the culture of the samurdhi program and asb sri lanka.docx
TRANSCRIPT
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An Assignment By
Golden Flowers
MGT 2208
Organizational Culture
Level II Semester VII
Course Facilitator: - Dr. R Senathiraja
Department of Management and Organization Studies
Faculty of Management and Finance
University of Colombo
16/03/2012
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Mine-clearance ....................................................................................................................... 17
Public Infrastructure ............................................................................................................... 17
Social Infrastructure ............................................................................................................... 17
Emergency Relief .................................................................................................................... 18
Activiteis of ASB .......................................................................................................................... 18
Providing help as quickly as possible, as long as necessary ................................................... 18
Strengthening local partners .................................................................................................. 18
Promoting international partnership ..................................................................................... 18
Bundling resources ................................................................................................................. 19
Accounting for what they do .................................................................................................. 19
The Culture of ASB ...................................................................................................................... 19
Summary ..................................................................................................................................... 21
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BACKGROUND OF THE SAMURDHI PROGRAM
Social assistance programs can play an
important role in reducing poverty.
However, these programs are costly and
impose a financial burden that must be
covered by taxation or debt. Moreover,
they can affect peoples economic
behavior by distorting their incentives. In
addition, any social assistance program
must compete with other government
social spending (such as basic education
and health) and other government
programs that alleviate poverty.
Sri Lanka has a long history of social programs and of food subsidies in particular. The
most recent poverty alleviation program, Samurdhi, was introduced in 1995. The
program claims almost 1 percent of the gross domestic product (GDP) or roughly half
of all welfare expenditures, excluding expenditures on education and health, and is the
largest welfare program presently operating in the country. This program was
conceived by the Government of Sri Lanka to alleviate poverty and create opportunities
for the youth, women, and the disadvantaged. The bulk of program resources is
distributed as transfers of consumption grants to households, with eligibility determined
by means testing. In 1998, the household eligibility threshold was set at approximately
one-third of the national poverty line. In the same year, the Central Bank reported the
program covering 50 percent of households in the country while poverty rate was 20percent already in 1990. This outcome alone suggests that many non-poor households
receive Samurdhi grants. A thorough investigation of the design, operations, and
outcomes of the program is therefore warranted.
The Samurdhi program has three major components. The first is the provision of a
consumption grant transfer (food stamp) to eligible households. This component claims
80 percent of the total Samurdhi budget. The second component of Samurdhi is a
savings and credit program operated through so-called Samurdhi banks, and loans
meant for entrepreneurial and business development. The third component is
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rehabilitation and development of community infrastructure through workfare and
social (or human) development programs.
The administration of the program was given to the Ministry of Samurdhi, Youth, and
Sports. Three departments within the ministry coordinate various Samurdhi functions:
the Department of Poor Relief, the Department of the Commissioner General of
Samurdhi, and Samurdhi Authority. There are district, divisional, and zonal-level
Samurdhi authorities
GOALS OF THE PROGRAM
VISION OF THE SAMURDHI PROGRAM
To build a prosperous Sri Lanka with the least possible poverty
MISSION OF THE SAMURDHI PROGRAM
To contribute towards a stable national development with the least possible poverty
through development based on public participation.
THE STRUCTURE OF THE SAMURDHI PROGRAM
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ORGANIZATION STRUCTURE OF THE SAMURDHI PROGRAM
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OBJECTIVES OF THE PROGRAM
Providing a sound investment capacity to the poor people through theenhancement of their savings.
Providing them with the necessary small scale credit facilities Developing their production capacity and introducing sound income sources Taking action to relieve them of poverty Saving beneficiaries from the grips of money lenders who charge exorbitant
rates of interest
Relieving them from problems such as the need to provide securities andguarantees
To install them a credit discipline and thereby inculcate better banking habits
SERVICES OF THE SAMURDHI PROGRAM
Here is a list of services of Samurdhi program
Agriculture Division
Promotion of special projects for agro productions Promotion of local food crop cultivation Coordination of small scale plantation crop cultivators through line institutions Asweddumization of paddy field left fallow. Home gardening Development Project Post harvest technology and processing projects.
Animal Husbandry and Fisheries Programme
Milk Cow Programme Erection of cattle sheds Establishment of bio gas units and processing of bio gas units Goat keeping projects Pig keeping projects Poultry Keeping Projects Minor Fishing Year Projects Making tanks for ornamental fish
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By products of milk Dry fish, Jaadi and maldive fish projects Milk sales and Milk Collection projects
Industrial Development Division
Development of small scale industrial projects. Development of mining villages Development of Model industrial villages
Sales and Service Division
Promotion of Samurdhi Domestic sales Outlets
Promotion of Rice Sales Promotion of Mobile Trading Promotion of Saloons Promotion of restaurant / catering services Promotion of Servicing vehicles Promotion of Beauty Therapy Promotion of Domestic Services Promotion of Child Care Centers Promotion of Communication Centers
Banking and Financial Division
Providing Loan Facilities Promotion of Savings
Maha Sangam Division
Organization of training courses for livelihood Development Compilation of Project Reports Coordination of Support Services Maintenance of Data system
Social Development Division
Diriya Piyasa housing programme
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Model Villages Programme. Programs on children and child care. Organizations structure of Samurdhi program
ACTIVITIES OF SAMURDHI PROGRAM
Provision of consumption grant Provision of social insurance Forced savings Voluntary savings Providing banking services Credit programs Social development programs Capital projects Youth employment
WAYS OF FINDING THE NECESSARY CAPITAL FOR A
SAMURDHI BANK
Government donations Members shares Members and non members savings Loan grants obtained from the Samurdhi union Membership of the Samurdhi bank
THE PROBLEMS FACED BY THE SAMURDHI PROGRAM
ADMINISTRATIVE AND INFORMATIONAL COST
The cost of targeting increases with the accuracy of targeting, and targeting involves
trade-offs between under coverage and leakage. A large body of literature exists on
both the theoretical underpinnings of the administrative and informational costs of
implementation and empirical estimates of the cost of targeting. It is well understood
that administrative cost is an increasing function of the accuracy of targeting and thatthe goal of minimizing leakage might lead to stigma effects and under coverage.
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Samurdhi incurs the targeting cost of 8 percent of the total program that is comparable
with the administrative cost of other targeted program. The inferior targeting outcomes
of Samurdhi cannot, therefore, be explained on the basis of saving on administrative
costs. On the contrary, the program employs the administrative capacity but fails to
deliver expected outcomes. Substantial under coverage and leakage errors coexist. The
efficiency loss due to these errors is compounded by the nonrandom nature of these
errors.
INCENTIVE EFFECT
Targeted subsidies change relative prices faced by households and therefore might
affect labor-leisure allocation and migration decisions. Literature in both developing
and developed countries shows empirical evidence of these effects. Samurdhi, as
means-tested program, has the potential to alter the price of leisure and imposes high
marginal taxes on labor income. A household also loses its eligibility upon employment
of any household member. The Samurdhi incentive scheme has the capacity to deter
geographic mobility as well.
POLITICAL ECONOMY
In short, a transfer program might have less support from middle- and upper-income
constituencies if it renders benefits to the poor only. It is not clear, nevertheless,
whether political economy considerations alone can justify the existence of a largely
inefficient program that nonrandomly excludes otherwise eligible households with
particular characteristics.
NATURE OF THE GOOD PROVIDED
Presumably, a social planner would be less concerned with leakage if consumption of
the transferred goods renders benefits to the whole society. While subsidizing
consumption of those below the poverty level has short-run and long-run implications
for the overall use of productive resources, subsidizing nonpoor households has
diminishing benefits to society.
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WEAK ACCOUNTABILITY
Efficiency requirements imply that the checks of accountability and transparency must
be embedded in the design of a transfer program. Most important, the program should
embed an external mechanism for monitoring and evaluation. The Samurdhi program
appears to lack these. Samurdhi officers are accountable to two authorities, one of
whom is a local politician. Thus the people who carry out the program are not free of
political influence, and no external checks and balances are present to prevent them
from acting on the demands of politicians. The absence of strict rules for program
eligibility does not help the cause either. Politicization is embedded in the design and
influences both the selection of Samurdhi administrators and the selection of
beneficiaries. These design flaws lead to implementation problems and compromise the
system of social assistance at large.
CULTURE OF THE SAMURDHI AUTHORITY
Values
In Samurdhi authority delegating power and sharing knowledge is not the best way to
make decisions. Government decisions are the way to achieve their targets. They help
out with family matters of their subordinates and they consider suggestions of
employees but the consideration of suggestion of customers is questionable.
Degrees of involement
Almost they make decisions as collective at lower level (branches level). Decisions
related to the nature of the company are made by the government. There is the freedom
to solve subordinate's problems collectively in Samurdhi program.
Friendship
There is a friendly environment among Samurdhi Development Officers in Samurdhi
Bank societies and among Members in Samurdhi Societies as well as among customers
in small groups. They organize trips in every years and they celebrate all religious and
other ceremonies as a friendly team.
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Creativity
They believe that competition can be overcome through the creativity in providing
service but there service at a bank is not greater to compete with others. There is not an
opportunity to new things of employee because Samurdhi program is a government
program. They do not use the modern technology in providing services.
Competition
They believe that the competition is the best way to improve the quality of the service
but they do not consider about the competition. Advertising is not the way to expand
the services and the market.
Independence
They have been given the independence to their employees at working. Employees of
Samurdhi program are performing well. The manager does not provide a much
supervision to development officers while working. But they must behave as well as
possible.
Risk taking
They are taking a risk to perform well in the market and they have to follow a rigid
procedure which has been provided by the government.
Rationality
The authority prepares a plan from year to year for their day to day activities. The
target and the suitable plan for the branch must be identified. They must follow the plan
to achieve the target. The manager must monitor the plan along actual activities and
variances must be identified.
Legality
They must consider public interest and they must provide services according to the low
as well as Authoritys regulations.
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Customer orientation
Samurdhi customers are well satisfied. Samurdhi program are satisfying the wants and
needs of poor people in the country. The quality of the service can be consider as good
rather than other poverty alleviation program implemented in Sri Lanka.
Orderliness
The success of the project is led by the proper plan provided by the authority. The bank
must be open at normal working hours and employees report to work on time. No
bribes and no misconduct in lower level of the program
Loyalty
They have recruit employees who loyal to the government but they loyal to their bank
as well as costomers. Samurdhi development officers dedicate to provide a better
service to their village people on other hand their customers
Control
Government authority must have a tight control system to achieve their target.
Samurdhi program also have a tight control system which made by the government. All
financial activities are through the central bank and the government treasury with
higher custody. Corrective actions to identified variance are taken by managers of a
Samurdhi bank.
SUMMERY
The Samurdhi program is the largest welfare program currently operated in the country.
It is providing many services through many activities. Finally when we consider the
overall process of the samurdhi program we can see a role culture in the program,
because there is a core integration between the departments of the samurdhi authority.
On other hand individual performance is not count and can see many departments.
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BACKGROUND OF ASB
Arbeiter-Samariter-Bund
Deutschland - ASB
(Workers' Samaritan
Federation), a German
NGO, was founded in 1888
on humanitarian and
democratic principles. ASB
is the one of the largest
NGOs in Germany with
over one million members in Germany and more than 15,000 full-time employees, over
11,000 honorary employees and over 5,000 employees in the community services.
ASB's headquarters is located in Cologne. Over 110 years ago, people's life and their
health were deemed to be at risk in the workplaces in industrialized Germany. In order
to decrease the number of accidents at work and improve their protection, workers in
Berlin initiated the first training course in first aid which led to foundation of today's
ASB. Since then, ASB developed a number of different activities in the field of social
and medical services such as emergency rescue services, housekeeping assistance, meal
services, home care, assistance for the handicapped, and assistance for children, youth
and elderly. Throughout the years, ASB became one of the key players in the field of
social and medical services as a result of professionally implemented tasks carried out
by dedicated volunteers and employees.
ASB first came to Sri Lanka in late 2002, with an initial visit to explore possibilities for
establishing a program of activities to support IDP resettlement and rehabilitation. At
that time during the early days of the ceasefire there was a great degree of optimismand hope that it would be possible to assist people and communities in the important
transition from conflict to long term development. Subsequently ASB registered as a
Sri Lankan NGO under the ministry of social welfare in Sri Lanka. This optimism
proved to be short lived when a massive tsunami struck the island nation in December
2004 and 2006 when the armed conflict resumed. During the period of January 2005
April 2009 in cooperation with various UN agencies and INGOs, ASB implemented a
range of humanitarian and socio economic assistant activities based on a one country
programme strategy. ASB have also implemented several other projects deemed critical
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for increasing employability of marginalized youth, building and sustaining community
peace at the grassroots, linking marginalized groups with government and non
government services providers and creating sustainable livelihoods opportunities for
the rural poor.
ASB Sri Lanka today has its own independent systems in order to support its
countrywide programme and project activities and stands ready to help those in need of
urgent care and assistant. ASB currently works in six districts in Sri Lanka.
GOALS OF THE ASB
ASBVISION
We believe in a world of solidarity, tolerance, and respect in which all people live in
dignity and peace.
ASB MISSION IS TO HELP
In all programmes aimed to overcome hardship and poverty, ASB is focused on the
needs of people and includes them together with local partner organizations, in the
planning and implementation process. Thus the skills and expertise of the local
population and the resources available in the area can be used effectively while at the
same time peoples capacities for self help are strengthened. ASB hands over
responsibility for the projects to its local partners at the earliest possible stage in order
for the activities to be carried in independently. An essential component of ASBs
foreign aid programme is the support of civil society also based on the principle of
helping people to help themselves.
To complement its mission in rescue services extending from emergency rescue to
disaster protection-ASBs tasks cover care for the elderly, child and youth services,
assistance for disable people as well as education and further training for adults. ASB
extended its mission to foreign aid in the 1980s and at present is actively engaged in
emergency aid, rehabilitation and long- term development projects in Africa. Asia,
Central America and Eastern Europe.
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THE STRUCTURE OF ASB
OBJECTIVES OF THE PROGRAM
Disaster risk reduction. Humanitarian aid. Return and reintegration. Disaster management.
SERVICES OF ASB
ECONOMIC ASSISTANCE
The ASB's programmes throughout the South Eastern Europe region has been
contributing significantly to income generation through employment in public works
projects purchase of local materials, supplies, services and local contracting.
Additionally, donations in kind are used to rehabilitate small and medium enterprises
(SMEs) in the selected project areas.
RECONSTRUCTION OF HOUSING UNITS
The reconstruction of property destroyed in the war and the provision of adequate
housing is still a precondition for return for most refugees and displaced persons (DPs).
Countrydirector
Account
Finance
manager
Assistant
finance
manager
Administration
Projects
managers
Project
coordinators
Transport
coordinators
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Therefore, the current ASB's programmes still cover the reconstruction of damaged
housing units throughout the region of South Eastern Europe. Assistance is provided to
all categories under the ruling laws: category 1-3, minor damages and category 4-6,
more severe structural damages
MINE-CLEARANCE
Mine-clearance is a precondition for many reconstruction projects and safe return to
war- affected areas. In the last fifteen years of its presence in the Balkans region, ASB
has been providing an extensive humanitarian mine-clearance in order to secure the
safety of the returnees, support the sustainability of their return and to ensure further
normalization of life throughout the war-affected countries
PUBLIC INFRASTRUCTURE
The rehabilitation of the technical infrastructure in the targeted areas is as important as
the reconstruction of houses since it is necessary to meet the future needs of the
returnees and entire communities. Major parts of the utility network in war-affected
areas are still substandard if existing at all. Local governments are rarely able to meet
the infrastructure needs of the local communities. However, this situation has improvedin some countries of the South Eastern Europe (SEE) but still continues to present a
serious problem for the economic revitalization and development, particularly of the
war-affected areas. This also applies to environmental issues.
SOCIAL INFRASTRUCTURE
The reconstruction of social infrastructure is an equally crucial factor in supporting the
return and reconciliation process. It improves basic living conditions and the
environment within the community, particularly for younger families. Thus for the
success of the ASB's programmes in the South Eastern Europe region, emphasis
continues to be placed on the provision of these services. "Community Reconstruction"
also has a direct impact on the number of people returning to their pre-war homes.
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EMERGENCY RELIEF
The comprehensive approach of ASB in the Balkans has been linking relief,
rehabilitation and development following the 'LRRD' strategy acknowledged by the
European Commission in 1996. In accordance with this strategy, 'rehabilitation' forms a
bridge between relief and development and eases the transition between the two. Better
emergency relief is contributing to the development process while better development
can diminish the need for emergency relief. However, this is not a linear process and
very often, interventions have to be applied in the field of emergency relief.
ACTIVITEIS OF ASB
PROVIDING HELP AS QUICKLY AS POSSIBLE, AS LONG AS NECESSARY
Their work is based on an integrated and holistic approach. In a event of a sudden crisis
of disaster, they help as quickly as possible, for example by developing their rapid
response team and through the help of reliable partners and established country officers
on site. They furthermore feel obliged to provide support to people struck by a sudden
crisis or disaster as long as necessary. Therefore they not only first aid services but they
also help communities to rebuild and provide long term measures to fight the reason of
poverty and help the population to better prepare themselves for future disasters.
STRENGTHENING LOCAL PARTNERS
They aim to improve the living condition of local population and to rescue their
dependence on external support. They strengthen the local populations capacity to help
themselves by systematically supporting local groups through consultation, further
education and financial means. Our flexibility in terms of programs and strategy
enables them to react in an optimal way to local needs in the respective country.
PROMOTING INTERNATIONAL PARTNERSHIP
Within their Samaritan cooperation for central and Eastern Europe, they promote and
accompany international partnership between German local and regional associations
and international Samaritan organizations. Thus they help to establish sustainable
welfare structures in their countries and to provide a range of social services for people
in need.
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BUNDLING RESOURCES
As part of leading welfare an organization, they can rely on a wide range of experience
and know-how. They share this knowledge with their partners and, on a basis of trust,
cooperate in national and international networks.
ACCOUNTING FOR WHAT THEY DO
A responsible and efficient use of their financial means is part of our philosophy.
Therefore, they undertake towards the recipient of their help as well as towards their
donors and the public that they account for what they do.
THE CULTURE OF ASB
Values
Delegating power and sharing knowledge is the best way to achieve goals. They always
consider suggestions of customers, government and employees. All workers are
working as a family.
Friendship
There is a friendly environment among top level management and lower level workers.
They celebrate all religious and other ceremonies as a friendly team and they
organizing annual trips for their staff.
Creativity
They believe that competition can be overcome through the creativity in providing
service. They use modern technology for providing services and always try to help their
target people.
Competition
They believe that the competition is the best way to improve the quality of the service.
They believe that without advertising it is difficult to expand service and market but
they do not consider about the competition. Therefore nonprofit organizations need not
advertising.
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Independence
The manager does not provide much supervision while working because employees are
performing well.
Risk taking
They are taking a risk to perform well in the society. They have to follow a rigid
procedure which has been provided by the government.
Rationality
They are following a plan to achieve the target. They evaluate programs annually.
Legality
They must provide services according to rules and regulations of government as well as
organization regulations. They must consider public interest and social welfare.
Customer orientation
Always try to help their target people and satisfy them. Mainly consider the quality of
the services they provide.
Orderliness
The success of the project is led by the proper plan provided by the administration as
well as they encourage workers who take initiatives and work without much
supervision.
Loyalty
They have recruit employees and volunteers who loyal to nonprofit organizations. They
are loyal to the society as well as their employees.
Control
Their all financial transactions are mainly operated through banks and Always give a
high priority for punctuality. They maintain a complete accounting system. They have a
proper plan for all activities and assess and monitor the progress according to the plan.
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SUMMARY
ASB is a non government organization which is providing many services through many
activities to the country. It also has characteristics of a role culture like many
departments, core integration, but when we consider the overall process of the
organization there is a task culture because their main purpose is to complete a task or a
project through the communication the expert power.