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Cohesion Foundation: Strengthening Relations between Head Office & Field Offices
1.0 INTRODUCTION
NGOs typically attempt to facilitate the development process of groups and communities
using a variety of interventions (Jain, Rao 1998).
NGOs provide important services throughout the world. As constituents of the third
sphere or the civil society, they fill up the gap between the government and the people.
Generally, government works at a larger scale and cannot cater to the specific needs of
the people due to its generalized view. Government agencies also lack problem-solving
approach. The NGO’s are more efficient and effective because their overheads are small
as they work on small scale, are value driven and their commitment to work and action is
high. They range in size from small, local organizations to large national and
international ones. They cover areas of health and welfare, research, education,
sustainable livelihoods, disaster management, natural resource management, social
organizations, and development The NGOs work with people, for people for
improvement of their lot, their interventions are closer to the client group.
Cohesion Foundation Trust (CFT) is an NGO registered in 2001 under Bombay Public
Trust Act (1950) working for the development of underprivileged of the districts where
government and developmental organizations have not been able to reach. Its focus is on
developing human resource through capacity building and natural resource management.
The organization is working mainly on the projects that aim at capacity building of women
and is associated with land and water resource related activities and disaster mitigation.
The mission of the organization lays emphasis on bringing out changes by maintaining
transparency and accountability in its work. The vision of the organization is to build
strong grass root presence with long-term commitment and develop professional approach.
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Cohesion started working in 1996 with a group of professionals as a support organization

in development sector. In 1990 it got registered as a non-profit company and started an
implementing unit in different areas of Western Gujarat with long-term involvement to
develop the area. Having been continuously neglected by the government and developing
agencies, this area needed immediate attention due to its harsh geographical conditions,
disaster-proneness, and fast rate of degradation of land and water resources. These
conditions formed the criteria on the basis of which Cohesion chose to work in this area.
The main funding agencies with which CFT is associated are Concern Worldwide, Save
the Children Fund, United NATIONS development Programme (UNDP), Water and
sanitation management Organisation (WASMO) and various government agencies like
Ministry of Rural Development, prime Minister National Relief Fund (PMNRF) and
Department of Women and Child Development.
The CFT actively participates in the activities conducted by the network of different NGOs
working in the area. CFT is a founder member of the networks Namely, Disaster
Preparedness Response Group (DPRG) and some other networks.
A Board of Trustees heads the organization. The Board meets once a year to review the
progress of the organization. CFT has an advisory board of professionals of different
backgrounds. They work as resource persons.
Cohesion works through Self Help Groups of women, called Mahila Vikas Mandals
(MVM’s). The MVM’s are encouraged to do savings and to form a revolving fund,
through which timely financial help is extended to the members of the groups. CFT lays
special emphasis on the contribution of the members to ensure the full involvement of the
stakeholders. This approach ensures the capacity building of the beneficiaries. The
MVM’s also help in identifying beneficiaries for different projects. The projects are
implemented through the MVM’s.
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“Employees are considered to be the most valuable asset of the organization” (statement of
the CEO). Cohesion introduced a salary structure with all the benefits within one year of
its registration. The CFT ensures development and skill building of the employees by
giving them the opportunity to take part in training programs according to the need of the
projects. The CFT has special focus on maintaining a favorable sex ratio in the
organization. The organisation manual of CFT includes separate clause for women
employees in its organization manual. It ensures a competent and congenial environment
for women.
Employees are hired through campus placements, networking, advertising through

newspapers, recommendations and with the help of placement agencies. The candidates are
recruited by a committee and hired on contract for eleven months if they meet the job
requirements. The new employee has to work on probation period for six months and is
confirmed rejected after review of his/her performance. Each employee is guided and
monitoredby his/her Reporting Officer.
2.0 THE PROJECT
The project title is, “Strengthening Relationship between the Head Office and Field
Office”. The project was to be taken as a proactive step towards building up better
relationships between HO and FOs.
The effectiveness and efficiency of an organization depends on the level of communication
and co-ordination among the different units. The HO, FOs and different units should be
aware of the expectations, priorities and requirements of each other. A defined reporting
system, well defined roles, smooth communication, good interpersonal relationships,
healthy work culture good leadership and timely conflict resolution help to build strong
working relationship between different parts of the organization.
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2.1 Context
An organization is a consciously coordinated social unit, composed of two or more
people, who functions on a continuous basis to achieve a common goal or set of goals
(Robins, 1990).
Here, two important concepts, which can be the basis of a good relationship between
different units of an organization, are ‘conscious coordination’ and ‘functioning on a
continuous basis’. The organization has to incorporate awareness in its functions to
identify the needs and to adopt a problem solving approach to fulfil the needs of the
different units. This approach has to be on a continuous basis with the aim of achieving
the goals of the organization.
In the case of an NGO like CFT, the relationship between the head office and the field
office are determined by both internal and external factors. The internal factors include
routine work, finance, administration, human resource management, marketing and
project related matters. The external factors comprise dealings with funding agencies,
donors, well- wishers and communities with whom the organization works. The success
of the organization depends on how well the different units coordinate and communicate
on these matters to provide timely and appropriate support to each other.
To substantiate the need of such study, a question was asked in the survey-“ do you feel
that the relationship between the head office and the field office needs improvement”, the
responses were
Diagram 1: Need for the study on relationship between the FO and HO
relation needs improvement
7% 17%
21% comp agree
agree
disagree
com disag
55%
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The response of 55% staff was that relation needs improvement and 17% were in strong
agreement of this view. Overall, 72 % people felt that the relation needs improvement.
2.2 The Organisation:
CFT has its Head Office in Ahemdabad and three field offices in three districts namely,
i Kutch (Taluka-Rapar)
ii Rajkot (taluk-morbi)
iii Patan (taluka-Santalpur)
Kutch is about 350 kilometers Rajkot is 250 kilometers and Patan is 150 kilometers from
Ahemdabad. There are no direct train routs available for these places. From Ahemdabad
it takes around six, four and three hours by bus to reach Kutch, Rajkot and Patan
respectively. Buses are frequently available for these places.
A Board of Trustees heads the organization. The Board meets once a year to review the
progress of the organization. CFT has an advisory board of professionals with different
backgrounds who act as resource persons. The CEO reports to the Board of advisors.
The total number of employees in CFT is 39. The head office has eight employees apart
from the CEO. The field offices Rajkot, Kutch and Patan have six, nineteen and four
employees respectively. The average age of the employees is 25 years, sex ratio is 1:4 and
average salary is Rs. 5150.
The hierarchy at the Head Office is structured as follows:

CEO Finance Officer, Programme Manager, Technical Co-coordinator, Marketing
CoordinatorOffice assistant, Asst. researcher Driver/Messenger. (Appendix: 2)
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The Different Hierarchy levels at field offices are:

Area Manager Accountant, Cluster coordinator, Thematic Co-ordinateCommunity
Mobiliser, SurveyorsDriver/Messenger. (Appendix: 3,4,5)
Table 1: The Number of Employees at Different Levels
1st level 2nd level 3rd level 4th level

Head Office 1 4 3 1
Rajkot 1 4 - 1
Kutch 1 4 12 2
Patan 1 3 - -
The number of technical staff is six and professionally qualified personnel are three in
number. There are five Masters in Rural studies and fourteen Bachelors of rural studies.
Only four fourth grade employees are under graduates. The average experience of the
employees is 3.9 years.
Table 2: The Experience of Employees
Years of experience 0-1 1-3 3-5 5-7 >7

No of employs 3 18 9 4 5
There are six levels of hierarchy in the organisation. The top most level consists of the
CEO and the Senior Executive and the lowest level is that of the support staff. The
management of organisation is divided in two units-Support unit and Program
implementation units. The finance Manager, Research and Monitoring Manager and the
HRD manager form the support unit and Programme manager, Technical and Marketing
Coordinator form Programme implementation unit.
The post of the senior executive is vacant in the organisation; as it is not needs because of
the small size of the organisation. At present the head office does not have any senior
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executive and project manager. The staff of the support unit and the coordinator looks
after the matters related with the projects running in the field.
Table 3: The Levels of Hierarchy in The Organisation
Grade Designation
I CEO, Sr. Executives
II Finance Manager, R&D Manager, HR Manager, Project Manager, Technical
and Marketing Coordinator
III R and D officer, HR officer, Finance Officer, Area Manager
IV Assistants, Cluster Coordinators, Thematic Coordinators
V Accountants, Cashiers, Community Mobiliser, Surveyors
VI Driver, Messengers
Project- wise multi-disciplinary teams are formed, who work for the implementation of the
projects. Each team has a team leader, who coordinates and guides the team through
weekly and monthly planning and reviewing. There are cluster teams who undertake
regular activities along with the projects under progress in the area. The regular activities
are related with the capacity building of the communities with whom CFT is working and
maintaining relationships with the support agencies.
The organisation had an informal setup till March 2003. All these activities were need
based, till March 2003. During December 2002 to March2003, formats for reporting and
other activities like leave, voucher, traveling allowance etc. were introduced. The
hierarchy was defined and the organisation manual, which was accepted in March 2003,
defined the roles. The manual was formed by a committee, which had representations
from the field offices.
3.0 OBJECTIVE
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1. To develop an understanding about the factors determining the relationship

2. To identify the areas of improvement
3. To suggest ways of improvement in the relationship
4. To do a proactive assessment of the future relationship.
4.0 METHODOLOGY
The study was conducted in two stages. The first stage of the study was exploratory in
nature. It was focused on developing an understanding of the organization structure and
it’s functioning. This stage involved extensive visits of the field offices, detailed
discussion of the staff and people from associate organizations and interacting with some
members of the Mahila Vikas Mandals (MVMs; the women’s SHGs.
The second stage of the study was mainly focused on interviews with the employees,
their views about the communication, reporting, reward system with the help of a
questionnaire for climate survey and assessment of their expectations from head office
and vice versa.
4.1 Tools used in the study
The tools used in the study were observation, to understand the culture and environment of
the offices, formal and informal interviews of the staff with the help of a checklist, review
of secondary data – literature from the library and internet, study of the office records,
group discussions of the staff, short written exercises.
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It also involved the assessment of their future needs by future planning exercise. The
employees of the three field offices and the head office were covered in the study. The
views of the members of the Board of Advisors and few ex- employees were also taken in
the study.
4.2 Plan of study
The study was focused in two parts; the study of present situation and the future a. the
first phase was to assess the present relationship and factors affecting the relationship.
The second phase was aimed at planning for the future requirements of the future.
4.2.1 Study of the present situation
First an understanding was developed of the overall context and structural configuration
of the organization and the different design patterns of field offices and the head office
and the jobs performed by them by visiting the offices, examining the records, interacting
with the staff and the people related with the organization in different ways. It helped in
examining how these offices are linked together so that the organization acts as an
integrated system. The inter unit relationship were examined in terms of interaction
between them and the direction, frequency and amount of resources and information
transferred among them. It also helped in identifying the factors affecting the
relationship.
4.2.2 Study as a proactive step
The second step was taken as developing a futuristic view of the organization. The
approached was to assess the shape of the future of the organization and accordingly
generate ideas about the changes taking place in the future and the corresponding changes
in the relationship and roles of the field offices and the head offices and changed
requirements of the two parties.
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5.0 LIMITATIONS OF THE STUDY
• Short span of study

• Staff was busy, as work in the field has to be completed before the rainy season.
• Documents in the FO’s were in Gujarati.
• Language barrier in communication
6.0 THE ORGANISATION STRUCTURE
The organisation has six levels of hierarchy. The head office has four levels of hierarchy.
There is low horizontal differentiation in this organization as there is homogeneity in the
work performed by different staff members. There are no clear departments except the
Finance Department. . The organization has high vertical differentiation with respect to its
size. The span of control in CF is low as the organization is working in only three districts.
The span of control is very low in Morbi (6 employees), Varahi (4 employees) and the
head office (8 employees). It is relatively high in Rapar. The team strength in Rapar is 19
because it has been getting comparatively more projects and funds from the beginning.
The nature of activities carried out in this organization does not have much scope for high
formalization. The regular reporting system and HR related activities, like sanction of
leave, promotion, recruitment etc. are formalized. The maintenance of logbook for use of
vehicles and phone indicates formalization. The monthly and annual reporting of activities
is done in a definite format. The financial reporting is also standardized.
The head office came into existence in 2001 after the three field offices. It was to carry
out the supporting and facilitating role for the field offices. The CEO, who is the first level
of control, heads the head office. The finance officer, marketing coordinator, DPRG
coordinator, research and monitoring coordinator directly report to the CEO. The assistant
finance manager is in–charge of the Administration and HR. Areas in charges are
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appointed to look after the matters related with the field offices. The area in charge reports
to the CEO about the field offices.
The field offices have four levels of hierarchy. The Area Manager (AM) heads the field
office. The second level is that of Cluster Coordinator (CC) and the Thematic Coordinators
(TC). The Cluster Coordinator looks into the implementation work of the clusters. There
are Community Mobilisers (CM), one male and one female and one Surveyor in each
cluster.
The TM and CM report to the AM. The Thematic Coordinator works on certain themes
and provides conceptual input to the teams. There are Livelihood Coordinators; who
explore new possibilities for income generating activities, prepare concept reports to be
used in developing proposals and guide the teams for developing understanding and
process of implementation. The technical coordinators prepare drafts of the construction
work like pond bunds, Rain Roof Harvesting Structures, farm bunds, etc.; and carry out
monitoring and supervision on the sites. The Village Institution Coordinator helps the
teams in developing the skills to help the MVMs in capacity building.
The main activities performed by the HO are

• Preparing proposals with the help of the field offices
• Negotiations with the funding agencies
• Maintaining relationships with funding agencies, donors and support organizations,
banks and government agencies
• Coordinating the works and resources of the field offices
• Image building of the organization
• Preparing strategies for the organization
• Guiding the Field offices
• Handling the emergencies of the field offices
• Conflict resolution
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• Providing resource and technical help to field offices

• Capacity building of the field offices
Works undertaken by the Field Offices are

• Planning and execution of the projects
• Preparing first draft of the project proposals
• Prepare reports of the projects
• Capacity building of the village institutions
• Creating awareness about sanitation, health and gender issues
• Maintaining relationship with local agencies, networks and government agencies.
The FO s depend on the HO for

• Preparation of project proposals
• Reporting to the funding agencies
• Funds
• Guidance to implement new projects
• Administrative and HR related matters
• Policy making
• Coordination between the three offices.
• Resource distribution in the organisation
7.0 RESULTS AND DISCUSSIONS
Relationship between the FO and the HO can be of the form of economic dependence,
social dependence, dependence as a source of support and guidance. Also, HO can act as
source of common culture.
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7.1 Financial Dependence:
The field office gets funds for the project from the HO. In most of the projects, the
funding agencies release funds to the HO and which in turn transfers the funds to the field
offices. The HO also pays the salaries of the employees. The field offices send monthly
financial reports to the HO. The HO does the auditing, maintains the final account,
prepares the final report and sends the report to the funding agencies as and when
required.
The organisation does not have any corpus. So it has to depend on the projects for the
payments of salaries of the employees. The project expenses include 5 to 15% of the
projects cost for the administrative expenses, salaried included. So, the organisation is
dependent on the project funds to run the offices. The head office plays an important role
in attracting the projects from the funding agencies for different areas.
The inception of projects is done in two ways. Either funding agencies invite proposals
on specific subjects and areas, or the organisations sends proposals to funding agencies.
Most of the projects are of the first type. For NGO to take the initiative, it should have a
strong relationship with the funding agency and strong grass root presence. The
interaction of funding agencies with the organisation about policy-related issues is
through the HO. So, the FOs heavily depends on the HO for getting proposals.
This issue has great importance in the relationship between HO and FOs. If one area gets
more funds or projects than the other, then the other offices feel neglected. The FOs also
has a certain role to play in this matter. If the FO leadership is innovative enough and
engages in considerable amount of networking, they can take the initiative and prepare
proposals on their own. But this requires skill as well as full support from the HO. The
acceptance of proposals has made considerable impact on the two FOs. In Morbi, there
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are no projects at present. Consequently, the staffs are uncertain about their future. They
feel that their office has not been given adequate attention.
In March 2004, it was decided at the HO that the CCs would be paid on the voucher
basis. Earlier, they were being paid by bank drafts. This was done because of the lack of
funds as few projects are running and the team strength is large. But this decision was not
communicated properly, and the staff refused to take salary. Though this issue was solved
with the help of HO, it has left an impact on the staff. They feel that they have lost their
permanent employee status, and have been reduced to temporary employees. So, they
have developed a feeling of job insecurity.
7.2 Cultural Dependence
Culture is defined as a system of shared meaning; the philosophy that guides employees
together, communities and other organisations working in the same field(Robins,1990).
Culture has a very strong influence on the behavior of the employees. Strong culture is
taken as a substitute to formalization. This becomes more important in the case of an
NGO, as the nature of, size, structure and financial constrains limits the extent of
formalization.
During discussions with the staff, it became obvious that the staff shared better relations
in the past. It may be because of two reasons. The first can be that before March 2004, the
CEO was directly involved in implementation activities. He extensively visited the FOs
and freely interacted with the staff at all the levels. Towards the end of 2003, there was a
shift in this approach. The CEO strategically withdrew from regular involvement in the
matter of the FOs. This was intended to develop capacity in the fields, and the felt need to
concentrate on policy-level work and exploring opportunities in other areas. Another
reason can be cited as the decrease in the projects as well as funds in this area which, in
the wake of the 2001 earthquake, was till recently flooded. Now the CEO visits the FOs
at the interval of three to four months.
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The second reason was the implementation of the organisation manual. Earlier there were
only team leaders and team members. But now new levels have been created, and the first
and second levels have been given the decision-making power. This has resulted in a
feeling of being segregated in different levels. Also, the distance between the FOs and the
HO has increased. These changes in the organisation will take time to gain acceptance,
especially in the case of staff that have been working with the organisation for a long
time. The recent issues of payment by voucher and medical benefit have also contributed
to the shift.
There is also a difference in the culture of the HO and the FOs. The HO has more formal
setup. The employees working in the HO have an authoritative approach towards the FO.
So, there is a feeling of first level and second level in the FOs. But if the role of HO in
facilitation and support is considered, the HO should have a friendly approach toward the
FOs.
Culture implies the existence of certain dimensions or characteristics that are closely
associated and interdependent within the organisation. There are ten characteristics, that
when mixed and matched tap the essence of an organization’s culture (Robbins 1990).
The organisation can develop a strong culture by paying attention those characteristics.
Some of the key characteristics of the culture relevant to this topic are:
7.2.1 Direction
The direction of the organisation is the degree to which the organization creates clear
objectives and performance expectations(Robins,1990).
Initially, the employees of the CFT got direction from the leadership, that is, the CEO.
CEO regularly visited the offices for guidance, monitoring and review. The dependence
of the field offices on the CEO reduced as the teams gained confidence. March 2003
onwards, organisation manual was implemented, and further reduced the dependence of
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the field team on the CEO. Now the organisation follows the manual for the direction in
the functional matters. CFT team and the concerned funding agency jointly decide the
guidelines for the projects. The CEO gives indirect support and guidance to the teams.
The matter related with direction can be understood in two parts – project-related matters
and other non-project matters. The teams get satisfactory direction the mater related to
implementation. This is also reflected in the good performance of the teams in the field.
Also, the teams have developed enough experience, which has reduced their dependence
on the leadership. But the situation is different in other matters related with the
administration and human resource management.
The lack of clarity in community Mobilisers (CMs) can be justified as they perform the
line functions. But the lack of clarity at the level of CC and AM can be problematic. Most
of the people in the first and second levels of the organisation are not clear about the
policies of the organisation regarding administration and HR. This can be a reason for
lack of clarity about these maters at the CMs level. It can also be seen as a gap between
perceived system and actual system.
7.2.2 Integration
The integration in the organisation is decided by the degree to which the units within the
organization are encouraged to operate in a coordinated manner.
CFT has defined the mode of interaction between the field offices and the head offices.
But since the rules and regulations are new, there is a little confusion between the offices
about decision making and reporting. The lack of integration also becomes obvious when
the employees express the feeling that they do not get the benefit of the experience of
each other.
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7.2.3 Management Support
The management support is indicated by the degree to which managers provide clear
communication, assistant, support to their subordinates.
There is a feeling among the field staff that they are not getting the same support that they
were getting before the new reporting system was implemented. The discomfort is more
between the second level field staff. The percentage of field staff who had this feeling is
62.One reason can be that they have lost direct contact with the CEO; which was
available earlier. The other reason is that the field office leadership has not been able to
develop confidence among them. The staff who are satisfied by the present system are
either new or have good relation with their reporting officer.
7.2.4 Reward System
Reward system refers to the degree to which the rewards- salary increases; promotions
are based on employee performance, criteria in contrast to seniority, favoritism and so on.
CFT does not have any reward system. Its performance appraisal system is yet to be
implemented. The salary system is purely on the basis of seniority. There is no system,
which can differentiate between the good and the not so good worker. So people feel that
their work is not getting recognition. The people who can present things nicely get
recognition. This feeling is present at all the levels. The survey results show that strong
feeling about the lack of reward system. The mean values of the responses in
Organisation Climate Survey for Appreciation was 2.87( Qn no-21), for reward it was
2.72(Qn no 20), for salary based on performance it was 2.3(Qn no 22), and for criteria of
promotion it was2.33(Qn no19).all these values are more than 2, on the four point scale.
The mean values are skewed towards the dissatisfaction
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The staff at all the levels in CFT feels that they do not get appreciation from higher-ups
or among their peers for their hard work. After successful completion of projects, no one
takes notice of their effort or mentions their contribution in the work. They feel that
reward need not be monetary. Even few words of appreciation or a letter of
congratulations for successful completion of the work is enough for them.
The staffs also have a feeling that there is no incentive for better work and working more
than the others as the people who do not work properly get the same salary and increment
as others. They strongly feel that people working better than others should get more
increments.
Though the organisation manual carried directions about promotions, staffs lack clarity in
this matter. Some were also of the opinion that those who are liked by the top
management get promotions, though it is said that the recruitment team is following
procedures mentioned in the organisation manual.
Though these issues are related with human resource management, they have an impact
on the relations between HO and FO, as the decisions regarding these issues are taken at
the FO level. After the formation of the core team, these issues are to be addressed in the
core meeting, but this process is not clear to the staff of the FO. It is possible for the
situation to change once the core team starts working in its full capacity.
7.3 Delegation of power
The CFT has been able to make effective grass root presence as its team was given full
independence. The grass root work, i.e. working with communities in the villages to
satisfy beneficiaries by providing timely help and guidance; is like providing service. To
provide service on has to go out of way and take decisions, which are situational, and
context specific. CFT team has been given this independence to handle the situation. So
they have made excellent impact on the communities they are working with. The SHGs
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formed by CFT are performing better than SHGs formed by other organizations. Also the
MVMs are developing as a means of empowering women; who are playing active role in
solving problems of the villages. The SHGs are successfully carrying out saving and
credit activities and provide support to the members in income generations activities.
But the same independence becomes problematic when the question of documentation,
review and monitoring arises. It was evident by the comment of an official in Varahi “
CFT does is excellent in fieldwork but lacks in reporting and documentation”. As the
processes and decisions taken are not documented, it causes confusion and
misunderstanding. Which further results in loss of information, delays and interpersonal
conflict.
The system has become person specific at each level. So it has to depend on the persons
conducting different activities. It results in loss of information and generates extra
pressure at the time of making reports.
7.4 Communication
No organization can succeed over the long period without well-defined system for
exchange of information. In small NGO’s like CFT grass-roots settings, communication
usually occurs naturally, because board members, higher officials and staff are in constant
communication. As organizations grow, however, that kind of proximity erodes. As paid
administrators become part of the mix, board members become less involved in day-to-
day matters. And as organizations grow further, members of the executive staff may not
be aware of every decision being made, and the board and its officers may be aware of
even fewer decisions. Thus, constant communication takes on critical importance so that
people can be fully aware of the day-to-day happenings.
The information function of communication provides technical data for rational decision-
making and policy formulation. There are many sources of management of information.
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The staff of organization helps management through the generation of information in

areas of particular organizational importance. Financial information is most important in
this respect. Without the basic information sources it would be difficult to make policies
in fundamental areas such as finance, implementation and planning.
7.4.1 Communication System:
The formal mode of communication in the organisation is through postal communication

or courier and E- mail. The incoming mails are generally reports from the field offices,
communications froe funding or support agencies related with the project requirement,
their programmes, training programmes or workshops organized by them, bio-data of
people seeking job, annual reports, brochures of organisations etc.
The incoming mails are received at the reception table and their entry is made in the
inward register. The letters are sorted out and letters bearing the name of the staff are
handed over to them. If it is for the CEO or regular communication from organisations, it
is filed and kept for comment of the CEO. The CEO overlooks the file and gives his
comments on the letters and directs what is to be done with the communication. After
this, the letters are filed in different files like circular, reports, recruitment or files of the
support organisation.
If there are in formations, which are to be shared, the letters are circulated or posted on
the notice board. If the CEO feels that some in formations are useful for the FOs, copies
of it are dispatched to the FOs. If there are internally generated in formations, they are
communicated orally, like the date and time of meetings, visits etc.
Communications from funding agencies or support organisations are also done through e-
mail. The organisation receives mails on regarding projects and programmes from
funding agencies. Concerned people check the males on line; if the information needs
processing or sharing, its printout is taken and filed.
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If there is some urgent communication staff from field offices visit the head offices and
necessary details are exchanged. The staff from the head offices also visits the field
offices when required. The communication between the HO and the FO in need based.
The timely and regular communications are related with monthly reports, financial
details, and minutes of the monthly meetings. The financial reports are according to the
requirement of the funding agency and are generally urgent.
The outgoing letters are few, and again need based. Between the HO and the FO the
communication is related to the reporting or written information if needed. Most of the
times in formation are exchanged on phone. The communication with funding agencies
and support agencies are regarding reports, project proposals or fund raising activities.
The study of the office records show that there is a big gap between the inward entries
and outward entries between the FO and the HO. the outward entries is only 20% of the
outward entries. It indicates that there is a
• Lack of feedback
• Loss of accountability
• Less paperwork, loss of information
This results in work pressure and strained relationship as frequently mentioned by the
staff. The staff of the FOs said that they never get to know about the information sent by
them. Some data’s never returns back to FOs; so they avoid sending their data to the FOs.
The more complex an organization becomes the more management has to depend upon
specialized staff and information technology for decision making data. The two important
issues arising from these dependencies are organization design for achieving optimum
communication effectiveness and use of information technology. To enhance
communication effectiveness the information can be broken down into small packages,
which are readily accessible for decision-making.
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7.4.2 Communication pattern
Communication pattern decides the degree to which the communications are restricted to
the formal hierarchy of authority. Communication through the formal hierarchy is new in
the CFT. The formal hierarchy was implemented in March 2003. This change will take
time in getting accepted. The reasons for this can be the natural tendency to resist
change, lack of trust on immediate seniors, feeling of distance with the leadership etc.
The way of communications are-telephonic communication, face-to-face

communication, postal communication, written communication in form of circulars,
memos, meeting minutes, notice board and communication through Internet etc. The
main of inter office communication is telephone. Most of the decisions are taken and
conveyed on the phone. Around 90 percent employees have cellular phone. Written
communication is used only when necessary. Other decisions, information or progresses
are shared by the routine circulars, and meeting minutes.
The head office has a clear role in imparting these characteristics in the organization. It
decides the mode of relationships between the head office and the field office. The more
the field offices get directions in these matters, the more clarity and maturity will
develop in the relationship.
The employees of an organization identify themselves with the organization they are
working with. It was evident while talking to the staff. Many of them said that they felt
good when people talk about the quality work done by CFT. They say that the experience
gained in CFT has high value in job market. Head office contributes to this social value
achieved by the organization.
The survey results show that the employees are not comfortable with the level of
communication in the organisation. The mean value of the response of the employees on
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the four point Likert scale was 2.5 when asked, if they get timely information and 2.3
when asked if the information received was sufficient.(item no-4,questionnaire ii).When
asked if they are satisfied with the communication on matters related with different
issues, the mean value was:
Finance-2.1, administrative and HR-2.2, project related matters-1.9 (item number 1,
questionnaire ii)
When asked if HO gives timely response and vice versa, the mean value was 2.1.
These results show inclination towards negative response .It indicates that there is enough
room for improvement in communication.
7.4.3 Filtering Problems
One of the main barriers in communication is filtering. Filtering is the conscious

manipulation of facts to color events in a way favorable to the sender. It often occurs in
upward communication, because this direction of flow carries managerial control
information. Management evaluates performance as a result of what it hears via the
upward channel. The motivation, then, to misrepresent the true situation is strong. Also
filtering may happen in lateral and diagonal communication, when individuals in
negotiating their transactions with others may present their terms in the light of the best
facts and data possible to support their position.
The 75% employees of the Rapar Field office said that this office has the problem of
filtering. Only good information is passed to the head office; the problematic issues are
stopped from reaching the head office. The employees of the other two offices (70%) also
suggested the same view. At present the organisation is small, every one can interact with
each other, so this issue has not created any problem so far. This issue may become a
problem when: 1) The distance between top and lower echelons of the organization
widens, 2) the organization grows in size and complexity and 3) the operations of the
organization disperse geographically. So this problem has future implications when the
organisation grows.
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7.4.4 Feedback
Effective communication is two ways process, between the sender and the receiver. The
information from inward and outward register shows that there is more upward
communication. It indicates that feedback in regular communication is lacking. It also
indicates that telephonic and face-to-face communication is more frequent. Too much
dependence on paperless communication shows informal structure and results in loss of
information
Four out of six (67%) cluster coordinators and 80% community mobolisers feel that they
do not get any feed back for their communication to the head offices. They also do not
know, what is being done with the information.
7.5 LEADERSHIP
Leadership is the ability to influence a group towards the achievement of goals. The
leadership is main role of a manager in organizations. Leadership has crucial role in
deciding the nature of the relationship between the field offices and the head offices.
The employees in the FOs as well as the HOs frequently mentioned that the leaders that
are CEO and the finance officers and the area manager of the Rapar team take time in
decision making. After the implementation of the organisation manual, the CEO does not
take decisions; the core teams or the head of the units takes the decisions. But this change
has not been communicated properly so people think that matters are kept pending and
decisions are not being taken. The core team is yet to be established as decision making
body and start active functioning. So there is no visible decision making. Also, the people
taking regular decisions lack problem-solving approach.
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The FO does not have defined system, so the role of the Area Manager and the Unit in
charges becomes important. In other words the system is person specific, rather than
system specific. Also, the same is true about the in charges if the FOs, the project leaders
and unit in charges in the HO.
Mintzberg identifies ten different roles of the managers under three categories:
interpersonal, informational and decisional roles. Some of them relevant with this topic
are:
7.5.1 Interpersonal Role
These roles arise directly from the formal authority the manager has and involve
interpersonal relationships. This role has an impact on the culture of the organisation.
7.5.1.1 Leadership Role
Head of units should use the powers delegated to them. If they carry out their role
effectively, they can reduce expectations and dependency on the head office. It will also
help in developing role clarity. The response of the employees on the question about the
clarity in matters related to finance was 2.4, administration &HR was 2.3 and about
project related matters was 1.9.
The exercise done on the expectations show that the employees at the field offices expect
the HO to address their issues, if the FO does not treat them satisfactorily.The leadership
has crucial role in relationship building as the expected communication is of the level of
child parent level, as the FO staff expect the HO to fulfill their needs. It clearly shows
that the relation will take time to mature. If the issues are not handled carefully, it may
create a rift in the relationship, which will deteriorate the performance of the staff.
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7.5.1.2 Liaison Role
In this role manager ensures contact with the head office and outside agencies. He works
as a public relation officer to keep his office fully alive to the outside developments and
makes the presence of the head office felt, which gives a sense of security and
belongingness to the subordinates.
While talking to employees it was obvious that they are feeling insecure about their
future, and sense of belongingness is gradually eroding. So leadership will have to take
initiatives to restore security and belongingness.
7.5.2 Informational Role
The manager acts as an information portal due to his status and contacts with the head
office. The manager can use this information to the subordinates to bridge the spatial and
functional difference between the head office and the field office.
7.5.2.1 Disseminator
Manager acts as a link point between the head office and the field office. He disseminates
the required information to and fro from the head office.
It is clear that this role is not being followed properly in the Rapar office. Because of that
people are feeling distance from the HO.
7.5.2.2 Spokesman Role
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This role involves the manager representing his office and its problems to the head office
and influences its decisions. Both these roles are related with the way information is
handled by the manager in a successful manner.
7.5.3 Decisional Role
By the virtue of the position and authority vested in the post, the manager continuously
makes decisions regarding strategy, investments, allocation of the resources, solving
problems. . If the manager commands full trust of the subordinates this role helps him to
help his team in fulfilling its goal. But if the subordinates do not accept the manager as
their leader, they doubt their intentions and feel that the manager in serving his means by
passing the interests of the team members. The situation in the Rapar office is that of lack
of trust on the leadership. The staff feel that their needs are not being taken care of and
the AM can use his power against them if he feels that they are going against him.
7.5.3.1disturbance Handler
Managerial role involves crisis management. If they are good in their task, head office
has less concern about the activities of the field offices. If managers have tendency to
ignore the situation, until they reach crisis proportions, they risk intervention of the head
office or reaching out of the field staff to the head office. This is obvious from the fact
that the staff of the Rapar office feels that their problems are not being addressed and this
information is not reaching the HO. While the people at the HO tell that they are aware of
these issues; and cannot do any thing, as these are only perceived problems.
7.5.3.2 Negotiator
The manager acts as a negotiator with the head office and various agencies in contact
with the field office on the behalf of his subordinates and the organization.
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All these roles are linked with each other. Some of these may be routine roles and some
are informal and decisional role. Affect the relationship with the head office. If the
manager fails to deliver his/her role, the head office will also fail in fulfilling the needs of
the field office and vice versa. The recent example of the disturbance related with the
voucher payment is an example where the leadership failed to deliver this role. Also, the
event had a far-reaching impact on the motivation of the field staff in all the three offices.
7.6 DELEGATION OF POWER
The actual structured decision in the organization is made by a group of members with
power, i.e., the dominant coalition. This group may do not hold authority in top
management position. The dominant condition is made up of individual’s divergent
interests, making whole consensus difficult.
A group with critical information expertise or any other resource that is essential to the
organizations operation can acquire the power to influence the decisions. The climate is a
joint function of the organizational structure and organizational processes. (Lawler, Hall,
Oldham). Climate is related to organizational performance and job satisfaction. Climate
can be seen as a moderator between a set of structural and process variables that has
impact on performance and satisfaction.
From the time of registration of Cohesion Foundation Trust to 2003, till the adoption of
the organisation manual, the CEO took main decisions in the organisation. Though the
CEO consulted the concerned team before taking any decision, yet the decisions were in
command mode. After the adoption of the organisation manual major policy-level
decisions are to be taken by the core team, consisting of the CEO, all senior staff at HO,
who also head different units or lead projects, and two representatives of the three field
offices. The representatives of the head offices are the area managers/ unit in-charge and
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a senior staff of the office. If the team feels the need to include some more members, they
invite the person to the core committee. For example, it was felt by the team that the
thematic coordinator of the Rapar team could play an important role as she is looking into
the strengthening of villages. Therefore, she was included in the core team.
The core team meets every three months. Decisions are taken by consensus. If a person is
not convinced on a certain issue, the related matters are explained to her and an effort to
build consensus is made. Though it was not possible to attend any core team meeting, but
on the basis of the regular meetings, the way of conducting the meeting can be explained.
Generally the CEO plays an important role in conducting the meetings. He facilitates the
meeting, but the meeting is not presided over by anyone. He sits at the side of the table
with all other team members. This indicates that the CEO is trying to make himself
accepted as a normal team member. One person takes the responsibility of jotting the
points on the board, one writes the minutes of the meeting, and one reads the agenda of
the meeting. The team members play these roles voluntarily. Each agenda point is
discussed one by one and written down on the board. This forms the final agenda of the
meeting. After this, all the agenda points are discussed one by one. The CEO explains the
matters to everyone, encourages everyone to speak on the matters, and seeks the
comments of the persons who are associated with the matter being discussed. If there is
any dispute between the team members, he tried to clarify the matter. The CEO tries to
build consensus, and if no objections are raised or full consensus is achieved, decisions
are taken. These decisions are communication by circulation of the minutes of the
meetings.
According to “Likert’s System of Management Leadership” the in CFT is trying to

inculcate Democratic leadership as it is trying to build a setup, which has
• Complete confidence and trust in subordinates in all the matters
• Subordinates feel free to discuss things about the job with their superior
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• And superiors always seek subordinates for ideas and opinions and always tries to
make constructive use of them.
There is however, a difference in the perceived and the actual way of decision-making.
Though the organisation is trying to build a democratic set-up, the instillation of
democratic values will take some time. So far only three meetings of the core team have
been held in the last 16 months. The study of the minutes of the core team meeting
circulars and other office records, and during conversation with the staff it was revealed
that no policy-level decisions have been taken so far in the meetings.
On the basis of observation of the regular meetings, it was found that the team lacks
conceptual and behavioral maturity. Rather than discuss, the team members would react
on the issues raised. Also, the discussion was more of one to one instead of participative
in nature. Often the CEO had to intervene and explain the matter to the person concerned.
The team members were totally ignorant about most of the issues, and the explanations
took a long time. Most of the meetings overshoot and run for several hours. However, the
decisions related to projects are taken in the regular meeting and successfully carried out.
Decisions at the field level are also taken in the weekly and monthly meetings. Decisions
related to implementation, like which activities to carry out in which area, who will take
responsibility and dates of activities are decision in regular meetings. The major decisions
are taken in the monthly meetings of cluster coordinators (CCs), thematic coordinators
and the area managers. The cluster coordinators discuss the matters in their cluster teams
and represent teams in the monthly meetings. If there is any major issue, for example, the
selection of the members of the committee to form organisation manual, then a general
meeting is called. In meetings, generally everyone participates.
This procedure of decision-making indicates that intended leadership has participative

role at the field level as the organisation setup has
• Leadership that has substantial but not complete confidence and trust; but wishes to
control decisions.
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• Subordinates who feel free to discuss things about the job with their superior.
• Superiors seek involvement with subordinates; get their ideas and opinions and
usually try to make constructive use of them.
But according to the staff of the Rapar team, this participation is on a decline. The staffs
feel that the view of a small group of people is given more importance, and if any one
expresses view against the general trend, these people take it personally. This group has a
tendency to oust the people who go against them. If a person raises objections, he/she
finds it difficult to work in the team and as a consequence either leaves the organisation
or is transferred. So, the staffs avoid speaking in the meetings. The staff in all the three
field offices expressed this view. 17 out of 25 staff members at both the CC and CM level
expressed such views.
7.7 CONFLICT
Conflict can be both due to individual characteristics of the employees and derived from
the structure. The first is related with interpersonal relation. The relationship between the
head office and the head office are related with the structural sources of the conflict.
Some sources relevant to the topic are
7.7.1 Mutual Task Dependence
The task dependence can be in the form of assistance, information, compliance, or other
coordinative activities to complete their task effectively.
The head office and the field office have mutual dependence in preparing proposals,
financial assistance, guidance in new projects, preparing reports etc. The head office has
to send reports to the funding agencies, provide information to the donors and support
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agencies. HO depends on the FO for the data required to prepare the reports. The FOs has
their commitments with the communities they are working with. So their priorities lie in
the fieldwork. Also, at times they are not aware of the urgency for the data’s; so they pay
more attention to their routine works. When HO demands the reports at short notice, they
feel overburdened and their regular schedule gets disturbed.
Moreover, the field staff lack skill and do not have clarity in these matters; which results
in inefficiency in recording and documentation. It is clear from the findings of the survey
(Q-9. a,b,c). The mean value for clarity in financial matters is 2.4 administrations and HR
it is 2.3 and in project related matters it is 19. It shows that there is enough room for
improvement in this matter.
7.7.2 Low Formalization
Rules and regulations reduce conflict by minimizing ambiguity. High formalization

establishes standardized ways for the offices to interact with each other. Role definitions
are clear so that people know what to expect from each other.
Though formalization has been introduced in CFT from last one year it will take time to
gain ground. Most of the processes are still informal. People are not clear about the job,
decision-making, rules and structure, as it is evident from the results of the climate
survey. The overall mean value for satisfaction is 2.24 (qs no 1to 9) and it is near 2 in
questions 1 to 4.
7.8 Results of Climate Survey

Climate survey is a tool, which helps in assessing the feelings of the employees about
their organisation. It may be possible that the perceived climate of an organisation may be
different from the actual climate. This survey helps in identifying this gap, if any.
The survey involves getting the response of the employees on a four point Likert’s scale
on a questionnaire. The point one represents complete agreement and point four
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represents complete disagreement. The lower the mean value of the responses the more
positive is the response.
The questions are about five factors of the climate. The five factors are- structure,
responsibility, reward, risk and warmth and support. Structure represents the rules,
regulations and procedures in the organisation. The positive inclination of the response
represents an informal atmosphere. Responsibility represents freedom to work and
knowing ones job. Reward represents the feeling of being rewarded for a job well done
and perceived fairness of the pay and promotion policies. Risk is about taking calculative
decisions. The warmth and support defines the general good fellowship in atmosphere
and perceived helpfulness of the managers.
Figure 2: Climate Survey (i)
3
2.8
2.6 Structure
2.4 Responsibility
2.2 Risk
2 Rew ard
1.8 Warmth & Support

Morbi Varahi Rapar Head Overall
Office average
The results show that the mean value for structure is highest in Rapar. It indicates the
discomfort of the employees about the style of leader ship and the control mechanism
exercised to control a big team.
The score for responsibility is highest in Morbi, which may be because of shortage of
projects in the area. The value is lower than the overall average in Rapar , which again
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can be explained by the constant availability of project for the area, which gives work
satisfaction to the staff.
The lowest score on risk in Morbi can be attributed to the strong leadership in the field
office.
The mean value foe the reward lies between 2.2 to 2.4 in all the four offices, which
indicate the general feeling of the lack of the reward system. The value is highest in
Rapar, which can be related to the big size of the team and feeling of lack of recognition
.the score for warmth and support has a big gap from the overall mean value in Rapar.
Which explains the extent of discomfort brewing in the teams due to problems related
with the local leadership style.
Figure 3: Climate Survey (ii)
3
2.8
Morbi
2.6 Varahi
2.4 Rapar
2.2 Head Office
Overall average
2
1.8
Structure Responsibility Risk Rew ard Warmth &
Support
Almost all the values for the head office are lowest among all the four offices. Which
indicates the cultural gap in the HO and the FO. The values on all the factors, except
responsibility are highest for the Rapar office, which indicates that the Rapar office is
having highest discomfort among the employees. The over all average is lowest for
warmth and support, it indicates that generally people find the work environment
congenial in the organisation.
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8. CONCLUSION
The main issues of concern in the CFT are related with the communication coordination,
leadership and culture. Issues related with communication and coordination is normal in
the NGOs. It can be associated with the nature of work done by the NGOs and their
financial and human resource constraints. The works require flexibility and dynamism,
which limits the extent of formalization. The NGOs have to depend on donations and
project funds for their administrative and human resource management related
requirements. As the project funds keep fluctuating, the organizations cannot have a
permanent management set up. This has implications on retention of human resource.
The NGOs have to manage their work force on minimal cost. The growth of organization
also depends on the amount of work undertaken by the organization, which in turn
depends on the projects floated by the funding agencies. So, generally retention of work
force becomes difficult for organizations, as there is high turnover in search of better
opportunities.
The field staffs of CFT have gained experience through proper guidance and personal
development opportunities available in the organization. But they have a feeling that their
growth is hampered by recent developments in the organization. Also, their potential has
remained underutilized and their work is not being recognized. The study results indicate
that the attempt of formalization has created rift between the staff. Which has affected the
work culture of the organisation. The recent development related with the payment
system and formation of core team has added to the confusion. The confusion is less at
the SM and CC level but is deeper at the CM level. This indicates that leadership has
problem in delivering its role. Their problem can be explained on the basis of ‘Henry and
Blanchard’s Situational Theory’. According to this theory successful leadership is
achieved by selecting the right leadership style, which is contingent on the level of the
followers’ readiness. The problem of leadership in Rapar can be seen as reluctance in
accepting the leader, i.e., the AM. The staffs in the FO see the leader as lacking in
leadership quality due to his reserved personality and technical background. So the
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problems related with communication and coordination get associated with the problem
of leadership.
The problem in communication and conflict resolution is related with the new set up of
the organization. The recently introduced formalization will take time to get acceptance.
So the issues need extra attention with a very sensitive approach. Moreover,
dissatisfaction is also there in the line function staff. This is important as the performance
of the organization depends on these people. If the organization fails to address their
problems it will have direct effect on the efficiency of the organization. Lack of
monitoring and reward system has added to the dissatisfaction at all levels. As the vertical
hierarchy has increased, people have developed the feeling that their work is not getting
recognition and they do not get credit for their work. The cumulated effect of all these
issues results in increasing the rift between the HO and the FO.
9. RECOMMENDATIONS
9.1 Pro-active approach
To shape the future of an organization with focus on developing professionalism, CFT

will have to take up change activities that are planned or purposeful. The objective of
planned change is to keep the organization current and variable. The organizations are
open systems and they depend on their environments. The environment is dynamic so the
organizations must develop internal mechanisms to facilitate change. The changed efforts
should be pro-active and purposeful. The change can be
• At the individual level in which managers attempt to affect an employees
behavior by training, socialization and counseling
• To change the group behavior by using interventions such as sensitivity training,
survey feedback and process consultation
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• To introduce structural change by using techniques that has impact on the

organizations structural systems. The techniques used for this purpose can be
changing authority patterns, excess to information, allocation of rewards,
technology etc
The implementation of the intervention has two parts - what is done and how it is done.
What requires three phases -
• Unfreezing the status quo
• Movement to a new state
• Refreezing the new state to make it permanent
The How refers to the strategies used by the agent to implement the change process.
9.2 SWOT Analysis

SWOT analysis helps in identifying the areas of strengths, which are to be nurtured by
the organisation, and the weaknesses indicate the need to improve.the opportunities give
direction for the future and threats help in developing a mechanism to prepare
contingency plan for the organisation. SWOT analysis will help in taking strategic
decisions.
Strengths
• Clear mission and vision
• Strong grassroots presence
• Practical approach in field
• Committed staff
• Good team in terms of knowledge, skills, experience
Weaknesses
• Slow decision-making
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• Lack of documentation
• Low motivation
• Lack of reward system
• Problems in maintaining coordination between HO and FO in project
implementation
• Dissatisfaction among the field staff
Opportunities
• Can make wider presence
• Adoption of new concepts
• Govt. policies promoting the role of NGOs
• Interlinking with banks, govt. agencies
• Networking with smaller NGOs
• Opportunities for capacity building
Threats
• Competition from other organisations
• Saturation in certain areas (for e.g., wells, rain water harvesting, bunding,
sanitation etc)
• Shortage of funding especially for administrative support
9.3 Suggestions
More responsibility to be delegated to area in-charge.

Ad-hoc arrangement of second-level leadership should be formalized.
Role negotiation between field staff and head office staff.
Training for Management of change; sensitization, empathy.
Orientation for new recruits.
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Develop feedback system for strengthening communication.

Develop an appraisal and reward system.
Develop a monitoring and review system. 
Exposure visits with collaborating organisations to learn about their systems and
processes.
Need to strengthen capacity related to accounting, reporting and documentation,
project planning, implementation, proposal writing and decision-making.
 Training in the head office and all the three offices: to facilitate same culture in all the
offices
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Cohesion Foundation: Strengthening Relations between Head Office & Field Offices

Cohesion started working in 1996 with a group of professionals as a support organization

Employees are hired through campus placements, networking, advertising through

2.0 THE PROJECT

Diagram 1: Need for the study on relationship between the FO and HO

relation needs improvement

2.2 The Organisation:

The hierarchy at the Head Office is structured as follows:

The Different Hierarchy levels at field offices are:

Table 1: The Number of Employees at Different Levels

1st level 2nd level 3rd level 4th level

Table 2: The Experience of Employees

Years of experience 0-1 1-3 3-5 5-7 >7

Table 3: The Levels of Hierarchy in The Organisation

1. To develop an understanding about the factors determining the relationship

4.1 Tools used in the study

4.2 Plan of study

4.2.1 Study of the present situation

4.2.2 Study as a proactive step

5.0 LIMITATIONS OF THE STUDY

• Short span of study

6.0 THE ORGANISATION STRUCTURE

The main activities performed by the HO are

• Providing resource and technical help to field offices

Works undertaken by the Field Offices are

The FO s depend on the HO for

7.0 RESULTS AND DISCUSSIONS

7.1 Financial Dependence:

7.2 Cultural Dependence

7.2.3 Management Support

7.2.4 Reward System

7.3 Delegation of power

The staff of organization helps management through the generation of information in

7.4.1 Communication System:

The formal mode of communication in the organisation is through postal communication

7.4.2 Communication pattern

The way of communications are-telephonic communication, face-to-face

7.4.3 Filtering Problems

One of the main barriers in communication is filtering. Filtering is the conscious

7.5.1 Interpersonal Role

7.5.1.1 Leadership Role

7.5.1.2 Liaison Role

7.5.2 Informational Role

7.5.2.2 Spokesman Role

7.6 DELEGATION OF POWER

According to “Likert’s System of Management Leadership” the in CFT is trying to

This procedure of decision-making indicates that intended leadership has participative

Some sources relevant to the topic are

7.7.1 Mutual Task Dependence

7.7.2 Low Formalization

Rules and regulations reduce conflict by minimizing ambiguity. High formalization

7.8 Results of Climate Survey

Figure 2: Climate Survey (i)

1.8 Warmth & Support

Figure 3: Climate Survey (ii)

9.1 Pro-active approach

To shape the future of an organization with focus on developing professionalism, CFT

• To introduce structural change by using techniques that has impact on the

9.2 SWOT Analysis

More responsibility to be delegated to area in-charge.

Develop feedback system for strengthening communication.

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