ORGANIZATIONAL UNDERSTANDING

By
Umanath Mishra (25049)
Pankaj Kumar Singh (25083)

Organizational Traineeship Segment

PRM - 25

Submitted to:
Prof. Nivedita Kothiyal

Host Organization:
Nav Bharat Jagriti Kendra, Hazaribagh.

INSTITUTE OF RURAL MANAGEMENT, ANAND

August, 2005
 Acknowledgement

We would heartily acknowledge our OTS coordinator Prof. Jayant Negi and Mr.
Girija Satish, Executive Director, NBJK for bestowing us the opportunity to have a closer
look at the working of an organization and to appreciate the intricacies of working in a
typical organizational setting.

We would also like to thank our faculty guide Prof. Nivedita Kothiyal for providing
us guidance and enabling us to develop a conceptual understanding of the topic. Her keen
interest and direction helped us to look beyond the obvious and thus fathom the topic to a
deeper extent.

We would also like to thank Mr. Sudhir Upadhay, Programme Coordinator, Micro
Credit Dept., and Mr. Rajesh Das who were our reporting officer on behalf of the Executive
Director, NBJK and who provided us with their invaluable suggestions at all stages of this
study. Their personal attention was instrumental in making this experience extremely
insightful and enjoyable.

Last but not the least, we would like to thank all the other staff of NBJK for their
valuable time and cooperation. Without their help and support this project would not have
seen the light of the day.

Pankaj Kumar Singh (25083)

Umanath Mishra (25049)

IRMA.

2
 EXECUTIVE SUMMARY

Project Title: Understanding Organization

Organisation: Nav Bharat Jagriti Kendra, Hazaribagh.
Reporting Officer: Mr. Girija Satish, Executive Director, NBJK, Hazaribagh and Mr.
Rajesh Das, Branch Manager, Ranchi Branch, NBJK.
Faculty Guide: Prof. Nivedita Kothiyal
Students’ Name: Pankaj Kumar Singh (25083) and Umanath Mishra (25049)

Objective: Objective of the study was to have a thorough understanding of NBJK as an

organization, its history, its structure, external & internal environment, culture, values, and
strategies in both formal and informal way.
Methodology: In order to study the organization we talked to the Executive Director, Branch
manager, Project coordinators, Field supervisors, Community Organizers and Other staffs.
We also talked to the beneficiaries in the Programme areas of NBJK. Literature review like
Annual Reports, Project proposal and Memorandum of Understanding with Donors were
used as secondary sources for data collection about the organisation. Job analyses for Staffs
at various levels of hierarchies were conducted through formal interviews.
Scope of the Study: The scope of our study was limited to the Coordination office at
Hazaribagh and Branch office at Ranchi.
Insights of the organization: NBJK is actively working in over 500 villages with staff
strength of 358. Currently NBJK is working on 35 different projects funded by more than 40
funding agencies. Out of these 35 on going project the major ones are Clean Jharkhand
Project, Educational Projects, Health Projects and Micro Credit. Clean Jharkhand Project and
Micro Credit projects account for 50% of its annual budget. Micro credit project was funded
by the Donor agency CORDAID in the year 1993 but as of now it has become self
sustaining. Last year NBJK disbursed a total of 4.29 crores of rupees trough micro credit
program and over 41.7 lakhs women have taken loan from NBJK since the project has been
launched. Repayment rate is as high as 96%. Another major project is clean Jharkhand
project funded by ICEF (India Canada Environment Facility). It’s an Rs 7 crore project with
a time frame of five years. Organization runs 116 educational centres out of which 7 are
formal centres and 108 non-formal centres. One centre is for the mentally challenged
children. NBJK also implement a number of health projects.
Learnings: One of the major observations was that without proper HR policy it becomes
very difficult to retain employees for longer duration. NBJK, in spite of being one of the
largest and oldest NGO in Jharkhand, don’t have well defined recruitment as well as
promotion policy. Till now NBJK does not have any insurance coverage for its field staffs
those who regularly travel on bikes. On various fronts NBJK even violates the labour law
issues like number of fixed hour of weekly work that has to be performed and holidays. The
employee turnover in NBJK is quite high. This is because it is a flat organization with very
limited level of hierarchy and so the chances for promotion are restricted. Most of the
professionals use it merely as a platform for attaining their further career growth and switch
to other job as soon as they get an opportunity.

3
 Table of content
4.1.1 Primary sources.........................................................................................................1

List of Table

Title Page no
Sl.No
1 Executive committee 4
2 Area of Operation 6

List of Figures

Title Page no
Sl.No
1 Area of Operation 8
2 Organization Structure 11

List of Abbreviation

P.C Project Coordinator

A.P.C Assistant Project Coordinator

MoU Memorandum of Understanding

E.D Executive Director

V.O Voluntary Organization

Lok Samiti A non political pressure group

NFE Non Formal Education

ICEF India Canada Environment Facility
PD Pocket Development Committee
C
PACS Poorest Areas Civil Society

4
5
1. OBJECTIVE

Objective of the study was to have a thorough understanding of Nav Bharat Jagriti
Kendra as an organization, its genesis & history, its structure, external & internal environment,
culture, values, and strategies.

2. SCOPE

The scope of our study was limited to the Coordination office at Hazaribagh and Branch
office at Ranchi.

3. LIMITATION OF THE STUDY

Our study was limited to two offices of the Nav Bharat Jagriti Kendra, the Coordination
Office at Hazaribagh and Branch office at Ranchi. Out come of our study can not be
generalised for other similar organization working under similar external environment and
geographic location because of the limited sample base that we studied due to time constraint.

4. METHODOLOGY

To complete our study and to get better understandings of the organization, we adopted a
number of methods such as
 Unstructured interviews – this was an open ended talk with staffs and beneficiaries without
pre determined questions.
 Semi structured interviews – set of questionnaires was used for this purpose.
 Informal and formal group discussions, appreciative inquiry and silent observations.
 Field visits and interaction with the beneficiaries were also done to understand the working
of the organization.

4.1 Sources of Data:

4.1.1 Primary sources

4.1.1.1 Participant Observation

 The routine activities of the employees at all level were observed in order to understand
their roles and job. Unobtrusive observation helped in understanding the organizational culture
as well as the hierarchy within the organization.

4.1.1.2 Semi-structured interviews and informal discussion

Semi-structured interviews and informal discussions were held with the employees
during the tea breaks or lunch time on organisational issues like its structure, human resources,
area of operations, nature of projects being implemented and its effectiveness.

4.1.1.3 In-depth interviews

In-depth interview of the Project Coordinators and Assistant Project Coordinators were
conducted with the help of a check list. The check list had two parts, first dealing with the Job
Analysis and second dealing with the organizational issue like goal setting, culture, leadership,
communication within the organization, management style, handling of conflict etc. Total 14
P.C./A.P.C. were interviewed at the Coordination Office while 12 P.C./A.P.C. were interviewed
at the Ranchi Branch Office. The check list for the interview is attached as Annexure – I.

4.1.2 Secondary sources

4.1.2.1 Annual Reports

The review of past five years Annual Reports was done to understand the organisation’s
profile and its achievements in the past five years. It gave an insight into the opportunities and
threats/constraints the organisation faced during the last five years and how the organisation
responded to it. It also gave an idea of how the organization has performed over the years.

4.1.2.2 Project Proposals and Memorandum of Understanding Signed with the Donor Agencies
A review of the various project proposals and MoU (memorandum of understanding)
singed with the donor agencies and partner agencies gave us an insight of the basis on which
the organization was able to mobilize fund for its projects.

4.1.2.3 Financial statements

 The financial statements of last three years were studied to understand the sources of
funds, the way funds are utilised and the financial condition of the organization. The financial
statements of the last three years and its analysis are attached as Annexure – II.

4.1.2.4 Internal Reports

Internal reports in the form of daily planning and reporting to superiors at each
hierarchical level helped us to understand the communication pattern followed within the
organization, how monitoring is done and the levels of hierarchy in the organization.

5. GENERIC DATA

5.1 Identifying Information:

5.1.1 Organisation name and contact details:

Name : Nav Bharat Jagriti Kendra (NBJK)

Address:-
Registered Office : At : Bahera, P.O.: Brindavan
Via :Chouparan, Dist.: Hazaribag
Jharkhand, India
Pin : 825 406
Co-ordination Office : At : Amritnagar, P.O.: Korrah
Dist. :Hazaribag, Jharkhand, India
Pin : 825 301
Phone No. : 06546 – 263332(O), 223143(R)
Fax No. : 06546 – 263332(O); 224228(P&T)
E-mail : nbjkco1@rediffmail.com
satishgirja@rediffmail.com

5.1.2 Registration details :

• Society Registration Act, XXI, 1860 by IG Registration, Govt. of Bihar, Patna,
Registration No. 61/1974-75, dated 26/9/1974
• F.C.R. Act 1976 by Ministry of Home Affairs, Govt. of India, New Delhi,
Registration No. – 337750015, dated 4/1/1985
• PAN No. : AAAA NO 398 R
• Registration Under 80 G of IT Act- 6222-24-Dhanbad dated 10th Jan. 2001.

5.1.3 Governing Body:

The Governing Body constitute of nine members Executive Committee including the President,
Secretary and the Treasurer. These three are the founder member of the organization. The table
number 1 gives the detail of the executive Committee

TABLE NO. 1

S.No. Name and address Designation

1. Sri Girija Nandan “Girija Satish” President

Gandhi Nagar (SE), P.O. College More, Hazaribag

-825301, Jharkhand.

2. Sri Satish Kumar “ Satish Girija” Secretary

Gandhi Nagar (SE), P.O. College More, Hazaribag –
825301, Jharkhand.
3. Sri Prabhu Nath Sharma Treasurer
Nav Bharat Jagriti Kendra, At- Bahera, P.O. Brindavan,
Via Chaparan, Hazaribag, Jharkhand.
4. Sri Bhagwan Singh Member
Near DET office, Ravindra Path, Hazaribag- 825301
Jharkhand.
5. Sri Banwari Kumar Member
Baheratand, P.O Brindavan, Chauparan, Hazaribag-
825301, Jharkhand.
6. Dr. Mandakini Pandey Member
301, Amitabh Kunj, Budha Colony, Patna, Bihar
7. Sr. Lily Mathew Member
Lok Chetna Samiti,(in front of Chaugaddi Stoop),Sita
Rasoi, P.O Sarnath, Varanasi.
8. Sri Sheo Sharan Bhai Member
Nav Bharat Jagriti Kendra, At: Bahera, P.O Brindavan,
Chauparan, Hazaribag- 825301, Jharkhand.
9. Smt. Roshni Dhruv Shah Member
“Prasad” 22, Sweet Home Society, BIHSHREYAS
CROSSING, Near SHREYAS Foundation, Ambabadi,
Ahmedabad, Pin – 380015, Gujarat.
5.2 Brief Profile of Executive Director:

Mr. Girija Satish the founder member of the N.B.J.K. is the Executive Director of the
organization. He along with three other friends started this organization way back in 1971. He
did his graduation from the Regional Institute of Technology, Sindri, Dhanbad and was
working as an Engineer in the Bokaro Steel Plant when he resigned from the job and took
social service as the mission of his life. The deprived situation of the people in the area along
with the influence of the Great Sarvodaya Leader “Lok Nayak Jai Prakash Narayan” acted as a
stimulant for him to shun his lucrative career and plunge into the humanitarian and social
service. He has also undergone training at various reputed developmental agencies.

5.3 Organizational affiliation:

The organization over the time has got affiliated with many donor agencies. It acts as a
mother organization for over 300 small voluntary organizations working in the state of
Jharkhand and Bihar. It runs a project titled “Small Group Support Programme” to provide
support to these small organizations. Technical, legal, financial and human resource support is
provided to these network organizations for capacity building. Training programme for these
organizations is organized at regular interval. The organization is also affiliated to various
Departments of Government, who seeks its help in implementing various developmental
programmes.

6. GENESIS AND EVOLUTION OF THE ORGANIZATION

The foundation stone of Nav Bharat Jagriti Kendra was laid in 1971, by four
engineering graduates who were sensitive to the cause of deprivation of the poverty stricken
masses. Highly moved by the condition of the poor villagers in Bihar, trapped in the vicious
circle of poverty they decided to shun their career and plunge into nation building and service
to the poor. Deeply influenced and motivated by Jai Prakash Narayan, they initiated social
work with a small hamlet of Dalits in Bahera village of Hazaribagh District. They gradually
extended in many villages.
 Nav Bharat Jagriti Kendra (NBJK) formally came into existence in 1974, when it got
registered under Society Registration Act, XXI, 1860 and under Foreign Contribution
Regulation Act, 1976 in the year 1985.

Over the year it has extend to many new areas and at present through its branch offices
and network organizations, it provide various services to the poor and needy of over 30 districts
of Jharkhand and Bihar.

Initially the organization worked on very limited issues, but today it is implementing
more than 35 developmental projects (for details see table no-2).

6.1 Area of Operation:

NBJK is directly implementing its activities through its eight branch offices in five
districts of Jharkhand and two districts of Bihar, covering 29 blocks and above 1500 villages.
Table No. 2 and Figure No. 1 depicts its wide area of operation.

TABLE NO. 2

S.n. NBJK Name of the Projects Total Total Total Approx

Offices Block ward Villages Direct
s s in And Slums Beneficiaries
towns
1 Hazaribag Micro Credit, Credit 7 4 540 villages 27,000
Plus, RIP, Action Against Villagers
Child Trafficking, Kopal, &
PACS, Lok Samiti, FCC, 2000
CBR, CMH, Adopt a households in
Mother Save her Child, the town.
RACHNA, Reproductive
Health Family Welfare,
CJP, Maternal & Child
Health, Strengthening
Primary Education
Program, Spandan,
Small Group Support
Program, Primary and
Secondary schools
2 Ranchi CJP, Micro Credit, Lok 12 14 463 villages 25,000
Samiti, Swashakti, beneficisries
CBRE, Socio Economic in villages
Development project of &
the poor and people with 27,999
disability, Kopal, househols in
Reproductive Health & the town
family welfare, CBR,
Swasthya Apke Dwar,
3 Khunti & Integrated Tribal 2 289 villages 32,000
Murhu Development Program,
CBR, Reproductive
Health & Family
Welfare, Lok Samiti
Setu Vidyalayas
4 Koderma Micro Credit, RIP, Lok 4 5 60 villages 1000
Samiti, CJP, Rural villagers &
Building Center Program 1200 HH in
the town.
5 Chauparan Eye Hospital, Low Cost 1 300 villages 4500
Technology Application
for integrated village
development,
Environment Enrichment
program, RACHNA,
Primary and Secondary
Schools, NFE Centers
and Lok Samiti
6 Pakuria Micro Credit, 1 42 villages 900
Community
Development Program,
Watershed Program,
Women group
Strengthening and
Nutrition Program, Rural
Building Center Program
7 Bodh Gaya Orphanage 1 N.A N.A 50
8 Patna Micro Credit, Lok 1 1 15 Slums 1500
Samiti, Community
 Based SWM in Slums,
NFE Centers Socio-
Economic Development
of women and children
in Slums
Total 29 24 1,694 91,950
Villages and villagers and
15 Slums 31,199
households in
the towns

Figure No. 1

7. SUPER-ORDINATE GOAL:
The organization is a non-profit, non- governmental organization. It aims to establish a
“just” society, in which no one remains hungry, unemployed, discriminated and exploited.
These aims are derived from vision and mission and core values of the organization.

7.1 The Vision:

 To establish a progressive, peaceful, and a just society based on the values of equality,
fraternity and mutual help.

7.2 The Mission:

To educate, organize and empower the rural poor to promote development as a
liberating force for achieving social justice, economic growth and self-reliance.

7.3 Core Values:

Participatory development approach, mutual sharing of ideas & information with the
voluntary development organizations, empathy towards the poor and oppressed, faith in
knowledge and capacity of the poor, oppressed and marginalised and a firm belief that they can
make a difference in the life of rural poor are the core values of N.B.J.K. Based on our study
and observation we found that many of the employees even at the project coordinator level
were not aware about the mission and vision of the organization and most of them had joined
NBJK just for the sake of employment. Core values were not strongly shared.

7.4 Aims and Objectives:

• To strengthen encourage and practice the concept of social service.
• To promote education, livelihood of the poor, preservation of natural resources,
generate awareness, health and sanitation, social justice, self reliance and advocacy of
social and developmental issues.
• To interact and work with various regional, national and international institutions for
establishing a just society.
• To provide support to the different organization having similar objectives.
• To organize, conduct, sponsor seminars, workshops, conferences, exchange of visit and
ideas etc. on various aspects related to health, livelihood and natural resources.
• To support, fund, collaborate and sponsor the similar projects being conducted by other
similar organization.
• To issue request for funds, donations and grants for funding the projects.

7.5 Shared values:

• No employee shall commit any misconduct.
 • All employees and other trainees shall practice absolute honesty and integrity
related to financial and other matters.
• Every member of the organization shall behave with member of opposite sex in
dignified manner.
• Each employee shall do his/her work with conviction, high motivation and shall
work together towards a common goal and mission.
• All staff shall pay due respect to higher authority and their superiors.

8. ORGANIZATION STRUCTURE
At present, there are two key persons in the organization who held the control and are
responsible for the whole working of the organization. These two are the founder members of
the organization and act as President cum Executive Director (Er.Girija Nandan “Girija
Satish”) and Secretary (Er. Satish Kumar “Satish Girija”). The Executive Director takes care of
the implementation of the projects and administration of the organization while the Secretary is
responsible for the fund raising and liaison with funding agencies. Both are member of the
executive committee also, along with the third founding member, Er. Prabhu Nath Sharma, who
acts as treasurer of the organization. There are six other members of the executive committee
but the Executive Director, the Secretary maintains tight control over the organization and
without their approval, no decision can be taken in the organization. One of the reasons for
maintaining such tight control over the organization is that they perceive the organization to be
their brain child and assume total responsibility for the sustenance of the organization. Lack of
employee sharing the same mission and vision may be the other reason. This has also prevented
the emergence of a second rung of leadership in the organization. Figure no. 2 depicts the
organizational structure.
 Figure No. - 2

Executive
Committee

Executive
Secretary Treasurer
Director

Advance Manager
Planning Finance
z
Departmen Project Manager Branch
t coordinators Personnel Managers (6)
(14) Accountants
of different
Assist. Project Branch
Office In
Assist. Project charge Coordinators
Coordinators

Block
Block Supervisors Supervisors

Field Workers Field

Workers

COMMUNITY

The advance planning department report directly to the Secretary, while the Manager
Finance reports to the Treasurer and the Executive Director. All the P.C. and Branch Heads
report to the E.D. Advance Planning Department is responsible for project formulation and
arranging fund from the donor agencies. P.C.s are responsible for the implementation of the
projects. They are assisted by the A.P.C. and the Block Coordinators. Field Workers are at the
lowest level of the hierarchy.

9. ACTIVITIES CARRIED OUT BY NBJK

There are six thematic areas in which N.B.J.K. works. They are:
• Micro Credit
• Education
• Promotion & Facilitation of Small Voluntary Groups
• Mass Awareness and Social Action Programmes
• Advocacy & Governance
• Health & Sanitation

Some of the major projects implemented by N.B.J.K. along with their objective, donor partner
and the achievements have been given in the Annexure-III.

10. FUND RAISING

10.1 Donor Agencies and Partner Organizations:
NBJK has been working for the last 34 years and during this period it has developed a
very good rapport with the donor agencies and the partner organization. During the last
financial year there were in total 44 donor agencies and partner organizations which provided
fund for the various programmes implemented by the NBJK. The list of these agencies has
been attached as Annexure-IV. Due to the excellent rapport NBJK face very little difficulty in
mobilizing fund for its programme. Apart from the existing donor agencies, search is
undertaken to find new donor agencies by the advance planning department. Effort is directed
in the direction to find donor agencies having the agenda in congruence with the proposed
programme of the NBJK.
10.2 Process of Fund Raising:
The process followed by NBJK for fund raising involves four steps.
• First of all the donor agency whose agenda matches with the objective of NBJK is
identified by the help of network of contacts and the Directory of Foundations, Funds and
Granting Agencies that support varied programmes in India. This directory is published by
 the Indian Institute of Development Studies, Research and Training. It is an excellent
source of information on donors and the programmes they support.
• In the second stage a concept paper is sent to the donor agencies. The concept paper is
prepared according to the following guidelines:
Guidelines:
1. What problem/issue is this project expected to help solve?
2. How did NBJK identified this issue? What is the process adopted? How were the
beneficiaries involved?
3. What is this project intended to achieve?
4. How does it relate to the donor’s major programme thrust?
5. How would it add value to the work of organization?
6. How do NBJK propose to address the issues?
7. What lessons have drawn on from the past experiences in coming up with project idea?
8. What are the likely main activities of the project?
9. How will the beneficiaries be involved in the planning implementation and
management of the project?
10. How long is the project likely to last?
11. Budget: What is the likely total project cost?
Sl. No. Project Item Estimated cost (in Rs.)
1.
2.

What is the approximate amount required from the donor? Where is the balance of funds for
this proposal coming from?
A good concept paper usually results in the solicitation for a proposal or in the donor paying a
visit to the project.
• In the third stage a detailed project proposal is sent to the donor agency. The project proposal
contains the organizational details, project title, goal and objective of the project, the details
of target population to be covered, the operational area, rationale behind choosing the
proposed operational area, implementation plan, activities to be undertaken, human and
financial resource requirement and the mode of monitoring and evaluation of the project.
• In the fourth and last step, if the donor agency passes the project proposal, a memorandum of
understanding is signed between the NBJK and the donor agency.
Some donor agencies have their own prescribed format for proposal writing and advertise in
the Dallies about the availability of funds. NBJK also keeps an eye on such advertisement.
11. STAFF
11.1 Recruitment:
Recruitment is one of the major activities of any organization. Success of organization
in achieving its desired objective depends upon the quality of employees hired. Each
organization develops its own recruitment strategy depending upon its necessity. NBJK is
having 348 employees currently who work at different branches at different position. Besides
selecting suitable candidates from colleges imparting social work and rural management degree
like XISS, Ranchi, the organization also advertises in leading local & national dailies about job
vacancies. Selection criteria are different for different designations like they prefer
professionals from rural development field or from social work field for P.C.and A.P.C. Besides
those, they need support staffs also and their qualifications are different. One thing needs to be
mentioned here is though they use different mechanism for the selection of coordinators and
the field staff but they don’t have any well established and standardised recruitment policy. Due
to this reason they face problem in getting appropriate candidate for example a candidate
having Masters degree in environmental science was working as field staff along with others
having higher secondary degree.

Though applications from of interested candidates are short listed on the basis of their
educational qualifications and experiences but a wide gap exist between job and the
qualification. As the unemployment level is very high in the region they don’t find shortage of
job applicants and they easily get employees .After short-listing the candidates, personal
interviews by a panel of experts are conducted. Through this interview they try to judge
suitability of candidates in terms of various competencies, strengths, past experience and
aptitude etc.
Every appointed person is kept on probation for a period of three months. The probation
may be extended if required. If the service of an employee is not up to mark he can be removed
after giving a notice of one to three months. An employee contract is renewed for further one
year if his service is satisfactory. This contract is applicable only for P.C and A.P.C level
employees.

11.2 Induction & Socialization:

There is no formal mechanism for the proper induction and socialization of the newly
recruited employee in the organization. The employee is just introduced to the others and that’s
all in the name of socialization. Employees establish relationship with the others in due course
of time through their own efforts. This is because except for a few most of the employees are
new in this organization and they don’t feel strongly associated with the organization .There
exist no culture such as story telling or any symbol that can create strong bondage. Culture
develops over the long period of time but in NBJK as employee turnover rate is very high it
inhibits the growth of strong culture within organization.

11.3 Staff Turnover:

The employee turn over is high, especially at the P.C. /A.P.C. level. The main reason for
high turnover in case of professionals is the poor pay structure and second reason is the lack of
growth and chance of promotion as it is a very flat organization. There are more opportunities
of growth outside after attaining few years of experience as compared to opportunities when
one decides to remain in the organization. So these professional use NBJK as a launch pad and
as soon as they get any better offer they leave the organization.
The turn over is not so high in the case of the Block supervisors and the field workers
because in the given environment there is lack of opportunity. And there are some employees
who have been working for the organization since its early days and have developed a bond for
it. Including Hazaribagh and Ranchi at least 15 coordinators have left the organization just
within last 6 months. Though the employee turn over is high at the P.C./A.P.C. level, it is not
dysfunctional in nature as replacements are easily available.

12. SKILLS
12.1 Basic training skill
NBJK organize training camps for its field staffs from time to time.Incase of field staffs
working under Clean Jharkhand Project they are taught about the concept of solid waste
management and the teqniuqes of picking up various kinds of wastes. Field staffs working
under micro credit are trained in book keeping and techniques to study potential credit group.
Staffs are trained for any new approach which has to be followed in the projects. NBJK has two
well furnished training halls at its coordination office which is used for training. Resource
person from outside the organization are also called when there is need. P.C.s are also sent to
attend seminars and workshop in funding agencies and other institutes. NBJK also acts as a
capacity building organization for its partner organizations and other VOs and NGOs in
Jharkhand. Training programmes are organized at regular interval for personnel of these
network organizations.
12.2 Language
Employees need to be well versed in both Hindi and English languages. Besides
providing training NBJK also disseminates information by documents like books, pamphlets
and booklets. It publishes documents mainly in Hindi so that the field staffs can easily
comprehend it. Knowledge of English is must for its employees who are working at P.C./A.P.C.
level because they have to submit proposals and report to donor organizations in English.
Command over English is especially required when dealing with foreign funding agency.

13. DETERMINANTS OF ORGANIZATIONAL STRUCTURE

13.1 Complexity:
Complexity is defined as the degree of differentiation that exists within the
organization. The differentiation can be horizontal differentiation that is between the units,
vertical differentiation that is depth in the structure and spatial differentiation which
encompasses the degree to which the location of an organization’s facilities and personnel are
dispersed geographically.

13.1.1 Horizontal Differentiation

Horizontal differentiation is low because the functional specialization is high among the
Block Supervisors and the Field Workers while it was found to be moderate among P.C./A.P.C.
The social specialization is very low among field staffs and block supervisors but moderate
among the P.C./A.P.C. Work of all the field staffs are essentially the same even if they are
working in two different projects. Similarly though there are some differences in the modus
operandi of different projects, P.C. can take each other job and most of the time on P.C. is
looking after more than one project.

13.1.2 Vertical Differentiation

N.B.J.K. is a flat organization with basically 4 levels of hierarchy. Vertical
Differentiation is also low.

13.1.3 Spatial Differentiation

Spatial differentiation is moderate in N.B.J.K. It’s most distant branch, Patna, is 250
km. from the coordination office.

13.2 Formalization:
 Formalization is the degree to which the jobs within the organization are standardized.
Formalization is high at lower level while it is moderate at P.C. level.

13.3 Centralization:
Centralization refers to the degree to which the decision making is concentrated at a
single point in the organization. In N.B.J.K. all final decision are made by the E.D. so we can
say that centralization is high in N.B.J.K. There is some decentralization at the P.C. level
regarding the projects and its implementation but the final authority lies with the E.D.
Thus we can say that complexity is low at N.B.J.K. Observation does not matches with the
organization theory that we have learnt because we found that NBJK was neither completely
centralized in the sense as the coordinators has been assigned some degree of freedom in
deciding the activity break-up of yearly budget nor it is completely decentralized in the sense
that ultimate power lies with E.D and all final decision should pass through him. So what
appeared to us apparently decentralized kind of set up has a very strong centralized
functioning.

13.4 The Life Cycle Perspective

N.B.J.K. is in the evolutionary phase. When viewed from the life cycle perspective it
can be located some where between the third stage and the fourth stage that is between the
Formalization & Control Stage and Elaboration of Structure Stage. Formal rules and procedure
are in place in N.B.J.K. Decision making is conservative and organization has reached a stage
where it will exists beyond the presence of anyone individual. At the same time, organization is
diversifying its market and products (area of operation and services in this case). Gradually the
decision making is being decentralized and Branch Manager are given more decision making
power.

14. DESIGN OF THE ORGANIZATION

According to the Henry Mintzberg’s organizational design frame work, the design of
the NBJK is that of a Simple Structure. NBJK is low in complexity, has authority centralized in
E.D., it is a flat organization with an organic operating core and almost everyone report to the
one person strategic apex that is E.D. All important decisions are made by the E.D. This
structure favours the E.D. who is the founder member of the organization. This structure
worked fine till few years back but now with opening of new branches and expanding area of
operations this structure is posing some problem. Recently the Branch Heads have been given
some discretionary power. To remain effective and efficient NBJK needs to restructure itself.

15. EFFECTIVENESS
To bring about a change in the lives of the poor rural masses and to obtain the
organizational goal NBJK follows Goal – attainment approach. For each project which it takes
verifiable and measurable goals are developed. The condition under which it has to be
accomplished is specified. The degree to which each goal must be satisfied is also specified.
The goals at the P.C. level are dependent on the objective of the project and the activities which
are to be carried out. The goals at the Block Supervisor and Field Staff level are decided by the
P.C. but before fixing them they are discussed with the employees and their view point about
the target are also taken in to consideration. Actual performance is then measured and
compared with the goals.

16. TECHNOLOGY
The task variability is quite low in the area in which NBJK works. On the surface it
may appear that since NBJK is working in so many areas task variability may be high, but the
information need, technique and process used are almost same in all the projects. NBJK use
group base intervention and community involvement in all the projects. Similarly the problems
are well defined and analyzable. Keep these factors in mind we find that the technology used
by the NBJK is “Routine” according to Perrow’s classification.

17. ENVIRONMENT IN WHICH THE ORGANIZATION WORKS

The environment in which NBJK works can be considered to be a “placid-randomized
environment” which is relatively unchanging and poses least threat to the organization.
Changes take place slowly over the time. The general environment is quite stable.

17.1 Government:
NBJK have an excellent rapport with the government which over the time has become
more supportive for its activities. NBJK implement many projects in which liasioning with the
Government Officials are required and most of the time they are supportive. Last year
Government of Jharkhand has provided a well equipped ambulance to NBJK for its health
projects.
17.2 Donors:
NBJK over the years have established excellent rapport with the donor agencies. Its
track record has impressed the donors much and NBJK rarely faces any fund crunch for its
programmes. The list of the Donor agencies is attached as Annexure – IV.

17.3 Community:
NBJK has been working for the community development for the last 34 years and had
made a difference in the lives of many. It has a strong support of the community which is
reflected by the active participation of the people in its all programmes, rallies and meetings.
There are above 5000 active members of “LOK SAMITI” and more than 20000 over all
members.

17.4 Work Force:

Though the turnover rate is high at the P.C. / A.P.C. level the work force is quite stable.
There is no dearth of young professional who want to join NBJK as it has a good reputation
among the donor agencies and after working for one to two years at NBJK better opportunity
can come their way. NBJK is always able to get the required workforce and never faces any
crunch. The work force is quite disciplined and there has been any incident of misbehaviour
from the employees.

17.5 Legal Environment:

Apart from the recent incident when the Bihar Government issued a circular to scrap the
registration of the organization registered in Bihar but working outside, NBJK has a very stable
legal environment. Another incident which troubled NBJK happened a few years back when it
failed to comply with the minimum wage act, and some of the field staff filed a case against the
NBJK on this account and ultimately NBJK had to pay the compensation amount. Right now
NBJK strictly follows the wage decided by the Government of Jharkhand.

18. STYLE/CULTURE

18.1 Management Style

The style of management in NBJK is a bit traditional and autocratic. At the strategic
level the Executive Director takes all the decisions and the employees do not have any say in
this aspect. It is the Executive Director who decides on the projects to be undertaken and who
will over see which project. However the E.D. is easily available for all the employees for
guidance and if any employee is having any grievances he can directly approach the E.D.

18.2 Attitude towards Work and Work Environment:

Almost every employee has the feeling of responsibility to his/her work. There is a full
fledge monitoring and reporting system which forces the employees to meet their targets. Some
of the employees do have an inner conviction to work for the upliftment of society and their
approach towards the job is different from the others. The work pressure is high so employees
don’t interfere in each other work. There are peer groups and group members do help each
other in time of difficulty but are reluctant to help member of other group.

18.3 Communication Pattern

There is two-way communication in this organization. Information travels both way up
and down by various means. The preferred modes of communication are telephone, local area
network, memos and by meeting personally. The goals and activities are decided together by
the superior and the subordinate staff. All information are related to the activities to be done
under various projects and budget associated with each of the project. This communication also
includes daily planning and reporting to superiors.

18.4 Role Clarity:

At the time of recruitment each employee is assigned a particular job and the roles and
responsibilities are quite clear. But as the time passes and the employee gain the understanding
of the working of the organization the role clarity is lost to some extent. This occurs because of
constant churning of the work force and assigning of additional responsibilities. This is more
evident at the P.C./A.P.C. level when they are assigned additional projects in case any P.C.
leaves the organization.

19. MANAGEMENT INFORMATION SYSTEM

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

standardization of procedure, data storage, retrieval and processing. An MIS is designed in
congruence with the basic problems stated and interrelationship of data flow in the
organization. At NBJK the main purpose of MIS was to look after all accounting activities .So
based on our observation we would rather like to call it accounting system because the role
MIS is performing is basically related to daily inflow and out flow of funds under various
projects head .They call it there MIS system .There accounting system is so good that one can
even easily trace even a meagre amount that has been with drawn out of the coffer.

The objectives of NBJK’s MIS are as follows:

• To provide summarized data on programmes and selected program indicators at project

level.
• To monitor the progress of the program quantitatively and qualitatively.
• To provide accurate timely database for further planning.
• To evaluate periodic and final impact of the program.
• To report to the donor agencies.

NBJK’s MIS caters to the project and donor requirement. MIS system of NBJK is quite
extensive. Various kinds of reports are prepared to help the management take informed
decisions. Some of them are:

• Daily & Weekly plan and report.

• Monthly, quarterly, half yearly and annual reports of the program.

• Reports with respect to each employee.

• Planned budget and actual expense report for every programme.

• Day book, cash book and ledgers.

• Activity planned and conducted report.

• Quarterly achievement report to the donor agency.

20. SWOT ANALYSIS

20.1 Strengths
(1) NBJK has been able to build good rapport with donor agencies over the years and due to
this reason they don’t find dearth of projects and shortages of funds but this strength has started
to convert in to weakness and after clean Jharkhand project supported by ICEF budgeted at Rs
7 crore and time frame of 5 years no big project has come therefore they have recruited one
young professional from voluntary social organization U.K and these days she is trying to
restructure the project of NBJK and looking for new areas where NBJK can venture.
(2) NBJK enjoys good amount of credibility among its stakeholders and it is because of its
reach to the far flung areas of Jharkhand
(3) NBJK has fairly good accounting system and due to this reason they have a transparency in
all of its financial dealings.
(4)Strong liaison with government helps them to influence the policy measures
(5) Network with more than 300 NGOs from Jharkhand and Bihar make its reach possible to
distant and remote areas.
(6)NBJK has more than 34 years of experience in project planning, field level working,
implementation, monitoring, evaluation, training and capacity building.

20.2 Weakness
(1) As the organization is highly centralized staffs even at the level of project coordinators
don’t’ have much scope for decion making .Also due to its flat structure there is least chance of
growth and promotion this keeps employees at very low level of motivation.
(2) High turnover at P.C. & A.P.C. level. In just about 6 month 19 staffs have left the job.
(3) Communication channel is lengthy .Even if a meager amount has to be drawn from the
approved budget .PC will have to take again from APM and PM.Also if a field staff has to go
vacation his/her leave applications will have to pass through 2-3 level of communication.
(4) Project based funding support restricts its activities and also restricts the growth prospects
of its employees.
(5) Remote area of operation limits the
(6) Mobility of female professionals
(7)No proper HR policy in place leading to de-motivation of the employees.

20.3 Opportunity
(1)Ample opportunity for further expansion
(2) Can become Umbrella Organization

20.4 Threats
(1) Project based funding, so uncertainty of funds which hinders sustainability
(2) Change in Govt. policies can pose a threat to its existence itself .This was very much
proved recently when the Bihar government decided to cancel the registrations of those
organization which are listed in Bihar but operating in Jharkhand .As NBJKis registered in
Bihar and registration goes back to 1974 .If this is cancelled by the Bihar government they will
have to get register themselves afresh and this will create problem in getting out side funds sa
the donors mostly prefer old organization with enough experience .
(3) Naxalism is a big threat for any organization operating in the remote areas of Jharkhand

21. LEARNINGS AND RECOMMENDATIONS

NGOs are a typical organization and all organization theory which we have learnt can’t
be applied without some fine tuning. We have seen that organizations are not a constant entity
but are always in a dynamic state adopting and adjusting with its environment. The external
environment plays a major role in their evolution. The kind of environment that NBJK faced
during its early days has undergone a change necessitating a change in the strategy adopted by
the organization. The commitment of the initial years’ workforce was a major driver for NBJK
success in establishing itself as a credible community welfare organisation. However, with
changes in the environment and with government and other NGOs appearing on the scene with
their own agenda, NBJK has modified itself and brought about changes like formalization to
effectively utilize its staff (specially the field staffs) so that it could maintain its social
credibility among the target population. It has also diversified itself in terms of nature of the
project it implements. Earlier the focus was only on the rural development but now it has also
started its activity in the urban areas and has taken up projects as diverse as girl child
trafficking, advocacy against female foeticide and solid waste management. With the passage
of time as the organization has grown, there is also some attempt to decentralize. Even though
almost all final decisions are made by the Executive Director some power has been delegated
to the Branch Heads.

21.1 Improvement in the Reporting System:

In NBJK we found that every P.C. has to approve his daily plan and submit daily report
to E.D. This is mostly done on the intercom and in the morning this is the first thing a P.C. do.
As every one is trying to reach the E.D. at the same time over the phone, a lot of time is wasted
waiting to get connected. The morning hour is considered to be the most productive hour of the
day and by the time last person gets to speak to the E.D. he has already lost 1-1.5 hours.
Weekly planning and reporting is also done in the organization. So we recommend that daily
planning and report should be deleted and only weekly planning and reporting should be done.
21.2 Proper HR Policy:

Though NBJK is the largest NGO of the state and has been working for the last 34
years, there is no proper HR policy is in place. Performance Appraisal is done subjectively in
absence of proper objective, measurable and verifiable performance indicators. Increments
given to the employees are not based on measurable criteria. There is no structured salary
system in the organization. This is because of the fact that due to high unemployment level
people are ready to work even at lower salary so they don’t protest even if they are underpaid. .
There is little chance of growth as the organization is very flat. All these de-motivate the
employees and are the reasons of high turnover of the employees. Organization should put a
proper HR policy in place as soon as possible to decrease the turnover rate.

21.3 Improvement in the Work Environment:

The work environment is not very conducive. There is frequent power cut and back up
does not work always. This distracts the attention of the employees. The filing system is also
not good and lots of files lie here and there. This waste a lot of time while searching for a file.
The cubicles are shared by different project coordinators and it cause disturbance in working.

The organization since its inception in 1971 has come a long way but it is still
dependent on one person the Executive Director. No second rung of leaders have emerged who
can take over. This raises a big question over the sustainability of the organization. Due to the
high turn over rate of employees no particular culture could develop in the organization. Most
of the activities are carried on the ad-hoc basis. No formal rules and regulation are in place.
Probably, any NGO working in such an atmosphere in India would be facing the same problem
and it would be difficult to apply the concepts of Organisational Theory, which were developed
in the context of highly structured organizations, in their literal sense in such organizations.
 List of Reference

1. Annual Report (2004 & 2005), Nav Bharat Jagriti Kendra, Hazaribagh, Jharkhand.
2. Dessler, Gary Human Resource Management, Ninth Edition, Delhi: Pearson Education
(Singapore) Pte. Ltd., Indian Branch (2005).
3. Garg, Ajay Labour Laws One Should Know, 21st Revised Edition, New Delhi: Nabhi
Publications (2005).
4. Robbins, Stephen P Organizational Behaviour, Tenth Edition, Delhi: Pearson Education
(Singapore) Pte. Ltd., Indian Branch (2004).
5. Robbins, Stephen P Organization Theory, Third Edition, New Delhi: Prentice Hall of
India Private Limited (2003)
6. www.cnr.berkeley.edu
7. www.gallup.com
8. www.nbjkindia.org
 ANNEXURE – I
Check list for the interviews

A) JOB ANALYSIS

1. Name:
2. Designation:
3. Department:
4. Superior’s title:
5. Hours worked:
6. Overall purpose of the job

7. Does the incumbent supervise others? (if yes, list the details)

8. Activities that are part of the incumbent’s supervisory duties:

• Training
• Performance appraisal
• Inspecting work
• Budgeting
• Coaching/ counseling
• Others (please specify)
9. Type and extent of supervision:

10. Job duties:

• Daily duties

• Periodic duties

• Duties performed at irregular intervals

11. Is the incumbent performing duty not presently included in the job description?

12. Educational qualification and other skills required:

13. Experience needed if any:

14. Location of the job:

15. Environmental condition:
16. Health and safety:
17. Does work standards has been established?

18. Are there any personal attributes required?

19. What is seriousness of error on this job?

20. To what job would successful incumbent expect to be promoted?

21. Who does the performance appraisal?

22. Are there any performance indicators already in place?

23. What is the incumbent overall feeling about the job?

24. When did the incumbent join the organization?

25. At what post and what was the salary?
26. What is the present salary?
27. Perks and other benefits including incentives.

B) About organization
1. Organizational folklore if any:
2. Communication:
• Upward or downward
 • Sharing of information
• How much openness exists in communication?
• Is the information loaded in some pocket?
• How much distortion takes place?
• Channels used
• Timely availability

3. Goal setting:
• How are goals set?
• Is it participative or autocratic?
• Is there clarity of tasks and objectives?
• Who provides clarity and how frequently?
• Does the process of goal setting ensure commitment to tasks?

4. Role clarity:
• Do employees know well what they are expected to do?
• To what extent there is ambiguity of roles resulting in tensions, ad-hocism etc?
• Is there periodic dialogue between supervisors and their subordinates to increase
role clarity?
• What is the extent of flexibility/rigidity in defining roles for employees?
• Is it functional or dysfunctional?

5. Culture:
• What are the norms and values in the organization that are widely shared?
• To what extent openness is valued?
• Do people trust each other generally?
• Is there general collaborative attitude among staff?
• Do people value experimentation, risk taking and initiative?
• Is punctuality valued?

6. Management Styles:
 • Is management bureaucratic, entrepreneurial, professional, or conservative?
• What is the style of decision making in relation to new investments, people,
technology, structure and the like?

7. Conflict and their management:

• How frequently conflicts occur and how they are dealt with?

8. Management of mistakes:
• When people make mistakes, how are they handled?

9. Team and team work:

• How much is teamwork valued?
• What are the attitudes of employees to them etc?

10. Work motivation:

• Are people generally satisfied with work and their job?
• What is the level of their involvement?
• Do they take pride in what they do?
• What is the level of loyalty to the organization?
 ANNEXURE – II
FINANCIAL STATEMENTS AND ITS ANALYSIS
NAV BHARAT JAGRITI KENDRA
AT: BAHERA; P.O. BRINDAVAN; CHOUPARAN; HAZARIBAG (JHARKHAND)
CONSOLIDATED INCOME & EXPENDITURE ACCOUNT
FOR THE YEAR ENDED 31/03/2002
S.no Expenditure AMOUNT S.no Income AMOUNT (Rs.)
. (Rs.) .

A EXPENSES 21,669,202.1 C GRANT 16,013,953.96

B DEPRECIATION 8 D BANK INTEREST 236,997.00
1,225,099.29 E GENERAL
CONTRIBUTION & 4,132,844.10
OTHER RECEIPTS

F EXCESS OF
EXPENDITURE OVER 2,510,506.41
INCOME
TRANSFERRED TO
BALANCE SHEET
TOTAL 22,894,301.4 TOTAL 22,894,301.47
7
 NAV BHARAT JAGRITI KENDRA
AT: BAHERA; P.O. BRINDAVAN; CHOUPARAN; HAZARIBAG (JHARKHAND)
CONSOLIDATED BALANCE SHEET
AS AT 31ST MARCH 2002

LIABILITIES AMOUNT (Rs.) ASSETS AMOUNT (Rs.)

CAPITAL FUNDS 12,781,592.60 FIXED ASSETS 9,300,993.64

FUND ACCOUNT 10,247,470.79 DEFICIT ACCOUNT 9,005,247.70

UNSPENT GRANT 3,494,817.44 CURRENT ASSETS

BALANCES CASH – IN – HAND 125,795.01
GENERAL RESERVE 4,768,455.21 CASH – AT – BANK 9,225,354.14
SUNDRY DEBTOR 1,049,540.43
LOANS AND 17,923,541.69 STOCK IN HAND 782,916.70
ADVANCES
WORKING CAPITAL 3,583,544.57 LOAN & ADVANCES
FUND LOAN & ADVANCES 23,274,451.30
SUNDRY 34,033.00 ADVANCE 1,666,008.20
CREDITORS REVOLVING FUND 14,439,553.15
REVOLVING FUND 16,036,404.97

TOTAL 68,869,860.27 TOTAL 68,869,860.27

 NAV BHARAT JAGRITI KENDRA
AT: BAHERA; P.O. BRINDAVAN; CHOUPARAN; HAZARIBAG (JHARKHAND)
CONSOLIDATED BALANCE SHEET
AS AT 31ST MARCH 2003

LIABILITIES AMOUNT (Rs.) ASSETS AMOUNT (Rs.)

CAPITAL FUNDS 15,840,116.82

UNSPENT GRANT FIXED ASSETS 7,824,541.84
BALANCES 10,814,423.33 LOANS AND ADVANCES 31,588,440.13
LOANS AND REVOLVING FUIND 14,502,397.15
ADVANCES 22,098,079.18 CASH – IN – HAND 347,536.46
SUNDRY CREDITORS 108,383.39 CASH – AT – BANK 21,686,733.55
MAINT. & DEP. FUND DEFICIT ACCOUNT 5,741,575.49
MACHINERY 698,293.88 GRANT RECEIVABLE 2,594,359.16
MAINT. & DEP. FUND CONSUMABLE STORES 299,624.90
BUILDING 1,617,140.55 P.F. WITH P.F. 695,487.00
SHIVIR AYOJAN & 1,041,633.97 DEPARTMENT
VAYAWASTHA SUNDRY DEBTOR 1,842,400.47
LITERACY FUND 65,000.00 CLOSING STOCK 826,246.82
CAPART 10,000.00 SECURITY DEPOSIT 15,000.00
FELLOWSHIP
TRAINING
CONTRIBUTION U/S – 641,477.27
80G
GRATUITY FUND 741,367.74
MEMBERSHIP FEES 97,058.00
SECURITY FUND 574,387.00
GROUP SUPPORT 479,825.00
TDS PAYABLE 15,469.00
CONTRIBUTION
MOST 44,601.00
FDSC PROGRAMME 2,885.00
FUND
INCENTIVE FUND 201,934.00
EMPLOYEES
CONTRIBUTION 5,506,964.55
SERVICE CHARGE 6,627,355.52
FUND
35 AC FUND 30,651.50
PROVISON FOR
AUDIT FEE 10,000.00
MISC. FUND 95,464.73
WORKING CAPITAL 4,353,624.57
FUND
REVOLVING FUND 14,848,207.97
RETURNABLE 1,400,000.00
GRANT

TOTAL 87,964,342.97 TOTAL 87,964,342.97

NAV BHARAT JAGRITI KENDRA

AT: BAHERA; P.O. BRINDAVAN; CHOUPARAN; HAZARIBAG (JHARKHAND)
CONSOLIDATED INCOME & EXPENDITURE ACCOUNT
FOR THE YEAR ENDED 31/03/2003

S.No. EXPENDITURE AMOUNT S.No INCOME AMOUNT

(Rs.) . (Rs.)

A EXPENSES 26,472,504.1 E GRANT RECEIVED 33,694,753.48

B UNRECOVERABLE 3 F PERFORMANCE FEE 274,932.00
LOAN WRITTEN 388,197.00 G BANK INTEREST 316,310.45
OFF H GENERALCONTRIBUTION 7,321,900.6
& OTHER RECEIPTS
C DEPRECIATION
D CONTRIBUTION & 1,305,334.24
OTHER
PAYMENTS 2,486,412.36

E EXCESS OF
INCOME 10,955,448.8
OVER 0
EXPENDITURE
TOTAL 41,607,896.5 TOTAL 41,607,896.53
3
 NAV BHARAT JAGRITI KENDRA
AT: BAHERA; P.O. BRINDAVAN; CHOUPARAN; HAZARIBAG (JHARKHAND)
CONSOLIDATED RECEIPT & PAYMENT ACCOUNT
FOR THE YEAR ENDED 31/03/2003
RECEIPTS AMOUNT AMOUNT (Rs.) PAYMENT AMOUNT
(Rs.) (Rs.)
OPENING BALANCE
Cash in hand 152,441.64 EXPENSES 30,905,211.15
Cash at bank 9,391,734.50 REVOLVING FUND 28,123,771.07
Advance 1,096,953.52 10,641,129.66 LOAN 4,696,902.75
CONTRIBUTION & 13,865,215.95
GRANT RECEIVED 33,694,753.48 OTHER PAYMENTS
PERFORMANCE FEES 274,932.00 LOAN ACCOUNT 16,139,847.05
BANK INTEREST 316,310.45 ADVANCES 200,000.00
REVOLVING FUND REFUND OF LOAN 23,241,266.57
LOAN REFUND 27,672,730.00 CLOSING BALANCE
CONTRIBUTION & 15,095,845.84 Cash in hand
OTHER RECEIPTS 347,536.46
LOAN ACCOUNT 14,170,584.85 Cash at bank
ADVANCES 15,233,960.17 21,686,733.55
SUNDRY CREDITORS 71,968.00 Advance
1,206,996.56

TOTAL 117,172,214.45 TOTAL 117,172,214.4

5
 NAV BHARAT JAGRITI KENDRA
AT: BAHERA; P.O. BRINDAVAN; CHOUPARAN; HAZARIBAG (JHARKHAND)
CONSOLIDATED BALANCE SHEET
AS AT 31ST MARCH 2004

S.No. LIABILITIES AMOUNT (Rs.) S.No ASSETS AMOUNT (Rs.)

.
1 CAPITAL FUND 17,216,478.02 24 FIXED ASSETS 8,372,464.50
2 RESERVE & SURPLUS 490,270.20 25 BLOCK LOAN 3,170,425.62
3 DEPRECIATION RESERVE 1,853,586.25 26 ACCOUNT RECEIVABLES 3,057,995.17
4 UNSPENT GRANT BALANCE 8,850,635.89 27 MISC. EXPENSES ASSETS 1,807,119.73
5 LOAN ACCOUNT 11,212,723.35 28 LOAN ACCOUNT 11,113,951.92
6 REVOLVING FUND 15,074,610.97 29 WELFARE FUND 1,022,739.00
7 T.D.S. 13,551.00 30 REVOLVING FUND 18,545,662.41
8 ADVANCES 3,368,336.85 31 SUNDRY DEBTORS 1,585,805.51
9 EMPLOYEES WELFARE FUND 5,126,927.70 32 ADVANCES 5,036,419.26
10 UNSPENT & OTHER BALANCES 1,911,704.82 33 INVESTMENT 500,000.00
11 MAINT. & DEP. FUND MACHINERY 758,454.88 34 CLOSING BALANCE 26,626,710.57
12 MAINT. & DEP. FUND BUILDING 1,959,556.55
13 MEMBERSHIP FEES 128,152.00
14 SECURITY FUND (SHG) 745,321.00
15 SERVICE CHARGE 8,649,541.31
16 FUND U/S 80G 209,934.27
17 FUND U/S 35 AC 230,651.50
18 GRATUITY FUND 901,326.74
19 INCENTIVE 283,734.00
20 GROUP SUPPORT 505,825.00
21 PROVISION FOR AUDIT FEE 10,000.00
22 SECURITY FUND 1,029,635.00
23 SUNDRY CREDITORS 308,336.39
TOTAL 80,839,293.6 TOTAL 80,839,293.69
9
 NAV BHARAT JAGRITI KENDRA
AT: BAHERA; P.O. BRINDAVAN; CHOUPARAN; HAZARIBAG (JHARKHAND)
CONSOLIDATED INCOME & EXPENDITURE ACCOUNT
FOR THE YEAR ENDED 31/03/2004

S.No. EXPENDITURE AMOUNT (Rs.) S.No INCOME AMOUNT (Rs.)

.

A EXPENSES 40,876,389.15 E GRANT 37,777,868.73

B DEPRECIATION 1,986,955.54 F PERFORMANCE FEE 1,301,200.00
C OTHER EXPENSES 230,115.75 G BANK INTEREST 469,089.74
D EXCESS OF INCOME 2,559,816.69 H OTHER RECEIPTS 6,105,118.66
OVER EXPENDITURE
TOTAL 45,653,277.13 TOTAL 45,653,277.13
 NAV BHARAT JAGRITI KENDRA
AT: BAHERA; P.O. BRINDAVAN; CHOUPARAN; HAZARIBAG (JHARKHAND)
CONSOLIDATED RECEIPT & PAYMENT ACCOUNT
FOR THE YEAR ENDED 31/03/2004

RECEIPTS AMOUNT (Rs.) PAYMENT AMOUNT (Rs.)

A OPENING BALANCE 23,447,019.74 L EXPENSES 47,734,375.80

B GRANT 41,041,129.83 M BLOCK LOAN 450,585.00
C PERFORMANCE FEES 1,301,200.00 N LOAN ACCOUNT 9,959,421.84
D BANK INTEREST 469,089.74 O OTHER PAYMENTS 1,386,812.15
E ADVANCE 2,166,319.41 P ADVANCES 1,179,889.50
F REVOLVING FUND 31,266,084.00 Q REVOLVING FUND LOAN 35,053,824.00
G CONTRIBUTION & OTHER RECEIPTS 4,067,179.30 R RETURNABLE GRANT TO CAA 600,000.00
H OTHER RECEIPTS LIABILITIES 7,161,040.01 S INVESTMENT 500,000.00
I TDS 24,460.00 T CLOSING BALANCE 27,159,420.18
J SUNDRY DEBTORS 619,591.76
K LOAN ACCOUNT 12,461,214.68

TOTAL 124,024,328.47 TOTAL 124,024,328.47

ANALYSIS OF FINANCIAL STATEMENTS:
As we can see from the comparative study of income and expenditure statement of 2002 to 2005, that there is significant
increase in the amount of grants. It has increased by 136 percent in the period of three year. But expenses have not been increased
by similar pace. It has increased by only 89 percent in the period of three years. That’s why excess of expenditure in income and
expenditure turned to excess of income over expenditure in the period of three years. That means that they are not able to utilize
whole funds that they are getting. But they are investing this money and earning interest on this amount. From the balance sheets
of year 2002 and 2004 we can see that ratio of receivables and inventory to total assets has been increased from 25 percent to 57
percent. That means that they are not able to utilize their assets in efficient manner.
 ANNEXURE – III
Major Projects of NBJK and Achievements

1. Micro Credit Program:

Objective: It aims at helping poor men/women improve the socio economic condition of themselves, their family and their
village through loan provided by NBJK or by bank linkages facilitated by NBJK.

Donor Partner: Initially it was funded by CORDAID; Netherlands. This project was launched in 1993 with a grant of Rs 2 crore
provided by CORDAID the funding agency that wanted to address livelihood issues in the tribal areas of Jharkhand.NBJK
submitted its project proposal and based on certain criteria like its large networking and reach at the grass root level it was
selected for implementing micro credit programs in tribal villages now it has become self-sustaining in the sense that today it has
yearly disbursement of more than 4 crore which is NBJK’s own revolving funds that has been generated after decades of its
operation.

Area: Hazaribag (including Ramgarh), Ranchi, Koderma and Pakur districts of Jharkhand & Slums in Patna, the capital city of
Bihar

Activities Achievements: Micro credit functions through SHGs (Self Help Groups) and JLGs (Joint Liability Groups) because
these groups helps NBJK to keep tight monitoring and easy repayment due to good amount of peer pressure generated within
these small groups. SHGs are the groups of women while JLGs are the male groups seeking to expand their business. For both
SHGs and JLGs, Micro Credit program adopted three-pronged strategy once the group was formed. It conducted regular meetings
so that the group remains intact, it provided trainings to them on book keeping, entrepreneurial activities, etc, provided loans and
linked them with the IGAs (Income Generating Activities). Last financial year NBJK disbursed a total of 4.29 crores of rupees
trough micro credit program and over 41.7 lakhs women have taken loan from NBJK since the project has been launched.

From the graph shown in Figure no. –1 we can see the extent of its micro credit program. This is one of the largest
operations of NBJK and just within four years of its operation it has Loan disbursement has increased by 87.3%.NBJK has set a
target of achieving disbursement of Rs 10 crore Loan though the exact year for this has not been set and little amount of
vagueness lies there. In terms of loanee members it has quadrupled over the years, Figure no. –2.

Figure No. –1 Showing Loan disbursed till date through Micro Credit Programme.
 Loan disbursed over the years- Micro Credit Program

5
4.5
4.29
4
Crores of rupees

3.5
3 3.08
2.91
2.5 2.29 2.39 Loan Disbursed
2
1.5
1
0.5
0
2001 2002 2003 2004 2005

Source-Annual Report, NBJK,2005

Figure No. –2 Number of women who have taken loan.

Loanee Members -Micro Credit Program

45,000
41,709
40,000

35,000
33,636
30,000
27,349
25,000
Loanee Members
20,000
18,013
15,000

10,000 10,652

5,000

2001 2002 2003 2004 2005

(Cumulative figure - Base year 2001)

Source-Annual Report,NBJK,2005

2. Credit Plus
This is a different from micro credit in the sense that it deals with the issues more than just savings and credits. Only
similarity that lies is the beneficiary groups are same, the members of SHGs

Objective: To improve the social, educational, political, cultural and health status of the poor.

Donor Partner: CORDAID

Launched: 2003
Area: Sadar, Churchu, Chauparan, Ichak, Vishnugarh, Badkagaon, blocks of Hazaribag District

Activities & Achievements:

A host of activities are carried out under this project with the aim to holistically improve the quality of life in six blocks of
Hazaribag district. It also propagates the values of communal harmony in the district through the core team consisting of leaders
of all the religions. Credit plus organizes workshop on communal harmony, women empowerment at the district level rallies for
the implementation of Punchayati Raj in Jharkhand. It also organized EDPs (entrepreneurial development programs) on issues
such as vermin-composting, mushroom cultivation and poultry for the poor. As a result of these trainings 12 people initiated
poultry farming, 5 mushroom and 20 vermin composting with financial assistance provided by NBJK. 47 farm ponds were built
through this project in the reporting financial year. On an average four health camps were organized every month on RCH
(Reproductive and Child Health) in the interior villages. 187 patients with eye problem were identified and operated at the district
hospital with the help of NBJK. Video shows and other BCC (Behavioural Change Communication) activities were organized to
propagate the issues such as small family, education, social evils, etc. 42 students came forward as a result of these campaigns and
they were linked to the government schools. Small financial assistance was provided to 400 poor SHG members to support their
children for education. 36 poor women were also linked to these SHGs so as to raise there income level by availing small
productive loans as and when required.

3. Rural Industries Program

Objective: To promote and help potential entrepreneurs in getting loan from the bank and setting up their own enterprise and also
help the banks in speedy recovery of the sanctioned loans.
Launched: 1997
Area: Hazaribag and Koderma District
Donor Partner: SIDBI
Activities and Impact:
To expand the business vistas of the entrepreneurs 2 EDPs (Entrepreneurship Development Programs) were organized in
Hazaribag with 45 participants each through this project. In koderma on the other hand 1 training program was organized on the
functioning of KVIC (Khadi & Village Industries Corporation) with 14 participants. During the reporting financial year a sum of
about 2.5 crores of rupees was sanctioned for the entrepreneurs in Hazaribag while over 90 lakhs of rupees was sanctioned in
Koderma by different banks. 189 units were promoted with this loan in Hazaribag, which generated employment to 386 people.
While in Koderma 63 (1 self-financed) units were promoted generating employment for 145 people. The overall recovery rate of
the loan was over 90% in the reporting financial year.
In addition to the routine promotion of the entrepreneurs NBJK with the support of CAPART organized Gramshree Mela
(a traditional trade fare) in Ranchi. Over 100 entrepreneurs participated in this Mela that started on 13 th March and ended on 22nd
March 2005. The overall sales hit above 50 lakhs in the Mela. NBJK with the support of CAPART had organized Gramshree Mela
in the year 2003 as well.

4. Poorest Area Civil Society (PACS) Program

Objective: It aims to increase the participation of women in local governance, reduce violence against women, ensure
enforcement of policies and laws on women’s right and development issues and establish linkages with government and other
institutions for effective realization of anti- poverty programs.

Donor Partner: DFID through Development Alternatives, New Delhi

Area: 11 districts of Jharkhand
Launched: 2001
Activities & Achievements:

NBJK and 10 partner VOs organized women SHGs (100 SHGs in each block), conducted regular meetings with them,
trained their leaders on various aspects, organized street plays for increasing the awareness level, helped them remove the social
evils such as witchcraft, female feticide and promoted them to actively participate in Panchayti Raj elections. 2 women
conference were organized on the role of women in rural development and politics. 1 state level dharna and 1 rally with over 5000
participants were organized to expedite the Panchayat elections in Jharkhand. Besides, a peer learning workshop and a workshop
on MEAL (Monitoring Evaluation and Learning) was organized for the PACS partners to chalk out the strategy to further
strengthen this program. A training program on herbal medicine was given to the Ojhas (traditional faith-healer).

With all these efforts there has been an increase in the awareness level among the villagers on various issues of concern, which
has in turn increased the developmental activities in the villages and also reduced the cases on social evils.

5. Integrated Watershed Development Program

Objective: Enhancing the socio-economic condition of the villagers through activities related to water, land and manpower
management.

Donor Partner: CAPART

Launched: 1996 with the support of CAPART, it is one of the oldest projects of NBJK

Areas of Operation: 22 villages in Chauparan block of Hazaribag

Activities and Achievements:

In order to lift the socio-economic condition of the poor watershed committees were formed, soil treatment was done,
farm ponds, “talaab” and wells were built and repaired, land leveling, plantation, open platform construction, farmers training,
exposure visit, vermin compost production etc was done since the project was launched. Besides, awareness programs and rallies
were organized to disseminate information on government programs/policies and unite their voice to avail the benefits from those
programs. During the reporting financial year the construction work under this project was put to halt, however, it has restarted in
March 2005.
 TABLE NO. – 1 Progress of Integrated Watershed Development Programme at a glance since it was launched.

Drain Repairing 1
Culvert Construction 2
Well Construction 43
Farm pond Built 40
Talaab Desiltilation 11
Talaab Construction 5
Vermin Compost Bed 107
Check Dam 1
Lift Irrigation 1

Some of the other Socio-economic programs are integrated tribal development programs for the holistic development of
tribal people of this area, Livelihood programs for elderly, community development programs and integrated watershed
development program.

6. Policy Advocacy:

Other major areas of NBJK’s operation include policy advocacy and governance and Lok samiti is one of the oldest
Programme of NBJK. Lok Samiti is a non political pressure group headed by NBJK .These provide platform for the people to
organize themselves and express their grievances against the policies of government.

Objective: To address the grievances of the poor, to influence the policies of the government towards the poor and expedite their
implementation, for achieving a just and egalitarian society as conceived by Lok Nayak Jai Prakash Narayan.
Launched: 1977
Area: 40 districts of Bihar and Jharkhand through Networking

7. Kopal
This is one of the new Projects that NBJK is implementing in the area of policy advocacy.
Objective: To stop female foeticide by sensitizing the law enforcing agencies, doctors and the community
Launched: 2004
Area: Whole of Jharkhand
Donor Partner: Plan India
Achievements:
NBJK helped in reorganizing and vitalizing the state advisory board for enforcing PPNDT 1994 in Jharkhand. NBJK also
perused the government to issue a circular regarding the formation of district advisory committee. Beside that it has sensitized and
capacitated over 800 doctors from different parts of Jharkhand. Community at large has been made aware of this ill practice and
warned of its consequences through the informative materials.

NBJK has been running several different projects that deal with various aspects of health, viz Reproductive and Child Health,
Disability, Cleanliness, Eye defects, etc.

8. Reproductive Health and Family Welfare Program

Objective: To generate awareness and demand amongst the women, men and adolescents for Reproductive Health (RH) and
Family Planning (FP) services in the villages. To increase networking of CBOs and VOs on RH & FP services and to influence
larger social and political empowerment for community-need based state policy in Jharkhand.
Launched: 2003
Donor Partner: David and Lucile Packard Foundation, USA
Area: 6 Blocks in Hazaribag and 5 Blocks in Ranchi
Achievements:
 The project facilitated in the formation of 410 village swasthya samities (Village committees), 440 Kishore samuhas
(Boy’s Groups) and 9725 Kishori samuhas (Girl’s Groups), 1420 Mahila Swasthya Samuhas (Women Groups) and 254 Purush
Swasthya Samuhas (Men Groups) to help in the propagation of family planning methods, to show the variety of choices for
contraception and spacing, for safe motherhood knowledge and prevention of diseases related to child and mother, and also to
spread information on government programs related to reproductive health. The project also undertook awareness drive through
school competitions, games, etc, among the villagers.
Other major health programmes includes Reproductive and Child Health, Nutrition and AIDS, Community Mental Health
Program, Swasthya Apke Dwar, Maternal & Child Health

9. Clean Jharkhand Project

Objective: Aims at waste management through the community with the help of municipality, training and capacity building of
Municipal staffs and other stakeholders, awareness generation, institutional resource recovery and policy formulation on waste
management
Launched: 2002
Donor Partner: ICEF (India Canada Environment Facility)

Achievements:
CJP has facilitated in the formation of 149 pocket development committees (PDCs) in Ranchi, Hazaribag and Koderma.
With the help of these PDCs and the urban local bodies it has increased the Door to door collection of waste to 30,149
households. Door-to-door collection of waste with a Safai Mitra has not only helped in proper disposal of waste and given the city
a cleaner look but also generated employment among the poor. The project has helped in employing 150 safai mitras who earn an
average income of 2000 rupees and an additional income of 500 rupees from the waste collected. This year the project organized
“RMC Apke Dwar” campaign in Ranchi with the help of Ranchi Municipal Corporation and Nukkad Natak (skits) on waste
throughout the year. It organized 2 national level workshops in Delhi and Calcutta to share experiences on SWM practices.
Besides, it conducted training programs and local level workshops for smaller VOs, municipality staff, schoolteachers, etc. For
the recycling of the waste a vermin-composting plant has been set up at Chuttu village in Kanke block of Ranchi. Besides, a
policy task force consisting intellectuals, government officials, experts on SWM and the Clean Jharkhand project members have
been constituted to draft a policy on Solid Waste Management.

10. Education
NBJK runs a variety of Schools. It is running bridge camp schools for the poor and the deprived girls from the interiors. Besides it
runs schools with latest equipments and facilities also with subsidized fees. It is also capacitating local NGOs to run schools. For
the mentally retarded and mentally ill children it is running a day’s care-school besides building an orphanage cum school for the
orphan children. Non formal Education (NFE) centres act as a bridge for the poor drop outs to enter the government schools. In
total there are 116 education units out of which 8 are formal education centre and rest are non formal education centre.

11. Small group support programme:

To spread the developmental activities and at the same time promote the small voluntary organizations NBJK provides
financial, technical and intellectual support besides imparting regular training to them. NBJK imparted training to over 25 small
voluntary groups every month from Jharkhand and Bihar on issues like project formulation, constitutional rights and office
management Water management is one of the important necessities for the development of Bihar and Jharkhand. NBJK has been
working on watershed since a long time. The small voluntary groups were taken for exposure trips to Chauparan to show the
water management in those areas.
 ANNEXURE – IV
DONOR AGENCIES

1. Action Aid, India ITDP & CBR

2. AVI (Action Village India) UK
3. AVARD,New Delhi
4. Basic Needs, U.K.
5. Basix-India, Hyderabad
6. Bihar State Social Welfare
Advisory Board/CSWB, FCC New Delhi
7. Brot Fur Die Welt, Germany
8. CAPART, New Delhi
9. CARE India
10. CARITAS India, New Delhi
11. CINI, Kolkata
12. Community Aid Abroad, Australia
13. Cooperative Dev. Foundation, Hyderabad
14. CORDAID, The Netherlands
15. David & Lucile Packard Foundation, USA
16. Department of Science and technology, Govt.of India,
17. Development Alternative, New Delhi
18. DRDA, Pakur
19. FDDI, New Delhi
20. Ford Foundation, New Delhi
21. Help Age India
22. HUDCO, Ranchi
23. ICEF, New Delhi
24. IGSSS, Germany
25. Jhakhand Women Development Society, Ranchi
26. Jharkhand Education Project Council, Hazaribag
27. Jharkhand Education Project Council, Chaibasa
28. KGVK, Ranchi
29. KVIC, Ranchi
30. Ms. Mary Holmes UK, through AVI
31. Microcredit Summit Campaign-USA
32. NEG/ IGSSS, Germany
33. OXFAM Trust, New
34. Plan India Lucknow
35. Prakash Bhai Shah,
36. SIDBI, Patna
37. SIDBI, Ranchi & Lucknow
38. SRI, Ranchi
39. Sri Bansidhar Daga Chritable Trust, Kolkata
40. The Paul Hamlyn Foundation,
41. Terre Des Hommes,
42. Terre Des Hommes, New Zealand
43. TZEDEK, U.K
44. Water Aid, U.K