EXECUTIVE SUMMARY (OAC)

Students’ Name: Archana Singh

Organization: Cohesion Foundation Trust, Ahemdabad
Reporting Officer: Mr. Rajesh Kapoor
Faculty Guide: Prof. Nivedita Kotiyal
Project Title: Strengthening Relationship between Field Offices and Head Office
Objective: The purpose of the study was to do a pro-active assessment of the
relationship between the head office (HO) and the field offices (FO). To identify gray
areas if any which are hindering the smooth relation between the HO and FO. To give
recommendations based on the study.
Scope: The study was focused around the inter office interactions and expectations of the
HO and the FO from each other. It did not cover HR related issues.
Methodology: The study was done in two steps. The first step was exploratory in nature to
develop understanding about the relationship. It included interacting with the staff in all
the four offices and semi-structured interview and observation. The second step included
interview with the help of checklist, survey, climate survey, group exercise about
expectations and future perspective of the organization, study of the office records and
literature review.
Major findings: The head office started operating after the three field offices. It was setup
to provide support and facilitation to the field offices. Its role involved formulating
proposals, maintaining relationship with the funding agencies, donors support agencies,
and government and banks. It coordinates the activities of the field offices, providing
conceptual guidance, coordinating the core group meetings, helping the field offices in
implementation by technical and financial support. The main role of field offices is
implementation of the projects. The organization started the process of formalization in
March 2003. The levels of hierarchy introduced in the processes has created rift in the
teams. It also developed problem of acceptance of leadership. The new system will take
time to come into practice. It has created lack of clarity of roles and decision making in
matters related to finance, administration &HR and to some extent the project related
issues. So there is visible gap in the perceived and actual culture. The reporting system,
written communication system, is in development stage. Lack of clear feedback system
and reward system has added to the distance in the FO and HO.
Recommendations: The organization needs improvement in communication, reporting
and documentation, feedback and development of a reward system. Due to participatory
decision-making at the field office level and democratic decision-making at the head office
level, people feel that the decisions are late. So organization will have to take steps for
quick decision-making. To coordinate the activities of the fields, the role of area in-charges
will have to develop more involvement and their role should be formalized. The
employees need training on developing inter-personal relationship.
Conclusion: Relationship is a two way dynamic process, which depends on mutual
understanding and meeting the expectations of the parties involved. The relationship
improves by clear communication, well-defined roles and clear system of documentation,
reporting and strong leadership, in case of organizations.