GOVERNANCE OF HINDU ORGANISATIONS: THE CASE

STUDY OF SHREE SANATAN DHARM PRATINIDHI SABHA (SSDPS) OF FIJI

A research report submitted to the School of Government,

Development and International Affairs (SGDIA)
Faculty of Business and Economics

In Partial Fulfillment of the Requirements

For the Course DG405: Research Essay in Governance

The University of the South Pacific

Suva, Fiji

By

Arunesh Asis Chand

Summer Flexi School 2009 – 2010

© Copyright Arunesh Asis Chand. All rights reserved

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 DECLARATION

I, Arunesh Asis Chand, sincerely and solemnly declare that this report is my own work
and does not contain any material that has been submitted or currently being submitted
for a higher degree of any university. To the best of my knowledge, it does not in any
way contain material previously written or published by other persons, except where due
acknowledgement is made. The product is the result of my efforts through the scholarly
guidance of my supervisor Dr. Haruo Nakagawa.

Mr. Arunesh Asis Chand

Signature:

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 ACKNOWLEDGEMENTS

Many people have been instrumental in the completion of this report. Special gratitude
and most heartfelt thanks are given to Dr. Haruo Nakagawa for his scholarly advice and
comments, encouragement and support. Words fail to thank him adequately.

Acknowledgement and appreciation are also given to the Australian Government for the
financial support in the provision of the Masters level Scholarship under Australian
Regional Development Scholarship (ARDS) award. The author is indebted to the
President of Shree Sanatan Dharm Pratinidhi Sabha (SSDPS) of Fiji and its members,
who participated in the study or assisted the researcher in one way or another. The
willingness to help, shown by many individuals: and prayerful support by Hindu friends
are gratefully appreciated.

Finally, a very special appreciation is offered to my wife Suman and mum Lila Wati for
their understanding, love and prayers.

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 ABSTRACT

The purpose of the study is to examine the governance of the Sanatan Dharm Pratinidhi
Sabha of in Fiji.

The study used a theoretical framework derived from international literature to describe
and examine the governance of Hindu organizations. Moreover, Bottani (2000), National
Society (2003) and Fullan (1991) models of organisational governance were adopted to
evaluate the governance of the Shree Sanatan Dharm Pratinidhi Sabha of Fiji (SSDPS).
The study was premised on three key issues: nature of governance; governing body and
adequacy of governance. It was noted that the conceptual framework and models adopted
for the study served as a useful point of departure for organizing the data and
understanding Hindu organizations’ governance. It was also useful for assessing
programmes and activities undertaken by these organizations.

In this study, a case study approach was adopted and SSDPS was examined. Data was
obtained from interviews, documents, observations and questionnaires. The President and
some members of the SSDPS were picked randomly and interviewed. These respondents
represented a cross-section of interests within the governance of this particular
organisation.

The findings showed the goals of Hindu organisations must be clear and understood by
the general stakeholders to ensure that activities fall within the parameter of other similar
organisations in the region. The organisation needs to strengthen its coordination of rural
cultural activities and implementations of projects so that all the interest groups are better
informed and participate. The Hindu organizations and the government of Fiji should
have more frequent dialogue activities to move forward.

In this study, areas for further research were suggested and implications for practice are
discussed.

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 LIST OF ABBREVIATIONS

SSDPS Shree Sanatan Dharm Pratinidhi Sabha

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 TABLE OF CONTENTS

TITLE PAGE

DECLARATION………………………………………………………………… 2
ACKNOWLEDGMENT………………………………………………………….. 3
ABSTRACT……………………………………………………………………… 4
LIST OF ABBREVIATION……………………………………………………. 5
TABLE OF CONTENTS……………………………………………………….. 6

CHAPTER 1: INTRODUCTION………………………………………………. 9
Background to the study………………………………………………… 9
The purpose of the study………………………………………………… 10
Statement of the problem………………………………………………… 10
Research Questions……………………………………………………… 10
Significance of the study………………………………………………… 10
Theoretical Orientation…………………………………………………. 11
Research Methodology………………………………………………….. 11
Limitation of the study………………………………………………….. 12
The structure of the report……………………………………………… 13

CHAPTER 2: LITERATURE REVIEW……………………………………….. 15

The concept of governance……………………………………………… 15
Governance of Change Process………………………………………… 16
Dimensions of Decentralization………………………………………… 17
Approaches to Organizational Governance…………………………… 19
Characterizing Organizational Governance…………………………… 21
Sanatan Dharm Pratinidhi Sabha in Fiji………………………………. 22
Framework for Governance in Hindu organizations…………………. 23
SSDPS Governors……………………………………………………… 25

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CHAPTER 3: RESEARCH METHODOLOGY……………………………….. 27
Justification for research methodology…………………………………. 27
The Case Study Methodology…………………………………………… 27
Data Collection Methods………………………………………………… 28
Observation………………………………………………………. 29
Questionnaires…………………………………………………….. 30
Interview………………………………………………………….. 31
Documentary Analysis…………………………………………… 31
Data Analysis and Interpretation………………………………………. 33
Trustworthiness of Research Findings…………………………………. 34
Cross-checking and Validating Data…………………………………… 35
Control of Bias……………………………………………………………. 35
Ethical Considerations…………………………………………………… 36

CHAPTER 4: ANALYSIS AND DISCUSSION OF RESULTS………………. 38

The Contexts of the Organization………………………………………… 38
History……………………………………………………………………... 38
Facilities…………………………………………………………………… 39
Achievements……………………………………………………………… 39
Nature of Governance……………………………………………………… 39
Board of Governors…………………………………………………………40
The National President…………………………………………………….. 41
The National Executives…………………………………………………… 42
Members…………………………………………………………………… 42
Finance……………………………………………………………………. 42
Projects……………………………………………………………………. 43
Adequacy of Governance…………………………………………………. 44
Clarity of Goals……………………………………………………………. 44
Coordination………………………………………………………………. 45
Supportive Structures……………………………………………………… 45

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CHAPTER 5: SUMMARY AND CONCLUSIONS……………………………. 46
The Findings……………………………………………………………… 46
Nature of Governance…………………………………………………… 46
Adequacy of Governance…………………………………………………. 47
Conclusions………………………………………………………………. 47
Recommendations………………………………………………………… 47

REFERENCES…………………………………………………………………… 48

APPENDICES

Appendix 1 Questionnaire……………………………………………….. 51

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 CHAPTER 1
INTRODUCTION

Background to the Study

Recent years have seen heightened interest in the decentralization of organisational

decision making; increasing local authority and enhanced autonomy of local authorities.
These have been common features of recent changes in the organisation of public and
private sector organisations. The common belief underpinning these changes is that
devolution of authority to individual decentralized organisations will enhance the quality,
effectiveness and responsiveness of these organisations. In some respects the moves
towards greater organisational autonomy have proceeded further and faster in Australia
than in most other countries (Ainley and McKenzie, 2000).

Ainley and McKenzie (2000) stressed that Australian organisational systems are highly
centralized in regard to Ministerial political responsibility and sources of funding. Hence,
the changes in Australia have tendered to be more sweeping than in systems where
political responsibility and funding sources for organisations are much more
decentralized. However, Bottani (2000) notes that an increase in decentralization to
organisational sites in some areas of management has been accompanied by an increase
in control by the centre in areas such as the structural frameworks.

In Fiji, like other Pacific Island nations, the decentralization involves giving autonomy to
the organisational authorities to manage and govern organisations. As such the key role
of the governing body is to be supportive of the organisation, its members and its
mission. This should be an important contribution to the organization’s well-being and
effectiveness. It is within the framework of these key responsibilities that the
Government of Fiji continues to encourage Shree Sanatan Dharm Pratinidhi Sabha
(SSDPS) to actively run smaller religious entities all throughout Fiji. However, there has
been no empirical research and discussion of the governance practices in these largely
independent organisations. It is against this background that this study was undertaken.

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The Purpose of the Study

The general purpose of this study was to understand the governance of the Shree Sanatan
Dharm Pratinidhi Sabha (SSDPS) of Fiji. Particular focus was given to the nature of
governance, how the organisation organized the governance of core religious and cultural
activities, and the adequacy of these governance arrangements.

Statement of the Problem

What is the nature and adequacy of governance in the Hindu organisations: the case study
of Shree Sanatan Dharm Pratinidhi Sabha (SSDPS) of Fiji.

Research Questions

Given the statement of the problem, the study seeks to answer the following questions:
1. What is the nature of governance in the SSDPS of Fiji?
2. How core structural and organisational values are governed in the SSDPS?
3. How adequate is the governance of the SSDPS of Fiji?

Significance of the Study

There are several reasons why this research was considered to be significant. Firstly,
since the establishment of the SSDPS of Fiji under the Hindu organisation banner of Fiji
and the Government’s indirect involvement with this entity, there has been no in-depth
assessment of the governance of this organisation. Therefore the results of this study
should be helpful not only to the management of the SSDPS but also to the government
with respect to its continued indirect involvement in this organisation.

Secondly, the findings should provide insights onto religious activities performed in Fiji,
which should be useful not only to the management of the SSDPS but to the Government

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of Fiji and other organisations in the framing of their policies on the governance of day-
to-day activities.

Thirdly, given the political instability in Fiji, this study might provide new directions for
the government in redesigning its development plans to cater for pressing socio-economic
needs of the country and in particular how such plans might be incorporated in the
organisational situations.

Fourthly, the results from the study might provide insights for improving organisational
governance in other Pacific Island countries.

The results of this study will be presented in the form of an academic report, which could
serve as a reference for future studies in the area of organisational management and good
governance.

Theoretical Orientation

The theoretical framework for this study was derived from international literature on
governance and management of change in organisations. The works of Fullan (1991,
1993, 1999) and Ainley and McKenzie (2000), present theoretical insights into
governance of organizations and its programmes. Fullan (1991) identifies three phases in
the change process: initiation, implementation and institutionalization. The study of the
implementation of these phases in the change process might provide insights into how
certain organisations are governed. Similarly, National Society (2003) advocated
ecclesiastical and civil framework for governing and managing organisations.

Research Methodology

The research methodology is discussed at length in Chapter 3. However, to mention it

briefly, information was collected from primary means of direct contact through personal

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interviews, questionnaires and observations. Collecting information from secondary
sources involved analyzing existing organisation reports, statistics and other material.

This research approach gains support from the work of writers such as Cohen et al.
(2000) and Williamson (2000) who assert that research takes place in an interpretative
paradigm, where researchers attempt to understand how people in social settings
construct the world around them. In the case of this research, interpretation would go
among the stakeholders of the Hindu organisation through their involvement of the
governance of the organisation. The case study approach was selected to suit in depth
study of the governance of a Hindu owned Sanatan body.

The research has the built in process for the triangulation of findings through open-ended
interviewers, questionnaires, observations and documentary analysis. The triangulation is
particularly helpful in crosschecking and confirming the trustworthiness of the data
gathered from the interviewers, questionnaires, observations and documentary analysis.

Cohen et al (2000) advocates that the greatest strength of qualitative research lay in its
premises of naturalistic studies including the uniqueness and idiosyncrasy of the
situation. Thus, it provides a rich interpretation of subjects and experiences within a
naturalistic context, which is grounded in the real world. It is not concerned to any extent
with theory testing. This approach enabled the researcher in this study to observe and
examine different stakeholders and processes involved in the governance of the case
study organisation.

Limitations of the Study

The following qualifications of the study need to be understood. This study is set within a
time-place context. The study was undertaken in the Flexi School 2009 – 2010 in a
wholly Sanatan owned Hindu organisation in Suva, Fiji. When the study was conducted,
SSDPS of Fiji was preparing for its annual convention. Also, the organisation was
devoting much of its time to the preparations for these events. In this context, the study

12
was limited to the social and religious situations of the organisation. Since, the
organisation had quite a busy schedule during the research period; the researcher had
difficulties with appointments and at times locating executive and board members for
interviews.

The research was also limited to a case study of a Sanatan body owned by the Hindu
organisation of Fiji. By its nature, a case study explores the particulars of a given
situation. Hence, this study was not intended to be representative of the situation in other
organisations in the country.

Finally, the study was limited to the participation of key stakeholders of the organisation.
In this instance, only the organisation president, members and the stakeholders were the
subjects of the study.

The study was limited in a number of other ways. The participation of only a sample of
the stakeholders could result in a biased view of the governance of the organisation.
Recognizing this, the researcher took care to control the bias. The strategy used in the
research to control possible bias was that of triangulating the data collected from personal
interviewers, questionnaires, observations and the documentary analysis.

This study comprised of studying only one organisation. The primary data gathering
methods were restricted to qualitative instruments: semi-structured interviews,
questionnaires, documentary analysis and observation. From the qualitative research
paradigm, it may be stated that the research approach and the data gathering methods
were adapted were limiting factors. Finally, the adequacy of the documentary evidence
was limited to the availability of and accessibility to relevant documents.

The Structure of the Report

The research report is organized into five chapters. The first three chapters present an
overview of the study; a review of literature relating to governance of organisations and

13
discussion of the research methodology. Chapter 4 presents the analyses and discussion
of the results while Chapter 5 contains the summary of the findings, conclusions and
implications of the study for further research and practice.

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 CHAPTER 2
LITERATURE REVIEW

The Concept of Governance

The concept of “governance” is not new. However, it means different things to different
people. The meaning of the concept depends on the level of governance we are talking
about, the goals to be achieved, and the approach being followed.

The definition provided by the World Bank (1989) is applied in this research as it has
special relevance for the developing world:
“Good governance is epitomized by predictable, open and enlightened policy-making, a
bureaucracy imbued with professional ethos acting in furtherance of the public good, the
rule of law, transparent processes and a strong civil society participating in public affairs.
Poor governance (on the other hand) is characterized by arbitrary policy making,
uncountable bureaucracies, unenforced or unjust legal systems, the abuse of executive
power, a civil society unengaged in public life and widespread corruption”.
(http://www.gdrc.org/u-gov/governance-understand.html).

The World Bank also makes reference to the academic literature on governance, as
follows:
 Governance is a conceptual approaches that, when fully elaborated, can frame a
comparative analysis of macro-politics.
 Governance concerns “big” questions of a “constitutional” nature that establish
the rules political conduct.
 Governance involves creative intervention by political actors’ to change structures
that inhibit the expression of human potential.
 Governance is a rational concept, emphasizing the nature of interactions between
state and social actors and among social actors themselves
(http://www.gdrc.org/u-gov/governance-understand.html).

The concept of governance explained above refers to particular types of relationship

among political actors. Thus, it is relevant to the context of this research because in Fiji,
according to Fraenkel and Firth (2007), Hindu organisations have been politically

15
involved in governance of the country’s political affairs. As such, this involvement can
infiltrate the governance of Hindu organisations.

Governance of Change Process

A strong theoretical understanding of the stages in the educational change process has
taken place in the international literature over recent decades. This study draws on the
work of a Canadian researcher, Micheal Fullan. In his work, Fullan (1993) reframes
change factors into eight principles or lessons to guide those involved in the initiation,
implementation and institutionalization phases of change. In fitting these eight lessons
together, he notes:

There is a pattern underlying the eight lessons of dynamic change and it concerns one’s
ability to work with polar opposites: simultaneously pushing change while allowing self-
learning to unfold; being prepared for a journey of uncertainty; seeing problems as
sources of creative resolution; having a vision, but not being blinded by it, valuing the
individual and the group; incorporating centralizing and decentralizing forces; being
internally cohesive, but externally oriented; and valuing, personal change agentry as the
route to system change.

Hirsh (1998) supported Fullan’s (1993) three critical phases of change. Hirsh explains:

Initiation refers to building the readiness for change…Implementation is the period when
action plans are put into practice in order to achieve intended results…Institutionalization
occurs when new practices are integrated into…policies, budgets and ongoing
practices…

Fullan (1991; 1993) observes various essential elements and factors associated with
success of each of the three phases. In the initiation phase, relevance, readiness and
resources the ‘3 Rs’, are considered essential elements. Fullan (1991) highlights several
factors associated with the successful initiation of a change. These factors include (1)
clarity and quality of innovation; (2) continuous contact; (3) advocacy and support; (4)
external change agents; (5) community support and (6) mobilizing staff and resources.

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The key factors in the implementation stage are (a) the characteristics of innovation, (b)
the local characteristics and (c) the external environment (Fullan 1991). Along with these
factors Fullan (1991) identifies key themes associated with the implementation process.
These are vision building; evolutionary-planning; initiative taking and empowerment;
staff development and resource assistance; and monitoring/problem-coping and
restructuring.

The success of the institutionalization process depends mainly on the first two phases.
Miles et al. (1987) observes that an innovation could be institutionalized (a) when at
policy level, commitment is made is made for the innovation to continue; (b) when the
external support is adapted to specific institutional needs; (c) where the institution-leaders
make the effort to maintain the new practices; and (d) where users have a sense of
ownership.

Sharma (2000) examines the abstract governance and management of the change process
through the eyes of the adoption of the local talents and training program in Fiji.
Therefore, the work of Sharma is significant to this research.

The three phases of change and their associated factors are also central to the governance
of independent organisations. The effectiveness of organizational governance depends on
how the decentralization of autonomy to these organization’s authorities is initiated,
implemented and institutionalized. Thus, examining organisational governance is guided
by factors associated with each phase.

Dimensions of Decentralization

In their review policy and research on decentralization within public systems, Walberg et
al. (2000) identified 22 different definitions of the term, including: the heads collegially
share power with their fellow workers; restructuring government to satisfy citizen needs
and interests; and institution based decision making.

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The framework developed during the 1990s to guide the locus of decision-making
authority in the organisational systems provides a comprehensive means of capturing the
various meanings attributed to decentralization. The framework comprises six levels of
decision (two levels were added in the late 1990s to the original four used in the early
1990s in order to better express relationships in federal and regional systems), four fields
of decision and three modes of decision. Each of these groupings in turn comprises a
number of different sub-levels or elements. The framework is shown in Table 1.

The analysis by Walberg et al. (2000) indicated that the 22 definitions of decentralization
identified in various national research studies could all be encompassed within the
framework, which underlines its usefulness. Nevertheless, to apply the framework within
the countries like Fiji, some further disaggregation and elaboration could well be required
to fully capture the diversity of local circumstances. For example, in the dimension
concerned with Levels of Decision it could be important to distinguish within the
institutional level between formal levels of responsibility that may lay with the heads or
the intuitional governors and actual location of decision-making by the presidents or the
members of the public. Similarly, the framework does not quite capture the situation that
has been common in most Pacific Island states whereby regional sub-units of central
decision makers exercise considerable authority over its subordinates.

Table 1: Dimensions of Decision Making

Levels of decision Fields of decision Modes of decision

 President, Board members or
committee: institution
administrators and board
members or committee
established exclusively for the
individual organisation.
 Local Authorities or
Governments: the municipality
or community that is the smallest
territorial unit in the nation with
a governing authority.
 Sub-regional or Inter-municipal
Authorities or Governments: the
 Organisation of  Full Autonomy:
Instruction: bodies subject only to
determining constraints contained
organisational welfare, in the constitution or
member’s contribution legislation out side the
and stakeholders’ institutional system
support and general itself.
public contributions.  In Conjunction or
 Personal Management: After Consultation:
(Presidents, members, with bodies located at
stakeholders): hiring another lever in the
and dismissal, duties institutional system.
and conditions of  Independently but

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 second territorial unit below the
nation in countries that do not
have a federal or similar type of
governmental stricture.
 Provincial or Regional
Authorities or governments: the
first territorial unit below the
national level in countries that do
not have a federal type of
governmental structure; and the
second territorial unit below the
nation in countries that have a
federal or similar type of
governmental structure.
 State Governments: the first
territorial unit below the nation
in federal countries.
 Central Governments: all bodies
at national level that make
decisions or participate in
different aspects of decision-
making.
Source: Bottani (2000)
service, fixing of salary Within a Framework
scales, and influence Set by Higher
over the staffs. Authority: e.g. a
 Planning and binding laws, a pre-
Structures: creation and established list of
closure of institution, possibilities, or a
determining programs budgetary limit.
of the organisation for a
particular type of
audience.
 Resources: (for the
general public and
stakeholder
allocations): the use of
resources in the right
venture and monitoring
of the projects
afterwards.

It is interesting to note that the framework makes no explicit mention of decision making
by the general public at large in the governance of the organisation. In the case of Fiji it
could be argued that the removal of restrictions on where the general publics say into the
system has been a powerful force towards greater institution accountability and
responsiveness over and above any other changes in the pattern of organisational
governance. This is particularly seen in a climate of generally declining in the general
public being interacting with the parent body. Nevertheless, the framework provides a
useful map of the broad dimensions of the concept of institutional governance and the
care needed in examining the details of what is meant by decentralization in the context
of Hindu owned organisations.

Approaches to Organisational Governance

As other organisations, SSDPS shares common features with all other organisations. For
instance, other organisations have goal, governance structures and processes, as well as
diverse roles assigned to the various organisational members. However, religious

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organizations have several unique organisational characteristics. Baldridge et al (1985:
14) summarized these characteristics as follows:

…religious organizations have ambiguous goals that are often strongly contested. They
serve clients who demand a voice in the decision-making process…They are
professionalized organisations in which employees demand a large measure of control
over institutional decision processes. Finally, they are becoming more and more
vulnerable to their environments.

Given the uniqueness of religious organizations, it appears difficult to suggest a single

model that is adequate to describe the governance of such organisations. However, the
literature highlights three common approaches.

 Bureaucratic approach. In a bureaucratic approach to governance, the structural

considerations are more important than innovation and autonomy (Weber 1947).

 Collegial approach. This approach is premised on the concept of “a community of

scholars”. The assumption of this concept is that institutional situation is made up
of faculty that is technically competent to make decisions (Millet 1962).

 Political approach. The political approach to institutional governance assumes that

organisations are made up of interest groups with conflicting interests and values
(Balridge 1971). According to Balridge (1971), the goal of these interest groups is
to influence organisational decisions to their favor.

For this research, the collegial approach to governance is considered to be appropriate in

assessing the SSDPS and other stakeholders input in the governance of Hindu owned
organisations. The justification for envisaging collegial approach in the governance of
SSDPS is that the approach is based on participatory decision-making. Therefore, when
all the stakeholders participated in the decision-making process they are contributing to
the governance of the institution with a sense of ownership.

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Characterizing Organisational Governance

Sturman (1989) provides a useful analysis of the major changes in the focus of
decentralization in an Australian government institutional system in the decades of the
1960s, the 1970s and the 1980s. Simplifying his analysis somewhat, he argued that the
1960s were associated with structural pressures for change (government systems were
growing very rapidly and becoming hard to manage from the centre) and changed in
attitudes and values that supported greater leaders and general public involvement in
decision making. The pressures were also evident in Fiji in the colonial and postcolonial
era. These periods were overlain with a stronger interest in redressing educational
disadvantage and the benefits of local responses in addressing individual learning needs,
as well as pressures to update existing structure and to develop new structural settings.
The 1980’s were characterized by Sturman (1989) as a time for accountability, describing
it as “rigorous”, “consistent” and “coordinated”, replacing the earlier emphasis on
“flexibility”, “adaptation” and “participation”. In Fiji major intuitional reviewers were
attempted to develop stronger curriculum frameworks and to move the responsibility of
organisational governance to institutions and other private organisations (Prasad 2008).

According to the President of the SSDPS, the processes of centralized curriculum control
and tighter lines of accountability by central government continued in most organisations
because the Fiji government demands uniformity in return for its financial assistance to
organisations. However, he said, ‘there are some interesting countervailing
developments’. First, in the SSDPS of Fiji, significant responsibility for personnel
matters such as selection of presidents and board members and operating budgets (non-
member expenditures) have been devolved to organisational governors. Second,
institutional accountabilities are now expected to be demonstrated outwards to members
and the local community as well as upwards to the centre. Third, considerable effort has
been put into better equipping organisations with management tools and data to better
exercise their responsibilities. Fourth, the recent years have seen significant progress
towards a more national approach to institutions as reflected in national framework and
recognition of members across the borders.

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In terms of the framework used in Table 1 it can be argued that the development in
institutions can be characterized as one in which Australian State Governments changed
from having virtually full autonomy over the four major fields of decision making about
the institutions and the national government having virtually no autonomy, to one in
which the State Government, organisations and national government to some extent
operate in conjunction or collaboration in all four fields with the extent of
decentralization to institutions varying according to particular elements within the broad
fields. In the case of Hindu organisation governance in Fiji, it is evident that most of the
elements within the broad fields as outlined in table 1 were decentralized with the
exception of programs and member salaries. The National President of the SSDPS stated
that ‘The National Government has a major role to play in overseeing certain tasks
completed by these organisations especially when it comes down to handing out benefits
to the general public’. The benefits in some cases include the musical instruments
donated to the religious groups in the rural sector on a one third two third basis. The
religious groups or the mandalis contribute a third of the total sum and the government
pays for the rest. In short, the process of collaboration between the SSDPS authorities
and the Government saw the decentralization of some functions of institutional
governance to individual organisational authorities.

Sanatan Dharm Pratinidhi Sabha in Fiji

An important characteristic of the SSDPS is its generous and open commitment to

religious activities in and around Fiji. Most mainline religious entities in Fiji offer
opportunities for people to learn about their faith and about themselves. According to the
National President, the SSDPS of Fiji in particular has been actively involved in the
religious activities after the indenture system finished and most Hindus settled in back in
Fiji. Over the years most Hindus formed small Ramayan mandalis (local congregations)
in the villages and operated under the SSDPS banner peacefully delivering ancient
knowledge of Hinduism to the present generation of Hindus. The SSDPS encouraged
these mandalis in the reading of religious texts in a group setting (Prasad 2008).

22
Framework for Governance in Hindu organisations

Hindu organisations are governed under set frameworks. National Society (2003) outlines
a framework of Hindu organisations governance. National society acts like a watchdog
and oversees the general welfare of all Hindu organisations around the globe. The society
ensures that the Hindu organisations run on set principles and follow the laid out norms
and values of the framework. There are two dimensions to this framework: the civil and
ecclesiastical dimensions. The civil dimension of the framework stresses upholding the
partnership between the SSDPS and the central government. Under this framework, the
role of central government and its regional agencies is to create the overall framework for
institutions, set standards, provide effective support and monitoring and ensure that there
is a high quality flow of service to the general public.

The SSDPS not only relates to national and local government but also has an important
relationship with other religious bodies around the country. It also plays a major role in
contributing to the national peace and reconciliation in the country as a whole. It is
against this vital role that National Society (2003) advocated that the framework for the
governance of the Hindu organisations should have ecclesiastical dimensions that ensure
support for education at the local and national institutional levels. In the context of this
research the SSDPS in Fiji can be effectively governed through the partnership of the
national government where the accountability and the transparency issues will be more
intact and rigid. According to the president, the SSDPS in Fiji embodies God’s
unbounded love by embracing, liberating and empowering people, whoever they are and
wherever they find themselves on the journeys of faith. Given the multiracial
composition of the nation, it appears to be fitting for SSDPS of Fiji to have such a
mission statement.

The SSDPS saw that one way to ‘liberate’ the nation is through its active involvement in
promoting religious prayers around the country on a regular basis. It is on this principle
that SSDPS of Fiji began to run Baal Vikash Ashrams around the country. The main goal

23
for these Ashrams is to pass on religious knowledge to the young generation. As such, the
action considers that the SSDPS has been contributing to the nation building. The
political crisis of 2000 shed light on how the Hindu organisation and the government can
foster a stronger partnership in moving Fiji forward. Upon this realization, the Hindu
organisations are inseparable from the State in terms of good governance because, for
most Hindus good governance means upholding the teachings of the Holy Ramayana.
The holy book of Ramayana is one of the most widely read epics in India. It is the literary
masterpiece of Sage Valmiki, which reflects Indian ethos and values, and it portrays the
divine birth, childhood, and adolescence of Rama (Prasad 2008).

The modern society needs to follow the Dharma that is contained in the epic Ramayana.
What is the reason? As the President of the SSDPS said that today, the children are not
paying heed to their parents’ advice and the parents are not concerned about the future of
their children also. Devotion to the Guru should be the aim of the students. But, the
students are not having regard for their teachers and the teachers are not imparting
anything good to them. In such a situation, everyone needs to follow the ideals of the
Ramayana. According to Prasad (2008), the Ramayana speaks of the true identity of the
individual, the real significance of the family and the sanctity of the society. The
Ramayana teaches the importance of human values. Today corruption is rampant in all
fields such as business, education and politics. Under these circumstances, the principles
of the Ramayana are very important. It explains in detail the relationship that should exist
between brothers, the father and the son, the preceptor and the disciple.

As the National President of the SSDPS said, ‘all of us live on the same earth and the
same sky is above all of us’. ‘We breathe the same air and drink the same water’.
Ignoring this underlying principle of unity, man visualizes multiplicity, which is a big
mistake, said the President. The Ramayana centers on the principle of unity in diversity.
Today as man has lost the ability to see unity in diversity, he is immersed in restlessness.
What we need today is to see unity in diversity and the divinity behind this unity.

24
SSDPS Governors

An effective and well-led organisation governing body contributes to the organisations

well-being. National Society (2003), Ainley and McKenzie (2000) emphasized that the
major responsibility of the governing body includes:
 Developing policy in consultation with the staff of the organisation
 Approving the policies
 Implementing these policies as necessary

The President, aided by the senior leadership and management team of the organisation is
responsible for the implementation of the institutional policies and the day-to-day
management of the organisation. The constitution of the governing body is guided by the
National Government’s institutional framework. It is common in most Hindu
organisations around the world that the constitution contains the “mission statement”. All
organisational policies should be founded on this statement (Fiji Sanatan Magazine,
2009).

On the basis of the understanding derived from the literature, it is clear that the role of
organisational governing bodies is defined. The SSDPS board is to facilitate good
management practice in the organisation by providing clear policies and support for its
leadership team. The President manages the SSDPS day-to-day activities and liaises with
the board members and to the National Government if necessary on policy matters.
According to the President, the SSDPS provides spiritual guidance to ensure the
governance of the organisation adhering to the practice of the faith. The preachers should
ensure that effective preaching and learning takes place and the ashrams environment is
conducive to learning. On an individual level, the public should provide the ashram
necessities for their children but their corporate role is to contribute to implementation of
SSDPS projects that are designed by the board members. The President also sated that the
SSDPS of Fiji’s role is to supply well-trained preachers to the Ashrams and to the local
community for the recital of various pooja (prayer) and also to promote religious
activities among the communities.

25
The word ashram is Sanskrit, although different sources provide different translations.
Generally speaking, it means a hermitage or place of penance. Unlike the Christian
practice of building churches in public areas, a Hindu ashram is almost always located in
remote parts of the forest or mountain range, much like Buddhist or Christian
monasteries. It is this simple setting away from the distractions of modern life which give
the ashram its ascetic appeal (Prasad 2008).

According to Prasad (2008), an ashram is not necessarily a simple structure. An ashram

can indeed be a small cottage with minimal amenities, but it can also be a large modern
facility with dormitories, publishing houses and educational buildings. In fact, many
Hindu children are routinely sent to a local ashram for religious and secular education, in
the same way that Catholic schools provide an alternative to public education in the
United States.

In the next chapter, the research methodology is justified and described.

26
 CHAPTER 3
RESEARCH METHODOLOGY

Justification for the Research Methodology

The author considers that the research approach deemed to be suitable for this study is the
qualitative case study. This choice can be justified from a number of considerations.
Firstly, qualitative research assumes that reality is socially constructed through individual
and collective definitions of events and situation and is, thus, dealing with multiple
realities. Guba and Lincoln (1981) cited in Williamson (2000:31) refer to these multiple
realities as

… the layers of the onion, nesting within or complementing each other. Each layer
provides a different perspective of reality, and none is considered truer than any other.

Research, in this sense, takes place in an interpretative paradigm where researchers

attempt to understand how people in a social setting construct the world around them.

The author sees importance in employing the qualitative approach is that it is particularly
appropriate for evaluation of organisational governance, where the focus is on improving
institutional practices. This approach does not only allow the researcher to describe what
emerging organisational governance looks like but also to uncover stakeholders’
perceptions of the current organisational governance and management practices.

The Case Study Methodology

Numerous definitions of the case study approach have been suggested. Yin (1989:23)
provided a technical definition: “a case study is an empirical enquiry that investigates a
contemporary phenomenon within its real-life context; and in which multiple sources of
evidence are used.” Merriam (1988:11-13) synthesizes the case study approach into four
fundamental components:

27
 1. Particularistic: the case has a specified focus, be it a situation, an event, a program, or a
phenomenon. The case is considered important for its potential to reveal or represent a
general pattern.

2. Descriptive: the final product of a case study is a rich, thick description of the
phenomenon under study; expressed in a variety of ways in order to capture the
complexities of the situation.

3. Heuristic: the case study illuminates a reader’s understanding of the phenomenon under
investigation, providing new meanings, and extending a reader’s experiences, and
confirming what is known.

4. Inductive: the case study relies on the inductive reasoning; consequently, “discovery of
new relationships, concepts, and understanding, rather than verification or predetermined
hypotheses, characterizes qualitative case studies”.

This research uses all four components above. It is particularistic in that it is focused on
the governance of Hindu owned organisation in the form of a religious entity. It is also
descriptive in the sense that the study is aiming at providing a rich, thick description of
how the organisation is governed. As well, the study is heuristic because the “case” has
the potential for extending a reader’s understanding of the subject matter. Finally, this
study is inductive, as conceptual constructs are derived from the evidences presented.

Data Collection Methods

Case studies typically involve fieldwork. The purpose of the fieldwork in this research
was to find out as much as possible about the governance of a Hindu owned entity by
examining practices and listening to what people (stakeholders) have to say. Sighting
people and documents were the primary sources of information in the field research and
the analysis of records and documents formed part of the investigation (Patton 1987).

The collection of data for this research was determined by the research questions outlined
in Chapter 1. This research used observation, questionnaires, interviews and documentary
analysis as of an interactive process of data collection and analysis (McMillan and
Schumacher 1993). The use of ‘mix’ approaches, known as ‘triangulation’, not only gives
the researcher the freedom to adapt approaches to particular situations and/or contexts,
but also enhances the trustworthiness of the research findings (Williamson 2000).

28
Observation

Site visits were conducted over two weeks (7 – 18 December 2009). In the first week the
researcher visited the site to assess the organisations physical infrastructure. The
researcher spent the second week observing the President and Members interacting in a
variety of ways. This enabled the researcher to see the day-to-day governance activities.

Much of the observations were participatory. The researcher visited the site during
official hours for member and staff interviews. According to Hoepf (1997:52)
observation can take different forms. These include:

…observing subjects without their being aware of it; maintaining as unconstructive a

presence as possible in the research setting; engaging in limited interaction with the
research subjects; or immersing oneself in the research situation as a fully active
participant.

As mentioned above, in this study the researcher opted for active participatory
observation with the view to eliciting information as he was naturally interacting with the
subjects. This type of observation was regarded as crucial to the identification of the
critical features of organisational governance because it:

 enabled the researcher to better understand the context within which the organisations
day-to-day activities occurred;
 provided the researcher with opportunities to observe things of which research subjects
may not consciously have been aware, or which they might not be willing to reveal;
 enable the researcher to move beyond his own perceptions to the perceptions of the
participants;
 allowed the researcher to access personal knowledge and understanding in interpreting
the practice being observed; and
 enhanced the value of recommendations since they were grounded in direct understand of
realities rather than in abstract theories (Malan 2000:60).

Data observed was recorded in the form of field jottings that were expanded into the field
notes on a daily basis. This was to ensure that what was observed daily would not get
lost.

29
The disadvantage in relation to this research was the difficulty of managing a relatively
unobtrusive role in the observations of day-to-day activities. The subjects may have felt
uncomfortable with the presence of the researcher and this may have affected the quality
of data. Thus, observation data was triangulated with data gathered through the other
methods.

Questionnaires

A questionnaire is a written list of designed questions to which the respondents record the
answers. Cohen et al. (2000:245) states “… the questionnaire is a useful instrument for
collecting survey information, providing structured, often numerical data, being able to
be administered without the presence of the researchers, and often comparatively straight
forward to analyze”. In most situations, the researcher is not present to explain the
meaning of questions to the respondents. Thus, as Kumar (1996:110) stresses, “it is
important that questions are clear and it is easy to understand. Also, the layout of
questionnaire should be such that it is easy to follow”. Perhaps Kumar’s suggestions of
the use of questionnaires are most useful. According to Kumar (1996:110), the choice of
questionnaire or interview should be based upon three criteria:

1. The nature of the investigation – if the study is about sensitive issues, a questionnaire
may be a better choice as it ensures anonymity.

2. The geographical distribution of the study population – if the respondents are scattered
over a wide geographical area, researchers have no choice but to use a questionnaire.

3. The type of study population – if the study population is illiterate, very old, or
handicapped, there may be no option but to interview the respondents.

The choice of a questionnaire in this research was guided by all three criteria referred to
above. The study was sensitive to the fact that Pacific islanders are reserved and is
reluctant to critically evaluate people who are in authority. For instance, employees may
not openly talk about management practices of their heads. The members were busy with
organization’s 50th year celebration activities during the time of the research. When the

30
researcher visited the Head Office of SSDPS on 15 December 2009 the President was out
of the office attending business overseas. These situations warranted the use of
questionnaire because the respondents were scattered by out of organisational activities.
The respondents were educated up to tertiary level; thus they had no difficulty in
responding to the questionnaire.

Kumar (1996:113) highlights three different ways of administering a questionnaire. They

are the mailed questionnaire, collective administration and administration in public
place. This researcher administered questionnaires using collective administration. This
was done through the assistance of a secretary who assisted the researcher distributing the
questionnaire to the staffs and collected them after they were filled in. The collective
administration recorded a very high response rate because the researcher had a personal
contact with most of the respondents. The questionnaires are annexed as Appendix 1.

Interviews

According to Cohen et al. (2000:270) “open-ended interviews can take one of three
forms, that is, they can be conversational, semi-structured”. This study employed the
conversational approach known as talanoa in Fijian. This approach enabled the
respondents to talk freely about their personal experiences of the organization’s
governance. A total of 5 members were interviewed during the two weeks’ time as the
researcher mingled with them during the Annual Sanatan Convention in Samabula. A
total of 3 Executive Board members were interviewed also during the convention week
celebration. These occasions provided a relaxed atmosphere to converse (talanoa) over
the organization’s governance issues.

Documentary Analysis

The term ‘document’ generally refers to a wide range of written and other physical
material. According to Yin (1989), documents include letters memoranda, communiqués,

31
agendas, announcements minutes, reports, proposals, evaluations, and news clippings and
media articles. In this research, the term “documents” was generally used to include any
relevant source of information. To this purpose, documents used in research-included
organization’s monthly reports, newsletters, magazines, and statistics and annual reports.

There are limitations and advantages of documents, which researchers need to consider in
the process of data collection. Merriam (1988:109):

… because they (documents) are produced for reasons other than research, they may be
fragmentary, they may not fit in the conceptual framework of research, and their
authenticity may be difficult to determine. On the other hand, because they exist
independent of a research agenda, they are non-reactive – that is, unaffected by the
research process. They are product of context in which they were produced and therefore
grounded in the real world. Finally, many documents or artifacts cost little or nothing and
are often easy to obtain.

In view of Merriam’s observations, research questions were used to gather and select
relevant documents. The researcher collected the relevant documents from the
organisations Head Office in Nabua, a neighborhood of the capital city, Suva.

The next step in the documentary analysis was to assess their authenticity and code and
catalogue them according to the research questions. This is an on-going treatment, which
Bogdan and Biklen (1982:146-153) propose that documents and other data analysis
should force the researcher to:

1. Make decisions that narrows the study,

2. Make decisions concerning the type of study to be conducted,
3. Develop analytical questions,
4. Plan the data collection sessions in light of what other data has yielded,
5. Write observer’s comments as one proceeds
6. Write memos to one-self about what one is learning,
7. Try out ideas and themes on subjects
8. Explore literature while in the field and
9. Play with metaphors, analogies, and concepts.

In the process of analyzing documentary data, the researcher was guided by these two
authors’ suggestions, particularly 3 to 7, as stated above.

32
Data Analysis and Interpretation

The interpretation of data requires appropriate analysis. Thus various writers have
different definitions of data analysis. In the words of Bogdan and Biklen (1982:145)

… data analysis is a process of systematically searching and arranging the interview

transcripts field notes and other material that you accumulate to increase your own
understanding of them and to enable to you to present what you have discovered to
others. Analysis involves working with data, organizing it, breaking it into manageable
units, synthesizing it, searching for patterns, discovering what is important and what is to
be learned and deciding what you will tell others.

However, Mile and Huberman (1994:10-11) view data analysis as consisting of three
concurrent flow of activities. These writers refer to activities as:

1. Data Reduction: is the process of selecting focusing, simplifying, abstracting and

transforming the data that appears in written-up field notes or transcription.
2. Data display: is an organized, compresses assembly of information that permits
conclusion-drawing and action.
3. Conclusion-Drawing and Verification: is beginning to decide what things mean –
noting regularities, patterns, explanations, possible configurations, casual flows, and
propositions.

This process begins while data is collected and is verified and tested as the analysis
proceeds (Figure 1).

The analysis of document data was incorporated with the data gathered from the
questionnaires, interviews and observations. The research questions guided the analysis
of the data. While analyzing the data the researcher was cautioned by Glaser (1992:14)
about the ‘grounded theory’, concerning issues of understandability, accessibility and
control.

33
 Figure 1: Components of Data Analysis: Interactive Model

Source: Miles and Huberman (1994:12)

Trustworthiness of Research Findings

The quality of qualitative research is commonly established in terms of reliability and

validity. In supporting this view, Merriam (1988:166) concludes that “…in any event, the
basic question remains the same: to what extent can the researcher trust the findings of a
qualitative case study?” Perhaps the best advice is to subscribe to the position that the
criteria for determining trustworthiness should be assessed in terms of credibility,
transferability, dependability and confirmability as advocated by Lincoln and Guba
(1985) cited in Malan (2000:72). The writers define this term as:

 Credibility: is the extent to which the researcher has established confidence in the
truth-value of the findings. This means that the findings must be true in terms of
the contexts and subject under investigation.

34
  Transferability: deals with the extent to which findings can be applied to or
replicated in other contexts, groups or settings. In qualitative research,
transferability is not determined by the researcher but by future users of the
research findings.

 Dependability: (or consistency) inn qualitative research refers to the extent to

which researchers have included data on strange cases to acknowledge the
existence of multiple realties.

 Confirmability: refers to the extent to which research findings are a function of

the subjects and conditions of research only. In qualitative research,
confirmability is established by research subjects, experts or other research
findings, not by the objectivity of the researcher or instruments.

Cross-checking and Validating Data

After each interview the researcher compared the field notes to check for accuracy and
completeness. In this way, the missing data was identified and follow-up was made on
emerging insights.

Control of Bias

Even through triangulation and criteria of determining trustworthiness were used in this
study to counteract possible bias in data gathering, there remained the difficulty of bias
on the part of interviewees.

A number of measures were undertaken to ensure validity of the data. Firstly, the use of
interviews and observations enabled many respondents to have been subject to the data
collection in this research. Secondly, a cross-section of stakeholders contributed to the

35
data in this research. In addition, the researcher assured them of confidentially and
anonymity. Therefore, generally, it was believed that they were free to respond to the
interview without fear of being identified.

Ethical Considerations

Like all research involving human subjects, this research has paid heed to the ethical
issues involved. This responsibility lies largely with the researcher. Merriam (1988:184)
sums this up, as “the best an individual researcher can do is to be conscious of the ethical
issues that pervade the research process, from conceptualising the problem to
disseminating the findings”. Cohen et al. (2000:292) identifies three main areas of ethical
concerns: informed consent; confidentially and the consequences of interviews. Each of
these ethical issues is problematic. Why they are problematic is highlighted by Kvale
(1996) cited in Cohen et al. (2000.292). Kvale raised the following questions:

 Who should give the informed consent and for whom and what?
 How much information should be given and to whom?
 What is legitimate private and public knowledge?
 Does the researcher point out the possible harmful consequences of the research data or
will this illegitimately steer the interview?

In addressing these ethical issues, the researcher has taken care to ensure that respondents
were appropriately informed of the purpose of the study, observations were ethically
conducted, the questionnaires were ethically administered, documentary data was
ethically gathered and analysis and reporting were bounded by ethical considerations.

Adhering to these ethical issues, the researcher informed the respondents of the purpose
of study through verbal consent seeking and informed them of the need to undertake this
study. In the same way, the respondents were also given the opportunity to review the
researcher’s field notes and a transcription of the interviews to ensure that they were

36
accurate representations of what happened and of what was said during the interviews.
Finally, in the reporting research, participants were given fictitious names.

In the next chapter, analysis and discussions of the results are presented.

37
 CHAPTER 4
ANALYSIS AND DISCUSSION OF THE RESULTS

The Contexts of the SSDPS in Fiji

History

The SSDPS of Fiji was founded in 1958. It was originally called the Akhil (All) Sanatan
Dharm Pratinidhi Sabha. For reasons of continuity and clarity the abbreviation SSDPS of
Fiji is used in this text but covers any variances in the naming of the national organization
for the Sanatan. One of the principal aims of the formation was to provide national
leadership on all aspects of the Sanatan Dharma. This included priority areas such as
establishing a national body to administer all Sanatan schools (Prasad 2008).

The term Sanatan Dharma as used in this research needs some qualification. The Sanskrit
term Dharma (Pali: Dhamma) signifies the underlying order in nature and life (human or
other) considered to be in accord with that order. The word Dharma literally means, “that
which upholds or supports” (from the root ‘Dhr’ – to hold), here referring to the order,
which makes the cosmos and the harmonious complexity of the natural world possible.
Dharma is a central concept in Indian civilization where it governs ides about the proper
conduct of human life. This symbol of dharma – the wheel – takes central place in the
national flag of India (Prasad 2008).

The Dharma in Fiji as Prasad (2008) argues is based on these definitions of the eternal
faith among Hinduism. It is a flexible term allowing for an inclusive religious community
of faith, truth, love and tolerance. Based in ancient teaching, Prasad says the Sanatan
Dharma in Fiji makes reference to the history of people of the faith from indenture to
more recent upheavals in the teachings. In doing so they continue a long tradition of
speaking the truth about the past and the present to make the world around them real and
relevant, now, then and forever.

38
The year 2008 marked the Sabha’s 50th year of successful completion and celebrates
hugely to mark its achievements. The vision statement of SSDPS is: “the Sabha shall
always be the democratic religious, educational, cultural and charitable largest Hindu
representative organization in Fiji” (Fiji Sanatan Magazine 2009).

Facilities

The SSDPS has a temporary headquarters attached to the Nabua Sanatan School from
where it is currently operating. The Sabha has already purchased a 1-acre free hold land
in Samabula Suva to build its new headquarters with a large conference room in it. This
headquarters will be large enough to serve the whole of Fiji and will also have enough
space to handle large crowds in case of celebrations and conventions. The current facility
in Nabua has a conference room, administration block, store room and male and female
convenience. The land is freehold and it belongs to SSDPS. It also has a primary school
is within the premises.

Achievements

The SSDPS has achieved the Golden Jubilee milestone in year 2008. It has also been able
to purchase the 1-acre Kikau Street property in Samabula, which was a milestone
achievement according to the President of the SSDPS. The president thanked the Suva
Branch of SSDPS for this achievement and said that they are hoping to move into the
new headquarters by March 31, 2010. The Sabha has successfully made the first Sanatan
Flag in the world! The President said “this was also a milestone achievement and said
that the new flag is to embody the spirit of Sanatan Dharm so that we can now show or
pride for Sanatan”.

Nature of Governance

The SSDPS is an independent organization and is governed and managed by the Board of
Governors (Trustees), members and staffs. The SSDPS is charged with a leadership role

39
for the majority of Fiji’s Indo-Fijian populations since majority of Indo-Fijians are the
members of the organisation. The basic tenet has been good governance without fear or
favor. The organization and administration is hierarchical: from the National President
through seven trustees as Board of Governors to the National Executives and the
members. The National president has entrusted the other executives to manage their own
responsibilities and duties. The executives operate from different areas and meet at the
Headquarters on a monthly basis to discuss their grievances and progresses. This has
made the organization to run smoothly and with less hiccups (Fiji Sanatan Magazine
2009).

Board of Governors (Trustees)

Like most organizations in Fiji, the Board of Governors of the SSDPS, are the past
executive members of SSDPS and has been nominated by their branch members to
oversee the overall activities of SSDPS. According to a member of SSDPS, the
appointment of these past executives to the Board of Governors has been seen a great
success in the past as they are experienced people and have vast experience in overseeing
the organizations day-to-day affair.

The Board of Governors presently is working closely with the current executives in
formulating policies and programmes to suit the current requirements of the SSDPS and
its members. To actually achieve this reformulation of policies, the Board is seeking help
from the expertise in the field and also taking submissions from the members. It is the
practice in the past that Executive Members always implement the policies. This is true
when policies fall within the parameter of some specified tasks. Implementation of other
policies requires the expertise of executives and other organizational stakeholders.
Therefore, a well-led governing body could secure support to implement organizational
policies and programmes (Prasad 2008).

40
The National President

The National President is appointed by all branch nominations. This nomination comes
after every three years and a National President is nominated after a collective decision is
taken by the 30 branches of SSDPS all throughout Fiji. The branches have a consultation
period among them and then finally they come up with a name who will be elected as the
National President of SSDPS. The purpose of this consultation between the branches is to
ensure that an appointed President is a spiritual and religious leader and can successfully
lead the SSDPS. The SSDPS as a controlling authority envisages that excellence in
presidential-ship requires visionary, inspired leadership and management centered. Given
this important role, it is mandated that the Presidents of SSDPS must be members of
Sanatan Dharma of Fiji (Fiji Sanatan Magazine 2009).

The President reported (in his interview) that his role is to ensure that the SSDPS is
governed according to the expectation of the Hindu Samaj of Fiji and abroad as well.
This is particularly challenging and demanding however, the President said that he was
able to manage the organization through the executive and member support, both in
prayers and in practical terms. Such support in leadership of a Hindu organization needs
to be built on a spiritual and religious model. Hence, the National Society (2003)
suggested that Hindu organizations Presidential leadership role is encompassed in three
aspects:

1. servant-leader, encouraging religious and spiritual growth of the pupil;

2. transformational leadership, nurturing the development of a Hindu community;
3. invitational leadership, welcoming all to the organization.

The above organizational leadership platform fits in well with the SSDPS’s mission
statement: “to preserve, promote and safeguard the religious, social, economic and
educational interests of the Shree Sanatan Dharm Pratinidhi Sabha Fiji”. This is because
when the organization adopts the servant, transformational and invitational leadership, it
should be able to manage the challenges of governance.

41
The National Executives

The various branch officials also nominate the National Executives of SSDPS. There
term in the office is for a three-year also. Like for any other executive members the
SSDPS executive members play a vital role in ensuring that the day-to-day affairs at
SSDPS runs smoothly and perfectly. The executive members played a major role last
year (2009) by bringing in the National Initiative for Civic Education (NICE) project in
collaboration with the Government of Fiji and UNDP. The project is funded by the
European Union and New Zealand Government. The launching of a new webpage with
the current Sabha information had also been the tireless effort of the National Executives.
Bringing in a Peace Corps Volunteer and trying to uploading the valuable data and
information on the website has been a remarkable task completed by the Executives.

Members

According to National Secretary, SSDPS has a total of 282,748 members. The continued
migration of Sanatan members as part of the Indo-Fijian movements away from Fiji has
led to a permanent change in its population facts and figures. In 1996, the population
amounted to 772,655 with a multi-ethnic composition: Fijians 51 percent; Indians 43
percent and others 6 percent. The 2007 census shows a major shift in demographics as
shown in the following figures: population 837,271; Fijians: 475,739 (57.5%); Indians:
313,798 (37.5%); Others: 47,734 (5%). The established pattern suggests a further
dwindling of Indian, therefore Sanatani numbers in Fiji. This is already evident in the
growth of numbers among the overseas affiliates of the SSDPS Fiji. The annual World
Sanatan (Fiji) Convention and sporting events attract large numbers of these former
overseas Sanatan communities (Prasad 2008).

Finance

SSDPS is an independent organisation and does not receive any direct fund from the
Government of Fiji. The Sabha has altogether 30 branches around Fiji and each branch

42
contributes a total sum of FJ$500.00 per annum. This money goes directly to the SSDPS
reserves and is being used for the day-to-day affairs at SSDPS. SSDPS also publishes a
Diwali Magazine and sells this magazine locally and overseas and generates roughly
FJ$15,000.00 annually. It has a commercial property in Nadi from which FJ$31,200.00 is
generated annually also. SSDPS also publishes Sanatan Calendar and generates a sum of
FJ$2000.00 annually.

Apart from the income generated from the various avenues, SSDPS also receives a
substantial amount of donations locally and also from overseas. Last year (2009) SSDPS
received a total sum of FJ$50,000.00 as donations and in the previous year received
FJD$30,000.00. The annual budget of SSDPS is FJ$387,000.00 with a FJ$370,000.00 as
the operating budget and managed to save a total sum of FJ$17,000.00 as the reserve.

According to the National Secretary of SSDPS, the aim for the organisation is to collect a
total sum of FJ$1 million dollars by the end of year 2013. The National Secretary said
that they have placed various plans and procedures in place and said the whole team at
SSDPS is geared towards this motive. He said they are also asking the 282,748 Sanatanis’
in Fiji to at least donate a dollar each to the Sabha annually and show their support
towards the largest religious organisational body in Fiji and help us move forward and
work for the betterment of the upcoming generation of Hindus in this country.

Projects

The SSDPS has 3 major projects in their pipeline to complete. The first one is the Fiji
Government Project executed by UNDP. SSDPS is fortunate to be considered for this
project. The objectives of the project are to bring about awareness and to educate the
grassroots people on the democracy, human rights, constitution and good governance.

The next and the biggest project of SSDPS are to build a fully-fledged Headquarters in
Samabula. The vacant land at Kikau Street in Samabula has been purchased already and
the building work has started. This is milestone achievement for SSDPS since the

43
Headquarters will be an icon in Fiji especially after so many years the organisation will
have a facility of its kind. This will indeed be great success for the organisation (Fiji
Sanatan Samachar, January 2010:1).

Plans for the Vocational School that is to be built in Wanibokasi landing is another
project for SSDPS. The plan is to build a 2-story school near Pt. Shreedhar Maharaj
College and will be built on the land that has been graciously donated by Pt. Shreedhar
Maharaj. The National President is the major donor in this project. Building work will
begin in June of 2010 with the school set to open at the start of January in 2011 (Fiji
Sanatan Samachar, January 2010:3).

Adequacy of Governance

Clarity of Goals

Assessments after the research show that the goals of SSDPS appear to show divergence
in to ventures in the future. Restricting the membership of the executive members to the
board of governors mean that the organisation is more concerned with the values and acts
of spiritual qualities attained is utilized afterwards.

The development of the members needs articulated policies, which could be possible if
the expertise of the community is fully utilized. To attain both the religious and spiritual
goals of the organisation, a cross-section of the member community must be represented
in the board of governors. Involvement in the member community in the governance of
the organisation fits in the collegial approach to governance (Millet 1962). Millet stressed
that religious institutions are made up of community of members who are competent to
make decisions. In this context, the goals of the SSDPS must be clear to all stakeholders
and the activities in the organisation are executed in a balanced approach.

44
Coordination

Coordination of delivering and training activities delivered by the organisation is an area

that needs strengthening. A useful mechanism would be to schedule all major events on
the Sanatan Calendar and the calendar be circulated to the communities at the beginning
of the year. For instance, the members would be aware about the major events of the
SSDPS and would be prepared well in advance for these. Project based developments in
the organisation must be implemented in phases to ensure smooth transition of activities.
This could be possible if management adequately planned the projects and implemented
them over a period of time. The importance of coordination in organisational governance
is emphasized in Fullan (1991) key themes in implementation process. Coordination of
implementation of organisational projects and programmes can help in addressing
problems that may arise.

Supportive Structures

The information collected confirmed that the SSDPS as a controlling authority and
provides advocacy and advisory roles along with the various other duties. This is to
ensure that the organization’s integrity and the faith is upheld and preserved. The
government supports with the expertise and provided donations in the form of musical
instruments to the mandalis at the community level. Fullan (1991) clearly pointed out that
mobilizing resources and advocacy and support of agents like the government is critical
factors in organisational governance. Mile et al (1987) added that when such support
from the government is adapted to specific organisational need or changes can be
successfully institutionalized. The community support also is vital in the smooth running
of the organisations day-to day activities.

In the final chapter, a summary of findings, conclusions and recommendations of the

study for further research and practices are presented.

45
 CHAPTER 5
SUMMARY AND CONCLUSION

The Findings

Nature of Governance

1. The SSDPS in Fiji is a major body for Sanatan Samaj and is governed and
managed by a Board of Governors, Executive members and members of the
public.

2. The members of the board of governors of the SSDPS are the past executive
members of SSDPS that has been nominated by their branch members to oversee
the overall activities of SSDPS. The appointment of these past executives to the
Board of Governors has been seen a great success in the past as they are
experienced people and have vast experience in overseeing the organizations day-
to-day affair.

3. The National President was appointed by all branch nominations. This nomination
comes after every three years and a National President is nominated after the 30
branches of SSDPS all throughout Fiji take a collective decision. The branches
have a consultation period among them and then finally they come up with a
name that will be elected as the National President of SSDPS.

4. The various branch officials also nominate the National Executives of SSDPS.
There term in the office is for a three-year term also. Like for any other executive
members the SSDPS executive members play a vital role in ensuring that the day-
to-day affairs at SSDPS runs smoothly and perfectly.

46
 5. According to National Secretary, SSDPS has a total of 282,748 members. The
continued migration of Sanatan members as part of the Indo-Fijian movements
away from Fiji has led to a permanent change in its population facts and figures.

6. The Sabha has altogether 30 branches around Fiji and each branch contributes a
total sum of FJ$500.00 per annum. This money goes directly to the SSDPS
reserves and is being used for the day-to-day affairs at SSDPS. SSDPS also
publishes a Diwali Magazine and sells this magazine locally and overseas and
generates roughly FJ$15,000.00 annually.

7. The SSDPS has 3 major projects in their pipeline to complete. The first one is the
Fiji Government Project executed by UNDP. The next and the biggest project of
SSDPS are to build a fully-fledged Headquarters in Samabula. The vacant land at
Kikau Street in Samabula has been purchased already and the building work has
started. Plans for the Vocational School that is to be built in Wanibokasi landing
is another project for SSDPS.

Adequacy of Governance

1. Assessments after the research show that the goals of SSDPS appear to show
divergence in to ventures in the future. Restricting the membership of the
executive members to the board of governors mean that the organisation is more
concerned with the values and acts of spiritual qualities attained is utilized
afterwards.

2. Coordination of delivering and training activities delivered by the organisation is

an area that needs strengthening. A useful mechanism would be to schedule all
major events on the Sanatan Calendar and the calendar be circulated to the
communities at the beginning of the year.

47
3. The information collected confirmed that the SSDPS as a controlling authority
and provides advocacy and advisory roles along with the various other duties.
This is to ensure that the organization’s integrity and the faith is upheld and
preserved. The government supports with the expertise and provided donations in
the form of musical instruments to the mandalis at the community level.

Conclusions

The findings of the study revealed some governance issues that need the SSDPS’s
attention to improve its performance. Firstly, the goals of SSDPS must be clear and
understood by all stakeholders and the members to ensure that SSDPS activities fall
within the parameter of the devised Sanatan Calendar. Secondly, the organisation
needs to strengthen its coordination of programmes and implementation of projects so
that all the interest groups are better informed. Finally, the whole Hindu community
needs to come out with whole heartedly to put hand-in-hand and help in building the
infrastructure and not leave this to the good will of the executive and board members
only.

Recommendations

The findings of the study have pointed to the need for further research in two areas. It
is hoped that such studies will complement the findings of this study. Firstly, it is
necessary to replicate the study in more Hindu organisations, as this would provide an
overall picture of Hindu organisations that are governed in Fiji. Secondly, this study
revealed coordination mechanisms and supportive structure are areas that need
improvement to effectively govern the organisation. Therefore, a study could be
conducted on stakeholders’ participation in organisational governance. These studies
would inform organisational governors about effective strategies to use that would
involve greater participation in the implementation of organisational programmes.

48
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51
 Appendix 1: Questionnaires

Governance of SSDPS: Questionnaire for the President

These questions relate to the general policies regarding the governing structure of the
organization, its mission, staffing and promotion of religion and facilities proposed in
future. The purpose of this Questionnaire is to investigate how SSDPS is governed in
these mentioned aspects. Your response is anonymous and confidential.

General Objectives and Characteristics of SSDPS

1. Is the SSDPS affiliated with any other organization in Fiji? Yes/No_________

2. What is the mission or objective of SSDPS? Describe in detail any religious
influence.
_____________________________________________________________________
_____________________________________________________________________
3. What percentage of the Hindu population is directly involved with SSDPS?
_____________________________________________________________________
_____________________________________________________________________

Level of Governance

1. What body administers the SSDPS?

_____________________________________________________________________
_____________________________________________________________________
2. Is the administering body affiliated with any organization?
_____________________________________________________________________
3. What is the relationship between SSDPS and other stakeholders?
_____________________________________________________________________
_____________________________________________________________________
4. How is the President of SSDPS selected?

52
_____________________________________________________________________
_____________________________________________________________________
5. Who are members of the board and how are they selected?
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
6. What is the SSDPS yearly budget?
_____________________________________________________________________
_____________________________________________________________________
7. Who funds SSDPS?
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
8. Does SSDPS receive any other funding, including governmental financial
support? Please Explain.
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
9. Are there any aspects of the operations of SSDPS, such as conducting financial
transactions or amending the Sabha’s charter, mission or policies?
_____________________________________________________________________
_____________________________________________________________________
10. What safeguards or procedures do you have in place to assure that the property,
facilities and school projects are properly managed?
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
11. Is any form of religious or any other activities being held at the SSDPS HQ
premises or other venues? Yes/No; ___________
a) If yes how often?

53
 _____________________________________________________________________
b) What is the nature of these activities?
_____________________________________________________________________

c) Who conducts these activities?

12. Who owns the real property where SSDPS is located?

_____________________________________________________________________
_____________________________________________________________________
13. If SSDPS owns, describe the lease arrangements.
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________

Staffing
1. How many members does SSDPS have?
_____________________________________________________________________
_____________________________________________________________________
2. How many other staffs are there including the casuals?
_____________________________________________________________________
_____________________________________________________________________
3. On basis are the staffs being recruited?
_____________________________________________________________________
_____________________________________________________________________
4. What kind of duties do these staffs perform?
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
5. Who pays staff salaries?
_____________________________________________________________________
_____________________________________________________________________

54
 Nature of Work
1. What is your view on the religious activities handled by the SSDPS?
_____________________________________________________________________
_____________________________________________________________________
2. What sorts of religious activities are looked after by SSDPS?
_____________________________________________________________________
_____________________________________________________________________
3. How does SDS monitor religious programmes to the other centres around Fiji?
_____________________________________________________________________
_____________________________________________________________________
4. What kind of support does SSDPS provide to Ramayan mandalis in other centres?
_____________________________________________________________________
_____________________________________________________________________
5. What major events do SSDPS hosts during the year?
_____________________________________________________________________
_____________________________________________________________________
6. What is the significance of these events?
_____________________________________________________________________
_____________________________________________________________________
7. How is the funds managed after such events are over?
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________

Projects

1. What new projects are in the pipeline of SSDPS?

_____________________________________________________________________
_____________________________________________________________________
2. How will these projects be financed?

55
_____________________________________________________________________
_____________________________________________________________________
3. Are there any new achievements recently (year 2009)?
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
4. Any other comments?
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________

Thank you.

56
 Governance of SSDPS: Questionnaire for the Member

These questions relate to the general policies regarding the governing structure of the
organization, its mission, staffing and promotion of religion and facilities proposed in
future. The purpose of this Questionnaire is to investigate how SSDPS is governed in
these mentioned aspects. Your response is anonymous and confidential.

Personal Information

1. Gender: Male or Female:______________________

2. What is your religion? ____________________________
3. How many years have you been working with SSDPS? _________________
4. How do you get paid?
__________________________________________________________________
__________________________________________________________________
5. Apart from your normal duties, what other work do you do for SSDPS?
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
6. Do you think doing extra work affects your performance?
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
7. Have you at any time faced any difficulties or problems at working SSDPS?
_____________________________________________________________________
_____________________________________________________________________
8. How do you see SSDPS in general?
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
9. What can you comment about the governance of SSDPS?

57
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
10. In your opinion does SSDPS has a good or bad governance practices?
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
11. In your opinion how can SSDPS improve its governance policies and practices?
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________

Thank you.

58