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Organisational Understanding Component

By
Vishwasree Boga (25051)
Bhanu Shyam Nakka (25064)

Organizational Traineeship Segment


(PRM 2004-2006)

Submitted to
MYRADA, Bangalore

June-July 2005

Institute of Rural Management, Anand


ACKNOWLEDGEMENTS

We would like to express out sincere thanks to all those who have helped us in all the ways to
successfully finish this project.
First we would like to express our gratitude Ms.Saleela Patkar who helped us at the hour of
need both in terms of intellectual help and organizational help. We would also like to thank
the other staff of MYRADA head office who gave their valuable comments to make this
project a meaningful one.
The staff at the field offices of MYRADA in Kadiri, Mysore and Dharmapuri project areas
helped and cooperated with us and made our task easy. We are indebted to them.
Last but not the least we would like to thank our Faculty Guide Prof. N.C.Narayanan for his
patience and guidance all the way.

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EXECUTIVE SUMMARY

Title: Organisation study of MYRADA


Organization: MYRADA, Bangalore
Reporting Officer: Ms.Saleela Patkar
Faculty Guide: Prof. N.C.Narayanan
Student’s Name: Vishwasree Boga and Bhanu Shyam Nakka
Objective: To understand the organisation in terms of its genesis, mission, vision, activities,
strategy and dynamics with the aid of frameworks studied during the course.
Scope: At present MYRADA is managing 18 projects in 12 districts spread over 3 different
states. Each project is unique in its own sense. The study was limited to 3 project areas
namely Kadiri in AndhraPradesh, Mysore in Karnataka and Dharmapuri in Tamilnadu and
hence the organisation study is more relevant to these 3 projects.
Methodology and Sources of Data: SICDO framework was used to understand the
organization from various dimensions. The methodology for collecting data has been primary
and secondary data sources. Primary data sources consisted of interactions with the staff and
informal discussions. Secondary Data Sources consisted of various documents available in
the organization.
Introduction: MYRADA was started in 1968, to work for Tibetan resettlement. It formed
cooperatives with them in Mysore district of Karnataka. With its success in Tibetan
cooperatives, it tried to apply it in other regions but was not successful. It is the first to bring
out the concept of Self Help Group and has set up an MFI called Sangamitra. Its work area
includes watershed management, arid lands regeneration, fostering livelihoods and health
activities (recently into HIV/AIDS project). At present it is coordinating 2 NGO networks.
MYRADA is best known for its training programs with trainings being offered both to
national and international NGOs, bankers and governmental officials through CIDOR (Center
for Institutional Design and Organizational Reform).
Recently MYRADA has promoted Community Managed Resource Centers in areas where
MYRADA is planning to withdraw. These are managed by the community groups and it is
staffed by one MYRADA senior staff.
Major Findings: The highest deciding body in MYRADA is board. The Head Office in
Bangalore establishes policy guidelines whereafter the Projects determine their own plans.
While programme management and financial systems are decentralized to the project level
and below, personnel policies and Mission Statement are common. The projects can raise the
local funds while international funds are routed through the head office. The organization is
very flexible. It gives freedom for the staff to explore and experiment. In 1990 MYRADA has
699 staff and now it declined to 506 as local communities are taking over many of the
functions earlier performed by MYRADA. Besides, MYRADA interventions have become
more strategic in recent years requiring fewer but more experienced staff.
The broader concepts are not always clear to the staff below the level of project officer. The
future strategic path of MYRADA is not clear to all the staff. MYRADA appears to be highly
dependent on ED both for leadership and also innovative ideas. The major documentation
part is done by the ED and other staff at head office hence the ideologies are from their point
of view which is taken by the other MYRADA staff. There is no role clarity in some jobs and
for most of the staff workload is high.

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Table of contents
Acknowledgements……………………………………………………………………………………ii
Executive summary…………………………………………………………………………………….iii
List of tables…………………………………………………………………………………………….v
Abbreviations……………………………………………………………………………………………vi
1. Introduction........................................................................................................................1
1.1 Genesis of organisation..................................................................................................1
1.2 Mission.......................................................................................................................1
1.3 Area of operation........................................................................................................2
1.4 Principal areas of work...............................................................................................3
2. Objective and Methodology...............................................................................................4
2.1 Objective....................................................................................................................4
2.2 Scope..........................................................................................................................4
2.3 Methodology..................................................................................................................4
2.3.1 Sources of Data......................................................................................................4
2.4 Approach....................................................................................................................4
2.5 Limitations.................................................................................................................5
3. Typology of Myrada among the Development Organisations.......................................... 6
4. Findings..............................................................................................................................8
4.1 Structure.....................................................................................................................8
4.1.1 Formal Structure.................................................................................................8
4.1.2 Secondary structures..........................................................................................9
4.1.3 Consultancy Management..................................................................................9
4.2 Systems and Procedures.............................................................................................9
4.2.1 Financial Systems.............................................................................................10
4.2.2 Programme Management Systems...................................................................11
4.2.3 Human resource Management System.............................................................11
4.2.4 Documentation System....................................................................................12
4.3 Strategy....................................................................................................................13
4.4 Leadership and Governance.....................................................................................14
4.5 Organisational Culture.............................................................................................15
4.5.1 Values...............................................................................................................15
4.5.2 A sense of Mission...........................................................................................15
4.5.3 Teams and Team work......................................................................................15
4.5.4 Appreciative Learning Culture.........................................................................16
4.6 Environment.............................................................................................................16
4.6.1 Communities....................................................................................................16
4.6.2 Government......................................................................................................17
4.6.3 Donors..............................................................................................................17
4.6.4 Other NGO networks.......................................................................................17
4.6.5 Internal Environment.......................................................................................18
4.7 Learning and Capacity Building..............................................................................19
4.7.1 Learning channels............................................................................................19
4.7.2 Innovations and Learning.................................................................................19
4.8 Advocacy..................................................................................................................20
4.9 Scaling up.................................................................................................................20
4.10 Withdrawal...............................................................................................................21
5. Conclusions......................................................................................................................23

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6. Issues................................................................................................................................24
7. References........................................................................................................................25

List of Tables

Table 1: Strategies of Development – oriented NGOs; Fourth Generation …………………6

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Abbreviations

APRLP Andhra Pradesh Rural livelihood Programme


BoD Board of Director
CBI Community Based Institution
CBO Community Based Organisation
CIDOR Centre for Institutional Development and Organisational Reform
CLT Community Level Trainer
CMRC Community Managed Resource Centre
CRP Community Resource Person
DDP District Development Programme
DPAP District Poverty Alleviation Programme
DPIP District Poverty Initiative Programme
DWCRA Development of Women and Children in Rural Areas
ED Executive Director
EC Executive Committee
GOI Government Of India
HIDA Hope International Development Agency
ICAR Indian Council for Agricultural Research
IFAD International Finance for Agricultural Development
KAWAD Karnataka Watershed Development Society
MC Management Committee
MPDO Mandal Parishad Development Officer
MYRADA Mysore Resettlement and Development Agencies
NABARD National Bank for Agriculture and Rural Development
NGO Non-Governmental Organization
RDS Rural Development Service
SAG Self help Affinity Group
SHG Self Help Group
SVYM Swami Vivekananda Youth Movement
VO Village Organisation
WDA Watershed Development Association
WSA Water Shed Association
ZP Zilla Parishad
ZPTC Zilla parishad Territorial Councilor

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