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

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Chapter No: 3 – The Cluster Development Executive/AgentTable No.-3.1: PROFILE OF CLUSTER DEVELOPMENT EXECUTIVE IN SAMPLED CLUSTERSSl Cluster Name CDE Name ParentDepartmentAge ofCDEEducationalQualificationYears ofServiceYearsofServiceas CDE1 Bamboo Cluster M.K. Handique IIE 47 M. Com 21 3Dimapur2 Food ProcessingCluster MuzffarpurK.M. Bangar MSME 56 M.Sc. 29 8Months3 Leather Goods ClusterAgra4 Leather Goods ClusterShantiniketan5 Plywood ClusterPerambavoor6 Rice Milling ClusterKarnal7 Rice Flakes ClusterAhmedabad8 Rice Milling ClusterKalady9 Rubber ClusterChengnacherryG.P. Agarwal MSME 48 Diploma inFootwearTechnology27 4Debashish Ghosh MSME 48 B.Sc. (Tech) 27 3Chandan T.S.KeralaIndustriesDepartment43 M.A.(Economics)18 6MonthsB.N. Kapoor MSME 49 M.A., Master ofMarketingManagement27 4P.N. Solanki MSME 42 Diploma in 23 1.4MetallurgyB. Sivaprasad Kerala51 M.A. 19 1IndustriesDepartmentSathyaraj N Kerala48 B. Tech. 18 5IndustriesDepartmentAjay Sharma MSME 44 B.E. 12 2.510 Ball bearing ClusterJaipur11 Bell metal Cluster B.B. Panigrahi MSME 41 M.A. 17 2Khurda12 Bell metal Cluster Hazo S. Deka MSME 44 B. Tech. 23 313 Brass Utensil Cluster D.K Singh MSME 55 M. Tech. 30 1.5Pareo14 Cotton Hosiery Cluster B.C. Singh Bisht MSME 54 Diploma in 27 3KanpurFootwearTechnologyR.S. Nirwan IIE 31 B.Com. 6 315 Diesel Engine ClusterRajkot16 Fan Industry ClusterHyderabad17 Foundry Cluster NO CDE wasAhmedabadappointed18 Plastic Cluster Aluva Neelambaran K.V. KeralaIndustriesDepartment19 Sewing MachineCluster Ludhiana20 Surgical InstrumentsCluster Baruipur21 Wet Grinder ClusterCoimbatore22 White ware ClusterKhurzaArvind Patwari MSME 50 M. Tech. 17 347 B.A., Diplomain Cooperation24 1S.S. Bedi MSME 52 B.A. (3 yr.Diploma)30 6S.K. Roy MSME 59 Diploma in 37 4MetallurgyV. Ramakrishanan SIDO 40 B.E., MBA 20 5K.C. SinghGovt of India(Ministry ofScience &Technology)47 B. Tech. 25 366
Chapter No: 3 – The Cluster Development Executive/AgentSuch a wide variation in the educational background of the CDEs indicates that they arenot selected on the basis of a defined set of qualifications required for the assignment,but have been recruited and deployed on the basis of their availability. The largenumber of CDEs with technical qualifications is also not always useful as the specific jobof the CDE requires organizational and managerial skills rather than technical skills. Therequired day-to-day functional technical or scientific inputs are normally available amongexperienced cluster actors and the specialized inputs required can be accessed from theappropriate technology and science institutions or advisors outside the cluster. It maybe concluded that the profile of qualifications for our CDEs in the sampled clusters doesnot conform to the core competencies required for the job.Turning our attention to age and experience are finds that as many as 14 of the 21 CDEs(66 percent), are in the late 40s and 50s age group, not ideally suited for an active fieldassignment. These CDEs have also put in several years of service, however theirexperience as CDEs in most cases is quite limited. It is also seen that a fairly largenumber of CDEs have been drawn from the MSME-DIs, and there are 12 out of the 21CDEs covered who belong to these regional establishments of the MSME. There are also4 CDEs that have been drawn from the state industries departments/organization whilethe remaining three belong to other institutions. This also leads to a high degree ofinbreeding which is not always desirable. There is thus a need to break out of theconfines of a narrow set of institutions and draw the required talent and expertise from awider arena consisting of technical NGOs and the corporate private sector. There shouldalso be an attempt to recruit younger persons, who may have the requisite educationalbackground or experience more suited to the tasks at hand.Apart from revamping the recruitment system for CDEs, adequate efforts are needed forthe proper identification and incorporation or ‘Mentors’ and Mentor Institutions in theprogramme. These Mentors and Mentor Institutions are required to guide and advise theCDEs in their tasks. The CDEs too are required to be assisted in his day-to-day work, bya Local Network Agent. It is also necessary to ensure that the CDE is allowed to carryout his well-defined tasks and is not burdened with responsibilities that are not directlyrelated to the Cluster Development Programme. It is often noticed that the agenciesthat control the CDEs assign additional responsibilities that distract the CDE from hisfocused task.Another factor seriously affecting the work of the CDEs is frequent transfers. The CDEshould thus be appointed for a cluster specific tenure, which should normally be longenough for him to see the cluster through its various stages of development. This is allthe more important as the CDE develops his competencies considerably while beingposted in a specific cluster. This on the job cluster specific expertise is likely to turn outto be exceedingly useful in the subsequent development of other similar clusters.3.5 Awareness of Current Job ResponsibilitiesHaving highlighted the current profile of the CDEs we now proceed to evaluate the levelof awareness that the CDEs have regarding specific job responsibilities. We have alsotabulated the responses of the CDEs regarding their confidence levels in carrying out theassigned tasks. This helps us to identify the specific tasks where awareness and67
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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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