Agriculture Reference
In-Depth Information
Table 8.1
Delegation of roles, powers, and responsibilities in a model organisation
Sr. No.
Activity/responsibility/role
Decided by
Approved/checked by
1
Selection of site for plantations and nurseries
Unit manager
Divisional manager
2
Preparation of treatment plan of site, including
detailed estimates
Unit manager
Divisional manager
3
Procurement of seeds, tools, and plants, other
materials like polypots, pesticides, etc.
Divisional manager
4
Deployment of labour on site for execution of
work, and marking daily attendance
Supervisor
Unit manager
5
Measurement of work done by labourers,
including quality check, and on-the-spot
guidance to labourers, and preparation of
wage bills of labourers
Supervisor
Unit manager
6
Auditing and passing of the bills of labour and
other contingent expenditure incurred on
works
Divisional manager
7
Payment of wages to workers, preparation of
account thereof
Unit manager
Divisional manager
8
Marking of contour lines, and other alignment
of works items
Supervisor
Unit manager
9
Maintenance of records/documentation like
plantation journals, plantation cards, etc.
Supervisor
Unit manager
10
Constitution of VFPMCs, and liaising with
them
Unit manager
Divisional manager
11
Execution/erection/excavation of work items in
field
Workers
Supervisor
12
Deciding general policies like model treatment
plans, wage rates, cost norms, allocation of
targets, prescribing technical guidelines and
procedures, and administrative work
including general control
Project leader
(Director)
Funding authority
13
Quality check in field
Divisional
manager
Project leader
VFPMC
village forest protection and management committee
It is necessary that the director should be provided with a minimum of supporting
staff and infrastructure to effectively discharge his duties. Since his main role is that
of leading, and providing a uniting figure, he will most of the time be moving around.
He will need supporting staff consisting at least of a stenographer, a driver, and a
computer operator. It will not be a good idea to open a large office full of employees
around him, putting up papers every now and then that can well be disposed of by
others. He only needs support for communicating his ideas, evaluating progress of
the programme, and steering the direction of progress of the programme. He should
not be burdened with the establishment matters of the organisation, not even of his
own office. He can have an administrative assistant and a technical assistant who can
filter out all the information received, and put up the results for his perusal. If the
technical assistant is also entrusted with the task of looking after the establishment
matters of the director's office, the post of administrative assistant can be dispensed
with.
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