PROJECT REPORT

ON

LEADERSHIP AND TEAM BUILDING

Submitted to: Prof. Arjya Chakravarty

Submitted by:

Nimish Saxena (CFT08-084)

Prashant Saxena (CFT08-102)
Priyanka Arya (CFT08-104)
Sana Shahid (CFT08-124)
Upasana Saxena (CFT08-161)

JAIPURIA INSTITUTE OF MANAGEMENT, LUCKNOW

AUGUST 31, 2009

 TABLE OF CONTENTS

 WHAT IS LEADERSHIP

 PRINCIPLES OF LEADERSHIP

 FACTORS OF LEADERSHIP

 LEADERSHIP IS A FACET OF MANAGEMENT

 MR. DHARM DUTT: A PIONEER IN FIELD OF SOCIAL SERVICE

 THE PROCESS OF GREAT LEADERSHIP

 LEADERSHIP STYLES

 DEVELOPMENT OF MR. DHARM DUTT AS A LEADER

 LEADERSHIP TRAITS

 POWER AND INFLUENCE

 MR. DHARM DUTT: THE JOURNEY IS STILL ON

 QUESTIONNAIRE
 WHAT IS LEADERSHIP

"Leaders stand out by being different. They question assumption

and are suspicious of tradition. They seek out the truth and make
decisions based on fact, not prejudice. They have a
preference for innovation."

Leadership is all about influencing people to get things done to a standard

and quality above their norm. The purpose is that the work should be done
willingly. Leadership is a process by which a person motivates others to
accomplish an objective and directs the organization in a way that makes
it more cohesive and coherent. Leaders carry out this process by applying
their leadership attributes, such as beliefs, values,
ethics, character, knowledge, and skills. Although your position as a
manager, supervisor, lead, etc. gives you the authority to accomplish
certain tasks and objectives in the organization, this p o w e r does not
make you a leader, it simply makes you the b o s s . Leadership differs in
that it makes the followers w a n t to achieve high goals, rather than
simply b o s s i n g p e o p l e a r o u n d .

Leadership is an immature science and researchers are still struggling to

find out what the important questions in leadership are. The ends of
leadership involve getting results through others, and the means of
leadership involve the ability to build cohesive, goal-oriented teams. Good
leaders are those who build teams to get results across a variety of
situations. Leadership represents a complex form of social problem
solving. Leadership is both a science and an art. Also leadership is both
rational and emotional.

PRINCIPLES OF LEADERSHIP

The basic principles that a leader imbibes in are:

To Know Yourself And Seek Self-Improvement

In order to know yourself, you have to understand yourself that what you
are, w h a t y o u k n o w , and what you can d o . Seeking self-
improvement means continually strengthening your attributes. This can be
accomplished through self-study, formal classes, reflection, and interacting
with others.

Seek Responsibility And Take Responsibility For Your Actions

Search for ways to guide your organization to new heights. And when
things go wrong, they always do sooner or later - do not blame others.
Analyze the situation, take corrective action, and move on to the next
challenge.

Make Sound And Timely Decisions

Use good problem solving, decision-making, and planning tools.

Set The Example

Be a good role model for your employees. They must not only hear what
they are expected to do, but also see. W e m u s t b e c o m e t h e
change we want to see.

Know Your People And Look Out For Their Well-Being

Know human nature and the importance of sincerely caring for your
workers.

Keep Your Workers Informed

Know how to communicate with not only them, but also seniors and other
key people.

Develop A Sense Of Responsibility In Your Workers

Help to develop good character traits that will help them carry out their
professional responsibilities.

Ensure That Tasks Are Understood, Supervised, And Accomplished

Communication is the key to this responsibility.

Train As A Team
Although many so called leaders call their organization, department,
section, etc. a team; they are not really teams, they are just a group of
people doing their jobs.

Use The Full Capabilities Of Your Organization

By developing a team spirit, you will be able to employ your organization,
department, section, etc. to its fullest capabilities.

Develop A Futuristic Approach

Should be able to see the problems, issues and opportunities arising in
near future. These types of situations should be dealt effectively by having
a planned approach and direction ready for the team to follow.

Make Sure That Conflicts Are Resolved

Difference in thinking, opinions and actions is certain in a team. By
listening to ideas and views of everyone, best of each should be taken and
individual goals aligned to organizational goals.

Knowing The Value Of Time

Planning and organizing own use of time, meeting deadlines, and not
relying on last minute to do things.

Should Move Towards Creativity And Innovation

By being proactive and self-starting, new opportunities should be seized
and actions should be originated to achieve goals. Should be change
oriented and thus generate and recognize creative solutions in different
situations.

FACTORS OF LEADERSHIP

There are four major factors in leadership:

Follower
Followers are a critical part of leadership equation. Followers
expectations, personality traits, maturity levels, levels of competence, and
motivation affect the leadership process. Different people require different
styles of leadership. For example, a new hire requires more supervision
than an experienced employee. A person who lacks motivation requires a
different approach than one with a high degree of motivation. You must
know your people. The fundamental starting point is having a good
understanding of human nature, such as needs, emotions, and motivation.
You must come to know your employees b e , k n o w , and d o attributes.

Leader
This element primarily examines what the leader brings as an individual to
the leadership equation. This includes unique personal history, interests,
character traits, and motivation. Leaders are not all alike, but share they
do tend to share many common characteristics. You must have an honest
understanding of who you are, what you know, and what you can do. Also,
note that it is the followers, not the leader who determines if a leader is
successful. If they do not trust or lack confidence in their leader, then they
will be uninspired. To be successful you have to convince your followers,
not yourself or your superiors, that you are worthy of being followed.

Communication
You lead through two-way communication. Much of it is nonverbal. For
instance, when you "set the example," that communicates to your people
that you would not ask them to perform anything that you would not be
willing to do. What and how you communicate either builds or harms the
relationship between you and your employees. This is the most critical
factor as in the leadership process both the leader and followers should be
communicating effectively about their expectations from each other.
Absence of this will create a negative environment leading to
misunderstandings between leader and followers.

Situation
All situations are different. It all depends on how a leader and a set of
followers are interacting in different situations. What you do in one
situation will not always work in another. You must use your judgment to
decide the best course of action and the leadership style needed for each
situation. For example, you may need to confront an employee for
inappropriate behavior, but if the confrontation is too late or too early, too
harsh or too weak, then the results may prove ineffective. Various forces
will affect these factors. Examples of forces are your relationship with your
seniors, the skill of your people, the informal leaders within your
organization, and how your company is organized.

Leader-Follower-Situation Interactions
Leaders create an environment within which followers innovations and
creative contributions are welcome. Followers feel a stake in shaping
something new, and not just maintaining a status quo. Leaders also
encourage the growth and development in their followers in a broader
way. Leaders generally are more interested in the big picture of followers
work, and tend to assess their followers performance less formally and,
more in terms o holistic, personal, idiosyncratic, or intuitive criteria.
Leaders motivate followers more personally and through more personal
and intangible factors. Leaders redefine the parameters of tasks and
responsibilities, both for individual followers and for the entire group. In
that sense, leaders actively change the situations they are in rather than
just optimize their group’s adaptation to it. They are forever moving
outside the constraints of structure.
 LEADERSHIP IS A FACET OF MANAGEMENT

Leadership is just one of the many assets a successful manager must

possess. Care must be taken in distinguishing between the two concepts.
The main aim of a manager is to maximize the output of the organization
through administrative implementation. To achieve this, managers must
undertake the following functions:

• Organizing
• Planning
• Staffing
• Directing
• Controlling

Leadership is just one important component of the directing function. A

manager cannot just be a leader; he also needs formal authority to be
effective. In a nutshell, the difference between leadership and
management is:

• Leadership is setting a new direction or vision for a group that they

follow, ie: a leader is the spearhead for that new direction
• Management controls or directs people/resources in a group
according to principles or values that have already been established.
• The difference between leadership and management can be
illustrated by considering what happens when you have one without
the other.

Leadership Without Management

Sets a direction or vision that others follow, without considering too much
how the new direction is going to be achieved. Other people then have to
work hard in the trail that is left behind, picking up the pieces and making it
work. Eg: In Lord of the Rings, at the council of Elrond, Frodo Baggins
rescues the council from conflict by taking responsibility for the quest of
destroying the ring - but most of the management of the group comes from
others.

Management Without Leadership

Controls resources to maintain the status quo or ensure things happen
according to already-established plans. Eg: A referee manages a sports
game, but does not usually provide leadership because there is no new
change, no new direction. The referee is controlling resources to ensure
that the laws of the game are followed and status quo is maintained.

Leadership Combined With Management

Does both - it both sets a new direction and manages the resources to
achieve it. Eg: A newly elected president or prime minister.

Subject Leader Manager

Essence Change Stability
Focus Leading people Managing work
Have Followers Subordinates
Horizon Long-term Short-term
Seeks Vision Objectives
Approach Sets direction Plans detail
Decision Facilitates Makes
Power Personal charisma Formal authority
Appeal to Heart Head
Energy Passion Control
Dynamic Proactive Reactive
Persuasion Sell Tell
Style Transformational Transactional
Exchange Excitement for work Money for work
Likes Striving Action
Wants Achievement Results
Risk Takes Minimizes
Rules Breaks Makes
Conflict Uses Avoids
Direction New roads Existing roads
Truth Seeks Establishes
Concern What is right Being right
Credit Gives Takes
 Blame Takes Blames

MR. DHARM DUTT: A PIONEER IN FIELD OF SOCIAL

SERVICE

“ A great leader’s courage to fulfill his vision comes from passion

and not position”

He was born in the year 1932 in the city of Lucknow, in a family of Arya
Samaji. His father was a follower of Swami Dayanand, the founder of
“Arya Samaj”. He himself was deeply inspired by the philosophy of Arya
Samaj right from his college years. After completing his masters from
Lucknow University in 1956, he started his service career in UP state
Electricity Board as an accountant. He served the organization for 34
years and retired from service in September 1990.

Mr. Dharm Dutt joined SHREEMAD DAYANAND BAL SADAN in October

1990 after his retirement. Swami Nirbhayanand established this society in
1910 with an aim of working towards the upliftment of society. He had no
plans during his early years about coming in this field of social service.
However his faith in the principles of Arya Samaj and his passion to work
towards the growth and development of our culture was the motivating
factor, which compelled him to enter in this field of social service and
joining the ashram. He is a great believer of “Karma” and emphasizes on
the fact that are traditions and values need to be strengthened up to
create a better tomorrow.

Mr. Dharm Dutt believes that children are the future and if they are
nurtured with strong values will in turn help in developing a society having
strong roots and is better to live in. His “sewabhawna” drives him even in
his 70’s. It was this “sewabhawna” which motivated him during his initial
years in this society. Lack of budget and funds did not created hindrance
in his way and his obsession “to do something” made him contribute all his
funds and savings towards the growth and expansion of this organization.
The obstacles imposed by the other members of the organization never
affected him and he continued to work to realize his vision.

Today he is heading the organization and with the support and faith of
other members, he is taking the society to new heights and become a
pioneer in the field of social service. His team of employees have faith in
him and, with there help and support he is working towards his end
objective. SHREEMAD DAYANAND BAL SADAN located in Motinagar,
Lucknow is today a model, which inspires others in and around the city.
It’s because of his zeal to strengthen the roots of our society and to do
something, which establishes the morals and ethnicity of our culture,
which motivated us to study his leadership attributes and qualities.

THE PROCESS OF GREAT LEADERSHIP

The road to great leadership that was followed by Mr. Dharam Dutt which
made him achieve this position where he stands today:

Challenged The Process

In the very first stage, he has to face many obstacles, as the members
were not in favour of investing funds for any infrastructural developments
in the ashram. He took the challenge and on his own he started the
development of the ashram. His motive was to give a hygienic and secure
environment to the children.

Inspire A Shared Vision

Though in the starting phase he was questioned but because of his
commitment and devotion he developed a position where he was admired,
as his deeds were far above his words. People of similar interests of
serving society joined him to achieve his vision of expanding the teachings
of Aryasamaj and providing healthy living to the children so that they can
become independent in future.

Enable Others To Act

He always tries to involve people before taking decisions. Monthly
meetings are organized in the ashram so that decisions could be taken in
consensus of all. He being the chairperson of the ashram gives adequate
opportunities to other members, to give their point of view and
suggestions. He always welcomes good suggestions and ideas of other
members and, put them into action.

Model The Way

During the period of mid 90’s he faced shortage of funds while the
development of ashram was in progress. He being an Aryasamaji started
doing Sanskars like marriage etc. He was also appointed as a consultant
in a project funded by World Bank where he was paid Rs 500/- per day.
Thus he used all this money to meet the shortage of funds and, thus kept
the wheel moving.

Encourage The Heart

Today this society and ashram are the most admired models in the field of
social service. But this man never takes the praises alone. He very firmly
says that all this has been made possible because of other peoples who
joined him and had faith in the principles and teachings of Swami
Dayanand.

LEADERSHIP STYLES

The role of leadership in management is largely determined by the

organizational culture of the company. It has been argued that managers'
beliefs, values and assumptions are of critical importance to the overall
style of leadership that they adopt.

There are several different leadership styles that can be identified within
each of the following Management techniques. Each technique has its
own set of good and not-so-good characteristics, and each uses
leadership in a different way.

Autocratic Style
In this style of leadership the leader dominates team-members, using
unilateralism to achieve a singular objective. This approach to leadership
generally results in passive resistance from team-members and requires
continual pressure and direction from the leader in order to get things
done. Generally, an authoritarian approach is not a good way to get the
best performance from a team.
Paternalistic Style
Under this style of leadership, the leader assumes that his function is
paternal or fatherly. Attitude is that of treating the relationship between the
leader and his group as that of a family, with the leader as the head of the
family. He works to help, guide, protect and keep his followers happily
working together as members of a family.

Participative Style
This style involves the leader including one or more employees in the
decision making process (determining what to do and how to do it).
However, the leader maintains the final decision making authority. Using
this style is not a sign of weakness; rather it is a sign of strength that your
employees will respect. The participative leader makes decisions by
consulting his team, whilst still maintaining control of the group.

Delegative/Free Reign Style

In this style, the leader allows the employees to make the decisions.
However, the leader is still responsible for the decisions that are made.
This is used when employees are able to analyze the situation and
determine what needs to be done and how to do it. You cannot do
everything! You must set priorities and delegate certain tasks. This is not a
style to use so that you can blame others when things go wrong; rather
this is a style to be used when you fully trust and confidence in the people
below you.

Mr. Dharm Dutt Leadership Style

During our interaction with Mr. Dharm Dutt we found out that he has a
Participative style of leadership. When he joined the organization in 1990,
there was no system of board meetings and discussions on matters
related to society. The person heading the society used to take decisions
and consent of others was taken mostly over phone.

However Mr. Dharm Dutt started the concept of monthly meeting were all
the members o the society were asked to come and give suggestions and
ideas for the progress of the society. Mr. Dharm Dutt in these meetings
encouraged not only the members but also other employees of the ashram
to put forward their views. He considered all the viewpoints and, while
taking the final decision himself he use to extract the best piece from all
the suggestions provided to him during these meetings.

In one such meeting in July 1998, a suggestion was given by one of the
member that the children at the ashram should be encouraged to go for
higher education. Another member was in favour that the children should
be made self-dependent by allowing them to work outside the society. Mr.
Dharm Dutt also wanted that the children at ashram get best possible
education and create an independent identity for themselves. However he
did not wanted that the children work outside the society. He thus took the
decision that all the children at ashram will be taught Sanskrit and
knowledge of Vedas will be imparted to them. After they are trained in this
system of Arya Samaj, they will be send to families to conduct sanskar like
mundane, marriage etc. He formulated a system in which bank account of
each child was opened up. The money that the children will get on doing
the sanskars was deposited in their respective accounts. This money was
supposed to be used there welfare.

Thus through this incident we see that Mr. Dharm Dutt discusses out
issues concerned to society with the entire team. The best portion of all
the suggestions given is extracted and is incorporated while he takes a
final decision. Therefore we can say that his leadership style is
participative because although he takes the final shot but, consultation
with all the members is done and given importance.
 DEVELOPMENT OF MR. DHARM DUTT AS A LEADER

There are five levels passing through which an individual gets transformed
into an effective leader. In our case we analyze these levels that converted
Mr. Dharm Dutt into a successful leader. These levels are:

Level 1: Highly Capable Individual

Mr. Dharm Dutt is a person of great self-belief. His faith in the principles of
Arya Samaj provoked him to enter the field of social service. He has a very
firm belief that to build a better future our culture, traditions and values
need to be not only preserved and respected but also efforts should be
made to grow and develop them. He joined this society to work for the
betterment of children who were orphans because he says that the
children are the prospect of the country. He therefore sees that they are
nurtured with care and good values so that his vision of society
empowered with culture and values is realized.

Level 2: Contributing Team Member

When he joined this ashram/society as a member everything was in
disorder. There was no budget and funds to work for the development of
ashram. At that point of time he used up all his funds, which included
gratuity, provident fund and other savings. With the help of these funds he
single handedly started the construction and infrastructure development
work at ashram. Other members created hindrances in his path and
objected on the construction work, which he started. But despite all odds
he stood firmly by his decision and took the responsibility to develop the
society and, consequently strive forward to realize his vision.

Level 3: Competent Manager

Over a period of time as things started to work out in his favour, he started
to manage out various affairs of the ashram in a much more effective and
efficient way. With the help of financial aids and donations, which he got,
he managed out various issues related to the welfare of the children there.
Firstly he got well-ventilated rooms construction for residential purpose,
hall for dinning purpose and, kitchen for cooking purpose. Secondly he
started educating the children by calling a mahatma who used to teach
Sanskrit and vyakaran to them. Lastly he created strict rules and
regulations for the children to build a strong background for them. He
managed various hygiene related issues of children and saw that outside
food was not to be consumed by the children. He started the preparation
of food inside the ashram with the help of donations he got.

Level 4: Effective Leader

He started the concept of monthly meetings so that all members of the
society interact with each other once in every month. Through this he
wants to share the ideas and views of all like-minded people and to use
there suggestions while taking decisions on issues related to the welfare
of the society and children there. Today he keeps his entire team of
employees and members motivated by using reward and referent power.
They too inspired by his dedication and passion work towards the
betterment of the society. He wants that all the people who have belief in
the principles of Arya Samaj and have “sewabhawna” should come
together and. along with them he wants to move forward to achieve his
dreams.

Level 5: Executive
Today Mr. Dharm Dutt is heading SHREEMAD DAYANAND BAL SADAN.
Things are under his control today. All the members of the society respect
his decisions. He has become a pioneer in the field of social service and
the society a role model in and around the city. He occupies a position
where all powers are vested upon him and everyone around him has faith
in him and respect the decisions he takes.

LEADERSHIP TRAITS

Traits refer to recurring regularities or trends in a person’s behaviour, and

the trait approach to personality maintains that people behave the way
they do because of the strengths of the traits they posses. Although traits
cannot be seen, they can be inferred from consistent patterns of behaviour
and reliably measured by personality inventories. This diagram explains
the traits that a leader beholds. Mr. Dharm Dutt personality and working
pattern shows that he has all these traits in him:
Self Consciousness
He is self-conscious because he knows what he wants in his life. His
inspirations always motivated him. After getting into this ashram and
attaining present position he always led a disciplined life through out. He is
still working because he believes three is still enough scope of improvising
in this field of social service.
Foresight
He was clear in his intentions as all his actions were drived towards the
single goal of spreading the teachings and principles of Arya Samaj and
giving a healthy living to the children so that they can fulfill there
responsibilities as a citizen of the country. He is not only concerned about
improving the present state of children but also wants to build a strong and
secure future for them.

Integrated Thinking
He recognizes what re the loopholes in our society that we are forgetting
our roots and heading towards a self-seeking and materialistic world. He
knew the children are the future and if their proper upbringing is neglected
than they will move towards a socially unhealthy living. Through this
recognition also inspired him to continually strive to bring out new action
plans.

Perspective
Recognizing what should be done is one aspect but actual performance is
not that easy. Coming in the field of social service was not a mere idea for
Mr. Dharm Dutt. He planned his action and made strategies that what
should be done and how optimally it could be done. His commitment
towards his work can be seen in the fact that he sacrificed his comfortable
life, which he could have led after retirement for giving a direction to the
ashram.

Creating Capacity
At the very starting when h joined he ashram he got the idea that the
members were not associated with the root cause of the organization. He
understood the fact that he had to take the responsibility and work on his
own to improve the conditions at ashram and develop it. In this process of
working he is now associating people who have similar ideas and faith in
the principles of Arya Samaj and, they actually want to contribute for
further strengthening the value system of next generation. The ashram
was deprived of resources but now on his own stand he brought the
ashram to a position where adequate funds are present to meet out the
requirements and turned it into a role model in and around the city.
Learning
Mr. Dharm Dutt took challenges at each and every step. At the very start
when people pointed out fingers at him, he showed that actions speak
louder than words. Now he is emphasizing to create a knowledge and
value based world. He is looking for someone who believes in the ideas of
Arya Samaj and share similar set of beliefs as him, so that he could
transfer his legacy and vision.

POWER AND INFLUENCE

Power has been defined as the capacity to produce effects on others, or

the potential to influence others. While we usually think of power belonging
to the leader, it is actually a function of the leader, the follower, and the
situation. Leaders have the potential to influence their followers’ behaviors
and attitudes. However, followers also can affect the behavior and
attitudes. Even the situation itself can affect the leader capacity to
influence the follower.

Merely having the capacity to exert influence can often bring about
intended effects, even though the leader may not take any action to
influence the followers. Power represents an inference or attribution made
on the basis of an agent observable act of influence. Power is never
directly observed but rather attributed to others on the basis and frequency
of influence tactics they use and on their outcomes. Various powers that a
leader uses are:

Expert Power
This is the power of the knowledge. Some people are able to influence
others through their relative expertise in particular areas.

Referent Power
It refers to the potential influence one has due to the strength of the
relationship between the leader and the followers.

Legitimate Power
This power depends on person’s organizational role. It can be thought of
as one’s formal authority.

Reward Power
This type of power involves the potential to influence others due to one’s
control over desired resources.

Coercive Power
It is the opposite of reward power, is the potential to influence others
through the administration of negative sanctions or the removal of positive
events.

Powers Exercised By Mr. Dharm Dutt

In the initial period when Mr. Dharm Dutt joined this society, everything
was in a disorder. At that time he started the construction work in the
ashram. Other members created hindrances in this but he continued with
the developmental work by using the power of position. As the minister of
the society he had the right to work for the growth and development of
ashram. He used this power provided to his role and took the responsibility
of all the events at ashram in his hands. Thus he made use of legitimate
power during the initial start at the ashram.

Also we saw the use of coercive power by Mr. Dharm Dutt at various
places. In the very beginning those people who were creating hindrances
in his work were served notices from his side. Some members were even
moved out from the society. In recent times also the employees who do
not move according to the rules and regulations framed, are dealt toughly
by him.

Presently we find that he is using the expert and referent power mostly. He
is an expert in the principles and values of Arya Samaj. He has excellent
knowledge of Vedas and other systems of the Samaj. People who are
followers of Swami Dayanand and have faith in the principles of Arya
Samaj are deeply influenced by his expertise in this field. He uses this
power of having in depth knowledge of ideas of Arya Samaj to influence
them and make them join and support him in realizing his vision. Not only
others but his team of employees and teachers are also greatly influenced
with his proficiency and therefore they are always trying to work with the
same “sewabhawna” for the development of ashram under his guidance.

Over a period of time all those people who initially used to point finger at
him saw the amount of work he has done and started to praise and
respect him. The rapid growth and development of ashram made not only
the members but also other employees realize that this man has a passion
to do something for the society and has devoted himself to the root cause
of Arya Samaj. This made the bonding between Mr. Dharm Dutt and his
followers and the people were deeply moved by his selflessness. He is
also looking for someone around him who believes in his ideas so that he
can transfer his vision and mission to him. He wants that someone comes
out and take on from where he will leave. Thus use of referent power in
recent days is evident.
 MR. DHARM DUTT: THE JOURNEY IS STILL ON

In our case concern for production means the growth and development of
the ideas and values of Arya Samaj. How much Mr. Dharm Dutt is
concerned about the expansion of the values and traditions of the society.
Concern for people is simply how much he cares for his employees.

In the above management grid we find that Mr. Dharm Dutt lie in the
bottom part of fourth quadrant. We have put him at that position because
during the entire time of interaction with him we found he was deeply
motivated by the value system of Arya Samaj and wants to work for the
development of this society. It was this passion and belief in the Samaj,
which made him enter this field and, work single handedly without any
financial and human support during the initial years. He is always thinking
about ways to imbibe the culture, traditions and values of Arya Samaj in
the society and thus building a strong future.

However at the same time that Mr. Dharm Dutt is not as much concerned
about the people. He believes that the employees should be getting
salaries, which enables them to sustain themselves and their families. He
does not believe in providing any sort of perks, benefits or facilities for the
employees working under him. One of the reasons behind this is that the
society is not a profit making body and runs on the aid and donations
obtained from government and individual respectively. The basic motive
behind working in the society is “sewabhawna”. All those who are inspired
by the values of Arya Samaj and have trust in Mr. Dharm Dutt join him and
thus are working without any big demands.

Thus we see that basically Mr. Dharm Dutt wants people to sacrifice their
self and devote themselves to the root cause of the society and
strengthening the culture and values of the Arya Samaj.

Future Plans
While talking to us Mr. Dharm Dutt that despite the progress being made
he is not satisfied with his efforts. He believes that nothing has been done
and many things are still the same today. People are still not concerned
with the tradition and values of the Arya Samaj. He wants to develop the
value system but feels that age is becoming a hindrance in his path. He is
deeply concerned over the fact that who will take over his work and
continue to spread the message.

He wants to establish a research and development center where

researches in the field of Sanskrit will be done and unknown aspects of
Vedas be explored. He is not pleased with the way people are becoming
more self-centred these days. He feels that people are forgetting their rich
culture and moving towards materialism. He never went for publicity but
now he wants that people should know about their glorious past and thus
stand up for the cause of saving and spreading the value system of Arya
Samaj. The development center is a way of achieving this. Finally he
concluded by saying:

“ The roads were icy, white & glittering

But I had miles to go before I sleep
And miles to go before I sleep…..”
 QUESTIONNAIRE

Q- How did you initiated your plan and what were the resources available
then?

Q- Did you always wanted to enter into the field of social service?

Q- Did you ever had a role model? If yes then what you idealize in that
person?

Q- What were the various obstacles in your path and how did you
overcame them?

Q- In your views what are the reforms that can be introduced in current
system for the upliftment of underprivileged children?

Q- What specifically do you do to set an example for your employees?

Q- Your view on movie tare zameen par and what do you think that it is
possible to follow the same in real life or not?

Q- How do you motivate your staff members?

Q- Do you feel you work more effectively on a one to one basis or in a

group situation?

Q- Are you satisfied with what you have achieved? What are your future
plans?