International Journal of Current Research and Review (IJCRR)

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IJCRR - Vol 04 Issue 24, December

Pages: 140-144

Date of Publication: 30-Nov--0001


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ASSESSMENT OF QUALITY NEEDS FOR NON FORMAL SERVICE SECTOR

Author: Mohit Tripathi

Category: Technology

Abstract:The aim of this research is to find the quality needs for improvement of non-formal organization/service sector's productivity. The non-formal organization or unorganized sector consists of all unincorporated private enterprises owned by individuals or households engaged in the sale and production of goods and services operated on a proprietary or partnership basis. Many parameters are responsible for increasing the productivity of the organization like public utility, selection of area, organized committee, finance and publicity. For deciding priorities and accessing the enhancement the quality of any non-formal organization, a questionnaire was prepared according to review of literatures. A survey was conducted with contacting 121 peoples/organizations and 26 people were interviewed in which 46 sample data collected from non-formal organization. SPSS 17.0 versions (statistical analysis software) used to analyze the sample data, which was received from the various peoples/organizations. As result of this study public utility was ranked highest followed by the selection of area, organizing committee, finance and publicity. After the application of this methodology to an event management group it is observed that they are highly managed and serving the best to the public.

Keywords: Non-Formal Service Sector, organizing committee, Quality Assessment, selection of area, SPSS.

Full Text:

INTRODUCTION In the recent cost-effective environment and in the globalization process the companies facade many challenges in all sectors; Unorganized/ Informal sector: The unorganized sector consists of all unincorporated private activity owned by folks or households betrothed in the sale and production of goods and services control on a proprietary or partnership foundation and with less than ten total workers (Rao, et.al. 2012). Informal sector is also divided into two broad categories: traditional domestic based informal sector and modern informal sector (Ranis and Stewart (1999). Traditional informal sector is differentiate as very small size, squat capitalization, stumpy labour productivity, stockstill technology and household based production unit. Modern informal sector is characterized as larger in size, capital demanding and more dynamic in technology (Indrajit.et.al.2010). The informal service organization is the intertwining social structure that governs how people work together in practice. It is the aggregate of behaviors, interactions, norms, personal and proficient connections through which work gets done and relationships are built among people who share a common organizational affiliation or cluster of affiliations. It consists of a vibrant set of personal relationships, social networks, communities of common interest, and arousing sources of motivation. The informal organization evolves organically and spontaneously in response to changes in the work milieu, the flux of people through its porous boundaries, and the intricate social dynamics of its members. Tended effectively, the informal organization complements the more explicit structures, plans, and processes of the formal organization: it can pick up the pace and enhance responses to unanticipated events, foster innovation, enable populace to solve problems that require alliance across boundaries, and create footpaths showing where the formal organization may someday need to  pave a way (Michael et.al.1956). The informal organization, which is never explicitly stated. It encompasses all the acquaintances and relationships that aren't on the association chart but communicate to how people throughout the organization actually complex to get the job completed. The formal side of an organization establishes an overarching structure, but it's the informal organization that fills in the gaps of what the formal isn't doing. Unfortunately, most managers leave the informal organization to instinct or chance. Individuals need to comprehend their informal networking prospect—and to learn how to plot a course in those networks. Frontline and mid-level workers can be educated to be more valuable at operational in and through the informal network, while upper-level managers can learn to be more effective at seminal, using, and integrating it with the ceremonial organization. By mobilizing the power of the informal organization, companies will benefit from faster decision-making and improved execution, as well as from having more highly motivated workforce whose behaviors are better aligned with directorial goals and strategies. The end result is better performance (Goldsmith's,2012) .

INFORMAL SERVICE SECTOR
"The informal organization is a very useful and potentially powerful supplement to the formal," "When you get them jumping together, you gain, because the formal organization provides for alignment, scale, and consistency. The informal organization provides for motivation, emotional commitment, responsiveness, and flexibility." (Katzenbach et.al.2012) Benefits of the informal organization Although informal organizations create unique challenges and potential problems for management, they also provide a number of benefits for the formal organization. Blend with formal system Formal plans, guiding principle, procedures, and principles cannot solve every predicament in a dynamic organization; therefore, informal structure must intermingle with formal ones to contract work done. "Informal kindred in the organization serve to preserve the organization from the self-destruction that would result from literal obedience to the formal policies, rules, regulations, and procedures." No college or university could function purely by everyone following the "letter of the law" with respect to written document and procedures. Faculty, staff, and student informal groups must oblige in fulfilling the” spirit of the law" to effectuate an organized, sensibly run enterprise. (Robert Dubin, 1951) Lighten management workload Managers are less inclined to check up on workers when they know the informal organization is cooperating with them. This encourages delegation, decentralization, and greater worker support of the manager, which suggests a probable improvement in performance and overall productivity. When a professor perceives that students are conscientiously working on their term papers and group projects, there are likely to be fewer "pap tests" or impromptu progress reports. Fill gaps in management abilities For instance, if a manager is weak in financial planning and analysis, a subordinate may informally assist in preparing reports through either suggestions or direct involvement. ' Act as a safety valve. Employees experience frustration, tension, and emotional problems with management and other employees. The informal group provides a means for relieving these emotional and psychological pressures by allowing a person to discuss them among friends openly and candidly. In faculty lounge conversations, frustrations with the dean, department head, or students are "blown off" among empathetic colleagues. Encourage improved management practice Conceivably a restrained benefit of informal groups is that they give confidence to managers to prepare, plan, organize, and control in a more skilled approach. Managers who figure out the supremacy of the informal organization be acquainted with that it is a "check and balance" on their use of clout. Revolutionisation and plan are introduced with more careful thought and consideration, knowing that the informal organization can easily kill a poorly planned project. Understanding and Dealing with the Environmental Crisis The hierarchical ineffectiveness and how to triumph over, it could not passably understand the ecological crisis, or how to initiate tolerable. solutions. It argued that what was required and widespread introduction of  informal set of connections or Information course-plotting Groups which were essentially a description of societal networking services prior to the internet.
FORMULATION
Major contents of the questionnaire

  • Finance
  • Organizing committee
  • Selection of area
  • Publicity
  • Public utility
  • Successfulness of event

SCALING TECHNIQUE
 
Scaling technique where a hefty number of objects that are proclamation of viewpoint or target are generated. Each item is arbitrator according to whether it reflects a encouraging and unfavorable attitude towards the object in questions. 


CONCLUSION
This study explores the effect of finance, organizing committee, selection of area publicity, public utility on Successfulness of Event based on survey among Indian organizations. Moreover, the study shows that finance, organizing committee, selection of area, publicity, public utility gives significant effect on Successfulness of Event. The salient feature of this study is that, these finding are derived Int J Cur Res Rev, Dec 2012 / Vol 04 (24) Page 144 from a broad range of Indian organizations, representing service firms from private sectors. Finally, the finance, organizing committee, selection of area, publicity, public utility strengthen the way i.e. the Successfulness of Event. Results show that, an improved understanding of communication, organizing committee work‘s, finance management handling, cooperation .It is also found that when finance, organizing committee, selection of area, publicity, public utility are established with the organization, they work toward the collaboration or organizational integration from the broad range of non-formal organization, representing quality and service firms from private and public sectors. A conclusion section must be included and should indicate clearly the advantages, limitations, and possible applications of the paper. Although a conclusion may review the main points of the paper, do not replicate the abstract as the conclusion. A conclusion might elaborate on the importance of the work or suggest applications and extensions.

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