Industry Overview The Narayana Sewa Sansthan Commerce Essay Example
Industry Overview The Narayana Sewa Sansthan Commerce Essay Example

Industry Overview The Narayana Sewa Sansthan Commerce Essay Example

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  • Pages: 13 (3522 words)
  • Published: August 6, 2017
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The Narayana Sewa Sansthan (NSS) is a Hospital Activities group within the Human Health Activities division, as classified by the National Industrial Classification. This category encompasses hospitals, private clinics, and professionals in fields like Ayurveda, Unani, and Homeopathy. India has both for-profit and non-profit organizations operating in this industry. A study conducted by Northbridge Capital in November 2010 revealed that this industry grossed $30 billion in 2010. However, India still faces a shortage of over 6,500 primary and community healthcare centers. Healthcare spending in India accounts for less than 1% of GDP compared to over 5% in developed countries.

Founded by Mr. Kailash Agrawal "Manav" in 1985, Narayana Sewa Sansthan is an ISO 9001:2000 certified NGO. Mr. Agrawal previously worked in the P&T section of Rajasthan before establishing Narayana Sewa Sansthan out of his compassion and kindness towards fellow human beings. Alongside a group of friend

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s, he took the initiative to serve society by creating NSS which currently focuses on treating polio patients, individuals with intellectual paralysis or orthopedic handicaps, as well as those with disabilities.NSS, an esteemed charitable organization located in Udaipur, Rajasthan, India, dedicates itself to providing vocational training and education to physically handicapped and mentally retarded individuals. The organization collaborates closely with hospitals, mental institutions, and disabled institutions to offer free treatment for disabled individuals. Following their treatment, NSS offers these individuals the opportunity to receive education and training that will enable them to become self-sufficient. This noble cause is supported by a team of highly trained professionals and volunteers. The programs provided by NSS are made possible through contributions from individuals, organizations, and corporations.

Currently operating 13 hospitals for polio treatment as well

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as one international hospital specializing in the treatment of people from birth at no cost whatsoever. These hospitals boast over 1000 beds alongside modern facilities equipped with skilled surgeons specifically trained in treating polio patients.

Additionally, NSS maintains an orphanage along with a residential school catering to children who are mentally disabled, blind or deaf or intellectually challenged. To extend their support further into tribal areas surrounding Udaipur; NSS regularly organizes service camps where they distribute food supplies, medications as well as basic utilities.

Furthermore,NSS goes above and beyond by arranging marriage ceremonies for physically disabled individuals in order to help them find life partners.It also extends its support towards underprivileged students by covering their educational expenses.NSS is committed to helping the less fortunate, focusing specifically on individuals with infantile paralysis disabilities. Their efforts encompass physical, economic, and social aspects. Physically, NSS provides surgical interventions to enable patients to stand independently. Economically, they offer vocational training programs and supply necessary resources for disabled individuals in rural areas. Socially, NSS facilitates marriages for disadvantaged disabled individuals, having successfully arranged over 700 unions so far. Furthermore, the organization conducts service camps to provide food assistance and distribute essential items in tribal regions. Raising awareness about addiction risks is another priority through mass awareness campaigns. Additionally, NSS operates a mobile medical care unit equipped with modern facilities.The organization, known as NSS, operates an orphanage called "Bhagwan Mahaveer Nerakshit Balgrah" that provides food, clothing, and education to children up to the age of 18. Additionally, NSS runs a residential school for children with disabilities such as mental retardation, deafness, blindness, and other impairments. The organizational structure is depicted in Exhibit 1

and consists of top-level positions.

Mr. Kailash Chandra Agrawal serves as the legal guardian and managing director, while Mr. Prashant ji Agrawal holds the position of president. The managers include Mrs. Vandana Agrawal, Mrs. Kamla Agrawal, and Mr. Devendra Chaubisia.

Below them are 18 department heads overseeing various areas such as HR, literature, and hospital-related departments. Individual roles within the organization are well-defined at lower levels while maintaining less hierarchy at higher levels.

NSS follows an open-door policy allowing employees to approach their manager or president easily with any concerns or issues they may have. This practice is more commonly utilized by department heads who have a closer relationship with their superiors; however, all employees are encouraged to take advantage of this policy.

Nevertheless, cultural norms create barriers for lower-level workers preventing them from directly approaching the manager or presidentIn spite of this limitation, there are established horizontal linkages within each department of the organization. These linkages allow for the transmission of information from Heads of Departments to managers, the president, and the MD in a non-hierarchical and horizontal manner. The flow of information between individuals is not bound by a specific sequence, thus enabling the conveyance of information based on needs rather than following a bureaucratic approach. Although department employees do not directly report to higher-ups, the existence of this mechanism demonstrates trust in both the department and their superiors as employees can approach higher-ups in case of conflict. Horizontal linkages also promote innovation and learning as new ideas from employees are actively considered and implemented if proven productive. This prompt action is a result of the organization's structural design which combines vertical structure with effective horizontal linkages.

The culture within the organization focuses on service rather than profit-making, where every worker is referred to as a "Sewak" or "Sadhak," defined by NSS as a spiritual worker. It should be noted that additional context would be helpful in fully certain incomplete or ambiguous sentences towards the end. Though lacking specific religious affiliations, many renowned Berra, babas, and tirthankars have visited the Sansthan.The Sansthan aims to provide service in line with its mission and vision. To achieve this, even the Managing Director is referred to as Kalish Jemaah Islamiyah Manav Sewak, promoting equality and camaraderie among all levels of management and employees. This approach motivates employees to work with commitment despite minimal rewards. As a result, there are no departmental conflicts within the organization, and information flows both vertically and horizontally. The organization has a familial culture but operates mechanistically in processes. The successful free polio surgeries conducted by NSS—over 146,000—have earned them a place in the Limca book of records, showcasing their clarity of purpose. In terms of external alliances, NSS has not collaborated with other NGOs sharing similar goals yet due to reluctance in sharing their success in obtaining funds from India and abroad. The organization relies on contributions for its operation and pays its employees through these means.Sharing these resources could potentially result in a decrease in funding, which would ultimately affect the established organizational model. In India, NSS has more than 550 centers spread across 23 states and union districts. On a global scale, they have a strong presence in the USA with 13 offices and a separate hierarchy. While their primary focus in India is on service, their

motives in international centers seem to be primarily economic and technical. The process of internationalization also involves the exchange of knowledge and innovation in both directions. Cheaper technologies can be provided to U.S partners (if any), while new innovations from other countries can be integrated to enhance prosthetics and improve product quality for those served by the Sansthan. These products can be tailored to meet the needs of Indian patients and distributed free of charge at NSS. Glocalization offers potential opportunities to later sell these technologies to other states, creating additional sources of income for NSS. The impact of external environment interaction is mainly felt in the government sector where NSS has received numerous awards (as shown in Exhibits 3 and 4). Alongside recognition, grants and financial contributions have been made by both state and central governments to NSS. Recently, NSS along with Jaipur received a donation of Rs.1,00,00,000 which represents one means of interaction within the project environment.The organizational environment of the Narayana Sewa Sansthan (NSS) is influenced by various factors, including socio-cultural, economic, and technological aspects. The collapse of the entire organizational structure would occur if the socio-cultural foundation of sewa (service) were removed. In times of global or domestic economic recession, the contributions gathered by NSS would significantly decrease. Inflation would lead to an increase in the cost of providing free services and potentially reduce the number of people being served. Technology plays a crucial role in interacting with the external environment through installations such as biometric eye scanners and CCTV cameras at NSS establishments, ensuring employee attentiveness, proper behavior, and swift resolution of workplace sexual harassment cases. NSS is a charitable

organization in the service sector that offers education, social support, and medical assistance.NSS is an organization with 516 branches in India and 111 branches internationally, along with 13 prestigious hospitals for polio-affected patients. It is a labor and knowledge-intensive organization that requires many employees to meet customer needs. Direct interaction between customers and employees is essential as NSS focuses on providing philanthropic services to society. Due to the intangible nature of the services provided, minimal boundary functions are utilized, necessitating client interaction with service providers.

The employees at NSS highly value the organization's mission and vision over their wages, which keeps them motivated. Instead of a formal employee performance rating or wage system, employees receive gifts and sweets on occasions like Diwali and Dussehra.

Mutuality exists among the 18 sections of Narayana Sewa Sansthan at Hiran Magri, Udaipur. These sections include the Hospital section, Donations section, Audit section, Communication section, etc., which work independently but contribute to the overall success of the organization through pooled resources from a common pool.

Since its establishment in 1985, NSS has implemented control measures such as providing assistance to patients suffering from infantile and intellectual paralysis as well as serving the handicapped.The unique aspect of NSS is its unchanged mission for the past 27 years and in the future. NSS has implemented belief systems to ensure employee motivation and alignment with company values. These belief systems promote commitment to core values and mission, helping employees understand their greater purpose and the importance of making a difference. The recruitment process at Hiran Magri unit emphasizes an inherent interest in serving others over lucrative salaries. NSS maintains transparency by auditing financial transactions, allowing anyone

access to transaction details. The organization is well-structured with functioning sections such as Hospital operations, HR, Call center, Finance &The different sections within Narayana Sewa Sansthan, such as Histories, Auditing, International subdivisions, Literature, and Projects, align with the organization's mission and vision. All employees, referred to as "Sadhak," are aware of the mission to serve the oppressed. The organization has 13 international subdivisions led by subdivision presidents who play a significant role in fund management. Each section has a hierarchy represented by department heads.

When examining the organizational process of Narayana Sewa Sansthan, key attributes include decision making, culture, conflicts, and innovation. Decision making involves the active participation of all employees within the organization's more than 800 employees. Despite this challenge, decisions are made regarding fund management, ongoing operations, hospital management, and future projects.

Narayana Sewa Sansthan follows a clear and simple decision-making policy. Every Thursday, a cabinet consisting of the managing trustee, president, managers, and department heads convenes to review ongoing projects and receive updates from each member about their respective departments. All issues are presented and discussed during these meetings including delays in literature printing and canteen-related concerns.

This practice helps Narayana Sewa Sansthan eliminate cognitive biases that may arise from individual judgment in decision making. By reaching decisions collectively or through consultation with multiple individuals within the organization mitigates this risk.However, achieving consensus at NSS takes more time compared to individual decision-making. This is not a significant challenge due to their open-door policy and organic management structure, which creates a friendly work environment where any employee can approach even the President for issue resolution. The employees work closely together, promoting motivation, but groupthink can compromise

the quality of decisions. The final decision is typically unanimous and approved by Sh.Kailash Manav, the managing trustee of Narayana Sewa Sansthan.

In terms of culture, our interview with individuals at Narayana Sewa Sansthan revealed that it is primarily driven by its mission of serving the oppressed. This is evident in how they refer to Kailash Ji Manav as "Babuji" and his wife as "Mataji," creating a family-like atmosphere. Even fellow employees are called "sadhak," meaning people with a specific goal to serve humanity. The level of social capital, interaction quality, and shared perspective is high at NSS. Trust, mutual understanding, and shared norms form the basis of relationships in such organizations. These shared norms and values serve as motivational factors for the people involved. Overall, the culture at Narayana Sewa Sansthan is characterized as a "Mission Culture," where they focus on serving specific clients in the external environmentThe organization's vision and mission have remained unchanged over time, indicating that frequent changes are not required. This culture is built on clear objectives and targets. At NSS, the number of operations to be performed in a day has well-defined goals, and the organization consistently strives to increase these figures. The mission culture at NSS is characterized by professionalism, aspirations, and aggressiveness.

NSS demonstrates professionalism and a mission-driven culture with its four orthopedic surgeons carrying out approximately 90 surgeries daily. The organization showcases its aspiration to serve a larger population by establishing a 1000-bed hospital in Badi near Udaipur. Conflicts within an organization inevitably arise due to various human interests.

To trigger intergroup conflicts, three factors are essential: group identification, noticeable group differences, and discontentment. All three elements need to

be present for conflicts to occur. In Narayana Sewa Sansthan (NSS), distinct groups exist as different functions are organized into departments with well-defined reporting structures. Although certain departments like the call center and hospital are located separately from other sections, creating some level of group distinction.

Conflicting goals, task interdependence, and differentiation can serve as sources of conflict within an organizationAt the Narayana Sewa Sansthan, an emphasis on service to people is ingrained from the recruitment stage, and this shared value is recognized by all employees in all departments. The establishment of the Narayana Sewa Sansthan itself was an innovative move by its founder legal guardian. The infirmary utilizes its cellar for the preparation and storage of various medical equipment, such as callipers and prosthetic limbs used in patient interventions, fully optimizing capacity and space to ensure efficiency. With four surgeons performing a remarkable 90 operations per day, the system demonstrates its effectiveness. However, with the rapid increase in the number of patients, it becomes crucial to implement innovations that enhance operational efficiency. Adaptability is essential for organizations to meet changing demands. Despite facing challenges such as severe staff shortage in the HR department and an average payroll processing time of around 10 days, Narayana Sewa Sansthan does an outstanding job providing free treatment to individuals suffering from polio. Additionally, there is a shortage of hospital beds and a considerable delay between patient diagnosis and surgery which can take up to two years. To address this problem, NSS plans to initiate operations in Delhi as many patients traveling to Udaipur are from there.Mr. Kailash Manav, the founder of Narayana Sewa Sansthan, leads the organization like a

family and is affectionately known as "Babuji" by the NSS staff. He embodies transformational leadership by prioritizing trust, concern, and simplification over direct control. His focus is on aligning individuals in the organization with a long-term vision and mission and empowering them to regulate themselves through training and growth opportunities. By creating trust and understanding among employees, he enhances their efficiency in serving others while instilling a spiritual energy that encourages positive actions. Mr. Kailash Manav also prioritizes the well-being of his employees by listening to their dreams, needs, and desires to provide the best service possible. Weekly meetings are organized for employees and patients to address problems and requirements, further emphasizing open communication within the organization. With his readily accessible office, Mr. Kailash Manav successfully influences employees to work together towards a common goal.The cohesion and cooperation of employees are essential for achieving organizational goals, as emphasized by Mr. Kailash Manav. He strives to foster a positive atmosphere that promotes effective teamwork and measurable results.

Key Principles Followed by Mr. Kailash Manav

Providing clarity of purpose: According to Mr. Kailash Manav, the organization's vision is of utmost importance. Without it, individuals lack motivation to work towards a common goal. People perform their best and collaborate when they understand what they are working towards. Understanding and aligning with the vision is vital for the organization, as he aims to convey the bigger picture. He aims to cultivate the belief that each individual plays an equally important role in contributing to the larger picture. Rather than forming a team of stars, he focuses on building a star team: Individual development and preferences come second; instead,

Mr.Kailash Manav believes in developing the entire group together.He believes that if team members are not willing to compromise personal goals, it becomes nearly impossible for the team to reach its full potential.Personally encouraging his employees to become team players, he shares ideas from Ervin "Magic" Johnson who said "Everybody on a title team doesn't get promotion, but everyone can say he's a champion." By promoting collaboration and creating a winning mindset within teams, people are encouraged to work together so that everyone can experience success.Mr. Kailash Manav strives to engage everyone in establishing shared values and creating an environment that fosters consistent teamwork, joint creativity, openness, freedom of speech, and trust. This type of environment aids in identifying dysfunctional behavior, promoting collaboration, and encouraging collective problem-solving. Ultimately, this maximizes the utilization of each team member's diverse abilities. The outcomes are shared among individuals who are inspired by Mr. Kailash Manav to initiate their own work and subsequently share their individual output with their respective groups.

Narayana Sewa Sansthan encompasses eighteen functional departments that collaborate in assisting underprivileged individuals. Each department ensures that others remain informed about the performance of individual units. Apart from achieving final objectives, Mr. Kailash Manav also strives to develop the full potential of all team members. He believes in providing support so they can effectively participate in tasks and contribute to the team's success. Training sessions are organized when necessary while mentors offer guidance, and regular feedback is provided to individuals.

The working environment at Narayana Sewa Sansthan is enjoyable as it focuses on aiding those in need and impoverished communities.Mr.Kailash Manav ensures people find pleasure in their work by fostering creativity,risk-taking,and

continuous improvement.This includes granting the freedom to make mistakes ,learn new things,and feel contented at the workplace.He inspires and motivates team members by setting ambitious goals for them personally investing time into developing themMr. Kailash Manav acknowledges and appreciates the achievements and performances of both teams and individuals at a personal and organizational level. He promotes constructive communication within the organization, which includes goal-setting, work scheduling, problem-solving, disciplinary feedback, and discussions. By encouraging open communication among team members, he acts as a liaison between teams.

Furthermore, Mr. Kailash Manav provides supervision based on higher management direction and resolves issues that cannot be resolved at the department level. However, he avoids excessive supervision and micromanagement by helping the team stay focused and on track.

In addition to these efforts, Mr. Kailash Manav creates awareness about the service of helping those in need through multiple dimensions. The organization not only provides necessities such as food, clothing, and treatments to victims but also spreads the message of humanitarian service to the public.

To spread this message globally, Mr. Kailash Manav's Sewa reading is regularly broadcasted on various television channels in over 167 countries by the Sansthan.

Balanced Scorecard Evaluation

The NSS has been evaluated using the Balanced Scorecard approach with regards to financial aspects. As the Sansthan's funds come from donations and government grants rather than focusing on return on investment, their goal is to make disabled and disadvantaged individuals independent by providing them with sustainable trade opportunities.The goal of the internal business process is to maximize job opportunities, which has been consistently achieved. Many lives have been improved through value addition. Employee retention has been high and the number of

centers across India has significantly increased in terms of learning and growth. Customers, including individuals with polio and impoverished tribes, have expressed feeling much better after visiting the Sansthan, resulting in high customer satisfaction. Since all four criteria are met and performance aligns with the overall mission strategy, the organizational design can be considered effective.

The Sansthan employs internally trained employees as well as individuals who have received help from NSS to become independent. Many of those who have received assistance feel a strong desire to contribute and become part of the Sansthan community. There seem to be no internal political relationships within the organization.

In terms of strategy, according to Porter's model, the Sansthan follows a low-cost leadership approach. Its base in Udaipur primarily serves rural areas, especially individuals affected by infantile paralysis. While efforts in urban areas have led to a significant reduction in cases of infantile paralysis, rural areas still face challenges in this regard.President 7 Mr. Bhupendra Kumar Branch President California 8 Dr. Bindeshwar Singh Branch President Virginia 9 Mr. Deepak Agarwal Branch President New Jersey

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