ORGANIZATIONAL UNDERSTANDING COMPONENT

Submitted by

Amrita Sharma (23006)

Rahul Singh (23037)

Faculty guide: Prof. Ila Patel

HOST ORGANISATION (S): DEEPAK CHARITABLE TRUST

OTS (PRM 2002-04)

Institute of Rural Management Anand

2003

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 ACKNOWLEDGEMENTS

We would like to express our sincere gratitude to Deepak Charitable Trust and
specially the director, Ms. Aruna Lakhani for providing us with the required support
and guidance and facilitating our study of the organization.We are thankful to our
reporting officer, Mr. Ashok Makwana for providing us with required data and
guidance.

We would also like to thank our OTS coordinator, Prof. Shailesh Gandhi and our
faculty guide, Prof. Ila Patel for their guidance and valuable inputs in the study of the
organisation.

The present acknowledgement would be incomplete without thanking the employees

of DCT who were very helpful and cooperative in these two months of our stay.

Amrita Sharma (23006)

Rahul Singh (23037)

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 EXECUTIVE SUMMARY

Student’s name: Amrita Sharma (23006) and Rahul Singh (23037)

Organisation: Deepak Charitable Trust (DCT)
Reporting officer: Mr. Ashok Makwana
Faculty guide: Prof. Ila Patel
Project title: Organisational Understanding of Deepak Charitable Trust
Objectives
To have a rational understanding of what an organisation is all about, to learn about its
strengths, weaknesses and activites and to try to relate theory to the ground realities of the
working of an organisation.
Scope of study
Our study was confined to DCT’s Vadodara and Nandesari office.
Methodology
1. Semi structured interviews with the Director, Deputy Director, project leaders and
staff of DCT
2. Observation of the working habits of the staff, work culture and interrelationships
Sources of data
The primary source of data was mainly the staff members, documents and annual reports of
DCT. While the secondary data sources like Annual reports, project proposals etc.

Major Findings
Deepak Charitable trust is a part of Deepak Foundation; an NGO funded by Deepak
Group of industries, based at Nandesari, an industrial area near Vadodara city. A small
hospital Deepak Medical Foundation runs in close association with the organisation. It has its
activities spread in 27 villages in Nandesari region, Tikkar village in Surendranagar district
and in Chindran village in Maharashra. It has carried out interventions in the area of health,
adolescent development, women’s empowerment, sexual health and child care.
It is a small and closely-knit organisation and is known for its interventions in the
field of sexual health. The Male semen Loss Concern (MSLC) project run all over Gujarat
has brought DCT national and international fame. However the major emphasis of the
organisation is on women’s empowerment. In their opinion facilitating the growth of women
would lead to overall development of the society, as they are the backbone of the society.

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While working in this field they have tried to address all the needs of women, confidence
building, health care, legal aid and livelihood option generation. DCT was highly
instrumental in making dairying a livelihood option for women in the Nandesari region.
The informal atmosphere of the organisation, where even the lowest level staff can
approach the director is strength as well as a source of dissatisfaction in the middle level
management. The major problem facing the organisation is a high turnover rate resulting in
lack of quality manpower. Other problems are lack of coordination among various projects
and internal politics.
There is a need for HR planning and making the processes of recruitment,
performance evaluation and grievance redressal more structured. As the organisation is
expanding with the passage of time, the initial level of control the director was able to
exercise is not possible any more. So there is a need for decentralization of decision-making
by putting more faith in the middle level staff.
In the future the organisation wants to upscale all its efforts and play an active role in
state and national level advocacy.

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 TABLE OF CONTENTS

Acknowledgments…………………………………………………………………..1

Executive summary…………………………………………………………………2

List of figures…………………………………………………………………….....6

List of tables………………………………………………………………………...7

Chapter 1: Introduction………………………………………………………………8

1.1. Brief history of DCT ……………………………………....................8

1.2 Governing body……….. ………………………………………….……8

1.3 Vision and Mission of the organisation……………………………....…9

1.4 Core values of the organisation …. …………………………………........9

1.5 Strategies adopted across the years ………………………………….......10

1.6. Role of the Corporate body………………………………….……..........12

Chapter 2: Methodology……………………………………………………………..13

Chapter 3: Organisation Structure…………………………………………………...14

3.1. Over all structure …………………………………………….………....14

3.2. Field structure………….…………………………………………….….17

3.3. Department wise details ................................................................……..17

Chapter 4: Profile of Director……………………………………………………......23

4.1 Salient Achievements…………………………………………………….23

4.2 Leadership style of the Director………………………………………….24

Chapter 5: Human Resources…………...……………………………………………25

5.1. Recruitment process…………...................................................…...........25

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 5.2 Capacity Building ……………………………………………………...26

5.3. System of performance appraisal, increments and promotion…….......26

5.4. Turnover…………….…………………………………………………27
5.5. Two Factor Theory………………………………………………….....27

Chapter 6: Operations ……………………………………………………………..29

6.1. Deepak Medical Foundation……………..…………………………..29

6.2 Deepak Charitable Trust..………………………………………….....30

Chapter 7: Finance…………………………………………………………………41

7.1. Details of income and expenses……………………………………...41

7.2. Accounting operation………………………………………………...42

7.3. Funds Flow in DCT………………………………………………….43

Chapter 8: SWOT analysis in the organization…………………………………....44

Chapter 9: Future plans of the organization. ……………………………………...45

Chapter 10: Learning and Experiences……………………………………………46

ANNEXURE 1...…………………………………………………………………..47

ANNEXURE 2…………………………………………………………………….48

ANNEXURE 3…………………………………………………………………….50

ANNEXURE 4…………………………………………………………………….53

REFERENCES……………………………………………………………………60

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 LIST OF FIGURES

Topic Page no:

1.Organisation Structure of DCT... …………………………………………….15

2. Field Structure at DCT……………………………………………………….17
3. Organisation Structure at the Head office…………………………………....18
4. Organisation Structure at the field office…………………………………….21
5. Leadership types……………………………………………………………..24
6.Operations of DCT &DMF…………………………………………………...29

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 LIST OF TABLES

Topic Page no:

1. Profile of the staff at the Head office………………………………………..20

2. Details of staff project wise……………………………………………….…22

3. Targets and achievements of SHP

In the period Jan-Dec-2001…………………………………………………35

4. Total income of DCT-DMF in the year2002-2003………………………….41

5. Expenses incurred in the year 2002-2003…………………………………...42

6. Funds Flow in 2000-2001…………………………………………………...43

7. Funds Flow in 2001-2002…………………………………………………...43

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1. INTRODUCTION

Deepak Charitable Trust is an NGO working in fields of women empowerment and community

development. It is backed the Deepak Group of industries. In this section we present a brief history of the

organization, its governing body, its vision, mission, core values and strategies adopted across the years.

1.1 BRIEF HISTORY OF DEEPAK CHARITABLE TRUST

The corporate group, Deepak (Deepak Nitrite Limited and Deepak fertilisers and Petrochemicals)

realizing its social responsibility and with an objective of improving the life of local community set up two

organisations –Deepak Medical Foundation (DMF) in the year 1991 and Deepak Charitable Trust (DCT) was

registered as a trust in the year 1982 under the Bombay Public Act of 1950. These two organizations were the

result of the vision of the Deepak Group of Industries, which wanted to work in the sphere of rural development.

DCT was set up to cater to the needs of the cyclone victims in Saurashtra. Later, it was running cattle care

camps for the rural mass

Both the organizations got life after coming of Aruna Lakhani, the present director of Deepak

Foundation in the year 1989. The activities of DCT and DMF were expanded. From the status of a clinic DMF

was converted into a 15-bed hospital in the year 1991. DCT, which was earlier into organising cattle, care camps

spread out its operation in several areas like the field of health, education, livelihood and women’s

empowerment. For the first ten years it followed a welfare approach. But in the early nineties it started working

towards sustainable development by enabling the local community.

1.2. GOVERNING BODY

The board of trustees comprises of ten persons including the owner of the Deepak group of industries.

Mr. C.K.Mehta heads the board as the Chairman while his son Mr. D.C.Mehta is the Managing Trustee. There

are five women members in the board. The names of the board members with their designation are mentioned in

the annexure

The Board of Trustees is almost a defunct body and is not involved much in the activities of the

organisation. Deepak Group of industries basically funds the trust and hence the responsible people in the Board

are the Chairman of Deepak Group, Mr. C.K.Mehta and his son Mr. Deepak Mehta who is the MD of the Group.

As the Director of Deepak Charitable Trust pointed out that for all practical purposes the project leaders,

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 herself, the deputy director and the administration in charge take the decisions. They have meetings

every month and all outstanding matters are resolved there.

1.3 VISION AND MISSION OF THE ORGANISATION

Vision “We visualize our women with expanded horizons of autonomous decision making and control over

resources and body; become equal partners to their male counterparts. Thus envisaging the ultimate goal of

complete development.”

This vision has been quoted from annual reports of the organization. Last three years of annual report

show the same vision statement. So we can say that organization is quite clear about its vision. When we asked

the Director about her vision for the organization she also referred us to the above-mentioned vision. The other

employees spelled out their own vision for the organization but it was not very different from the organization’s

vision and almost all of them were aware of it.

Mission Deepak foundation of which DCT is a part believes that community development can be brought about

through women’s development, as the potential of women is still largely untapped. So the mission of DCT is to

create awareness in women in the sphere of health and build their capacities as income generators and educators,

thereby instilling in them high sense of self worth and confidence. As Deepak Foundation believes that once

women are given the opportunity to empower themselves, development will occur naturally. Deepak Charitable

Trust wants to make sure that intervention initiated by it is in response to felt needs of the community. Hence

they look for community involvement in all their activities

1.4. CORE VALUE OF THE ORGANISATION

The core value of the organization is the commitment towards the target beneficiaries of the

organization. Employees in the organization are not supposed to relate their job with the monetary benefit they

attain from the job, but they should judge their success as to how much they have been able to bring change in

the life of the people and especially rural women. Being a Corporate NGO, it has inculcated some good values

like systematic planning and consistent focus on results.

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 The Director Ms. Aruna Lakhani also gives importance to honesty and strength of character. She quotes

the famous prayer in Hindi “Itni Shakti hamein dena data” which is a prayer asking the almighty to bless us with

such strength of character that we can face all odds and never loose hope.

1.5. STRATEGIES ADOPTED ACROSS THE YEARS

Earlier, the rural women of the area around Nandesari were entrapped within several socio-economic

limitations that curtailed any opportunities that arose for their development and progress. Communities in these

villages were very conservative as majority of them were Thakurs who had migrated from Saurashtra region 400

years ago.

Deepak Foundation, which includes Deepak Medical Foundation (DMF) and Deepak Charitable Trust

(DCT), was established by corporate group-Deepak with DMF having mandate of providing curative medical

services and DCT was to initiate and aid community development.

DCT was established in 1982 to cater to the needs of cyclone victims in Saurashtra. It later organized a

series of cattle care. For the first ten years of its existence it followed a welfare approach but in the early nineties

there was a paradigm shift in DCT’s approach and it adopted sustainable community development programs in

the field of health, education, livelihood and women’s empowerment. This was marked by the joining of Ms

Aruna Lakhani as the Director of DCT. Mr C K Mehta, Chairman Deepak Nitrite Ltd and DFPCL LTD gave her

freehand, to decide on the welfare programs to be initiated in the region of Nandesari. At that point of time

Deepak did not have much activity in this area, as its activity was confined to Saurashtra region. One of her

prime job at that moment was to improve the image of Deepak group, which was seen in bad light being a

company of chemical factories.

With only a staff of four from DMF at disposal Ms Lakhani took it on herself to do the need assessment

of these villages. She decided that community development through women empowerment is need of the hour.

But she did not want to increase the drudgery of women so she initiated the idea of ‘Anganwadi’ where small

kids were taught and fed for few hours. This allowed their mothers with sometime for themselves.

In the early nineties the management of DCT started recruiting local people in the organization. This

not only provided them people with understanding of local dynamics but also gave them respect and

acknowledgement of the communities. As of today peer educators, animal health worker, out reach worker,

drivers etc (both men and women) are primarily from local areas.

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 Ms Lakhani also realized that dairying is the core activity of women but they never get proper credit

that is due to them. It initially started with providing cattle care as veterinary doctor was hired to conduct

workshop for the same. A village local was trained to perform AI and help in general cattle care in these

villages.

Women capacity building was taken up in major way as ‘bachat mandal’ (SHG for women) was started

in different villages with a group size of 8-10 women. Capacity building did not serve any purpose without

economic empowerment taking place for the women.

The management at DCT felt that they should intervene in any such activity, which increases the

drudgery of women, which already are under tremendous workload. After talking to the women of Sakariyapura

village Ms Lakhani felt people that people are not getting proper remuneration for their milk as Dairy

Cooperative Society had defunct. She realized that women do the majority of dairy activity so it was only

natural that should get access to the money from dairy. But this was also not happening. Ms Lakhani floated this

idea among villagers that if they are ready for women’s dairy cooperative, she will take their case to Baroda

dairy. Villagers agreed and lot persuasion Baroda dairy agreed to restart the dairy, which has all female members

and is run exclusively by women. Though dairy started but women involvement in the management of dairy

took some time to happen. Initially women involvement was limited and dairy management was in the hands of

men. Gradually, women took charge of the dairy albeit against when there was some mismanagement in the

dairy. After 3 years of struggle the DCS started showing profit. Seeing the success of the dairy people from

other villages started contacting DCT for women dairy societies in their villages.

For organizing and building capacity of women, sangathans, sahkar samitis and nyay samitis were

formed. Sangathans are core groups of at least 10 women from the project village who deal with issues related

to women’s social, economic and health status. Men in groups of five are formed as Sahkar Samitis. This is done

to involve men with positive attitude and leadership quality. Nyay Samitis consisting of five members were

formed to look after the legal issues involved.

In the intervention in adolescent development, the overall focus is on imparting livelihoods and life

skills; creating awareness for reproductive and sexual health and increasing gender sensitivity. Classroom

sessions of boys and girls were held separately as well as together where apart from skill based learning,

knowledge on sexual health is provided. There was also an exam after the end of the course. Pupils who did well

and were enthusiastic were involved as peer educators for further spreading the message.

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 Peer educators are also involved in spreading awareness against AIDS which is done through curing

STI cases in communities as well as industrial laborers. People with high-risk behavior in sex are identified

through key informants (barbers, auto rickshaw drivers) and peer educators act as out reach worker to spread

awareness through meetings and FGDs. They also distribute condoms and provide incentive to shops that sell it.

Behavior of people is monitored to spread awareness towards low risk behavior, safe sexual practices and

refrain from multi partner activities.

40 Anganwadi centres operational in are operational in the area, under the Integrated Child

Development Scheme (ICDS). Most of the Aanganwadi workers (AWWs) of our area are highly motivated.

Aanganwadi, in a way has been a medium, which has linked the villages with other activities of Deepak as

well.

Basic strategy at DCT is to provide training and exposure visits to its staff, out reach workers and

resource persons in the village. It has network with organisation like SEWA and Chetna for training and

development activities. DCT is also one of the founder members of an NGO called Swades, which is funded by

many industries including Deepak Group. Swades is primarily into infrastructure development like roads, toilets

etc. It works in tandem with DCT. It is also actively involved with state level advocacy for different projects.

1.6 ROLE OF THE CORPORATE BODY

Deepak Charitable Trust is an NGO backed by a corporate- Deepak Group of Industries. Actually it

was founded by the Chairman of Deepak Group, Mr. C.K. Mehta as early as 1982 under Deepak Medical

Foundation. Ever since DCT is getting regular funds for running its administrative cost and also for projects it

undertakes

Mr. Mehta has always had philanthropic attitude towards common people but DCT along with DMF

also has the mandate of improving the image of the corporate, which is backing them. Deepak Group has

chemical factories namely Deepak Nitrites and Deepak Fertilizers. These industries create a lot of pollution,

which makes life difficult for people occupying the areas near by. Nandesari region has lot of chemical factories

along with oil refineries and the result is obvious in the soil, air and vegetation. Locals have complained of

infertility of the soil and harmful effects on their health.

Ms. Lakhani the Director of DCT also has this responsibility of improving the image of the corporate

and by providing support and welfare to the villagers near by and also making sure that people see the

philanthropic side of the Deepak Group.

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Role of the Deepak group

1. There has never been a paucity of fund for DCT to carry out its operations. It has regular funding from

the Deepak trust. This critical for its operations especially in the initial years when external funds were

scarcely available. As the Director puts it “it has allowed us to experiment and take some risk because

we always have funds”. The dairy cooperative program, which has brought so much fame nationally

and internationally, is funded totally by internal funds provided by the Deepak Group.

2. Deepak Group added the culture of corporate sector of target oriented activity especially initially when

the MD, Mr. D.C. Mehta asked the Director of DCT to double the beneficiary just as the double the

productivity in factories. He also advised her for performance based payment especially in pre-natal

care of pregnant women which has led to significant decrease in infant mortality rate in the area.

3. Inspite of this one can see that the culture in DCT is very different from what you expect in the

corporate world. Hierarchy is not strictly followed. HR practices like recruitment and performance

appraisal are still at a rudimentary stage.

4. Deepak group, which has significant clout in the region, also backs DCT politically and for state level

advocacy in different projects.

2. METHODOLOGY

The methodology adopted is mainly of observation and discussion with the staff members. With the

idea of understanding their ways of working, flow of information, the level respect to hierarchy, etc. This can be

further illustrated as follows

3. Semi structured interviews with the Director, Deputy Director, project leaders and the remaining staff

of DCT. Questions were mostly open-ended with the intention of probing further. These interviews

acted as our primary source of information

4. Observation of the working habits of the staff, work culture and interrelationships.

5. Getting access to secondary sources of data like Annual Reports, Audit Reports etc

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3. ORGANISATION STRUCTURE

Starting with the overall structure of DCT, we have also explained the field structure, which is spread

across Gujarat and Maharashtra. We have also explained the hierarchical structure at the corporate office in

Baroda and the field office at Nandesari where we were placed.

3.1 OVERALL STRUCTURE

As explained in the Figure.2 the overall structure of DCT headed by the Board of trustees followed by

the Director and Deputy Director. Ms Shushma Bhonsle handles finance and administration. She has been with

the organization from inception. She has two assistants in accounts section and one office assistant/ computer

coordinator. While the documentation officer and MIS coordinator are placed at the corporate office, the project

leaders and program coordinator report at the field offices. Brief profile of key people in the organization is

provided later. The figure with the organogram is provided on the next page

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 Board of trustees

Director

Deputy Director

Finance
/Administrative Project Documentation MIS Programme
m.manager leaders Officer coordinator Coordinator

Outreach Workers

Office Assistant/
Accounts Assistants
Computer
Coordinator

Figure 1: Overall Organization Structure of DCT

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 3.2 FIELD STRUCTURE

Deepak Charitable Trust coordinates its activities from the head office at Vadodara. The field office is at

Nandesari, an industrial area near Vadodara city. As mentioned in the figure.3, it also operates in Tikkar,

Surendranagar District and Chindran in Maharashtra.

Head Office
Gotri Road, Vadodara

Field Offices

Village: Tikkar Village: Nandesari Village: Chindran

Dist: Dist: Vadodara Dist: Raigardh
Surendranagar Gujarat Maharashtra
Gujarat

Deepak Charitable Deepak Medical

Trust field office Foundation Hospital

Figure 2: Field structure of DCT

3.3 DEPARTMENT WISE DETAILS

The organizational set up does not comprise of any departments. However based on their functions,

specifically in Nandesari area it can be divided in to three divisions-

1. Deepak Foundation head office, Gotri road, Vadodara

2. Deepak Charitable Trust field office, Nandesari

3. Deepak Medical Foundation hospital, Nandesari

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 3.3.1. Deepak Foundation Head Office

The head office of the organisation, Deepak Foundation is stationed at Vadodara. All the operations are

carried out from the farmhouse of the chairman of Deepak group, which has now been changed into an office. The

director and the deputy director carry out their functions from this office. The structure of the office is as follows:

Director

Deputy Director

Administrative & Documentation Officer

Accounts officer (1) (1)

Accounts Computer Office Assistants

Assistant (2) Coordinator (1) (2)

Figure 3: Organization structure at the head office

As shown in the organisation structure above, the deputy director is second to the director Ms. Lakhani.

In absence of the director she looks after her work. Also, the accounts officer has an important position in the

organisation. She is one of the senior most staff at DCT. In the following section we take a look at their experience

and activities undertaken by them.

Director The Director of the organization, Ms Aruna Lakhani has been the source of inspiration and guidance for all

the members of the organization. It would be wrong to call her torchbearer of the organization. We have dealt about

her in greater detail in next section.

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Deputy Director The deputy director of the organisation, Ms. Anupa Mehta joined the organisation three years back.

Earlier she taught at the faculty of Home Science as temporary lecturer for two years. Later she worked with

ORG.MARG in a research project. The desire to work at the grass-roots level where she could play an active role in

implementation of plans brought her to DCT. In the organisation she is second to Ms. Lakhani. She takes care of the

adolescent development programme.

Administration and Accounts in charge Mrs. Sushma Bhonsle has been working with Deepak Foundation for 14

years. She joined the organisation along with the director Ms. Lakhani and has stayed since then. She is an

economics graduate and handles the administration as well as the accounts of both DCT and DMF. She has two

assistants to help her with the accounts.

As a part of the administrative work she also looks after the work of other staff like the computer

coordinator, office assistant etc. Preparing appointment letters, sanctioning of leaves etc. are also carried out by her.

She also sits with the director and the deputy director for matters like deciding on yearly increments, extra benefits

etc.

The accounting work entails preparation of yearly budgets, balance sheet, and Profit and Loss accounts. She

is assisted by her assistants in receipt of vouchers from different projects, cheque payments, preparation of salary

vouchers, doing entry of different project expenses etc. The accounts of DMF at Nandesari are handled by another

person who comes regularly to the main office for approval.

Salary and leave Deductions in the salary are made in the form of Professional tax and Provident fund. They also

have a gratuity scheme for their employees. The employees get benefits like medical allowance, slipper allowance,

cap, raincoats, umbrella etc. If on an office tour all the rickshaw expenses are reimbursed. If they own a private

vehicle then an allowance of Rs. 1.80 Km is given for two wheelers and Rs. 3.5/Km for four wheelers. There is a

provision for accident insurance, which is based on the salary scale, minimum being Rs. 25000. The organization

allows 12. Casual Leaves (CL), 6 sick leaves and 27 privilege leaves in a year. Unless confirmed, the employees get

only one CL per month. Table 1 provides a brief profile of all the employees at Head Office except the Director,

which will deal in detail later. Employee’s designation, qualification, activities and amount of year spend in the

organization are clearly defined.

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Table 1: Profile of the Staff at the Head Office

DESIGNATION SE AGE QUALIFICATIONS WORKING ACTIVITIES

X SINCE…
Deputy Director F 32 M.Sc 3 yrs. Next to Director
Supervision of
Adolescent
Development
Programme

Account officer F 36 M.A 14 yrs. Accounts and

administration work
Computer Operator M 26 B.Com 2 yrs. Sorting e-mails, typing,
website designing & up
gradation
Documentation F 25 Masters in Nutrition 3 weeks Documentation, report
officer making, website
Up gradation
Office assistants (2) M 28 10th 7-8 yrs. Bank account
F 24 10th operations, bringing
stationery, paying
telephone and electricity
bills

Assistants to F 24 B.Com Account operation of

Account officer (2) 28 M.Com various projects,
maintenance of
vouchers, preparing
joining letters etc.

(Source: records at DCT)

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3.3.2 Deepak Charitable Trust field office, Nandesari

The field office of Deepak Charitable Trust is stationed at Nandesari. The office is looked after the Community

Programme Organizer who deals with the general administration and different projects. The structure of the office is

as follows:

Community Programme Project Leaders

Organiser (1) (5)

A.I. workers Aanganwadi Outreach

(2) worker (2) workers

Figure 4: Organization structure at the field office

Community programme organizer The community programme organizer who acts as a link between the head office

and the field office heads the field office. In the power structure of the organization he enjoys the fourth position.

Apart from his work he also provides support to other projects carried out by other project leaders. He has a master’s

degree in rural management. He joined the organization in the year 1997 and has grown to be one of the important

persons in the organization. He deals with the dairying programme in the organization and is in charge of the

livelihood project run in Surendranagar district. He also looks after the management of the Nandesari field office.

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 There are six projects running under the aegis of DCT. The Aanganwadi and Balwadi programme is also

run by DCT in the surrounding villages. Separate registers are maintained for all the project teams. We shall discuss

the staff’s qualifications, experience under different project heads.

Table 2: Details of staff project wise (Source: records at DCT)

Designation Sex Age Qualifications Activities

1. FTP project
Project 1F 26 1. Masters in. Social Supervision of the project activities,
leader Work (MSW) coordination
Outreach 4F 1. MSW (1M, 1F) Organizing village level clinics &
workers 2M 2. Bachelor in Rural Field visits-organising meetings etc.
Studies (BRS) (1M,
2F)
3. BA (1F)

Group 2F 1. Xth (2F) Organizing group meetings and

organizers activities, follow up of initiatives,
home visits
2. Women’s capacity building programme
Project F 26 1.M.A (Sociology) Supervision of the project activities,
leader coordination
Outreach 5F 1.BRS (3F) Daily Field visits, formation of
workers 2M 2.BA (2F) Sangathans, Sahkar samities,
3.Peer Educators (2M) organising meetings etc.
3. Adolescent project
Project 1F 26 1.MSW Supervision of the project activities,
officer coordination
Research 3F 1.MSW (2F) Conducting In Depth Interviews,
associates 1M 2.H.Sc (1F) Focused Group Discussions
3. MSW (1M)

4. Sexual Health project

Project M 25 1. MSW Supervision of the project activities,
leader coordination

Outreach 2F 1. MA (1F, 2M) Conducting group meetings, identify

workers 4M 2. BRS (1F) STI cases, conducting FGDs, slide
3. XIIth (2M) shows and videos, follow up of BCC,
Condom distribution, recording of
HRS

5. Self Help Groups

Project F 25 1.B.Com Supervision of the project activities,
leader coordination
Outreach 2F 1.BRS (1M, 1F) Coordination of the Village SHGs

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 workers 3M 2.BCom (1M, 1F) &facilitating their operation
3.BA (1F)

As we can see in the different organization structures that roles and responsibility of all members of the

staff is clearly defined. Although the organization experiences high turnover rate which leads to inefficiency to some

extent we can see that the employees are committed to their work and take a lot of pride in whatever they are doing.

It has been dealt in greater detail in our human resource section

3.3.3 Deepak Medical Foundation Hospital, Nandesari

It was the first intervention of Deepak group in the Nandesari area to cater to the health needs of the local

community. It has grown from a clinic to a 15-bed hospital and is the only hospital in the region. It caters to all kinds

of ailments, deliveries etc. in the nearby villages. Also it deals with cases of industrial injury and road accidents as

the highway is quite near. It also offers laboratory facilities and has introduced sonography last year. Antenatal care,

gynecology OPD, general OPD, pediatrics OPD and Sexual health OPD are conducted every week.

The total manpower of DMF is thirteen. It consists of one medical officer, five sisters, five sweepers, one

pharmacist and one accountant. Apart from this a number of doctors from nearby Vadodara city visit the hospital.

4. PROFILE OF THE DIRECTOR

Ms. Aruna Lakhani joined the organization 14 years back in July 1989. At that time the activities of DCT

(Deepak Charitable Trust) and DMF (Deepak Medical Foundation) were very limited. DMF had staff strength of

four and was functioning just as a clinic. No interventions were made in the Nandesari region. Ms. Lakhani was

given full autonomy to develop plans for expanding the services of the organization by Deepak group.

With a degree of Masters in Sociology from Delhi School of Economics, Ms. Lakhani had an experience of

20 years of working in an NGO before she joined the Deepak Group. She spent eight years in USA working on

juvenile court system and anti-poverty programme. Coming back to India she started off with some child rated

works from her home, as her own children were young. Gradually she started with community development

programmes and health research, which was an area of great interest for her. Then she worked as the chief

administrator of a hospital and with a background in health research contributed largely in developing various

departments in the hospital. During this period she met the chairman of Deepak group and was offered to join the

industry.

23
4.1 SALIENT ACHIEVEMENTS

1. Environment care: When Ms. Lakhani joined the organization there was no proper job description given to her.

She started her work by focusing first on the environmental issue. At the time Deepak was carrying out lot of

activities related to environmental care but the efforts went unrecognized. Ms. Lakhani carried out large-scale tree

plantation and tried to highlight the image of the industry as an environment conscious body.

2. Reduction in Infant mortality: With a background in health research Ms. Lakhani was very much drawn towards

bringing health consciousness in the rural population. She put great effort in providing better facilities to rural

women and making them adopt better practices in childcare with the help of DMF. The results were reduction in the

infant mortality rate from 107 to 20.

3. Adolescent development programme: DCT made interventions in creating awareness on reproductive and sexual

health and increasing gender sensitivity among adolescent boys and girls of the nearby villages in Nandesari area. In

the community of NGOs it is recognized for its focus on sexual health and adolescent development.

4. Livelihood project for women: Presently there are eight Women Dairy Cooperative Societies functioning in the

service area of DCT as a result of its efforts. Ms. Lakhani convinced Baroda dairy officials to help in bringing up the

cooperatives in the area, where such attempts had failed earlier. The first WDCS of Sakariyapura brought national

and international acclaim to the organization.

The organization runs many programmes today like developing and running of women SHGs, Anganwadi

and legal aid services to women, which have all been as a result of Ms. Lakhani’s vision and efforts. DMF has also

grown from a clinic to a 15-bed hospital with modern day facilities like Ultrasound machine under the leadership of

Ms. Lakhani.

4.2 LEADERSHIP STYLE OF THE DIRECTOR

As mentioned above Ms Lakhani has been leading the organization right from its inception. It will be

interesting to analyze the change in her leadership style over the years, which we do with help of following figure

Use of authority by
Boss centered Managers Area Subordinate relationship
of freedom
centered for subordinates

24
 Autocratic Close------General Democratic Permissive

Figure 5: Leadership styles

As we can see in the Figure1 different types of leadership styles are represented. The leadership style varies

from autocratic to close, general, democratic and finally permissive with the varying degree of subordinate

involvement in decision making by the leader. The left extreme signifies the organization where all the decisions are

taken by the top management while right extreme describes those organizations where middle level and lower level

staff also have fair share in decision making.

The leadership style of the Director Ms Lakhani was primarily ‘close’ in the early days when she was given

free hand from corporate group to decide and execute whatever welfare activity she thinks is right for the people in

the region. But as the organization grew over the years both in terms of project undertaken and area being covered

she felt a need of giving up some of decision-making power in favor of other people in the organization. This way

we can see her leadership style changing from close one to a ‘general’ one. Though she is not too happy with the

situation, as she believes that her vision is getting diluted but she feels that there are always many ways of achieving

something and somebody else’s vision need not be wrong. Hence we can see an unsaid rule between her and the

deputy director as they have divided the projects they are overlooking. In each other’s absence they take over others

job too. Though the over all charge still lies with Ms. Lakhani. She does inform the Chairman and Managing Trustee

of the Board of Trustee and takes their consent on important decisions.

5. HUMAN RESOURCES

Human resource is very important aspect of any organization. Here we have described and analyzed

various Human Resource practices being applied in the organization in terms of their effectiveness.

5.1 RECRUITMENT PROCESS

25
 The recruitment process is not very structured in the organisation. Most of the selections have been made

on the basis of recommendations. Applications are dropped in and a short interview is conducted. The reason given

by the Director was that as the turnover is quite high and many employees leave without giving timely notice, they

do not get a chance to give advertisements and recruit through formal procedures. However, she added that leaving a

few isolated cases the process has been giving them satisfactory results.

Also, the organization has a policy of recruiting people from the target villages in order to develop better

rapport with the villagers. These people act as resource persons for the organisation in the village. Recently, there

has been dissatisfaction in the organisation with the policy as it compromises with the quality of work. Also, in the

opinion of few the desired results have not been achieved. In fact, these resource persons have acted as deterrent in

DCT operations by denying any kind of support and demoralizing them by asking them not to carry out certain

interventions as it destabilizes the village life and its ways. They are fearful of the impact that these interventions

would have in their lives and their relations with fellow villagers.

One of the drawbacks of the recruitment process is that proper job descriptions and job specifications are

not worked out before a person is recruited. This creates a lot of disillusionment and dissatisfaction in the new

employee affecting his or her performance.

5.2 CAPACITY BUILDING

Every year a number of training programmes are attended by the employees of DCT. In the opinion of the

director this is what gives an edge to DCT vis-à-vis other NGOs. She considers it as one of the strategies to reduce

turnover. However it does not seem to have worked much as a number of employees leave after getting trained for

better opportunities. A list of training and workshops attended in the year 2002-2003 is given in the annexure 2.

5.3 SYSTEM OF PERFORMANCE APPRAISAL, INCREMENTS AND PROMOTIONS

There is no formalized procedure for carrying out performance appraisal, giving increments and

promotions in the organisation. Yearly increments are given and during that only, matters of promotion, extra

benefits like vehicle etc. are decided. These are carried out by the director, deputy director and the administrative in

26
charge together. In case of performance appraisal of the field staff and project team members the project leaders are

also consulted.

Generally the efficient employees are recognized informally for their efforts. There is no formal reward or

punishment mechanism operating in the organisation. However this informal set up also creates unrest in the peer

groups. In case when some employee gets more attention for his or her work others see it as a case of favoritism and

internal politics.

5.4 STAFF TURNOVER

Rate of turnover is very high especially at the higher level of hierarchy. One of the project leader said that

in last one year, he has seen sixteen employees leave the organization with four being of the higher, project leader

level. This is one of the biggest problems that management is facing as of now. Project suffers when it looses the key

people and new people who take charge always take time to settle down, this is detrimental to the efficiency of the

project as we also loose out on valuable time

As the Director puts it, the problem has only increased after the earthquake that rocked Gujarat last year.

With so much of fund coming in for new developmental work, there was huge demand for professional and

experience people in this sector, as the salaries were also lucrative people left in a hurry.

Other reasons for the high rate of turnover are

 Unstructured Human Resource practices which leads to disgruntled employees.

 Most of the employees are happy with their job but not with the remuneration, they compare themselves

with bigger NGOs and feel that they deserve more

 Organization generally has women employees who have to sometimes leave the organization because of

family problems

 Some employees are overburdened while others have relatively less work. This may breed dissatisfaction

 Some project leaders find that they are not paid the amount sanctioned for the project by the funding

agency. They compare themselves with employees in other NGOs doing similar project and believe that

they are paid less. Director explained that is done to maintain parity in salary among the employees

working in different projects.

 Though DCT has annual increment facility, they are against using corporate funding for salary hike

27
5.5 THE TWO-FACTOR THEORY

On assessing the interviews we had with the staff of DCT we found that the top-ranking factors causing job

satisfaction were achievement, recognition, work itself, responsibility and advancement. To cite an example when

we asked one project leaders to mention an incident that made her feel good at the work place, her response was-“

When I was given promotion within three months of joining and when was asked to represent the organisation at

national level symposium, which was something I had never expected.”

In another interview with another female staff member narrated the incident, which gave her a real sense of

achievement. The incident is as following; in the adolescent development programme DCT trains peers from among

the villagers to spread further awareness. One of these peers once went to one Devi pooja where a girl was not being

allowed to sit for the pooja because she was menstruating. The peer raised his voice against the practice and finally

convinced the people by saying that it was a very natural process and when Devi is also a lady how can she have any

objections to it. To the great delight of the peer the girl was allowed to sit in the pooja and perform the rituals.

Small and big incidents like these give these give a lot of job satisfaction to the employees especially the

employees at higher posts. They recognize their responsibility and strive to get better results.

In contrast the top-ranking factors causing dissatisfaction were salary, working conditions and supervision.

Another important finding was that all the positive factors were intrinsic to the job, whereas the negative factors

were all extrinsic-hygiene factors. This is very much in consonance with the two-factor theory proposed by

Herzberg, which states that intrinsic factors are related to job satisfaction, while extrinsic factors are related with

dissatisfaction.

As management consultant Saul Gullerman puts it “ when these men felt good about their jobs, it was

usually because something had happened which showed that they were doing their work particularly well or tat they

were becoming experts in their professions. Good feelings were in other words keyed to the specific tasks that the

men performed, rather than the background factors such as money, security or working conditions. On the other

hand when they felt bad it was usually because some disturbance had caused them to believe that they were being

treated unfairly.”

In DCT the major source of dissatisfaction came out to be the pay packages. There were incidents when

people said that for the same project professionals in other NGOs were being paid better than them. They were also

28
being deprived of the stipulated amount of salary mentioned in the project. This created dissatisfaction among the

employees when they saw that they were not being paid equally as in case of other NGOs, even after exhibiting

better performance then the other NGOs.

What all this means is that people today expect to be treated fairly by the management. They expect decent

working conditions and good incentives. When these expectations are not met people are motivated in a negative

sense, which usually reflects in inefficiency and high turnover rate. As the hierarchy of needs theory maintains, it is

only when these lower level needs are satisfied that the higher levels can be used most effectively in motivating

people

6. OPERATIONS

Under the common banner of Deepak Foundation, over time DMF and DCT have evolved as separate

entities with different programmes.

RCH
SOCIO-ECONOMIC
DEVELOPMETN OF
WOMEN

SEXUAL ADOLESCENT
HEALTH DMF + DCT DEVELOPMENT

CAPACITY BUILDING
&
POLICY AWARENESS
ADVOCACY GENERATION

Figure 6: Operations of DCT & DMF

6.1 DEEPAK MEDICAL FOUNDATION

29
 DMF provides preventive and curative services on an outpatient basis to about 30 villages around

Nandesari with an approximate population of 60,000. In addition the 15-bed hospital provides services for

gynecology and obstetrics and emergency services supported by an ambulance. Diagnostic services such as

sonography are also offered in the hospital. Over the last few years, it has expanded its activities to Maharashtra and

has a medical establishment in the village Chindran in Raigarh district.

6.2 DEEPAK CHARITABLE TRUST

The interventions made by DCT are in the area of health, education, adolescent development, livelihood

and women’s empowerment. The service area comprises of 30 villages in Nandesari area and 6 villages in Taloja

(Maharashtra). It has got national and international level recognition in the field of sexual health and adolescent

development. However, its sphere of activities is much larger as it works towards bringing holistic development of

the community by catering to their needs. Currently a number of projects are running under its banner. A detailed

description of the projects is as follows:

6.2.1 Adolescent Development Programme

Under the adolescent development programme, the organisation is dealing with two projects, one of which

got completed recently. This intervention has a health, social and economic component. The projects along with the

funding organisations are as follows:

6.2.1.1. Support to gender issues: Adolescent Boys and Girls (UNFPA-GOI)

This project was a three-years project (March 2000-February 2003). The target group comprised of both

adolescent boys and girls in the age group of 13-23 years. As a result of the Gujarat riots and delay of funds it got

delayed and got an extension of 4 months.

The major objective of the project was to impart health education to 1000 Boys and girls (500 Bs+500 Gs)

of the specified age group. It was carried out in a phased manner –first year- 300; second year- 400 and third year

again 300 adolescent boys and girls. At the start of the programme a pretest was done to check their present level of

30
knowledge about various health issues and after a period of six months after imparting the training a post-test was

performed to assess the change in the status.

One of the initial bottlenecks visualized by the project was mobilization of people for the meetings in a

fixed group i.e. having the same people over time. To solve this problem, an attraction was developed to the project

by imparting livelihood skills along with health education. The skills imparted were in line with the requirements of

the target group. Classes were conducted for three hours a day, five days a week for six months in which one trade

was taken up from the list of many-Tailoring, embroidery, leather (rexin) work, Television Vision and Tape

Repairing, Scooter repairing, motor rewinding etc.

These were supervisors appointed for each of the classes who managed both the health and skill

development issues. The classes were taken by one instructor with the help of one assistant instructor (girls from

previous classes) and the supervisor. Posters, flowcharts, group discussions and group exercises were used for the

desired purpose. IEC material was obtained from other NGOs like Chetna. Also, they took help from the other

project personnel from DCT itself, for example, while talking about SHG formation and its benefits; staff from the

SHG group accompanied them. Health related issues were discussed with the help of staff from DMF.

UNFPA had a set of guidelines to be followed in the class and the techniques were predetermined. However

minor changes were made by DCT for better results. Knowing the psychology of people that free services are not

valued much, nominal fees of Rs1. 50 per month was introduced. At the end of the six-month period students were

given a certificate along with a kit of instruments worth Rs. 300 from which they could start some job on their own.

The students were also taken on picnics and exposure visits. A lot of emphasis was put on the Hemoglobin of girls-

three Hemoglobin tests were performed during the duration of the course. In between various awareness

programmes were conducted where students performed in front of their parents. At the end of six months a large

function was organized where the kits and certificates were distributed.

Management Information System: The project used a pretest form, which was again used after the training was

imparted. The information gathered form here served in the assessment of the effectiveness of the programme. Also,

they maintained proper records of number of girls/boys joining, number of dropouts, reason of the dropouts etc. A

proper photo register was maintained with entire details of the adolescents.

31
Achievements: Under the project 16 classes were conducted for girls and 17 for boys. The project was able to reach

out to 756 adolescents-401 girls and 356 boys. Also, during the project they prepared 15 peers from the villages.

They were also taken on a 5-day training programme. Their job is to conduct proper follow up of the project by

conducting meetings, doing T.V. and slide shows in order to spread awareness about health.

6.2.1.2 Southampton University Research Project

This project is a research project funded by Southampton University. It is a qualitative research for duration

of one year-March 2003- February 2004. The topic of research is “Why adolescent girls drop out of schools early?”

The definition of adolescent girls is those girls falling under the age group of 15- 19 years. The objectives of the

research are as follows-

1. To find out the reasons behind the early dropping out of adolescent girls

2. To find the relationship between the dropping out and menstruation, marriage and their social impact

3. To find the existence of any link between sexual activity and dropping out and also to study the social

acceptance of the sexual relations in the villages.

The methodology adopted is focus group discussions and in-depth interviews with adolescent girls, their

mothers, fathers and brothers. Also to be included in the studies are views of community leaders and schoolteachers.

6.2.2 Sexual Health Project

Interventions in sexual health has been going on last five years at community level across different villages

covered by DCT and also industrial workers working in the chemical industries in the Nandesari area (work place

intervention).

DCT’s intervention in sexual health is funded by Department for International Development (DFID). The

fund is routed through National AIDS Control Organization (NACO) and its state level body Gujarat State AIDS

Control Society (GSACS)

The objective of the project is prevention of AIDS through treatment of Sexually Transmitted Disease

(STI). Under the project they have identified three type of population

1. Common general population

2. Core group which comprises of Commercial sex Workers and street children

32
 3. Bridge population which include industrial worker, migrants and truck drivers

The target population here is the bridge population who through their unhealthy sexual behavior spread STI

and AIDS from core group to common population. Awareness for safe sex is also spread among core group. The four

components of the project are

1. Condom promotion: Out Reach Workers (ORW) and Peer Educators spread awareness for safe sex and
use of condoms through group meetings and distribute condoms through village level health worker (both

men and women) and anganwadi workers, paan shops, barber shops. Shops who sell condoms are given an

incentive of Rs 20 per month

2. STI treatment: Since the treatment is syndromic, ORW and Peer Educator provide treatment for people
having STI symptom. They are also referred to DMF for treatment. Some who don’t prefer coming to DCT

are treated at community based clinics which are there at Angarh, Road Fajalpur, Ramgarh, and Kotna.

There is a follow up done on the patient to check whether there are any behavioral changes or not. He has

given chits to give to his sexual partners who are asked to come up with the chits to the clinic. These chits

have numbers and accordingly depending on the main patient, his partners are provided treatment. All this

record

is duly kept and the secrecy is maintained. Counseling of the patient is also done and benefits of using

condom are told. Female peer-educators and female out reach workers help in making female patients loose

inhibitions.

3. Behavior Change Communication (BCC): This done with people having High Risk Behavior (HRB) to
change them to safe behavior mould. This done through counseling and spread the use of condoms. There

also guided for partner reduction and safe sexual practices.

4. Enabling Environment: there is a need to create the favorable environment for these activities so that
patient can loose inhibitions. This is done by organizing Health Mela, meetings with power holder (labor

contractor, HR manager in industries etc) and key informers like barbers, auto-rickshaw owner.

33
Management Information System: The Sexual Health project is target-oriented project with monthly and yearly

targets clearly laid down. Initially DCT had its own MIS developed for this particular project but as the GSACS, the

state level body of NACO developed its own MIS it was mandatory for all the NGOs working on this project to

comply with it. Yearly target are set for the NGOs, which is broken down to monthly targets by the organization.

Monthly reports on different components of the projects is filled in different forms and an overall report with

comparative targets who previous two months is generated

There are four separate forms which need to be addressed to provide four separate as to targets achieved.

These MIS forms provide information about the four components and it is easy to track down the behavior change in

an individual or the efforts of individual ORW in terms of condom distributed, counseling taken etc. There are four

forms

The first form is called PP1 it is specifically about condoms in terms of procurement, distribution and

demonstrations about use of condoms. In procurement it collects information about brand, cost, free, subsidy and

total price. In the distribution part it covers the information as to from which depot, through which worker and what

type of condom is distributed along with number of distributed. In demonstration they specifically cover the type of

population whom the demonstration is provided in terms of male, female and children and their feedback.

The second form is PP2 it covers the treatment of STI patients in terms of identification, treatment and drug

delivery. They specifically confirm the progress of old patients, identification and treatment of new patients and also

their partners. The type of drug, its cost and the cost at which it is supplied is mentioned. Counseling and the type of

problem, which it is being done also, needs be reported in this form. All this has set target, which needs to be

achieved, and a target-achieved percent is released every month in comparison two last two months.

Form PP3 covers the Behavior change communication provided to people showing high-risk behavior to

convert them to low risk behavior. Reports about the progress shown in terms of number of session held mode

employed also about the person helping the individual change his behavior. There is also report total people whose

behavior changed and information provided to them about HIV/AIDS and STD.

The fourth form is program summary form called PP4, which covers information about different

component achievement and constraints faced. There is also form about proposed future activity and funds required

by the NGO for that. In this way a comprehensive MIS is in place.

34
Conclusion: MIS is not very well developed in the organization. Different projects have MIS for themselves, which

are in tune with demands of their respective funding agency so some of them are structured and others are not. The

Director attributes this to lack of funds in the given project. There is also an MIS officer but she was on part time

basis and now she also leaving the organization.

Table 3: Targets and achievements of the Sexual Health Project (January-December 2001)

Component Target (12 months) Target Achievements

(Up to Dec. 01)
Condom distribution
Free 1,00,000 117273 117%
Subsidised 2000 1798 90%
STD
Identification 2400 3052 127%
Treatment 700 326 47%
BCC
Reach 22,000 15027 68%
HRB 1000 747 75%
(Source: Annual report, DCT, 2001-2002)

Further details of achievement in condom distribution, STI case identification and treatment and

Behavior change cases in the period of January to December 2001 is provided in the Annexure 3

6.2.3. First Time Parents Project

This project is a pilot project funded by Population Council. The aim of the project is to improve the

health of the mother and child with specific focus on first time parents and newly married couples. The target group

consists of following three types

1. First time parents

2. First time pregnant

3. Newly weds

35
There are three components in the project

1. Information component- Under this component information is spread on what is going to be done under the

project. The methodology adopted is conducting meetings in the Faliyas and doing home visits.

2. Service component- Under this component survey is done and areas are identified. Village level clinics are run

by the ORWs. The area has been divided among them. At the clinics weight is measured, B.P. is taken and

immunization programme is also carried out. All this work is carried out in close coordination with the village

PHCs and DMF. The cases are forwarded to DMF clinic or private hospitals if required. Women are given Iron

and Calcium tablets.

3. Environment Building Component- This component has not been started but it takes care of village level

health. Under the project elaborate IEC material has been developed and is provided to the target group free of

cost to ensure safe motherhood. One of the major problems faced by the project is mobilizing women for

meetings. However, the area in which the project has been undertaken has been DCT’s service area since long.

Therefore, the team members take help from other project team members in order to organize meetings.

The project also pays great emphasis on involving men and create awareness as their role as husbands.

It also involves mother in laws and other family members and spreads awareness with the help of flow-charts,

slideshows etc. This is also done to facilitate the acceptance of the program and its efforts in the entire family.

6.2.4 Women’s Capacity Building Project

The women’s capacity building programme is a Ford Foundation funded project started in the year

2000- “Capacity Building of Women in Reproductive Health”. The project envisages that groups of organized

women will be a forum for generating awareness amongst women in the community about their rights and address

issues of gender equality as well as violence against women.

The women are organized into Sangathans and men having a positive attitude are organized into

Sahakar samities (Support Groups). Each sangathan consists of at least 10 women and each Sahkar Samiti consists

of five men. They work in collaboration on issues of gender and violence and also contribute in infrastructure related

issues such as road constructions, installing hand pumps, etc. Reproductive health is a part of the project, where

nutrition demonstration is done and the staff organizes the clinics. A lot of emphasis is put on education, widow

remarriage and legal rights of women.

36
 The project service area spans 12 villages around Nandesari. Awareness programmes are conducted in

these villages with the help of meetings, plays and puppet shows. Trainings of Sangathans are carried out once in a

month by the project leader herself. These trainings are on issues of economic rights; awareness generation;

functioning of Panchayat; law against violence of women, etc.

Few achievements:
• The village Sangathan in Hathipura was able to retrieve the entire dowry from the bride
groom’s family after the killing of the bride.
• A large march comprising of 800 women from the neighboring villages was organized on
the eve of women’s day.
• Widows not having ration cards with the help of the Sangathans submitted
application to the Talati and were successful in getting the cards.
The project has several aspects to it. It works towards the holistic development of women by helping

her increase in self-esteem and confidence. With every accomplishment, the confidence of the members increases in

their own capacities and respect in the local community is also enhanced.

Legal aid center: It is a part of the women’s capacity development programme. This centre is funded by the

Department of Women and Child Development and was set up in 1998. It acts as an arbitrator and brings about

compromises between two parties.

6.2.5 Self Help Groups Project

DCT’s intervention in microfinance dates back to 1994 when the first Self Help Group of women was

formed. Presently, it runs SHGs in three areas:

1. As part of the Swashakti project in Tikar Ran in Halvad of Surendranagar district to benefit women affected

during the 2001 earthquake. 40 self-help groups are working covering 795 women.

2. Five Self Help Groups (SHGs) with 93 members are working in Chindhran, Raigardh District.

3. In the Nandesari area 122 self-help groups with 2166 beneficiaries are working in 27 villages.

Each self-help group consists of 10 to 20 women (or men/adolescents depending on the project). Each

member saves 10-100 rupees a month. After 6 months the members can take loans based on the savings they have

acquired - up to 3 times their balance. Loans are granted at the rate of 10 per cent per annum at the discretion of the

members. Two members must act as guarantors. If the repayment is not made the savings of the witnesses is taken

away. These guarantors are also not issued any loans until the repayment is made. However, these days the rule has

been relaxed. If the repayment is regular for the first six months one of the witnesses can avail of the loan facility.

37
The groups were set up to inculcate in women the habit of saving regularly and to provide access to credit on

reasonable terms. Steps are being taken to start some livelihood generation activity through these groups. Under the

project trainings, exposure visits are organised.

Repayment has always has been an issue of concern while running the project. Also, there have been

incidents where the staff of DCT has run away with the savings of the villagers bringing DCT a lot of ill repute.

Details of SHG activity: year 2002

Total no: of SHGs 140

Total no: of members 2528
Total savings 978580

Total loan issued

Internal loans 716700

NABARD loans 140000

Loan recovery-1315772

SHG outstanding loan 462800

NABARD loan 123384

6.2.6 Anganwadi Programme

Under the ICDS programme of government, DCT runs 40 Anganwadis The area of service is divided

into two sectors-19 Anganwadis in the Ranoli sector and 21 Anganwadis in the Koyli sector. The programme has

more emphasis on nutrition where is provided to children from up to six years of age. Pre-school education is also

taken up as a part of the programme. For children up to six months the food is given to the lactating mother. DCT

provides liquid food on its own to children of 7-12 months of age. Pregnant women are also given food under the

programme for healthy offspring. In order to make the food more nutritious DCT introduced the practice of adding

drumsticks in the rice. Also, it provides Khichdi to children once a week from its own funds.

38
 Two women are taken from the village to run the Anganwadi. One is the Anganwadi worker and the

other is a helper. There is a condition attached to the post of the worker that she should be a married woman and

should be at least 10th pass. Every month children are weighed and their grades are taken out. The reports are sent to

the taluka office on every 19th of the month. The Anganwadi team at DCT consists of three women. One takes

charge of administration and accounts, while the other two supervise the two sectors mentioned earlier.

6.2.7 Women’s Dairying Programme

The women’s dairying programme was started under the aegis of the organisation in response to the

requests of the villagers who were exploited by the local milk vendors. The Rabbaris used to take milk at a minimal

rate of Rs. 3-4 per litre. These milk vendors took as much milk as much as required and as a result many of the

villagers had to return with the milk. Also, there was an increasing demand from the side of women for starting

some livelihood generation activity. Women’s dairy programme came as a solution to both the problems. The WDCS

of Sakariyapura was started in the year 1995. After its success a number of women dairy cooperative societies came

up in the neighbouring villages. Presently there are eight dairy cooperatives running in the service area of DCT.

Achievements of the dairy programme

No: of dairy Societies 8

No: of members 1227
Average daily milk collection 2785 liters
Total profit (Rs.) 755176.64
Total bonus (Rs.) 392322.80
Turnover (Rs.) 11842597.48

6.2.8 Livelihood Restoration Project

This programme was started after the disastrous earthquake hit on Gujarat. Although the district worst

affected was Kutch, Surendranagar district too faced massive destruction. Deepak Foundation with the support of

Deepak group started its activities in the area. The efforts were focused on village Tikar Ran in Halvad taluka of

Surendranagar district.

A number of activities were taken up by the organisation to help the earthquake victims

39
 • Facilitating opening bank accounts of families in order to receive government earthquake relief funds

• Survey and improvisation of existing livelihood skills

• Formation of Self Help Groups

• Dairy programme and

• NORAD project

The SHGs were helped in taking up the occupation of coal making from a thorny bush ‘Baval’ on a

large scale and do away with the exploitation of the local traders. DCT planned a strategy wherein, 3 of the SHGs

contributed money and collected an amount of 35,000 rupees. This money was used as an advance to be given to the

women and the coal bought was at 50 rupees per 20 kilos. It was decided, whatever the profit margin, it would be

equally distributed among the women of that SHG. As a result, other trader’s business from these workers began to

diminish. Gradually, traders too gave these women higher rates for the coal and in the past months women have been

selling coal ranging from 60 to 82 rupees per 20 kilos.

Some of the women from the SHGs have collected money from their savings and have bought utensils,

mattresses, tarpaulin, carpets, chairs, tables, etc. to be rented out during marriages or any other occasion. The profit

obtained is distributed among the women themselves. DCT has added seed money to their savings for women to

carry out this work. Women have also bought pesticides at wholesale price for the Cumin seeds from the savings and

are selling the same at retail price and are earning a profit from the sales.

Women have also been helped to open a dairy with a chilling station and milk collection of 5000 liters

per day. However, there are a number of bottlenecks still to be resolved as the area is poor in green fodder and water.

Also, the Surendranagar milk union being financially weak is not able to provide desired support to the society.

DCT has also implemented the NORAD project in Tikar, aimed at giving livelihood training. Here,

tailoring classes were conducted for a period of 6 months to 30 women and the women were given raw materials,

sewing machines and certificates.

Among the other initiatives of DCT have been helping Muslim women, victims of the riots develop

livelihood options. Fifty-eight such women underwent training in tailoring and embroidery. The government gave

40
sewing machines for tailoring, frame for embroidery and raw material to all 58 women to foster initiation of

livelihood activity.

Owing to constraints of resources and manpower and distance from its main service area, DCT has

formed a Trust comprising of the local community in Surendranagar, namely Prerna. This trust was formed on

October 2001 (registeration No. E-860 Surendranagar).

7. FINANCE

The organization has a core-funding agency in the name of Deepak group of Industries. However it

gets a large amount of finds from different national and international agencies.

As mentioned earlier a number of projects are run by the organisation, which is funded by different

authorities, like UNFPA, Ford Foundation etc. The list of important funding agencies is attached as an annexure at

the end of the report.

7.1 DETAILS OF INCOME AND EXPENSES

Table 4: Total income of DCT-DMF in the year 2002-2003

S.No: Source of grants Amount Percentage

1 Grants from Govt. & other agencies 6,763,788 45

2 Foreign Grants 2,511,590 17

3 Fund Income / Donation / Donation in Kind 4,384,625 29

4 Hospital Income 389,976 3

5 Other Income * 901,922 6

(Source: Annual Report, DCT 2001-2002)

As clear from the table a major portion of the income comes from government grants/foreign grants

and donations. The organisation has no other means of generating income. The influx of grants intensified after the

earthquake disaster of 2001 in Gujarat.

41
Table 5: Expenses incurred in the year 2002-2003

S.No: Expenses Amount Percentage

1 Hospital Expenses 1,717,547 13

2 Extension Activities related to Adolescent, 4,658,690 36

Health & Women's Development

3 Education & Advocacy 1,014,463 8

4 Livelihood 3,941,092 31

5 Earthquake Relief Fund 80,168 1

6 Administration 1,478,841 11

Total 12,890,801 100

(Source: Annual Report, DCT 2002-2003)

From the table it can be inferred that the administrative expenses form a very small portion of the total

expenses, only 11 per cent. This is an indicator of good performance of the organisation as it spends more on the

services and keeps administrative expenses under control.

7.2 ACCOUNTING OPERATIONS

DCT maintains different accounts for different projects. All the projects are funded by different

funding agencies and these projects maintain different bank accounts where the funds are directly passed. In case the

project generates some money from some activity the income is added to that project’s account only.

Every project leader gets some cash-in-hand (Rs. 2000-3000) depending on the project’s budget. After

75 per cent of the cash gets utilized vouchers are submitted, which are then reimbursed after being sanctioned. The

42
vouchers upto Rs. 10,000 can be sanctioned with the signature of the director. For an amount more than that the

signature of the Chairman of Deepak group is also required. This condition applies for the Sexual Health project and

the UNFPA project. For the rest projects the signature of the director is considered sufficient. Cheque payments are

done within 2-3 days from the head office. Same process is followed at Tikar and Taloja.

The accounts are maintained with the use of computers. The accounting packages used are-Tally and

EX. For most of the operations EX is used, Tally is used in case of foreign grants. All projects have separate bank

accounts and separate accounting heads are used for all of them. The system of multiple bank/cash payment and

double entry is used. The head office gets vouchers with full details in form of statements with dates etc. of the

expenses. Based on these statements are prepared. A stamp of “entered” is marked over these vouchers in order to

avoid duplicate

7.3 FUNDS FLOW IN DCT

Table 6: Funds flow in 2000-2001

SOURCES USES
Increase in earmarked funds 1581250.00 Decrease in contribution from 85,000
Deepak group
Increase in liabilities towards 100000 Increase of Fixed assets 750594
DMF
Increase in retained earnings 188543 Increase in loans and advances 1585

Bank balance 1062614

Total 1869793 Total 1869793

(Source: DCT, Audit Report, 2000-2001)

In the financial year 2000-2001 DCT had an excess of income over the expenses for the first time in

the last three years. This was because of huge influx of money in the form of grants and donations for the

rehabilitation work in Gujarat in the beginning of the year 2001. The increase in earmarked funds was more than

100%. An investment was done in buying fixed assets like jeep; equipments like slide projector and furniture. An

extra bank account was created, called Earth Quake relief fund (ERF). This formed a large portion of the bank

balance of DCT.

Table7: Funds flow in the year 2001-2002

43
 SOURCES USES
Increase in earmarked funds 319016.14 Decrease in liabilities towards 20,000
DMF

Increase in liabilities 30,000 Increase of Fixed assets 82,901

Decrease in contribution from 1,20,000 Increase in loans and advances 10,925
Deepak group Decrease in retained earnings 103,703
Bank balance 251487.14

Total 469016.14 Total 469016.14

(Source: DCT, Audit Report, 2001-2002)

The increase in earmarked funds is not in tune with the last year. There has been an increase in the

contribution from the Deepak Group of Industries. The liabilities towards DMF have also taken a dip. The additions

in fixed assets continue by the purchase of equipments and furniture.

Further finance details in terms of list of funding agency, summarized balance sheet for the year 2000,

2001 and 2002, sources of income in the year 2002-2003, income and expense details for the year period 2000-01 to

2002-03 is provided in the Annexure 4

8. SWOT ANALYSIS OF THE ORGANISATION

To analyze the organization further we would do a SWOT analysis of the organization to get a better

understanding.

Strengths

• Corporate support providing enough funds to take risk and experiment. This is something which not every

NGO can boast of especially in today’s scenario

• Leadership of Ms Lakhani-providing vision for the future. Ms Lakhani has made DCT what it is today. The

idea of women’s dairy cooperative was hers, which has led to popularity of DCT and provided a source of

livelihood and empowerment to the rural women.

44
Weakness

• Lack of proper HR practices in terms of recruitment, job specification, performance appraisal etc. This is

major weakness as it is leading to unsatisfied employees especially at middle level. The lower level

employees are inefficient and are locals so it is difficult to relieve them, as there is always a fear of

community backlash. But all this has led high turnover rate

• Due to high turnover rate and the policy of recruiting village locals there is a situation inefficient staff and

efficient people burdened with too much work

• Too much dependence on the Director. This is a strength turning into weakness as everybody expects their

‘Arunaben’ to decide everything for them, which is actually not possible for the Director. This is a culture

which has been developed by the top management which includes the Director

Opportunity

• To become a major NGO effecting the lives of community in entirety. There are not many NGOs are

working in this region and after so many years DCT can venture into other fields of development and

welfare also.

• To empower women socially as economic empowerments showing results. Efforts of so many years are

now showing good results as suppressed women of conservative Rajput, Gohil community are now coming

out demanding their rights. Hence the objective of women empowerment in real sense can realize in the

near future.

Threats

• Local political forces creating roadblocks may lead to problems in future. They are constantly in look out of

finding faults in DCT’s activities especially when it comes to treatment of local staff

• Resistance from community’s members as they perceive DCT as someone who wants to change the status

quo. Community at large and men specifically are not always happy with DCT’s drive towards women

empowerment and creating awareness for sexual health

45
9. FUTURE PLANS OF THE ORGANISATION

In the near future DCT has plans of up scaling its activities in all the service areas. Also, it has been

quite active in policy advocacy. It has plans to enlarge on its role at the state and national level.

Currently it is planning to undertake a district level project, which is an attempt to replicate the success

it met with in reducing infant mortality rate. The project plans to cover the entire Baroda district. It has a budget of

15-20 crores, half of which is being provided by the Deepak group of Industries. The project gets support from

Gujarat government also. It plans to set up Taluka level offices for ease of operations. The efforts would be

integrated with any other NGO functioning in the area. In case where there are no formal NGOs working CBOs

would be formed to facilitate the operations. It is an ambitious project for a period of five years.

The constraints faced by the organisation are in terms of shortage of skilled manpower and politicized

local environment. The organisation like other NGOs faces the problem of high turnover rate. Also, the service area

of DCT comprises of Rajputs who have continually acted put up obstacles in carrying out its operations. DCT sees

this as a serious challenge in the near future.

10. LEARNING AND EXPERIENCES

One of the most memorable experiences of the OTS stay was the interaction we had with the villagers.

It made us feel that for any intervention to be successful it takes much more than sheer hard work and good

intentions. The job becomes very difficult when the society is pro status quo. Unless the need comes from the

society itself the probability of success of any intervention is very minimal.

DCT has been working in the sphere of women’s empowerment since quite some time, but the results

have not been very encouraging looking at the amount of resources put in for the same. At many places the NGO has

not received its due credit. This requires a bit of reflection before moving ahead. In a conservative society as the

Rajputs, efforts towards women empowerment are likely to be seen as an encroachment on one’s privacy and family

matters. The issue is quite a sensitive one and unless the steps are properly planned the efforts have a chance of

going waste. What is it that is most central to the beneficiaries needs should be taken up first. Any social change is

known to be a slow process, more so when it deals with improving the status of women. Any NGO should be able to

46
better its rapport with the local community before it embarks on such issues. Summarising, any intervention needs to

be properly planned and its effects well thought of before implementation.

One of the most important things we saw how culture brings out cohesiveness in any organisation. At

DCT the environment is very warm and cordial. There is no major distinction between the higher and lower level

staff. Employees in the organisation have their lunch together. This promotes the feeling of camaraderie among them

making work more of enjoyment rather than being drudgery.

Although no one can argue that Deepak Charitable Trust has grown from strength, there is always

some scope for improvement. Starting as small initiative the organization has grown to become a major NGO

working in the area of sexual health, adolescent development, SHGs , FTP and women’s dairy cooperative. These

projects has not only changed the lives of people but also provided national and international fame to the

organization. However there are a few areas that need attention for better performance-

 There is a need for more structured HR practices like performance appraisal, grievance redressal cell etc,

which are not only functional but also visible to the employees. So that they are assured that no they will

always be treated fairly.

 Before recruiting new employees it is necessary to work out the job description and job specification for the

job in terms of type of job, qualification required for the job, work experience and other necessary

requirements and only then decide on suitable employees. Sometimes people are recruited but they are not

clear about what they are supposed to do. This leads to a feeling of dissatisfaction and a sense of

disillusionment.

 It is very good to have an informal atmosphere in the organization but hierarchy needs to be followed some

project leaders complained that their junior staff circumvent them and directly complain to the higher

authorities. Complains of junior staff was taken very seriously leaving the middle management in cold

47
 ANNEXURE 1

Details of the Organization:

Name of the Organization: Deepak Charitable Trust (DCT)

Address –Head office- 9-10, Kunj Society, Alkapuri, Vadodara -390007

Field office (Nandesari) - DCT, Next to GIDC, Nandesari

Telephone No: 91-265-2371439, 2371410 (O)

Fax: (0265) 2371679

Nandesari -2841455/2840770

Email-deepakfoundation@yahoo.com

Email: Arunalakhani@rediffmail.com

Website: www.dct-dmf.org

Name of the trustees in the governing board

1. Shri C.K. Mehta, Chairman

2. Shri D.C.Mehta, Managing Trustee

48
3. Shri Shrenik Kasturbhai, Trustee

4. Ms.Ila Deepak Mehta, Trustee

5. Ms. Aruna Lakhani, Hon. Secretary

6. Ms. Jayshree Shah, Trustee

7. Ms. Jagruti Gala, Trustee

8. Ms. Shilpa Mehta, Trustee

9. Shri Ashimkumar Dasgupta, Trustee

10. Shri Deepak Desai, Trustee

ANNEXURE 2

List of trainings workshops attended in the year 2002-2003

NAME OF
THE
DATE SUBJECT PLACE ATTENDED BY
ORGNISATI
ON
8/7/2002 to
M.L.T.C. Anganwadi Supervisor Training Ahmedabad Anju, Sharmila
25/9/2002
4/7/2002 to CEDPA
CEDPA U.S.A. Ms. Anupa Mehta
4/8/2002 Training
Issues and Options for
9/7/2002 to
CEDPA Adolescent Girls and boys New Delhi Ms. Anita Singh
11/7/2002
Balda,
Couple Mela Mota Vagha Ms. Veenu
16/8/2002 to Maternal Mortality and Infant Atul, Chaudhary
17/8/2002 Mortality Kunjranchod, Ms. Meena
Morbidity Dungri, Pardi, Ms. Maya Barot
Chorwad
Basic training for Community Ms. Jayshree Patel
5/9/2002 to
GVHA Health Workers Ahmedabad Ms. Bhanu
8/9/2002
Chauhan
27/9/2002 to DCT Common Understanding of FTP Baroda All DCT team

49
 NAME OF
THE
DATE SUBJECT PLACE ATTENDED BY
ORGNISATI
ON
and Team Building
28/9/2002 members
4/10/2002 to
7/10/2002
Basic training for Community
GVHA Ahmedabad
Health Workers

14/01/03
Population Aruna Lakhani
First Time Parents Project New Delhi
Council Anita Singh

Aruna Lakhani
19/10/02 to Zagadia
SEWA Rural Dai Mela Vinu Chaudhary
20/10/02
Sangeeta Solanki
Micro Enterprise Appreciation
21/10/2002 to Micro Bangalore
Workshop Ashwina Vaidhya
26/10/2002 Enterprise
12/11/2002 to Social worker and helper
AWAG Ahmedabad Reshma Barot
16/11/2002
Workshop on Youth Friendly
19/12/2002 to
CHETNA Health Services Ahmedabad Priti Gamit
20/12/2002

16/01/2003 to FRIENDS OF Training of Basic Book Keeping Purvi Patel

Ahmedabad
28/01/2003 WWB, INDIA Ami Chawada

19/02/2003 to DCT staff training on Rights by

20/02/2003 DCT Renu Khanna Baroda

Aruna Lakhani
Jayshreeben and
21/02/2003 to Raojibhai from
TRUE Workshop on Adolescent Health Shivrajpur
24/02/2003 DCT staff, 2 adol
girls, 2 adol boys
and 2 couples

50
 ANNEXURE 3

1. Achievements of Sexual Health Project –Jan-Dec 2001

Condom distribution

Period Free Subsidised Total No: of

beneficiaries
Jan-march 01 27258 372 27630 2830

Apr.-June01 27273 201 27474 3121

Jul- Sept 01 28255 566 288474 2539

Oct- Dec 01 34487 659 35146 2738

Total 117273 1798 119071 11228

2. STI identification and Treatment

Period Identification New Drugs Cost

treatment
Jan-march 01 692 98 417 4189

51
 Apr.-June01 884 56 300 4330

Jul- Sept 01 713 85 215 +aug 3375

Period Reach HRB STI refer Total
Oct- Dec 01 763 87 251
identification 4104
Cond bene
Total 3052 326 1183 15998
Jan-march 01 2830 156 692 3678

Apr.-June01 3121 178 884 4183

Jul- Sept 01 2539 235 713 3487

Oct- Dec 01 2738 178 763 3679

Total 11228 747 3052 15027

3. BCC

52
 ANNEXURE 4: FINANCE DETAILS

List of funding Agencies:

Donor Programs

Deepak Nitrite Limited Core Funding

Deepak fertilisers& petrochemicals limited

Mahila Aarthik Vikas, Ahmedabad Mahila Jagruti Shibir

Dept. for international Dev. Of British High Sexual Health Project

Commission, New Delhi

Mahila Aarthik Vikas Nigam, Gandhinagar Mahila Jagruti Shibir

International center for research on women, Policy advocacy & Communication Project
Washington
Working group on women’s issues Women’s empowerment Prog.

Population Council,New Delhi Satellite symposium at 6th ICAAP

53
UNAIDS, New Delhi National level meeting on Male sexuality and
linkages with HIV/AIDS
UNFPA,New Delhi Support to gender issues-Adolescent boys and girls

Ford Foundation, New Delhi Capacity building of rural women

CEDPA, New Delhi Bloom for Adolescent boys

NABARD Promotion and linkage of Self help Groups

Summarized balance Sheet for the years-2000, 2001, 2002

Account heads 31/3/2000 31/3/2001 31/3/2002

Liabilities and Funds
Trust fund 525000.00 525000.00 525000.00
Medical fund 47196.37 47196.37 47196.37
Earmarked fund 1030670.00 2611920.00 2930936.14
Loan-Vision management
60000.00 60000.00 90000.00
Nitro Aromatics 25000.00 -- --
Deepak Nitrite Ltd. 50000.00 -- 120000.00
Deepak Medical Foundation 208000.00
108000.00 228000.00

Assets
Fixed Assets 728005.00 1478599.00 1561500.00
Loans &advances 16490.00 18075.00 29000.00
Bank Balance 407104.82 1469718.82 1721205.96
Income and Expenditure
Account 694266.55 505723.55 609426.55
Total 1845866.37 3472116.37 3921132.51

54
INCOME DETAILS

Deepak Medical Foundation

Income during the period 2000 - 01 to 2002 - 03

Donation & Fund

Year Hospital Income Grant Other Income *
Income
2000-01 1,451,605 306,086 1,400,000 168,076
2001-02 568,346 291,273 550,000 226,057
2002-03 2,454,625 389,976 929,000 248,125

2,500,000

2,000,000
Donation & Fund Income
INCOME

1,500,000
Hospital Income

1,000,000 Grant

Other Income *
500,000

0
2000-01 2001-02 2002-03
YEAR

55
* Consultancy charges and income from rent

SOURCES OF INCOME

DEEPAK CHARITABLE TRUST - DEEPAK MEDICAL FOUNDATION

TOTAL INCOME FOR THE YEAR 2002-2003

No. Sources of Grants / Donations Amount %

1 Grants from Govt. & other agencies 6,763,788 45

2 Foreign Grants 2,511,590 17

3 Fund Income / Donation / Donation in Kind 4,384,625 29

4 Hospital Income 389,976 3

5 Other Income * 901,922 6

Total 14,951,901 100

56
 3% 6%
29% 1
45%

17% 5

* Consultancy charges, overhead and income from rent

EXPENSES DETAILS:

Deepak Medical Foundation

Expenses during the period 2000 - 01 to 2002-2003

Year DMF Expenses ICDS Expenses

2000-01 1,876,591 990,274
2001-02 1,932,098 1,003,847
2002-03 1,717,547 915,919

57
 2,000,000

1,500,000
EXPENSES

DMF Expenses
1,000,000
ICDS Expenses
500,000

0
2000-01 2001-02 2002-03
YEAR

DISTRIBUTION OF EXPENSES

DEEPAK CHARITABLE TRUST - DEEPAK MEDICAL FOUNDATION

TOTAL EXPENDITURE FOR THE YEAR 2002-2003

No. EXPENSES Amount %

1 Hospital Expenses 1,717,547 13

2
Extension Activities related to Adolescent, Health & Women's Development 4,658,690 36

3 Education & Advocacy 1,014,463 8

4 Livelihood 3,941,092 31

58
5 Administration / Admn. in Kind 1,478,841 11

6 Earthquake Relief Fund 80,168 1

Total 12,890,801 100

11% 1% 13%
1

36% 4
31%
8% 5

REFRENCES

1. Stephen P Robbins, ORGANIZATIONAL THEORY structure, design and applications third edition
New Delhi Prentice-Hall of India Private Ltd

2. Donald C Mosley Paul H Pietri Jr. Management,The art of working with and through people

3. Annual Report, DCT 2001-2002

4. Annual Report, DCT 2002-2203

5. Audit Reports, DCT, 2000, 2001, 2002

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