4.

ORGANIZING FOR
DEVELOPMENT
 Organising for Rural Development

What is meant by organizing for rural

development
a. designing appropriate organizational
structures
b. facilitating desirable human
behaviour with in the organization
c. Organizing the clientele of a
programme
In the absence of such organisation, typically
resources and energy will be wasted.
Organizational Models
The Rational Model
The natural system model
The classical Model
The participative model
The socio-technical model
The cognitive model
Rational Model
 The Natural System model
Changes in organisational patterns are
considered the results of cumulative,
unplanned and adaptive responses to
threats to the equilibrium of the system.
The Organization is seen as growing
organically, with a formal and natural
history of its own and which can be
modifiable at a great cost.
Buckley : Organizations can’t be rational
or biological. They are result of socio
cultural interactions.
 The Classical Model
Relationship between manager and workers
Workers are mere instruments, sole
motivation is economic incentives and
existing to carry out organisational
objectives.
Managers are kind and fair, but firm too.
Worker is economic man: rewards and
punishments both should be in economic
terms.
It’s a pyramid.
Instructions and measurement both are
done at depth.
 The Participative Model
 Worker is not just economical entity, he is part of a
multi disciplinary development process.
 As he matures the needs, goals and desires tend to
move in a specific direction.
 Individual seeks relative independence. And would like
to progress the way he desires.
 Overall objective of the organisation is to achieve a
satisfactory integration between the needs and desires
of its members.
 According to this model, successful organisations are
those which make the members cooperate with each
other, not to compete. Group leader’s success is
determined by the coordination.
 Leader is he who accepts the group’s decision, even if
he personally doesn’t concur.
 The Socio Technical Model
It has system approach.
Everything will be divided in to components.
Input – Process – Output
It is a result of continuous interaction of
various natures human, technological, social
and organisational inputs.
The Model is very useful for planning of
division of works
Organisations is formal and informal. If both
are congruent then it will be considered
successful.
Lot of training is required.
 The Cognitive Model
Price and Output decisions are made by a
group of managers whose goals are often
in conflict in nature, whose individual
information is incomplete and thus
imperfect.
Who ever is better equipped with
wholesome information will lead the
decision making.
An entrepreneur will have better idea
than information integrated from these
silos like departments.
 Search for new paradigm
For rural India these styles may not be
suitable.
Most often these models are built out of
western experience.
It is difficult to observe uniform pattern
either in the activities or in the behaviour.
The various organizations engaged in rural
development will have to crisscross each
other creating lot of confusion and wastage
of resources in the process.
Often goals are intertwined and difficult to
describe for the management.
Criteria for designing an Appropriate Organisation
1. It should provide for effective coordination of macro-planning and
micro-planning.
2. Inter-sectoral plans, programmes and projects.
3. Dynamic relationship between planning and implementation.
4. Delivery to the target groups, also be able to resist the vested
interests.
5. Professional/technical competence
6. Maintaining point 2 with meaningful participation from all
stakeholders.
7. Checks and balances in favour of weaker sections.
8. Sensitive and responsive to the changes.
9. Policy making- a participatory approach.
10.Financially sound and viable.
 Government Organisations
• The Govt. has been, still is and will continue to in
the future to be an important organisation in the
field of agricultural and rural development.
 The main functions of the Govt.
1. Facilitating policy formulation
2. Harmonizing the actions of various economic agents and
coordinating programme implementation;
3. Providing incentives for collective action and self regulation;
4. Enforcing regulations and policing;
5. Resolving conflicts and providing arbitration;
6. Providing technical assistance.

The district is the focal point.

• Primary focus of Collector should be Rural development. But
he/she is also burdened with various other duties like law and
order.
• District Development officer helps in this purpose.
 Bureaucratic Re-Orientation (BRO)
A Conceptual framework:
• Training needs to be given as a first step.
• BRO assumes a shift meaning coming out of
comfort zones
• Access to the top leadership can’t be
restricted.
• Gestation period is loooooooooooong.
• Collaboration from foreign agencies will help
in the increase of best practices sharing.
• Comparison of Private and Public offices.
(Altering the attitudes of all.)
 Panchayati Raj Institutions
• CDP—Balwant Rai mehta---PRI
• NDC approved in 1958
• First adopted in Rajasthan and AP in 1959
• 73rd amendment to bring uniformity in 1992
– Gramsabhas
– 3 tiers
– Regular direct elections
– Ex officio members
– Reservation for SCs and STs proportion to their population
– 1/3rd for women
– Term is 5 years, elections must be done with in 6 months
– State financial Commission
• 25 lakh representatives are being elected about which 1/3rd
are women.
 Cooperatives
• “Each for all and all for each”.
• Organizing farmers.
• 3 dimensions are Economic-Social-Moral.
• Low competency of managers.
• Cooperative managers are expected not to take their own
decisions but to consult all the stake holders in the process to
reach a decision.
• The economic rationale of a cooperative lies in 2 aspects
– Securing modern technology
– Economies of scale
• India’s cooperative network is the largest in the world (In
2002 we have 5.45 lakh cooperatives).
• It covers 100% of villages, 67% of rural households.
Accounted for 41.6% of the credit supply to rural farmers.
 Voluntary Agencies / NGOs

You are the salt of the land. And if amongst you the elite ,
50 men cannot be found with sufficient power of self-
sacrifice, sufficient love for and pride in their country,
sufficient genuine and unselfish heartfelt patriotism to
take the initiative, and if need be devote the rest of their
lives to the cause, then there is no hope for India. Her
sons must and will remain mere humble and helpless
instruments in the hands of foreign rulers, for they who
would be free themselves must strike the blow.
• Allan Octavian Hume’s (Father and Founder of INC)
open letter to students of University of Calcutta. in
1885.
– Bharatiya Agro- Industrial Foundation- Animal Husbandry
– Sadguru Water and Development Foundation- Water
resource management
– Mysore Resettlement and development Agency –Irrigation,
wasteland Management
• Council for Advancement of People’s Action and Rural
Technology (CAPART)
– Regional Coordination Committees @ Jaipur, Ahmedabad,
Hyderabad, Bhubaneswar, Guwahati and Lucknow.
• Most NGOs are promoted by commoners and
lack professional touch in their operations.
• Poor quality manpower will hamper the viability
of operations.
• Some NGOs get into friction with the
authorities for raising genuine problems.
• There are instances where NGOs become
instruments in the vested interested groups.
Corporations and Rural Development
Win-win outcome
Stable Democracy
Sustainability
Locking-in Economic reforms
• Sufficient relaxations are given to the corporate
houses under Income Tax, Central Board of Direct
Taxes etc.
• Fortunately India has some business houses who
are proactively into CSR.
• Why most NGOs fail or struggling to run? Lack of
Management skills. With CSR, you counter this.
• Some of the areas where corporates can directly
help
– Arranging financial assistance in the form of grants and loans
to invest in various income and employment generating
activities.
– Direct procurement of produce as industrial raw material.
– Sharing best practices with local Vas/NGOs.
• CSR can start with paving roads, installing hand pumps
starting schools etc
• Subsequently Corporates can spread their work like Tata
steel, earning lot of good will
• Corporates can join hands with KVIC or CAPART.
• There is still ample scope for Corporates to be responsive
• There should be public policy to make CSR
• Problems are to be identified with
collaborations of the locals
• Active Corporates should offer leadership to
other agencies in the field.