SADRAG: NGOs with organizational growth challenges

Abstract

Subject area Management – NGOs and organizational growth challenges. Study level/applicability Undergraduate/MBA – The case can be used in an executive MBA or management development program (especially for the development sector) to discuss the importance of design in the successful transition from one phase to another in an organization. Case overview Social and Development Research and Action Group (SADRAG) incepted in 2004 as a registered not-for-profit organization. It was started by Dr Mala Bhandari. In 2014, Dr Bhandari estimated that SADRAG would have to expand to 7-10 employees in the Noida office and 6-8 employees in the new center in North India by the end of 2014, to manage the portfolio of projects envisaged at this time. Dr Bhandari's major challenge was how to manage the organization and meet its growing needs, and she felt burdened and stressed due to multiple demands on her due to internal issues and external interactions. People looked to her for guidance and directions. Because of the growing pressure, Bhandari decided to get an assessment done for her organization's growing needs. Expected learning outcomes To appreciate the challenges faced by non-governmental organizations (NGOs) in India. To diagnose the stage of organizational growth of SADRAG using Greiner's model of organizational growth. To appreciate the issues and problems faced by NGOs as organizations. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.