mc group assignment, a study report of newah

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/


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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

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