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7/27/2019 MC Group Assignment, A Study Report of NEWAH
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A Study Report
Status of all aspect of
Managerial Communication, Management
and Leadership
of
Nepal Water for Health (NEWAH)
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December 9, 2007
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Group F, EMBA Fall 2007
December 9, 2007
To:
Dr. Bhawani Shankar Subedi,
Lecturer,
ACE Institute of Management
Sinamangal, Kathmandu
Re.: A study report on status of all aspect of Managerial Communication,
Management and Leadership of Nepal Water For Health (NEWAH)
Dear Sir,
First of all, we sincerely apologise for the delay on submission of our group study
report because of some of the unavoidable constraints.
Here is a status report on the overall aspect of managerial communication,
management and leadership of Nepal Water For Health (NEWAH) that is prepared
under your valuable guidance for the partial fulfilment of the requirement of
Managerial Communication, EMBA program.
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Rajesh Shrestha _______________________
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Acknowledgement
We would like to express our sincere thanks to Dr. Bhawani Shankar Subedi
Lecturer, ACE Institute of Management for providing us this opportunity to carry out
real-life study report of an organization.
We also extend our sincere gratitude to Mr. Umesh Pandey, Director, Nepal Water ForHealth (NEWAH) for giving us an opportunity to study the overall aspect of
managerial communication, management and leadership of NEWAH. We would also
like to express our gratitude to all the staff members of NEWAH, and especially to Mr.
Ratan Budhathoki, Ms. Laxmi Poudyal and Mr. Paras Thakuri for their valuable time.
We heartily appreciate the contribution of Mr. Ratan Budhathoki, Knowledge
Management and Advocacy Manager for sharing us his ideas, experiences, and
providing us various NEWAHs publications, annual reports and other relevant
materials that make our study a very fruitful endeavour.
Our sincere gratitude also goes to all the staff members of ACE Institute of
Management, particularly to Mr. Pradeep Rajopadhyaya, EMBA Coordinator for
coordinating us and Mr Bishal Lama who has supported us for printing and assisting
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Abstract
A study gives a glimpse overview of overall status of managerial communication,
management and leadership of Nepal Water For Health (NEWAH).
The first chapter of this study report describes introduction that includes background,
rationale of study, objective of the study, strength and weakness of the study andmethodology and processes weve used during our study. The second chapter
describes more about the organization where we carried-out this study. The third
chapter gives the study results what we have found during our study and in the
fourth chapter weve presented our recommendation of the best practices that our
team observed within NEWAH, and in the last chapter, our observation and
conclusion are presented.
Because of time constraints and hectic schedule of our study team members, we
were very much rushed for visiting the organization, collecting and analyzing the
data and preparing the final study report and PowerPoint presentation.
The study involved several consultative meetings, questionnaire, research and survey
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List of Acronyms
ACE ACE Institute of Management
CBFE Computer Based Financial Engineering Pvt. Ltd
CBO Community Based Organisation
CRO Central Regional OfficeDFID Department for International Development
ERO Eastern Regional Office
FAMAS Financial And Management Accounting System
FWRO Far Western Regional Office
GAP Gender and Poverty
HQ Head Quarter
ICT Information, Communication & Technology
IRC International Resource Centre on Water Supply, Sanitation and
Hygiene
IT Information Technology
M & E Monitoring and Evaluation
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Table of Content
Acknowledgement................................................................................................................i
Abstract............................................................................................................................... ii
List of Acronyms............................................................................................................... iii
1 Introduction.......................................................................................................................1
1.1 Background...........................................................................................................1
1.2 Rationale of Study.................................................................................................1
1.3 Objective of the Study...........................................................................................2
1.4 Strength and weakness of the study......................................................................3
1.5 Methodology and Process.....................................................................................3
2 Nepal Water For Health (NEWAH), an NGO..................................................................5
2.1 NEWAH at a glance..............................................................................................5
2.2 NEWAHs Vision, Mission, Objectives, Values and Principles...........................6
2.3 NEWAHs Partners...............................................................................................7
3 Presenting the Study Results ............................................................................................93.1 NEWAH Organizational Structure & Its relation to Managerial Communication
............................................................................................................................9
3.2 Findings and outcomes..........................................................................................9
3.2.1 Managerial Communication .............................................................................10
3.2.2 Management......................................................................................................11
3.2.3 Leadership.........................................................................................................12
3.3 SWOT Analysis of NEWAH..............................................................................12
4 R d ti f B t P ti 13
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1 Introduction
1.1 Background
Broadly speaking, managerial communication plays a vital role to
success and to achieve individual and collective goals. Effective
communication occurs when the right people receive the right
information in a timely manner and it ultimately helps to managerial
decision making processes.
When communication flows in accordance with an organization chart,
we say that communication follows along the chain of command or
lines of authority and formal reporting relationships (See Annexure B:
NEWAH Organizational Chart).
We are in the 21st century, the age of information, communication and
technology generally known as ICT. In this modern world, most of the
successful organizations are using computer-mediated communication.
eMail, chat systems, teleconferencing, and video-conferencing are
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organization). The reason behind this was we simply wanted to learn
the role of managerial communication, management and leadership in
a real life situation of successful and learning organization.
So, firstly, we chose D2-Hawkeye, a software development
organization. But unfortunately we couldnt get the time from them
because of their own corporate reasons. Secondly, we, all team
members, discussed together about the situation and decided to visit
Prudential Insurance Company (PIC) Ltd, a general insurance
company. We, 3 members out of 4 were visited and collected
information from PIC. Later, we have come to know that a study report
on the same topic has been already submitted to same institution for
same subject by one of our previous batch student.
Finally, we chose Nepal Water For Health (NEWAH), an NGO. The
rationale was we were recalled some of the articles about COLLATERAL
DAMAGE, UNDER UTILIZATION OF DEVELOPMENT FUND etc. published in
different national news paper i.e. The Kathmandu Post, Kantipur, and
The Himalayan Times etc. at different date and time. And we realised
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Study all aspects of managerial communication, management and
leadership of an organization.
Prepare a status report of the organization with recommendation
of best practices or
Prepare a proposal for the organization and its stakeholders
convincing them to introduce change/s appropriate for solving the
problem/s in the organization
Communicate the status report or proposal to our faculty member
and classmates through presentation.
1.4 Strength and weakness of the study
The strength and weakness of our study is we look straight forward to
the best practices in relation to managerial communication,
management and leadership of NEWAH.
Yes, NEWAH is one of the successful leading organizations where most
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Preliminary meeting for set up: A preliminary meeting was
held at the ACE Institute of Management between the team
members for discussion and planning for the study. The
methodology for the study was quite clear by the guidelines
provided by our faculty, so, activities to be undertaken were
identified and tentative dates for the activities were agreed upon.
Task allocation between the members: We initiated different
task by different team members. For example, Mr. Bharat Bastola
was responsible for setting up the meeting with visiting
organization; Mr. DB Bhujel was responsible to circulate the
message between the members and so on. In the beginning, our
team comprise of 5 members but later one of our team member
Mr. Deepak Adhikari has been dropped out the college. So, we re-
allocate the tasks within 4 members.
Identifying the organization: Finally we identified the
organization to visit for our study i.e. Nepal Water For Health
(NEWAH). And visited for meetings and data collection.
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2 Nepal Water For Health (NEWAH), an NGO
2.1 NEWAH at a glance
Nepal Water for Health (NEWAH) is a national level non-governmental
organization (NGO) specializing in the drinking water, health promotion
and sanitation sector. It has been working actively since 1992 in
partnership with local NGOs to serve poor communities secure basic
services of water and sanitation and also strengthen the capacity of
these partners to undertake further development activities. It has an
executive body comprising of 7 members and is affiliated with the
Social Welfare council - the governing body of NGO sector in Nepal and
is registered with the District Administration Office.
NEWAH operates in selected areas of Nepal through its regional offices
located in different development regions of the country with 129
professional regular staff. Each year NEWAH supports around 60
community based drinking water supply, health promotion and
sanitation project throughout the country. NEWAH provides financial,
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Social inclusion and equity is promoted across NEWAH by adopting a
Gender and Poverty Sensitive Approach (GAP). Although most of its
work is carried out in rural areas a growing proportion is now being
concentrated on services for the rapidly expanding urban poor. NEWAH
perceives itself as a Learning Organization and is gradually increasing
its focus on innovative and learning products around water and
sanitation such as fog water collection, rain water harvesting,Community Led Total Sanitation (CLTS), School Led Total Sanitation
(SLTS), SaniMart etc.
2.2 NEWAHs Vision, Mission, Objectives, Values and
Principles
Vision: Improved Quality of Life (Socio-economic Status) of all Nepali
people through Water, Health and Sanitation services,.
Mission: NEWAH is committed to improve quality of life of Nepali
people by contributing towards safe water, health and sanitation
i t th i t t d
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Supporting the states policies and other stakeholders programs
to increase equitable and sustainable access to safe water,
health and sanitation services
Values and Principles:
Poverty and gender sensitivity
Promotion of social inclusion and justice
Promotion of democratic values
Political neutrality
Transparency and accountability
Faith in peoples capacity for positive change and community
empowerment
NEWAH Organizational Structure: See Annexure B
2.3 NEWAHs Partners
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Partner Type No of Organization No of Projects
Municipality 1 1
DDC 1 1
VDC 1 1
NEWAH Self 1 62
Management
Committee 11 12
Total 504 1,013
Table 2.3.1
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3 Presenting the Study Results
3.1 NEWAH Organizational Structure & Its relation to
Managerial Communication
NEWAHs organizational communication follows the formal lines ofauthority shown on organizational charts (see Annexure B: NEWAH
Organizational Chart). However, the reality of organizational
communication shows that the formal chain of command is an
incomplete and sometimes ineffective path of communication.
In NEWAH Organizational Chart (See Annexure B), we can clearly seethe different communication flow. In downward communication,
information flows from the top of the organization toward the bottom.
In upward communication, information flows from the bottom of the
organization toward the top. Horizontal communication refers to
information that flows between departments or functional units, usually
f di ti ff t
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Representation of NEWAH at the local, national, regional and
international forum has given it the competitive edge over other
organisations, making it influencing at the policy level in addition to
sound technical capabilities at the implementation level. This ability of
NEWAH to maintain linkages and networking from grass root to the
donor level has proved to be its success factor even in the period of
conflict characterised by high risk and uncertainty.
The findings and outcome of the study particularly to managerial
communication, management and leadership of NEWAH are
summarised below based on the information gathered, discussion and
interactions with NEWAH Management staffs, literature review and
analysis.
3.2.1 Managerial Communication
The communication mechanism is well developed. Formal
communication and sharing mechanism exist in the form of
weekly, monthly, quarterly and annual meetings, bulletin,
il d i t t d th t ff f l th t th
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On the other hand, its ADD-Ins feature, that can be customized
as per the changing requirements of NEWAH in future and that
works with integrated with FAMAS standard, ensures that
FAMAS is always ready to meet the issues, challenges, and
problems in relation to financial and management accounting
system.
PMIS, a complete project management information system,
is implemented within NEWAH and its regional offices with the
help of CBFE that maintain and provide the information and
status of NEWAH projects, activities which are plan, ongoing
and completed. It is very useful tools to make any decision in
relation to the projects.
Similarly NEWAH has implemented programming tools and
Human Resource Information System to be optimally utilised for
decision making purpose.
3.2.2 Management
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NEWAH also has clearly stated and shared organisational values
and beliefs. The core values regarding the internal management
processes including conflict of interest, prioritisation of work,
and code of conduct regarding work relationships are formalised
and equally shared and reflected in behaviour of all level of
staff.
NEWAH is also well recognised by its partner organisations and
community it works with. The partners and community
perceived NEWAH as an organisation dedicated to improving the
quality of life of Nepalese people through water, health and
sanitation services.
3.2.3 Leadership
The present leadership is well accepted and appreciated by all
levels of staff as well as other stakeholders. We find that the
present leadership is dynamic and successful to give the
organisation the right direction and take it to new heights.
S i l i d l d hi h i
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4 Recommendation of Best Practices
Learning Organization: Over the years, NEWAH has evolved itself as a
Learning Organisation and is gradually increasing its focus on innovative
practices and learning products around water, sanitation and hygiene sector
and has successfully established itself in the core of the national water and
sanitation sector. It has rapidly grown over the years as a learning
organisation adding new dimensions to its services that can be a role modal
for other similar organization.
Use ICT System for Effective Managerial Communication: Adequate ICT
System and physical infrastructure exists for information sharing and
management at both HQ and Regional level. Most of the staff have adequate
access to management information system (MIS) e.g., Human Resource
Management Information System (HRMIS), Inventory Management System,
Project Management Information System (PMIS), Financial And Management
Accounting System (FAMAS). These information systems communicate the
l f d ff k h ld h d h b
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Mr. Umesh Pandey, Director, NEWAH
5 Study Teams Observation and Conclusion
NEWAH has been able to establish itself as a leader in the water, health and
sanitation sector successfully serving over 3% of the national population with
its mission of improving quality of life of Nepalese People. It is well
recognised, accepted and valued by all of its stakeholders - donors, local
partners and community members, as a competent and trustworthy ally. It
has rapidly grown over the years as a learning organisation adding new
dimensions to its services. With this growth and recognition, NEWAH
enhancing its capacity to meet the increased challenges and expectations
through effective service delivery in this conflict situation. For this, NEWAHshifting from project to programme approach with a wider strategic thinking,
focusing on its core competencies, water and sanitation, as well as developing
new competencies to address emerging issues of livelihood, health and
advocacy in a holistic manner. For sustainability as well as to manage its
growth, NEWAH diversifying into new areas building its capacity in research
d d l d h h h ld
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6 References and Bibliography
Guidelines Version 1.1 (9.11.2007), Helsinki University of Technology,
Institute of Strategy and International Business
Guidelines for report and proposal writing, Dr. Bhawani Shankar Subedi
Business Communication Theory and Application 7 th Edition, Raymond V.
Lesikar and John D. Pettit.
Publications and other materials from NEWAH: NEWAH Self Capacity
Assessment Report, NEWAH Annual Reports
World wide web (www): http://www.newah.org.np, http://www.cbfe.com.np,
http://www.wikipedia.org, http://www.google.com
http://www.newah.org.np/http://cbfe.com.np/http://www.wikipedia.org/http://www.google.com/http://www.newah.org.np/http://cbfe.com.np/http://www.wikipedia.org/http://www.google.com/7/27/2019 MC Group Assignment, A Study Report of NEWAH
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7 Annexure
Annexure A: SWOT Analysis of NEWAH
The following SWOT analysis table summarised the broad outcome of the
overall study of NEWAH.
STRENGTH
1. NEWAHs strong image and
strategic positioning in the
market as a quality serviceprovider, Leader in water, health
and sanitation sector
2. Dynamic leadership
3. Competent and dedicated staff
WEAKNESS
1. Inadequate policies and
strategies in some areas
(partnership, marketing andfundraising policies and
strategies, HR strategy)
2. Some system and procedure
needs strengthening
(performance management,
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community/partners
transparency and accountability
10.Well accepted and appreciated by
donors
11.Good contacts and networks-
representation in national and
international forums
12.Ability to influence policy
(advocacy)
13.Ability to experiment with new
approaches to address socio-
economics concerns and donors
priority in projects and
programmes.
capacity (Analytical skill)
7. Impact level monitoring and
evaluation system
8. Representation and networking
skills ( esp. of operational level
staff)
9. Documentation and publication
10.Capacity building of partners for
programme sustainability needs
requiring further strengthening
11.Management of growth and
expansion more effectively
12.Succession planning
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district based operations
2. Service delivery in conflict
3. Programme diversification peri
urban focus programme, policy
inputs, advocacy programmes,
rehabilitation projects, research
and development, consultancy
4. Integrated/Holistic programme
approach environment, water
resource (watershed)
management, livelihood
integrated with water and
sanitation, collaboration with
other like minded partners to
leverage present programmes to
NGOs, donors)
3. Environmental challenges
(Challenge in buffer Zone
area/lime/arsenic)
4. Shifting donors priorities and
policies ( donor supporting
service delivery through
government institutions and
basket funds/budgetary
support)
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Annexure B: NEWAH Organizational ChartThe following figure shows the NEWAH Organizational Structure:
A Study Report Status of all aspect of Managerial Communication, Management & Leadership of NEWAH
GeneralAssembly
Board
Director
Deputy Director
CapacityBuilding &Advisory
ServiceManager
RegionalManagers
KnowledgeManagemen
t &
AdvocacyManager
KnowledgeManagemen
t &Advocacy
Team
Communication Officer
AdvocacyOfficer
Documentation Officer
Regional
Offices
CROEROWROMWROFWRO
Capacity
Building &
AdvisoryServiceTeam
Training &AdvisoryServiceOfficer/Supervisor
FinanceTeam
AccountOfficer
Accountant
Internal
Auditor
FinanceManager
TechnicalDevelopmen
t Manager
SocialDevelopmen
t Manager
Programme& Resource
Planning
Manager
Monitoring& Evaluation
ManagerAdmin
Manager
Planningand M & E
Team
M & E and MISOfficer
Planning andM & EOfficer
Supervisor
Admin Team
Admin OfficerAdmin
AssistantSr. DriverSr. Office
Helper
19