Cepytin Terapia Integral ONG

During the class of “Responsibilidad Social”, taking place at the University of Los
Andes in the second semester of 2012, each participant is allocated to a group,
which in turn is assigned to a social project within the region of Bogota. The
groups then are asked to interact with the foundation and work closely together
to accomplish an upfront‐established goal and exchange experiences. The idea of
this assignment is to enrich the perception of the students with an
understanding that is enabling them to take the “right” decision in their future
business environment, which most probably will affect multiple actors, as for
instance employees, shareholder, communities, clients and the government. Due
to this, the salient objective of this course is to make each individual aware of the
relevance and impact that its social responsibility has on its nearest environment
and the people she or he is working with one day. By definition social
responsibility is an ethical ideology or theory that an entity, be it an organization
or individual, has an obligation to act to benefit society at large. It pertains not
only to business organizations, but also to everyone whose actions may impact
the environment (Bartlett & Beamish, 2011). In short, the concept of social
responsibility is fundamental to generate a brighter future for upcoming
generations and to contribute to sustained growth of social welfare with respect
to social values.
Our group has been assigned to the non‐profit NGO entitled “Cepytin Terapia
Integral”, which was founded in 1988 as a foundation that is offering consulting
services and therapies to mentally disabled children and young adults from the
age of 18 month up to the age of 23 years. In particular, Cepytin is providing
individuals in need with physiotherapy treatment and customized educational
programmes to yield participants of the programme and their families assistance
to facilitate their living. The foundation has developed over the past two decades
four programmes to fulfil their customer´s needs, each touching upon a distinct
objective. For instance, the “Programa inclusion escolar” is aiming at children
with cognitive deficits that require specific educational support. With respect to
their academic level groups are build to create a “normal” scholastic experience
for the pupil to integrate them into a daily routine focusing on enhancement of
their capabilities. Moreover, the institution has contact to companies in order to
be able to offer a professional future to those who are, thanks to the provided
treatment, capable of working in a “normal” environment. Additionally,
therapeutic provision is granted to ensure that the physical deficits are reduced
The foundation is currently working with 22 employees from various fields of
expertise. Each member of the workforce is specialized and trained to assist the
group of 130 participants of the programmes with their exact needs.
Furthermore, the employees do all have an academic background enabling her or
him to contribute to the processes and treatments respectively. Thanks to
sponsorship of various enterprises and government funding, the foundation can
offer its services to the participants at a rate of only 20% of the entire cost that
arise, enabling especially less privileged families to offer its children the therapy.
As described by Robert F. Card: the “personality” of a work forms a personal
identity and it is difficult or even impossible of avoiding or changing this
mentality. This might be especially the case, for employees in non‐profit
organizations (NPO), which are normally well educated – graduated from High
School or even from college. All of these people have on average a more social
thinking than managers or employees in big companies, like consultant offices.
Furthermore, Card refers to “The Agentic Shift”, which can be explained that an
“Individual sees him – or herself as merely an instrument for carrying out the
wishes of others.” (Card, 2005). Thereby, he states that people who are in an
“Agentic State” do not see themselves as responsible for their actions performed
within the boundaries of their organization. Hence in the case of our company
CEPYTIN, one would infer that the people working in this business are also
instruments of the company and therefore instruments of their wishes. Due to
the fact that people who are working for an institution, which handles with
mentally disabled groups or in this case children, have a higher dedication to
help other people. As helping others is the “core ‐ wish” of Cepytin, the “Agentic
Shift”, which was explained by Card, can not be applied since the employee’s
share same the wish – helping other. In addition, the staff of Cepytin or in general
for such an institutions feels well aware of their responsibility of their own
actions, which also argues against the “Agentic Shift”. Moreover, the company’s
norms and rules give a frame of possible actions to engage in and therefore “both
individuals and organizations are bearers of moral responsibility” (Card, 2005).
A further relation can be drawn between Cepytin and the article “The Nonprofit /
For‐Profit Continuum: Theorizing the Dynamics of Mixed‐Form Markets” by
Marwell and McInerney. This articles establishes a theoretical framework
consisting of five different steps on the Nonprofit / For‐Profit Continuum. They
can simply be explained as follows: Market identification; Market growth;
Increasing costs; Increasing price; Cross‐sectoral competition. These five steps
describe the possible development of an NPO. At the first step social need is
identified and a NPOs is founded in order to fulfil this demand of the society.
Following this other NPOs will recognize this need as well and start an effort to
satisfy it. This behaviour results in market growth. Next, an increase in costs will
follow due to “the complexity of additional and specialized tasks” (Marwell and
McInerney, 2005) that need to be executed in order to provide the social service.
This results in a higher price that has to be charged for the service, which is
represented by step four. Finally, in the fifth step, cross‐sectoral competition
between for‐profit‐ organizations (FPO) and NPO arises. Relating this framework
to Cepytin it can be assumed that the organization appears to be at step four –
the increasing price phase. In step one, market identification, the foundation has
been created 22 years ago, with the aim of fulfilling the increasing need of a
supporting institution for mentally disabled children. To illustrate step 2, in
Bogota, today there exist four different institutions alike with regard to
professionalism and size, next to roughly 80 smaller ones. These institutions all
identified the same need in society and thus entered the market and offer their
services to their local community. Also step three is already accomplished by
Cepytin by means of having specialized and well educated employees. This
resulted because the treatment expectations of the parents of the children
increased and the resulting additional and specialized tasks of the workforce in
this institutions. Step four ‐ increasing price ‐ at which Cepytin is assumed to
halt, is the logical consequence of the increasing costs for the institution during
step three. In the future, cross sectional competition might arise in the sector of
organization that deals with mentally disabled children.


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