Evaluation Study MSE Cluster Development - Ministry of Micro ...

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Chapter No: 5– The Special Purpose Vehcile5.8 Perceptions Regarding the Role of the CDE and Effectivenessof Soft InterventionsThe cluster Development Executive (CDE) is a key functionary in the SICDP as seen inan earlier chapter. Among his important functions there is the conduct of diagnosticstudy, the building of trust and confidence among cluster units, spreading of awarenessand advocacy for collective action and several other motivational and mobilizationmeasures that constitute what are broadly classified as ‘soft interventions’.These soft interventions prepare the cluster for the hard interventions and theireffectiveness and usefulness enables the SICDP to steadily progress and be successfullycompleted. The role of the CDP does not end with the completion of soft interventions,as he continues to carry out key functions during the phase of hard interventions as well.It is therefore important to obtain the perceptions of the SPVs regarding both the role ofthe CDE, as well as regarding the effectiveness or ineffectiveness of various softinterventions.In Table 5.5 we have presented the perceptions of the SPVs regarding the CDE assignedto the cluster.Table No.-5.5: PERCEPTIONS OF THE SPVs REGARDING THE ASSIGNED CDEsPerception of SPVs Regarding the CDENumbers ofResponsesVery Effective and Helpful but could do better with training 6Fairly Effective and helpful but could do better with training and4necessary resources and facilitiesNot Effective due to lack of training and the burden of other tasks 1Extremely Indifferent and Ineffective 0It is seen that in the case of 6 SPVs, the assigned CDE is perceived to be very effectiveand useful, but could do much better if adequately trained and provided with additionalfacilities to function effectively. In the case of 4 SPVs the perceptions regarding the CDEare that they are fairly effective and helpful, but require proper training and necessaryskills along with additional resources and facilities to function effectively. However in thecase of one SPV the perceptions regarding the effectiveness of the CDE is rathernegative, in this case it is perceived that not only does he lack training but is alsoburdened with tasks by his parent department that are not related to the CDPprogramme. Fortunately none of the SPVs find the assigned CDE to be extremelyindifferent and ineffective.The perceptions of the SPVs regarding various soft interventions are presented in Table5.6. It is seen, that there are as many as 8 different types of activities that constitutethese soft interventions. A careful scrutiny of the responses recorded regarding theseinterventions shows that, the first among the most effective soft interventions are groupmeetings that enhance mutual trust and confidence among members and help in theevolution of a consensual business or strategic plan. The second effective softintervention appears to be exposure visits to other clusters and CFCs. The third effectivesoft intervention is the participation in exhibitions and trade fairs.102
Chapter No: 5– The Special Purpose VehcileTable No.-5.6: RESPONSES ON THE EFFECTIVENESS OF SOFT INTERVENTIONSSoft InterventionsResponsesEffective NotEffectiveNoResponseGroup Meetings (to evolve a consensus 9 2 0on a business plan)Personal visits and interaction with4 3 4Cluster MembersExposure visits to other Clusters or8 2 1CFCsCommon Website/ Information Portal 0 0 11Participation in Exhibitions/ Trade Fairs 6 4 1Training Programmes and Seminars 5 5 1Marketing Visit 2 5 4Medical Conferences 4 2 5It is also quite revealing to find that marketing visits, and the conduct of training andseminars are perceived as being ineffective. Furthermore the number of No Responses isquite high indicating a fairly high degree of cynicism regarding soft interventions and thecasual manner in which these activities are treated. At the SPV level one cannot takethis indifference lightly as it is the SPV that benefits most from these interventions.It is therefore necessary to comprehensively revamp these soft interventions, byadopting the required professional approach through the involvement of behavioral andorganizational experts, and expert agencies. It would be worthwhile to commission aspecial study that puts together the best and most effective practices required tomobilize and motivate collective action, resolve conflicts and interpersonal differences,and effectively learn to cooperate.103
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EVALUATION STUDY OF MICRO & SMALLEN
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2.12 PROGRESS AND PRESENT STATUS OF
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INDEX OF TABLESTable No.- 1.1: CLUS
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COMMONLY USED ABBREVIATIONSBDSBusin
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31 million persons spread over 12.8
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Nevertheless, it is expected that t
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4. Role of the schemes in bringing
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Table No. - 1.1 (contd.)East/ North
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ANNEXURE - 1.1 Guidelines for Clust
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• Approval of budget and leveragi
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14. Contribution of the Ministry of
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Chapter No:2 - The General Profile
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Evaluation Study MSE Cluster Development - Ministry of Micro ...

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