SlideShare una empresa de Scribd logo
1 de 29
Descargar para leer sin conexión
The case of OD in an NGO in India
Nisha Nair
Indian Institute of Management Indore, Indore, India, and
Neharika Vohra
Indian Institute of Management Ahmedabad, Ahmedabad, India
Abstract
Purpose – This paper aims to report an organizational
development (OD) exercise carried out in a
prominent non-governmental organization (NGO) that works in
the area of rights and advocacy in
India.
Design/methodology/approach – The exercise was part of the
first author’s graduate program,
which required the application of behavioral science theory to a
live organization under the
supervision of her advisor, the second author. The
organizational development exercise spread over
four months, involved entering an organization, interacting with
key participants and stakeholders of
the organization both formally and informally, diagnosing
issues facing the organization and a
mirroring exercise with the management at the end of the
intervention to provide feedback.
Findings – Some of the issues and improvement areas that
emerged through the exercise are
discussed in the paper. It also offers reflections on some of the
key lessons learnt during the process of
intervention, with implications for OD in developmental
organizations.
Originality/value – The paper offers insights into OD
interventions in the developmental sector,
posing a different set of challenges than conventional
organizations, and also because the organization
itself was in a state of flux at the time of the intervention.
Keywords Non-governmental organizations, Business
development, Organizational effectiveness,
Labour efficiency, Change management, India
Paper type Case study
Introduction
Organization development (OD) work has largely been carried
out in business or for
profit organizations. Bargal and Schmid (1992) refer to the
paucity of literature on
consultation done in developmental organizations. OD in
nonprofit organizations
provides some unique challenges for the consultant that may not
exist in business
organizations (Ramos, 2007; Waysman and Savaya, 1997).
Developmental
organizations are thought to differ from for-profit organizations
in a number of
ways (Brown and Covey, 1987). Studies have shown that
employees in developmental
organizations seek greater autonomy and less organizational
control in their work
(Mirvis and Hackett, 1983). Since there is a need for flexibility
and local discretion in
the working of developmental organizations, they tend to be
more informal and loosely
organized than business organizations ( Joseph, 2000; Lewis,
2003). Another often cited
concern is the existence of high role ambiguity and lack of
clarity about roles and
procedures in such organizations (Goldman and Kahnweiler,
2000; McDonald, 1999). In
his study of organizational change in a human service
organization, Ramos (2007)
discusses the poor communication across the various
units/programs of the nonprofit.
Given that values and ideology play a central role in
developmental organizations
(Brown and Covey, 1987; Edwards and Sen, 2000; Lewis, 2003;
Tvedt, 2006), they are
known to attract workers high in motivation, commitment and
satisfaction (Bacchiega
The current issue and full text archive of this journal is
available at
www.emeraldinsight.com/0262-1711.htm
JMD
30,2
148
Received 4 August 2009
Revised 21 December 2009
Accepted 21 June 2010
Journal of Management Development
Vol. 30 No. 2, 2011
pp. 148-159
q Emerald Group Publishing Limited
0262-1711
DOI 10.1108/02621711111105740
and Borzaga, 2001; Benz, 2005; Mirvis, 1992). Leadership also
plays a critical role in
shaping the ideology of these organizations and it has been
noted (Markham et al.,
2001) that developmental organizations tend to be dominated by
a few and active
number of leaders. Schnell (2005) points to the issue of moving
beyond the leadership
of an organizational founder and the challenges of rapid growth
in his case study.
The relevance of OD in developmental organizations have been
cited variously as
increasing the capacity of the social change agencies to cope
with organizational
problems (Brown et al., 2004), and enhancing the climate or
operations of the non-profit
agency (Ramos, 2007). Discussing the role of participatory
action research in
facilitating social change in an Asian developmental
organization context, Brown
(1993) argues for greater collective reflections of diverse
constituencies and
participants in order to address social change issues that are
complex and loosely
organized around various factors and institutions. Using action
research and
democratic theory to guide forced dialogue, Gustavsen and
Engelstad (1986) discuss
the role of conferences or workshops as a means to engage
organizational participants
in an encounter that permits them to experiment with new types
of interpersonal
processes and promote dialogue in organizational change
projects. Speaking of the
consultant’s role, Ramos (2007) points that the organizational
consultation process
employed could include assessment, feedback, and action
planning components.
Korten (1980) discusses the three stages of the learning process
for a development
organization as learning to be effective, learning to be efficient,
and learning to expand.
Although the role of OD can cut across the three stages, it may
be most suited for the
second stage, when the organization starts growing and would
require the consultant’s
help to mature as an organization.
Given the paucity of research of OD in developmental
organizations, this paper
examines the case of OD in a prominent NGO in the state of
Jharkand in India, where
many of the challenges facing a developmental organization
mentioned in the literature
and some others, come alive. This was an exploratory study
with an attempt to diagnose
organizational issues in the NGO during a period of change and
mirror back the results
of the organizational diagnosis towards improving the working
of the organization.
About the organization
Adhikar[1] (which stands for human rights) is a mass-based
organization in the state of
Jharkand in India that started in 1985 with the aim of altering
society’s power base
towards the poor and the marginalized. It has been working
alongside socially
marginalized communities with the intent to support organized
action from within the
community against any unjust distribution of wealth, resources
or power. The founder,
Mr Rajan Mishra, sought to espouse the ideal of self-
determination through organizing
people into unions and other collectives. The organization has
grown from a few
handful inspired by Mr Mishra during its early days to over 200
employees at the time
of the intervention. Mr Mishra currently serves in a prominent
position at the Center in
the Government of India. He has chosen to dissociate himself
from Adhikar so that it is
seen as politically non-aligned.
Scope of work of Adhikar
The differing areas of Adhikar’s involvement are outlined in
Figure 1. Adhikar first
began its work through the Adivasi Sangathan[2] created to
organize tribal people of
The case of OD in
an NGO in India
149
the region into unions. Under the umbrella of the Adivasi
Sangathan, other unions
evolved over time. Adhikar also works in the area of budgetary
analysis and
expenditure monitoring of the state government through its wing
called Arthik
Siksha[3]. There is also a scholarship program that seeks to
fund and train local level
leadership, and the emergency response program encompasses
relief work at times of
natural calamities.
Structure of the organization
Adhikar is structured along both geography and programs. As
the organization has
grown, its structure too has evolved. The various unions and
programs are overseen by
different coordinators – all reporting directly to the Managing
Trustee, Mr Mishra. In
addition, there are location coordinators in Chaibasa, Ghatsila
and Saraikela, which are
districts of the State. There is considerable overlap between
program and region. The
structure showing differentiation by program and region along
with the respective
heads is shown in Figure 2.
Methodology of the study
The primary methodology of the study comprised:
. Interviews. The process followed involved closed room
interviews with each of
the coordinators, usually lasting for 1-2 hours where the author
first introduced
herself and elaborated on the nature of her engagement and
sought the views of
those being interviewed regarding the organization, its culture,
areas of concern,
and any suggestions or other comments pertinent to the
discussion. All the
respondents were assured of the confidentiality of their
responses.
. Field visits. The author also visited the field in Ghatsila where
she interacted with
the field workers and the regional coordinator, Mr Dubey.
During this visit, she
sat in on one of the regional meetings, following which she had
interviews with
the field workers in small groups of four or five. This was done
to understand the
Figure 1.
Adhikar’s scope of work
JMD
30,2
150
organization from the view of the fieldworkers and gain insight
into its issues
through their lens.
. Memos and reports. The initial familiarization with the
organization and its
activities came through a study of the various reports and
manuals published.
These included annual reports, budget analysis reports of Arthik
Siksha,
newspaper clippings on Adhikar and other documents relating to
the
organization.
. Observations. In addition to the interviews, the author also
observed the
non-verbal cues, pattern of interaction and nature of
relationships among
members during her visits to the Adhikar office and the field,
which was
indicative of the climate of the organization. These observations
continued
beyond the course of the interviews to the time when she was
sitting in on some
of the meetings of the coordinators and her informal interaction
with
organizational members.
. Diagnostic presentation. Towards the end of the engagement, a
session was held
with all the coordinators present, where findings from the
authors’ engagement
with the organization were presented to the members in a closed
room group
meeting. This served both as a mirroring (feedback) activity as
well as a forum
for initiating dialogue and communication across the various
units and members
of the organization.
Organizational entry – engagement with Adhikar
The engagement with Adhikar began when the first author
contacted Ms Pia Mishra,
who is the program director of Adhikar, and with whom she had
worked previously in
another capacity, to discuss the possibility of the intervention.
Ms Mishra expressed
Figure 2.
Structure of Adhikar
showing differentiation by
program and region
The case of OD in
an NGO in India
151
interest and welcomed the engagement. A second meeting was
arranged where both
the authors met her again to explain the nature of the intended
engagement and seek
formal permission for the first author to enter the organization,
conduct interviews and
apply OD principles as and when required.
Meeting with the coordinators
The author met each of the coordinators of Adhikar, starting
with Ms Pia Mishra, who
served as the point of contact throughout. Following this, she
met with each of the
coordinators in turn, to get their perspective on the
organization. Most of the issues and
concerns surfaced through these sessions. While most
coordinators opened up freely to
discuss their concerns, some like Ms Devi (the then Director of
Adhikar) were less open
and did not share much about their views on Adhikar and its
functioning.
Most coordinators had been with the organization since its
inception. All of them
echoed a strong sense of organizational identification and
commitment. There was
high regard for the founder Mr Mishra. His daughter, Pia (the
authors’ contact) has had
to prove herself in the organization although she is
professionally-qualified and has
been actively working in the field. Interestingly, during the
author’s meetings with Ms
Mishra, she never mentioned that she was the daughter of the
founder. The author
came to know this only during the course of her later
interviews.
Diagnosis
The issues that emerged were analyzed using Weisbord’s six-
box model (as cited in
French and Bell, 2003), shown in Figure 3
Each of the emergent issues is discussed in further detail below.
Issues relating to structure
Lack of clarity on structure. There appeared to be a lack of
clarity regarding the
structure of Adhikar. Some clarity on the role of Ms Mishra was
also sought by one of
the coordinators at the time of the diagnostic presentation. The
confusion over the
structure existed primarily because of the organizational
boundaries being both
Figure 3.
Weisbord’s six-box model
JMD
30,2
152
geographical and program-driven. The resultant matrix-structure
caused confusion in
clarifying reporting relationships. Instances were cited during
the interviews when this
matrix-structure caused confusion regarding reporting
relationships or precedence of
command.
Centralization vs. decentralization. There was considerable
autonomy and
decentralization at the coordinator level in the organization.
However, some felt that
the sense of responsibility and accountability that comes with
empowerment was
lacking in Adhikar. The coordinating mechanisms such as
periodic meetings among
coordinators to make decentralization effective were absent. In
such a scenario, the
different units seem to be operating in silos with little
coordination and total absence of
centralization at any level.
Issues relating to purpose
Agreement on objectives. Largely, there was agreement on the
objectives of the
organization as being rights-based, facilitating social change
through mobilization and
advocacy. However, some coordinators felt that they also
needed to work towards the
development of the tribals. The vision and future direction of
Adhikar as either
rights-based, developmental or a combination of both did not
have consensus among
all the coordinators. The view posed by some was that it is time
for Adhikar to foray
into developmental work, given that much of the rights-based
work had seen its
culmination and the future lay in the area of developmental
work.
Issues relating to relationships
Lack of coordination. This theme emerged as the most common
through the interviews.
Most of the program directors thought that there was not enough
coordination between
them. The various units of Adhikar were performing their tasks
well, but there was
little sharing of information. The high degree of
decentralization at the coordinator
level had granted a great degree of autonomy but the
coordinating mechanisms were
absent. There had been a noticeable decline, over time, in the
number of meetings when
all the coordinators met, and many cited this as a reason for the
disconnect they felt
with Adhikar as a whole.
Old vs. new. In talking to the coordinators, some of whom had
been with the
organization since its inception and some who were relatively
new, there appeared to
be some lack of trust between the two groups. The new
coordinators felt their growth,
or initiatives, were stymied by the old who appeared to be
guarding their turfs. They
also did not feel welcomed by the old. On the other hand, the
older members in the
organization felt that the new were over-ambitious and got right
into the field without
making an effort to understand the organization. Though this
was a concern echoed by
a few members, it had the potential to grow and create conflict
if not properly
addressed.
No proper induction for new employees. Tied in to the seeming
gulf between the old
and the new members was the fact that the new entrants did not
go through any formal
socialization process, which also manifested in a feeling of not
being welcomed into the
organization. Instances were mentioned when the new entrant
had to go and seek
information and figure things out for him/herself, which further
created a feeling of
isolation.
The case of OD in
an NGO in India
153
Issues relating to leadership
Acceptability of women leaders. Ms Devi had been with the
organization since its
inception and enjoyed support in her region. She was however
based off Chaibasa. Ms
Pia Mishra, the daughter of Mr Mishra had been with the
organization for five years as
the Program Director of Ghatsila. Both Ms Devi and Ms Mishra
were potential future
leaders of Adhikar. However, they independently echoed
reservations as potential next
leaders and mentioned their gender as one of the reasons. They
felt that the other male
coordinators and the community they served might not be ready
for a female leader.
However, in discussions with most of the other coordinators, the
authors got the sense
that they were open to having a woman leader. Some of the
coordination issues were
expected to be addressed if a new leader was appointed[4].
Next rung of leaders after a charismatic founding leader.
Adhikar had a very
charismatic and dynamic leader in Mr Mishra. A number of
those who were associated
with Adhikar had been attracted by his personal charisma. After
Mr Mishra’s active
involvement in politics, his association with Adhikar on a
regular basis had
diminished. This created a leadership vacuum. Many in the
organization exhibited an
inability to think beyond Mr Mishra as their leader. The
organization seemed to be
facing a crisis in terms of a leader who could command the
same level of respect and
following. There was a dearth of second-level leaders in the
organization and Mr
Mishra still appeared to be the de-facto leader. Even though
towards the end of the
intervention, Ms Devi was appointed the new Managing Trustee,
during the earlier
meetings and in the eyes of others she was a shadow of Mr
Mishra and a surrogate
leader for Ms Pia Mishra, the daughter of Mr Mishra. Pia
appeared to be the chief
decision maker. She operated from the headquarters while Ms
Devi preferred to work
from her Chaibasa location. In our interactions it was felt that
Ms Devi may have been
a good worker, but lacked the vision needed to lead a highly
motivated team. Ms Devi
had not been very forthcoming in the interview and was not too
accommodating of the
diverse views that were expressed during the diagnostic
presentation meeting. The
new leader appeared to be in stark contrast to the charismatic
leadership of Mr Mishra.
Although Ms Devi appeared a reluctant leader, possibly also
inhibited because she was
not a successor from within the family, she brought with her
tremendous experience
from the field, having worked alongside Mr Mishra most of her
life, and having been
party to the struggles of the early days of setting up the
organization. While it is
recognized that the dynamics of leading an organization with
family ties strongly
represented, throws up variety of challenges in terms of power
and influence, the
predominant leadership issue here appeared to be that of filling
the leadership void left
by the founding leader. This leadership issue is a classic
problem (Ramos, 2007;
Schnell, 2005) whenever a charismatic leader moves on and
his/her shoes have to be
filled.
Issues relating to rewards
Differential pay. Adhikar started out as a rights-based
organization. Most of the older
employees chose to work for it due to their dedication to the
original cause. The newer
employees (some better qualified professionally) were getting
paid higher, which was a
perceived to be discriminatory and was a source of discontent
among the older
members.
JMD
30,2
154
Issue of security. Being a developmental organization that has
to often depend on
external funding, the issue of job security was a matter of
concern to some. With Mr,.
Mishra’s lesser involvement, there was a palpable fear that
Adhikar may close shutters
some day. The view expressed was that some form of assurance
from the leadership
for the future of Adhikar might ease the sense of insecurity.
Issues relating to other helpful mechanisms
Role of reporting. There were some concerns on the irregularity
of reporting by some of
the coordinators. The tardiness of some coordinators to turn in
reports on their
progress was also tied in to the issue of leadership and
authority. Most coordinators in
the past had reported on a regular basis verbally to Mr Mishra,
who was able to fill in
gaps of information whenever required for other coordinators.
Thus, the formal system
of submitting and reading others reports had never been
emphasized.
Diagnostic presentation meeting
Based on the diagnosis and analysis of the issues, it was
decided to have a mirroring
(feedback) session with all the coordinators. Since one of the
most important issues was
the lack of coordination or communication between the
coordinators, this meeting was
also intended as a platform to initiate dialogue at the
coordinator level. Around this
time, a change that took place in the organization was the
appointment of Ms Devi by
the board of trustees as the Managing Trustee in place of Mr
Mishra.
The meeting was attended by five of the eight coordinators. In
the beginning, the
first author presented her findings (discussed earlier under
issues). The slide
explaining the differentiation by program and geography invited
most comments, with
organizational members unclear or divided in their
interpretation of the structure.
There was some ambiguity about the role of Ms Mishra too,
with questions being
asked if she was a coordinator or a region-in-charge. Although
this line of discussion
and debate didn’t get resolved it pointed out to the group an
area of concern.
It was observed that there was an apparent reluctance on the
part of the
newly-elected Ms Devi, to acknowledge the issues presented.
She engaged very little,
and when she did, it was mostly to refute the existence of many
of the issues even –
though they were being openly played out before her eyes –
such as the lack of clarity
on structure or poor communication between the coordinators.
Further, there was a
visible divide between the coordinators, with seating
arrangement also crystallizing
this distinction. Ms Mishra and Ms Devi sat on one side of the
room along with the
authors and the other coordinators sat on the other side. This
was also indicative of the
power distance between the two groups.
What was also interesting was the lack of involvement of some
of the coordinators
during the session. Though they had been very open and
vociferous during the
individual meetings, when their point-of -view was presented or
negated by Ms Devi,
they did not speak up. This could possibly be due to the fear of
antagonizing the power
centers in the organization or for fear of being labeled the
dissident camp. It could also
be a function of high power-distance (Hofstede, 1983) among
Indians, resulting in a
reluctance to be openly critical of superiors. Scollon and
Scollon’s (1981) observations
on power-difference and distance in terms of other factors such
as differing beliefs and
assumptions hampering the communicative interaction are also
relevant in
The case of OD in
an NGO in India
155
understanding the reluctance to open up in the presence of
power differentials existing
within the group.
Though the meeting could not resolve all of the issues, this
session to some extent
was successful in bringing the coordinators together and
engaging them in a
constructive discussion. For an organization where various
groups had been operating
in silos and where the coordinators had not sat down together in
years beyond the
annual meeting, this was a beginning. Due to the limited time
available for the
engagement it was left to the organization to follow up on the
issues and findings. A
report summarizing the findings and observations was provided
to the management.
Lessons from the intervention
This intervention presented a novel opportunity for the first
author to enter an
organization of her choice and understand the issues involved
and apply the learnings
of OD to the field. Some of the personal learnings and
reflections about the intervention
are provided here.
. Capturing data without appearing intrusive. In her initial
meetings, the first
author noticed that whenever she started taking notes the
interviewees tended to
be a bit reluctant to divulge information, especially if they were
discussing
sensitive issues. For her future interviews she chose to capture
what transpired
during the sessions after the interviews, refraining from taking
notes so the
interviewee was not inhibited in discussing sensitive issues.
What she learned
was that people tend to open up more easily if there are no
visible forms of
record-keeping which helps to build a comfortable non-intrusive
atmosphere
during the interviews. The potential use of a small recorder to
capture data that
interviewees may feel less threatened by as opposed to the overt
note taking,
could be explored in future interventions.
. The need to be non-aligned to any camp. In one of her not too
productive
interviews, the author was made aware of how she may be
viewed by the
interviewees. Try as she might, she could not get one of the
coordinators to open
up. On reflection, it emerged that she had presented Ms Pia
Mishra’s
point-of-view on more than one occasion during the meeting. As
the coordinator
was not too happy with Ms Mishra (something we figured later),
he was being
non-cooperative during the interview, possibly because he
viewed the author as
aligned to Ms Mishra’s camp. This interview underlined the
importance of
appearing impartial in order to establish trust with the
interviewee.
. The role of interviewer’s own biases. Before the author met
with one of the
coordinators, she had heard of him from the other interviewees
and had formed a
preconception of him as a trouble-maker. She started out being
a little defensive;
however, during the actual interview she was surprised to find
him forthright
and candid. The author had a sense that she had been unfair in
judging him
before the interview. This session forced her to examine the role
of biases in the
interviewer and the need to keep an open mind.
. The importance of getting the leadership involved. During the
time of the author’s
engagement with Adhikar, Mr Mishra was not actively involved
in Adhikar’s
activities owing to his political involvement. A meeting with Mr
Mishra could
not be arranged due to his other commitments. Due to the
peculiar circumstance
JMD
30,2
156
of the organization being in a transition period with a change of
leadership, the
authors did not get an opportunity to fully engage with the top
leader during the
diagnosis. Even though important issues surfaced, the new
leader was not ready
to take them further with the authors at that juncture. The
importance of the top
leaders’ buy-in for the success of any organization development
initiative served
an important lesson.
Conclusion
This paper is an attempt to address the gap in the literature
regarding documented
work in developmental organizations. Many of the issues and
concerns addressed in
this paper are not peculiar to non-profit organizations, but are
germane to business
organizations too. However, in developmental organizations
members are driven
towards serving the societal purpose passionately. The passion
that provides the
motivation could also blind people towards the importance of
internal workings, such
as structure or coordination mechanisms, in the long run. The
role of an outside neutral
observer such as the consultant becomes all the more valuable
to introduce an element
of rationality in the diagnosis of otherwise neglected issues.
The organization studied proved to be an educative one where
many of the issues
faced by developmental organizations, as indicated in the
literature and few others
came to the fore. This intervention, although limited in scope to
organizational
diagnosis and mirroring, provided an ideal opportunity for
engagement in a
developmental organization. From the point of view of the first
author’s exposure to the
field, it served as an invaluable experience both for the scope
and the depth of issues
covered. In addition, the intervention allowed for some very
basic yet important
lessons for the consultant that is relevant for any OD work.
Notes
1. The names of the organization, its location and the various
individuals have been disguised
to maintain confidentiality. However, all the events and data are
true.
2. Adivasi stands for tribals and Sangathan is the local name for
organization.
3. Arthik Siksha stands for financial education.
4. On the day of the final presentation to the Adhikar team the
authors were told that Ms Devi
had been appointed the new Managing Trustee.
References
Bacchiega, A. and Borzaga, C. (2001), “Social enterprises as
incentive structures: an economic
analysis”, in Borzaga, C. and Defourny, J. (Eds), The
Emergence of Social Enterprises,
Routledge, London.
Bargal, D. and Schmid, H. (1992), Organizational Change and
Development in Human Service
Organizations, Haworth Press, New York, NY.
Benz, M. (2005), “Not for profit, but for satisfaction? Evidence
on worker well being in non-profit
firms”, Kyklos, Vol. 58 No. 2, pp. 155-76.
Brown, D. and Covey, J.G. (1987), “Development organizations
and organization development:
towards an expanded paradigm for organization development”,
Research in
Organizational Change and Development, Vol. 1, pp. 59-87.
The case of OD in
an NGO in India
157
Brown, D., Leach, M. and Covey, J.G. (2004), “Organizational
development for social change”,
Handbook of Organization Development, Sage Publications,
New Delhi.
Brown, D.L. (1993), “Social change through collective
reflection with Asian nongovernmental
development organizations”, Human Relations, Vol. 46 No. 2,
pp. 249-74.
Edwards, M. and Sen, G. (2000), “NGOs, social change and the
transformation of human
relationships: a 21st-century civic agenda”, Third World
Quarterly, Vol. 21 No. 4,
pp. 605-16.
French, W.L. and Bell, C.H. (2003), Organization Development,
6th ed., Prentice-Hall, New Delhi.
Goldman, S. and Kahnweiler, W.M. (2000), “A collaborator
profile for executives of non-profit
organizations”, Nonprofit Management & Leadership, Vol. 10
No. 4, pp. 435-50.
Gustavsen, B. and Engelstad, P.H. (1986), “The design of
conferences and the evolving role of
democratic dialogue”, Human Relations, Vol. 39 No. 2, pp. 101-
16.
Hofstede, G. (1983), “National cultures in four dimensions”,
International Studies of Management
and Organization, Vol. 13 Nos 1/2, pp. 46-74.
Joseph, A.J. (2000), “NGOs: fragmented dreams”, Development
in Practice, Vol. 10 Nos 3/4,
pp. 390-401.
Korten, D.C. (1980), “Community organization and rural
development: a learning process
approach”, Public Administration Review, Vol. 40 No. 5, pp.
480-503.
Lewis, D. (2003), “Theorizing the organization and management
of non-governmental
development organizations”, Public Management Review, Vol. 5
No. 3, pp. 325-44.
McDonald, C. (1999), “Internal control and accountability in
non-profit human service
organizations”, Australian Journal of Public Administration,
Vol. 58, pp. 11-22.
Markham, W., Walters, J. and Bonjean, C. (2001), “Leadership
in voluntary associations: the case
of the international association of women”, Voluntas:
International Journal of Voluntary
and Nonprofit Organizations, Vol. 12 No. 2, pp. 103-30.
Mirvis, P. (1992), “The quality of employment in the nonprofit
sector: an update on employee
attitudes”, Nonprofit Management and Leadership, Vol. 3, pp.
23-41.
Mirvis, P.H. and Hackett, E.J. (1983), “Work and workforce
characteristics in the non-profit
sector”, Monthly Labor Review, Vol. 116 No. 4, pp. 3-12.
Ramos, C.M. (2007), “Organizational change in a human service
agency”, Consulting Psychology
Journal: Practice and Research, Vol. 59 No. 1, pp. 41-53.
Schnell, E.R. (2005), “A case study of executive coaching as a
support mechanism during
organizational growth and evolution”, Consulting Psychology
Journal: Practice and
Research, Vol. 57 No. 1, pp. 41-56.
Scollon, R. and Scollon, S.B.K. (1981), Narrative, Literacy and
Face in Interethnic Communication,
Ablex Publishing Company, Norwood, NJ.
Tvedt, T. (2006), “The international aid system and the non-
governmental organizations: a new
research agenda”, Journal of International Development, Vol. 18
No. 5, pp. 677-90.
Waysman, M. and Savaya, R. (1997), “Differential assessment
of the consultation needs of
volunteer organizations according to stage of development”,
Organization Development
Journal, Vol. 15, pp. 61-70.
About the authors
Nisha Nair is an Assistant Professor in Organizational Behavior
and Human Resource
Management at the Indian Institute of Management Indore. She
received her doctoral degree as a
Fellow of the Indian Institute of Management Ahmedabad
(IIMA) with specialization in
JMD
30,2
158
organizational behavior. Her research interests are in the areas
of work alienation, workplace
deviant behavior, organizational development, and emotions and
conflict. Nisha Nair is the
corresponding author and can be contacted at: [email protected]
Neharika Vohra is a Professor in Organizational Behavior at
IIM Ahmedabad. Vohra gained
her PhD in psychology from University of Manitoba, Canada.
Her research interests are in the
areas of leadership, commitment, positive organizational
behavior, engagement/alienation, and
cross-cultural competence. She was the recipient of the Young
Psychologist Award at the
International Congress of Psychology, and the Best Teacher
Award at the University of
Manitoba, Department of Arts. Vohra has published many
papers in national and international
journals and has been on the editorial board of several journals.
The case of OD in
an NGO in India
159
To purchase reprints of this article please e-mail:
[email protected]
Or visit our web site for further details:
www.emeraldinsight.com/reprints
Reproduced with permission of the copyright owner. Further
reproduction prohibited without permission.

Más contenido relacionado

Similar a The case of OD in an NGO in IndiaNisha NairIndian Instit.docx

Process and Content Model of CSR Decision-making - A Stakeholder Approach
Process and Content Model of CSR Decision-making - A Stakeholder ApproachProcess and Content Model of CSR Decision-making - A Stakeholder Approach
Process and Content Model of CSR Decision-making - A Stakeholder ApproachCSCJournals
 
Organization development
Organization development Organization development
Organization development narinder kumar
 
Running head ANNOTATED BIBLIOGRAPHY1ANNOTATED BIBLIOGRAPHY.docx
Running head ANNOTATED BIBLIOGRAPHY1ANNOTATED BIBLIOGRAPHY.docxRunning head ANNOTATED BIBLIOGRAPHY1ANNOTATED BIBLIOGRAPHY.docx
Running head ANNOTATED BIBLIOGRAPHY1ANNOTATED BIBLIOGRAPHY.docxSUBHI7
 
Various aspects of organizational behavior
Various aspects of organizational behaviorVarious aspects of organizational behavior
Various aspects of organizational behaviorShrikantSharma86
 
Introduction to organisational development
Introduction to organisational development Introduction to organisational development
Introduction to organisational development VEERESH MARIGOUDAR
 
Organizational And Professional Development
Organizational And Professional DevelopmentOrganizational And Professional Development
Organizational And Professional DevelopmentLori Bowie
 
Disciplines Contributing to OB (1).pptx
Disciplines Contributing to OB (1).pptxDisciplines Contributing to OB (1).pptx
Disciplines Contributing to OB (1).pptxVikashkumar964463
 
Organizational development interventions
Organizational development interventionsOrganizational development interventions
Organizational development interventionsT HARI KUMAR
 
Organisation structure and relationship
Organisation structure and relationshipOrganisation structure and relationship
Organisation structure and relationshipswtnspicyaqua
 
1Benchmark- Self Assessment and Refl
1Benchmark- Self Assessment and Refl1Benchmark- Self Assessment and Refl
1Benchmark- Self Assessment and ReflEttaBenton28
 
2nd year summary - Michi
2nd year summary - Michi2nd year summary - Michi
2nd year summary - MichiDawa Sherpa
 
Organizational bahaviour (ob) by tutor; joseph kasika hrm professional
Organizational bahaviour (ob) by tutor; joseph kasika hrm professionalOrganizational bahaviour (ob) by tutor; joseph kasika hrm professional
Organizational bahaviour (ob) by tutor; joseph kasika hrm professionalJoseph Kasika
 
The Importance Of Development In Organizational...
The Importance Of Development In Organizational...The Importance Of Development In Organizational...
The Importance Of Development In Organizational...Monica Rivera
 
Organizational Commitment in relation to Organizational Politics: A study on ...
Organizational Commitment in relation to Organizational Politics: A study on ...Organizational Commitment in relation to Organizational Politics: A study on ...
Organizational Commitment in relation to Organizational Politics: A study on ...inventionjournals
 
Organizational behaviour
Organizational behaviourOrganizational behaviour
Organizational behaviourGaurav Kakade
 
Diversity progam
Diversity progamDiversity progam
Diversity progamUma Jain
 

Similar a The case of OD in an NGO in IndiaNisha NairIndian Instit.docx (20)

Process and Content Model of CSR Decision-making - A Stakeholder Approach
Process and Content Model of CSR Decision-making - A Stakeholder ApproachProcess and Content Model of CSR Decision-making - A Stakeholder Approach
Process and Content Model of CSR Decision-making - A Stakeholder Approach
 
Organization development
Organization development Organization development
Organization development
 
Running head ANNOTATED BIBLIOGRAPHY1ANNOTATED BIBLIOGRAPHY.docx
Running head ANNOTATED BIBLIOGRAPHY1ANNOTATED BIBLIOGRAPHY.docxRunning head ANNOTATED BIBLIOGRAPHY1ANNOTATED BIBLIOGRAPHY.docx
Running head ANNOTATED BIBLIOGRAPHY1ANNOTATED BIBLIOGRAPHY.docx
 
Various aspects of organizational behavior
Various aspects of organizational behaviorVarious aspects of organizational behavior
Various aspects of organizational behavior
 
Introduction to organisational development
Introduction to organisational development Introduction to organisational development
Introduction to organisational development
 
Organizational And Professional Development
Organizational And Professional DevelopmentOrganizational And Professional Development
Organizational And Professional Development
 
Disciplines Contributing to OB (1).pptx
Disciplines Contributing to OB (1).pptxDisciplines Contributing to OB (1).pptx
Disciplines Contributing to OB (1).pptx
 
Organizational development interventions
Organizational development interventionsOrganizational development interventions
Organizational development interventions
 
Organisation structure and relationship
Organisation structure and relationshipOrganisation structure and relationship
Organisation structure and relationship
 
1. UNIT-1.pdf
1. UNIT-1.pdf1. UNIT-1.pdf
1. UNIT-1.pdf
 
Types Of Essay Organization
Types Of Essay OrganizationTypes Of Essay Organization
Types Of Essay Organization
 
1Benchmark- Self Assessment and Refl
1Benchmark- Self Assessment and Refl1Benchmark- Self Assessment and Refl
1Benchmark- Self Assessment and Refl
 
2nd year summary - Michi
2nd year summary - Michi2nd year summary - Michi
2nd year summary - Michi
 
Organizational bahaviour (ob) by tutor; joseph kasika hrm professional
Organizational bahaviour (ob) by tutor; joseph kasika hrm professionalOrganizational bahaviour (ob) by tutor; joseph kasika hrm professional
Organizational bahaviour (ob) by tutor; joseph kasika hrm professional
 
The Importance Of Development In Organizational...
The Importance Of Development In Organizational...The Importance Of Development In Organizational...
The Importance Of Development In Organizational...
 
Formation of groups
Formation of  groupsFormation of  groups
Formation of groups
 
Publication Carlvin
Publication CarlvinPublication Carlvin
Publication Carlvin
 
Organizational Commitment in relation to Organizational Politics: A study on ...
Organizational Commitment in relation to Organizational Politics: A study on ...Organizational Commitment in relation to Organizational Politics: A study on ...
Organizational Commitment in relation to Organizational Politics: A study on ...
 
Organizational behaviour
Organizational behaviourOrganizational behaviour
Organizational behaviour
 
Diversity progam
Diversity progamDiversity progam
Diversity progam
 

Más de mamanda2

The case study for Week One is William Jefferson Clinton v. Pa.docx
The case study for Week One is William Jefferson Clinton v. Pa.docxThe case study for Week One is William Jefferson Clinton v. Pa.docx
The case study for Week One is William Jefferson Clinton v. Pa.docxmamanda2
 
The case study for this module’s writing assignment is Piecework.docx
The case study for this module’s writing assignment is Piecework.docxThe case study for this module’s writing assignment is Piecework.docx
The case study for this module’s writing assignment is Piecework.docxmamanda2
 
The Case Study A Puerto Rican Woman With Comorbid Addiction (and.docx
The Case Study A Puerto Rican Woman With Comorbid Addiction  (and.docxThe Case Study A Puerto Rican Woman With Comorbid Addiction  (and.docx
The Case Study A Puerto Rican Woman With Comorbid Addiction (and.docxmamanda2
 
The case should be an unusual diagnosis, or a complex case that .docx
The case should be an unusual diagnosis, or a complex case that .docxThe case should be an unusual diagnosis, or a complex case that .docx
The case should be an unusual diagnosis, or a complex case that .docxmamanda2
 
the case study and answer all questions with a scholarly response us.docx
the case study and answer all questions with a scholarly response us.docxthe case study and answer all questions with a scholarly response us.docx
the case study and answer all questions with a scholarly response us.docxmamanda2
 
The case should be an unusual diagnosis, or a complex case that requ.docx
The case should be an unusual diagnosis, or a complex case that requ.docxThe case should be an unusual diagnosis, or a complex case that requ.docx
The case should be an unusual diagnosis, or a complex case that requ.docxmamanda2
 
The Case RequirementsFrom the time that Loxon became GLS’s audit.docx
The Case RequirementsFrom the time that Loxon became GLS’s audit.docxThe Case RequirementsFrom the time that Loxon became GLS’s audit.docx
The Case RequirementsFrom the time that Loxon became GLS’s audit.docxmamanda2
 
The case scenario provided will be used to answer the discussion que.docx
The case scenario provided will be used to answer the discussion que.docxThe case scenario provided will be used to answer the discussion que.docx
The case scenario provided will be used to answer the discussion que.docxmamanda2
 
The case presented is a philosophy of practice, by Ulf Donner, leade.docx
The case presented is a philosophy of practice, by Ulf Donner, leade.docxThe case presented is a philosophy of practice, by Ulf Donner, leade.docx
The case presented is a philosophy of practice, by Ulf Donner, leade.docxmamanda2
 
The Case of Will Smithers To Exhume or not Exhume, that is the .docx
The Case of Will Smithers To Exhume or not Exhume, that is the .docxThe Case of Will Smithers To Exhume or not Exhume, that is the .docx
The Case of Will Smithers To Exhume or not Exhume, that is the .docxmamanda2
 
The Case of the Crummy Contract.docxWe continue this week with t.docx
The Case of the Crummy Contract.docxWe continue this week with t.docxThe Case of the Crummy Contract.docxWe continue this week with t.docx
The Case of the Crummy Contract.docxWe continue this week with t.docxmamanda2
 
The Case of the Misguided Supervisors Recently, when a uni.docx
The Case of the Misguided Supervisors Recently, when a uni.docxThe Case of the Misguided Supervisors Recently, when a uni.docx
The Case of the Misguided Supervisors Recently, when a uni.docxmamanda2
 
The Case of ChadCPSS405 Version 21University of Phoenix M.docx
The Case of ChadCPSS405 Version 21University of Phoenix M.docxThe Case of ChadCPSS405 Version 21University of Phoenix M.docx
The Case of ChadCPSS405 Version 21University of Phoenix M.docxmamanda2
 
The Case of the Fired WaitressRuth Hatton, a waitress for a Re.docx
The Case of the Fired WaitressRuth Hatton, a waitress for a Re.docxThe Case of the Fired WaitressRuth Hatton, a waitress for a Re.docx
The Case of the Fired WaitressRuth Hatton, a waitress for a Re.docxmamanda2
 
The Case of OPATIENT SUMMARY—ODEMOGRAPHIC DATAThis was an emerg.docx
The Case of OPATIENT SUMMARY—ODEMOGRAPHIC DATAThis was an emerg.docxThe Case of OPATIENT SUMMARY—ODEMOGRAPHIC DATAThis was an emerg.docx
The Case of OPATIENT SUMMARY—ODEMOGRAPHIC DATAThis was an emerg.docxmamanda2
 
the case of Lambert v. Barron.What are the most important .docx
the case of Lambert v. Barron.What are the most important .docxthe case of Lambert v. Barron.What are the most important .docx
the case of Lambert v. Barron.What are the most important .docxmamanda2
 
The Case of SamSam is a 62-year-old, widowed, African American male..docx
The Case of SamSam is a 62-year-old, widowed, African American male..docxThe Case of SamSam is a 62-year-old, widowed, African American male..docx
The Case of SamSam is a 62-year-old, widowed, African American male..docxmamanda2
 
The Case of Sam Sam is a 62-year-old, widowed, African American ma.docx
The Case of Sam Sam is a 62-year-old, widowed, African American ma.docxThe Case of Sam Sam is a 62-year-old, widowed, African American ma.docx
The Case of Sam Sam is a 62-year-old, widowed, African American ma.docxmamanda2
 
The Case of Hector”.docx
The Case of Hector”.docxThe Case of Hector”.docx
The Case of Hector”.docxmamanda2
 
The Capstone Project is a 4-part project that will require students .docx
The Capstone Project is a 4-part project that will require students .docxThe Capstone Project is a 4-part project that will require students .docx
The Capstone Project is a 4-part project that will require students .docxmamanda2
 

Más de mamanda2 (20)

The case study for Week One is William Jefferson Clinton v. Pa.docx
The case study for Week One is William Jefferson Clinton v. Pa.docxThe case study for Week One is William Jefferson Clinton v. Pa.docx
The case study for Week One is William Jefferson Clinton v. Pa.docx
 
The case study for this module’s writing assignment is Piecework.docx
The case study for this module’s writing assignment is Piecework.docxThe case study for this module’s writing assignment is Piecework.docx
The case study for this module’s writing assignment is Piecework.docx
 
The Case Study A Puerto Rican Woman With Comorbid Addiction (and.docx
The Case Study A Puerto Rican Woman With Comorbid Addiction  (and.docxThe Case Study A Puerto Rican Woman With Comorbid Addiction  (and.docx
The Case Study A Puerto Rican Woman With Comorbid Addiction (and.docx
 
The case should be an unusual diagnosis, or a complex case that .docx
The case should be an unusual diagnosis, or a complex case that .docxThe case should be an unusual diagnosis, or a complex case that .docx
The case should be an unusual diagnosis, or a complex case that .docx
 
the case study and answer all questions with a scholarly response us.docx
the case study and answer all questions with a scholarly response us.docxthe case study and answer all questions with a scholarly response us.docx
the case study and answer all questions with a scholarly response us.docx
 
The case should be an unusual diagnosis, or a complex case that requ.docx
The case should be an unusual diagnosis, or a complex case that requ.docxThe case should be an unusual diagnosis, or a complex case that requ.docx
The case should be an unusual diagnosis, or a complex case that requ.docx
 
The Case RequirementsFrom the time that Loxon became GLS’s audit.docx
The Case RequirementsFrom the time that Loxon became GLS’s audit.docxThe Case RequirementsFrom the time that Loxon became GLS’s audit.docx
The Case RequirementsFrom the time that Loxon became GLS’s audit.docx
 
The case scenario provided will be used to answer the discussion que.docx
The case scenario provided will be used to answer the discussion que.docxThe case scenario provided will be used to answer the discussion que.docx
The case scenario provided will be used to answer the discussion que.docx
 
The case presented is a philosophy of practice, by Ulf Donner, leade.docx
The case presented is a philosophy of practice, by Ulf Donner, leade.docxThe case presented is a philosophy of practice, by Ulf Donner, leade.docx
The case presented is a philosophy of practice, by Ulf Donner, leade.docx
 
The Case of Will Smithers To Exhume or not Exhume, that is the .docx
The Case of Will Smithers To Exhume or not Exhume, that is the .docxThe Case of Will Smithers To Exhume or not Exhume, that is the .docx
The Case of Will Smithers To Exhume or not Exhume, that is the .docx
 
The Case of the Crummy Contract.docxWe continue this week with t.docx
The Case of the Crummy Contract.docxWe continue this week with t.docxThe Case of the Crummy Contract.docxWe continue this week with t.docx
The Case of the Crummy Contract.docxWe continue this week with t.docx
 
The Case of the Misguided Supervisors Recently, when a uni.docx
The Case of the Misguided Supervisors Recently, when a uni.docxThe Case of the Misguided Supervisors Recently, when a uni.docx
The Case of the Misguided Supervisors Recently, when a uni.docx
 
The Case of ChadCPSS405 Version 21University of Phoenix M.docx
The Case of ChadCPSS405 Version 21University of Phoenix M.docxThe Case of ChadCPSS405 Version 21University of Phoenix M.docx
The Case of ChadCPSS405 Version 21University of Phoenix M.docx
 
The Case of the Fired WaitressRuth Hatton, a waitress for a Re.docx
The Case of the Fired WaitressRuth Hatton, a waitress for a Re.docxThe Case of the Fired WaitressRuth Hatton, a waitress for a Re.docx
The Case of the Fired WaitressRuth Hatton, a waitress for a Re.docx
 
The Case of OPATIENT SUMMARY—ODEMOGRAPHIC DATAThis was an emerg.docx
The Case of OPATIENT SUMMARY—ODEMOGRAPHIC DATAThis was an emerg.docxThe Case of OPATIENT SUMMARY—ODEMOGRAPHIC DATAThis was an emerg.docx
The Case of OPATIENT SUMMARY—ODEMOGRAPHIC DATAThis was an emerg.docx
 
the case of Lambert v. Barron.What are the most important .docx
the case of Lambert v. Barron.What are the most important .docxthe case of Lambert v. Barron.What are the most important .docx
the case of Lambert v. Barron.What are the most important .docx
 
The Case of SamSam is a 62-year-old, widowed, African American male..docx
The Case of SamSam is a 62-year-old, widowed, African American male..docxThe Case of SamSam is a 62-year-old, widowed, African American male..docx
The Case of SamSam is a 62-year-old, widowed, African American male..docx
 
The Case of Sam Sam is a 62-year-old, widowed, African American ma.docx
The Case of Sam Sam is a 62-year-old, widowed, African American ma.docxThe Case of Sam Sam is a 62-year-old, widowed, African American ma.docx
The Case of Sam Sam is a 62-year-old, widowed, African American ma.docx
 
The Case of Hector”.docx
The Case of Hector”.docxThe Case of Hector”.docx
The Case of Hector”.docx
 
The Capstone Project is a 4-part project that will require students .docx
The Capstone Project is a 4-part project that will require students .docxThe Capstone Project is a 4-part project that will require students .docx
The Capstone Project is a 4-part project that will require students .docx
 

Último

5 charts on South Africa as a source country for international student recrui...
5 charts on South Africa as a source country for international student recrui...5 charts on South Africa as a source country for international student recrui...
5 charts on South Africa as a source country for international student recrui...CaraSkikne1
 
CapTechU Doctoral Presentation -March 2024 slides.pptx
CapTechU Doctoral Presentation -March 2024 slides.pptxCapTechU Doctoral Presentation -March 2024 slides.pptx
CapTechU Doctoral Presentation -March 2024 slides.pptxCapitolTechU
 
Work Experience for psp3 portfolio sasha
Work Experience for psp3 portfolio sashaWork Experience for psp3 portfolio sasha
Work Experience for psp3 portfolio sashasashalaycock03
 
Slides CapTechTalks Webinar March 2024 Joshua Sinai.pptx
Slides CapTechTalks Webinar March 2024 Joshua Sinai.pptxSlides CapTechTalks Webinar March 2024 Joshua Sinai.pptx
Slides CapTechTalks Webinar March 2024 Joshua Sinai.pptxCapitolTechU
 
Unveiling the Intricacies of Leishmania donovani: Structure, Life Cycle, Path...
Unveiling the Intricacies of Leishmania donovani: Structure, Life Cycle, Path...Unveiling the Intricacies of Leishmania donovani: Structure, Life Cycle, Path...
Unveiling the Intricacies of Leishmania donovani: Structure, Life Cycle, Path...Dr. Asif Anas
 
How to Show Error_Warning Messages in Odoo 17
How to Show Error_Warning Messages in Odoo 17How to Show Error_Warning Messages in Odoo 17
How to Show Error_Warning Messages in Odoo 17Celine George
 
What is the Future of QuickBooks DeskTop?
What is the Future of QuickBooks DeskTop?What is the Future of QuickBooks DeskTop?
What is the Future of QuickBooks DeskTop?TechSoup
 
10 Topics For MBA Project Report [HR].pdf
10 Topics For MBA Project Report [HR].pdf10 Topics For MBA Project Report [HR].pdf
10 Topics For MBA Project Report [HR].pdfJayanti Pande
 
How to Solve Singleton Error in the Odoo 17
How to Solve Singleton Error in the  Odoo 17How to Solve Singleton Error in the  Odoo 17
How to Solve Singleton Error in the Odoo 17Celine George
 
Easter in the USA presentation by Chloe.
Easter in the USA presentation by Chloe.Easter in the USA presentation by Chloe.
Easter in the USA presentation by Chloe.EnglishCEIPdeSigeiro
 
3.26.24 Race, the Draft, and the Vietnam War.pptx
3.26.24 Race, the Draft, and the Vietnam War.pptx3.26.24 Race, the Draft, and the Vietnam War.pptx
3.26.24 Race, the Draft, and the Vietnam War.pptxmary850239
 
ARTICULAR DISC OF TEMPOROMANDIBULAR JOINT
ARTICULAR DISC OF TEMPOROMANDIBULAR JOINTARTICULAR DISC OF TEMPOROMANDIBULAR JOINT
ARTICULAR DISC OF TEMPOROMANDIBULAR JOINTDR. SNEHA NAIR
 
Ultra structure and life cycle of Plasmodium.pptx
Ultra structure and life cycle of Plasmodium.pptxUltra structure and life cycle of Plasmodium.pptx
Ultra structure and life cycle of Plasmodium.pptxDr. Asif Anas
 
3.21.24 The Origins of Black Power.pptx
3.21.24  The Origins of Black Power.pptx3.21.24  The Origins of Black Power.pptx
3.21.24 The Origins of Black Power.pptxmary850239
 
CHUYÊN ĐỀ DẠY THÊM TIẾNG ANH LỚP 11 - GLOBAL SUCCESS - NĂM HỌC 2023-2024 - HK...
CHUYÊN ĐỀ DẠY THÊM TIẾNG ANH LỚP 11 - GLOBAL SUCCESS - NĂM HỌC 2023-2024 - HK...CHUYÊN ĐỀ DẠY THÊM TIẾNG ANH LỚP 11 - GLOBAL SUCCESS - NĂM HỌC 2023-2024 - HK...
CHUYÊN ĐỀ DẠY THÊM TIẾNG ANH LỚP 11 - GLOBAL SUCCESS - NĂM HỌC 2023-2024 - HK...Nguyen Thanh Tu Collection
 
A gentle introduction to Artificial Intelligence
A gentle introduction to Artificial IntelligenceA gentle introduction to Artificial Intelligence
A gentle introduction to Artificial IntelligenceApostolos Syropoulos
 
KARNAADA.pptx made by - saransh dwivedi ( SD ) - SHALAKYA TANTRA - ENT - 4...
KARNAADA.pptx  made by -  saransh dwivedi ( SD ) -  SHALAKYA TANTRA - ENT - 4...KARNAADA.pptx  made by -  saransh dwivedi ( SD ) -  SHALAKYA TANTRA - ENT - 4...
KARNAADA.pptx made by - saransh dwivedi ( SD ) - SHALAKYA TANTRA - ENT - 4...M56BOOKSTORE PRODUCT/SERVICE
 

Último (20)

5 charts on South Africa as a source country for international student recrui...
5 charts on South Africa as a source country for international student recrui...5 charts on South Africa as a source country for international student recrui...
5 charts on South Africa as a source country for international student recrui...
 
CapTechU Doctoral Presentation -March 2024 slides.pptx
CapTechU Doctoral Presentation -March 2024 slides.pptxCapTechU Doctoral Presentation -March 2024 slides.pptx
CapTechU Doctoral Presentation -March 2024 slides.pptx
 
Work Experience for psp3 portfolio sasha
Work Experience for psp3 portfolio sashaWork Experience for psp3 portfolio sasha
Work Experience for psp3 portfolio sasha
 
Slides CapTechTalks Webinar March 2024 Joshua Sinai.pptx
Slides CapTechTalks Webinar March 2024 Joshua Sinai.pptxSlides CapTechTalks Webinar March 2024 Joshua Sinai.pptx
Slides CapTechTalks Webinar March 2024 Joshua Sinai.pptx
 
Unveiling the Intricacies of Leishmania donovani: Structure, Life Cycle, Path...
Unveiling the Intricacies of Leishmania donovani: Structure, Life Cycle, Path...Unveiling the Intricacies of Leishmania donovani: Structure, Life Cycle, Path...
Unveiling the Intricacies of Leishmania donovani: Structure, Life Cycle, Path...
 
How to Show Error_Warning Messages in Odoo 17
How to Show Error_Warning Messages in Odoo 17How to Show Error_Warning Messages in Odoo 17
How to Show Error_Warning Messages in Odoo 17
 
What is the Future of QuickBooks DeskTop?
What is the Future of QuickBooks DeskTop?What is the Future of QuickBooks DeskTop?
What is the Future of QuickBooks DeskTop?
 
10 Topics For MBA Project Report [HR].pdf
10 Topics For MBA Project Report [HR].pdf10 Topics For MBA Project Report [HR].pdf
10 Topics For MBA Project Report [HR].pdf
 
March 2024 Directors Meeting, Division of Student Affairs and Academic Support
March 2024 Directors Meeting, Division of Student Affairs and Academic SupportMarch 2024 Directors Meeting, Division of Student Affairs and Academic Support
March 2024 Directors Meeting, Division of Student Affairs and Academic Support
 
How to Solve Singleton Error in the Odoo 17
How to Solve Singleton Error in the  Odoo 17How to Solve Singleton Error in the  Odoo 17
How to Solve Singleton Error in the Odoo 17
 
Easter in the USA presentation by Chloe.
Easter in the USA presentation by Chloe.Easter in the USA presentation by Chloe.
Easter in the USA presentation by Chloe.
 
3.26.24 Race, the Draft, and the Vietnam War.pptx
3.26.24 Race, the Draft, and the Vietnam War.pptx3.26.24 Race, the Draft, and the Vietnam War.pptx
3.26.24 Race, the Draft, and the Vietnam War.pptx
 
Personal Resilience in Project Management 2 - TV Edit 1a.pdf
Personal Resilience in Project Management 2 - TV Edit 1a.pdfPersonal Resilience in Project Management 2 - TV Edit 1a.pdf
Personal Resilience in Project Management 2 - TV Edit 1a.pdf
 
ARTICULAR DISC OF TEMPOROMANDIBULAR JOINT
ARTICULAR DISC OF TEMPOROMANDIBULAR JOINTARTICULAR DISC OF TEMPOROMANDIBULAR JOINT
ARTICULAR DISC OF TEMPOROMANDIBULAR JOINT
 
Prelims of Kant get Marx 2.0: a general politics quiz
Prelims of Kant get Marx 2.0: a general politics quizPrelims of Kant get Marx 2.0: a general politics quiz
Prelims of Kant get Marx 2.0: a general politics quiz
 
Ultra structure and life cycle of Plasmodium.pptx
Ultra structure and life cycle of Plasmodium.pptxUltra structure and life cycle of Plasmodium.pptx
Ultra structure and life cycle of Plasmodium.pptx
 
3.21.24 The Origins of Black Power.pptx
3.21.24  The Origins of Black Power.pptx3.21.24  The Origins of Black Power.pptx
3.21.24 The Origins of Black Power.pptx
 
CHUYÊN ĐỀ DẠY THÊM TIẾNG ANH LỚP 11 - GLOBAL SUCCESS - NĂM HỌC 2023-2024 - HK...
CHUYÊN ĐỀ DẠY THÊM TIẾNG ANH LỚP 11 - GLOBAL SUCCESS - NĂM HỌC 2023-2024 - HK...CHUYÊN ĐỀ DẠY THÊM TIẾNG ANH LỚP 11 - GLOBAL SUCCESS - NĂM HỌC 2023-2024 - HK...
CHUYÊN ĐỀ DẠY THÊM TIẾNG ANH LỚP 11 - GLOBAL SUCCESS - NĂM HỌC 2023-2024 - HK...
 
A gentle introduction to Artificial Intelligence
A gentle introduction to Artificial IntelligenceA gentle introduction to Artificial Intelligence
A gentle introduction to Artificial Intelligence
 
KARNAADA.pptx made by - saransh dwivedi ( SD ) - SHALAKYA TANTRA - ENT - 4...
KARNAADA.pptx  made by -  saransh dwivedi ( SD ) -  SHALAKYA TANTRA - ENT - 4...KARNAADA.pptx  made by -  saransh dwivedi ( SD ) -  SHALAKYA TANTRA - ENT - 4...
KARNAADA.pptx made by - saransh dwivedi ( SD ) - SHALAKYA TANTRA - ENT - 4...
 

The case of OD in an NGO in IndiaNisha NairIndian Instit.docx

  • 1. The case of OD in an NGO in India Nisha Nair Indian Institute of Management Indore, Indore, India, and Neharika Vohra Indian Institute of Management Ahmedabad, Ahmedabad, India Abstract Purpose – This paper aims to report an organizational development (OD) exercise carried out in a prominent non-governmental organization (NGO) that works in the area of rights and advocacy in India. Design/methodology/approach – The exercise was part of the first author’s graduate program, which required the application of behavioral science theory to a live organization under the supervision of her advisor, the second author. The organizational development exercise spread over four months, involved entering an organization, interacting with key participants and stakeholders of the organization both formally and informally, diagnosing issues facing the organization and a mirroring exercise with the management at the end of the intervention to provide feedback. Findings – Some of the issues and improvement areas that emerged through the exercise are discussed in the paper. It also offers reflections on some of the
  • 2. key lessons learnt during the process of intervention, with implications for OD in developmental organizations. Originality/value – The paper offers insights into OD interventions in the developmental sector, posing a different set of challenges than conventional organizations, and also because the organization itself was in a state of flux at the time of the intervention. Keywords Non-governmental organizations, Business development, Organizational effectiveness, Labour efficiency, Change management, India Paper type Case study Introduction Organization development (OD) work has largely been carried out in business or for profit organizations. Bargal and Schmid (1992) refer to the paucity of literature on consultation done in developmental organizations. OD in nonprofit organizations provides some unique challenges for the consultant that may not exist in business organizations (Ramos, 2007; Waysman and Savaya, 1997). Developmental organizations are thought to differ from for-profit organizations in a number of ways (Brown and Covey, 1987). Studies have shown that employees in developmental organizations seek greater autonomy and less organizational control in their work (Mirvis and Hackett, 1983). Since there is a need for flexibility and local discretion in the working of developmental organizations, they tend to be
  • 3. more informal and loosely organized than business organizations ( Joseph, 2000; Lewis, 2003). Another often cited concern is the existence of high role ambiguity and lack of clarity about roles and procedures in such organizations (Goldman and Kahnweiler, 2000; McDonald, 1999). In his study of organizational change in a human service organization, Ramos (2007) discusses the poor communication across the various units/programs of the nonprofit. Given that values and ideology play a central role in developmental organizations (Brown and Covey, 1987; Edwards and Sen, 2000; Lewis, 2003; Tvedt, 2006), they are known to attract workers high in motivation, commitment and satisfaction (Bacchiega The current issue and full text archive of this journal is available at www.emeraldinsight.com/0262-1711.htm JMD 30,2 148 Received 4 August 2009 Revised 21 December 2009 Accepted 21 June 2010 Journal of Management Development Vol. 30 No. 2, 2011 pp. 148-159 q Emerald Group Publishing Limited
  • 4. 0262-1711 DOI 10.1108/02621711111105740 and Borzaga, 2001; Benz, 2005; Mirvis, 1992). Leadership also plays a critical role in shaping the ideology of these organizations and it has been noted (Markham et al., 2001) that developmental organizations tend to be dominated by a few and active number of leaders. Schnell (2005) points to the issue of moving beyond the leadership of an organizational founder and the challenges of rapid growth in his case study. The relevance of OD in developmental organizations have been cited variously as increasing the capacity of the social change agencies to cope with organizational problems (Brown et al., 2004), and enhancing the climate or operations of the non-profit agency (Ramos, 2007). Discussing the role of participatory action research in facilitating social change in an Asian developmental organization context, Brown (1993) argues for greater collective reflections of diverse constituencies and participants in order to address social change issues that are complex and loosely organized around various factors and institutions. Using action research and democratic theory to guide forced dialogue, Gustavsen and Engelstad (1986) discuss the role of conferences or workshops as a means to engage organizational participants
  • 5. in an encounter that permits them to experiment with new types of interpersonal processes and promote dialogue in organizational change projects. Speaking of the consultant’s role, Ramos (2007) points that the organizational consultation process employed could include assessment, feedback, and action planning components. Korten (1980) discusses the three stages of the learning process for a development organization as learning to be effective, learning to be efficient, and learning to expand. Although the role of OD can cut across the three stages, it may be most suited for the second stage, when the organization starts growing and would require the consultant’s help to mature as an organization. Given the paucity of research of OD in developmental organizations, this paper examines the case of OD in a prominent NGO in the state of Jharkand in India, where many of the challenges facing a developmental organization mentioned in the literature and some others, come alive. This was an exploratory study with an attempt to diagnose organizational issues in the NGO during a period of change and mirror back the results of the organizational diagnosis towards improving the working of the organization. About the organization Adhikar[1] (which stands for human rights) is a mass-based organization in the state of Jharkand in India that started in 1985 with the aim of altering society’s power base
  • 6. towards the poor and the marginalized. It has been working alongside socially marginalized communities with the intent to support organized action from within the community against any unjust distribution of wealth, resources or power. The founder, Mr Rajan Mishra, sought to espouse the ideal of self- determination through organizing people into unions and other collectives. The organization has grown from a few handful inspired by Mr Mishra during its early days to over 200 employees at the time of the intervention. Mr Mishra currently serves in a prominent position at the Center in the Government of India. He has chosen to dissociate himself from Adhikar so that it is seen as politically non-aligned. Scope of work of Adhikar The differing areas of Adhikar’s involvement are outlined in Figure 1. Adhikar first began its work through the Adivasi Sangathan[2] created to organize tribal people of The case of OD in an NGO in India 149 the region into unions. Under the umbrella of the Adivasi Sangathan, other unions evolved over time. Adhikar also works in the area of budgetary analysis and expenditure monitoring of the state government through its wing
  • 7. called Arthik Siksha[3]. There is also a scholarship program that seeks to fund and train local level leadership, and the emergency response program encompasses relief work at times of natural calamities. Structure of the organization Adhikar is structured along both geography and programs. As the organization has grown, its structure too has evolved. The various unions and programs are overseen by different coordinators – all reporting directly to the Managing Trustee, Mr Mishra. In addition, there are location coordinators in Chaibasa, Ghatsila and Saraikela, which are districts of the State. There is considerable overlap between program and region. The structure showing differentiation by program and region along with the respective heads is shown in Figure 2. Methodology of the study The primary methodology of the study comprised: . Interviews. The process followed involved closed room interviews with each of the coordinators, usually lasting for 1-2 hours where the author first introduced herself and elaborated on the nature of her engagement and sought the views of those being interviewed regarding the organization, its culture, areas of concern, and any suggestions or other comments pertinent to the discussion. All the respondents were assured of the confidentiality of their
  • 8. responses. . Field visits. The author also visited the field in Ghatsila where she interacted with the field workers and the regional coordinator, Mr Dubey. During this visit, she sat in on one of the regional meetings, following which she had interviews with the field workers in small groups of four or five. This was done to understand the Figure 1. Adhikar’s scope of work JMD 30,2 150 organization from the view of the fieldworkers and gain insight into its issues through their lens. . Memos and reports. The initial familiarization with the organization and its activities came through a study of the various reports and manuals published. These included annual reports, budget analysis reports of Arthik Siksha, newspaper clippings on Adhikar and other documents relating to the organization. . Observations. In addition to the interviews, the author also
  • 9. observed the non-verbal cues, pattern of interaction and nature of relationships among members during her visits to the Adhikar office and the field, which was indicative of the climate of the organization. These observations continued beyond the course of the interviews to the time when she was sitting in on some of the meetings of the coordinators and her informal interaction with organizational members. . Diagnostic presentation. Towards the end of the engagement, a session was held with all the coordinators present, where findings from the authors’ engagement with the organization were presented to the members in a closed room group meeting. This served both as a mirroring (feedback) activity as well as a forum for initiating dialogue and communication across the various units and members of the organization. Organizational entry – engagement with Adhikar The engagement with Adhikar began when the first author contacted Ms Pia Mishra, who is the program director of Adhikar, and with whom she had worked previously in another capacity, to discuss the possibility of the intervention. Ms Mishra expressed Figure 2. Structure of Adhikar
  • 10. showing differentiation by program and region The case of OD in an NGO in India 151 interest and welcomed the engagement. A second meeting was arranged where both the authors met her again to explain the nature of the intended engagement and seek formal permission for the first author to enter the organization, conduct interviews and apply OD principles as and when required. Meeting with the coordinators The author met each of the coordinators of Adhikar, starting with Ms Pia Mishra, who served as the point of contact throughout. Following this, she met with each of the coordinators in turn, to get their perspective on the organization. Most of the issues and concerns surfaced through these sessions. While most coordinators opened up freely to discuss their concerns, some like Ms Devi (the then Director of Adhikar) were less open and did not share much about their views on Adhikar and its functioning. Most coordinators had been with the organization since its inception. All of them echoed a strong sense of organizational identification and commitment. There was
  • 11. high regard for the founder Mr Mishra. His daughter, Pia (the authors’ contact) has had to prove herself in the organization although she is professionally-qualified and has been actively working in the field. Interestingly, during the author’s meetings with Ms Mishra, she never mentioned that she was the daughter of the founder. The author came to know this only during the course of her later interviews. Diagnosis The issues that emerged were analyzed using Weisbord’s six- box model (as cited in French and Bell, 2003), shown in Figure 3 Each of the emergent issues is discussed in further detail below. Issues relating to structure Lack of clarity on structure. There appeared to be a lack of clarity regarding the structure of Adhikar. Some clarity on the role of Ms Mishra was also sought by one of the coordinators at the time of the diagnostic presentation. The confusion over the structure existed primarily because of the organizational boundaries being both Figure 3. Weisbord’s six-box model JMD 30,2 152
  • 12. geographical and program-driven. The resultant matrix-structure caused confusion in clarifying reporting relationships. Instances were cited during the interviews when this matrix-structure caused confusion regarding reporting relationships or precedence of command. Centralization vs. decentralization. There was considerable autonomy and decentralization at the coordinator level in the organization. However, some felt that the sense of responsibility and accountability that comes with empowerment was lacking in Adhikar. The coordinating mechanisms such as periodic meetings among coordinators to make decentralization effective were absent. In such a scenario, the different units seem to be operating in silos with little coordination and total absence of centralization at any level. Issues relating to purpose Agreement on objectives. Largely, there was agreement on the objectives of the organization as being rights-based, facilitating social change through mobilization and advocacy. However, some coordinators felt that they also needed to work towards the development of the tribals. The vision and future direction of Adhikar as either rights-based, developmental or a combination of both did not have consensus among all the coordinators. The view posed by some was that it is time
  • 13. for Adhikar to foray into developmental work, given that much of the rights-based work had seen its culmination and the future lay in the area of developmental work. Issues relating to relationships Lack of coordination. This theme emerged as the most common through the interviews. Most of the program directors thought that there was not enough coordination between them. The various units of Adhikar were performing their tasks well, but there was little sharing of information. The high degree of decentralization at the coordinator level had granted a great degree of autonomy but the coordinating mechanisms were absent. There had been a noticeable decline, over time, in the number of meetings when all the coordinators met, and many cited this as a reason for the disconnect they felt with Adhikar as a whole. Old vs. new. In talking to the coordinators, some of whom had been with the organization since its inception and some who were relatively new, there appeared to be some lack of trust between the two groups. The new coordinators felt their growth, or initiatives, were stymied by the old who appeared to be guarding their turfs. They also did not feel welcomed by the old. On the other hand, the older members in the organization felt that the new were over-ambitious and got right into the field without making an effort to understand the organization. Though this
  • 14. was a concern echoed by a few members, it had the potential to grow and create conflict if not properly addressed. No proper induction for new employees. Tied in to the seeming gulf between the old and the new members was the fact that the new entrants did not go through any formal socialization process, which also manifested in a feeling of not being welcomed into the organization. Instances were mentioned when the new entrant had to go and seek information and figure things out for him/herself, which further created a feeling of isolation. The case of OD in an NGO in India 153 Issues relating to leadership Acceptability of women leaders. Ms Devi had been with the organization since its inception and enjoyed support in her region. She was however based off Chaibasa. Ms Pia Mishra, the daughter of Mr Mishra had been with the organization for five years as the Program Director of Ghatsila. Both Ms Devi and Ms Mishra were potential future leaders of Adhikar. However, they independently echoed reservations as potential next leaders and mentioned their gender as one of the reasons. They
  • 15. felt that the other male coordinators and the community they served might not be ready for a female leader. However, in discussions with most of the other coordinators, the authors got the sense that they were open to having a woman leader. Some of the coordination issues were expected to be addressed if a new leader was appointed[4]. Next rung of leaders after a charismatic founding leader. Adhikar had a very charismatic and dynamic leader in Mr Mishra. A number of those who were associated with Adhikar had been attracted by his personal charisma. After Mr Mishra’s active involvement in politics, his association with Adhikar on a regular basis had diminished. This created a leadership vacuum. Many in the organization exhibited an inability to think beyond Mr Mishra as their leader. The organization seemed to be facing a crisis in terms of a leader who could command the same level of respect and following. There was a dearth of second-level leaders in the organization and Mr Mishra still appeared to be the de-facto leader. Even though towards the end of the intervention, Ms Devi was appointed the new Managing Trustee, during the earlier meetings and in the eyes of others she was a shadow of Mr Mishra and a surrogate leader for Ms Pia Mishra, the daughter of Mr Mishra. Pia appeared to be the chief decision maker. She operated from the headquarters while Ms Devi preferred to work from her Chaibasa location. In our interactions it was felt that
  • 16. Ms Devi may have been a good worker, but lacked the vision needed to lead a highly motivated team. Ms Devi had not been very forthcoming in the interview and was not too accommodating of the diverse views that were expressed during the diagnostic presentation meeting. The new leader appeared to be in stark contrast to the charismatic leadership of Mr Mishra. Although Ms Devi appeared a reluctant leader, possibly also inhibited because she was not a successor from within the family, she brought with her tremendous experience from the field, having worked alongside Mr Mishra most of her life, and having been party to the struggles of the early days of setting up the organization. While it is recognized that the dynamics of leading an organization with family ties strongly represented, throws up variety of challenges in terms of power and influence, the predominant leadership issue here appeared to be that of filling the leadership void left by the founding leader. This leadership issue is a classic problem (Ramos, 2007; Schnell, 2005) whenever a charismatic leader moves on and his/her shoes have to be filled. Issues relating to rewards Differential pay. Adhikar started out as a rights-based organization. Most of the older employees chose to work for it due to their dedication to the original cause. The newer employees (some better qualified professionally) were getting paid higher, which was a
  • 17. perceived to be discriminatory and was a source of discontent among the older members. JMD 30,2 154 Issue of security. Being a developmental organization that has to often depend on external funding, the issue of job security was a matter of concern to some. With Mr,. Mishra’s lesser involvement, there was a palpable fear that Adhikar may close shutters some day. The view expressed was that some form of assurance from the leadership for the future of Adhikar might ease the sense of insecurity. Issues relating to other helpful mechanisms Role of reporting. There were some concerns on the irregularity of reporting by some of the coordinators. The tardiness of some coordinators to turn in reports on their progress was also tied in to the issue of leadership and authority. Most coordinators in the past had reported on a regular basis verbally to Mr Mishra, who was able to fill in gaps of information whenever required for other coordinators. Thus, the formal system of submitting and reading others reports had never been emphasized. Diagnostic presentation meeting
  • 18. Based on the diagnosis and analysis of the issues, it was decided to have a mirroring (feedback) session with all the coordinators. Since one of the most important issues was the lack of coordination or communication between the coordinators, this meeting was also intended as a platform to initiate dialogue at the coordinator level. Around this time, a change that took place in the organization was the appointment of Ms Devi by the board of trustees as the Managing Trustee in place of Mr Mishra. The meeting was attended by five of the eight coordinators. In the beginning, the first author presented her findings (discussed earlier under issues). The slide explaining the differentiation by program and geography invited most comments, with organizational members unclear or divided in their interpretation of the structure. There was some ambiguity about the role of Ms Mishra too, with questions being asked if she was a coordinator or a region-in-charge. Although this line of discussion and debate didn’t get resolved it pointed out to the group an area of concern. It was observed that there was an apparent reluctance on the part of the newly-elected Ms Devi, to acknowledge the issues presented. She engaged very little, and when she did, it was mostly to refute the existence of many of the issues even – though they were being openly played out before her eyes – such as the lack of clarity
  • 19. on structure or poor communication between the coordinators. Further, there was a visible divide between the coordinators, with seating arrangement also crystallizing this distinction. Ms Mishra and Ms Devi sat on one side of the room along with the authors and the other coordinators sat on the other side. This was also indicative of the power distance between the two groups. What was also interesting was the lack of involvement of some of the coordinators during the session. Though they had been very open and vociferous during the individual meetings, when their point-of -view was presented or negated by Ms Devi, they did not speak up. This could possibly be due to the fear of antagonizing the power centers in the organization or for fear of being labeled the dissident camp. It could also be a function of high power-distance (Hofstede, 1983) among Indians, resulting in a reluctance to be openly critical of superiors. Scollon and Scollon’s (1981) observations on power-difference and distance in terms of other factors such as differing beliefs and assumptions hampering the communicative interaction are also relevant in The case of OD in an NGO in India 155
  • 20. understanding the reluctance to open up in the presence of power differentials existing within the group. Though the meeting could not resolve all of the issues, this session to some extent was successful in bringing the coordinators together and engaging them in a constructive discussion. For an organization where various groups had been operating in silos and where the coordinators had not sat down together in years beyond the annual meeting, this was a beginning. Due to the limited time available for the engagement it was left to the organization to follow up on the issues and findings. A report summarizing the findings and observations was provided to the management. Lessons from the intervention This intervention presented a novel opportunity for the first author to enter an organization of her choice and understand the issues involved and apply the learnings of OD to the field. Some of the personal learnings and reflections about the intervention are provided here. . Capturing data without appearing intrusive. In her initial meetings, the first author noticed that whenever she started taking notes the interviewees tended to be a bit reluctant to divulge information, especially if they were discussing sensitive issues. For her future interviews she chose to capture what transpired
  • 21. during the sessions after the interviews, refraining from taking notes so the interviewee was not inhibited in discussing sensitive issues. What she learned was that people tend to open up more easily if there are no visible forms of record-keeping which helps to build a comfortable non-intrusive atmosphere during the interviews. The potential use of a small recorder to capture data that interviewees may feel less threatened by as opposed to the overt note taking, could be explored in future interventions. . The need to be non-aligned to any camp. In one of her not too productive interviews, the author was made aware of how she may be viewed by the interviewees. Try as she might, she could not get one of the coordinators to open up. On reflection, it emerged that she had presented Ms Pia Mishra’s point-of-view on more than one occasion during the meeting. As the coordinator was not too happy with Ms Mishra (something we figured later), he was being non-cooperative during the interview, possibly because he viewed the author as aligned to Ms Mishra’s camp. This interview underlined the importance of appearing impartial in order to establish trust with the interviewee. . The role of interviewer’s own biases. Before the author met with one of the coordinators, she had heard of him from the other interviewees
  • 22. and had formed a preconception of him as a trouble-maker. She started out being a little defensive; however, during the actual interview she was surprised to find him forthright and candid. The author had a sense that she had been unfair in judging him before the interview. This session forced her to examine the role of biases in the interviewer and the need to keep an open mind. . The importance of getting the leadership involved. During the time of the author’s engagement with Adhikar, Mr Mishra was not actively involved in Adhikar’s activities owing to his political involvement. A meeting with Mr Mishra could not be arranged due to his other commitments. Due to the peculiar circumstance JMD 30,2 156 of the organization being in a transition period with a change of leadership, the authors did not get an opportunity to fully engage with the top leader during the diagnosis. Even though important issues surfaced, the new leader was not ready to take them further with the authors at that juncture. The importance of the top leaders’ buy-in for the success of any organization development
  • 23. initiative served an important lesson. Conclusion This paper is an attempt to address the gap in the literature regarding documented work in developmental organizations. Many of the issues and concerns addressed in this paper are not peculiar to non-profit organizations, but are germane to business organizations too. However, in developmental organizations members are driven towards serving the societal purpose passionately. The passion that provides the motivation could also blind people towards the importance of internal workings, such as structure or coordination mechanisms, in the long run. The role of an outside neutral observer such as the consultant becomes all the more valuable to introduce an element of rationality in the diagnosis of otherwise neglected issues. The organization studied proved to be an educative one where many of the issues faced by developmental organizations, as indicated in the literature and few others came to the fore. This intervention, although limited in scope to organizational diagnosis and mirroring, provided an ideal opportunity for engagement in a developmental organization. From the point of view of the first author’s exposure to the field, it served as an invaluable experience both for the scope and the depth of issues covered. In addition, the intervention allowed for some very basic yet important
  • 24. lessons for the consultant that is relevant for any OD work. Notes 1. The names of the organization, its location and the various individuals have been disguised to maintain confidentiality. However, all the events and data are true. 2. Adivasi stands for tribals and Sangathan is the local name for organization. 3. Arthik Siksha stands for financial education. 4. On the day of the final presentation to the Adhikar team the authors were told that Ms Devi had been appointed the new Managing Trustee. References Bacchiega, A. and Borzaga, C. (2001), “Social enterprises as incentive structures: an economic analysis”, in Borzaga, C. and Defourny, J. (Eds), The Emergence of Social Enterprises, Routledge, London. Bargal, D. and Schmid, H. (1992), Organizational Change and Development in Human Service Organizations, Haworth Press, New York, NY. Benz, M. (2005), “Not for profit, but for satisfaction? Evidence on worker well being in non-profit firms”, Kyklos, Vol. 58 No. 2, pp. 155-76. Brown, D. and Covey, J.G. (1987), “Development organizations and organization development:
  • 25. towards an expanded paradigm for organization development”, Research in Organizational Change and Development, Vol. 1, pp. 59-87. The case of OD in an NGO in India 157 Brown, D., Leach, M. and Covey, J.G. (2004), “Organizational development for social change”, Handbook of Organization Development, Sage Publications, New Delhi. Brown, D.L. (1993), “Social change through collective reflection with Asian nongovernmental development organizations”, Human Relations, Vol. 46 No. 2, pp. 249-74. Edwards, M. and Sen, G. (2000), “NGOs, social change and the transformation of human relationships: a 21st-century civic agenda”, Third World Quarterly, Vol. 21 No. 4, pp. 605-16. French, W.L. and Bell, C.H. (2003), Organization Development, 6th ed., Prentice-Hall, New Delhi. Goldman, S. and Kahnweiler, W.M. (2000), “A collaborator profile for executives of non-profit organizations”, Nonprofit Management & Leadership, Vol. 10 No. 4, pp. 435-50. Gustavsen, B. and Engelstad, P.H. (1986), “The design of
  • 26. conferences and the evolving role of democratic dialogue”, Human Relations, Vol. 39 No. 2, pp. 101- 16. Hofstede, G. (1983), “National cultures in four dimensions”, International Studies of Management and Organization, Vol. 13 Nos 1/2, pp. 46-74. Joseph, A.J. (2000), “NGOs: fragmented dreams”, Development in Practice, Vol. 10 Nos 3/4, pp. 390-401. Korten, D.C. (1980), “Community organization and rural development: a learning process approach”, Public Administration Review, Vol. 40 No. 5, pp. 480-503. Lewis, D. (2003), “Theorizing the organization and management of non-governmental development organizations”, Public Management Review, Vol. 5 No. 3, pp. 325-44. McDonald, C. (1999), “Internal control and accountability in non-profit human service organizations”, Australian Journal of Public Administration, Vol. 58, pp. 11-22. Markham, W., Walters, J. and Bonjean, C. (2001), “Leadership in voluntary associations: the case of the international association of women”, Voluntas: International Journal of Voluntary and Nonprofit Organizations, Vol. 12 No. 2, pp. 103-30. Mirvis, P. (1992), “The quality of employment in the nonprofit sector: an update on employee attitudes”, Nonprofit Management and Leadership, Vol. 3, pp.
  • 27. 23-41. Mirvis, P.H. and Hackett, E.J. (1983), “Work and workforce characteristics in the non-profit sector”, Monthly Labor Review, Vol. 116 No. 4, pp. 3-12. Ramos, C.M. (2007), “Organizational change in a human service agency”, Consulting Psychology Journal: Practice and Research, Vol. 59 No. 1, pp. 41-53. Schnell, E.R. (2005), “A case study of executive coaching as a support mechanism during organizational growth and evolution”, Consulting Psychology Journal: Practice and Research, Vol. 57 No. 1, pp. 41-56. Scollon, R. and Scollon, S.B.K. (1981), Narrative, Literacy and Face in Interethnic Communication, Ablex Publishing Company, Norwood, NJ. Tvedt, T. (2006), “The international aid system and the non- governmental organizations: a new research agenda”, Journal of International Development, Vol. 18 No. 5, pp. 677-90. Waysman, M. and Savaya, R. (1997), “Differential assessment of the consultation needs of volunteer organizations according to stage of development”, Organization Development Journal, Vol. 15, pp. 61-70. About the authors Nisha Nair is an Assistant Professor in Organizational Behavior and Human Resource Management at the Indian Institute of Management Indore. She received her doctoral degree as a
  • 28. Fellow of the Indian Institute of Management Ahmedabad (IIMA) with specialization in JMD 30,2 158 organizational behavior. Her research interests are in the areas of work alienation, workplace deviant behavior, organizational development, and emotions and conflict. Nisha Nair is the corresponding author and can be contacted at: [email protected] Neharika Vohra is a Professor in Organizational Behavior at IIM Ahmedabad. Vohra gained her PhD in psychology from University of Manitoba, Canada. Her research interests are in the areas of leadership, commitment, positive organizational behavior, engagement/alienation, and cross-cultural competence. She was the recipient of the Young Psychologist Award at the International Congress of Psychology, and the Best Teacher Award at the University of Manitoba, Department of Arts. Vohra has published many papers in national and international journals and has been on the editorial board of several journals. The case of OD in an NGO in India 159 To purchase reprints of this article please e-mail: [email protected]
  • 29. Or visit our web site for further details: www.emeraldinsight.com/reprints Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.