ENTREPRENEURSHIP FOR SOCIAL CAUSE: A STUDY OF WESTERN INDIA
BY: TRILOK KUMAR JAIN
DOCTORAL DISSERTATION REPORT
Department of Business Management
Faculty of Management
Bhavnagar University
BHAVNAGAR 364002
INDIA
1999
ABBREVIATIONS USED:
AWAG: Ahmedabad Women’s Action Group, Ahmedabad
BMA: Blind Men’s Association, Ahmedabad
CERC: Consumer Education and Research Centre, Ahmedabad
ESI: Environmental Sanitation Instititute, Ahmedabad
GR: Ganatar, Ahmedabad
JV: Jan Vikas, Ahmedabad
NS: Narayan Sewa Sansthan, Udaipur
PNR: PNR Society for Releif and Rehabilitation of Deaf and Dumb, Bhavnagar
SP: Sadvichar Pariwar, Ahmedabad
SURE: Society to Uplift Rural Economy, Barmer
VVT: Vikas Vartul Trust, Bhavnagar
1.1. SIGNIFICANCE OF THE STUDY
The Art and Science of Entrepreneurship (edited book, editors: D.L. Sexton and R.W. Smila) is a major contribution in the area of entrepreneurship. In this book in 'Research Issues in Entrepreneurship' (by Neil C. Churchill), writer contends that increasing consensus has been attained on the concept of entrepreneurship as the process of uncovering or developing an opportunity to create value through innovation and seizing that opportunity without regard to either resources (human and capital) or the location of entrepreneur - in a new or existing company. (p. 586)
Timmens and Sapienza (chapter 16) suggest following guide-lines about research in entrepreneurship:
· Does the research add to the intellectual capital in the field?
· Can it enhance both theory and practice and be used on the classroom in ways that enhance curriculum and learning?
They also mention that ignorance of realities and nuances of an industry and an unwillingness to engage in an intellectual collusion with the real world can lead to extensive but meaningless researches. They also suggest that environmental, cross-sectional and contingent researches are required.
Van de Ven (chapter 9) mentions that inductive theory development efforts grounded in concrete and rich field observations are more likely to lead to significant new insights then deductive arm chair theorising approaches. He also suggests that multiple research models are often desirable when scholars and practitioners have only single perspective or theory, facts are often twisted and rationalised to fit the model.
Thus this research aims at contributing following to the academic community:
a) the process of building an institution as perceived by volunteers and his / her co-workers
b) insights into the growth and direction of institutions, which have become well established from historical perspectives
For whom will these be useful:
1) academicians, who take concern in studying institution building process or in entrepreneurship - particularly in voluntary sector
2) practitioners, who deal in voluntary sector
3) trainers and developers who develop entrepreneurs / social workers
1.2. SCOPE AND LIMITATIONS OF THE STUDY
The study has some limitations:
1. The study has been carried out in Gujarat and Rajasthan only, thus excellent institutions spread in other parts of the country have not been covered
2. The researcher has used the judgements of academicians and social workers about identifying institutions, which can be termed as institutions. This is a subjective decision, and thus debatable also. In the process many impact making institutions might have been left out of the study.
3. The researcher could not avail of secondary data from the institutions studied, had it been available, the study could have provided more information.
4. Longitudinal studies are more useful for this purpose, and researcher realises that there could be more in-depth and longitudinal study of a few institutions.
5. In case of participant observation method, the researcher had not informed the subjects, hence, data which are confidential in nature or which may have some sensitive impact have not been discussed in this report. However, their implications have been presented.
6. Although, all the interviews were recorded, however, there is a possibility of slight change in words while deciphering the recording. Similarly, most of the interviews were taken in Hindi. Although, due care has been taken in translation, However, there is some possibility of change in meaning.





2.1. INTRODUCTION TO THE CONCEPTS OF ENTREPRENEURSHIP
2.1.1. Historical Context
The word derives from French word 'entreprendre' i.e. to undertake. In past at about sixteen century entrepreneurs meant the undertakers who used to undertake to lead military expedition. Later in seventeenth century it also included contractors for construction of roads etc. NEW Business this term has often been used for a founder of a new business, where there was none (Gartner).
Vesper (1980) mentions that there are 11 types of entrepreneurs operating in the community. However, all of Vesper's types are private sector related.
Ciastkowski and Vailey (1990)[1] write: "It is of interest to note however that when entrepreneurs are defined, they are rarely characterised by the pursuit of financial gain. Thus persons who work in the public or social system might also be defined as entrepreneurs if the entrepreneurial processes of searching for opportunities and accessing resources are applied to this public or social roles."
2.1.2. Classification Of Definitions
There has been considerable research and literary contributions in the area of entrepreneurship. The term ‘Entrepreneurship’ has also been defined differently by different scholars.
Cunningham and Lixcheron (1991)[2] have classified definitions of entrepreneurship into following classification:
1. The Great Person school (Garfield,1986, Hughes 1986, Silver 1985)
2. The Psychological Characteristics School
3. The Classical School of Entrepreneurship (Schumpeter 1934)
4. The Management School (Fayol 1916; Follett 1942; Gulick 1937; Mooney and Reiley 1931; Taylor 1911; Urwick 1933)
5. The Leadership School
6. The Intrapreneurship school (Ellis and Taylor 1987; Burgelman 1983)
Hornaday (1992) mentions three dimensions of entrepreneurship:
1. Economic Innovation
2. Organisation Creation (Chandler; McClelland)
3. Profit seeking in the Market Sector (Arthur Cole)
He approves Fuzzy approach introduced by Zadeh (1965) incorporating all the three dimensions.
2.1.3. Previous Researches on Entrepreneurship
Although there has been lot of researches in the area of entrepreneurship, however, here we shall review some of the researches which have relevance to the present study.
2.1.3.1. New markets
Garfield (1986) has also called those entrepreneurs who have developed niche in the market or develop a strategy to satisfy some need.
2.1.3.2. Achievement motivation
Entrepreneurs possess higher need for achievement (McClelland 1965)[3]. But only need for achievement cannot contribute to make a person entrepreneur (Hull, Bosley and Ubell 1980).
2.1.3.3. Opportunity identification
Peterson (1985) considers those who identify and exploit an opportunity as entrepreneurs.
2.1.3.4. Risk takers
J.S. Mill (1984) considers risk taking as essential quality of entrepreneur. Begley and Boyd (1986) found higher that entrepreneurs exhibited higher risk taking propensity. Liles (1974) and Sarachek (1934) includes career opportunities, family relations, and psychic well being also in risk. Entrepreneurs are found to be taking moderate risk (McClelland 1961, McClelland and Wiinter 1969).
Schumpter (1934)[4] does not consider entrepreneur a risk taker. Entrepreneur is motivated by natural joy of creating and carries out new combination of means of production and credit.

2.1.3.5. Cultural values
Cultural values are said to contribute to entrepreneurship. Protestant values contribute to entrepreneurship (Hagen 1962).However, Schumpeter does not agree with this. He considers that risk is essential in ownership and so it is not the distinguishing characteristic of entrepreneurship.
2.1.3.6. Profit
Arthor Cole (1959)[5] defines entrepreneurship as "..the purposeful activity (including an integrated sequence of decisions) of an individual of a group of associated individuals, undertaken to initiate, maintain or aggrandise a profit oriented business unit for the production or distribution of economic goods or services."
2.1.3.7. Leadership qualities and entrepreneur
Leader should mould his leadership style as per the situation (Fiedler, 1966). They should empower people, preserve organisational intimacy and develop human resource system (Kao 1989)[6]. Those who can create vision, develop commitment to that vision and institutionalise it are more successful (Bennis and Nanus 1985).
2.1.3.8. Decision making style of entrepreneurs
2.1.3.8.1 Flexibility
Hoy and Carland (1983) found entrepreneurs to be more perceptive and flexible in comparison to small business owners who were more logical and methodological.
2.1.3.8.2. Rationality
Smith ,Gannon, Grimm and Mitchell (1988) found that managers used more rational approach then entrepreneurs. Buttner and Gryskiewicz (1993) found that entrepreneurs were significantly more innovative than managers. They also found that more innovative entrepreneurs had been operating their business only a short time, while their more adaptive counterparts had been operating their business a longer time. Entrepreneurs who are more innovative will have started more businesses then their adaptive colleagues.
2.1.3.9. Networking
Birley found that entrepreneurs relied extensively on the informal network of family, friends and business people and less on the formal network of banks, accountants and lawyers. Networks seem vital to perceive opportunities, test ideas, and garner resources to create a new enterprise (Aldrich and Zimmer 1986; Gillingham and Loucks 1982). Entrepreneurs have their own independent businesses, but they operate within a network of people (Aldrich and Zimmer; Dollinger 1985; Gillingham and Loucks 1982) Cooperative goals and interaction contribute to productivity and morale (Deutsch 1980, Tjosvold 1986; Tjosvold and Weicker 1993).
2.1.3.10. Managerial commitment
Absence of total management commitment to service quality would mean that quality would not be achieved (Zeithaml, Parsuraman and Berry, 1990). Based on a study on 26 restaurants, Reeves and Hoy (1993)[7] found that employees must understand management's commitment of service to achieve high quality of service.
2.1.3.11. Strategy formulation
Mintzberg and Walters (1985)[8] state that strategies in the firms led by entrepreneurs are deliberate (realised and intended). A single entrepreneur's personal vision is dominant.
Peterson and Gagne (1984) state that entrepreneurs demonstrate a single talent for opportunity recognition.
2.1.3.12. Organisation structure
Mintzberg (1978) describes that entrepreneurial organisations are having simple structures, in which the entrepreneur exercises complete power and control.
2.1.3.13. Professionalisation
Willard (1990) studied whether performance differs in founder managed companies and professionally managed firms. In his sample of 126 high growth firms, he did not found any significant difference.
2.1.4. Social Entrepreneurship
Joharinisson (1989) defines social entrepreneurs as "someone who through the extensive use of personal networking facilitation and resources amassing skills revitalises a local community in both social and economic arenas."
2.2. INTRODUCTION TO THE CONCEPTS OF SOCIAL CAUSE
Max Weber (Social Action) defines social act as that action which is oriented to other individuals and groups.
2.2.1. Working Definition
For the purpose of this study researcher has defined SOCIAL cause in the following way:
Human civilization always faces the basic problems arising out of basic needs of human beings. Some of these problems are sorted out by the collective efforts of people and their political organizations. However, some of these problems still continue to persist or take new forms. Any efforts to overcome the problems relating to :
1. basic needs of people like food, shelter, security
2. basic needs arising in the social system like employment, adjustment in the society or maintenance of social order
3. health care, education and development of individuals
4. special problems that are common like old age, physical dependency
EXCLUSIONS:
Thus the problems relating to human being only have been considered. When efforts are undertaken to overcome problems only of animals or birds, that cannot be defined as social cause as per the definition adopted here. This is a limitation. Only basic problems or problems arising out of social interaction are taken into consideration. Activities which address to intellectual faculties are not considered here. Basic problems are also very liberally defined so as to include within its sphere the requirements of education, individual development or removal of social problems.

2.3. WHAT IS ENTREPRENEURSHIP FOR SOCIAL CAUSE
2.3.1. Working Definition
For this study the researcher has defined entrepreneur for social cause as a person who:
(a) Introduces an organizational innovation for some social cause (social problem/ upliftment of society) without any profit motive. Social cause (social problem/ upliftment of society) is defined separately. the researcher have allowed for subsistence profit resulting from the activities of the entrepreneur. Introduction of innovation as mentioned above means introduction of a new combination of inputs for the society so that the desired purpose is served. However, if any person adapts some innovation from any other region, this too is taken within the definition provided the innovation is introduced for the first time in the region.
(b) The person devotes his substantial time and efforts for the development of the organization.
(c) The organization thus established should have reached the stage of stability and should seem to have a relatively long term future. The organization, however, may be organised formally or informally based on network of people. organization formally organised implies organization registered under Societies Registration Act, or section 25 of Companies Act or Cooperatives Act.
In order to identify the stability of the organization, the views of the stakeholders, and impact of the organization has been taken into account. The researcher has avoided those organisations with a history of less then three years.
(d) The founder of the organization must be alive.
(e) The work should not be a part of the occupation / profession / business of the founder.
(f) There should be no alternative solution available to the people in that region where it is introduced or the solution available should be grossly inadequate.
(g) The services / product introduced by the entrepreneur should be available to people without discrimination of caste /sex / religion / class, unless the benefit itself is meant for upliftment of a downtrodden or oppressed community.
(h) Even if an entrepreneur is not the founder but has expanded the organization from infancy to large scale, that too is taken into consideration.
EXCLUSION
The following organisations have been excluded from this study:
· Organisations established by political parties, religious institutions, or political or religious leaders.
· Institutions established by any existing industrial, trading, service or any other organisations. Organisations registered under Partnership Act, Companies Act (other then those registered under section 25).
WHY EXCLUSIONS:
The researcher has excluded the organisations affiliated to political / religious or other organisations since it is the social responsibility of political, social or religious organisation to undertake such work and if they are starting it they are fulfilling part of their performance. Apart from this these organisation have the dubious objective of nurturing their existing organisation by the new reorganisation presented as social service organisation. In that way it is not the establishment of any new organisation. It is only extension of the already existing organisation. So is the case of commercial or voluntary organisation already in existence. the researcher have focused only on starting of fresh organisation. It is for these constraints that many excellent organisations have not been included in this study.

2.4. VOLUNTARY ORGANISATION
Knoke and Wood (1991;p 8) define voluntary associations as "formally organised, named colectivities in which the majority of participants do not derive their livelihood from their activities in the group." Voluntary organisations are defined in broad concepts. Wilson (1973) has written about political organisations, Wilken (1971) has written about religious organisations, Aldrich (1971) has included social organisations, Burgess & Conway (1973) has included labour unions, Warner and Heffernan (1967) have included farmers co-operatives amongst voluntary organisations. The term voluntary organisation has been defined as above.
2.5.ENTREPRENEURS AS INSTITUTION BUILDERS:
2.5.1. What Characterizes An Institution?
(From IGNOU Study Material, MS10):
1) An institution is an organisation which is relatively more enduring and is perceived as an indispensable part of the community.
2) Its functions and services are related to society's commonly agreed requirements.
3) It has ability to adopt overtime to changing needs and values in the society and contribute to the community needs.
4) Its internal structures embody and protect commonly held norms and values of the society.
5) Its achievements overtime include influencing the environment in positive ways through the values it creates, (where such necessity arises).
6) Its influence extends to other similar institutions which are linked to it.
7) It is a change protecting and change inducing formal organization. It tends
8) to protect positive values within the community or create new beliefs and values that are necessary for the sustenance of the community or to bring social order at times where negative forces are likely to affect the community.
9) It has permanence that extends beyond the role incumbents who may come and go. (IGNOU Study Material MS10)
2.5.2. Institution Building
Institution Building refers to transforming an organisation into an integrated organic part of community so that the organisation can effectively play the role of projecting new values and become an agent of change in the community (IGNOU Study Material MS10, 1989, p 62).
Following factors are supposed to contribute to institution building (IGNOU, MS10) :
· Clear and super-ordinate goals
· Selection and development of employees
· Organisation structure and design
· Organisation culture
· Leadership
· Ability to create effective linkages with external environment
Institution Building process refers to two aspects (IGNOU Study Material MS10):
1. Development of an institution by an outside expert (Which may be an individual or an organisation) including development of relevant norms and values.
2. Internal development of an institute to be able to play its role effectively (self renewal process).
Turning an organisation into an institution requires compatibility of organisational goals with that of environment. When an organisation's services are valued by society so that it becomes an integral part of the society, it becomes institution. Institution is defined as a responsive, adaptive organisation which is a product of social needs and pressures. It is a part of the larger system i.e. the community or society and is a forward looking, adaptive and proactive part of the community' (IGNOU Study Material MS10).
Blaise (1984) suggests common elements in the concept of institution:
(a) Prescription of norms of behaviour
(b) Their relative permanence independent of individuals
(c) Their applicability to both small group as well as to an entire society.
Pareek (1981) has mentioned characteristics of an institutions as its normative character and role. It is characterised by a mission, a set of values, and by its role in making impact on a smaller or a larger part of the society. "Institution building can then be seen as a process of developing institutions (organisations imbued with a mission to make an impact on the society) through special efforts to develop capabilities of the organisations to grow into institutions."
2.5.3. Previous Studies on Institution Building
Since the present study is closely associated to studies on institution building, hence a review of literature on institution building is also important.
Pareek (1981)[9] defines institution building as a process of establishing or transforming an organisation into an integrated and organic part of community in a way that will help the organisation play a proactive role in projecting new values and become an agent of change on the community.
1. It is a process of establishing and transforming an organisation.
2. It makes the organisation an integrated and organic part of the community
3. It helps the organisation takes a proactive role
4. It helps the organisation protect new values.
5. The institution becomes an agent of change.
S.R. Ganesh and Padmanabh Joshi have contributed an article in Vikalpa [1985, vol.10(4)] titled Institution Building: Lessons from Vikram Sarabhai's Leadership. They defined institution as "Institutions are social arenas where unique strategies are pursued for inducing and maintaining values which satisfy social needs. organisations are formal, social mechanisms which facilitate constant transmission of values, for example, a business enterprise or the church. leaders are key actors in these arenas embodying the values. The process of institution building is the energising of people so that not only they internalise values that transcend narrow self interests but they also become infused with a sense of mission in their total life. What distinguishes an economic organisation from an institutional organisation is the intensity and the depth with which individual members of an institutional organisation hold core values which seem to suffuse their total being."_Ganesh and Joshi_ (1985) find that:
_*_ Mr. Sarabhai was very keen in selecting people, specially in selecting the head of the institution. He emphasised the human qualities of the person to be selected .
_*_ He preferred fresh candidates in comparison to drawing from established organisations/ universities, as the later step would create a vacuum in the other organisation.
_* _ Sarabhai considered creation of operating culture to be an important responsibility of leader.
_* _ He established clusters of individuals in institutions, with whom he would interact and through he would interact with others. These clusters carried forward his task.
_*_ Mr. Sarabhai exhibited personal care and concern for others. He didn't favour rigid controls. He had ability to persuade and inspire people. He believed in developing people systematically. He used three guiding strategies for building strategies. These are:
1. Networking strategy: by creating interacting and overlapping clusters both internal and external to produce a vision and translate that into action.
2. Trusting strategy created climate of trust, autonomy, and
horizontal control.
3. Caring strategy: by remaining approachable through open channels of communication and by considering administration as a support system to the core task of the institution.
Excellent organisation have four prime orientations:
(1) Customer,
(2) Entrepreneurial
(3) People
(4) Distinctive skill orientation.
[adapted from Ganesh and Joshi (1985), p400].
Peters and Waterman (1982) have emphasised the role of leadership in shaping values of organisational members as well as in developing distinctive organisational culture.
Pareek (1981) has given cyclic model of institution building:
1. idea formation
2. preparation
3. innovation
4. consolidation
5. multiplication
6. review etc.
Pareek (1981, 19) has mentioned following criteria for institution building:
1) attention to process
2) significance of goals and uniqueness of the field of operation
3) innovative nature
4) autonomy
5) generating new values
6) impact
7) multiplication of know how
8) linkages
9) development of people
· While comparing the framework of institution building with other framework Pareek (1981,23) has mentioned that there is orientation of effectiveness and health for organic growth, relationship of collaboration and motivation of power, extension and creativity in the case of institution building.
· While discussing movement from organisational maintenance to institution building, Pareek mentions:
TABLE NO. 2/1
From Organisational Maintenance
To Institution Building
Uniformity
Creativity
A grand plan
Experimentation
Centralisation
Decentralisation
Control & ownership
Owning up and disposition

3.1. OBJECTIVES OF THE RESEARCH:
This is an exploratory research and researcher does not have any hypothesis to test out. The researcher has some questions, which have significance in terms of academics and development of discipline.
3.1.1. Prime Objective:
The main question of study is:
How does a person set up an effective institution for social cause?
3.1.2. Secondary Objectives:
There are some related questions that accompany this question. These can be termed as secondary objectives, as they are related to the prime objective. These are:
· How does a person inspire / motivate his / her co-workers to work in the institution (with the prime objective of working for a social cause) and develops an institution with relatively long life?
· How does a person overcomes the initial problems in setting uip such an institution?
· What (factors / upbringing or circumstances) motivates a person to set up such an institution?
· Document some of the important events and insidents (from the world-view of the founder of such an institution) as these can become a source of inspiration and academic learning for those pursuing these fields.
The main objective of this study is to identify the process through entrepreneurs for social cause set up institutions. This process consists of the way in which they develop and transmit superordinate goals to their employees / co-worker the way they inspire their co-workers to achieve those goals have effective interaction with the environment, that the organisation comes to be regarded with great respect by the community and thus it becomes an integral part of the society.
3.1.3. Assumptions:
· The researcher has certain assumptions which help in undertaking this research. These assumptions may not be correct in all circumstances, however, these assumption, give a base to start this type of research work:
· There is one most important person in the beginning and foundation of an institution.
· The process through which the founder does set up the institution can be recollected / remembered by the founder and this process may have some similarity with other similar phenomena.
· There are some organisations which are institutions for social cause and for them the prime objective is the benefit of certain segments of society. Such institutions can be identified on the basis of discussions with intellectuals and well informed strata of society (academicians and researchers for example).
· The important events and incidents in the process of setting up of such an institution can become a useful source of data for those pursuing career in this field.


3.2. RESEARCH METHODS ADOPTED FOR IDENTIFYING THE PROCESS OF ENTREPRENEURSHIP
The process of entrepreneurship is a complex phenomenon, encompassing within it the sequence of activities which the person undertakes. It is a continuous process. It cannot be captured by judging the attitude, or mental state or activities of a day or two. It can be best understood by a person who has experienced it. It is due to this reason that the researcher decided to use a blend of following method to understand it. In the first stage, the researcher identified a few institutions in Gujarat, but the response was not forthcoming. The researcher meanwhile identified one unit in Bhavnagar and started participant observation. Using the help of various directories on voluntary organisations, the researcher identified addresses of 250 voluntary organisations and wrote letters to them requesting them to help in the research and also requesting them to provide some literature like annual report etc. so that a research plan could be formulated. Researcher got reply from only one organisation and that too did not fit into the researcher's definition. The researcher personally visited Ahmedabad, Jaipur, Udaipur, Jodhpur, and Bikaner and met with academicians, writers and those involved with voluntary organisations. The researcher again prepared a list of 15 organisations and wrote a letter to them. The researcher personally visited most of these organisations and took appointments after informing them that the researcher was undertaking a study on entrepreneurship / institution building process in voluntary organisations. The plan of research devised at this stage consisted of the following:
1. Participant observation method to experience the process of entrepreneurship / institution building as a part of organisation.
2. Relatively unstructured interviews (with schedule) with the entrepreneurs, to understand how they recall the process they have used.
3. Interviews with employees / co-workers of entrepreneurs who have seen the entrepreneur working for a long time, to understand the process of entrepreneurship / institution building as they have observed and experienced. A schedule was used to guide the interview.
4. Field survey with the help of a questionnaire to ascertain external validity of the findings of the above mentioned studies. Here entrepreneurship process is looked at from the perspective of the employees of the organisations. The institutions selected for this stduy are different from the ones selected for the previous studies. This survey covers employees / co-workers of impact making voluntary institutions and a comparison is undertaken by undertaking similar survey amongst similar government organisations. The outcome of the cross case analysis of the previous studies generated the factors for the development of questionnaire for this study.
3.3. INTRODUCTION TO CONTENT ANALYSIS
Content analysis is a method of systematically studying any information, or communication to measure variables. Holsti (1968) defines it as "Content analysis is any technique for making inferences by systematically and objectively identifying specified characteristics of messages." The process of content analysis starts with identification of universe for the content, where from the content is to be derived for analysis. Next, categories are prepared, like what is to be analysed or how it is said are identified. Next, the unit of analysis is identified. The unit of analysis may be word, theme or any object.
In the present study, the content analysis can be used to identify measures of entrepreneurship. The universe of content analysis consists of all the observations and statements of participant observation, the statements of the unstructured interviews and the annual reports / published material (where-ever available). Categories of content consist of interview theme and the observation data prepared by the researcher. In the present study, the themes are more important than words or objects. The themes of the research consist of variables which may have some relationship to the entrepreneurship process in the organisation.
In 'Straight Description' method of data analysis, the analyst accepts and uses the theory and schema as they are in existence in discipline. Thus researcher simply classifies the data into the classes to which they correspond. In 'Analytic Description' method of research, the researcher develops the organisational scheme from the classes and linkages suggested or mandated by the data. Thus this method of analysis may lead to 'Substantive Theory'.
3.4. INTRODUCTION TO CASE STUDY METHOD
Case method of research consists of thorough study of an organisation and identification of major themes from that case around the researchable issues. Yin distinguishes between three types of case studies: descriptive, explanatory, and exploratory. Case study can by done with the help of following techniques:
1. Historical analysis: It is a study of major changes in the history of a company in the course of time. Kjellen and Soderman mention that : "..it is not possible to understand the actual state of an organisation without an insight into the company's history, i.e. the processes that have led up to the company's present condition. Moreover, it is inherent to the nature of organisations and other social systems that some of their principal characteristics cannot be readily observed at a surface level. It is difficult to arrive at any conclusions without studying their behaviour over a fairly long period of time."
2. Action research / action science / participant observation: When researcher participates with the organisation and tries to understand the phenomenon from within.
Major criticism against the case method of research relates to that of internal and external validity. Since the researcher is undertaking an exploratory research, the internal validity question may not be as important as that of external validity, because the research is not trying to establish any causal relations between variables. External validity is a serious problem in case method, as each case is a unique case in itself. The findings of one case cannot be applied to other cases. To overcome this problem, the researcher identified the major areas of voluntary organisations and took one institution only from each area. The diverse nature of institutions may generate a better cross case analysis, wherein the data generated will have higher generalisability to other similar cases.
3.5. INTRODUCTION TO UNSTRUCTURED INTERVIEW METHOD USED IN THE STUDY
Study of entrepreneurship / institution building can be best studied by longitudinal study. However, as a substitute, the researcher wanted to study the world-view of the entrepreneurs and their colleagues about the process of entrepreneurship / institution building. Structured questions limit the possibility of response. In this research, the entrepreneurs are from different background, and their type of response and contents of response would differ. Hence, after careful discussion with guide and other researchers, the researcher identified unstructured interviews as the most useful technique for identifying the factors for entrepreneurship / institution building. However, there was a possibility of interviews going into sidelines - hence researcher prepared a schedule of open ended questions which would be used to control the directions of the interviews. The researcher wanted the respondents to use their own language and stories to state the entrepreneurship process instead of replying as per the proforma of schedule. It had disadvantage also, as in the case of Shishu Vihar, and Lok Bharati the deviation was too much and data could not be used for analysis.
Probing is considered to be a good tool of unstructured interviews. The researcher extensively used, but with precaution, that the researcher was not to give and positive or negative approval or feedback on what was said but just interested in the phenomenon.
3.6. LIMITATIONS IN THE RESEARCH PROCESS
There are a few limitations with the research process employed by the researcher:
· The idea of this research was to study entrepreneurship process in Rajasthan and Gujarat. However, many of the well known institutions could not be covered in this study as the founders of these institutions did not have time for the researcher, for example in case of SEWA, a pioneer institution, the researcher got a negative reply for the purpose. Besides, researcher did not get any reply from the organisation against postal requests. The researcher had written 10 letters to well known organisation based in Rajasthan, however, not a single reply came. The researcher had to visit the organisations without appointment and thus researcher could not cover many organisations based in Baroda, Surat, Ajmer as researcher could not visit these places. However, still the organisations selected are well known and represent a cross section of voluntary institutions in the region.
· The researcher had to contact the leading institutions in its areas of operations. The perception of leading institution would differ from person to person. The researcher relied on the judgement of volunteers, academicians (from Bhavnagar University, Indian Institute of Management, Ahmedabad, Entrepreneurship Development Institute of India).
· Historical analysis is best suited for case analysis, but the researcher could not find secondary data with most of the institutions under study. Thus historical analysis was not possible for all the organisations. However, the interviews included some questions designed to elicit information needed for historical analysis. Historical analysis is part of the overall analysis (findings of the content analysis) and is not done separately.
· The researcher could not use statistical data analysis techniques for the data analysis of the data generated out of the field study. The small size of the group made it difficult to test the data for statistical significance. The researcher wanted to cover at least 50 persons in the field study. However, non-availability of requisite persons forced the researcher to limit the study to 22 persons.
· The researcher was not very conversant in Gujarati and many Gujarati words were used by the respondents during interviews. However, the interviews were recorded in tape recorder and deciphered slowly and translated in English. The problem was more complicated in the case of participant observation, as in this case recording was not possible. The researcher used to prepare notes on participant observation in the evening, and used to find the meanings of new Gujarati words used during the day. The interaction period used to be about 1.5 hours, and so there would be a few words only daily.
· The schedule was prepared in English, but interviews, and discussion took place in Hindi (except in the case of Consumer Education and Research Centre and Jan Vikas).
· Secondary data can be extensively used to study the growth pattern of organisations. However, except for Blind Men's Association, and Consumer Education and Research Centre, written data and reports were not available. At the most of a copy of accounts was available, which not provide insight into the direction and growth of the organisation.
· The researcher devoted about 3 to 5 days with each institution, in case of interviews. The researcher personally observed the main activities. However, with SURE, the researcher stayed for one day only. On the contrary, with PNR Society, the research lasted for about 10 days. With other institutions, it was between 3 to 5 days. This variation was due to availability or non-availability of persons and time with the respondents.

4.1. ORPHANAGE AND NASHA MUKTI KENDRA, BIKANER
Founder: Sri Mahesh Bhardwaj (a high school lecturer by profession) Orphanage was started in 1988 and Nasha Mukti Kendra was started in 1992.
Orphan children and those children whose either of the parents have died and the family is unable to bear the expenditure for their education are admitted in Orphanage. They are provided free food and lodging facilities to study up to standard twelve. For the students desiring to study further, the centre helps in getting admissions to a centre in Jaipur. The centre also helps students in getting employment.
Average number of students on any day: Thirty
Addiction to opium, doda, etc. is very heavy in interior villages in western Rajasthan. Nasha Mukti Kendra, Bikaner tries to remove this addition by providing hospitalization for ten days and by conducting camps. It doesn't charge for this. Sri Bhardwaj moves about village to village to contact sarpanch and to popularise his organisation.
Average number of patient in hospital on any day: Seven
Summary of themes arising out of non-directive interview.–
· Previous background (poverty, social work in villages, and influence of the Gita) helped in understanding and identifying the problems of masses and in idea generation
· Faced problems in getting first group of co-workers and supporters (selected from known persons)
· Plans to start centre for handicapped (as none exists)
· Network of social workers helped
· Faced criticism from certain segments in society
· Relies substantially on grants from Government and donations from public
· Government funding helped in financing the organisations
· Persistence in getting fund from Government, and took risk unto personal funds
· Regrets for not being able to devote time to family
· Plans to resign from his present job
· Network with influential persons helps in the growth
· Still facing a lot of problems (accommodation, finance)
4.2. THAR, BIKANER
Background
Founder: Sri Shubhu Patwa (a journalist by profession)
Geographical coverage: Village Bhinasar located five kilometres and village Hamera located forty-five kilometres away from Bikaner, Rajasthan.
THAR is a network of people for social forestry and rural development. It started in 1984 and still it is not registered organisation. There is no role of money in this organisation. It doesn't accept any monetary contribution either. It started as a movement to protect pastures and to oppose illegal encroachment on them in a village Bhinasar in Bikaner. Soon it took over plantation of indigenous varieties of trees through voluntary action of school children and others. It also opposed plantation of alien plants in desert areas of Rajasthan and successfully forced Government of Rajasthan to promote indigenous varieties of plants. It took over a village Hamera to replicate the social forestry movement. the villagers managed and spread the movement. As a contribution to this movement all the villagers were asked to contribute a bunch of grain (initially floor, but later switched to grain), which was sufficient to maintain the movement. The movement also took over other related activities for rural development etc. It was also successful in achieving self imposed prohibition in village Hamera. Village Hamera had already achieved full literacy, and this helped in the success of the movement. Now the founder is planning to replicate this movement in other villages in Rajasthan.
Total plantation (in first three years) : Over three lakh trees
Summary of themes arising out of non-directive interviews:‑
· Background of journalism helped in identifying the problem
· The founder was already known as committed person in the area
· The founder got the idea as he noticed illegal encroachment on pasture land
· Founder made a beginning and initiated others to join Inspired voluntary action among children and others for social forestry
· Faced opposition from certain sections of society
· Persistence
· Efforts to change Government policies through media
· No monetary contribution from anyone, solely relying on voluntary action
· Emphasis on making a mass movement managed and maintained by community itself (empowering people)
· Media support in popularising the movement
· Relied solely on community resources
· Influenced Government to change its policy (after three years)
· Plans to replicate the movement in other villages in Rajasthan
· Network with Sundarlal Bahuguna and others helped in sharpening the idea
· Network with influential persons in the area helpful
· After the beginning, other activities (prohibition, self employment etc.) taken up, and founder slowly withdrew
· Founder very assertive about the cause
· The movement revolved around Gandhian Philosophy
AFTER PILOT STUDY, A SCHEDULE WAS PREPARED TO GUIDE THE RESEARCHER IN THE RELATIVELY UNSTRUCTURED INTERVIEWS WITH THE ENTREPRENEURS. THE INTERVIEWS WERE NOT COMPLETELY UNSTRUCTURED, AS RESEARCHER PUT SOME QUESTIONS TO KEEP THE DISCUSSIONS IN LINE WITH OBJECTIVES.
5.1. SCHEDULE
The researcher used schedule method. After the pilot study (non- directive discussions), the researcher tried to pinpoint the areas to be probed further.
On the basis of that following schedules were prepared :
5.1.1. Schedule for Entrepreneur:
1. How did you think of starting this organisation?
2. How did you overcome the initial problems?
3. How did you get your first group of co-workers and supporters?
4. How did have you been inspiring your co-workers?
5. Can you narrate some of the turning points in the history of your organisation.
6. How have you been interacting with other organisations/ press etc.?
7. What are your future plans?
In addition the researcher tried to collect some incidents from founder during interviewing to above themes.
5.1.2. Schedule for Co-worker (Employees) :
1. What are the reasons for the success of your organisation?
2. How does Mr/ Ms........ inspires your co-workers?
3. Kindly narrate some incidents with Mr / Ms.......
5.1.3. Why These Questions?
In the case of Entrepreneur:
The first question is designed to put him comfortable and absorb and reflect on the idea generation and motivation aspects. This gives clues of genesis of entrepreneurship.
The second question is designed to look at the initial problems that the founder may have encountered. It also highlights the process through the founder tried to overcome the initial problems. It shows how the entrepreneur raises finance, support and manpower for the new organization. It also highlights the process of marketing of idea employed. The third question is designed to find the first phase of organization building. The objective here is to identify, how does the entrepreneur gets people committed for social cause. The forth question is designed to understand the process of inspiration in these organisations. The fifth question is designed to understand the decision making process of the entrepreneur and heuristic used by him in taking the organization from crucial phases. The sixth question is designed to understand the future plans in entrepreneurship / institution building that founder has in his mind.
5.1.4. In Case of Co-workers:
The first question is asked to understand the worldview of the co-worker about the activities of the organisation. It also provided cues about to what extent the person considered internal or external factors responsible in the success.
The second question is about the style of the founder and intended to know the process through he has tried to build a team.
The third question is an addendum to the second question and many a time it was not put because the respondent mentioned many incidents in reply to the second question itself.
5.2. IDENTIFICATION OF ORGANISATIONS FOR STUDY
Researcher contacted academicians at Entrepreneurship Development Institute of India and Indian Institute of Management, Ahmedabad (academicians were told the research objective) (academicians related to this field only were approached) to identify the organisations to be selected for the study. Researcher also asked the entrepreneurs (whom he interviewed about their suggestions of other pioneer organisations). An organisation was selected only if it was recommended by at least two academicians or one academician and one entrepreneur or by two entrepreneurs independently.
Following is the list of organisations so suggested:
· SWRC
· Ahmedabad Women's Action Group
· Blind Men's Association
· Consumer Education and Research Centre
· Society to Uplift Rural Economy
· Lok Jumbish
· Sewa Mandir
· Jan Vikas
· ASAG
· Shishu Vihar
· Lok Bharati
· Ganatar
· Gandhi Vidyapeeth, Sardarshahr
· Narayan Sewa Sansthan
· SEWA
· ENVIRONMENTAL SANITATION INSTITUTE
· Prakritik Chikitsalaya, Jaipur
· Kumarappa Gram Swarajya Sansthan, Jaipur
· PNR Society for Relief and Rehabilitation of Deaf and Dumb
Out of the above list, SEWA refused to help in the research process with a suggestion the researcher to take other organisations. SWRC Tilonia did not reply in spite of repeated reminders. Blind Men's Association, Consumer Education and Research Centre, Environmental Sanitation Institute, Ganatar, Society to Uplift Rural Economy , Shishu Vihar, Lok Bharati, Ahmedabad Women's Action Group, Jan Vikas and PNR Society were taken up for study. Later, Lok Bharati and Shishu Vihar had to be dropped due to inadequate data.
5.2.1. Rationale:
Initially the organisations selected for the study were: SWRC, SEWA, Blind Men's Association, Consumer Education and Research Centre, ESI, SURE. However, SWRC and SEWA could not be taken up. All the remaining organisations were taken up for study. Instead of SEWA, another pioneering organisation, in similar field, AWAG was taken up. While all these organisations are quite large and well established. Later Ganatar was also added to the list, which is a growing but relatively young organisation (well known in its field) as compared to other organisations. Taking organisations from different fields, and with different life stages helps in finding out the level of generalisability of the findings across other organisations, where the nature of work or period of work is different.
Of the selected organisations, some organisations are much more mature than what they look to be. For example, in case of SURE, the founder had long experience of working in rural development and other related areas during his Government. service and this helped him to set up an organisation, which. In case of PNR Society, we cannot exclude so many other organisations like K.L. Institute etc. which are closely associated. The founder has been working in the field of social work for almost a half century now. Similarly, in the case of ESI, the founder was involved in the related work for a long time, before the birth of ESI. Thus in all these cases, the organisation may look a new organisation, but is in fact not a new organisation.
TABLE NO 5/1

THE LIST OF SELECTED ORGANISATIONS AND THEIR DESCRIPTIONS

Name of organisation
Main Area
of Work
Other activities
Name of founder
Year-estd.
AWAG
Women's awareness
Sale of handicrafts made by women
Ms. Ilaben Pathak
1980
BMA
Blind & handicapped
Sale of articles made by handicapped
Mr. Jagdish Bhai Patel
1950
CERC
Consumer education and protection
Sale of journal etc.
Mr. Manubhai Shah
1978
PNR Society
Deaf-dumb, polio, handicapped
Training handicapped, printing press
Mr. Anant Bhai Shah
1970
SURE
Rural development
n.a.
Mr. Magraj Jain
1990
ESI
Sanitation, Bhangi mukti, sanitation awareness / training
Oil mills, Khadi organisations
Mr. Ishwar Bhai Patel
1963
Jan Vikas
Rural development
n.a.
Mr. Gagan Sethi
1986
Ganatar
Child labour -education etc.
n.a.
Mr. Sukhdev
1990
Sadvichar Pariwar
Relief / noble thoughts / health / rural development
Printing press, khadi organisations, school
Mr. Haribhai Panchal
1949





6.1. SADVICHAR PARIWAR, AHMEDABAD
6.1.1. Introduction:
Persons interviewed: Sri Haribhai Panchal and his three co-workers
Activities
· Raksha Bandhan for prisoners
· Raksha Bandhan for patients
· Action at the time of natural calamities, disorders etc.
· Eye hospital
· Samarpana Vidyapeeth (academic place for commitment)
· Free education and training of about 300 handicapped children
· Leprosy work
· Eye and dental camps
· Lectures and discourses in jails, remand homes and for public
· Change of heart of persons sentenced to death
· Cornea donation and grafting
· Construction of huts and colonies at confessional cost
· Publicly honouring martyrs and saviour
· Cash aid to martyrs' family - in the cause of nation
· Visits to hospitals and catering to patients needs
· Blood donations
· Cattle feeding centres
· Suvichar monthly (periodical publication)
· Drug banks
· Grain banks
· Providing permanent water tanks in cutch villages
· Cremation of unclaimed dead bodies
· Free boring of tube-wells
· For freedom from famine
· Svashraya Centres
· Amritbindu
· Ambulance services at half the rate of the rate charged by Government. hospitals
· Social forestry
· Rural development
· Publication of quality literature containing thoughts of popular saints, greeting books containing thoughts, etc.
· Publication of two magazines, one of which is meant for children
· Library for prisoners and patients.
WHY THIS ORGANISATION IS SELECTED?
It is a pioneering organisation in introducing reforms for prisoners. In addition, it is also the leading and pioneer organisation for fighting natural calamities.

Present Manpower Strength
Could not be ascertained. Total volunteers are more then 1000.
Geographical Coverage
Primarily in Gujarat. Although many of the activities are also undertaken in other states.
The researcher had taken the appointment of 11 am. The researcher reached at 10 am. Since the office time was 11 onwards, no one was there in the office except for two peons. At 10.30 an ordinary and very simple looking person clad in ordinary khadi dress entered the office. He inquired whether the researcher was from Bhavnagar University. The researcher approved and inquired that The researcher had come to meet Mr. Haribhai Pancholi. He welcomed me. The researcher could not believe that he was Mr. Pancholi. The researcher asked him that The researcher had to meet Mr. Pancholi. He said that he was Mr. Pancholi. The researcher was surprised and wondering at his simplicity.
6.1.2. Themes Emerging Out of The Interviews
6.1.2.1. Family responsibility:
"I was studying in college. My father had throat cancer. I was the only son. In order to look after him I left college. .."
6.1.2.2. Simplicity of founder / lack of ego:
"Where ever he would go, he would not introduce himself. Whenever he would go to attend any meeting, he would sit among common people, even after the request of organisers. He would introduce others. He doesn't need fame. He wants minimum of name, however he wants the name of the institution to spread."
6.1.2..3. Idea generation:
OATH
"While dying my father told me "become the inspiration for good work." and the same day he died. That was his last order. Sadvichar Pariwar is the formal manifestation of that idea."
6.1.2..4. Foundation in childhood:
"I had religious orientation from the childhood. "
6.1.2.5. Beginning - entering public attention through media:
"I used to go to attend KATHA and used to write for Sandesh. "
"I started writing collection of noble thoughts for Sandesh. This used to be published in the last page of the newspaper titled 'AMRIT BINDU. This continued for three years. It used to contain thoughts for creative humanism and not just religious."
6.1.2.6. Sensitivity to social problems:
"Patients and their relatives have to spend time in hospitals in idle. In such situation of pain and agony, why not library provide books to them. I just gave this idea to people and people and they picked up. I was just a NIMMITTA."
6.1.2.7. Beginning as a response to society:
"The prisoners said 'you consider the pain of patients but why don't you consider us. We also need books.' ... We deposited Rs. 1000 in municipal library and got 200 books issued. Which would be circulated and exchanged daily among prisoners. .... Later on we started visiting jails. We started taking saints to jails for arranging their speeches and formed a BHAJAN MANDALI of prisoners in jails." "There came a suggestion.. On the festival of RAKSHA BANDHAN prisoners should be knotted RAKHI and should be asked to take a determination to lead a good life in return. People send greeting card. which is having a small life. We thought to start a greeting card which might have longer life and give noble thought to people. We started publishing AMRIT BINDU as a greeting booklet. ..At the occasion of Diwali when a person greets his elders and receives this booklet, this is the right time that the noble thought should be presented to him."
"We have published many booklets on saints."
6.1.2.8. Resource utilisation:
"A saint offered rupees one and half lakh to us to be used to start a centre where people could get free food. After careful consideration, we found that it was not feasible to start that in that amount. Therefore we thought of giving twenty three machines in twenty three villages in tribal area. With this they could collect water from a nearby river and get good harvest. ...There was good harvest. .. We asked them to give us returns by ensuring that no dependent person, or widow or orphan etc. should remain without food in those villages." Gulam Khan (an ex-prisoner) offered us seventeen meter cloth as a gesture of respect (in response to raksha bandhan) for the sisters of Sadvichar Pariwar. We refused that but he finally left the cloth at our office. We were thinking as to how to use that. Suddenly there was a crisis in Bihar. ...We sent blouses prepared out of the cloth to Bihar for the ladies in the crisis. Thus s helped in saving their honour." "Our great strength is that our administration expenditure is minimum." - Co-worker
6.1.2..9. Human resource:
"He is very good at judging people." - a Co-worker
"He asked me how much salary I wanted to have. I said that since I was drawing salary of Rs. 575 in the previous job and was able to maintain my family, I would like to take that only. He offered me Rs. 1000/- but I refused. He forced me to take Rs. 700/-."
6.1.2.10 Complete authority:
"He takes complete confidence. He gives freedom to work. He doesn't interfere. He says 'Whatever is there in your mind actualise that."
6.1.2.11. Guiding thoughts (benevolence of individual):
"First thought then action." Mr. P. spoke three times and his co-worker spoke once, "Every individual has benevolence hidden in him. What is needed is to just draw that out."–Founder
6.1.2.12 Resource generation:
"Initially we started with the property of my in-laws. Later we started accepting donations."
6.1.2.13. Costing is pricing:
"We charge on no profit no loss basis."–Co-worker
"I told villagers that I shall not give anything free. we charged Rs. five per hour and used the money generated in other activities for the village."---Co-worker (Sadvichar Pariwar introduced motors for villages in a tribal area to collect water from a nearby river.)
6.1.3. Summary:
Sadvichar Pariwar made a humble beginning and went on to become a people's movement. I essentially relied on people's involvement for its success. We find following factors as instrumental in entrepreneurship in this organisation:
Founder's Personality And Style:
· Ability to gain popularity in the initial stage through media
· Lack of ego
· Giving complete authority to people POLICIES:
· Restructuring of existing social structure without making radical changes, however, by expurging it of its evils
· Noble thought comes before action, so it should be generated
· Spread of thought of popular Indian saints and philosophers
· Costing is pricing
· Benevolence in common individual
· Ability to make best use of resources
· Ability to put solutions to society's problems and responsiveness to social problems.
6.2. CONSUMER EDUCATION AND RESEARCH CENTRE
6.2.1. Introduction:
Persons interviewed: Sri Manubhai Shah and his three co-workers
It is a pioneering organisation in the area of consumer education and consumer protection. This organisation has been selected as this was the first organisation of its kind when it started functioning in Gujarat (in 1978).
The main themes arising out of the interviews are as under:

6.2.2. Themes:
6.2.2.1. On developing co-workers:
"He never does spoon feeding. I had just joined. I had never seen law books. ...In a meeting, in front of some persons I was asked to go out and get the book, understand it and speak on that. him. He will try to see that the person overcome his limitations. " - a co-worker
6.2.2.2. Search for a successor:
"I have worked enough now 18 years (since 1978). I want to leave this organisation. I have told the trustees that at least for one year I will leave this country this city, I will do this April 1996. This is on you (trustees) to find a successor. My concern is that unless I do it in this radical manner, management succession will not take place in planned manner. An organisation that I have built up, should not face any problem when I am not there. This can happen tomorrow, I am 64 now .. Than what would happen to Consumer Education and Research Centre.. In a training programme, people have voiced the concern as to what will happen, when Manubhai is not there .." - - The Founder
6.2.2.3. Open and willing for external suggestions and evaluation for improvement:
"The idea is that it should run like a professional run organisation.. Dr. Rao has also studied our organisation.. Some students of IIMA have also studied our organisation .. UNDP also reviewed our working.." - The Founder
6.2.2.4. Creativity:
He has the ability to encourage creative ideas and that motivates all of us to think more."- Co-worker

6.2.2.5. Clarity of mission:
"This (clarity of goal) takes place almost daily. This morning I was preparing for a workshop for women as consumers. While discussing he asked me to focus on women as consumers and not as social problems." - a co-worker.
6.2.2.6. Result orientation:
"People have perception that working with NGO means low workload. They find overwork here. At the end of the day, they have to show the output. There is a pressure of deadline." - a co-worker
6.2.2.7. Assertiveness:
"He is very strong in his views. Final decision is his. However, he shall discuss with others."- a co-worker
6.2.2.8. Background helpful in the new field:
" It worked in a different way. I was working as GM in Arvind Mills in 1978. I had worked for twenty six years. Our retirement benefits were available after thirty years of service. I had four years to go at the relevant point of time. I was thinking on an idea that after thirty years of service 'I don't want to work for any monetary reward'." "..How do I repay debt to Indian society?.."
After analysing both positive and negative aspects in himself Mr. Shah found following three qualities that he should keep in mind while entering into any area:
Academic background as Law (which he used as manager and not as a lawyer)
Long and rich experience of dealing with people
Assertive and affirmative temperament
"So the question was which is the area of non-profit work where I can put these three skills in use. Answer was 'consumer protection by law'. Answer came partly from an American Magazine.. "- founder
6.2.2.9. Initial periods:
"I wanted to use four years of my service at Arvind Mills as period of beginning. "Mr. Shah made the beginning with Mr. Ramesh bhatt at Ahmedabad. Initially they would meet at each other's residence for two-three hours and discuss about what should be done for consumer protection.
FIRST SUCCESS: Consumer Education and Research Centre got the first success when Gujarat Government increased the bus fare. They got publicity on this case.
6.2.2.10. Solution not appreciated by people in the first case:
Consumer Education and Research Centre was of the opinion that the bus transport was a monopoly service. They were required to operate with efficiency as per the statutes. However, when they increased the fare, the consumers didn't have the choice. When Mr. Shah approached the lawyers that the transport authorities should be taken to court and forced to run the organisation efficiently, he got the reply: "forget about it." They asked "How do you prove that it is not managing operations efficiently. "
Mr. Shah being from management background thought of using management tools to make comparative analysis to prove the inefficiency of transport. He got help from his colleagues. They won the case. They got a lot of publicity. As he puts it "..This was in those days so novel method of consumer protection." in comparison to demonstration and other traditional methods. "And that gave me a sense of ASSURANCE AND CONFIDENCE that it can work in this country.
6.2.2.11. Subsequent cases:
After the initial success Consumer Education and Research Centre continued taking similar issues. It took Gujarat Electricity Board, Telephone, Life Insurance Corporation, Indian Airlines etc.
6.2.2.12. No office till 1981:
"I used to operate from my office at Arvind Mills."
6.2.2.13. Initial fund raising:
"We approached only those who knew me personally... Not to public at large. ..People should have confidence and trust on us."
6.2.2.14. Different type of social entrepreneurship:
Mr. Shah classifies social entrepreneurship into different classes as: Humanitarian as
(a) relating to calamities etc.
(b) relating to hospitals, work for handicapped etc.
Educational schools cultural activities
Human rights organisations as for environment protection, consumer protection, civic rights etc.
He claims that social entrepreneurship in the last category is different form others as it does not appeal to heart.
6.2.2.15. Multiple sources of funding to consolidate the organisation:
"If one closes down, along with that we also face the problem."

6.2.2.16. Beginning with ford foundation (1982):
Consumer Education and Research Centre started getting money from Ford and got it till 1988. It also added to credibility factor of Consumer Education and Research Centre as Mr. Shah puts it.
6.2.2.17. Going well prepared before funding agencies:
"Prof. Kamala Choudhary of Ford Foundation failed to convince her boss about utility to fund a consumer organisation. During a visit of Ford representative, she arranged for a meeting with Mr. Shah. The representative asked Mr. Shah: "How as an NGO you have locus standi to fight for consumer in the court.?" Mr. Shah in reply quoted two cases from America to assert his position. "There was a spell bound silence for a few moments. He never expected that somebody from a remote place in India would quote these cases and talk with confidence of using them.. He then suggested to me to work in other areas. I said if you want to support us, support us for this ....there are many others who work for those issues. He then reported to Ford that 'if not for any other reason, even for experiment, .give money to this organisation.. you will not regret for having given money to this group'.".
6.2.2.18. Voluntary support from lawyers and others in the initial phase and still continue:
"Voluntary services from Lawyers, a cost accountant from Arvind Mills and others who were known to the founders of Consumer Education and Research Centre contributed to the initial success and growth of Consumer Education and Research Centre. "A couple of employees are still volunteers as Mr. Ladia. How we converted him (Mr. Ladia) ...We handled his complaint well. I knew him ..his children were grown up and settled.. I asked 'Why can't you help other consumers.."
"There are three types of volunteers here:
1. I do not take any payment - even my car and telephone expenses
2. Some do not take any salary, but are paid conveyance expenses only
3. Some are given honorarium, which is much less than the salary they can get." - The Founder
6.2.2.19. Transparency:
"All incoming and all out going mail is seen by all, so there is noting is there which I know and they don't know."
6.2.2.20. Search for successor:
"I have said (to trustees) I have worked enough now.. I want to leave the Organisation for at least one year..." "Unless I do it in radical manner, managerial succession may not happen in a planned way..." "Secondly people (some employees) have raised fear that what will happen if Mr. MD Shah is not there.. we may not work then"
6.2.2.21. Image:
"Initially there was a feeling that we were fighting against public sector only.. that is not there now. "
"We are an informed professionally run organisation...We are responsible in the sense that we give a long rope to every one to hang himself ...if he doesn't...then we take them to court....We provide the other party an opportunity to set the house in order."
6.2.2.22. Media relations:
"We hold a number of public meetings ...and invite key speakers." "We publicise court orders." "Our own magazine publishes a column 'Consumer Education and Research Centre lends a helping hand' which contains information about individual complaint cases handled by us." Large number of voluntary organisations are involved in activities which do not involve conflict or confrontation or that kind I can take number of them i.e. 1 sympathy oriented as - helping at the time of earthquake, cyclone 2. working for blind, destitute. 3. educational i.e. dance music concert, activities
6.2.3. Summery of Themes About Entrepreneurship At Consumer Education And Research Centre:
· Clarity of mission (consumer protection through law, and related activities like consumer education, awareness)
· Background of founder helpful in success of the organisation
· Voluntary support by lawyers and others known to founders in the initial phase
· Success in the first case, and popularisation of the same
· Initial funding by the people known to the founder
· Well informed and professional approach in dealing with all including funding agencies
· Multiple sources of funding
· Development of corpus fund to support at crisis, and interest of the same helps in running day to day affairs
· Strong and assertive personality of the founder
· Positive media relations, meetings, conferences, and magazines
· Image of a responsible organisation
· Responsiveness to start one activity after another as a response to consumers complaints and its own research studies
· Ability to mobilise foreign funding to support its laboratories and research efforts
· Networking and support to other consumer organisations in the country
· Professional staff
· Transparency
6.3. ENVIRONMENTAL SANITATION INSTITUTE, AHMEDABAD
6.3.1. Introduction:
Persons interviewed: Sri Ishwar Bhai Patel and three co-workers
Environmental Sanitation Institute was set up by Sri Ishwar Bhai Patel. This organisation promotes low cost sanitation. This organisation innovated sanitation techniques and is constantly promoting sanitation. Basically this organisation emerged as a measure of Bhangi Mukti Andalon. Earlier in India (even now in certain villages / cities), sweeper (who used to be called Bhangi) had to take night-soil.
Born on 13-9-34, PadmaShri Ishwar Bhai Patel is a revolutionary from the childhood. The founder had the seeds of this organisation in himself at the age of 14 (1948) when he started cleanliness campaign in school, and even cleaned night-soil. The founder was very much influenced by Mama Saheb Fadke and Appa Saheb Patwardhan. He started wearing khadi and spinning khadi at the age of 14. In 1955 he started Bhangi Ashram at Godhra, in 1956, he joined Safai Vidyalaya and experienced the problems of scavengers. In1960 he went to Bombay to join Municipality as a peon, here he tried to accelerate the pace of conversion of dry latrines by water-borne latrines. After seven years of work, he developed a new shape of pan which required only 1.5-2 litres of water instead of 15-50 litters of water to flush night-soil. With reduced water requirements, the new pan could be used in rural areas also. In 1964 he joined as principal of Safai Vidyalaya, and as Zonal Organizer of Bhangi Kasth Mukti.
Sri Patel has made immense literary, social, academic, technical and political contribution. He has worked as president or as head of various organisations working in the areas of sanitation, Harijan mukhti etc. He has travelled across the globe and consulted to UNICEF, WHO, got plenty of international and national honours and awards and is an international authority on sanitation.
6.3.2. Themes:
6.3.2.1. Experiencing the problem:
"I cleaned thirty five toilets in Keshav Nagari, Ahmedabad. this helped me in standardising their work and instrument upgradation." "I broomed in village Ratanpur for six months."
6.3.2.2. Public opposition:
"...(at Babra project) people used to tell.. 'see these toilet people have come."
"I had just come here (Gandhi Ashram). Three dogs died here due to poisoning by municipality. I took them and buried them. People of the neighbour started scorning at me by saying "look....the bhangi (a derogatory term for scavenger) of Ashram has come."
"I faced opposition from my villager, when my wife refused for PARDAH system. We remained adamant. ""I was ostracised when my son married a girl from a scavenger family."
6.3.2.3. Shock to the society to change it:
"My aunt came to stay with me . My cook was from a scavenger family. My aunt came to know after some time. She threatened that she would create opposition for me in village. I counter threatened her that I would inform people that you had taken food prepared by that person. Then she cooled down. So you have to give shock to the society to change it."
6.3.2.4. Mission as challenge:
"..(about abolishing system of scavenger) Balwant bhai Mehta "then CM) asked me to experiment the idea. I took it as a challenge."
"All my colleagues are filled with a missionary spirit. They are not just for salary."
6.3.2.5. Fund raising by efforts:
Mr Patel told about his various experiences relating to fund raising for running the organisations. Generally raising funds for such an institution is not an easy task as there is no sympathy among upper class for an institution aimed at removing untouchability and promoting sanitation. Mr. Patel used his influence and contacts to raise funds as and when required.
6.3.2.6. Orientation for freedom:
"We never took any grants from Government for Environmental Sanitation Institute. .Simply because we don't want any audit objection ..."
"My co-workers derive their salaries from projects undertaken by us (projects for imparting training people about sanitation.)"
"We have to take grants to educate and train children from scavenger families. But there again we fulfil the shortfall by selling the goods produced by our centres."
6.3.2.7. Beginning - First success:
"... we organised a camp .I collected Cement (controlled rate) . .. For 5 days no villager came forward to get the latrine constructed. I told my workers that you go and get mixed with villagers by helping them in some or other manner. However, it did not work. When contacted, the villagers told me that construction of latrine would cost them Rs 200, while they can get nightsoil cleaned by sweeper at Rs 2 per month. I was totally disappointed by this. Municipality was also not willing to help us. .. An idea came to my mind. I asked the sweepers that they are getting very little. They are getting only Re 0.06 per home, and if six persons are their in that home, they are getting only Re 0.01 per day. This is too low. I persuade them to raise their demand. I suggested that they should demand at least Rs 5 per person per person, otherwise it is exploitation. They got convinced. After they raised the demand and threatened to strike, I approached villagers. I told villagers that if you get the latrine constructed it will cost you only Rs 200, but otherwise you will have to pay Rs 360 per annum. Now one business person came forward. His wife had some problem .. Our workers immediately constructed the latrine. We now started popularised the success to the villagers. I approached Municipality and told them that since they spend more than Rs 4000 (one trailer used to cost Rs 10000, and it lasted for three years, plus diesel and driver's charges) on carrying night soil, they will benefit from construction of latrines. They were convinced by the financial profits they would get. They agreed to contribute Rs 25 and Zila Parishad also agreed to contributed Rs 25 for every latrine constructed. Now villagers started coming.... In this way it has taken me 12 years to completely remove this system from Gujarat. Now Gujarat is a model state in India with no such practices." - - The Founder
6.3.2.8. Other philanthropic activities:
"Our Harizan Sewak Sangh also run Bal-baris. These are aided by Government. .. We have 30 hostels in Gujarat. .. . My these activities cost about Rs 55 lakhs per annum. I have an annual deficit of Rs 2-3 lakhs per annum. .. Which I get from donations, oil, soap, and shoe selling." - - The Founder
6.3.2.9. Involvement in planning etc.:
"I am a member in 22 committees of Central Government... I have also worked as consultant to WHO, UNICEF .. " - - The Founder
6.3.2.10. Innovative fund raising methods:
"I contacted Khadi Board of Navsadi and set up four oil mills (tel-ghani) in Navsari. We maintain quality at those oil-mills. People buy oil from us regularly. Even if market prices have gone up and our prices are less or market prices have come down and our prices are high, people still buy from us. This gives us some profit." - - The Founder
"We make shoes also at Navsari and Valsad. We also make soaps. These give us profits of some one lakh annually. We receive donations of Rs 25000 per annum from people, who give in Rs 50-100 per person." - - The Founder
People do not give money for the cause of Harizans. Once I asked people to give one rupee per person. In this was I collected Rs 75000. ... Once we organised a music programme, (bhajans), this also raised some money."
6.3.2.11. Committed people come and join:
"We get very committed people. Once a person, Sri Viren Joshi came from America. He had read about me in USA. He told me that he wanted to work with me. He was getting $9000 there. I told him that I am doing this type of work. He offered to leave his job at USA. I suggested him not to leave his job at USA. He comes here after six months or so and work with us. We have set up Manav Sadhna Trust. We provide educational support to poor children. We distributed educational tools (plates and paper) to students of primary classes. ... One more lady came from USA, she has specialisation in Political Science. She taught English to our students." - - The Founder
6.3.2.12. Sensitivity to human cause:
"Once we organised a lecture in jail There were some 100 life prisoners. Some of them told me that no one was taking care of their children. We agreed to take care of 25 such children belonging to life prisoners."
"I also run Relief Association of Blind. We have 300 members. The association gives support to blind persons, who are members of this association. Both the secretaries of this association are blind."
"Through Manav Sadhna Trust, we conducted health check-up on 2000 children."
"There is a lot of is humanity spread around." - - The Founder
6.3.2.13. Use of existing social institutions to penetrate:
"We used to take out procession..."
"We used to clean the village for one hour daily."(...(Babra Project) ..We used to organise PRARTHANA SABHA in night....but very few people would come. ....I asked my colleagues to make direct entry into the houses."
6.3.2.14. Success through persuasion:
"Scavengers were not willing to leave their job. Municipality too was reluctant."..(we persuaded scavengers for higher pay) and persuaded people about the advantage of new system."
6.3.2.15. Popularising the first success:
"(after a lot of efforts ..at Babra project) we constructed the first flush toilet . We popularised it. It had cost only rupees one hundred fifty. Others were also encouraged by that and thus we were able to spread the new toilets."
"We then persuaded municipality to contribute to establishment of flush toilet. We showed that they were spending some three thousand rupees on two hundred traditional toilet. They were convinced and agreed to contribute rupees twenty-five per toilet."
6.3.2.16. Mission:
"We have a desire to remove untouchability or any such thing 100% from our villages. We work unitedly for this purpose." -co-worker
"In the beginning it was difficult to convince people. We used to organise puppet shows, create awareness among people. However, later villagers started adopting it by imitating." - co-worker
6.3.2.17. Cooperation from government:
"...(Babra Project) Collector and local officials co-operated with us."
6.3.2.18. Youth as carriers of social revolution:
"When youth goes in the villages with a broom, it is a social revolution."
"We have targeted NSS, Polytechnic, Engineering colleges for providing training on sanitation."
6.3.2.19. Sarpanch as facilitator of revolution:
"..catch youth, sarpanch and give them five day training.
6.3.2.20. Spreading the revolution through other NGOs:
"In future we want to multiply ourselves."
"We cant reach every-where and so we train other NGOs. They then spread the revolution."
6.3.2.21. People participation:
"This work cannot be undertaken by contractorship, it can work only by people participation."
"He is a very simple man."
"People in rural areas get angry sometimes, however, he never gets angry." - co-worker
"There is no person comparable to Ishwarbhai in undertaking such work." - co-worker
"He explains everything in very simple language. He tells everyone in the other person's language. He will repeat all important things so that these are clear to everyone."
6.3.3. Summary of The Main Themes:
· Experienced the problem personally
· Faced public opposition initially
· Tried to use existing social methods to penetrate, but could not succeed, finally succeeded by persuasion and tactics
· Popularised the first success
· Got cooperation from Government bodies
· Popularised the success through training youth and persuading engineers, experts, and sarpanch
· People participation as key to success
· Spreading revolution through other NGOs, help in setting up of new NGOs who can take up this task

6.4. GANATAR, AHMEDABAD
6.4.1. Introduction:
Persons interviewed: Sri Sukhdev and three co-workers
Ganatar is a pioneer organisation in the area of education of child-labour in Gujarat. Although there are many organisation working in the area of child labour / street children, but this organisation is the first of its kind in promoting education among child labour and in changing the ideology among people about child labour by organising seminars regularly.
6.4.2. Themes emerging out of the interviews:
6.4.2.1. Idea:
".. ours was a group of 35 persons, we wanted to work in some positive area for society. We decided to work in an area where no one else is working. We selected brick labourers. .. One of the founder gave us a study of Khambat four years ago. We did that study and decided to work with salt labourers, akik labourers." - - The Founder
6.4.2.2. Mission:
"Primary education should be compulsory." - - The Founder
"You can't apply the same teaching method and same course everywhere, there has to be flexibility considering the background of the student." - - The Founder
"He believes in child rights not in child welfare and so we too."
"We don't believe in NFE, we want to strengthen the existing school system." - - a co-worker
"We want to create support system for parents, teachers and students." - - The Founder
6.4.2.3. Basic values:
"We do not talk about child welfare, we talk about child rights." - - The Founder
(the above statement was also told by co-workers, interviewed independently)
6.4.2.4. Entry and working for the betterment of children:
"When we did the work of insurance, then everyone came to know." - - The Founder
"In the bal-bari, we took some toys and other things for children, so that they could be interested to come. Children did not take interest in non-formal education. We started telling stories with moral education contents. In this way motivated the children to study." - - a co-worker
"Labourers never used to send their children to us, we used to help them, we used to organise picnics for children at bal-bari than they started sending children during the time of their work." - - a co-worker
"Those labourers, who work near Bhattas (small factories for making brick etc.) were unable to send their children to schools as they used to work on Bhattas for 8 months and would work for 4 months in farms. We persuaded them to send their children to schools during their stay at villages and helped provide education to their children near bhattas during remaining period by balbaris." - - a co-worker
"When we wanted to work for Akik (Agate) workers, we found resistance from the owners of Akik mines and others. Than we organised a meeting in a school premises to help widows of akik workers. Thus there was less opposition, as our manifest objective was to help widows. At that moment we also impressed upon teachers and principal of that school to provide education to children of akik labourers." - - The Founder
"We took five children on a camp to Chennai, and this convinced other bhatta labourers that we are there to help them. Others were encouraged to send their children to balbaris (we run two balbaris- schools near sites of factories)." - - a co-worker
"Akik (Agate) labourers are in acute problem. Every year about 60 persons in the age group of 25-30 die due to this occupation. We try to rehabilitate the families affected by providing training and giving sewing machines. We give preference to widow, and motivate others to send their children to schools." - - a co-worker
6.4.2.5. Participative decision making:
" We take collective decisions. ...He could have taken this decision alone, but he invited all of us to discuss. " - - a co-worker
"There is complete democracy in this organisation." - - a co-worker
"We work like a family here and we never realise that we are in a job." - - a co-worker
6.4.2.6. Complete autonomy:
"We have full freedom. "-co-worker
6.4.2.7. Interaction with other organisations / media:
Ganatar regularly organises (once a week) a dissuasion on themes relating to child labour, and other similar issues. Eminent persons from other organisations are invited as guest speakers. Ganatar sends a pamphlets of the seminar to leading schools, colleges and libraries. People interested in participating the programme come to attend the programme. Since the venue and timing of the programme is fixed, there is generally a strength of 30-40 persons in every programme. Ganatar is also represented in some national organisations (for example, it undertook a project on behalf of C.A.C.L. for ILO) relating to child labour. It undertakes their projects.
6.4.2.8. Future plans:
"We are undertaking a study of curriculum of schools, we are going to open a research cell to regularly undertake study of curriculum." - - The Founder
"We are planning to open salt marketing company, where salt made without exploitation of labourers will be marketed." - - The Founder
6.5. BLIND MEN'S ASSOCIATION, AHMEDABAD
6.5.1. Introduction:
Person interviewed: Sri Jadgish Bhai Patel and three co-workers (employees)
The Blind Men's Association is one of the fastest growing organisations for the blind and disabled in Asia and has a very wide coverage. Its main activities are about:
· blind and visually impaired
· orthopaedically handicapped
· hearing handicapped
· persons with multiple sclerosis
· leprosy arrested
· aged and infirm
· persons with mental illness
· multiple disabled persons
Researcher could collect last few years annual reports and other published materials from this organisation. This material helped the researcher in identifying the patterns of growth across the history.
The founder Sri Jagdish Bhai Patel is an international authority in the areas os blind education, training etc. Blind Men's Association conducts large number of programmes.
6.5.2. Themes emerging out of the interviews:
6.5.2.1 Networking:
"We are the coordinator of REC of the programme of National Association for the Blind."
From researcher's observation
'The person in-charge of REC was interacting with all the persons (a team of participants from Entrepreneurship Development Institute of India were visiting Blind Men's Association. The participants belonged to different states in India.) He would talk with everyone and mention a number of organisation working in that region for blind. He also seemed to have visited many of the organisations he was talking about. He recalled even the names of streets, names of workers etc. while discussing with participants."
" We went to south to study a blind school. I took Mr. Punani also with me."–Mr. Patel
6.5.2.2. Autonomy:
"Whenever he has faith on a person, he has complete faith on that person. Even if there is loss due to this, he doesn't mind. He will not say " why have you done this" , he will only advise that if this could be done in this way it would have been much better."–a co-worker (employee).
"He gave me full autonomy to conduct adult training centre." one co-worker (employee).
"In other organisations, secretary does every thing, here it is different. Every one has the authority relating to leave, expenses, purchasing etc."
"My task is to just see that there is no difficulty for any one in the team."
6.5.2.3. Communication:
"Earlier we used to sit together. Even now he comes here at 6 p.m. and daily he would have discussion with us. He never goes without meeting the workshop people."-one employee.
6.5.2.4. Human resource development:
"We believe in making leaders." "Mistakes are must for a person to become a leader." Mr. Patel
" In 1975 we decided to have a second line. Mr. Punani joined us." "I am very happy about the work of my team." " I took Punani to conferences on blind, I took him on meetings with Government officials." "..we used to have vacation. In that period we would go together to south etc. There we get a lot of time to discuss." - Mr. Patel
" When I came here to do SSC, he identified strengths in me. After the examinations, he asked me to join his clinic. I worked there till 1975. When he asked me to come here, I said I did not want to come to social work, He asked me the reason. But he told me that you don't have to do service here, you will get money, but above that you will provide service. He taught me every thing here." - co-worker
"I am doing a job here, but it does not seem like a job." - co-worker
"I am an employee, but I never felt like an employee here."- one co-worker
"He taught me braille. He persuaded me to take charge of adult training centre for the blind.
"He gave me full authority and responsibility." - Co-worker
"He always scolded me for not taking food in morning. Mrs. Patel would bring food for me in lunch box. She would say that the food was home made, but actually it used to be from market - purchased for me."
6.5.2.5. Involvement and empowering beneficiaries:
"He would learn every machine himself then only he would ask for providing training in that machine to blind persons. He would never be content to see that blind man knew one thing, but doesn't know other thing. He says, what other person can do, blind can also do. Everyone should know everything." - co-worker

6.5.2.6. Taking co-workers with concern for mission:
"Earlier he used to say that there should be only Blindmen in our workshop. However, we persuaded him that certain operations can't be undertaken by blind persons. Then he asked for other handicapped persons for those work." - Co-worker
6.5.2.7. Concern for masses:
"In every system some person excel, some fail. Like in exams, 50% persons pass and 50% fail. But Mr. Patel is not like others. He would take concern for the bottom 50% persons. He would emphasise that they should be given training." - Co-worker
6.5.2.8. Change management:
"Whenever he introduces any idea, he doesn't introduce in a shot. He would give piece by piece information for 2-3 days. In this way it becomes easier for us to adopt to the new thing. He will never say 'I am doing i' rather he would say 'you are doing it'. He never gets the work done through orders, rather he gets it through advice.
6.5.2.9. Decentralisation and autonomy:
"When he has faith on someone, he has complete faith on that person. Afterwards, even if there is any loss, he would not say why have you done it. He will only say 'if this could be done that way, it would have been better." - Co-worker
"He says 'when someone works, there is bound to be some mistake." - Co-worker
"In other organisations, one authority has to do all the work himself. Here, it is different. Here, everyone helps others. If the aim is pure, success is bound to be there." - Co-worker
6.5.2.10. Positive attitude:
"In the beginning there is always some troubles." - Founder
"My blindness itself is responsible for my success."
Successive growth from a small beginning
"In 1956, we started recreation club. Blind people of all Ahmedabad used to meet in this body. They suggested that an institution is needed. First and foremost a book-library (braille books) was needed."
"In 1958 a braille library was started."
"In 1959 an adult school was started. There were 22 schools in Gujarat, but they were all for children only, but none for adults. The idea was given blind persons themselves. In 1961 14 blind appeared in SSC examination as private candidates. Then we thought we should start technical school. We got the grant from Government I met the technical director, who granted recognition. We started technical school. At that time we thought we should start placement services. After getting degree blind should get employment. We kept two employment officers. "
"In 1976 we professionalised, we appointed an engineer for our workshop, and this was a turning point. At that time, our sale was Rs 50000, now it is Rs 2 crore. In 1979 Punani joined us (Sri Punani is a PGDBM from Indian Institute of Management, Ahmedabad) and we decided that we should have a second line. Nandini joined later. Punani got his Ph.D. in 1981. All these got good salary and these stick to this organisation. "
"When we started, we faced a lot of financial problems. Now all these people collect. Our team is very good."
6.5.2.11. Participative decision making:
We have two types of meetings: 1. daily at 2.00 o'clock- in which I and other 3-4 persons participate and discuss what and how about financial problems. Old persons with 18-20 years of service participate with us, they understand the problem. 2. other meetings.
6.5.2.12. Raising resources through personal contact:
"At that time, we faced many problems. We used to take anything we would get. We approached Ambalal Sarabhai, and my contact with him helped me to get money."
6.5.2.13. Future plans:
"In future we plan to start multiple handicapped institute and start human resource development training. However, these will be sponsored programmes."
6.5.2.14. Basic values:
"I am very dissatisfied that blind and disabled persons who depend on others and blame society. It is give and take system. They should contribute to the society."
6.5.2.15. Full involvement for organisation required sacrifice of practice:
I was studying in Calcutta, my father was a doctor there. After Japanese bombardment, we left Calcutta. I was very successful as a physiotherapist, but because blind school required lot of time, so I left the practice.
6.5.2.16. Developmental approach towards blind:
"We used to give cassette player, but they (blind people) started using it for music. Now their demand is more so we also see that any sophisticated method we should not give. They should learn from conservative methods. They should learn how to operate modern equipments."
"Blind should be taught in the routine colleges then they should choose vocation. We don't want them to depend on us too much." - Founder
6.5.2.17. Decentralisation:
"From the beginning my mission is that as I can't do the things myself, I need good team." - Founder
"I involve them in all decisions. I took them with me in conferences. We went together to south to see blind schools." -Founder
6.5.2.18.Seeds of the organisation in childhood:
"I had dreamt from the beginning to work for blind, because the problems I faced - others blind should not face. " -Founder
6.5.2.19. Team-work:
"I believe in team work" - Founder
6.5.2.20. Empowerment:
"We want to create leaders, unless they make mistakes, they can't become so." -Founder

6.6. AHMEDABAD WOMEN'S ACTION GROUP, AHMEDABAD
6.6.1. Introduction:
Objectives of the Organisation
It is a pioneering organisations based in Ahmedabad in the areas of :
Women's rights
For raising voice against exploitation of women and helping those women who have been subjected to exploitation.
For undertaking programmes on income generation for women and for providing support to women.
For promoting communal harmony.
It initially started as a radical organisation to raise voice against exploitation of women. Later on it diversified to related activities like income generation programmes, legal advise to women, research activities, manufacture and sale of handicraft products towels etc. made by women. Its focus area is still the same i.e. to raise voice against exploitation of women. The other activities have provided it financial strength and more powers. Those women who are forced to leave their home due to exploitation, find their shelter at Ahmedabad Women's Action Group and take training in handicraft, tailoring etc. and thus become self-dependent.
6.6.2. Themes Emerging Out of the Interviews
6.6.2.1. Beginning: Impact of background:
"During 30s and 40s my father was involved in reformist movement. .. ..Initially it was a group of 7 members, We thought that something should be done about women. Ila Bhatt was also in our group. I was involved with SEWA. ... Later, I completed my Ph.D. on women organisations. .. However, I felt that mere economic empowerment can't help. Even if a woman earns Rs 5000, she is subordinated. Her husband takes away the money and she is left with no freedom. She undergoes battery and mental torture. I felt that old issues and methods have not yielded any results." - Founder
6.6.2.2. Publicity at initial stage - with media criticism:
"We thought that some work need to be done about creating awareness among women. In our first public programme, we had critically presented our views about advertisement showing women as object. We had contended that this is exploitation of women ..Initially there was a media criticism for us. Media wrote that women will educate women. However, it also gave us some publicity. .. We also decided that we must be watchdog of media. " - Founder
6.6.2.3. Organisation of first group:
"We recalled old group. One was working in disadvantaged groups.. .
6.6.2.4. Basic values:
"We want that woman should not loose her individuality." ..-Founder (similar views also expressed by co-workers)
"We people don't believe in tradition. We believe that it is wrong to accept exploitation. Life is first and then comes family." - Co-worker
6.6.2.5. Reason for success - the support of women:
"People do not fear from us. But they do fear from the hue and cry of these women. These women make a lot of hue and cry. You can see, initially we were not so known, even than we had lot of success. " - Founder
6.6.2.6. Mission - helping women:
The founder and co-workers many time reiterated their resolve to help women realise their rights and to stop exploitation against women. When the researcher asked whether they still think that their mission is relevant even today after so much of development; the reply was: "In my opinion, the problem has not reduced."
6.6.2.7. On planning:
"Our plan does not work. It is what they (women) want, is important.
6.6.2.8. Initially - support from funding agencies:
"From the beginning, we got support from Oxfam (a funding agency). We are also receiving support from other agencies also. " - Founder
6.6.2.9. Task orientation:
"My image is that of task master. These (co-worker) tell me that 'what is your anger' (laughs). These (co-workers) understand my mind. ...
Whenever, we take a task, we fully devote ourselves to it and ultimately get the success. (she recalls) once, we had to withdraw also. " - Founder
6.6.2.10. Success results in greater support from others:
"After working for 4-5 years, there started some influence about Ahmedabad Women's Action Group. People started knowing that there is some organisation working in these lines. .. now we also invited by other organisations... I am a member in trust boards in many organisations." - Founder
6.6.2.11. Reason of success - team work:
"The success of any organisation depends on two factors:
(1) internal harmony - the relationship among the workers
(2) relationship of workers and community and public."
"We are very successful in our internal organisation. We have regular meetings. Every member has to present report as to what she has done. " - Co-worker
6.6.2.12. Empowerment about taking leave:
"She will ask us - you want to take leave, take it - why you want is immaterial for me. My assistant asked me that Ila Ben does not ask than why did you ask." - Co-worker
6.6.2.13. Transparency:
"We have very open organisation." - Co-worker
"I sometime used to feel and once asked Ilaben that we should not have these programme (training, meetings etc.) for all the members of Ahmedabad Women's Action Group. She replied that we should take the whole organisation together. She asked me to keep patience. Today our workers are fully competent. .." - a Co-worker
6.6.2.14. Recognition:
"Ilaben will never say that she has done it ..she will always say that workers have done it." - a Co-worker
6.6.2.15. Participative decision making:
"We always discuss all the decisions together. Workers (who also participates with us) get inspiration to speak truth. Ilaben always say that if you have not been able to contact, take your own decisions. Later on we will discuss. Now I have become habitual of working independently. I believe, that whatever I do, will be approved by Ilaben and I can convince Ilaben." - co-worker
6.6.2.16. Programmes: involving women for their benefits:
"We organise 5 day workshop among to create awareness among women. After the five days are over, there is some change among the ladies. One ladies told me that 'earlier I never used to give milk to my daughter, but now I have started giving milk to my daughter also.' Another lady told me 'earlier I never used to ask my husband to work. Now I ask him also to help in the work'." - a Co-worker
"We organise collective demonstrations etc. Once we went to a shop where liquor used to be sold. Ilaji politely requested the shopkeeper to stop selling liquor. However, we realised that it would not create any impact. One lady stood forward and started direct attack on liquor pots, thus we together destroyed that liquor shop. (there is prohibition in Gujarat). " - a Co-worker
"Once there was a case of rape in Bapunagar. We went to the home of the culprit. Ilaben was in the front, and we were following. Everyone was angry but there was fear. She took out the cheaply and beaten the culprit. " - a Co-worker
6.6.2.17. Developing co-workers:
"When I joined, I did know anything. Ilaben taught me everything. When she asked me to look after income generation programme, I was not confident, but she was confident that I will be able to undertake the work. " - a Co-worker
"She gave me lot of support. She taught me English, as I did not know it. She sent me to Tunisia on a study. She gives a lot of respect and support to new generation." - a co-worker
6.6.2.18. Non-hierarchical organisation:
"She never takes any decision on her own. She will always discuss the matter with all in the meeting and then take a decision. We are connected to each other. There is no level (hierarchy) here. Ilaben herself talks with each co-worker and whosoever wants to meet her can meet her. "
"Once a worker said that she will bring her own water at the place of work. But Ilaben does not keep distance of any type. She sits on the ground along with other ladies. She takes water or tea at any place at anybody's home. In this way new workers realises that when she does not maintain any distance with people, then why should they maintain." - co-worker
6.6.2.19. Committed co-workers:
"We never look at time whether it is 5:30 or 6 pm." - a co-worker
6.6.2.20. Secular outlook:
"We organise cultural shows and common Id-Milan and Diwali-Milan to promote cultural harmony. In the organisation, we together celebrate Id-Milan and Diwali-Milan. Ours is a secular organisation. There are large number of workers who are Muslim. Among the executives, four are Muslims. Even when there was lot of communal tension, but we had a very cordial relations and secular working in our organisation. Both Hindu and Muslim cases come before us. However, I never felt that I am dealing with a Muslim or a Hindu case. Ahmedabad Women's Action Group has made good name amongst Muslims. We are also connected with other secular organisations trying to promote communal harmony. We organised discussions at the time of Babri Masjid incident and on films having communal interpretations. " - co-worker
6.6.2.21. Selection of co-workers and motivating them:
"I was a housewife. By the programmes of street-plays of Ilaben, I got involved with her. Later on I found that this should be my religion and not just work. We are totally involved in the work. We are not very qualified. However, Ilaben does not look at qualification, she looks at our ideas. She herself taught us everything. She used to tell us that we should know everything so that we can understand other's problem. I have learned by her behaviour. I have seen her hardwork. " - a Co-worker
"I was studying in MLW, my professor told me that since Muslim girls do not study, I should work in that direction. I suggested that I wanted to work against 'Gender Bias'. He asked me to meet Ila Pathak. .. When I met Ila ji, she asked me to fight the cases of women (I was LLB). I observed the work and found the work quite interesting. .. Once there was a public programme, Ilaji asked me to handle that. I did not have any stage experience and felt very bad to be asked to undertake a work where I was not an expert. I some how managed the work. After the programme, Ilaben appreciated my work. I realised that I had this quality also - so far unexplored. Since then I am regularly involved with media. " - a Co-worker
6.6.2.22. Possibility of growth:
"I have attended various seminar on behalf of Ahmedabad Women's Action Group in various cities." - co-worker
"I have been regularly writing to media about issues relating to women" - co-worker
"I also worked at Banaskantha and Radhanpur for some time in connection with our work. When I first visited Banaskantha, I did not know how to buy a ticket for bus. Now I have understood everything." - co-worker
"She encouraged me to write on gender and legal issues. She also encouraged me and guided me to undertake research." - a Co-worker
"I also visited Cairo, France and other countries to represent Ahmedabad Women's Action Group and women, and participated in various national seminars. " - a Co-worker
6.6.2.23. Qualities of leader - persistence, will power, and ability to judge people:
"Ilaben has very high will power, persistence and a very sharp ability to judge people. Even in this age she learnt how to drive a car. She is very courageous." - a Co-worker
6.6.2.24. Involvement of founder:
"Ila ben gets herself fully involved with every activity and so do others. " - a co-worker
6.6.3. Summary of themes from the study of Ahmedabad Women's Action Group:
IDEA GENERATION-THROUGH PRIOR WORK EXPERIENCE WITH OTHER SIMILAR ORGANISATIONS
· Prior experience as free lance journalist, social worker in women's organisation and association with like minded people.
FIRST ORGANISATION
· Through personal contacts.
INITIAL CHALLENGES–
· The organisation came with different ideology and so faced some media criticism.
APPROACH TO WORK AS REASON FOR SUCCESS‑Persistence
· No compromise with women's interests
· Economic reimbursement for inviting women to attend awareness meetings
· Empowering women to solve their problems themselves
HUMAN RESOURCE DEVELOPMENT
· Autonomy in decision making
· Decentralisation
· Development of co-workers
· Openness
PUBLIC RELATIONS–
· Invitation of officials and leaders in Ahmedabad Women's Action Group programmes.
6.7. PNR SOCIETY FOR RELIEF AND REHABILITATION OF DEAF AND DUMB, BHAVNAGAR
6.7.1. Introduction:
Persons interviewed: Sri Anant Bhai Shah and three co-workers (employees)
It is a pioneering organisation in Bhavnagar in the area of deaf and dumb education, training of handicapped persons (its sister organisations, founded by Sri Anant Bhai Shah and his group, are engaged with other handicapped persons like blind, mentally retarded persons). This organisation and its sister organisations together are engaged in a number of other social activities like polio camps, development of artificial limbs etc.
Why this organisation was taken up for study:
This is the first organisation in Bhavnagar to start education and training for handicapped persons like deaf and dumb, blind, mentally retarded persons etc. This is also the first organisation in the region to start development of artificial limbs.
6.7.2. Themes Emerging Out of Interviews:
6.7.2.1. Fatalism - a positive approach:
"It was a chance factor with us that whatever we wanted , we go that. We got a principal when we needed her the most. We got help also whenever we wanted that. We got technical help whenever we needed. " -Founder
"When Anil Bhai on whom we depended so much for collection of donations left us, his uncle (a Gandhian), joined us. He took a lot of work" - Founder
"For 10 years principal was not available to us. Suddenly Kusum ben came here to see the institute. She wanted to work with us. we also got an architect in similar way." - Founder
"we had started the work also later for PNR Society, where many programmes were started like teacher's training. " - Founder
6.7.2.2. Joining of professional as a turning point in the organisation:
Since Kusumben joined us education standard also improved. We had two types of staff one old staff and the other new staff.
6.7.2.3. Resistance to change by people:
For the staff with which Kusum Ben had to work, we started refresher course in the beginning however, however, old teachers did not accept the idea.....We wanted 100% committed teachers in our new programme.... We started teachers training programme. Later we invited lecturers from Bombay, Bangalore. Within 4-5 years we trained many persons. With the joining of new persons, environment of our society also changed. People from all over Gujarat and from the UK and the USA started coming here.
6.7.2.4. Concern for masses:
In our country, 10% population is handicapped. All the schools for handicapped were located in big cities. While 99.9% schools are in large cities, population is in rural areas. Thus special education benefit is available to only a small population. Out of the rural handicapped persons 1% get education. Rest 99% remain without education.
6.7.2.5. Innovative solutions:
Now our education policy has been changed and it has been provided that the handicapped many can learn in normal schools also. After getting basic education we can teach them (deaf) with normal education in normal schools. Provided that the number of deaf students is not more than 1 in a class. It gives benefits. As handicapped person does not find acceptance in society. If the handicapped child studies in society than he will be normally accepted in the society. If he gets limited exposure in normal schools and studies in deaf schools only, than what ever we train, he will always talk by signs and he will never try to talk and express. But in normal school he will be forced to talk.
6.7.2.6. Experimentation:
We thought over this issue and thought to undertake an experiment. In this experiment, we encouraged parents who came for counselling for sending child to normal schools. In the beginning no one - teachers, parents, and others accepted the idea. We faced many problems. We thought that we should train first the mothers of the children. We started 6-7 months training to become a good mother of deaf. Than we used to tell the mothers to go to village and get their children enrolled in normal school. It went success. Now since the idea of giving training to mothers is our own idea, hence the mothers used to question as to why to do it.
Many subjects can be taught (to deaf and dumb) by normal teacher. But, there is a need of resource teacher for a few subjects. But the idea of resource teacher is not popular. So we coined the idea of training mothers so that the mother could go to the school and would sit in the class.
6.7.2.7. Beneficiaries' perspectives in the mind:
"In the beginning they (mothers) had to devote a lot of time in searching the house. We provided for food in the mess and provided for 4-5 room. Now mothers can stay." - -Founder
" .. usually if parents of handicapped get their child checked earlier, it makes better. But no parents accept handicapped-ness. If this (speaking at young age) does not happen mother thinks that delay may be due to some reasons. She has some doubt, but do not go to doctors. Rural people go to mahants etc. In rural areas many villagers do not have qualified doctors. At the last stage they go to qualified doctors."
6.7.2.7.b Keeping up-to-date knowledge to help beneficiary:
"We attend many conferences of doctors, we have literature about latest knowledge."
6.7.2.7.b Knowing about other pitfalls in other alternatives to beneficiaries:
".....every doctor does not recommend he comes to know that if it is nerve deafness and there is no possibility for cure. ...every one does not tell the truth and keep giving medicine. We come across many such cases...so we have multiple work... some doctors do recommend. ... first we have parents counselling. We look at the family history and if required we give warnings to parents also. We did not have any audio-metry in the beginning. Than we prepared an audio room. a team from USA visited here. In its report it gave a design of audio room. For 18 years we did not get audio doctor and in this period Dr Dholakia used to come for two days in a month. Thus detection of the deaf became easy." - -Founder
6.7.2.7.c Networking and support from others, and successive development of activities as per the needs of the beneficiaries:
"Now we have many doctors of Gujarat, Rajasthan, M.P. and Maharastra in our panel. For example Dr. Trivedi of Bhavnagar, Dr. R.L. Mehta of Jodhpur etc. are on our list of panel. - Founder
"Today, at PNR society for relief and rehabilitation, we have 5 vehicles, 25-30 staff."
"When started physiotherapy in blind school, we found that there was a need of a hostel for rural patients, so we started that. (PNR society does not charge a single paisa from these persons. Even their food is free. The food comes from various families in Bhavnagar, who spare one person's food when its turn arises - an innovative solution - whereby people of Bhavnagar feel involved in the social activity and there is no need of resources.)
"Earlier we used to get calipers from outside, then we started calipers unit (Dr. Naik, who is trained in USA looks after that section, including operation theater and other facilities. He wanted to join some philanthropic organisation, instead of working for commercial organisation. He heard about PNR Society and visited it. He preferred to join here instead of lucrative offers that he had from one organisation at Mumbai. He developed calipers (at PNR Society), which are much superior than others available.)"
6.7.2.8. Solutions requiring less expenses:
"We have come across many cases, were the child is able to listen but is attending the deaf school because parents thaught he is deaf. .. We did not have audiologist. So we started with a visiting audiologist"
6.7.2.9. Innovative solutions:
" ..we started vocational training ... many of our of students are good in crafts like painting etc. "
6.7.2.10. Relationship with other similar organisations:
"We send our students all over India for cultural programmes. " - -Founder
6.7.2.11. Persistence:
"We stared polio camp. However, as the date of camp approached, our principal donor stated that he would not like to fund the camp. Other donors also started withdrawing from the sponsorship. Our principal donor was told by a doctor that some people might be killed in the camp and therefore he got afraid about the camp. We decided to cancel the camp."
"But we were determined to organise a camp. I had personally seen Dr. Rao doing operation. We finally organised a camp at Bhavnagar and other cities. Dr. Rao did 350 operations in a day. Mr. J Wilson (world famous orthopedic surgeon, and WHO representative) came to see the camp. Dr. Wilson and Rao travelled from vishakhapatnam to Madurai and from there they travelled to Mumbai, Ahmedabad, Bhavnagar. Dr. Rao used to work from 6 in the morning to 8 or 9 in the night. He used to take no rest in this period. From Bhavnagar we went by road to Mahua, and then to Una and Verawal, Porbandar, Jamnagar Surendarnagar. We did 1500 operations in 8 days and used to take hardly 3-4 hours rest only (including sleep time) in a day during these days. The doctors from London appreciated our camps. This camp was done in 1987, one year after the failed camp."
"We used to jointly share the expenses with other organisers of camps in different cities." - Founder
"Along with this camp, we conducted detection camp for blind. We got queries from at least 20000 children for polio for the first camp."
6.7.2.12. Innovative use of resources:
"we prepared a well planned operation theatre out of the prayer hall of the blind school (associated with PNR Society) in Bhavnagar"
6.7.2.13. First success was morale boosting:
"Our first camp was a great success." - Founder
"...people started inquiring about the next camp. ... By now we have done more than 150 camps operating camps and the number of detection camps is even more."
6.7.2.14. Concern for the beneficiaries:
"It costs us Rs 2500 per patient. We do not charge a single rupee from any one." - Founder
6.7.2.15. Support from various sources once the organisation established its credibility:
"We did not have a vehicle. One patient gave us an old vehicle."
"People come to me with bag of money and they say that you use this money for any constructive purpose. They even don't wish to receive a receipt." - Founder
6.7.2.16. Calamities:
"While returning from Rajula to Bhavnagar, we met with an accident. There was a doctor with us - Dr. Andharia, who cured everyone. There was one taxi coming on that road, some of us managed to come to Bhavnagar by that."
6.7.2.17. a. Initial opposition by local doctors:
"Initially the local doctors were not willing to help us in our camps. They thought that there business will be adversely affected by these camps."
6.7.2.17.b. International networking when local resources were not available:
"We had some correspondence with Imprest Foundation of UK."
"Due to our correspondence and information about Dr. Rao's camps, Dr Wilson came to visit us. .. Then all the orthopaedic doctors started coming here, they thought that when Dr. Wilson can come here, than they should also come. Now 15-25 doctors visit here and they are invited as and when need arise."
6.7.2.18. Developing and motivating co-workers by recognition and positive approach:
Every one has to become leader. Every one thinks for some ambition. Leader has to make sure that the ambitions of the co-workers are fulfilled. I try to make sure that people get possibility for growth. I always say that I have not done this or that, my team has done it. When it comes to receiving award or recognition, colleague has to be given a chance. We sent our principal - Kusum Ben to UK in an international conference. I could go but we sent Kusum Ben. Similar for receiving National award I did not go. We sent our Joint Secretary of Blind School to receive it." - Founder
"We are working since 40 years. Our core team is the same. How to keep them together? No one is perfect. If you find faults, than it is not possible to keep them together. I will give one example here: In our polio team there is one volunteer who deals in liquor. But as a matter of fact he has never drank. He regularly works in our polio camps. If I start thinking that since he deals in liquor, he is not a good person, I will loose a volunteer." - Founder
"It is very important to identify what is the potential of the colleague and how to use that."
"If he is a good doctor, worker I have to use his ability. We should set aside his weaknesses and use his potential. ...I receive letters You have done this / that, We should not get aired (proud)."
" Some time you have to be strict"
6.7.2.19. Selecting people - constant search for committed persons:
"..people from all over Gujarat come here (in teacher training institute), I watch them - who does what , people talk good in interview. Based on observation of their behaviour, we select them and that is how we get good people."
".. What happened that once one girl came for training. She was married in backward class. Her relative (in-laws) had a lot of political influence. They wanted us to appoint the girl. We suggested that let the girl face interview. After 4-5 month we sent the interview call letter. Our principal came to know that lady's in-laws have thrown her out of home. She also came to know that she now stays at her parents'. We also came to know that her in-laws may not send her the information about the interview. We therefore sent a Telegram to her at her parents' home. That lady came by taxi by taking her daughter. We selected the lady. We called her and gave her a service. However, her in-laws came to know about that. They thought now girl will not succumb to their pressure. They came to us and asked us why had we given the job. They asked me to terminate the lady. I said I would not do it and it is not in my hand. He use political pressure on us. I said we have to do some social service. I asked our mahila mandal to solve the problem. I replied them that we shall work as per our rules. .. However, they did not pacify, and later we have such a long file of correspondence. Every fortnight, we used to receive a registered letter you do this else you will have to face consequences. Later they prepared a rubber stamp and started sending letters regularly. They also complained / threatened to my president, co-workers and others. They also concocted a false story and wrote to all trustees and co-workers alleging that Baba bhai is corrupt and separated the girl and did this and that. The lady also came to know about this and started weeping. I told her that do not worry about this. In this process one year continued. We just filed all letters. Once or twice we tried to reply by registered letter, but the letter also returned back (as the address given in their letter was also wrong). " - Founder
6.7.2.20.Childhood - seeds of social entrepreneurship:
"During my childhood, we were staying in DarbarGarh Ward. It was located in the middle of city ... in 1950 we were around 14-15 we used to undertake some collective activities (many of that group are today undertaking social activities in Bhavnagar and nearby areas.) Our ward was full of streets. We used to study in different schools and used to have play arrangements."
6.7.2.21. Seeds of organisation in childhood:
"we studied Gandhi, Morarji etc. (during childhood)" ..In our ward there was a very good thinker, Sri Kamal Bhai Thakkar. He was very close to Lohia. We were influenced by him. He was a follower of Trotskey. He was also taking interest in our activities. He was a revolutionary. Our Mr. Rawal is also Communist. .. When we used to return to street ... We used to start social work. ..Our street was small and full of dirt and we used to organise meetings and start cleaning the street. .. we used to purchase drums for collection of waste. .. We used to collect old books from every house. We used to keep the books on the Ota (generally there is platform outside the house in Gujarat in old houses) of the house and used to run Blood-Bank. ..We used to organise camps for blood donations. We used to organise exchange of books. We thought that why to buy books. Everyone has at least one standard's books spare. Those books were collected from the students and they were given to other students who reached that standard. In this way most of the students of the street would get the books without paying." - Founder
"We used to organise camps for books exchange / sale on Sundays. We used to sell out the books and it gave us some profits for carrying out our activities"
6.7.2.22. Revolutionary ideas from the childhood:
"we organised a small group in 1955. We organised a play. It was a revolutionary play on widow remarriage. The programme was a success and it created an atmosphere. Many persons joined us. It was a 400-600 person group. Our task was very easy now."
6.7.2.23. Self Imposed Norms / keeping politics away from institution:
"We will not allow any politics, as we put our shoes out of home, similarly we have to keep our political ideology out of our institution, otherwise one politician spoils the system." - - The Founder
6.7.2.24. Initial failure:
"Kalyan Sangh could not survive more than one year as the old people started controlling youngsters." - - the founder
6.7.2.25. Social organisational spirit from the beginning:
"Later we started Darbargarh Nojawan Sangh. This is our parent body. There were three groups - one of 14-16 age, one of youth 18-40 and one women forum. All the forums had executive committees. There was a nominal subscription 0.50 or 0.25 Re. There used to be regular elections in the bodies" - - The Founder
6.7.2.26.Support from and influential personsin raising resources:
"Later on we got a room in Ambachowk. Kanubhai Thakkar recommended to a businessman and on his recommendation we got a room without rent. we were very happy to get the office. We did the white washing and light fitting. We started classes. At that time there was no system of tuition. In our area , there were many teachers. With their help, we started classes for class 5 to 8. We also started classes for illiterates. Later on the space found to be short as than we had 1000-1200 students." - - The Founder
"However our office could not remain with us. At that time the congress investigation department reported to the Police that we were conducting revolutionary and socialist activities. Police threatened our landlord. Due to pressure he told us to vacate the room." - - The Founder
6.7.2.27.Support by co-worker:
"Our co-worker Sri Shantilal had one house. We took that as our next office. Our Mahila club member coated cow-dung on that house."
"We did white washing of that house. There was no rent." - -Founder
6.7.2.28.Helping approach / concern for masses from the beginning:
"When there was flood in Assam and Bengal we used to collect help for the people and send wagons of cloth and used to send that to Assam and Bengal for flood relief." - -Founder
6.7.2.29.Team spirit:
"..we used to organise picnic, every one used to collect something from his home for eating purpose. The feelings was that small requirements should be met by group efforts and there in no problems in meeting out the requirements." - The Founder
6.7.2.30.Diversification: identification of new area from those who experienced the problem and a small beginning:
"The daughter of the president of women's forum was a deaf child. There was a school in Ahmedabad. They went to Ahmedabad to get their child admitted in Ahmedabad. The hostel warden requested them to leave the girl when she falls asleep. They left their daughter there and started their journey for Bhavnagar. But very soon they went back and took their child back to Bhavnagar. The mother was adamant on not sending the daughter to the school. We were discussing these problems in Bhavnagar. We thought that there must be many such children like her. We decided to impart education to such children at Bhavnagar. We hired a house for the first time. We started correspondence with Royal Institute of UK about ideal model of deaf school. Royal School gave us a lot of guidance about the education of deaf. We realised what we were doing was wrong, not only we, but all over Gujarat, wrong pattern was used. Our teacher were taught that deaf cannot speak, but that is not correct, the speaking ability is no impaired. Through the use of hearing aid speaking ability. Every deaf has some hearing capability and through proper hearing aids he can listen. We had misconception that deaf cannot speak, and hearing aids are to be given after 8-10 years of age. There was no concept of audiometry at that time." - - The Founder
6.7.2.31.High targets - an orientation for a very high quality service:
"We than thought that we should have a very high target and make it one of the best school for deaf and dumb in Gujarat and start a movement. " - The Founder
6.7.2.32.Persistence:
"We had tough problems in taking land from municipality. We fought for 8 years on the issue. Finally we got a land, and than we wrote to Royal School. They suggested us not to set up a school away from the main city and on rocky land. They asked us to plan for 100 years."
"we returned back the land. We could not get land during the rule of Congress. We than decided to have two members in municipality. Our members went to election as independent candidates. Congress threatened us like anything. However, we continued and our members won the elections. Our Kanubhai became president of municipality and With got us land from municipality at free of charge. Than we sent the plan of land to Royal School of London. " - - The Founder
"We tried to contact many engineers."
6.7.2.33. Challenge of working with limited resources in the beginning:
"We never had money. We always had two problems: collect funds and undertake work. We had just Rs 2000 but we started the work for construction of the school" - - The Founder
6.7.2.34. Support from society less than expectations:
"We four went to Calcutta for collecting donations We could hardly get Rs 10000 cash and promises for 30000"
6.7.2.35. Support from co-workers:
"Our Rawal (in rail as a guard) was once travelling in train from Ahmedabad to Bhavnagar. An architect, was coming in that train. At that time there was no architect in Bhavnagar. At the request of Mr. Rawal, Dalsukh Patel (architect) visited us. By that time we were not able to get type construction as per the plan of London. We had already started the work of construction of the school. The architect collected all information from us and told us to wait for 10-15 days." - The Founder
6.7.2.36. Opposition in the initial phase:
"We stopped the work, but our trustees got angry. Architect told us to organise a meeting of trustees. We had Vision, courage, ambition and determination." - - The Founder
6.7.2.37. Venturesome:
"We told him that we did not have money, but we were willing to construct the building. He told us to pay him token amount of Rs 15000. Some of our trustees got angry on this charge of 15000 to be paid to architect. We had only 12000 with us but we went ahead." - - The Founder
6.7.2.38. Contact with influential persons:
"...Suddenly Indira ji was to come to Bhavnagar. We contacted Chabil Das Mehta for foundation laying ceremony of school (Indira Gandhi had formed Congress (I) at that time) .. However the CM of Gujarat was close to Morarji Bhai, our president got under pressure." - - The Founder
6.7.2.39. Taking decision in the interest of the organisation and remaining away from political parties:
"There was a lot of pressure on us that we should not invite Indira ji. We remained adamant that we are inviting PM, and they (those who opposed the decision) should not bring politics in the institution." - - The Founder
6.7.2.40. Resource generation:
"We had Anil Bhai Gandhi, who was working for whenever we needed resources any funds we got that through Mr. Anil Bhai Gandhi."
"We used to show movies in street once in a week. We created a big library in Darbargadh." - - The Founder
6.8. JAN VIKAS, AHMEDABAD
6.8.1. Introduction:
Person interviewed: Sri Gagan Sethi and his three co-workers
It is a rural development - poverty eradication organisation. It develops many organisations of its kind. Its activities are spread out in rural areas of Gujarat and Rajasthan. It has helped in setting of many organisations like: Dristi, Kachha Mahila Vikas Sangthan, Ecology Cell. Its future plans include setting up many more such organisations. It takes up rural educated youth as an employees and trains him for two years and guide him as to how to undertake work. Afterwards, the person starts similar organisation in that village. Than Jan Vikas gets that organisation in direct contact with funding agencies so that the new organisation can get an independent status.
6.8.2. Themes emerging out of the interviews:
6.8.2.1. Beginning with a dissatisfaction about how to achieve mission:
"I was working with B.S.C., in 1986. I and my colleague left it. In our mind there was a question of dissatisfaction about poverty, inequality."
"..An incident, in which 14 persons were killed in violence by upper caste, motivated us to work for starting the organisation." - - The Founder
6.8.2.2. Mission:
" Our objective is to disperse, get many more people in this area - setting up a forum, not hierarchical - one amoebic kind of organisations ".
6.8.2.3. Training co-workers:
".. we give 2-3 years training with local people and allow. .."
"There are three phases in the formation of an organisation: 1. Initiative 2. Establishment 3. Self Management Phase. After the third phases, the organisations come to us for medium-large trouble if any." - - The Founder
6.8.2.4. Success at some later stage:
"Initially we were less proactive, however, after 2 years, when we got good people, we are spreading faster." - -Founder
6.8.2.5. Non-hierarchical organisation:
"Ours is a non-hierarchical organisation." - -Founder
6.8.2.6. Founder seen as supportive:
"It is a feeling that he is always behind you. He will support you whatever action you take." - co-worker
"He is very good at communication." - - a co-worker
"He has a tendency to simplify - he reduces anxiety level." "He is always totally relaxed." - - a co-worker
6.8.2.7. Autonomy and understanding:
"He doesn't meddle around too much, he leaves us on our own, once strategy is ready, we are our own decision makers." - Co-worker
"He has worked at grass root level." - Co-worker
"He gives us lot of autonomy." - Co-worker
"He comes in understanding of problems, he reads minds very well." - Co-worker
6.8.2.8. Assertive:
"He is very harsh in giving feedback - but gives it in privacy."
6.8.2.9. Media-shy:
"We are media shy." - founder
6.8.2.10. Help to other organisations instead of expansion at the objective:
"We plan death of Jan Vikas, by this I mean that in future we shall take up only small groups for support activities. "
"A lot of organisations have come up for other activities."
6.9. SOCIETY TO UPLIFT RURAL ECONOMY , BARMER
6.9.1. Introduction:
Persons interviewed: Sri Magraj Jain and three co-workers.
Activities: rural development, handicraft and associated activities (see appendix on SURE for details)
SURE or Society to Uplift Rural Economy is a pioneering organisation in the area of rural development. It is located in Barmer and its areas of operation is spread out in Barmer district in many villages.
It tried to undertake following activities:
· Handicraft training to people in rural areas.
· Education among rural people.
· Communal harmony amongst rural area
6.9.2. Themes Emerging Out Of The Interviews:
6.9.2.1. Background of founder helpful:
"I was involved with the social activities from the very beginning. I started working with Bharat Sewak Samaj in 1954. We had also arranged a homeopathic doctor. With the help of Catholic Relief Service, I also worked for rehabilitation of refugees. I also worked with Nehru Yuvak Kendra for about 20 years (Sri Magraj Jain had worked as a teacher from 1951 to 1972. Later he worked with Nehru Yuva Kendra from 1972 to 1989. As a teacher also he was constantly involved with social activities. He was incharge of scout section). In this period I helped in the formation of about 10-12 institutions like Marudhar Lok Kala Kendra, Gila Yuvak Kalyan Samiti etc. I attended many training programmes during this period. While I was attending a training programme at IIYA, Nagpur, my friends suggested that while I had only 2.5 years to go for retirement, I should also set up some society for social work. It was then that I thought of establishing SURE. Initially I was thinking of reviving the rural economy of the region, and protect and promote Tharparkar breed of cow in the region.
6.9.2.2. Support from funding agencies from the beginning:
"Initially SIDBI supported us. In 1990 SIDBI provided us Rs 10 Lakhs and we started rural artisan training programme. We also started transfer of technology activities in Rani Village. In 1993 Action Aid gave us projects. We also got projects from Lok Jumbish for ShikshaKarmi project. " -founder
6.9.2.3. Mission:
"Being a bonafide resident of the district and having worked in rural areas during my tenure in Nehru Yuvak Kendra, I had witnessed the horrible unprecedented recurring famine and the after effect of these famines. Tharparkar breed of cow, being the best breed in the country has come on the verge of extinction. Protection , upgradation of the breed is the felt need of the area. I had the chance to work with the rural artisans and had trained more than 2500 rural youth in different talukas through Nehru Yuvak Kendra. During this period I saw the exploitation of rural women artisans working in mirror embroidery and patchwork. In the fields of health and medical facilities the area has suffered a lot. Many posts of doctors have remained vacant for the last 50 many years and in the rural no proper medical facility exists. People still do not get sufficient drinking water. In the whole rural area, awareness and group organisation is the need of the day. Looking to all these aspects of rural life, we thought to form an NGO which could tackle few of the problems at its level slowly and slowly. Hence SURE was formed." - founder
6.9.2.4. Turning points:
Although SURE has a short history, however, its founder recalls: "In 1994, there was a malaria episode in which reportedly 3000 persons died in our areas of operations due to lack of medical facilities. This has forced us to lay great stress on health programme."
6.9.2.5. Non political organisation:
"There is no politician in our organisation." - founder
6.9.2.6. Initially problems relating to finance encountered:
"Initially we faced financial problems." - founder
6.9.2.7. Punctuality:
"Once, we had to go to a village on a project. I went to his residence. He was not prepared, and we got late by half an hour. He felt very sorry. He time values. He is always punctual." - a c-worker
6.9.2.8.influence and contacts:
"His social work brought him Padma Shree. His influence central and state Government helped us a lot. Member of Parliament Sri Bridhi C. Jain is also his close friend. Thus it was very easy for our organisation to raise resources because of his close links. He did not face any problem in any Government department. Besides, He is considered hard honest and so no agency hesitates in giving funds. It realises that it they have given funds to Society to Uplift Rural Economy , the fund will be used properly."
6.9.2.9. Lack of ego:
"Once We were discussing the project of science and technology. I was not very comfortable in looking at facts and figures. He realised it and asked me to sit on his chair. How could I sit on his chair? I hesitated. He does not have the ego - the feeling of higher or lower level." - - a co-worker
6.9.2.10. Success breeds success:
"In 1995 we worked on health programme. We on Khoj project of EZE Germany, and programmes of Indian Voluntary Health Association. Our work was appreciated by administration. However, because of bureaucracy we do not take government's projects, - we do not eat and not do we offer others (bribe etc.).
6.9.2.11. Interactions with other organisations:
".. I approached NID people, and one NID participant came here and designed new designs for handicrafts." - " As a matter of fact we are working in a water tight compartment in terms of areas of operation. We have very cordial relations with other NGOs like URMUL Trust etc. in the vicinity." - the founder
6.9.2.12. Future plans:
"Efforts are afoot to establish our branches at Jalore and Jaisalmer districts." " We have started National School of Folk Music, we are facing problem relating to land at present. It will be the first institution of its type in India." "Here tribal are deprived of facilities. They are scattered. We plan to organise them so that they can raise their voice." "We wish to start training for motor driving also." - founder
6.9.2.13. Fulfilment of mission:
"Switzerland Govt. has sanctioned our programme about Tharparker breed and in April 1998 we will start the project."

7. CONDUCTING PARTICIPANT OBSERVATIONS
The researcher started participant observation method of research from the beginning of the research i.e. January 1995. The researcher met with the head of Vikas Vartul Trust in November 1994 and after some meetings, started regularly visiting Vikas Vartul Trust in January 1995. Researcher used to visit the organisation twice a week for one and half hour. Later researcher proposed the organisation to start some competition examination preparation training classes and due to that researcher also started attending the organisation on every Sunday for three hours. Researcher visited the organisation for three months. This provided sufficient insight into the organisation. However, the researcher continued to visit the organisation for another six months, but with less frequency. Researcher also joined a spiritual / moral education organisation titled Sri Rajchandra Mission. Initially the idea was to use the data for comparison, However, the data were not used for analysis, as researcher realised that this organisation would be quite different from the prevailing organisations. The researcher later joined The Bank of Rajasthan Ltd. This organisation was at that time a representative of both public as well large private organisation. The researcher worked with the manager, who is known for his ability. Thus the data could be used for comparative purpose. The researcher also joined Narain Sewa Sansthan, Udaipur. It is a well known organisation of Rajasthan. The researcher joined the organisation joined this organisation as an honorary teacher for the orphan students of the hostel. The researcher worked for two months and used to go to the organisation thrice a week for one hour. At the Bank of Rajasthan, the researcher was a full time employee. At all other places the researcher was working on honorary basis for a small time.
7.1. VIKAS VARTUL TRUST, BHAVNAGAR
It is a pioneering organisation in the area of career guidance. It is located in a room provided by a school in Pirchhalla, Bhavnagar. The whole office is located in this room. There are seven full time employees and a number of volunteers associated with this organisation. This organisation publishes a monthly magazine titled 'Sarvottam Karkirdi Margdarshan'. This organisation has been set up by Sri Bipin Bhai Shah. He himself is an engineer. Initially the organisation was set up to provide some career guidance and to provide the library facility to interested students. However, as the time passed, the number of activities kept on increasing. Lot of local industrialists gave patronage to this organisation in the form of advertisements and financial support. Now this organisation has its own computer centre where the magazine is designed and printed. After it started its own computer centre and increased number of computers, it also started providing training to students in computers also. Some students are also given fellowship and they also work in the job of magazine preparation. These students get scholarship of Rs 100 per month besides free training in DTP.
6.1.1. Brief Description of Activities Undertaken By Researcher:
The researcher worked with this organisation from January 1995 to November 1996. The researcher used to visit this organisation for one and half hours. During this period, researcher learned a lot from the founder of this organisation Sri Bipin Bhai Shah. Sri Shah is very devoted and committed person. On the first meeting, the researcher could not believe that such a simple looking person could be the founder of this organisation. He did not have any separate seat or table.
7.1.2. Summary of Themes on Entrepreneurship / Institution Building Process In Vikas Vartul Trust:
Some of the observations from the researcher's diary are as under:
On the basis of participatory observation method and content analysis of data (as observed by the researcher and written down in his diary), following themes emerge (the themes in inverted comma denote the sentenses taken as it is from the diary of the researcher):
7.1.2.1. Going out of way in terms of confidence on co-workers:
"He was interested about what kind of work I do, I told him about my research work. He told me that I could take the key of the office and work on computers of Vikas Vartul Trust whenever required."
"He knew that I was doing research on voluntary organisations. He gave me a directory of voluntary organisation and asked me to keep that. He did not even ask the librarian to make an entry for that. I could expect that as it was a part of Vikas Vartul trust to keep high trust on co-worker."
7.1.2.2. Help to other voluntary organisation:
"I was talking with Bipin Bhai, suddenly a lady came upstairs, she extended an invitation to Bipin Bhai. Bipin Bhai introduced me as a person of like minded thinking. The lady was incharge of a voluntary organisation called Saishav, which is an upcoming organisation for child education ... Later Bipin Bhai told me that Saishav was facing problems of funds and I could give them advice."
".. I told Bipin Bhai that I had gone to Lok Bharti to undertake research on them. Bipin Bhai replied:'We also tried to collaborate with Lok Bharati, but we did not receive any response.'"
7.1.2.3. Encourage others about the values of the organisations (even those not related to organisation):
"Bipin Bhai was telling the lady..'You should write on women entrepreneurs.' The lady replied..'I write but ..', Bipin Bhai encouraged: 'You write anything..'"
7.1.2.4. Careful use of resources of the organisation:
"Some material was to be photostated. Bipin Bhai suggested cutting of unnecessary paper to reduce xerox cost. I recalled that earlier also he had tried to reduce costs."
7.1.2.5. Inspiring stories:
"Bipin Bhai would often come to school and narrate some stories to students. Today also he narrated a story. He was telling that earlier he used narrate small stories to school going children so often."
7.1.2.6. Self imposed ethical code in the organisation:
Sri Bipin Bhai always follows a self imposed ethical conduct. He reiterates his ideas of ethics. His ethical behaviour inspires others also.
7.1.2.7. Concern for masses:
When researcher suggested Bipin Bhai to start some programme to provide career guidance programme for IAS aspirants, his thought our the issue and later on proposed that since maximum number of persons are clerical and other examinations and other similar examinations, hence, these should be guided. According to as most of the needy students do not get proper guidance, and are unable to do tuition, hence they find it difficult to even take up examinations of clerical grade etc.
7.1.2.8. Networking with other social workers:
He is well known person in the city, as he is a regular writer and also because of his interactions with other social workers. I often found other social workers visiting him and inviting him for functions and other occasions of their organisations. When we started the career guidance programme for students, we got free class room facility in a school very easily due to influence of Sri Bipin Bhai.
He also tries to help other voluntary organisation in whatever way he can. He asked researcher to work for PNR Society. He also asked researcher to guide 'Saishav'. He used to ask other persons known to him to help these and similar voluntary organisations.
7.1.2.9. Self involvement :
We started the career guidance programme for students for clerical and other purpose. But this programme was to be run on Sunday only, as researcher did not have any time on other days. It was not necessary for Bipin Bhai to visit the place. However, he still used to come and participate actively, just to make sure that the programme was a success. He would narrate stories, generally involving radical ideas.
7.1.2.10. Willing to undertake any work, but work is a must:
Researcher never saw him idle. He would always be doing some or other work (often more work than what ordinary person can handle). When he would leave the office, he would carry a number of magazines, and would read them all in the night. During discussion with him, researcher found that he had lot of ideas, however, time constraint was a constraint.
7.1.2.11. Guilt feeling for not being able to give sufficient time to family and friends:
He often mentioned his guilt feeling for not being able to devote sufficient time for family and friends. However, his family has got accustomed to his way of life. Many a times he would come with his son, and the son would get satisfied by playing in the office only.
7.1.2.12. Driven by a mission and always searching for alternatives to find as to how the mission can be served better:
"He is very clear, very vocal about his mission. When the researcher gave a suggestion that something should be done to promote entrepreneurship, the researcher found that he already had the idea, however, he still probed to get some idea from the researcher.
7.1.2.13. Always having a lot of plans but because of time constraints not able to undertake them:
As explained above also.
7.1.2.14. Doesn't accept failures as it is:
He emphasises written and detailed analysis of failures to find lacunas and to put renewed efforts:
Failure is not a failure but a lesson, and hence a detailed study of that is a must. For example, initially we gave an advertisement in newspaper for inviting students to our career guidance programme. However that was a failure. However, he was not content with that and suggested to undertake a detailed study. Later on we devised a new action plan to launch our programme.
7.1.2.15. Gives complete autonomy:
Sri Bipin Bhai has given complete autonomy to every one to take decisions relating to their work. The researcher also experienced this. So far as framing of syllabus, timetable, budget, and other strategy, at all levels, he had provided complete autonomy to the researcher.
7.1.2.16. Resource Utilisation, resource generation and emphasis on sharing of resources and Costing is pricing:
Being a social worker, Bipin Bhai always charges the products and services to meet out the costs involved. When researcher asked about the pricing of the programme, Sri Bipin asked for suggestions. The researcher compared prices of other such programmes and arrived at a price. This was not the method of Bipin Bhai. He calculated costs and made sure that the price was not high for an ordinary person to pay, and arrived at the price for that. He uses the same method of 'Margdarshan' also. When researcher suggested to increase prices, he suggested that the poor people should not find it difficult to buy the magazine.
7.1.2.17. Going out of way to serve the mission:
For Bipin Bhai, working for mission is a pleasure. Once we were returning from office. Bipin Bhai was in a hurry. Suddenly a student came to inquire about a career. Bipin Bhai stopped and clarified all doubts of the students (it might have taken 20 minutes). Similarly on many occasion, he would not mind stopping all his other work for any cause relating to mission.

7.1.2.18. Invites and accepts suggestion:
He regularly invites suggestions from employees and co-workers and takes decisions on them. When we were starting the new programme, he asked Raju Bhai and others to give suggestions about the programme. Similarly he asked researcher for suggestions relating to various activities and there used to be very serious discussion. If the suggestion was found to be good in the discussion, it would be implemented.
7.1.2.19. Practices delegation and encourages others also to do so
Researcher found that Bipin Bhai used to always give complete autonomy about some work that is to be done by some person. Researcher also observed that during his discourse, Bipin Bhai used to advocate this practice to others also.
7.1.2.20. Trust:
He has complete trust on each of his employee and on other co-workers. When he gave the researcher the directory of voluntary organisation, the researcher asked for entry in library record, he refused saying that he believed in me. Similarly he would trust on all co-workers. He even asked researcher to use the computer facility of the office for researcher's personal work on Sundays (for which he was to give the key of the office, as there is no one else coming to the office on that day). There were many other occasions, when researcher experienced that Sri Bipin Bhai took full trust.


7.2. NARAYAN SEWA SANSTHAN, UDAIPUR
7.2.1. Introduction To Narayan Sewa Sansthan:
Beginning by a few persons namely Sri K.K. Agarwal, Dr. R.K. Agarwal and others
Networking with like minded persons all over India
Belief in God and feeling that we are working on behalf of God and God only has bestowed this opportunity
Positive motivation to everyone (the founder would praise good qualities of each person)
7.2.2. Summary Of Themes Emerging Out Of Observations At Narayan Sewa Sansthan:
7.2.2.1.Vast number of donators and supporters:
7.2.2.2.Belief in God:
Whenever the researcher used to reach the office, Sri Agarwal used to tell a few religious stories, poems etc. He used to often say that the God has gifted him with the opportunity to work on behalf of God and undertake the work of his ideals.
7.2.2.3. Use of traditional methods to raise resources:
Narayan Sewa Sansthan publishes booklets and send to rich people and displays its religious (all religions are worshiped here) and philanthropic work. It gives names of people donating money in publications etc.
7.3. COMPARATIVE FINDINGS OF DATA GENERATED OUT OF PARTICIPANT OBSERVATION METHOD IN THE BANK OF RAJASTHAN LTD., BAPU BAZAAR BRANCH, UDAIPUR
7.3.1. Why Was This Organisation Taken Up?:
After the initial phase of study, the researcher presented the findings of the study at Entrepreneurship Development Institute of India. There came a suggestions from scholars, particularly from Prof. Tripathi that these findings should be compared with that of some private or Government organisation to find the differences if any. Based on that suggestion, the researcher identified Bank of Rajasthan Ltd. for study of institution building. The branch where the researcher worked has a history of a very high growth after the arrival of new manager, who is the focus of this study. In order to compare voluntary organisations with Government organisations, the researcher took select Government organisations from Rajasthan in the field study. They are operating in similar lines to that of voluntary organisations say hospitals.
7.3.2. Introduction:
This organisation (branch office) was managed by Chief Manager Sri Surendra Chelawat. The researcher worked with this organisation from 14-12-95 to 25-10-96. The manager was able to achieve many fold growth in this organisation. During the stay of the researcher itself, the branch increased its turnover from 50 crore to 100 crore. The branch was the best performing branch in Rajasthan and one of the best branches of the Bank of Rajasthan. All the employees respected the manager.
7.3.3. Summary Of Themes Emerging Out Of Observations At Bank Of Rajasthan Ltd.., Bapu Bazar Udaipur:
The researcher found following qualities in the manager which contributed to institution building (as per the observations in the researcher's notes):
7.3.3.1. Respect for each employee:
In the very first day, during introduction, the manager introduced each employee with a specific quality that he or she possessed. The manager put each employee as a man or woman possessing an exceptional quality.
Just when the manager would enter the office, he would visit each employee at his / her table and give personal respect to him / her, even if that employee is the junior most (say the researcher).
7.3.3.2. Humour:
The manager has a collection of lot of jokes and cracks jokes every now and than. The lunch with manager is always a memorable event as daily he would narrate a lot of jokes, mostly relating to that day's incidents. These jokes make the life quite easy (otherwise due to pressure of work, there may come some tension).
7.3.3.3. Commitment and involvement:
The manager would participate in almost every activity whether it be installation of computer, or repair of furniture, or just repair of a wire. He would personally remain present there and inquire about everything.
7.3.3.4. Constant motivation:
The manager used to constantly motivate each employee and guide his/ her as to what he / she should do for progress in career, and for betterment of personal life.
7.3.3.5. Keeps in touch:
He would daily make two or three rounds of the office and keep in touch with every thing taking place in the office. Even if two staff member get into some scuffle, he would immediately come to know the same.
7.3.3.6. Recognition of good qualities and contribution of each employee:
He would daily speak good of almost every person with reference to his / her strengths. For example, he would daily say about the credit manager, that he is our profit manager as he has done - -. He rarely criticises others and never staff members.
7.3.3.7. Very Positive thinking:
He possess a very positive thinking. For example, he is suffering from Asthma, however, he considers it a blessing in disguise. He encourages others also to adopt positive thinking.
7.3.3.8. Ability to judge potential of each individual:
"He knows what work to be given to whom. He gave me the work, I was not familiar, but he told me that you study it and you would be able to do it. I found the work easy. It is so with others also." - from researcher's diary
7.3.3.9. Celebration of each moment of joy with all the staff member:
There will be sweets on the occasion of all achievements, birthdays of staff members or even on sanctioning of new loans.
7.3.3.10. Discussion of future plans with each persons, visualisation of future and invitation of suggestions:
Daily, during lunch time, he would discuss the future plans of the branch. Besides in the morning, he would tell every one about his ideas and invite suggestions.

7.3.3.11. Task master (giving slightly more work than capacity of each person):
"He is a task master, gives a lot of work and encourages that to complete in time." - the researcher (from diary)
7.3.3.12. Links with influential persons:
"Mr. Chelawat had friendly relations with senior executives of the Bank, and this helps him. Whenever, he sends any proposal about branch, it is considered positively." -from researcher's diary
7.3.3.13. Personal respect to each customer:
"Every customer has access to his cabin and even if it be a very small customer, he would give him / her respect. He would personally get the FD prepared for his customers. His ability to mix with customers made him popular with customers and which generated lot of additional business." - from researcher's diary
7.3.3.14. Self imposed ethical conduct:
He follows a self imposed ethical codes. He draws inspirations from many ethical managers of the bank. For him taking bribes is a sin, and similarly taking TA or DA in excess of actual expenses is also a sin and abides by these and advocates these to others also.
7.3.3.15. Resource Generation:
He is very clever in generating resources. He would innovate ways and means to generate profits. He would always search for new methods for raising resources. He started export financing and forex dealings to generate profits. Many charges, which were not charged by the previous managers, were also levied on customers to generate resources.

7.3.3.16. Resource Utilisation:
He is very careful about resource Utilisation. Not a single paper would be wasted for no reason. However, he would never come in the way of genuine expenses and expenses for modernisation, staff welfare etc.
7.3.3.17. Helping others:
He always helped others and to the extent of limit. Helping others might others even involved personal risks. He had done some or other favour on every person connected with him. But generally, no such favour would be at the cost of organisation.
7.3.3.18. Close relationship with colleagues:
He has developed very close relationship with all the staff members. To many of the staff members, he would address by 'tun' (in Hindi, the word Aap is for formal use, and tun is for informal use for juniors) to many he would embrace in the morning when he arrives in the office."
8.1 CONTENT ANALYSIS BASED ON THEMES AND FINDINGS
Method adopted:
Content analysis based on themes is undertaken at this stage to find the common themes arising out of the study. The themes arising out of the discussions with entrepreneurs and their co-workers are written down on cards - with one theme on one card. These cards are then processed to put cards with similar themes together. If some common theme is found in all cases or most of the cases and no opposite trend is found out, than that theme is picked up for preparation of the schedule to further test out the theme. The researcher then showed the content analysis to two independent researcher to identify their perception of the themes from the narrations. Their perception was also similar.
The content analysis revealed the following constructs out of the data gathered in the process of research. Conthent analysis can be of manifest or latent contents based on data. However, here we have used only manifest contents for the data analysis. In this case, the themes emerge out of the data itself and in this case the respondents provide the framework for the themes to hold.
Some examples are given here under.

8.1.a. Example of manifest factors from interviews:
Manifest Factors identified for Sadvichar Pariwar are as under (read subsequent chapter for details)
· Ability to gain popularity in the initial stage through media
· Lack of ego
· Giving complete authority to people

POLICIES:
· Restructuring of existing social structure without making radical changes, however, by expurging it of its evils
· Noble thought comes before action, so it should be generated
· Spread of thought of popular Indian saints and philosophers
· Costing is pricing
· Benevolence in common individual
· Ability to make best use of resources
· Ability to put solutions to society's problems and responsiveness to social problems
8.1.b. Grouping responses:
The responses received from the respondents are writteh down in the form of themes as is perceived from the reading. Later on responses on similar themes are grouped together to identify the predominant themes. These themse help in development of theory. The findings out of these themes are put to the tests of validity and reliability by checking their presence / absence in other organisations of the group. If these are found in repeated cases, these can be considered for further research and can be taken as propositions.
Example of grouping procedure is as under:
Resources: The organisations use multiple sources of funding. After a certain stage, they enter into commercial sale of certain products (handicrafts in case of AWAG, SURE), these products are generally related to beneficiaries and their sale gives organisation some financial stability. All the organisations have tried to keep positive relationship with funding agencies / donors / Government

8.1.1 Idea Generation:
Q1. How did you think of starting this organisation?
In response to this question, the responses show that prior experience with similar work or the background of the founder was instrumental in the idea generation of the organisation.
8.1.1.a. Sadvichar Pariwar:
In case of Sadvichar Pariwar, the founder was given an oath by his father to 'become an inspiration for good work'. Since that was the desire of the father, the founder decided to plunge himself into these activities. The beginning was made when founder started writing for a Gujarati daily about the speeches (katha).
" The prisoners said 'you consider the pain of patients but why don't you consider us. We also need books.' ... We deposited Rs. 1000 in municipal library and got 200 books issued. Which would be circulated and exchanged daily among prisoners. .... Later on we started visiting jails. We started taking saints to jails for arranging their speeches and formed a BHAJAN MANDALI of prisoners in jails." "There came a suggestion.. On the festival of RAKSHA BANDHAN prisoners should be knotted RAKHI and should be asked to take a determination to lead a good life in return. People send greeting card. which is having a small life. We thought to start a greeting card which might have longer life and give noble thought to people. We started publishing AMRIT BINDU as a greeting booklet. ..At the occasion of diwali when a person greets his elders and receives this booklet, this is the right time that the noble thought should be presented to him."
8.1.1.b. Consumer Education and Research Centre, Ahmedabad:
In this case the founder has had a very planned entry. The founder analysed his strengths and opportunities and then decided to enter in a particular segment of voluntary activities. The founder puts it: " It worked in a different way. I was working as GM in Arvind Mills in 1978. I had worked for twenty six years. Our retirement benefits were available after thirty years of service. I had four years to go at the relevant point of time. I was thinking on an idea that after thirty years of service 'I don't want to work for any monetary reward'." "..How do I repay debt to Indian society?.." After analyzing both positive and negative aspects in himself Mr. Shah found following three qualities that he should keep in mind while entering into any area: Academic background as Law (which he used as manager and not as a lawyer) ....Long and rich experience of dealing with people. Assertive and affirmative temperament
"So the question was which is the area of non-profit work where I can put these three skills in se. Answer was 'consumer protection by law'. Answer came partly from an American Magazine.. "
8.1.1.c. Environmental Sanitation Institute, Ahmedabad:
In this case the founder has some ideas of the organisation in the childhood itself at the age of 14 (1948) when he started cleanliness campaign in school, and even cleaned night-soil. The founder was very much influenced by Mama Saheb Fadke and Appa Saheb Patwardhan. He started wearing khadi and spinning khadi at the age of 14. In 1955 he started Bhangi Ashram at Godhra, in 1956, he joined Safai Vidyalaya and experienced the problems of scavengers. In1960 he went to Bombay to join Municipality as a peon, here he tried to accelerate the pace of conversion of dry latrines by water-borne latrines. After seven years of work, he developed a new shape of pan which required only 1.5-2 liters of water instead of 15-50 litters of water to flush night-soil. With reduced water requirements, the new pan could be used in rural areas also. In 1964 he joined as principal of Safai Vidyalaya, and as Zonal Organizer of Bhangi Kasth Mukti.
8.1.1.d. Ganatar, Ahmedabad:
In this case we could not go to the details about idea generation. However, the founder mentions: " .. ours was a group of 35 persons, we wanted to work in some positive area for society. We decided to work in an area where no one else is working. We selected brick labourers. .. One of the founder gave us a study of Khambat four years ago. We did that study and decided to work with salt labourers, akik labourers."
8.1.1.e. Blind Men's Association, Ahmedabad:
The founder of this organisation himself is a blind. The founder puts it : "My blindness itself is responsible for my success." The founder mentions that he had a desire to help other blind persons so that they lead a better life. This desire forced him to work in this direction. A small beginning was made in 1956. "In 1956, we started recreation club. Blind people of all Ahmedabad used to meet in this body. They suggested that an institution is needed. First and foremost a book-library (braille books) was needed."
"In 1958 a braille library was started."
8.1.1.f. Ahmedabad Women's Action Group, Ahmedabad:
This organisation is a premier organisation in the area of women's protection and development in Gujarat. The founder is a woman herself. Before starting this organisation, the founder was closely associated with other impact making organisation of the region namely SEWA. The founder was also very close to other thinkers and writers about women in Gujarat. The founder also did her Ph.D. in related subject. All this make up the background for idea generation of the new organisation. The founder puts it as: "During 30s and 40s my father was involved in reformist movement. .. ..Initially it was a group of 7 members, We thought that something should be done about women. Ila Bhatt was also in our group. I was involved with SEWA. ... Later, I completed my PH.D. on women organisations. .. However, I felt that mere economic empowerment can't help. Even if a woman earns Rs 5000, she is subordinated. Her husband takes away the money and she is left with no freedom. She undergoes battery and mental torture. I felt that old issues and methods have not yielded any results." - Founder
8.1.1.g. PNR Society:
8.1.1.g.1. Enganged in social activities from the childhood:
"we studied Gandhi, Morarji etc. (during childhood)" ..In our ward there was a very good thinker, Sri Kamal Bhai Thakkar. He was very close to Lohia. We were influenced by him. He was a follower of Trotskey. He was also taking interest in our activities. He was a revolutionary. Our Rawal is also Communist. .. When we used to return to street ... We used to start social work. ..Our street was small and full of dirt and we used to organise meetings and start cleaning the street. .. we used to purchase of drums for collection of waste. .. We used to collect old books from every house. We used to keep the books on the Ota (generally there is platform outside the house in Gujarat in old houses) of the house and used to run Blood Bank. ..We used to organise camps for blood donations. We used to organise exchange of books. We thought that why to buy books. Everyone has at least one standard's books. Those books were collected from the students and they were given to other students who reached that standard. In this way most of the students of the street would get the books without paying." - Founder
"We used to organise camps for books exchange / sale on Sundays. We used to sell out the books and it gave us some profits for carrying out our activities"
8.1.1.g. 2. Revolutionary ideas:
"we organised a small group in 1955. We organised a play. It was a revolutionary play on widow remarriage. The programme was a success and it created an atmosphere. Many persons joined us. It was a 400-600 person group. Our task was very easy now."
8.1.1.g.3. Self Imposed Norms / keeping organisation away from politics:
"We will not allow any politics, as we put our shoes out of home, similarly we have to keep our political ideology out of our institution, otherwise one politician spoils the system." - - The Founder
8.1.1.g.4. Initial failure:
"Kalyan Sangh could not survive more than one year as the old people started controlling youngsters." - - the founder
8.1.1.g.5. Social organisational spirit from the beginning:
"Later we started Darbargarh Nojawan Sangh. This is our parent body. There were three groups - one of 14-16 age, one of youth 18-40 and one women forum. All the forums had executive committee. There was a nominal subscription 0.50 or 0.25 re. There used to be regular elections in the bodies" - - The Founder
8.1.1.g.6. Support from society and influential persons:
"Later on we got a room in amba chowk. Kanubhai thakkar recommended to a businessman and on his recommendation we got a room without rent. we were very happy to get the office. we did the white washing and light fitting. we started classes. At that time there was no system of tuition. In our area , there were many teachers. With their help, we started classes for class 5 to 8. We also started classes for illiterates. Later on the space found to be short as than we had 1000-1200 students."
"The daughter of the president of women's forum ' was a deaf child. There was a school in Ahmedabad. They went to Ahmedabad, the hostel warden requested them to leave the girl when she falls asleep. They left their daughter there and left, but very soon went back and took her back to Bhavnagar. mother was adamant on not sending the daughter to the school. We were discussing these problems in Bhavnagar. We thought that there must be many such children like her. We decided to impart education to such children at Bhavnagar. We hired a house for the first time. We started correspondence with Royal Institute of UK about ideal model of deaf school. Royal School gave us a lot of guidance about the education of deaf. We realised what we were doing was wrong, not only we, but all over Gujarat, wrong pattern was used. Our teacher were taught that deaf cannot speak, but that is not correct, the speaking ability is no impaired. Through the use of hearing aid speaking ability. Every deaf has some hearing capability and through proper hearing aids he can listen. We had misconception that deaf cannot speak and hearing aids are to be given after 8-10 years of age. There was no concept of audiometry." - - The Founder
8.1.1.g.7. High targets:
"We than thought that we should have a very high target and make it one of the best school for deaf and dumb in Gujarat and start a movement. " - - The Founder
8.1.1.h. Jan Vikas Ahmedabad:
8.1.1.h.1.Prior experience of working in similar organisation:
In case of Jan Vikas, the founders were working in similar organisation earlier. However, they had some dissatisfaction with the existing organisation and wanted to start a fresh organisation.
"I was working with BSC, in 1986, I and my colleague left it. In our mind a question of dissatisfaction about poverty, inequality was there."
"In an incident, in violence by upper caste in which 14 persons were killed, motivated us to work for starting the organisation." - - The Founder
8.1.1.h.2.Mission:
" Our objective is to disperse, get many more people in this area - setting up a forum, non-hierarchical - one amoebic kind of organisations".
8.1.1.i. SURE, Barmer:
8.1.1.i.1. Prior experience of working in similar organisations:
"I was involved with the social activities from the very beginning. I started working with Bharat Sewak Samaj in 1954. We had also arranged a homeopathic doctor. With the help of Catholic Relief Service, I also worked for rehabilitation of refugees. I also worked with Nehru Yuvak Kendra for about 20 years (Sri Magraj Jain had worked as a teacher from 1951 to 1972. Later he worked with Nehru Yuva Kendra from 1972 to 1989. As a teacher also he was constantly involved with social activities. He was incharge of scout section). In this period I helped in the formation of about 10-12 institutions like Marudhar Lok Kala Kendra, Gila Yuvak Kalyan Samiti etc. I attended many training programmes during this period. While I was attending a training programme at IIYA, Nagpur, my friends suggested that while I had only 2.5 years to go for retirement, I should also set up some society for social work. It was then that I thought of establishing SURE. Initially I was thinking of reviving the rural economy of the region, and protect and promote Tharparkar breed of cow in the region.
8.1.1.2. Identification of common factors among the organisations:
The founder of Sadvichar Pariwar was motivated to work in this area due to oath by father. He pursued kathas and other semi religious activities and subsequently started other activities. Other activities were started as and when they were demanded by the people (beneficiaries). This is important because similar replies were given by the founder of PNR Society. Both the founder are similar in that they relied on donations from masses to build up the organisation.
The founder of BMA, ESI started the organisation because they were sensitive to certain social problems which they themselves had encountered during childhood. They had worked with the targeted beneficiaries to find out the right course of action. In case of BMA the founder himself is a blind and he insisted on taking blinds only in the organisation. This seems to have helped in idea generation as the ideas were not imposed by others but developed by the blinds themselves.
The founders of Jan Vikas, SURE, AWAG had previously worked in similar organisations which helped them to focus on idea generation about the new organisation to be set up.
The founders of CERC and Ganatar had a planned into this career after they carefully analysed their strengths and the areas where they could help the society.
8.1.2. Initial Challenges:
Q2. How did you overcome the initial problems?
8.1.2.a. Sadvichar Pariwar:
This organisation aimed at helping people by becoming an inspiration for them. Thus good thought was the paramount. To spread good thought the organisation needed support media. The founder made an entry when he started writing about Kathas (stories recited by learned persons) for a Gujarati daily. The founder later started providing literature to prisoners and patients to spread noble thought. A few problems like financial problems did come in the way, however, the founder was able to overcome the same with the help of benevolent donors and supporters.
The founder mentions: "A saint offered rupees one and half lakh to us to be used to start a centre where people could get free food. After careful consideration, we found that it was not feasible to start that in that amount. Therefore we thought of giving twenty three machines in twenty three villages in tribal area. With this they could collect water from a nearby river and get good harvest. ...There was good harvest. .. We asked them to give us returns by ensuring that no dependent person, or widow or orphan etc. should remain without food in those villages." Gulam Khan (an ex-prisoner) offered us seventeen meter cloth as a gesture of respect (in response to raksha bandhan) for the sisters of Sadvichar Pariwar. We refused that but he finally left the cloth at our office. We were thinking as to how to use that. Suddenly there was a crisis in Bihar. ...We sent blouses prepared out of the cloth to Bihar for the ladies in the crisis. Thus s helped in saving their honour."
"Our great strength is that our administration expenditure is minimum." - Co-worker
8.1.2.b. CERC:
"I wanted to use four years of my service at Arvind Mills as period of beginning."Mr. Shah made the beginning with Mr. Ramesh bhatt at Ahmedabad. Initially they would meet at each other's residence for two-three hours and discuss about what should be done for consumer protection.
FIRST SUCCESS
Consumer Education and Research Centre got the first success when they won the case against Gujarat Government's decision to increase the bus fare. They got publicity on this case.
Thus based on above data, we find that the background of the founder was instrumental in idea generation. The founder of BMA was himself blind, the founders of AWAG, SURE and Jan Vikas had worked in similar areas earlier. The founders of Sadvichar Pariwar and PNR Society were driven by common suffering that they observed among masses. In both the cases the founders are involved in social work from the beginning and have established their identity. In case of CERC, the founder wanted to do something for society (also in Ganatar) and therefore the founder analysed the situation and selected this type of organisation. Here also the background of law was helpful to the founder.
8.1.2.c. ESI:
"I cleaned thirty five toilets in Keshav Nagari, Ahmedabad. this helped me in standardizing their work and instrument upgradation." " I broomed in village Ratanpur for six months."
PUBLIC OPPOSITION
"...(at Babra project) people used to tell..'see these toilet
people have come."
"I had just come here (Gandhi Ashram). Three dogs died here due to poisoning by municipality. I took them and buried them. People of the neighbour started scorning at me by saying "look....the bhangi (a derogatory term for scavenger) of Ashram has come."
"I faced opposition from my villager, when my wife refused for PARDAH system. We remained adamant. ""I was ostracized when my son married a girl from a scavenger family."
SHOCK TO THE SOCIETY TO CHANGE IT
"My aunt came to stay with me . My cook was from a scavenger family. My aunt came to know after some time. She threatened that she would create opposition for me in village. I counter threatened her that I would inform people that you had taken food prepared by that person. Then she cooled down. So you have to give shock to the society to change it."
MISSION AS CHALLENGE
"..(about abolishing system of scavenger) Balwant bhai Mehta "then CM) asked me to experiment the idea. I took it as a challenge."
FIRST SUCCESS
"... we organised a camp .I collected Cement (controlled rate) . .. For 5 days no villager came forward to get the latrine constructed. I told my workers that you go and get mixed with villagers by helping them in some or other manner. However, it did not work. When contacted, the villagers told me that construction of latrine would cost them Rs 200, while they can get nightsoil cleaned by sweeper at Rs 2 per month. I was totally disappointed by this. Municipality was also not willing to help us. .. An idea came to my mind. I asked the sweepers that they are getting very little. They are getting only Re 0.06 per home, and if six persons are their in that home, they are getting only Re 0.01 per day. This is too low. I persuade them to raise their demand. I suggested that they should demand at least Rs 5 per person per person, otherwise it is exploitation. They got convinced. After they raised the demand and threatened to strike, I approached villagers. I told villagers that if you get the latrine constructed it will cost you only Rs 200, but otherwise you will have to pay Rs 360 per annum. Now one business person came forward. His wife had some problem .. Our workers immediately constructed the latrine. We now started popularised the success to the villagers. I approached Municipality and told them that since they spend more than Rs 4000 (one trailer used to cost Rs 10000, and it lasted for three years, plus diesel and driver's charges) on carrying night soil, they will benefit from construction of latrines. They were convinced by the financial profits they would get. They agreed to contribute Rs 25 and Jila Parishad also agreed to contributed Rs 25 for every latrine constructed. Now villagers started coming.... In this way it has taken me 12 years to completely remove this system from Gujarat. Now Gujarat is a model state in India with no such practices." - - The Founder
8.1.2.d. Ganatar:
"In the bal-bari, we took some toys and other things for children, so that they could be interested to come. Children did not take interest in non-formal education. We started telling stories with moral education contents. In this way motivated the children to study." - - a co-worker
"Labourers never used to send their children to us, we used to help them, we used to organise picnics for children at balbari than they started sending children during the time of their work." - - a co-worker
"Those labourers, who work near Bhattas (small factories for making brick etc.) were unable to send their children to schools as they used to work on Bhattas for 8 months and would work for 4 months in farms. We persuaded them to send their children to schools during their stay at villages and helped provide education to their children near bhattas during remaining period by balbaris." - a co-worker
"When we wanted to work for Akik (Agate) workers, we found resistance from the owners of Akik mines and others. Than we organised a meeting in a school premises to help widows of akik workers. Thus there was less opposition, as our manifest objective was to help widows. At that moment we also impressed upon teachers and principal of that school to provide education to children of akik labourers." - The Founder
"We took five children on a camp to Chennai, and this convinced other bhatta labourers that we are there to help them. Others were encouraged to send their children to balbaris (we run two balbaris- schools near sites of factories)." - a co-worker
8.1.2.e. BMA:
"When we started, we faced a lot of financial problems. Now all these people collect. Our team is very good."
8.1.2.f. AWAG:
8.1.2.f.1. Relations with media:
"We thought that some work need to be done about creating awareness among women. In our first public programme, we had critically presented our views about advertisement showing women as object. We had contended that this is exploitation of women ..Initially there was a media criticism for us. Media wrote that women will educate women. However, it also gave us some publicity. .. We also decided that we must be watchdog of media. " - Founder
8.1.2.g. PNR Society:
8.1.2.g.1. Problems in taking help from government / networking with international institutions:
"We had tough problems in taking land from municipality. We fought for 8 years on the issue. Finally we got a land, and than we wrote to Royal School. They suggested us not to set up a school away from the main city and on rocky land. They asked us to plan for 100 years."
"we returned back the land. We could not get land during the rule of Congress. We than decided to have two members in municipality. Our members went to election as independent candidates. Congress threatened us like anything. However, we continued and our members won the elections. Our Kanubhai became president of municipality and got us land from municipality at free of charge. Than we sent the plan of land to Royal School of London. " - - The Founder
"We tried to contact many engineers."
8.1.2.g. 2. Problems of limited resources in the beginning:
"We never had money. We always had two problems: collect funds and undertake work. We had just Rs 2000 but we started the work for construction of the school" - - The Founder
8.1.2.g. 3. Support from society less than expectations:
"We four went to Calcutta for collecting donations We could hardly get Rs 10000 cash and promises for 30000"
8.1.2.g. 4. Support from co-workers:
"Our Rawal (in rail as a guard) was once travelling in train from Ahmedabad to Bhavnagar. An architect, was coming in that train. At that time there was no architect in Bhavnagar. At the request of Mr. Rawal, Dalsukh Patel (architect) visited us. By that time we were not able to get type construction as per the plan of London. We had already started the work of construction of the school. The architect collected all information from us and told us to wait for 10-15 days." - - The Founder
8.1.2.g. 5. Opposition in the initial phase:
"We stopped the work, but our trustees got angry. Architect told us to organise a meeting of trustees. We had Vision, courage, ambition and determination." - - The Founder
"Initially the local doctors were not willing to help us in our camps. They thought that there business will be adversely affected by these camps."
"We had some correspondence with Imprest Foundation of UK."
"Due to our correspondence and information about Dr. Rao's camps, Dr Wilson came to visit us. .. Then all the orthopedic doctors started coming here, they thought that when Dr. Wilson can come here, than they should also come. Now 15-25 doctors visit here and they are invited as and when need arise."
8.1.2.g. 6. Networking and support from others, and successive development of activities as per the needs of the beneficiaries:
"Now we have many doctors of Gujarat, Rajasthan, M.P. and Maharastra in our panel. For example Dr. Trivedi of Bhavnagar, Dr. R.L. Mehta of Jodhpur etc. are on our list of panel. - Founder
"Today, at PNR society for relief and rehabilitation, we have 5 vehicles, 25-30 staff."
8.1.2.h. Jan Vikas:
Small beginning but development of team as turning point::
"Initially we were less proactive, however, after 2 years, when we got good people, we are spreading faster." - -Founder
8.1.2.i. SURE:
Finance was a major problem encountered in the beginning.
8.1.2.2.Analysis:
The above data suggests that all the organisations had a small beginning. They did not have infrastructure and other facilities to conduct their activities. Finance was a major problem in the beginning in all the above cases. Most of these organisation also faced problems as they found that people resisted or did not support them (in case of CERC, ESI, AWAG) and they publisised their first success heavily. The publicity of first success helped them to sustain and progress and to obtain adequate media coverage. The founders of these organisations were so assertive in the beginning that they motivated many persons to give voluntary services in the beginning. Their links with influential persons also helped in the initial phase of growth. However, in all cases they tried to keep away from politics.
8.1.3. Team Selection, Organising And Initial Fund Raising:
Q3. How did you get your first group of co-workers and supporters?
8.1.3.a. Sadvichar Pariwar::
A group of volunteers willing to extend support in the initial phase.
8.1.3.b. CERC:
"Voluntary services from Lawyers, a cost accountant from Arvind Mills and others who were known to the founders of Consumer Education and Research Centre contributed to the initial success and growth of Consumer Education and Research Centre."A couple of employees are still volunteers as Mr. Ladia. How we converted him (Mr. Ladia) ...We handled his complaint well. I knew him ..his children were grown up and settled..I asked 'Why can't you help other consumers.."
"There are three types of volunteers here:
1. I do not take any payment - even my car and telephone expenses
2. Some do not take any salary, but are paid conveyance expenses only
3. Some are given honorarium, which is much less than the salary they can get." - - The Founder
8.1.3.c. ESI:
A group of committed persons believing in the same ideology who were close to the founder.
8.1.3.d. Ganatar::
The friends of the founder supported the venture. Later on the founder hired some full time employees.
8.1.3.e. BMA:
The founder hired some blind persons and took voluntary services from some. Later on other types of handicapped persons and professionals were inducted. The organisation received support from the friends of the founder.
8.1.3.f. AWAG:
The friends of the founders, who also believed in similar ideology supported the cause. One funding agency also supported.
8.1.3.g. PNR:
Initially a group of volunteers.
8.1.3.h. Jan Vikas:
It hired some professional employees and those interested in social work. The contact and credibility of founder helped getting grants from funding agencies.
8.1.3.i. SURE:
The founder knew a few committed persons and they joined the organisation as employees.
8.1.3.2. Analysis:
In all the above cases we find the following:
The founder receives support from some friends who also believes in similar ideology. The links of founder helps in raising funds in the beginning. The organisation operates on small resources in the beginning. The founder hires some committed employees whom he knows for a long time. Besides the founder persuades some persons to give volunteer services to the organisation.
8.1.4. Team Building And Leadership Qualities:
Q No. 4. How did have you been inspiring your co-workers?
8.1.4.a. Sadvichar Pariwar:
"Where ever he would go , he would not introduce himself. Whenever he would go to attend any meeting, he would sit among common people, even after the request of organizers. He would introduce others. He doesn't need fame. He wants minimum of name, however he wants the name of the institution to spread."
"He takes complete confidence. He gives freedom to work. He doesn't interfere. He says 'Whatever is there in your mind actualize that."
8.1.4.b. CERC:
"He is a very assertive person." - a coworker
"He is very hardworking".
8.1.4.c. ESI:
"He is a very simple man."
"People in rural areas get angry sometimes, however, he never gets angry." - co-worker
"There is no person comparable to Ishwarbhai in undertaking such work." - co-worker
"He explains everything in very simple language. He tells everyone in the other person's language. He will repeat all important things so that these are clear to everyone."
8.1.4.d. Ganatar:
" We take collective decisions. ...He could have taken this decision alone, but he invited all of us to discuss. " - - a co-worker
"There is complete democracy in this organisation." - - a co-worker
"We work like a family here and we never realise that we are in a job." - - a co-worker
COMPLETE AUTONOMY
"We have full freedom. "- a co-worker
8.1.4.e. BMA:
8.1.4.e.1. Teamwork:
"I believe in team work" - Founder
8.1.4.e.2. Empowerment:
"We want to create leaders, unless they make mistakes, they can't become so." -Founder
8.1.4.e.3. Change management:
"Whenever he introduces any idea, he doesn't introduce in a shot. He would give piece by piece information for 2-3 days. In this way it becomes easier for us to adopt to the new thing. He will never say 'I am doing i' rather he would say 'you are doing it'. He never gets the work done through orders, rather he gets it through advice.
8.1.4.e.4. Decentralisation and autonomy:
"When he has faith on someone, he has complete faith on that person. Afterwards, even if there is any loss, he would not say why have you done it. He will only say 'if this could be done that way, it would have been better." - Co-worker
"He says 'when someone works, there is bound to be some mistake." - Co-worker
"In other organisations, one authority has to do all the work himself. Here, it is different. Here, everyone helps others. If the aim is pure, success is bound to be there." - Co-worker
"We believe in making leaders." "Mistakes are must for a person to become a leader." Mr. Patel
8.1.4.f. AWAG:
8.1.4.f.1. Qualities of leader - persistence, will power, and ability to judge people:
"Ilaben has very high will power, persistence and a very sharp ability to judge people. Even in this age she learnt how to drive a car. She is very courageous." - a Co-worker
8.1.4.f.2. Involvement of founder:
"Ila ben gets herself fully involved with every activity and so do others. " - a Co-worker
"We have very open organisation." - Co-worker
"I sometime used to feel and once asked Ilaben that we should not have these programme (training, meetings etc.) for all the members of Ahmedabad Women's Action Group. She replied that we should take the whole organisation together. She asked me to keep patience. Today our workers are fully competent. .." - a Co-worker
8.1.4.f.3. Recognition:
"Ilaben will never say that she has done it ..she will always say that workers have done it." - a Co-worker
8.1.4.f.4. Participative decision making:
"We always discuss all the decisions together. Workers (who also participates with us) get inspiration to speak truth. Ilaben always say that if you have not been able to contact, take your own decisions. Later on we will discuss. Now I have become habitual of working independently. I believe, that whatever I do, will be approved by Ilaben and I can convince Ila Ben." - co-worker
8.1.4.g. PNR:
The founder is considered a very simple and committed person by fellow employees.
8.1.4.h. Jan Vikas:
8.1.4.h.1. Supportive / nurturing:
"It is a feeling that he is always behind you. He will support you whatever action you take." - co-worker
"He is very good at communication." - - a co-worker
"He has a tendency to simplify - he reduces anxiety level." "He is always totally relaxed." - - a co-worker
8.1.4.h.2. Autonomy and understanding:
"He doesn't meddle around too much, he leaves us on our own, once strategy is ready, we are our own decision makers." - Co-worker
"He has worked at grass root level." - Co-worker
"He gives us lot of autonomy." - Co-worker
"He comes in understanding of problems, he reads minds very well." - Co-worker
8.1.4.h.3. Assertive:
"He is very harsh in giving feedback - but gives it in privacy."
8.1.4.i. SURE:
LACK OF EGO:
"Once We were discussing the project of science and technology. I was not very comfortable in looking at facts and figures. He realised it and asked me to sit on his chair. How could I sit on his chair? I hesitated. He does not have the ego - the feeling of higher or lower level." - - a co-worker
8.1.4.2. Analysis:
The above data suggests that the founder and his coworkers considers some traits to be common in founder which might have influenced them. Some of the traits which are repeated are:
Simple person(BMA, SURE, ESI, Sadvichar Pariwar)
Lack of ego (SURE, Sadvichar Pariwar)
Assertive (CERC, Jan Vikas, BMA)
Good in communication (CERC, Jan Vikas)
Involvement and hardwork of founder(BMA, PNR, CERC, Sadvichar Pariwar, Sure, Jan Vikas)
Participative decision making (AWAG, Sadvichar Pariwar, CERC, Ganatar)
Gives full freedom and autonomy (Ganatar, PNR Society, AWAG, Jan Vikas)
Goal oriented (ESI, Jan Vikas, CERC)
Commitment and integrity
8.1.5. Turning Points / Critical Periods In The Organisation / Different Stages In The Life Cycle Of The Organisation:
Q No. 5. Can you narrate some of the turning points in the history of your organisation.
8.1.5.a. Sadvichar Pariwar:
No significant turning points mentioned.
8.1.5.b. CERC:
Grant from ford foundation
8.1.5.c.E.S.I.:
No significant period is mentioned by the founder as a period of turning point. However, it appears that the first success, the Babra Project was a morale boosting experience for the founder and his team.
8.1.5.d.Ganatar:
It is a relatively new organisation and therefore the founder could not mention as any period to be termed as turning point.
8.1.5.e. BMA:
Professionalisation
8.1.5.f AWAG:
No specific turning points
8.1.5.g. PNR:
Professionalisation
8.1.5.h. Jan Vikas:
Development of a team became a turning point. Initially they were not able to make much impact. However, when they got youth from villages where they were interested in working, it gave a boost to the activities.
8.1.5.i. SURE:
Although SURE has a short history, however, its founder recalls: "In 1994, there was a malaria episode in which reportedly 3000 persons died in our areas of operations due to lack of medical facilities. This has forced us to lay great stress on health programme."
8.1.5.2.Analysis:
All the founders were able to recall their first success vividly and how it helped them to grow. However, no other point as turning point is found. BMA considers professionalisation as its turning point.
8.1.6. Linkages Building / Networking / Media Relations:
Q6. How have you been interacting with other organisations/ press etc.?
8.1.6.a. Sadvichar Pariwar:
Involved with media from the beginning. Received some support from government.
8.1.6.b. CERC:
"We hold a number of public meetings ...and invite key speakers.""We publicize court orders." "Our own magazine publishes a column 'Consumer Education and Research Centre lends a helping hand' which contains information about individual complaint cases handled by us." Large number of voluntary organisations are involved in activities which do not involve conflict or confrontation or that kind I can take number of them i.e. 1 sympathy oriented as - helping at the time of earthquake, cyclone 2. working for blind, destitute. 3. educational i.e. dance music concert, activities
8.1.6.c. ESI:
The founder is on the board of many organisations. The founder regularly participates in seminars and interacts on similar themes with other NGOs.
8.1.6.d. Ganatar:
Ganatar regularly organises (once a week) a dissuasion on themes relating to child labour, and other similar issues. Eminent persons from other organisations are invited as guest speakers. Ganatar sends a pamphlets of the seminar to leading schools, colleges and libraries. People interested in participating the programme come to attend the programme. Since the venue and timing of the programme is fixed, there is generally a strength of 30-40 persons in every programme. Ganatar is also represented in some national organisations (for example, it undertook a project on behalf of C.A.C.L. for ILO) relating to child labour. It undertakes their projects.
8.1.6.e. BMA:
It is closely associated with other national and international bodies in the area of handicapped welfare, training. The founder himself is on the board of many organisations. The members of the organisations regularly participate in seminars on related issues.
8.1.6.f. AWAG:
It is closely associated with other national and international organisations relating to women / gender. Many of the members participated in national and international seminars on related issues.
8.1.6.g. PNR:
The organisation has taken extensive support and guidance from international organisation in similar fields. The help in the area of curriculum, building design etc. was significant. The founder regularly interacts with other NGOs of other cities relating to various activities particularly relating to organisation of polio camps.
8.1.6.h. Jan Vikas:
The organisation tries to help in setting up of other organisations.
8.1.6.i. SURE:
The founder is closely associated with other voluntary organisations in similar fields particularly URMUL and also with national bodies and institutions like EDII etc.
8.1.6.2. Analysis:
The above data presents following propositions:
The large and well established organisations like BMA, ESI, CERC become centres of excellence and founders occupy senior positions at national and international organisations. They have interactions with similar organisations all over the world.
Smaller organisations have interactions with regional and national organisations of the field. They try to keep in touch with the latest developments by participating in seminars and conferences on related issues.
Generally the organisations find less support from similar organisations located in vicinity but find more support and guidance from international organisations in similar fields.
The links of founders (in terms of friendship with influential persons) helped a great deal in the growth of all the organisations.
8.1.7. Future Plans of Entrepreneurship / Institution Building:
Q.7. What are your future plans?
8.1.7.a. Sadvichar Pariwar:
No specific plans
8.1.7.b. CERC:
"The idea is that it should run like a professional run organisation.. Dr. Rao has also studied our organisation.. Some students of IIMA have also studied our organisation .. UNDP also reviewed our working.." - - The Founder
"I have said (to trustees) I have worked enough now.. I want to leave the Organisation for at least one year..."" Unless I do it in radical manner, managerial succession may not happen in a planned way..."" Secondly people (some employees) have raised fear that what will happen if Mr. MD Shah is not there.. we may not work then"
8.1.7.c. ESI:
"In future we want to multiply ourselves." - The founder
"We cant reach every-where and so we train other NGOs. They then spread the revolution."
8.1.7.d. Ganatar:
"We are undertaking a study of curriculum of schools, we are going to open a research cell to regularly undertake study of curriculum." - - The Founder
"We are planning to open salt marketing company, where salt made without exploitation of labourers will be marketed." - - The Founder
8.1.7.e. BMA:
BMA has a clear and concrete future plan. It plans to enter into HRD / training activities. Besides, it also plans to play supportive role for other NGOs in future. It is also planning to enter into research related to handicapped persons. The founder told researcher that HRD would be their main area in the future as BMA is in ideal position to develop personnel for other NGOs etc. relating to education and training of handicapped persons.
8.1.7.f. AWAG:
The founder wants to retire herself from the organisation and let the leader emerge from democratic process within the organisation. The organisation also wishes to enter into export of handicrafts made by working women for the organisation.
8.1.7.g. PNR:
The founder wishes to organise management on professional lines, appoint personnel managers etc. The founder is also keen in undertaking other activities relating to training and placement of handicapped persons.
8.1.7.h. Jan Vikas:
The founder is willing to let the organisation have a smooth death. By this he means that the organisation should not become a banyan tree and let other action groups and NGOs develop and take up rural development work.
8.1.7.i. SURE:
The founder is interested in taking organisation into exports of handicrafts made by the beneficiary groups. The founder is also planning to set up a national institution for folk music. The founder has other plans relating to entry into other areas.
8.1.7.2. Analysis:
The above data show that different organisations have different future aspirations. If we compare the future aspirations with reference to the age and maturity level of the organisation, we find following propositions.
BMA, ESI, and CERC have reached a stage of maturity. They have very high resources at their disposal and are considered national organisations in respective fields. The founders of these organisations are interested in making the organisation a source of support and guidance for other organisations in similar fields. The founders wish to turn the organisation into a centre of excellence and focus on HRD and network formation activities. These organisation have very clear mission and are not interested in diversification into unrelated areas. However, research, publication, and extension activities are their new areas.
PNR, Jan Viksa, AWAG have different levels of working. While PNR and AWAG still wish to diversify into some new areas. The founder of Jan Vikas is not interested in any diversification or expansion, rather he is interested in developing other NGOs in its present activities and let Jan Vikas have a ‘death’..Because as per him, the basic purpose of Jan Vikas is to empower people to organise themselves, if they are able to organise themselves, the purpose of Jan Vikas will be achieved.
The founder of SURE, Ganatar ares interested in diversification into new areas and to enter some unrelated areas also. This may be due to the fact that these organisations are relatively young.
Thus we find there emerge different aspiration level at different levels of organisations.
8.1.8.Other Findings:
8.1.8.a. Sadvichar Pariwar:
· Ability to gain popularity in the initial stage through media
· Restructuring of existing social structure without making radical changes, however, by expurging it of its evils
· Noble thought comes before action, so it should be generated
· Spread of thought of popular Indian saints and philosophers
· Costing is pricing
· Benevolence in common individual
· Ability to make best use of resources
· Ability to put solutions to society's problems and responsiveness to social problems
8.1.8.b.CERC:
· Clarity of mission (consumer protection through law, and related activities like consumer education, awareness)
· Background of founder helpful in success of the organisation
· Voluntary support by lawyers and others known to founders in the initial phase
· Success in the first case, and popularization of the same
· Initial funding by the people known to the founder
· Well informed and professional approach in dealing with all including funding agencies
· Multiple sources of funding
· Development of corpus fund to support at crisis, and interest of the same helps in running day to day affairs
· Strong and assertive personality of the founder
· Positive media relations, meetings, conferences, and magazines
· Image of a responsible organisation
· Responsiveness to start one activity after another as a response to consumers complaints and its own research studies
· Ability to mobilize foreign funding to support its laboratories and research efforts
· Networking and support to other consumer organisations in the country
· Professional staff
· Transparency
· Clarity of mission (" This (clarity of goal) takes place almost daily. This morning I was preparing for a workshop for women as consumers. While discussing he asked me to focus on women as consumers and not as social problems."
8.1.8.b.2. Result orientation:
"People have perception that working with NGO means low workload. They find overwork here. At the end of the day, they have to show the output. There is a pressure of deadline."
8.1.8.c. ESI:
· Experienced the problem personally
· Faced public opposition initially
· Tried to use existing social methods to penetrate, but could not succeed, finally succeeded by persuasion and tactics
· Popularised the first success
· Got cooperation from Government bodies
· Popularised the success through training youth and persuading engineers, experts, and sarpanch
· People participation as key to success
· Spreading revolution through other NGOs, help in setting up of new NGOs who can take up this task
8.1.8.c.1. Making plans as per the wishes of beneficiaries:
"Once we organised a lecture in jail There were some 100 life prisoners. Some of them told me that no one was taking care of their children. We agreed to take care of 25 such children belonging to life prisoners."
8.1.8.c..2. Planning / management by beneficiery (taking committed workers from the group of beneficiaries) :
"I also run Relief Association of Blind. We have 300 members. The association gives support to blind persons, who are members of this association. Both the secretaries of this association are blind."
8.1.8.c..3. Diversified activities :
"Through Manav Sadhna Trust, we conducted health check-up on 2000 children."
"There is a lot of is humanity spread around." - - The Founder
8.1.8.c.4. Use of existing social institutions to penetrate:
"We used to take out procession..." - founder
"We used to clean the village for one hour daily."(...(Babra Project) ..We used to organize PRARTHANA SABHA in night....but very few people would come. ....I asked my colleagues to make direct entry into the houses." - founder
8.1.8.c.5. Success through persuasion:
"Scavengers were not willing to leave their job. Municipality too was reluctant."..(we persuaded scavengers for higher pay) and persuaded people about the advantage of new system."
8.1.8.d. Ganatar:
* Clarity of mission and the clarity is found among all members of the organisation
* Participation with other social organisation in public talks
* Participative decision making
* Committed workers (the workers have prior experience in similar organisations)
8.1.8.e. BMA:
8.1.8.e.1. Involvement of beneficiaries and empowering beneficiaries:
"He would learn every machine himself then only he would ask for providing training in that machine to blind persons. He would never be content to see that blind man knew one thing, but doesn't know other thing. He says, what other person can do, blind can also do. Everyone should know everything." - co-worker
"In every system some person excel, some fail. Like in exams, 50% persons pass and 50% fail. But Mr. Patel is not like others. He would take concern for the bottom 50% persons. He would emphasise that they should be given training." - co-worker
8.1.8.f. AWAG:
IDEA GENERATION
· Through prior work experience with other similar
· Organisations
· Prior experience as free lance journalist, social worker in women's organisation and association with like minded people.
FIRST ORGANISATION
· Through personal contacts.
INITIAL CHALLENGES
· The organisation came with different ideology and so faced some media criticism.
APPROACH TO WORK AS REASON FOR SUCCESS
· Persistence
· No compromise with women's interests
· Economic reimbursement for inviting women to attend awareness meetings
· Empowering women to solve their problems themselves
HUMAN RESOURCE DEVELOPMENT
· Autonomy in decision making
· Decentralisation
· Development of co-workers
· Openness
PUBLIC RELATIONS
· Invitation of officials and leaders in Ahmedabad Women's Action Group programmes
· Writing articles and conducting seminars on issues relating to women.
8.1.8.g. PNR:
The main focus of this organisation is on entering into services for handicapped persons. The founder is considered a very dedicated person in the society and the founder is able to raise resources for the projects. The founder shows the qualities of trust, simplicity, persistance.
8.1.8.h. Jan Vikas:
The main focus of the organisation is on developing such model of rural development which can be replicated in other villages also. The organisation promotes other organisation to grow and for this acts a catalyst, identifies the youth, trains them, helps them in developing suitable skills and resources and in identification of issues. The organisation gives emphasis on training and HRD. The organisation is a media shy organisation. However, the organisation has developed good image about itself amongst academicians and donors. There are some professionals also working in the organisation. Thus on the whole, this organisation represents the new prototype of NGO, which is not taking social service as a charity work but as a profession.
8.1.8.i. SURE:
* Founder is a very simple person with no ego
* The founder is experienced in similar activities
* The activities are centered around the requirements of the people of the region
* The founder has contact with influential persons
* Non-political organisation
8.1.8.2. Analysis:
8.1.8.2.a. Persistence:
All the persons revealed persistence as a quality among them. they all pursued the task in spite of all odds. One entrepreneur told me:
" When I started this movement, some persons, who had vested interests opposed me. They managed to get warrants against me. however we continued our campaign, and finally government had to recognize that what we were pleading was right, and as a consequence, the government also changed the policy." Another participant stated: " I didn't receive money from government for a long time. I didn't have money to pay to my staff. I borrowed money to pay them. However, I continued to go to Delhi to collect the payment. Actually, even now if my wife comes to know the story of how I am managing this, she will get a heart attack. I only know, how I am managing it. But as I work, there always comes a way out, you know." Another participant stated: "The authority (position concealed) granted this land for our activities. However, after the change of authorities, the new authority did not care to fulfil the promise. I kept going to him. With continued efforts, he had to finally agree to fulfil the promise." In case of participant observation method also, this quality was very much there: In case of one case: Our scheme was a failure, we got very poor response. Mr. x (entrepreneur) returned from his 10 days tour. He asked me about the outcome of the scheme. I told him the story. He remained unaffected and calmly replied that he had predicted the outcome.
8.1.8.2.b. The Other themes identified in the similar manner are:
· Team-work
· Openness and transparency
· Lack of ego in the entrepreneur
· Clarity of mission, and faith in the cause.
· Personal involvement of the founder.
· Autonomy.
· Recognition to co-workers
· Possibility for advancement of the co-workers.
· Support by media
· Constant willingness of the entrepreneur to give public talks / lectures to spread the mission.
· A sacred cause (for the god, by the god).
· Support by society / donators.
· Networking with similar organisations.
· Ability to generate resources.
· Linkages with influential persons of the area / industry
· The founder is a well known person, and known for his / her integrity.
· Creativity and innovation is encouraged.
· Resource Utilisation with utmost care
· Personal involvement
· A very clear and well understood mission helps in the growth of the organisations. The founder regularly reiterates mission in his dealings with people at regularly intervals.
· Positive media relationship helps a great deal in the success and popularity of the organisation.
· The founder can effectively use traditional means to enter into public attention and to get first success.
· Continuous interaction with public, specially with those who are targeted beneficiaries helps in the growth of organisation. Many organisation developed their action plans and strategies based on suggestions received from these persons (for example Sadvichar Pariwar, BMA, PNR Society). Continuous interaction with public also builds image of the organisation.
· The founder of the organisation should try to present public talks (CERC) or write articles (AWAG, ESI) or interact through some other form with public to sustain interaction.
· The founder should be persuasive and assertive about the purpose of the organisation.
8.2. CONTENT ANALYSIS OF ANNUAL REPORTS
A study of the annual reports of some organisations helped in undertaking some more study. Annual reports are available of the following organisations only:
1. AWAG
2. Blind Men's Association
3. Consumer Education and Research Centre
4. SURE
8.2..a. Blind Men's Association:
The annual report of 93-94 of Blind Men's Association reveals following information (in summarised form):
· National Award for J.K. Patel
· Alpaiwalla Award (Mumbai) for Blind Men's Association secretary
· Braille embosser donated by British High Commission
· Donation from N.P. Kinariwala for Mental Hygiene clinic
· CIDA gives aid to Blind Men's Association
· Blind Men's Association executives present papers in national / international seminars
· Blind Men's Association and SCORE jointly organised cricket tournament for blind
· Blind Men's Association celebrated Cane Day and Louis Braille Day and Flag Day
· Blind Men's Association helped in setting up of eye hospitals, conducted screening camps and undertook some other measures for prevention of blindness
· Blind Men's Association, with the help of Helpage, starts programmes for aged.
· Blind Men's Association conducted training / HRD programmes for other organisations from other states in rehabilitation of the blind (programme sponsored by Sight Savers).
· Blind Men's Association, with the help of other organisations distributed aids and appliances to dis-abled persons.
· Blind Men's Association organised a national seminar of blind welfare organisations.
· With help from Government of Gujarat, Blind Men's Association distributed 600 tricycles.
· Blind Men's Association conducted eye camp, with financial assistance from a fund at Baroda.
· With the help of IDBI, Blind Men's Association sets up a electronics training centre to train blind and disabled persons in electronics components making and assembly.
· Following projects continued:
· Bakery for disabled women (first in India)
· Placement services (with help of Ministry of Welfare)
· Braille Circulating Library - 13000 volumes, 400 beneficiaries (donated by Mr. Dahyabhai)
· Secondary and higher secondary schools for the blind(111 students, all students passed)
· Mehta Technical School for blind -vocational training in 6 trades to 50 students (only one in Western India)
· Talking Book Library (10000 cassettes, 400 beneficiaries all over Gujarat)
· Music School for the blind
· Cama Computer Training Centre - third batch of 10 students, all employed in industries
· Community Based Rehabilitation in five areas, with assistance from five funding agencies
· Dahiben Stenography - 22 students
· Gandhi School of Physiotherapy: only one of its kind in India
· National Rehabilitation Engineering Institute: leader in supply of orthotic and prosthetic aids
· Mental Hygiene Clinic: fourth year, 3200 mentally handicapped persons were given counselling
8.2.b. AWAG: The report is enclosed with marking of contents (see appendix)
Themes are about: 1. networking, 2. mission, 3. participation in seminars etc. 4. activities
8.2.c. Consumer Education and Research Centre:
Summary of the themes in 92-93 annual report:
· Consumer Education and Research Centre moves to new building
· UNDP grant for infrastructure facilities
· Consumer Education and Research Centre appointed approved investor protection organisation
· Consumer Education and Research Centre along with IOCU organised an international workshop
· complaints received from investors, 40% resolved.
· Consumer Education and Research Centre organised various national seminars / workshops / lectures
· Consumer Education and Research Centre brought out some new publications, undertook some research projects.
· Personnel from Consumer Education and Research Centre visited various countries on various courses / conferences etc (under sponsored programmes)
· Of the total funds mobilised of about Rs 100 crore, 85% contributed by institutions, 5.8% by individuals and remaining by charitable trusts. Major recurring expenditures are in the areas of environment protection, internship, workshop etc, research and publication, and laboratory expenses.
· Consumer Education and Research Centre persons delivered 52 talks, 48 distinguished persons visited Consumer Education and Research Centre and there were about 122 articles in different periodicals about Consumer Education and Research Centre.
· Consumer Education and Research Centre has 55 publications and 40 audio-visuals (mostly sponsored).
8.3. CROSS CASE ANALYSIS
Based on cross case analysis, a list of factors was prepared, which contained factors which were found in most of the cases (as explained in the previous chapter). These factors are directly or indirectly emanating in all cases of the case studies.
8.3.1. Factors Identified Are Classified Into Different Categories:
8.3.1.a. Factors relating to establishment and growth in the initial period of the organisation:
· Experiencing the problem
· Using resources to the best possible extent
· Personal involvement
· Persistence
· Clarity of mission and devotion to mission
8.3.1.b. Factors identified relating to organisational culture:
· Openness
· Trust
· Participation
· Empowerment
· Concern for masses
8.3.1.c. Image building factors:
· Networking
· Helping other volunteers in their work
· Media
8.3.1.d. Stability factors:
· Multiple source of funding
· Interaction with influential persons / organisations
· Factors relating to growth of the organisations:
· Recruitment of specialist technical and managerial personnel
· Expansion and entry into related areas as and when resources permit.
· Development of additional resources and resource utilisation to the best possible extent
8.3.2. Question Of Generalisability:
Although these case studies represent cross sections of all important cases relating to voluntary sector. However, there is doubt as to how these findings can be applied to other cases. Since this research consisted of views of entrepreneurs and there most preferred workers (except for participant observation method, where the researcher's observations are important), there is also the question of views of other employees.
After the identification of manifest contents (factors) contributing to entrepreneurship, the researcher grouped the factors together. For example factors like inviting suggestions and accepting them and involving others in decision making were grouped together into participation. This exercise was shown to two management academicians and they were asked to show their agreement or dis-agreement with the grouping. No difference could be identified so the exercise was carried out. After this grouping these new factors were again identified in all cases. They were coded for their presence. This time, not onlyaa manifest contents, but latent contents both from the message and from secondary data (published work from organisations) (factors indirectly present in the form of similar other factors) were also taken into account. This exercise was carried out with all the cases. Those factors which are present in most cases are taken for further study. After identification of factors, researched also displayed these factors along with the parent factors and the statements from which it emerged to two independent scholars of social sciences and wherever any deviations found, they were corrected. Thus the identification of factors for preparation of schedule was undertaken.
8.3.3. Cross Analysis Among all the Organisations:
In the following table, there is a cross case analysis of various themes arising out of the research:
Abbreviations: aw=Ahmedabad Women's Action Group, bm=Blind Men's Association , ce=Consumer Education and Research Centre, sp=Sadvichar Pariwar , gr.= Ganatar, es-Environmental Sanitation Institute , jv=Jan Vikas , pn=PNR Society , su=Society to Uplift Rural Economy , v v= Vikas Vartul Trust , ns= Narayan Sewa Sansthan na = Not available (may be present or may not be present) no= Not present (negative, as perceived by researcher)
TABLE 8/1 SHOWING CROSS CASE ANALYSIS OF VARIOUS ORGANISATIONS, ON VARIOUS FACTORS
variables
aw
bm
ce
sp
gr.
es
jv
pn
su
v v
ns

Positive Thinking
yes
yes
yes
yes
yes
yes
n.a
yes
yes
yes
yes
10
Experienced problem
na
yes
no
na
na
yes
na
no
na
yes
na
3
Background helpful
yes
yes
yes
na
na
na
yes
na
na
yes
na
5
Professionalisation
yes
yes
yes
no
na
yes
yes
yes
yes
yes
no
8
Persistence
yes
yes
yes
yes
na
yes
na
yes
yes
yes
na
8
Multiple funding
yes
yes
yes
yes
na
yes
na
yes
na
yes
yes
8
Commercial activity also
yes
yes
n.a
yes
n.a
yes
n.a
n.a
yes
yes
n.a
6
Corpus fund
na
yes
yes
na
na
na
no
na
na
na
na
2
Initially volunteers
yes
yes
yes
yes
yes
yes
no
yes
na
yes
yes
9
Simplicity of founder
yes
yes
no
yes
yes
yes
no
yes
yes
yes
yes
9
Self imposed norms
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
11
Publications / reports
na
yes
yes
yes
n.a
n.a
n.a
n.a
n.a
yes
yes
5
Set of values guide all
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
11
Research
yes
yes
yes
no
na
yes
na
yes
na
na
na
11
Openness
yes
yes
yes
yes
na
na
na
yes
yes
yes
na
7
Conference Participation
yes
yes
yes
na
yes
yes
na
yes
na
na
na
6
Empowering beneficiery
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
11
Government support
na
yes
yes
no
na
yes
no
yes
yes
yes
yes
7
Initialy opposition by public
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
11
Personal contacts helped
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
11
Transparency
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
11
Mission -one & clear
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
11
Employee Participation
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
11
Trust on co-workers
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
11
Linkswith influential persons
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
11
Keep in touch with latest
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
11
Involvement of founder
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
11
Talks to public / media
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
11
Recaognition to co-workers
yes
yes
yes
no
yes
yes
yes
yes
yes
yes
yes
10
Networking internationally
yes
yes
yes
no
yes
yes
na
yes
na
na
na
6
Resources
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
11
Empowerment to workers
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
11
Concern for masses
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
11
Mission is sacred
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
11
Founder=WellKnownPerson
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
11
Resources.UsedSparingly
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
11
Respected organisation
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
11
Founder’sResources used in the beginning
na
yes
yes
yes
na
na
no
yes
na
yes
yes
6
Workers from beneficiaries
yes
yes
yes
yes
na
yes
yes
yes
yes
yes
yes
10
Committed workers
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
11
Committed co-workers
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
11
SacredCause
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
11
Media's coverage
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
11
Donaror's support in the beginning
n.a.
yes
yes
yes
yes
yes
no
yes
no
yes
yes
8
Funding agen.in beginning
yes
no
no
no
yes
no
yes
no
yes
no
no
4
Funding agencies later
yes
yes
yes
no
yes
yes
yes
yes
yes
no
no
8
Networking with similar orgs
na
yes
yes
na
yes
yes
yes
yes
yes
yes
yes
9
Planning as per benefeciary
yes
.na
na
yes
na
na
na
yes
na
na
na
3
Empowering beneficiary
yes
yes
yes
yes
yes
yes
yes
yes
na
yes
na
9
A group of supporters
yes
yes
yes
yes
yes
yes
na
yes
yes
yes
yes
10
Support from similar organisations
no
no
no
no
yes
na
na
yes
yes
na
na
3
Task master
yes
yes
yes
na
na
yes
yes
na
na
yes
na
5
Assertive
yes
yes
yes
na
na
yes
yes
na
na
na
na
5
Links with influential persons
yes
yes
yes
na
na
yes
yes
yes
yes
yes
na
8
Teamwork
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
yes
11


9.1. METHOD FOR PREPARING QUESTIONNAIRE:
A questionnaire is prepared based on the factors identified in the previous chapter. The researcher talked with representatives of various voluntary organisations, who had come for a training programme at EDII and framed a general questionnaire. In order to ascertain face validity of the questionnaire, the researcher met with four social scientists / management academicians and asked them whether each statement reflects the theme for which it was prepared. The questionnaire was modified after this stage and some factors were dropped out of the study as suitable measurement statements could not be prepared. (see the questionnaire in annexure).
Some factors were duplicated, in order to identify the internal validity and reliability of the questionnaire. Though no statistical tests have been used to judge the reliability, however, on the face, the factors which were duplicated, give similar results, as it can be observed in the next chapter.
9.2 DEVELOPMENT OF QUESTIONS FOR MEASURING DIFFERENT FACTORS
Initially the researcher wanted to use a mailed questionnaire method. The objective was to the findings of the research. The comparison could be done among the findings of questionnaire with that of the other methods. However, there was a possibility of non-response in case of mailed questionnaire. Secondly, the respondents had to be convinced about the purpose of research. Hence, researcher had to opt for personal contacts. Initially a questionnaire was prepared and tested out on some participants at EDII who had come from different voluntary organisations from all over Northern and Western India. This gave an idea about pitfalls in the questionnaire. The researcher amended and revised questionnaire many times and discussed the questionnaire with his guide and many academicians to know whether the questions in the questionnaire measure what they are supposed to measure. Thus face validity of the questionnaire was ensured by discussions with experts. The details of each statement of the questionnaire and the concept it is supposed to measure are discussed below:
9.2.1. Transparency:
Q.1. In your opinion which of the following best describe your organisation and what should be the ideal:
(1) There is complete transparency in your organisation, and the persons at the top encourage sharing of every information with everyone .Except for some confidential information rest of all information is accessible to everyone in the organisation.
(2) Like other organisations, in our organisation also, we get only the information required for our purpose and that is sufficient for us.
(3) Some important persons have all the information and they generally do not discuss out the information with others.
(4) No one knows what are the plans of people at the top as the latter don't tell anything about their plans and do not share information.
9.2.2. Mission:
Q2. In your opinion :
1. The ultimate objective of your organisation is a very important and sacred and that is the reason for dedication of your colleagues in the organisation.
2. Everyone in your organisation is working in same direction and is very clear about the goals of the organisation.
3. This organisation is quite similar to other commercial organisations in terms of its objectives.
4. In terms of its objectives, no one can say something with certainty as whichever comes from top, we accept that.
5. On the issues of objectives, we have come confusion as we are not sure what we want to achieve.
6. Most people here are not familiar with the mission of this organisation or they are not willing to work for that.
- - and what should be the ideal of the above. ----
9.2.3. Involvement / Participative Decision Making:
Q 3. To what extent do you find the following statements applicable to your organisation: (-2 TO 2 SCALE) (-2 for never, -1 for rarely, 1 for quite often, 2 for always) and what should be the ideal.
· The founder / manager always involves employees and discuses with them while taking important decisions
· The founder/ manager sometimes invites suggestions about important but always informs about major decisions.
· The founder / manager regularly informs important decisions and plans
· The founder / manager only informs about the relevant plans.
· The founder / manager never involves others employees nor informs them about important decisions.
Q 4. To what extend do you agree / disagree with the following statements about your organisation, and in your opinion, what should be the ideal :
(-2 TO 2 SCALE)] (-2 for strongly dis-agree, -1 for partially disagree, 1 for agree to some extent, 2 for strongly agree)

9.2.4.Trust:
· The founder / manager has complete trust on the employees / co-workers.
9.2.5. Linkages With Influential Persons in The Area Of Work:
· The founder / manager has linkages with most of the influential persons of the area / sector.
9.2.6. Sacred Cause:
· Your organisation is like any other commercial organisation.
9.2.7. Keeps in Touch With Latest Developments:
· The founder / manager keeps in touch with latest developments of your sector/ service sector / related activities.
9.2.8. Involvement of The Founder:
· The founder is personally involved and totally devoted in all activities of the organisation.
9.2.9.Talks to Public / Writings For Media:
· The founder / manager of your organisation regularly writes articles for newspapers / magazines or gives public talks on radio / public programmes etc..
9.2.10. Recognition of Founder:
· The founder / manager of your organisation is a well known person in the area.
9.2.11. Recognition of Co-workers:
· In this organisation good work is always reecognised by founder / manager.
9.2.12. Networking With Similar Organisations:
Q 5. About relations between your organisation and other similar organisations: (select the one most applicable and one as ideal)
· Your organisation has been instrumental in setting up and the growth of many similar organisations.
· Your organisation tries to help other organisations of similar nature wherever possible and involves them in your activities also.
· Your organisation has good relation but the interaction is very low.
· There is virtually no relationship with other organisations in this field.
· Other organisations are competitors to your organisation and therefore there are bitter relations.
9.2.13. Availability of Resources:
Q 6. Which of these is correct:
1. Your organisation has few resources and faces crises of survival.
2. Your organisation relies on donations by a few persons for its survival.
3. Your organisation has many sources of funds and is quite stable.
4. Your organisation is in constant touch with donors / funding agencies and easily gets lots of resources from them for various projects.
5. Your organisation is a very respected for its services and activities and now it is very easy for it to generate resources for even new activities.

9.2.14. Empowerment And Autonomy:
Q 7. Do you think that :
1. The founder / manager of your organisation reecognises the potential every employee and gives full freedom and opportunities for realisation of the same.
2. The founder / manager gives adequate freedom and powers to employees within limited resources and constraints.
3. The founder / manager tries to maintain balance between autonomy and discipline.
4. In the present circumstances, the founder/ manager is more oriented towards the fulfillment of work by ensuring discipline.
5. The founder is more concerned about controlling the people.
Q 8. Rate your organisation on the following statements : (on -2 to 2 scale, for actual and ideal conditions)
9.2.15. Concern for Masses:
· Your organisation has concern for masses.
9.2.16. Sacred Work (Mission):
· Your organisation is undertaking a sacred work
9.2.17. Reputation of The Organisation:
· Your organisation is a well known organisation in your area of work.
9.2.18. Resource Utilisation:
· In your organisation every paisa is used to the best possible use.

9.2.19. Respect by Similar Organisations:
· Your organisation is respected and valued by similar organisations in the nearby areas.
9.2.3.20 Other Factors:
Q 9. Rate the contribution of the following in the success of your organisation: (on -2 to 2 scale, once for actual and once for ideal)
· God
· The founder / manager
· Team-work
· Committed workers
· A sacred cause
· Media
· Donators
· Society
Some factors are duplicated to judge internal reliability of the study, similarly, some are filter questions and not included in final analysis, these are: (1) sacred cause - Your organisation is quite similar to other organisations. (2) recognition of founder. In the question number six, the statements are put in reverse order. In the final questionnaire, the question number one is put in random order instead of in decreasing order (see annexure).
Some factors could not be included in preparation of questionnaire, as they are purely process factors or they were related to initial period of the organisation or they are related to top decision makers only, like:
· Persistence
· Non-political nature
· Secular orientation
· Use of informal / humour to create close relationship
· Task orientation etc.

A field survey was carried out in select reputed and established organisation of Rajasthan. Only 22 workers could be taken up for this purpose. An equal number of workers from Government organisations in similar areas having goodwill were also taken up for comparison. The field survey is limited to co-workers / employees only. While the earlier study was targeted at founder / most preferred co-workers, this study targets only co-workers who are not the most influential in the organisation. But people at the level of peon etc. were included in this study.
10.1. SAMPLING:
The researcher found judgement sampling useful here. The persons who were interviewed did not belong to executive or top management cadre. The respondent was also not a new appointed person. Only experienced and middle level persons were interviewed.
10.2. SAMPLE SIZE
A total of twenty-two persons from eight impact making organisations from voluntary sector and equal number of employees from five reputed Government sector organisations. (namely - Sewa Mandir, Udaipur, Narayan Sewa Sansthan, Udaipur, Prakritik Chikitsalaya, Jaipur, Lok Jumbish, Jaipur and Bikaner, Gram Bharati, Sardarshahr, Kumarappa Gram Swarajya Sansthan, Jaipur, Urmul Trust, Bikaner in the case of voluntary organisations. Twenty-two persons from Government Hospitals of Bikaner, Jaipur, Udaipur, and two premier research organisations (government organisations) at Ahmedabad.)
10.3. RATIONALE FOR THIS STUDY
In the previous study, which fulfilled the purpose of research, the research relied on the entrepreneurs and their most preferred three co-workers in each case. However, the perspectives of others working in the organisation are also important. Keeping the identity of the people disguised, the questionnaire was served on middle rank but experienced employees. The number of these persons was low, hence the research could be undertaken on only 22 persons. Since, institutions only could come in the research purview. Hence, well known and respected organisations were taken for this purpose.
10.4. FINDINGS
Based on the questionnaire developed, the field survey was carried out. The survey presented the following findings:
Average score in all the variables was positive in the case of actual performance of voluntary organisations. The scores were in the range of 0.4 to 1.7, which is not the case in Government organisations, as in that case the scores are much less. However, it cannot be said the difference is statistically significant. The difference between actual performance and desired performance is much less in case of voluntary organisations in comparison to Government organisations. The factors relating to team-spirit, sacred cause / mission, and interaction with similar organisations are duplicated, and their scores are found to be similar. The scores - total scores, average scores and standard deviations are as follows:
10.4.1 Facts and findings about voluntary organisations (based on field survey):
Table: 10 / 1
Actual performance of voluntary organisation
Variable
Total
avg
Std. Deviation
Transparency
32
1.455
0.739
Mission
29
1.318
0.894
Participation
29
1.318
0.894
Trust
38
1.727
0.703
Links with influential persons
23
1.045
0.899
Keeps up to date
26
1.182
0.733
Involvement in work
28
1.273
0.703
Talks to Public
25
1.136
0.941
Recognition to worker
28
1.273
0.703
Sim.Org.
25
1.136
0.64
Resources
32
1.455
0.596
Empowerment
23
1.045
0.722
Con.Masses
28
1.273
0.767
SacredMis.
23
1.045
0.486
WellKnown
24
1.091
0.61
Res.Used
22
1
0.69
Respected
24
1.091
0.75
God
29
1.318
0.646
Founder
32
1.455
0.51
Team-work
32
1.455
0.51
Committed workers
36
1.636
0.492
SacredCause
31
1.409
0.503
Media
9
0.409
0.666
Donation
19
0.864
0.99
Society
16
0.727
1.032


Table: 10 / 2

Desired performance in voluntary organisations
Variable
Total
Avg.
Std. Dev.
Transparency
40
1.818
0.395
Mission
34
1.545
0.739
Participation
31
1.409
0.908
Trust
42
1.909
0.294
Link-influential
29
1.318
0.646
KeepTouch
34
1.545
0.51
Involvement
34
1.545
0.671
Talks to Pub
27
1.227
0.813
Recognition
36
1.636
0.492
Sim.Org.
28
1.273
0.631
Resources
34
1.545
0.51
Empowerment
29
1.318
0.568
Con.Masses
33
1.5
0.512
SacredMis.
28
1.273
0.456
WellKnown
28
1.273
0.456
Res.Used
28
1.273
0.456
Respected
31
1.409
0.503
God
34
1.545
0.51
Founder
36
1.636
0.492
Team-work
34
1.545
0.51
Committed workers
38
1.727
0.456
SacredCause
33
1.5
0.512
Media
34
1.545
0.51
Donation
31
1.409
0.503
Society
37
1.682
0.477


Table No 10/ 3
The level of actual performance vis a vis desired performance in voluntary organisations:

VARIABLE
Total
Avg.
Std.Dev
Percentage
of desired
Transparency
32
1.455
0
80
Mission
29
1.318
0.894
85.3
Participation
29
1.318
0.894
93.55
Trust
38
1.727
0.703
90.5
Link-influential
23
1.045
0.899
79.3
KeepTouch
26
1.182
0.733
76.47
Involvement
28
1.273
0.703
82.35
Talks to Pub
25
1.136
0.941
92.6
Recognition
28
1.273
0.703
77.8
Sim.Org.
25
1.136
0.64
89.3
Resources
32
1.455
0.596
94.11
Empowerment
23
1.045
0.722
79.31
Con.Masses
28
1.273
0.767
84.8
SacredMis.
23
1.045
0.486
82.14
WellKnown
24
1.091
0.61
85.7
Res.Used
22
1
0.69
78.57
Respected
24
1.091
0.75
77.42
God
29
1.318
0.646
85.29
Founder
32
1.455
0.51
88.9
Team-work
32
1.455
0.51
94.11
Committed workers
36
.636
0.492
94.7
SacredCause
31
1.409
0.503
93.93
Media
9
0.409
0.666
26.4
Donation
19
0.864
0.99
29
Society
16
0.727
1.032
44.4

The above figures show that in all cases except in the cases of media, donations, and society, the scores are above 75%, that means the respondents felt that there was very little difference between the desired and actual performance.

10.4.1.a. Analysis:
We can take the variables with more than 90% for our further study as the variables which are found in substantial degree in voluntary organisations:
Participation
1. Trust
2. Talks to public
3. Ability to generate resources
4. Empowerment to employees / workers
5. Team-work
6. Sacred cause
Similarly we can drop those factors from our study where the score is less than fifty. In this case there are only three factors:
1. Contribution of media
2. Contribution of society
3. Donations

10.4.1.b. COMPARISON OF THE FINDINGS OF ACTUAL PERFORMANCE OF VOLUNTARY ORGANISATIONS WITH THE AGGREGATE DESIRED PERFORMANCE


Table No 10/4
various factors in the entrepreneurship / institution building process of voluntary organisations vis a vis aggregate desired performance: (arrived at by getting average of desired performance in voluntary and Govt. organisations.)

Factors
Percentage
Transparency
86.1
Mission
106
Participation
87.1
Trust
107
Link-influential persons
83
KeepTouch
106
Involvement
80.6
Talks to Pub
104
Recognition
89.7
Sim.Org.
104
Resources
128
Empowerment
116
Con.Masses
83.9
SacredMis.
91.3
WellKnown
80.7
Res.Used
66.7
Respected
70.8
God
135
Founder
100
Teamwork
102
Committed workers
95.9
SacredCause
105
Media
26.7
Donation
64.3
Society
46.2
10.4.1.c. Analysis:
Above analysis clearly denotes a direction towards transparency, teamwork, networking with similar organisations, keeping touch with similar organisations / latest development, and talks to public through media in case of voluntary organisations.
10.4.1.d. Identification of significant / non-significant factors:

From the above data, we can select all those variables where the percentage score is more than or equal to ninty for our futher study:
1. Mission
2. Trust
3. Keeps in touch with latest development / technology
4. Talks to public
5. Networking with similar organisations
6. Ability to generage resources
7. Empowerment of employees / workers
8. God
9. Contribution of founder
10. Teamwork
11. Sacred mission
12. Committed workers
We have identified some factors from table 10 /3 and some factors from table 10/4. Those factors which are common in both the table can be taken for further consideration. These factors are found in both the cases:
1. Trust
2. Talks to public
3. Ability to generate resources
4. Empowerment to employees / workers
5. Teamwork
Similarly we can drop those factors, whose contribution is less than fifty from our study:
1. Media
2. Support from society
These factors were also found as per analysis of table 10/3. Thus we can canclude that these factors can be dropped from our study.


10.4.2 facts and findings about government organisations:

Table: 10 / 5
Desired performance in Government organisations
Variable
Total
Avg.Std.
Deviation
Transparency
35
1.591
0.503
Mission
20
0.909
0.426
Participation
34
1.545
0.51
Trust
27
1.227
0.612
Link-influential
26
1.182
0.664
KeepTouch
15
0.682
0.646
Involvement
36
1.636
0.492
Talks to Pub
21
0.955
0.486
Recognition
25
1.136
0.99
Sim.Org.
20
0.909
0.75
Resources
16
0.727
0.55
Empowerment
9
0.409
1.098
Con.Masses
32
1.455
0.596
SacredMis.
20
0.909
0.426
WellKnown
30
1.364
0.727
Res.Used
38
1.727
0.456
Respected
36
1.636
0.492
God
8
0.364
0.492
Founder
27
1.227
0.528
Team-work
27
1.227
0.685
Committed workers
37
1.682
0.477
SacredCause
26
1.182
0.588
Media
28
1.273
0.703
Donation
27
1.227
0.429
Society
31
1.409
0.503


Table:10 / 6

Actual performance in Government organisations and their comparison with desired performance (in percentage):

Factors:
Total
Avg.
Std.Dev.
Percentage
Transparency
11
0.5
0.512
31.42
Mission
18
0.818
0.395
90
Participation
11
0.5
0.964
31.35
Trust
15
0.682
0.78
55.5
Link-influenci
21
0.955
0.785
80.77
KeepTouch
15
0.682
0.716
100
Involvement
19
0.864
0.774
52.77
Talks to Pub
16
0.727
0.55
76.19
Recognition
9
0.409
0.908
36
Sim.Org.
16
0.727
0.767
80
Resources
15
0.682
0.568
93.75
Empowerment
2
0.091
0.921
22.2
Con.Masses
32
1.455
0.596
100
SacredMis.
18
0.818
0.395
90
WellKnown
30
1.364
0.727
100
Res.Used
-1
-0.05
1.046
-2
Respected
17
0.773
0.685
47.22
God
7
0.318
0.477
87.5
Manager
6
0.273
0.631
22.2
Team-work
20
0.909
0.811
54.05
Committed workers
27
1.227
0.922
72.97
SacredCause
25
1.136
0.64
96
Media
3
0.136
0.56
10.7
Government
20
0.909
0.426
74.1
Society
5
0.227
0.813
16.13


10.4.2.a. Analysis:
From the table 10/6 we can take up those factors which have scores above 90 for our further study:
1. Mission
2. Keeps in touch with latest development / technology relating to the field
3. Ability to generate resources / availability of resources
4. Sacred mission
5. Well known organisation
6. Sacred cause
We can drop those factors whose scores are less than from our study;
· Transparancy
· Participation
· Recognition
· Empowerment to employees / co-workers
· Resource utilisation sparingly
· Respected by similar organisation
· Contribution of manager
· Support from Media
· Support from society

10.4.2.b. COMPARISON OF THE FINDINGS OF ACTUAL PERFORMANCE OF GOVERNMENT ORGANISATIONS WITH THE AGGREGATE DESIRED PERFORMANCE
TABLE No : 10 / 7
Actual performance in Government organisations compared with aggregate desired performance (arrived at by averaging desired performance of voluntary organisations and Govt. organisations) gives following percentage points:

Factors:
Percentage
Transparency
27.8
Mission
66.7
Participation
32.3
Trust
44.8
Link-influential persons
75.5
Keep Touch
59.6
Involvement
53.7
Talks to Public
65.2
Recognition
27.6
Similar Organisation
65.2
Resources
59.6
Empowerment
15.8
Concern Masses
100
Sacred Mission
78.3
Well Known
105
Resources Used
0
Respected
49.2
God
35
Manager
16.7
Teamwork
67.8
Committed workers
71.2
Sacred Cause
83.6
Media
6.67
Government
67.9
Society
12.3
TABLE No 10/8
COMPARISON OF GOVERNMENT AND VOLUNTARY ORGANISATION IN TERMS OF ACTUAL PERFORMANCE VIS A VIS AGGREGATE DESIRED PERFORMANCE:
Factors:
Government Org.
Voluntary Org.
Transparency
27.8
86.1
Mission
66.7
106
Participation
32.3
87.1
Trust
44.8
107
Link-influential persons
75.5
83
Keep Touch
59.6
106
Involvement
53.7
80.6
Talks to Public
65.2
104
Recognition
27.6
89.7
Similar Organisation
65.2
104
Resources
59.6
128
Empowerment
15.8
116
Concern Masses
100
83.9
Sacred Mission
78.3
91.3
Well Known
105
80.7
Resources Used
0
66.7
Respected
49.2
70.8
God
35
135
Manager
16.7
100
Teamwork
67.8
102
Committed workers
71.2
95.9
Sacred Cause
83.6
105
Media
6.67
26.7
Government
67.9
64.3
Society
12.3
46.2
10.4.1.c. Analysis:
We can take up those factors for further study which have scores more than or equal to ninety. These factors are:
1. Concern for masses
2. Well known organisation
Out of the above two factors, only on factor is found in the analysis of table 10/5, thus we can take up only one factor for our subsequent study:
Well known organisation
Above analysis clearly shows that in case of Government organisations, concern for masses and being well known organisation have greater scores.
The figures in the table 10 / 6 show that in cases of manager, media, resource utilisation, society, empowerment the actual scores are less than 25% of desired scores, which shows that these areas have not significantly contributed to institution building / entrepreneurship. On the other hand, the respondents were satisfied in the cases of contributions of following factors: Well known organisation, links with influential persons, linkages with similar organisation. Thus these have positively contributed to the institution building process.
We can drop those factors from our study, which carry less than fifty scores as per table 10/7. Thus following factors can be dropped (about government organisations only)
· Transparency
· Participation
· Trust
· Recognition
· Empowerment of workers / employees
· Resources utilisation sparingly
· Contribution of God, manager, media and society
10.5. CONCLUSION
From the above findings we can find following factors contributing to entrepreneurship / institution building in voluntary organisations:
1. Trust
2. Talks / writings to public
3. Ability to generate resources
4. Empowerment to employees / workers
5. Teamwork
However there are some factors which are not significant in government organisations ,but quite significant in voluntary organisations like:
1. Transparency
2. Participation in decision making
3. Recognition to workers
4. Resources utilisation sparingly.
We can further study the above factors, as these might be having some positive contribution to entrepreneurship / institution building. Similarly there are some other factors also like ‘committed workers’, etc. which have substantial scores, although we have not taken them into consideration.
We also find that there are some factors which can be dropped from the study as these do not carry high scores. These are:
1. Contribution of media
2. Contribution of society
3. Contribution of donations
The basic objective of this research is to find out the worldview of the entrepreneurs for SOCIAL cause as to what process they have used to build institution. The narratives presented in the preceding paragraphs presents the research findings. Any effort to find any generalisability or to make interpretation will not be thoroughly accurate. The narratives can be understood in context with different factors, therefore, the narratives without any prefixes give the real picture. However, an attempt to summarise the findings and discussions for future researches is done as follows:
11.1. FOLLOWING TYPES OF FINDINGS EMERGE OUT OF THIS STUDY
(1) Relating to beginning and growth
(2) Relating to stability, resource generation and resource utilisation
(3) Relating to organisation culture and decision making
(4) Relating to popularisation and spread of cause
(5) Relating to qualities of founder, co-workers etc.
(6) Others
(7) Comparison with private and government organisations
11.1.1. Factors Relating To Beginning And Growth:
1. Entrepreneur gets the idea of starting the work generally from previous experience, or problems encountered.
2. Beginning is always small, but gradually the organisation grows into a large organisation.
3. In the beginning the friends, and those involved in similar activities provide some infrastructure etc. which enable the organisation to run without incurring huge expenses.
4. In the beginning there is often opposition from various facets of society due to radical nature of ideas, or due to innovative solution offered.
5. The entrepreneur has a very positive thinking, a strong determination to work for a cause and some venture-some tendency.
11.1.2. Relating to stability, growth, resource generation and resource utilisation:
1. The founder is very clear about mission and reiterates the mission to others (whosoever meets). The founder imbibes the mission amongst co-workers and employees which generates missionary spirit amongst co-workers also. (ESI, AWAG, Blind Men's Association)
2. The founder has linkages with influential persons in the field, and these linkages help in resource generation in the initial phase. (SURE, AWAG, Consumer Education and Research Centre, Blind Men's Association, Ganatar)
3. As the organisation grows, it seeks to obtain multiple sources of funding which reduces its dependence on single or a few sources of funding (Blind Men's Association, CERC, SURE, ESI, AWAG).
4. As the organisation grows, it tries to establish a corpus fund type of thing or such resources, which give it longevity. (Blind Men's Association & CERC)
5. The founder and other members of the organisation are very careful about resource utilisation. They ensure maximum utilisation of every penny (Vikas Vartul Trust, SP)
6. The organisation does not generally tries to get profit from the segment of society to which it aim to serve, however, innovative methods of raising funds are found out which do not put burden on these segments of society or some other segments of society pay for those. (Vikas Vartul Trust, ESI, SP, Blind Men's Association)
7. Once the organisation becomes large, it finds representation in international and national bodies, it finds it easy to raise resources from international donors also. Interaction with international bodies help the organisation to increase its activities further and it starts receiving support from local persons also at this time (who might not have been giving support so far). (Blind Men's Association, ESI, CERC)
8. The organisation which have networking and interaction with similar organisations and others (though the other organisations may be spread out in geographically distant places, but exchange of information, and resources may take place) related to the field find it easy to grow and establish themselves and other similar organisation. (Blind Men's Association, CERC) In the initial phase, similar organisations located in geographically near locations tend to show hostility or non-cooperation, in spite of efforts (AWAG).
9. After attaining a large size, the organisation should go for professionalisation. This often turns out to be a turning point as technical and professional persons add research and media focus to the organisation. (Blind Men's Association, CERC) AT this stage (being large and reputed) it should be open to others willing to work with it or willing to help it grow (ESI). It should also welcome studies on its functioning and take the suggestions of experts seriously (CERC took note of study of Dr. Rao and started restructuring).
10. The founder and managers of the organisation regularly give public talk / interviews or write in newspaper etc. or undertake other suitable measures which help them in getting popularity (CERC, ESI, AWAG). It should organise seminars etc. and participate in seminars organised by others to keep it touch with others and latest developments and to raise its voice (All the organisations).
11. The founder exhibits concern for masses and the decisions are taken in the best interests of beneficiaries and in the interests of wider society (Vikas Vartul Trust, SP).
12. The founder and co-workers work under self imposed ethical norms, which are also taken up by others. This ensure a healthy growth of the organisation and credibility in the society, which later helps in raising resources (All the organisations).
11.1.3. Relating to organisation culture and decision making:
1. The organisation exhibits transparency (CERC), openness, autonomy and trust. The founder displays a very high level of trust on co-workers (SP, Blind Men's Association)
2. The founder and co-workers feel that they are working for sacred cause. Often they believe that God has bestowed an opportunity on them to work for the betterment of masses (SP). On the other hand they may do it as a fulfilment of their duty or as a sense of accomplishment (Vikas Vartul Trust, CERC).
3. There is an environment of team-work in these organisations. However, the individual who actually works, gets the credit of that work (Vikas Vartul Trust, Blind Men's Association). However, a few organisations may not encourage recognition, as the work itself is the ultimate reward for them (SP).
4. The founder is fully involved in all important activities of the organisation and devotes himself thoroughly (All organisations).
5. The organisations studied generally had a relatively non-hierarchical organisation structure (JV) the organisation promotes values of democracy (AWAG), secularism (AWAG) and equality (JV, PNR, SURE, AWAG). The institutions acted in the direction of changing values of society by adopting radical or traditional roles (ESI, AWAG, JV, PNR, SURE). The institution challenges the traditional beliefs of the society in a subtle form by organising and motivating masses. The methods of changing values of society have varied from organising lectures (CERC) to radical and harsh steps like Dharanas (AWAG, ESI etc.). .
11.1.4. Relating to popularisation of cause:
1. After attaining a certain stage, the organisation starts focusing on developing other similar organisations or to develop other independent organisations to undertake similar activities. (Jan Vikas, SP, Blind Men's Association)
2. There is a healthy and cordial relationship with other similar organisations.
11.1.5. Relating to qualities of founder and co-workers:
1. The founder is considered to be a very hardworking and dedicated person by the co-workers. (All the organisations)
2. The founder generally leads a very ideal, ethical, and simple life which becomes a source of inspiration for co-workers.(SP, Vikas Vartul Trust, PNR Society). The founder presents personal example in terms of voluntary work and dedication (CERC).
3. The founder has uncanny ability to select most appropriate co-workers and employees for the organisation. Generally co-workers and employees are selected keeping in mind their first hand experience of the problems so that they are more committed. For example the blind persons are naturally more committed for the cause of blinds. (SP, PNR Society)
4. In majority of the cases of research, the founder is a Gandhian.
5. In the process of research, the researcher found that the entrepreneurs were always nurturing plenty of ideas about what to do about the problems of society. Their ideas consisted of simple but innovative solutions requiring less expenses.
6. In most of the cases the co-workers of entrepreneurs have described the founder as an ethical, assertive, and nurturing person.
As a set of propositions we can state that the founders / managers in such organisation exhibit high level of trust on subordinates and co-workers, adopt transparency, and is very vocal about any issue relating to mission of the organisation. Following factors contribute to the process of entrepreneurship/ institution building:
· Persistence
· Mission
· Transparency
· Ability to generate multiple resources
· Care in resource utilisation
· Participative style of decision making
· Constantly giving talks to public / writings
· Linkages with resourceful and influential persons and interaction with other organisation.
· Efforts for development of other similar organisations.
11.1.6. Other findings:
Every entrepreneurs was driven with a mission and imbued that mission in his co-workers. However, there did not seem to be any systematic planning. Very few of them had long term plans. They make plans as the situation comes. From the history of these organisation, it seems that they have grown in the directions in which they encountered the challenges or opportunities for providing their services.
Those organisation, which have focused on a few areas, and have professionalised themselves in those areas have made a good name.
11.2 COMPARISON WITH PRIVATE SECTOR AND GOVERNMENT SECTOR
The difference in the private sector participant observation and other findings are as follows:
· The private sector organisation was driven by quantitative goals while voluntary organisations were driven by mission.
· The private sector did not utilise writings / talks in media, and public talks, while voluntary organisations made good use of it (those which did not for some reasons, are less known) (this finding is case specific and may not be found in companies of private sector).
· The level of autonomy and decentralisation was much higher in the case of voluntary organisation (for obvious reasons). While entrepreneurs exhibit at their core of working a person who is rebel or reformer to the society for its malpractices or weaknesses (for example in case Environmental Sanitation Institute, Jan Vikas, it is very clear), it was not so in case of private sector. Linkages was much higher in the case of entrepreneurs, both with similar organisations and with other organisations, it was not much in the case of private organisations.
· However, apart from the above, in both the cases we find a very high involvement of founder/ manager in the affairs of the organisation, a very simple and ethical life by founder / manager, a participative approach to decision making, a very high level of trust, spirit to give recognition was also observed.
· The field study also supported our understanding that the following factors contributed positively to entrepreneurship / institution building:
1. Trust
2. Talks to public
3. Ability to generate resources
4. Empowerment to employees / workers
5. Teamwork
11.3. DEVELOPMENT OF MODEL BASED ON THE FINDINGS OF THIS STUDY
In fact all the organisations studied are in different stages of their life cycle. Most of them are leaders in their respective fields (for example, as CERC directors puts it that he has not seen any organisation in his field with similar resources and influence except for one organisation in Australia and one in the USA). These organisations are in their varied stages of institution building. We find that Consumer Education and Research Centre and Blind Men's Association have reached a stage where they can be termed as immortal (though Consumer Education and Research Centre has yet to find out a successor for itself).
As a conclusion to our study, we can present the following model of entrepreneurship/ institution building as observed:

EXPERIENCING A PROBLEM (BMA, ESI) OR IDENTIFYING AN ACTIVITY WHERE YOU CAN CONTRIBUTE TO SOCIETY SUBSTANTIALLY (FOR EXAMPLE CERC), POSITIVE THINKING AN D STRONG DETERMINATION TO UNDERTAKE SOME WORK

ê
BEGINNING BY ONE / FEW PERSONS WITH OWN RESOURCES / HELP OF KNOWN PERSONS (FOR EXAMPLE: BMA, CERC ETC.) OR WTIH A GROUP OF SUPPORTERS (GANATAR, ESI )
ê
IDENTIFICATION OF FIRST GROUP OF CO-WORKERS AS VOLUNTEERS OR THOSE TRULY COMMITTED (PREFERABLY THOSE WHO HAVE EXPERIENCED THE PROBLEM) (FOR EXAMPLE: BMA, CERC, ETC.) AND FUNDING DONORS / AGENCIES / GOVT. WHO CAN SUPPORT FINANCIALLY
ê
IDENTIFYING BENEFICIARIES AND WORKING FOR EMPOWERING THE BENEFICIARIES (FOR EXAMPLE: AWAG, ESI, BMA) CONSTANT INTERACTION WITH BENEFICIARIES AND TRYING TO FIND SOME INNOVATIVE SOLUTIONS ABOUT THEIR PROBLEMS
ê
MODIFICATION OF PROGRAMMES TO SUIT THE NEEDS OF THE BENEFICIARIES AND TO MAKE THEIR MAXIMUM BENEFIT (FOR EXAMPLE AWAG, ESI ETC.)
ê
LACK OF INITIAL SUPPORT FROM MEDIA AND PUBLIC AS THE IDEA MAY BE NOVEL ONE (FOR EXAMPLE: ESI, AWAG ETC.) PERSISTENCE AND PURSUASION ARE MUST
ê
PENETRATING, PERSUADING THE BENEFICIARIES AND PERSISTENCE TO GET FIRST SUCCESS, AND POPULARISATION OF FIRST SUCCESS (FOR EXAMPLE ESI, CERC ETC.)
ê
DEVELOPMENT OF ORGANISATION CULTURE CONSISTING OF: TRANSPARENCY, TRUST, SUPREMACY OF MISSION AND TREATING IT AS SACRED CAUSE, TEAMWORK, EMPOWERMENT TO WORKERS, CREATIVITY AND EXPERIMENTATION AND HONESTY, POSSIBILITY FOR RECOGNITION AND GROWTH, PARTICIPATIVE DECISION MAKING, NO WASTAGE OF ORGANISATION'S RESOURCES AND POSITIVE APPROACH (FOR EXAMPLE AWAG ETC.)
ê
APPROACHING FUNDING AGENCIES / GOVERNMENT FOR SUPPORT, IDENTIFYING SUPPORTS / DONATORS / HELPERS (FOR EXAMPLE: AWAG, SURE ETC.)
ê
GIVING PUBLIC TALKS / WRITINGS IN PERIODICALS ETC. AND HIGHLIGHTING ACHIEVEMENTS (FOR EXAMPLE: CERC )
ê
PARTICIPATION IN CONFERENCES AND KEEPING UPTO DATE BY VISUALISING THE FUTURE AND ADOPTING THE BEST TECHNOLOGY EVEN IF NOT APPRECIATED BY PEOPLE ( FOR EXAMPLE PNR SOCIETY)
ê
WHEN THE ORGANISATION GETS LARGE - PROFESSIONALISE IT (FOR EXAMPLE: BMA, PNR)
ê
START COMMERCIAL ACTIVITIES RELATED TO BENEFICIARIES, APPROACH LARGE FUNDING AGENCIES / ORGANISATIONS AND IDENTIFY INNOVATIVE SOURCES OF FUNDS TO GIVE ORGANISATION SOME STABILITY (FOR EXAMPLE: BMA, ESI)
ê
NETWORKING WITH OTHER ORGANISATION AND HELP THEM TO GROW (FOR EXAMPLE: BMA, CERC, JAN VIKAS)
ê
DEVELOP CORPUS FUNDS (FOR EXAMPLE: CERC, BMA)
ê
DIVERSITY INTO RELATED ACTIVITIES OF THE INTERESTS OF BENEFICIARIES (BMA, AWAG, ETC.), DIVERSIFY INTO RESEARCH AND DOCUMENTATION IN THE AREAS OF WORK (FOR EXAMPLE: CERC, BMA)
ê
INTRODUCTION OF INNOVATIVE, RESEARCH BASED SERVICES, THE FIRST OF ITS KIND IN THE COUNTRY OR WORLD, REPUTATION FOR BEING A PROACTIVE AND RESEARCH BASED ORGANISATION
ê
THE ORGANISATION DEVELOPS MODEL FOR OTHERS, AND THE ORGANISATION STARTS H.R.D. ACTIVITIES FOR OTHER ORGANISATIONS AND BECOMES A CENTRE OF EXCELLENCE
BESIDES THE ABOVE MODEL, THE FIVE MOST IMPORTANT THINGS AND ENTREPRENEUR FOR SOCIAL CAUSE MUST HAVE ARE:

TRUST
TALKS / WRITINGS TO PUBLIC
ABILITY TO GENERATE RESOURCES
EMPOWERMENT TO EMPLOYEES / WORKERS
TEAMWORK
The researcher concludes with certain propositions, which relates to the research objectives with which the researcher had started:

12.1 WHAT PROMPTS A PERSON TO SET UP AND INSTITUTION FOR SOCIAL CAUSE
Prior background of the person is quite instrumental in setting up of such institutions. If a person experiences a problem, he / she tends to think about removing the problem for next generation and this becomes the base for setting up an institution. (BMA, ESI, etc.) Prior experience in similar organisation also helps an individual in setting up such an institution (JV, SURE, AWAG, etc.). Some persons are born social entrepreneurs and they some support and an opportunity to set up such an institution (ESI, PNR, VVT). However, it is important that the person should take prior experience / training in similar organisations and must constantly learn latest knowledge about the field to be successful founder.
12.2. HOW DOES THE PERSON OVERCOMES INITIAL PROBLEMS IN SETTING UP SUCH AN INSTITUTION?
It is important for such a person to have a group of supporters before the person starts such an organisation (ESI, PNR, VVT, NSS etc.). Funding agencies like SIDBI etc. may support in the beginning but they have to be convinced about the work. Hence, the founder should have sufficient resources / links to help in overcoming these problems. Later on many large and multinational funding agencies, donors, and government may come forward for help. Above all the founder should have qualities of persistence, persuasion, and integrity.
12.3. HOW DOES THE PERSON INSPIRES / MOTIVATES CO-WORKERS TO TRANSFORM THE ORGANISATION INTO INSTITUTION AND IMBIBE THE VALUES OF SERVICE TO SOCIETY?
The founder adopts leadership style consisting of trust, empowerment to workers, transparency and openness, and constantly reiterates mission and clarifies it repeatedly to workers. He carefully selects co-workers, generally the persons who can understand and pursue the mission of the organisation.(BMA, ESI, JV etc.) The founder himself is a very hardworking, dedicated and ethical person and that also inspires others.

12.4. HOW DOES THE FOUNDER SET UP AN INSTITUTION FOR SOCIAL CAUSE?
Besides the above mentioned points the founder constantly gives talks to public and writes about the purpose of the organisation. The founder develops goodwill about the organisation and thus the organisation finds it easy to generate resources as and when required. It takes a long time to turn an organisation into an institution for social cause. The founder should have the qualities of persistence, persuasion, hard working and task oriented. The founder may select workers from beneficiaries (who may consider the mission as a sacred one), and may base his planning based on suggestions of beneficiaries. the organisation may start some commercial activities similar to the service activities or directed at helping the target beneficiaries. Such commercial activities may provide a regular source of funds. The organisation should help other similar organisations and after a stage, it should give greater emphasis on nurturing other organisations and in research and HRD (BMA, CERC for example). BMA has become a truly international institution, its growth has been in stages. Other organisations studied are in varying stages. A model of entrepreneurship / institution building (based on findings of this research) is presented in the eleventh chapter.
12.5 SUGGESTIONS FOR FUTURE STUDIES
The entrepreneurs are found to be the persons capable of finding innovative solutions for the beneficiaries. They are also found persons who have different understanding about failures, as they do not consider failures as failures but take it as a challenge and introspect a lot. They are also risk takers as they undertake work without sufficient resources in hand. They also have positive thinking in their mind which help them in taking every threat as an opportunity. A lot of research can be carried out on these themes. The researcher is convinced from the data, that these are researchable issues. Detailed and comprehensive research covering large number of institutions can be carried out on the issues studied in this research.

_____,Annual Report, Jan Vikas, Ahmedabad,1988.
_____Organising Voluntary Action for Promotion of Low Cost Sanitation, E.S.I., Ahmedabad, 1995.
_____Low Cost Sanitation in Gujarat, E.S.I., Ahmedabad, 1995, pp. 6
_____Biennial Report NABI, , 1994.
____ 43rd Annual Report, Blind Men's Association, Ahmedabad, 1993.
_____A Peep into the Vikramgam Project (report) Blind Men's Association, Ahmedabad, 1989.
_____Gandhi Van: An Attempt at Wasteland Development (report),
_____44th Annual Report, Blind Men's Association, Ahmedabad, 1994.
_____45th Annual Report, Blind Men's Association, Ahmedabad, 1995
_____Entrepreneur and Entrepreneurship, MS-93-1,IGNOU, New delhi, 1991, pp. 42
_____Organisational Development and Change, MS-10-5,IGNOU, New Delhi, 1993, pp. 71
_____Introduction to Research Methodology,MS-95-1, IGNOU, New Delhi, 1992, pp. 38
_____Data Collection and Measurement, IGNOU, New Delhi, 1992.
_____Diagnosis and Intervention, MS 25-2 IGNOU, New Delhi, 1996, pp. 70
_____Models of Organisational Change, IGNOU, New Delhi, 1996.
_____Annual Report, C.E.R.C, Ahmedabad, 1993.
_____"Consumer Education and Research Centre - Booklet" , CERC, Ahmedabad
Directory of Voluntary Organisations in Western India, CAPART, N Delhi, 1994.
Directory of Voluntary Organisations, IIMC, Calcutta, 1994.
Directory of Voluntary Organisations, IDBI, Mumbai, 1975.
Adams, Gail, Graham Hall. "Influences on the Growth of SMEs: An International Comparison" E.& R.D., 1993, pp. 73-84.
Aldrich, Howard, Zimmer Catherine. "Entrepreneurs Through Social Networks "The Art & Science of Entrepreneurship (ed. book), 1986, pp. 3-24.
Aldrich, Howard E. "Methods in Our Madness? Trends in Entrepreneurial Research" (Ed.Book) The State of the Art of Entrepreneurship.- Sexton Etc., pp. 191-13.
Ambrosetti, Alfredo, R.Kaku and WR.Wallin. "Let Ethics Guide Business Decision Making" The Japan Times, 1995, pp. 18 Feb.
Argyris, Chris. Reasoning, Learning and Action, Josse Ba, California, 1982.
Arora, Dolly. "NGOs and Women's Empowerment" Economic and Political Weekly, 1994, pp. 292-93.
Balaji, C.. "As Organisational Commitment Decomposes., Issues in Measuring Multiple Organisational Commitments" Indian Journal of Industrial Relations, Vol. 28(2), 1992, pp. 155-60.
Begley, Thomas M, David P. Boyd. "Psychological Characteristics Associated with Entrepreneurial Performance" Frontiers of Entrepreneurship Research, 1986, pp.146.
Begley,, Thomas K, David P Boyd. "Psychological Characteristics Associated with Entrepreneurial Performance" Frontiers of Entrepreneurship Research, 1986, pp. 146.
Beiley, John E.. "Learning Styles of Successful Entrepreneurs" Frontiers of Entrepreneurship Research, 1986, pp. 199.
Bellu, Renato R. "Entrepreneurs and Managers: Are They Different?" Frontiers of Entrepreneurship Research, 1988, pp. 16-20.
Berg, Bruce L. Qualitative Research Methods for the Social Sciences, Allyn and Bacon, Boston, 1989.
Binks, Martin, Philip Vale. Entrepreneurship and Economic Change, McGraw, London,
Birley, S.. "The Role of Networks in the Entrepreneurial Process" Journal of Business Venturing, Vol. 1(1), 1985, pp. 107-17.
Bonner, Arthur. Averting The Apocalypse: Social Movements in India Today, 1994.
Boyd, David P, David E Gumpert. "The Loneliness of the Start-Up Entrepreneur" Frontiers of Entrepreneurship Research, 1984, pp. 178.
Boyd, David P, David E. Gumpert. "The Loneliness of the Successful Entrepreneurs" Frontiers of Entrepreneurship Research, 1984, pp. 478.
Boyd and Westfall. Marketing Research: Text and Cases
Brown, Brad, John E Butler. "Networks & Entrepreneurial Development: The Shadow of Borders" Entrepreneurship and Rural Development, Vol. 5(93), 1993, pp. 101-16.
Butler, John E, Gary S. Hansen. "Network Evolution Entrepreneurial Success and Regional Development" Entrepreneurship and Rural Development, 1991, pp. 1-16.
Carland, J.W., et. al.. "Differentiating Entrepreneurs From Small Business Owners: A Conceptualisation" A.M.R., Vol. 9(2),1984, pp. 354-59.
Carland, J.W., F. Hoy, & W.R B. et. al. "Differentiating Entrepreneurs from Small Business Owners: A Conceptualisation" Academy of Management Review, Vol. 9(2), 1984, pp. 354-59.
Charnock, Garry. "Patel Promotes People Participation" World Water, Vol. Jan, 1984,
Chattopadh, S., Udai Pareek. Managing Organisational Change, Oxford, Delhi, 1982.
Chell Nafz, E.E.W., J.M. Burrows. "The Development of Research Paradigm for the Investigation of Entrepreneurship, Some Methodological Issues" Paper presented at UIC/AMA symposium, INSEAD June, 1992, pp. 26-27.
Churchill, N.C., V.L. Lewis. "Entrepreneurship Research: Directions & Methods" (Ed. by Sexton et. al.) The Art & Science of Entrepreneurship., 1986, pp. 333-65.
Churchill, Neil C.. "Research Issues in Entrepreneurship" (Ed. by Sexton et. al.) The Art & Science of Entrepreneurship., 1986, pp. 579-96.
Churchill, N.C., V.L. Lewis. "The Five Stages of Small Business Growth" Harward Business Review, Vol. 83(3), 1983, pp. 3-12.
Ciastkowsk, John, John Bailey. "Social Entrepreneurship As a Stimulus to New Venture Creation: The Result of an Australian Action Research Study" Frontiers of Entrepreneurship Research, 1990, pp. 504-19.
Claudio, Romano. "Identifying Factors Which Influence Product Innovation: A Case Study Approach" Journal of Management Studies, 1990, pp. 75-95.
Cole, Arthur. Business Enterprise in Its Social Setting, H.U.P., Cambridge., 1959.
Cooper, Arnold C, et. al.. "Survival and Failures: A Longitudinal Study" Frontiers of Entrepreneurship Research, 1988, pp. 225.
Cooper, A.C., A.V. Bruno. "Predicting Performance in New High Technology Firms" Proceedings of 35the AGM of Academy of Management, Vol. August, 1995, pp. 426-28.
Cooper, Arnold C, William C. Dunkelberg. "A New Look at Business Policy " Frontiers of Entrepreneurship Research, 1981, pp. 1.
Cunningham, J.B., Joe Lischeron. "Defining Entrepreneurship" Journal of Small Business Management, Vol. 29(1), 1991, pp. 45-61.
Dandridge, Thomas C. "Encouraging Urban Entrepreneurship" Frontiers of Entrepreneurship Research, 1982, pp. 153.
Davig, W., Steve Brown. "Incremental Decision Making in Small Manufacturing Firms" Journal of Small Business Management, Vol. 30(2), 1992, pp. 53-60.
Denison, Daniel R, Joanne M Alexander. "Patterns and Profiles of Entrepreneurs: Data From Entrepreneurship Forums" Frontiers of Entrepreneurship Research, 1986, pp.578.
Dennis, William. "Explained and Unexplained Differences in Comparative State Business Starts and Start Rates" Frontiers of Entrepreneurship Research, 1986, pp. 313.
Dhawan, G.. "Globalisation, Non-Government Organisations and Sustainable Development" Kurukshetra, Vol. Feb, 1995, pp. 6-9.
Dhillon, D.S., B.S. Hansa. "Role of Voluntary Organisations in Rural Development" Kurukshetra, Vol. Feb, 1995, pp. 10-13.
Dollinger, M.J.. "Environmental boundary Spanning and Information Processing Efforts on Organisational Performance" Academy of Management Journal, Vol. 27(2), 1984, pp. 351-68.
Downey, H.K., Irland R. Duane. "Qualitative Versus Qualitative: the Case of Environmental Assessment in Organisational Studies" Administrative Science Quarterly, 1979, pp. 630.
Dutta, P.K.. "Entrepreneurship Development: An Alternative Approach" Social Engineer, Vol. 6(1), 1997, pp. 25-36.
Ezman, MiltonJ, Hans C. Blaise. Institution Building research: the Guiding Approach, IURPIB, Pitts, 1966.
Ezman, MiltonJ. The Institution Building Concepts: An Interim Appraisal, IURPIB, Pitts, 1967.
Feeser, Henry R, Kathleen Watson Duga. "Entrepreneurial Motivation: A Comparison of High & Low Growth High Tech Founders" Frontiers of Entrepreneurship Research, 1984, pp. 13-27.
Festinger, L., D. Katz. Methods in Social Research,
Filstead, W.H., (edited book). Qualitative Methodology: Firsthand Involvement with Social World, Markham, Chicago, 1970.
Freedman, Ann E.. "New Technology-Based Firms: Critical Location Factors" Frontiers of Entrepreneurship Research, 1983, pp. 478.
Ganesh, S.R.. Building Management Systems: Processes and Performance, ICSSR, New Delhi, 1979.
Gartner, W.B.. "A Conceptual Framework for Dexcribing the phenomena of New Venture Creation" A.M.R., Vol. 10, 0, pp. 696-07.
Giri, Ananta K. "Confronting the Challenge of Ethics: Experiential Dilemmas and The Perspectives of the Managers" , Vol. WP.146, MIDS, Chennai, 1997, pp. 1-18.
Girijesh, G.K., Sainath K. R.. "Role of Voluntary Agencies in Promoting Social Forestry" Kurukshetra, Feb, 1995, pp. 26-28.
Glosserman, Brad. "Corporate Ethics Transcend Profits in Bottom Line" The Japan Times, 1995, pp. 17 Jan.
Goode, W., P.Hatt. Methods in Social Research,
Gray, B., S.S. Ariss. "Politics and Strategic Change Across Organisational Life Cycles" A.M.R., Vol. 10(4), 1985, pp. 707-27.
Gulhati, Ravi, et. al.. Strengthening Voluntary Action in India, Konark, 1995.
Gupta, Anil K. "Choosing the Right Mix: Market, State, and Institutions for Environmentally Sustainable Industrial Growth" Working Paper no. 1066,IIMA, Ahmedabad, 1992, p. 21.
Hammersley, M., P. Atkinson. Ethnography: Principles in Practice, Tavisto, London, 1984.
Holt, David H. "Network Support System: How Communities Can Encourage Entrepreneurship" Frontiers of Entrepreneurship Research, 1987, pp. 44.
Hornaday, R.W.. "Thinking About Entrepreneurship: A Fuzzy Set Approach" Journal of Small Business Management, Vol. 30(4), 1992,
Hornaday, John A., Neil C. Churchill. "Current Trends in Entrepreneurial Research" Frontiers of Entrepreneurship Research, 1987, pp. 1.
Hosmer, L.T.. The Ethics of Management, Richard D. Irwin, USA, 1987, pp. 176
Hrebiniak, L.G., W.F. Joyce. "Organisational Adaptation: Strategic Choice and Environmental Determinism" Administrative Science Quarterly, Vol. 30, 1985, pp. 336-49.
Ishwardas,. "A Man After Gandhi's Heart" The Daily, Vol. 3 Oct., 1989, pp. 7.
Jackson, John E, David J. Brophy. "The Environment for Entrepreneurship" Frontiers of Entrepreneurship Research, 1986, pp. 650.
Kah, R.L., C.F. Cannell. The Dynamics of Interviewing: Theory, Techniques and Cases, John Wiley & Sons, New York, 1957.
Kao, John J.. The Entrepreneur, P.H.I., N.J.USA, 1991.
Kelly, Marjori. "World Effort Being Made to Get Everyone to Play by Same Rules" Star Tribune, 1995, pp. 13 Nov.
Kent, C.A., et. al.. Encyclopedia of Entrepreneurship (edited), Prentice Hall, Englwod, 1982.
Kerlinger, Fred N.. Foundations of Behavioural Research, Surjeet, Delhi, 1983.
Kets de Vr, M.F.R., D. Miller. "Personality, Culture and Organisation" Academy of Management Review, Vol. 85(6), 1986, pp. 266-79.
Kirzner, Israel M. Perception, Opportunity and Profit, U.C.P., Chicago, 1979.
Koller, Roland H. "On the Source of Entrepreneurial Ideas" Frontiers of Entrepreneurship Research, 1988, pp. 194.
Kopcso, David, Robert R. & William. "The Corridor Principle: Independent Entrepreneurs Versus Corporate Entrepreneurs" Frontiers of Entrepreneurship Research, 1987, pp. 259.
Krishnaswa, O.R.. Methodology of Research in Social Sciences, Himalaya, Mumbai, 1993, pp. 529
Kumar, P. A.. "Voluntary Organisations in Rural Development: A Constructive Approach" Kurukshetra, Feb, 1995, pp. 14-16.
Kumar, Basanta. "Delivery of Appropriate Techniques through Voluntary Agencies: Need for a Marketing Approach" Kurukshetra, Feb, 1995, pp. 21-22.
Lamont, L.. "What Entrepreneurs Learn from Experience" Journal of Small Business, 1972, pp. 254-60.
Leavitt, Harold J. New Perspectives in Organisational Research, John Willey & Sons., New York, 1964.
Leibnstein, H.. "Allocative Efficiency v. "x-efficiency" American Economic Review, 1966, pp. 392-15.
Likert, R.. New Patterns of Management, Mcgraw hill, New York, 1961.
Linowes, David F. The Corporate Conscience, Howthorne, New York, 1974.
Loucks, Kenneth. "Research on Entrepreneurship in Canada" Frontiers of Entrepreneurship Research, 1981, pp. 111.
Low, Murry. B, Ian C. MacMillan. "Entrepreneurship: Past Research and Future Challenges" Journal of Management, Vol. 14(2), 1988, pp. 139-61.
MacGregor, Robert. "Worldwide Business Practices Affect Us All" The Hartford Jourant, 1997, pp. 2 Feb.
MacMillan, I.C., et. al.. "Criteria Distinguishing Successful from Unsuccessful Venture in the Venture Screening Process" Journal of Business Venturing, Vol. 2(2), 1987, pp. 123-37.
Maithwni, B.P.. "Voluntary Organisations as Partners in Promoting Participatory Development" Kurukshetra, Vol. Feb., 1995, pp. 3-5.
Malik, S.P.. "NGOs as Catalysts of Rural Development" Kurukshetra, Vol. Feb, 1995, pp. 23-25.
Mc.Lelland, D.E.. The Inner Experience, Irvingt, USA, 1975.
McCall, G.J., J.L. Simmons (edit.). Issues in Participant Observation: a Text and Reader, Addison, Reading, 1969.
McClalland, David C. "Business Drive and National Achievement" Harward Business Review, Vol. 40(4), 1962.
McClalland, David C. The Achieving Society, D.V.N.C, Princet, 1961, pp. 207.
McClelland, . "Entrepreneurs are Made not Born" Forbes, Vol. 103(11, 1969, pp. 53-54.
McClelland D.C. and D.G. Winter. Motivating Economic Achievement, Free Press, New York, 1969.
McClland, D.C.. "Achievement Motivation Can be Developed" Harward Business Review, 1965, pp. 6-25.
Mcgrath, R.G., Macmillan & Schienbg. "Elitists, Risk takers" Frontiers of Entrepreneurship Research, 1990, pp. 23.
Meeta, Rajivlochan. "Gramvikas in Ralegam Shindi- Social Innovation and Religio Moral Undercurrent" Economic and Political Weekly, Vol. Nov 19, 1994, pp. 2969-5.
Mehta, Goutam. "No Thought for Sanitation" The Times of India, Vol. 5 May, 1995,
Mi, Xi. "Business Code Helps to Raise Ethics" China Daily, 1995, pp. 24 Oct.
Miles, M.B., A.M. Huberman. Qualitative Data Analysis: A Sourcebook of New Methods, Sage, Beverly, 1984.
Mintzberg, H., A. McHugh. "Strategy Formulation in an Adhocracy" Administrative Science Quarterly, 1985, pp. 160-97.
Mintzberg, H. and J.A. Walters. "Tracking Strategy in an Entrepreneurial Firm", Academy of Management Journal, Vol 25 (3), 1982, pp. 465-99.
Neiswander, D.Kirk, et. al.. "Entrepreneurial Hiring and Management of Early Stage Employees" Frontiers of Entrepreneurship Research,
Neiswander, D. Kirk, B.J. Bird & PL Young. "Entrepreneurial Hiring and Management of Early Stage Employees" Frontiers of Entrepreneurship Research, 1987, pp. 204.
Neiswaner, D. Kirk, John M Drollinger. "Origins of Successful Start-Up Ventures" Frontiers of Entrepreneurship Research, 1986, pp. 328.
Olofsson, Christe, G Petersson & C. W.. "Opportunities and Obstacles: A Study of Start-Ups and Their Development" 1986, 482,
Olopson, Chaster, G Peterson & C W.. "A Study of Start ups & Their Development" Frontiers of Entrepreneurship Research, , pp. 482.
Oppenheim, A.N.. Schedule Design and Attitude Measurement, Heinema, London, 1973.
Owens, R.L.. "The Anthropological Study of Entrepreneurship" The Eastern Anthropologist, Vol. 31(1), 1978, pp. 65-80.
Pareek, Udai. Beyond Management, Oxford and IBH, New Delhi, 1981, pp. 173.
Patton, M.Q.. Qualitative Evaluation Methods, Sage, Beverle, 1980.
Payne, S.L.B.. The Art of Asking Questions, Univ. Pr, Princet, 1951.
Pennings, Johanne, Ian C MacMillan & AM. "The Urban Quality of Life and Entrepreneurship" Frontiers of Entrepreneurship Research, 1982, pp.142.
Philips, Mary. "Management of Voluntary Organisations: An Overview" Kurukshetra, Vol. Feb, 1995, pp. 17-20.
Pyke, Frank, Werner S. et. al.. Industrial Districts & Inter-firm Cooperation inItaly, I.I.L.S, Genva, 1990, pp. 1-9.
Qumn, R.E., K Canzeron. "Organisational Life Cycles and Shifting Criteria of Effectiveness" Management Science, Vol. 29(1), 1983, pp. 33-51.
Ramnarayan, S., Jyotsana Bhatnagar. "How do Indian Organisations Meet Learning Challenges" Vikalpa, Vol. 18(1), 1993,
Rao, M.. "On Toilets and Tradition" Inside Outside, Vol. Aug-Sp, 1979, pp. 43-47.
Rao, T.V., D.F. Pereira. Recent Experiences in Human Resource Development, Oxford and IBH, Delhi, 1986.
Ray, D.M.. "Perceptions of Risk & New Enterprise Formation in Singapore" Frontiers of Entrepreneurship Research, 1986,
Ray N., Dennis. "Understanding the Entrepreneur: Entrepreneurial Attributes, Experience and Skills" Entrepreneurship and Rural Development, Vol. 5(93), 1993, pp. 345-57.
Reeves, Carol, Frank Hoy. "Employee Perception of Management Commitment and Customer Evaluation of Quality Service in Independent Firms" Journal of Small Business Management, Vol. 31(4), pp. 52-59.
Reynolds, Paul D.. "Organisations: Predicting Contributions and Survival" Frontiers of Entrepreneurship Research, 1986, pp. 594.
Roure, J.B., M.A. Maidigne. "Linking Pre Funding Factors and High Technology Venture Success: An Exploratory Study" Journal of Business Venturing, Vol. 1(3), 1986, pp. 295-06.
Roy, Ram, Mohan. "Creative SEWA" Indian Management, Vol. Jul-Sp, 1985,
Sangvai, Sanjay. "People's Initiative to Solve Water Crisis in Saurastra" Economic and Political Weekly, Vol. Aug 20, 1994, pp. 2199-0.
Sankaran, R., Ivo Rodrigues. A Handbook to the Management of Voluntary Organisation, Alpha, Madras, 1983, pp. 384
Schein, E.N. Organisational Culture and Leadership: A Dynamic View, Jossey Bass, London,1985.
Schumpeter, Joseph A. The Theory of Economic Development, H.U.P., Cambridge., 1934.
Schumpeter, J.A.. Business Cycles: A Theoretical. Historical and Statistical. Analytical. of Cap. Process, McGraw Hill, Maidenh, 1939.
Selekman, B.M.. A Moral Philosophy for Management, McGraw Hill, New York, 1959, pp. 219.
Selltiz, C., L.S. W. & S.W. Cook. Research Methods in Social Relations, H.R.W., New York, 1976.
Sexton, Donald L, Nancy B. Bowman-Upton. Entrepreneurship: Creativity & Growth, Macmillan, NY, 1991.
Sexton, Donald L, John D. Kasarda. (Edited) The State of The Art of Entrepreneurship, Boston, 1992.
Sexton, Ginn. "The Psychological Aspects of Entrepreneurship" Frontiers of Entrepreneurship Research, 1990, pp. 17.
Silver, A.D.. The Entrepreneurial Life, John Willey & Sons, New York, 1983.
Singh, J.V., R.J. House et. al.. "Organisational Change and Organisational Mortality" Administrative Science Quarterly, Vol. 31, 1986, pp. 587-11.
Slevin Denn, Dennis P, Jeffrey G Covin. "Juggling Entrepreneurial Style and Organisation Structure - How to get Your Act Together" Sloan Management Review, Vol. 31(2), 1990, pp. 43-53.
Smith, N.R., John B. Miner. "Type of Entrepreneur, Type of Firm and Managerial Motivation: Implication for Organisational Life Cycle Theory" Frontiers of Entrepreneurship Research, Vol. 0, 1983, pp. 51-71.
Smith, P.L., Frank Hoy. "Job Satisfaction and Commitment of Older Workers in Small Businesses" Journal of Small Business Management, Vol. 30(4), 1992.
Smith, Norman, John Miner. "Type of Entrepreneur, Type of firm and Managerial Motivation: Implications for Org. Life Cycle Theory" Strategic Management Journal, 1984, pp. 325-34.
Smith, Norman R, John B. Miner. "Motivational Considerations in the Success of Technologically Innovative Entrepreneurs: Extended Sample Findings" Frontiers of Entrepreneurship Research, 1985, pp. 482-85.
Solomon, Robert C. Ethics and Excellence: Corp. and Integrity in Bus., Oxford University Press., New York, 1992.
Spradley, J.P.. Participant Observation, H.R.W., New York, 1980.
Stanton, David J.N. "Income Generation in NGOs and the Contribution of Appropriate Technology" Small Enterprise Development, Vol. 4(4), 1993, pp. 49- 54.
Stevenson, H.H., et. al.. New Business Ventures and the Entrepreneurs, Irwin, Ilinois, 1989.
Stevenson, Howard H, J. Carlos Jarillo. "A Paradigm of Entrepreneurship: Entrepreneurial Management" Strategic Management Journal, Vol. 11, 1990, pp. 17-27.
Sushama, T.N.. "Total Human Development and Social Revolution: KSSP's Mission" Kurukshetra, Vol. Feb, 1995, pp. 29-32.
Takhtani, A.. "In the Service of Scavengers" Indian Express, Vol. 12 Nov, 1993,
Thorelli, H.B.. "Networks Between Hierarchies" Strategic Management Journal, Vol. 7, 1986, pp. 37-51.
Timmons, J., et. al.. New Venture Creation, Richard, Illinos, 1985.
Timmons, J.A., W.D. Bygrave. "Venture Capital: Role in Financing Innovation for Economic Growth" Journal of Business Venturing, Vol. 1(2), 1986, pp.161-76.
Tjosvold, D., David Weicker. "Cooperative and competitive Networking By Entrepreneurs: A Critical Incident Study" Journal of Small Business Management, Vol. 31(1),1993, pp. 11-21.
Vailey, John E.. "Learning Styles of Successful Entrepreneurs" Frontiers of Entrepreneurship Research., 1986, pp. 199.
Vanerjee, K., Lakshmi, M.S.. "A Note on Small Enterprises: Innovation and Technology Response" Abhigyan, 1996, pp. 53-58.
Walker, Robert. (editor) Applied Qualitative Research, Gower Publishing Company, Hants (England), 1985
Weick, K.E.. The Social Psychology of Entrepreneurship, Random, N.Y, 1979.
Willard, et. al. "In Order to Grow, Must the Founder Go?" Frontiers of Entrepreneurship Research, 1990, pp. 154.
Whyte, William Foote (editor), Participatory Action Research, Sage, New Delhi, 1990.
Wortman, M.S. Jr.. "Entrepreneurship: An Integrating Typology and Evaluation of the Empirical Research in the Field" Journal of Management, Vol. 13(2), 1987, pp. 260-79.
Young, K., L. Mills. Public Policy Research: a Review of Qualitative Methods, S.S.R.C, London, 1980.






[1] Read John Ciastkowsk and John Bailey "Social Entrepreneurship as a stimulus to new venture Creation: the result of an Austrialian action research study" in Fromtiers of Entreprepreneurship Research, 1990, pp 504-19
[2] Read their article: 'Defining Entrepreneurship'in JSBM, Vol 29 (1), p 45
[3]in "Achievement Motivation Can be Developed" in HBR (pp 6-25)
[4] Read J.A. Schumpeter : Business Cycles: A Theoritical Historical and Statistical Analytical of Capital Process, Mcgraw Hill, Maidenh, 1939
[5] Read Arthur Cole: Business Enterprise in its Social Setting, Harvard University Press, 1959
[6] Read the book The Entrepreneur, Prentice Hall , USA 1991
[7] Read "Empoyee Perception of Management Commitment and Customer Evaluation of Quality Service in Independent Firms", JSBM 31(4), p 55
[8] Read "Tracking Strategy in an Entrepreneurial Firm" in Academy of Management Journal, 25 (3), p 466
[9] Read Beyond Management, Oxford and IBH, New Delhi, P 14