The Narayana Sewa Sansthan ( NSS ) falls under the Hospital Activities group under the Human Health Activities division as per the National Industrial Classification. This division includes infirmaries, private clinics and activities of Ayurveda, Unani, Homeopathy and other such professionals.
Several for-profit and non-profit organisations operate in this industry in India and the grosss from the industry stood at $ 30 billion in 2010 as per the study on Hospital Sector by Northbridge Capital in November 2010. India still faces a deficit of over 6,500 primary and community health care centres with the outgo on wellness in India less than 1 % of the GDP compared to more than 5 % in the developed states.
Narayana Sewa Sansthan
Narayana Sewa Sansthan is an ISO 9001:2000 certified NGO started by Mr. Kailash Agrawal “ Manav ” in 1985. Dr Kailash used to work in P & A ; T section in Rajasthan and foundation of Narayana Sewa Sansthan was an interesting narrative which was a apogee of Mr. Agrawal ‘s sentiments and sort heartedness towards fellow human existences. He along with some of his friends took charge to function world and established Narayana Sewa Sansthan. NSS, at present dainties polio patients, those with intellectual paralysis, and orthopedically handicapped and handicapped individuals. NSS besides provides vocational preparation and instruction to physically handicapped and mentally retarded people to do them autonomous and independent.
This charitable organisation closely works with infirmaries, mental establishments, and establishments for the handicapped. NSS treats handicapped people free of cost and after that provides them instruction and preparation to enable them to gain their ain support. NSS boasts of extremely trained professionals and voluntaries in this baronial cause. All these plans are made possible by part and contribution provided by persons, organisations, and corporations.
NSS has its office in Udaipur, Rajasthan, India, and at present it is running 13 infirmaries for infantile paralysis intervention and one international infirmary for intervention of people from birth, free of cost. These infirmaries have more than 1000 beds and province of the art installations and sawboness for intervention of infantile paralysis patients. It maintains a inn for orphaned kids and a residential school for the mentally retarded, blind, deaf and dense kids. NSS often organizes service cantonments in order to administer nutrient, medical specialties, and basic public-service corporations in the tribal countries around Udaipur. It besides organizes matrimony ceremonials to bind the knots of physically handicapped people and takes attention of educational disbursals of hapless pupils who exhibit endowment.
The organisation has taken up several enterprises non merely to handle the hapless but to work towards their upliftment. It chiefly focuses on the infantile paralysis disabled section and besides caters to the physical, economic, and societal rehabilitation of the handicapped.
Physical endeavors- The organisation makes certain that creeping infantile paralysis patients can stand on their ain pess by set abouting surgical intercession.
Economic endeavors- The organisation has taken an inaugural by making installations for supplying preparation to the disabled in assorted professions and besides conducts Vocational preparation centres. It has besides provided natural stuffs and tools for helping the preparation of handicapped people shacking in small towns.
Social endeavors- The organisation has put in serious attempts to form matrimonies of the unfortunate disabled individuals. It has helped more than 700 twosomes in binding the knot.
Service camps- It has taken enterprises to function nutrient to the needy and hapless households and covers and flour packages to the destitute people in tribal countries.
Social awakening- The organisation has taken enterprises and conducted to distribute consciousness about the danger of dependence among the multitudes. Besides, it has maintained a nomadic medical attention unit which is equipped with all modern medical installations.
Caring for the orphans- The Sansthan has been running an Orphanage named “ Bhagwan Mahaveer Nerakshit Balgrah ” and takes attention of the nutrient, vesture, and instruction related demands of kids up to the age of 18. Besides, it runs a residential school for mentally retarded, deaf, dense and visually impaired kids.
The organisational construction consists of a minimalistic organisational chart with merely the really top places being defined. The legal guardian and pull offing manager is of class Mr. Kailash Chandra Agrawal. The president is Mr. Prashant ji Agrawal. Mrs. Vandana Agrawal, Mrs. Kamla Agrawal and Mr. Devendra Chaubisia are the managers ( Exhibit 1 shows the organisational construction of NSS ) . Below them are the 18 section caputs. There are sections runing from infirmary related to HR and even literature. People ‘s functions are good defined particularly in the lower rounds of the organisation. On the upper degrees there is non much hierarchy. An unfastened door policy is followed and people can easy walk in and speak to the manager and the president about their issues. This is true for each and every employee though it is largely practiced by the section caputs as they are more familiar with their higher-ups.
The manager has clearly attempted to make the maximal horizontal linkages possible but the lower degree workers, due to deep-rooted civilization, do non straight approach the manager or the president. Thus we see that every bit far as the sections are concerned, there are good established horizontal linkages within them ; information through this mechanism, one time gathered by the Heads of Departments, is so horizontally conveyed to the managers, the president and the MD. Here once more things are non hierarchical and horizontal linkages allow for information to base on balls from one to another in no peculiar sequence. The information at this degree is once more conveyed on a need footing and non in a bureaucratic manner.
Therefore the lone linkage that can be considered officially perpendicular is that by and large the section employees do non straight travel up to the higher ups. However as the mechanism to short-circuit this exists, such an attitude suggests trust in the section and in their higher-ups. After all in instance of struggle they can ever near the higher ups. Another direct impact of the horizontal linkages is that invention and acquisition is easy encouraged. New thoughts from employees are heard and implemented if found to be productive. This type of action is rather fast paced due to the structural design of the organisation.
The best manner to depict this organisation is perpendicular construction with effectual horizontal linkages. The civilization created here gives a clearer image as to why such a structural design was necessitated. The civilization is such that the people do non hold net income devising motor, instead they are at that place to function. Every worker of the Sansthan is called a “ Sewak ” or “ Sadhak ” . Sewak is defined by the NSS as spiritual worker. The Sansthan does non hold any clear spiritual associations, nevertheless thy have been visited by many celebrated Berra, babas and tirthankars. The purpose is to make Sewa in concurrence with the mission and the vision of the Sansthan. Therefore even the MD is referred to as Kalish Jemaah Islamiyah Manav Sewak. The word helps in fade outing off hierarchy. It gives a sense of equality and Fosters camaraderie among all degrees of direction and employees. Furthermore it acts as a motivation factor that empowers the employees to work at the nominal rewards offered and still keep a high degree of committedness.
Therefore we see that there are no inter or intra departmental struggles outright, the information flow in the organisation is both perpendicular and horizontal. The organisation has a familial civilization, proposing an organic construction ; nevertheless it is mechanistic when refering processs. This is apparent in the figure of successful infantile paralysis surgeries carried out for free. Till day of the month more than 1,46,000 successful infantile paralysis surgeries have been conducted here. This accomplishment has even put NSS in the Limca book of records. There is lucidity of intent in the mission of the organisation and this gives an appropriate construction to the organisation.
Within the organisational ecosystem NSS has non formed any collaborative confederations with other NGOs with similar ends. The ground is non the traditional adversarial attack but the fact that they possibly do non desire to portion the success that they have achieved in earning the financess from India and abroad. As the full organisation is based on contributions and even the wage provided to the employees is besides garnered through these agencies, sharing this sort of resource could take to dilution of financess that could finally impact the operation of the successful organisational theoretical account that has been established.
In India, NSS has more than 550 centres ( as reported by Mr. Deepak Gupta HOD literature section ) spread across 23 provinces and brotherhood districts. In the planetary scene they are profoundly entrenched in USA. They have 13 offices in USA with a separate hierarchy ( Exhibit 2 shows the coverage hierarchy in USA ) .While in India the primary focal point is to function, in the international centres, their motives seem to be economic chiefly and proficient otherwise.
Second in internationalisation there is a range of transportation of cognition and invention in a two manner procedure. Cheaper engineerings could be provided to the U.S. spouses ( if any exist ) and newer invention from other states could be integrated in supplying better prosthetics and quality merchandises to the people the Sansthan serves. These can be localized as per Indian demands and given free of cost to the patients coming to NSS. Later glocalization can supply selling chances to other states and selling these engineerings can bring forth alternate watercourses of income for NSS.
Equally far as interaction with the external environment is concerned the effects are felt chiefly within the authorities sector. Here we see that a figure of awards have been bestowed on NSS. ( Exhibits 3 and 4 list some of the awards and accomplishments of NSS ) . Along with awards of acknowledgment there have been grants and pecuniary remittals paid to the Sansthan by both the province and cardinal authoritiess. Most late, a contribution of Rs. 1,00,00,000 was awarded to NSS and Jaipur pes together. This chiefly forms the agencies of interaction in the undertaking environment. Apart from this, sociocultural, economic, and engineering sectors affect the organisational environment.
The sociocultural anchor of sewa, if removed would ensue in the prostration of the whole organisational design upon which the Sansthan is now set up. If the universe economic system is in a recession the figure of contributions being garnered by the Sansthan would dramatically cut down. In instance of domestic recession excessively this consequence would be evident. With a growing in rising prices the cost of supplying free services would increase and the figure of people being served may cut down.
Technology excessively plays an of import function in the external environment interaction strategy. Less than a month ago, bio-metric oculus scanners were installed in the office in Hira-Magdi in Udaipur. This procedure is besides being presently implemented in the infirmary. All constitutions of the NSS are kept under changeless CCTV surveillance. These steps guarantee seasonably interruptions and attending by the employees and the CCTV ensures a proper behavior by the employees. Harmonizing to Mr. Deepak Gupta there have been cases of workplace sexual torment and the harassers have been dealt with fleetly thanks to the CCTV ‘s.
Internal Factors and Design
Class of Organization: The Narayana Sewa Sansthan ( NSS ) , a charitable organisation in the service sector, like other service organisations, accomplishes its primary intent of functioning the world through proviso of services in the signifier of instruction, societal and medical services. It is successfully running 516 subdivisions in India, 111 subdivisions abroad and 13 esteemed infirmaries for infantile paralysis affected patients which clearly say that it is a labour and knowledge intensive organisation with many employees needed to run into the demands of clients. Besides, since it chiefly focuses on rendering philanthropic service to the society at big, a direct interaction between the clients and employees become really indispensable. Therefore, a service organisation like NSS uses few boundary functions because the services rendered by it are intangible which makes it indispensable for the clients to interact with the service suppliers.
The mission and vision of the organisation is valued more by the employees than the wages they earn and this is what keeps them motivated. There is neither a formal public presentation rating system for the employees nor is there a wages system but the employees receive gifts and Sweets on occasions like Diwali, Dussehra, etc.
Mutuality among sections: The operating unit of Narayana Sewa Sansthan at Hiran Magri, Udaipur has 18 sections including the Hospital section, Donations section, Audit section, Communication section etc. These 18 sections have limited mutuality among themselves with each section lending to the common good of the organisation but working independently as in the instance of pooled mutuality. Each of these sections portion fiscal resources from a common pool and besides, the success of each section contributes to the overall success of the organisation.
Control levers used at NSS: Nitrogen was established in 1985 with the mission of assisting world by handling patients enduring from infantile paralysis and intellectual paralysis and besides serve the handicapped. One alone thing about NSS is that their mission has non changed in the last 27 old ages and will non alter even in the old ages to come. To guarantee this and maintain the employees motivated to function people, it has used belief systems to joint the values that the laminitiss wanted to transport frontward with clip. NSS ‘s premier focal point was to render philanthropic services to the society and hence, it has deliberately designed belief systems to be wide plenty to appeal to all the sections and their employees and besides to animate committedness to the organisation ‘s nucleus values or mission. Without a formal belief system, employees in big organisations do n’t hold a clear and consistent apprehension of the nucleus values and are forced to do premises about a batch of things and act in a eldritch manner to unpredictable fortunes. Belief systems in NSS helped the employees understand the larger intent of their attempts, in other words to assist them understand that they can do a difference.
New recruits and Payment policy: Currently NSS ‘s operating unit at Hiran Magri has about 800 employees and the enlisting of new employees depends on vacancy. They have a alone payment policy wherein during the enlisting procedure itself the interviewer clearly references that the wage paid will non be really moneymaking and that the employee should hold an built-in involvement to function people and should give more importance to assist mankind.
Transparency: All histories are audited by certified CAs and the inside informations of each pecuniary dealing can be looked up. Everything is documented and modern package is used.
Narayana Sewa Sansthan is a well-structured organisation with to the full working sections ( Hospital operations, HR, Call centre, Finance & A ; Histories, Auditing, International subdivisions, Literature, Projects, etc. ) . All these sections are good aligned with the organisational mission and vision and all employees ( called “ Sadhak ” ) are good cognizant of the mission of functioning the oppressed. NSS has 13 international subdivisions each headed by subdivision presidents. These subdivisions play an of import function in the fund direction for Narayana Sewa Sansthan.
Since every section has a well-organized hierarchy, and are being represented by several section caputs, for the interest of analyzing the organisational procedure, we will be looking at Decision doing, Culture, Conflicts and Innovation as the key attributes.
Decision devising: All sections play an of import function in the determination doing procedure of Narayana Sewa Sansthan. Since Narayana Sewa Sansthan consists of more than 800 employees, active engagement of each and every employee in the twenty-four hours to twenty-four hours determination devising is hard, but all of them are good represented by their several section caputs. Decisions are taken sing fund direction, ongoing operations, infirmary direction, future undertakings etc.
Decision devising policy is rather clear and simple in Narayana Sewa Sansthan. A cabinet consisting of the pull offing legal guardian, the president, the managers, and all the section caputs meets every Thursday to reexamine the on-going undertakings and gather updates from each member sing their specific section. All issues ( including hold in printing of literature, canteen related issues ) are put frontward and discussed. This helps Narayana Sewa Sansthan in extinguishing cognitive prejudices in determination devising, which arise from single judgement. By geting at a determination jointly or in audience with several people in the organisation, this hazard is eliminated. But here in this procedure clip taken to get at a determination is more every bit compared to single determination devising. Reaching a consensus is non a large challenge at NSS because they have an unfastened door policy i.e. they are unfastened to new thoughts and follow an organic direction construction. This helps in making a friendly work environment wherein any employee can walk up to even the President, to hold his issues resolved. The employees work in close coaction which besides helps in maintaining them motivated. The job of group think can rule in this sort of determination devising procedure which may earnestly halter the quality of determinations.
The concluding determination, which is normally consentaneous, is approved by Sh. Kailash Manav, the pull offing legal guardian of Narayana Sewa Sansthan.
Culture: During our interview with forces at Narayana Sewa Sansthan, we found that the civilization of Narayana Sewa Sansthan is chiefly driven by its mission of functioning the oppressed. They called it a household civilization which was apparent from the manner they referred to Kailash Ji Manav as “ Babuji ” and his married woman as “ Mataji ” . Even fellow employees were called “ sadhak ” , which means people with a specific end to function, and this end was to function the humanity for NSS employees. The grade of societal capital, the quality of interaction among people and the development of a common position is really high at NSS. In such sort of organisations, relationships are based on trust, common apprehension, and shared norms. Here shared norms and values are the motivative factors for the people.
The civilization of Narayana Sewa Sansthan is “ Mission Culture ” where specific clients in external environment are served. Narayana Sewa Sansthan is an organisation where there is no demand for frequent alteration. Their vision and mission have remained same over clip and are improbable to alter in the close hereafter. This sort of civilization is based on clear ends and marks. At NSS, the marks in footings of figure of operations performed in a twenty-four hours are clearly defined and the organisation continuously strives to increase these Numberss. Mission civilization is characterized by professionalism, aspirations, and aggressiveness. These are all apparent in Narayana Sewa Sansthan. Orthopedic sawboness ( 4 Numberss ) carry out about 90 operations in a twenty-four hours. This is a clear mark of professionalism driven with mission civilization. NSS is spread outing into a 1000 bed infirmary in Badi ( Near Udaipur ) , a mark of aspiration to function people in big quantum.
Conflicts: Organizational struggles are a consequence of normal interaction of changing human involvements. Three ingredients are necessary for intergroup struggles: group designation, discernible group differences, and defeat. Any missing ingredient will do the trigon to stay uncomplete.
In Narayana Sewa Sansthan, there are discernible groups as different maps are organized into sections and coverage construction is good identified. A figure of sections are placed on the same floor of the Ankur Apartments office ( Hiran Magri Sector-4, Udaipur ) , yet some other sections like call centre and infirmary are at different topographic points. This could do some degree of group differences.
Beginnings of struggles in an organisation are end mutual exclusiveness, mutuality of undertakings, distinction etc. Here in Narayana Sewa Sansthan right from recruitment emphasis is given on the ultimate end of service to the people. All people in all sections value this, and this has mostly helped NSS in avoiding major struggles.
Organizational invention: Constitution of Narayana Sewa Sansthan itself was an invention by its laminitis legal guardian. The cellar of the infirmary is used in readying of callipers, unreal limbs and other equipment used in the intervention of patients. Capacity and infinite is utilized at its optimal degree. Further, 90 operations in a twenty-four hours by 4 sawboness tells narrative of efficiency of the whole system. Since the figure of people to be served is increasing by springs and bounds, inventions to better the efficiency of the operations are critical. Invention is something an organisation needs to further to provide to the demand of a altering environment. Narayana Sewa Sansthan is making a great occupation in handling people enduring from polio free of cost.
Issues: As per Mr. Dilip in HR, NSS faces a terrible deficit of staff in HR and the paysheet on an mean takes about 10 yearss. Other jobs include a deficiency of infirmary beds and the greatest issue faced by NSS is that after the diagnosing or scrutiny of a patient it could be up to two old ages before the patient is operated upon. As a big figure of patients coming to Udaipur are from Delhi, their step to cover with the job is to get down up operations in Delhi so as to relieve some hold clip.
Leadership at Narayana Sewa Sansthan
Leadership ability determines future success of the organisation. Its laminitis, Mr. Kailash Manav, leads Narayana Sewa Sansthan. He considers NSS to be a household and non an organisation. He is a function theoretical account for people working in NSS who call him “ Babuji ” .
Mr. Kailash Manav believes in transformational leading which aims to win the Black Marias and heads of others.A It necessitates trust, concern and simplification instead than straight commanding the members of the organization.A He wants people in the organisation to hold accomplishments that set up a long-run vision and mission, and authorising people to modulate themselves, training, and germinating others.A He wants to make trust and apprehension among the employees so that they can function people more expeditiously. Mr. Kailash Manav is a sort of leader who develops a religious energy within the employees of the organisation that helps them to take positive actions.
Mr. Kailash Manav wants to assist non merely the hapless and destitute, his nature encompasses the benefit of the employees every bit good. He believes that by listening to the dreams, demands and desires of people best service can be provided. Narayana Sewa Sansthan organizes hebdomadal meetings so that employees and patients can portion their jobs and demands. In add-on, he is really accessible and any one can walk into his room and discourse the concern if required.
He is successful in act uponing employees of the organisation to work towards achieving a common end. Cohesive behaviour and cooperation among the employees play a really of import function in accomplishing the organisation ‘s end and he tries to inculcate positiveness so that everyone works together and the organisation can make the quantified end.
Important patterns followed by Mr. Kailash Manav
Supplying intent to the employees: Harmonizing to Mr. Kailash Manav, vision of the organisation is overriding, without which, people will non draw a bead on to work towards accomplishing the common end. Peoples perform better, work cohesively, and sacrifice merely if they are cognizant of what they are working for. Apprehending and collaborating vision is really of import for the organisation and he tries to portray the large image. He wants to do people believe in the fact that each one in the organisation is every bit of import and has a function to play and that everyone is lending to the larger image.
A star squad should be built, non a squad of stars: A Individual development and penchants come secondary, Mr. Kailash Manav believes in development of the whole group. He thinks that if participants are non willing to compromise on personal ends, so it is about impossible for the squad to make its possible. He encourages his employees personally to go squad participants. He ever portions ideas of Ervin “ Magic ” Johnson that “ Everybody on a title squad does n’t acquire promotion, but everyone can state he ‘s a title-holder. ” Peoples are encouraged to make a winning squad by collaborating and therefore everyone can be a victor. He wants to affect everyone in set uping shared values and make an environment that supports consistent squad attempts, joint creativeness, openness, and freedom to speak and trust. This sort of environment aids in deciding dysfunctional behaviour, smoothen coaction and promote joint job work outing. This finally helps to capitalise the usage of every squad member ‘s diverseness.
Shared ownership should be created for the consequences: Mr. Kailash Manav inspires people to get down work by themselves and so portion ain single end product with their groups. Eighteen sections are functional in Narayana Sewa Sansthan, and they work jointly to assist destitute people. Each section keeps the other sections informed, as to how the single units are executing.
Complete development of the squad members: A Reaching concluding end is the primary motivation of Mr. Kailash Manav but apart from this, he besides wants to convey out the best in his people. He believes in assisting squad members to come on in a manner so that all of them can expeditiously take part in the undertakings and be able to lend to the squad. He organizes preparation Sessionss, and besides assigns wise mans to persons when needed. Persons get feedback on a regular footing.
Pleasant work environment: Narayana Sewa Sansthan works for the needy and the hapless. Mr. Kailash Manav ensures that people enjoy their work and he encourages creativeness, hazard taking attitude and changeless improvement.A This besides comprises freedom to neglect, larn new things, and a sense of satisfaction at the workplace.A
Inspire and actuate squad members: A Mr. Kailash Manav keeps the enthusiasm of employees high, A inspires and stimulate them by stretching ends, and takes a personal involvement in their development.A He ever recognizes the achievements and public presentations of squads and employees at a personal every bit good as an organisational degree.
Stress on constructive communicating: Mr. Kailash Manav influences the communicating exchanged within the organisation in his ain manner. It includes end scene, work programming, job resolution, disciplinary feedback, treatments etc. He encourages unfastened communicating among team members and communicates team sentiments to and from other squads. He besides provides supervising to the squad based on higher direction way and treatment with other employees.A Issues which can non be resolved at section degree are besides taken attention of by him. He besides serves as a important point to link and decide interface and integrating issues between squads.
Monitor, but do non micromanage: Mr. Kailash Manav avoids near supervising. He does non over foreman or dictate. HeA helps the squad to maintain path and remain focused.
Making Awareness: Service of the agony mortality has many dimensions. On the one manus, it helps the victims through material points like nutrient, apparels, interventions etc. and on the other manus, it spreads the message of human-centered service among the masses.A For dispersing the message of human-centered service across the World, the Sansthan on a regular basis telecasts Sewa reading of Mr. Kailash Manav on many telecasting channels in more than 167 states.
Balanced Scorecard Evaluation
NSS has been evaluated under the Balanced Scorecard attack as follows:
Fiscal: There is no demand to believe of return on investing. The financess of the Sansthan come through contributions and authorities grants. The return is to do disabled and backward people independent by giving a trade to prolong support.
Internal Business Procedure: The intent is to give employment to every bit many as possible and these aims have been systematically fulfilled. Value has been added to many lives.
Learning and Growth: There has been employee keeping and the range of activities every bit good as figure of centres across India have increased manifold.
Customers: The infantile paralysis afflicted and tribal hapless have testified in their ain words as to how much better they feel after traveling to the Sansthan. Customer satisfaction is high.
As all four standard are satisfied and public presentation in conformity with overall mission scheme is great, the organisation ‘s design may be deemed effectual.
While a batch of the employees of the Sansthan are the people who themselves have been helped to go independent by the NSS, non all are internally trained employees. Many of the people that have been helped out develop feelings of making Sewa and are drawn to fall in the Sansthan. There does n’t look to be engagement of any sort of internal political relations in the organisation every bit good.
Equally far as scheme is concerned the Sansthan takes a low cost leader attack in the Porter ‘s scheme model. Its base in Udaipur has given the focal point of the rural sector and the primary patronage selected are the infantile paralysis afflicted. While in urban countries the cases of infantile paralysis are much reduced thanks to the improved attempts to the infantile paralysis bead run it seems to hold non gone down every bit much in the rural model. However their low cost leading is reflected in supplying free of cost goods and services to non merely the infantile paralysis afflicted but to the hapless, the aged, adult females, kids and the handicapped.
In measuring the Sansthan in the Miles and Snow framework we see that it is a prospector that is invariably looking to spread out the figure of subdivisions. A group of people tasked to happen out both rural and urban countries where new NSS offices and infirmaries can be set up are sent out often. This suggests a dynamic growth environment which is best suited to the prospector scheme.
Exhibit 1: Organizational Structure at Narayana Sewa SansthanAppendix
Exhibit 2: Organizational Hierarchy in USA
Mr. Anil Mehta
Dr. Subhash Paliwal
Mr. Avadhesh Agarwal
Global Vice President
Dr. Rasindhi Ji Seth
Mr. Bhagwati Lal Joshi
Mr. Bharat Toliya
Mr. Abhi Humad
Mr. Kiran Kachroo
Dr. Chiman Bhai Patel
Mr. Harish Mehta
Mr. Kishan Joshi
Mr. Dhyanoba Kenre
Mr. Mahendra Bhai Shah
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Exhibit 3: Accomplishments of NSS
Polio Operation ( Number )
Distribution of Crutches ( Number )
Treatment of Patients ( Number )
De-addiction of Peoples ( Individual )
Description of Medicines ( Rupees )
Distribution of Sewing Machines
Distribution of Clothes ( Number )
Distribution of Tri Cycles ( Number )
Distribution of Foodgrain ( Kg. )
Distribution of Hearing Aids ( Number )
Service of Patients Meals
Distribution of Calipers ( Number )
Residential School Boy ‘s Capacity
Distribution of Vegetables on Carriage
School Bags for the School Students
Business Training ( Physically challenged )
Benefitted Students in Bhagwan
Mahaveer Orphanage Hostel
Marriage of Physically Challenged ( Couples )
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Exhibit 4: Awards and Accolades for NSS and Shree Manav
Padma Shree award to Shree Manav for his societal service by the honest President of India
Personal class award at national degree for exceeding services for the public assistance of the disabled by Dr. A.P.J. Abdul Kalam
National Harmony Award by Mr. Bhishma Narain Singh
“ Best Social Worker ” by the honest Governor of Rajasthan
“ Best Organization ” by the honest Governor of Rajasthan
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