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

Table of Contents Background of the Samurdhi Program ......................................................................................... 4 Goals of the program .................................................................................................................... 5 Vision of the Samurdhi Program............................................................................................... 5 Mission of the Samurdhi Program ............................................................................................ 5 The structure of the Samurdhi program ....................................................................................... 5 Organization structure of the Samurdhi program ........................................................................ 6 objectives of the program ............................................................................................................ 7 Services of the Samurdhi program ............................................................................................... 7 Activities of Samurdhi program .................................................................................................... 9 Ways of finding the necessary capital for a Samurdhi bank ......................................................... 9 The problems faced by the Samurdhi program ............................................................................ 9 Administrative and informational cost ..................................................................................... 9 Incentive effect ....................................................................................................................... 10 Political economy.................................................................................................................... 10 Nature of the good provided .................................................................................................. 10 Weak accountability ............................................................................................................... 11 Culture of the Samurdhi authority ............................................................................................. 11 Summery ..................................................................................................................................... 13 Background of ASB...................................................................................................................... 14 Goals of the ASB ......................................................................................................................... 15 ASB Vision ............................................................................................................................... 15 ASB mission is to help ............................................................................................................. 15 The structure of ASB ................................................................................................................... 16 Objectives of the program .......................................................................................................... 16 Services of ASB............................................................................................................................ 16 Economic Assistance ............................................................................................................... 16 Reconstruction of Housing Units ............................................................................................ 16 2

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

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 programs that alleviate poverty. health) and other government

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 20 percent 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

ORGANIZATION STRUCTURE OF THE SAMURDHI PROGRAM

OBJECTIVES OF THE PROGRAM

Providing a sound investment capacity to the poor people through the enhancement 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 and guarantees 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 that the 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 (Workers' Federation), a ASB

Samaritan 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 optimism and 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 ASB VISION

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

Country director

Account

Administration

Transport

Finance manager Assistant finance manager

Projects managers

coordinators

Project coordinators

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).
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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 improved in 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.

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