Agriculture Reference
In-Depth Information
hierarchies should not form the basis of relationships between the different layers.
Relationships should be defined with a view to facilitating co-operation, collaboration
and synergy in performance, and co-ordination among different units.
Organisational structure should not be too formal, rule-ridden, and rigid. Flexi-
bility in an organisation helps it survive in times of crisis, makes it agile so that it can
adapt to external changes quickly, and enables it to remain dynamic and responsive
at all times.
An example of an organisational structure for managing afforestation projects and
programmes is shown in Fig. 8.1 . It is seen that the programme director here is not a
part of the management hierarchy. He is there to guide the programme in its overall
direction. He should keep only the aims and objectives of the programme in mind,
and think of ways and means of achieving these effectively. He will be concerned
only with policies, not individual decisions and practices. Similarly, the workers in
field are from the local communities who are also the beneficiaries of the programme.
A programme covering a large geographical area may be divided into smaller
units (here called divisions). The divisions can be further divided into units, units
into clusters (or watersheds), and clusters into plantation sites. Fewer levels mean
more effective supervision, easier communication, and better responsiveness, so that
the organisation is able to adapt quickly to changes in technology and management
practices. However, more levels may be desirable for paying greater attention to
details. A balance is sought that best fits the context, the size, and the objectives of
the afforestation programme.
Appropriate delegation of powers and distribution of functions along with clarity
of roles and responsibilities is important for efficient functioning of the organisation.
An example of delegation of powers is shown in Table 8.1 .
Usually each unit will have its own nurseries, its own equipment, and its own
staff. Even so, horizontal integration between two units at any level is provided by
the authority one level above which enables flexibility as well as synergy.
8.1.2
The Programme Director
The programme director should be a person fired with the original vision of the
programme. He should know and intensely feel why the programme is needed, and
what it aims to achieve. In any afforestation programme of significant scale, he should
be a person with experience, at the executive level, of at least 5-10 years. He should
possess basic knowledge of afforestation under varied conditions in varied terrains
in different geographic regions. He is the leader of the programme, and should be
able to direct, develop, innovate, inspire, and energise the programme as a whole.
He should be able to articulate the vision of the programme and the mission of the
organisation, and to communicate these both to the programme staff and to other
stakeholders including the local communities who will ultimately be the users and
managers of the resource being created under the programme.
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