Awareness
Social Harmony
Mirzapur
Arthik Mr. Hargovind Halia 0532- 2461036 Strengthening of LSG
Anusandhan Singh Gram sabha
Kendra Deori Ka Ghat, Po Mobile - Mobilization and interface
- Halia 9415247602 workshop
Mirzapur- , U.P.
1, Darbhanga Natural Resource

lii
 Colony, Allahabad Management
Watershed Development
Sahbhagi Mr. Rampati Tiwari Madihan 05442- 267570 Strengthening of PRI's
Gramin 74, Avas Vikas Informal Education
Vikas Samiti Colony,
Mirzapur - 231 001 Issue Based Networking
Interface workshop
Others
Vikas Bharti Mr. Girijesh Sikandarpur 0515- 2821514 Strengthening of LSG
Pandey Sarausi Capacity Building of
483 Jawahar Mobile - elected representatives and
Nagar, 9415135645 appointed officials of
Unnao, 209 801 panchayat
Advocacy at Block level
for strengthening PRI's
Gram sabha
Mobilization and interface
workshop
Nirman Sewa Mr. Jaiveer Singh Sarvan Kheda Ph.- 0512- Strengthening of LSG
Sansthan 21- New MIG, 2281804 Capacity Building of
Dhogra Chakki elected representatives and
Chauraha, Mobile - appointed officials of
Barra 2, 9415133030 panchayat
Kanpur –208027
Advocacy at Block level
for strengthening PRI's
Gram sabha
Mobilization and interface
workshop
AIDS awareness
programme for truck
drivers
Organic farming
Margshree Mr. Dhruv Singh Mobile -
Charitable Yadav 9415179995
Trust 398, C P Mission
Compound
Gwalior Road,
Jhansi

liii
Lok Mitra Mr. Rajesh Kumar Deeh, Salon, 0535- 2200908 Strengthening of LSG
B-57, Anand Amava Capacity Building of
Nagar, Mobile - elected and appointed
Raibarelie – 229 9415071246 officials of panchayat
001
U.P. Popularization of
Primary Education
Gram sabha
Mobilization and interface
workshop

Annexure-E Checklist of questions asked to employees

Part-A

1. Name of employee
2. Designation

liv
 3. Department
4. Job summery
a. Nature of the job
b. Functions and activities
5. Other special duties
6. Standards
7. Targets given
8. Relationship
a. Reports to
b. Supervises
c. Works with
d. Relationship with outsiders
9. Working conditions
10. Job specification
a. Human traits required
b. Behaviour needed
c. Skills required
11. Compensation

Part-B
1. Procedure of recruitment
2. Orientation & training
a. Formal or informal
3. Promotion criteria
a. Seniority
b. Performance
4. Performance appraisal
a. By self
b. By superiors
c. Both

Part-C
1. Any problem faced by employee
2. Job clarity
a. Clarity 1) Yes 2) No
b. Flexibility 1) Yes 2) No
c. Communication with superior 1) Yes 2) No
3. Management of mistakes
a. Effect on the job
b. How it was handled
4. Problem of the organization
5. Major crisis experienced by the organization
6. Conflict
a. Is there any conflict?
b. How it was handled

lv
Part-D
1. Decision making and policy forming
a. Decision making
i. By top management only
ii. By top and middle management
iii. By participation of all employees
b. Policy forming
i. By top management only
ii. By top and middle management
iii. By participation of all employees
2. Goal setting
a. By whom
i. By top management
ii. By top management and the employee both
b. Time bound or achievement bound
c. Clarity 1) Yes 2) No
d. What is the effect on the performance if set only top management or by both?
3. Are you satisfied with your job?
4. Do you feel motivated to work in this environment?
5. Do you feel that there is too much interference by superiors in your working?

Annexure-F Governing Body

Dr Rajesh Tandon Chairperson President Society for

lvi
 Participatory Research In
Asia (PRIA), New Delhi

Dr. (Mrs.) Indu Sinha Program Director CENCORD Patna

Mr. Ashok Bhai Member Secretary Director and Founder

Member SSK, Lucknow

Mr. Gopal Bhai Member Founder member Akhil

Bhartiya Samaj Sewa
Sansthan, Chitrakoot

Dr. Balraj Chauhan Member Proffesor of Law, Lucknow

University

Dr. (Mrs.)Kanchan Lata Member Former Chairperson, UP

Sabbarwal State Social Welfare Board

Mr. Arvind Kumar Member Founder Lok Jagrity

Kendra, Madhupur

lvii
Annexure-G List of Donors

• DA and Price Water Coopers, New Delhi (PACS Program of DFID, UK)
• The Common Wealth Foundation, London
• CIDA/ICCO, Canada
• NABARD, Lucknow
• SIFPSA, Lucknow
• Consortium of Donors under Joint Action Program Through PRIA New Delhi (SIDA,
SDC, FORD FOUNDATION, MORD)
• CORDAID, The Netherlands

TABLE OF CONTENTS
EXECUTIVE SUMMARY....................................................................................................iii
3.2.1. Primary Sources.............................................................................................................x
4.1. Governing Body .........................................................................................................xii
5.5. Shared Values...........................................................................................................xviii
6.2. New Organizational Structure.................................................................................xxv
10. STRATEGY................................................................................................................xxxiii
10.1. Extensive Coverage with a Package of Selected Trainings..............................xxxiii
10.1.1. Short Term............................................................................................................xxxiv
10.1.2. Medium Term........................................................................................................xxxiv
10.4. Environment.........................................................................................................xxxvi
10.4.1. Government.........................................................................................................xxxvii
10.4.3. Academia............................................................................................................xxxviii
10.4.4. Activists..............................................................................................................xxxviii