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I. Introduction
A distinctive handwoven fabric produced in the Kota region of Rajasthan is Kota-doria. It was
Established around 1264 A.D. The Kota-Doria fabric produced in the region has a distinctive
square-check, which is made through a weaving process of differential beating of silk and cotton
yarns. This weaving tradition originated in Mysore, and hence sarees made using this technique
were called Masuria. The weavers were brought to Kota, in the late 17th and early 18th century
and the saris came to be known as Kota-Masuria. Kota sarees are still referred to as Kota-
Masuria in Kota and as Kota-Doria outside the state. Doria translates into “thread”. Kota Doria is
made in many villages located in Kota.
“The term ‘Cluster’ indicates a sectoral and geographical concentration of enterprises which
produce and sell a range of common or complementary products and are, thus, faced with
common challenges and opportunities. The term ‘Network’ refers to a group of firms that
cooperate on a joint development project – complementing each other and specializing in order
to overcome common problems, achieve collective efficiencies and conquer markets beyond
their individual reach. Largely based on the success of industrial clusters in Italy, the cluster
approach seeks to identify the causes of underperformance in existing production clusters and
undertake a comprehensive intervention that raises the competitiveness of the cluster as a whole.
Cluster Development Approach (CDA) focuses on building the competitiveness of industrial
and artisanal clusters by working with Small and Medium Enterprises (SMEs) in such clusters
and helping to build their competitiveness.
• Production and marketing – Due to small production quantities, lack of common standards,
and inability to supply products in a timely manner, SMEs are unable to capture market
opportunities
• Higher price for inputs – Due to individual purchasing of raw materials, SMEs are unable to
take advantage of economies of scale in purchasing and pay a higher price for such inputs
• Inability to invest in and internalize necessary production, quality control and marketing
systems – Due to their small size, SMEs are unable to invest adequately in and to implement
internal systems such as market intelligence, training, quality control, technology innovation and
production logistics
Lack of ‘social capital’ – Due to the atmosphere of intense competition to preserve narrow
profit margins, Conducting a Diagnostic Study
The Kota handloom production cluster has experienced a marked decline over the past three
decades. It is estimated that the number of weavers in the area fell from approximately 10,000 in
1970 to only 2,500 in 2002. In 2002, when UNIDO started exploring work in the cluster, they
found that village Kaithun had weavers who produced patterned fabric and the other villages
mostly produced plain handloom fabric that was sometimes sent for further embellishments such
as block printing. The growth of powerlooms impacted weavers in the smaller villages
disproportionately due to their dependence on plain handloom fabrics and their reduced capacity
to innovate which was, in turn, due to their lower connectivity with the outside world. There was
also a very low level of ‘social capital’ with the weavers in the cluster being suspicious of any
institutionalized collaborative efforts due to their past experience with cooperatives. The level of
mutual trust was also very low even though almost all the weavers belong to the same “Ansari”
Muslim community.
• Weavers were largely disorganized. Although there were two existing associations in the
cluster – the Master-Weavers Association and the Weavers Association, registered as a Trade
Union - they were set up primarily for wage negotiations and had no sector-wide development
agenda. The Master-Weavers Association became active once in a while when there was a crisis
created by the Weavers Association.
• There were no weavers operating independently; they were all associated with master-weavers.
There were 2-3 master weavers commanding 200-250 looms; and an additional 42-45 smaller
weavers commanding anywhere between 6-35 looms.
• Master-weavers and weavers had no institutionalized access to credit. Since many of them were
defaulters of prior loans, they were afraid to even approach banks in the area.
• The quality of yarn dyeing was very low which, in turn, led to poor finished product quality.
The dying process being used was processing steps inefficient and incorrect and also faulty
equipment and direct dyes, were being used.. Additionally, large orders could not be fulfilled
because the colors across different batches of yarn could not be Creating design graphs, for both
matched adequately.
• There were approximately 1,500 looms in village Kaithun. The total output of these looms was
approximated at 82,000 saris per annum. However this figure is based on the assumption that the
existing looms were working at full capacity – all 1,500 looms working 200 days in a year with a
preparation time of 50 days. The total value of production was estimated at Rs. 33 million (Rs.
330 lakhs), based on an average cost per sari of approximately Rs. 400.
“Revive the rich cultural heritage of the cluster by offering its unique high value-added fabric to
exporters, niche retail stores, etc. and create consumer awareness of its products . . .” – from
UNIDO’s Vision Statement for the Kota Cluster. UNIDO began its work in Kota cluster in
August 2002. After conducting the Diagnostic study, a range of stakeholders involved in the
production of handlooms were identified. Based on its cluster development model, UNIDO
undertook the following interventions to initiate “joint action” to tackle problems in the cluster:
i) Building trust :- – UNIDO started its intervention by attempting to build trust, both between
the different stakeholders within the cluster; and between the cluster actors and UNIDO itself.
Various informal public meetings were held to bring together all the cluster-actors and discuss
issues on a common platform. Through such meetings, UNIDO identified the master-weavers as
the focal point through which the problems of the cluster could be tackled. women weavers
themselves took the initiative to come forward and requested UNIDO to start working with them
as well. They are now functioning as a collective, coordinating production and starting to go to
fairs and exhibitions to sell their products.
ii ) Providing exposure to new ideas :- As part of trust-building efforts, UNIDO took the
master-weaver groups to various other locations to expose them to the dynamics of successful
clusters and to best-practices in handloom production and marketing. These exposure visits also
provided an opportunity for the weavers to gain exposure to market realities and see different
approaches that weavers in other areas were taking to working together.
iii) Creating linkages to appropriate resources to address key constraints – Based on the
problems identified in the Diagnostic Report, UNIDO undertook a range of interventions aimed
at bringing about improvements in productivity and in marketing. UNIDO, through the cluster
Development Agent (CDA), worked on identifying resources that could be used to tackle
specific problems, connecting the cluster actors to such resources and undertaking capacity-
building activities such as training. The emphasis was on building the capacity of the weavers.
UNIDO focused on creating linkages and piloting specific activities. Once the pilot activity was
done, the cluster actors were expected to start sustaining these new activities on their own.
vii) Promoting a Cluster Brand through Geographical Indicators (GI) – One of the main
problems articulated by weavers was the competition from powerloom fabric, especially when
such fabric was misrepresented in the market as original handloom cloth from Kota. In
discussions with weavers, they were interested in exploring some form of legal protection against
such misrepresentation. UNIDO brought up the idea of applying a Geographical Indicator (GI) to
the cluster to protect the cluster brand. Master-weavers and weavers were invited onto a common
platform to explain the concept of GI and to initiate steps to register such a GI. Currently, the GI
is being implemented in the cluster with the extended application process being underway; a logo
being developed; and a cluster-association being formed to manage the licensing of GI to
individual weavers within the cluster.
viii) Organizing a Cluster Association – To implement the GI, a cluster-wide association was
needed to manage it and to ensure that it was given only to legitimate weavers within the cluster.
UNIDO worked on promoting a cluster-wide association representing all the different
stakeholders. It organized a meeting where all the stakeholders from the three villages – Kaithun,
Kotsuwan and Mangrol - were invited. Each village was asked to select a village
representativewho could come and represent their village in the meeting to discuss GI further and
take up its implementation. A formal association, the Kota Doria Hadauti Foundation (KDHF)
was registered. KDHF was structured as an umbrella organization for the cluster with everyone
who was involved in the weaving process – including weavers, dyers, warpers, and sizers – being
proportionately represented.
Revive the rich cultural heritage of the cluster by offering its unique high value-added fabric to
exporters, niche retail stores, etc. and create consumer awareness of its products . . .” – from
UNIDO’s Vision
V. Impact of Intervention
UNIDO’s budget for the entire intervention was only $21,000 (Rs. 9,45,000), of which donor
support constituted 45%, funds from existing schemes from government and other support
institutions 30% and contributions from the cluster actors 25%. Although the full impact of the
intervention will be known only over a longer period, there have been measurable improvements
along many fronts. These include:
• Cluster actors exposed to and linked with various support institutions and service-providers
such as dying technicians, for example - that they can draw upon independently in the long run.
• Formation of a functioning women weavers group that is undertaking innovations in design and
products, as well as traveling to exhibitions and fairs to sell their products.
• Functioning cluster association, KDHF, set up. KDHF also serves as a common
• Master-weavers linked with new retail outlets. New marketing channels targeting a different
market segment from the one for traditional Kota sarees being formed.
• Total Sales for 300 selected weavers increased by 15% from Rs. 1 crore to 1.37 crores in first
two years4 4 Measured from a sample of 300 weavers in the cluster In the context of the
relatively short time-frame and low costs involved, the intervention by UNIDO has produced
significant changes in the dynamics of the cluster. According to UNIDO staff, the main
challenges they faced were: (a) the short time-frame of three years for the entire intervention;
and (b) the shortage of existing support institutions. According to UNIDO staff, even when
government support institutions are operational in an area, “ . . . they are not geared toward
providing the services that are required.”
UNIDO’s used diagonostic interventions in the Kota cluster offers some important lessons for
proposed intervention in the handloom sector. These include:
• Focusing on sustainability – Due to its short time-frame, the diagonostic approach followed
by UNIDO in Kota stressed the sustainability of the intervention from the beginning.
Sustainability was enhanced by promoting the idea of joint-contributions where it was made
clear at the outset that this was a time-bound intervention and the weavers were expected to
create sustainable processes to carry on these improvements.
• Building sector-wide brand equity for handlooms – UNIDO's intervention in Kota highlights
the importance of building collective brands in the sector. Building metabrands is a critical first
step in enabling handlooms to take advantage of new market opportunities. Increasingly, the lack
of investment in brand development is leading to a negative association in consumers’ minds,
with many consumers, especially the young, associating machine-made fabrics with being
‘modern’ and handlooms as being lower-quality products. A combination of Geographical
Indicators and Certification Trademarks can be used to help build brands for handlooms.
What is Organizational Development ?
What is OD Intervention ?
OD Interventions :Definition
OD interventions are set of structured activities in which selected organizational units (target
groups or individuals) engage in a task or a sequence of tasks with the goals of organizational
improvement and individual development. This are the methods created by OD professionals and
others. Single organization or consultant cannot use all the interventions. They use these
interventions depending upon the need or requirement of the organization.
Goals of OD Intervention
Understand and develop effective responses for dealing with the social-emotional aspects of the
change process.
Classification of OD Interventions
A distinctive handwoven fabric produced in the Kota region of Rajasthan is Kota-doria. The
Kota-Doria fabric produced in the region has a distinctive square-check, which is made through
a weaving process of differential beating of silk and cotton yarns. Doria translates into “thread”.
Kota Doria is made in many villages located in Kota. The term ‘Cluster’ indicates a sectoral and
geographical concentration of enterprises which produce and sell a range of common or
complementary products and are, thus, faced with common challenges and opportunities. The
kota clusters face various problems like production, marketing, lack of social capital, lack of
training, lack of use of new technology, lack of new ideas etc.. all this problem used to hinder the
promoting of economic growth and providing employment to the small and medium enterprise.
Before introduction of intervention the Kota handloom production cluster has experienced a
marked decline over the past three decades. It is estimated that the number of weavers in the area
fell from approximately 10,000 in 1970 to only 2,500 in 2002. In 2002, when UNIDO started
exploring work in the cluster, they found that village Kaithun had weavers who produced
patterned fabric and the other villages mostly produced plain handloom fabric that was
sometimes sent for further embellishments such as block printing. The growth of powerlooms
impacted weavers in the smaller villages disproportionately due to their dependence on plain
handloom fabrics and their reduced capacity to innovate which was, in turn, due to their lower
connectivity with the outside world. There was also a very low level of ‘social capital’ with the
weavers in the cluster. The Diagnostic Study conducted by UNIDO to identify the main
problems and limitation faced by the weavers. “Revive the rich cultural heritage of the cluster by
offering its unique high value-added fabric to exporters, niche retail stores, etc. and create
consumer awareness of its products . . .” – from UNIDO’s Vision Statement for the Kota Cluster.
UNIDO began its work in Kota cluster in August 2002. After conducting the Diagnostic study, a
range of stakeholders involved in the production of handlooms were identified. Based on its
cluster development model. To initiate “joint action” to tackle problems in the cluster, UNIDO
undertook the interventions like building trust, Providing exposure to new ideas, Creating
linkages to appropriate resources to address key constraints, Product quality improvements,
Improving Productivity etc
Impact of Intervention
• Cluster actors exposed to and linked with various support institutions and service providers –
such as dying technicians, for example - that they can draw upon independently in the long run.
• Formation of a functioning women weavers group that is undertaking innovations in design and
products, as well as traveling to exhibitions and fairs to sell their products.
• Functioning cluster association, KDHF, set up. KDHF also serves as a common platform for all
the actors in the cluster to discuss issues.
• Master-weavers linked with new retail outlets. New marketing channels targeting a different
market segment from the one for traditional Kota sarees being formed.
• Total Sales for 300 selected weavers increased by 15% from Rs. 1 crore to 1.37 crores in first
two years.
The OD intervention used in the case is Diagnostic activities. In diagnostic intervention fact
finding activities are designed to ascertain the state of system, the status of problem in an
organization. Available methods range from projective devices such as build a collage that
represents your place in this organization to the more traditional data collection methods of
interviews, questionnaires, surveys, and meetings.
A distinctive hand-woven fabric produced in the Kota region of Rajasthan is Kota-Doria . Doria
translates into “thread”. The Kota-Doria fabric produced in the region has a distinctive square
check, which is made through a weaving process of differential beating of silk and cotton yarns.
Kota Doria is made in many villages located in Kota. The Cluster Approach is used by
UNIDO.“The term ‘Cluster’ indicates a group of sectoral and geographical concentration of
enterprises which produce and sell a range of common or complementary products and are,
thus, faced with common challenges and opportunities. Cluster Development Approach (CDA)
focuses on building the competitiveness of industrial and artisanal clusters by working with
Small and Medium Enterprises (SMEs) in such clusters and helping to build their
competitiveness. The kota clusters face various problems like production, marketing, lack of
social capital, lack of training, lack of use of new technology etc.. all this problem used to hinder
the promoting of economic growth and providing employment to the small and medium
enterprise. So using the diagnostic intervention -fact finding activities- the problem faced by kota
weavers is identified. The diagnostic intervention was carried out to to study the various
problems faced by small and medium enterprise in kota. Methods range used in this organization
to the more traditional data collection methods of interviews, surveys, and meetings.
Diagnostic intervention is used in the case to study the various problems and limitation faced by
weaver in small and medium enterprise in villages at Kota. In this more traditional data
collection methods are used like interview, survey, meeting and examining organizational
records. A group weavers of sectoral and geographical concentration of enterprises in kota, use
to produce and sell a range of common products and are thus, faced with common challenges
and opportunities. The kota clusters face various problems like production, marketing, lack of
social capital, lack of training, lack of use of new technology etc.. all this problem used to hinder
the promoting of economic growth and providing employment to the small and medium
enterprise.
• The cooperatives in the area were defunct. Discussions with the weavers suggested that this
was due to poor management as well as nepotism and corruption within the cooperatives.
Support institutions such as the cluster office of the National Handloom Development
Corporation (NHDC) had also closed down and were not providing any assistance to weavers.
• Weavers were largely disorganized. Although there were two existing associations in the
cluster – the Master-Weavers Association and the Weavers Association, registered as a Trade
Union - they were set up primarily for wage negotiations and had no sector-wide development
agenda. The Master-Weavers Association became active once in a while when there was a crisis
created by the Weavers Association.
• There were no weavers operating independently; they were all associated with master-weavers.
• Master-weavers themselves started out as sub-contractors of the traders dealing in handloom
cloth located in Kota. Many of the masterweavers were encouraged to set up operations on their
own by the traders as part of a larger strategy of under-cutting other master-weavers and
depressing profit margins. The master-weavers were still dependent on the traders in Kota to get
payments for products supplied on a weekly basis so that they could pay wages to the weavers.
However, traders often did not pay on a weekly basis as their transactions were longer-term.
There was no significant local market for Kota sarees within the cities themselves; they were
traded to other areas through India. Traders took three-four months to receive payments from
their institutional customers especially when they were selling to retailers in more distant cities
such as Madras. UNIDO found that this cycle was creating working capital and liquidity
constraints that affected both master-weavers and regular weavers, and depressed production in
the cluster.
• Master-weavers and weavers had no institutionalized access to credit. Since many of them were
defaulters of prior loans, they were afraid to even approach banks in the area.
• The quality of yarn dyeing was very low which, in turn, led to poor finished product quality.
The dying process being used was processing steps inefficient and incorrect and also faulty
equipment and direct dyes, were being used.. Additionally, large orders could not be fulfilled
because the colors across different batches of yarn could not be Creating design graphs, for both
matched adequately. UNIDO began its work in Kota cluster in August 2002. After conducting
the Diagnostic study, a range of stakeholders involved in the production of handlooms were
identified. Based on its cluster development model, UNIDO undertook the following
interventions to initiate “joint action” to tackle problems in the cluster:
i) Building trust :- – UNIDO started its intervention by attempting to build trust, both between
the different stakeholders within the cluster; and between the cluster actors and UNIDO itself.
Various informal public meetings were held to bring together all the cluster-actors and discuss
issues on a common platform. Through such meetings, UNIDO identified the master-weavers as
the focal point through which the problems of the cluster could be tackled. women weavers
themselves took the initiative to come forward and requested UNIDO to start working with them
as well. They are now functioning as a collective, coordinating production and starting to go to
fairs and exhibitions to sell their products.
ii ) Providing exposure to new ideas :- As part of trust-building efforts, UNIDO took the
master-weaver groups to various other locations to expose them to the dynamics of successful
clusters and to best-practices in handloom production and marketing. These exposure visits also
provided an opportunity for the weavers to gain exposure to market realities and see different
approaches that weavers in other areas were taking to working together.
iii) Creating linkages to appropriate resources to address key constraints – Based on the
problems identified in the Diagnostic Report, UNIDO undertook a range of interventions aimed
at bringing about improvements in productivity and in marketing. UNIDO, through the cluster
Development Agent (CDA), worked on identifying resources that could be used to tackle
specific problems, connecting the cluster actors to such resources and undertaking capacity-
building activities such as training. The emphasis was on building the capacity of the weavers.
UNIDO focused on creating linkages and piloting specific activities. Once the pilot activity was
done, the cluster actors were expected to start sustaining these new activities on their own.
vii) Promoting a Cluster Brand through Geographical Indicators (GI) – One of the main
problems articulated by weavers was the competition from powerloom fabric, especially when
such fabric was misrepresented in the market as original handloom cloth from Kota. In
discussions with weavers, they were interested in exploring some form of legal protection against
such misrepresentation. UNIDO brought up the idea of applying a Geographical Indicator (GI) to
the cluster to protect the cluster brand. Master-weavers and weavers were invited onto a common
platform to explain the concept of GI and to initiate steps to register such a GI.
viii) Organizing a Cluster Association – To implement the GI, a cluster-wide association was
needed to manage it and to ensure that it was given only to legitimate weavers within the cluster.
UNIDO worked on promoting a cluster-wide association representing all the different
stakeholders. It organized a meeting where all the stakeholders from the three villages – Kaithun,
Kotsuwan and Mangrol - were invited. Each village was asked to select a village representative
who could come and represent their village in the meeting to discuss GI further and take up its
implementation. A formal association, the Kota Doria Hadauti Foundation (KDHF) was
registered. KDHF was structured as an umbrella organization for the cluster with everyone who
was involved in the weaving process – including weavers, dyers, warpers, and sizers – being
proportionately represented.
Result
Impact of Intervention
The diagnostic study of fact finding activities were carried out by UNIDO’s so that to study the
main problems faced by kota clusters. After identifying the problems and limitation various
measures were taken so that to rectify the problems. UNIDO’s budget for the entire intervention
was only Rs. 9,45,000. Although the full impact of the intervention will be known only over a
longer period, there have been measurable improvements along many fronts. These include:
• Cluster actors exposed to and linked with various support institutions and service-providers
such as dying technicians, for example - that they can draw upon independently in the long run.
• New designs and products introduced in the cluster
• Formation of a functioning women weavers group that is undertaking innovations in design and
products, as well as traveling to exhibitions and fairs to sell their products.
• Functioning cluster association which also serves as a common platform for all the actors in the
cluster to discuss issues.
• Master-weavers linked with new retail outlets. New marketing channels targeting a different
market segment from the one for traditional Kota sarees being formed.
• Total Sales for 300 selected weavers increased by 15% from Rs. 1 crore to 1.37 crores in first
two years. The intervention by UNIDO has produced significant changes in the dynamics of the
cluster.
Conclusion
In tackling the problems faced by weavers, the diagnostic approach represents a distinct model
from building primary cooperatives. In tackling the small size of production by individual
weavers and their isolation from larger extra-local markets, the cooperative approach seeks to
bring together all the weavers in an area under a single organization. The cluster development
model is a more heterogeneous one, promoting multiple bodies within the cluster and targeting
the growth of individual private businesses as a sustainable means toward increasing the ability
of the weaver to respond to market shifts and become more competitive. Poor infrastructure at
the cluster level; lack of access to adequate health and education services; and inadequate
transportation links are some of the problems that create an uneven playing field and adversely
affect the ability of handloom weavers to compete in mainstream markets. But after diagnosing
the problem, various measures were taken so that to resolve the limitation faced by the weavers.
Total Sales increased by 15% from Rs. 1 crore to 1.37 crores in first two years. The intervention
by UNIDO has produced significant changes in the dynamics of the cluster.