(POM Concept: Being a manager u got to utilise all available oppurtunities)
Organisational Structures
We all brought different structures available around NITIE canteen.
I'll upload more photographs as soon as I get hold of them and continue writing my experiences with Principles of POM even after this module or after my PGDIM so that the mission given to us by
Dr. Mandi, can be fullfilled.
The classes for POM were always very funfilled, we learned the concepts very deeply without feeling the burden supposed to be attached with a subject with uch a HEAVY name, all thanks to Dr. Mandi, I wish to have more subjects to be taken by him in future
Here are three men walking
but are stalled because infront of them lay a valley which they have to
cross.
Problem:
1. The width of the gap
between the valleys is more than a step so they canot jump over it but less than
two steps.
2. There is no temporary
bridge available i.e no falt platform which they can lay over the gap and walk
over.
Solution Steps: As Demonostrated by NITIE Students
After
searching for resources they found a round wooden log and they use it to cross
the valley. Its illustrated in the picture below.
Creative and wonderful. The
image itself is good enough to illustrate that phenomenon.
Principles of Management Concept Used
TEAM:
A team comprises agroup of
peoplelinked in a common purpose. Teams are
especially appropriate for conducting tasks that are high incomplexityand have many interdependent subtasks. the
valley cannot be crossed by a single person but as a team they form a synergy
and achieve more than what individually they can
achieve.
Structuring of Task:
There are three
position in this whole task.
1.
High Risque: The hanging position is of high risque.
2.
Medium Risque: One foot on the ground and other hanging in valley is medium
risque.
3.
No Risque: The position where both the feet are on ground is of no
risque.
Here if you notice all the persons go through this phase. So all positions are
same. The tasks should be designed in such a way that it shouldnot be dependent
on person.
Structuring of Task Roles:
Tasks should have certain attributes for perfect realisation
of a task, which can be stated as:
1.Interlocking roles
i.e. highest level of interdependency 2.Highest level of interactions
among the members 3.Instantaneous feedback 4,No scope for
any Social loafing
The
task here is highly interdependent and provides instantenous feedback upon any
mishap.
Team Excellence:
Excellence is efficiency * effectiveness. Individual cannot
achieve excellence but a team an organisation can achieve that. Efficiency and
effectiveness both comes simultaneously and has to be handled simultaneously.
Effectiveness is where to go? and efficiency is how to go efficiently i.e at
reduced cost or enhanced safety. But to put effect efficiency one has to again
think efficiently.
The
film is based on the ancient Chinese proverb "One
monk will shoulder two buckets of water, two monks will share the load, but add
a third and no one will want to fetch water.
Story:
Part 1 Video:
Part 2 :Video
A
young monk lives a simple life in a temple on top of a hill. He has one daily
task of hauling two buckets of water up the hill. He tries to share the job with
another monk, but the carry pole is only long enough for one bucket. The arrival
of a third monk prompts everyone to expect that someone else will take on the
chore. Consequently, no one fetches water though everybody is thirsty. At night,
a rat comes to scrounge and then knocks the candleholder, leading to a
devastating fire in the temple. The three monks finally unite together and make
a concerted effort to put out the fire. Since then they understand the old
saying "unity is strength" and begin to live a harmonious life. The temple never
lacks water again.*
Problem Solution:
When
there was one monk he had no other option but to carry the buckets by himself.
It was long and tiring. This is Craftmanship and
commonises the task as he brings water whenever he
likes.
Then comes another monk. Together they to bring water. As the stick is small
they could carry only one bucket. But thier effort reduced and
they could enjoy their time while comming. But this process had a major
drawback, if the bucket was tilted to someones side more he had to carry more
load. So a solution was reached by a standard
methord that it is to be place at the half position only so as to
distribute the load equally.
This methord had an added advantage that here the efficiency
increased as manual effort per kg of water reduced drastically and they
were fresh on reaching the destination.
Now
a problem came when third monk reached. Now work division was difficult and the
task was put on each others shoulders. This was poor management and a proof that
with poor management compiling more more workers would lead to drop in
productivity.
Now with the event of fire all of them worked together in a fire fighting mode
and devised a new methord of bringing water to the top.
Principles of Management concepts Usage
This
new method has an added number of advantage and practical usage of various Principles of Management concepts , which can be elaborated as below:
1. Creative
Problem Solution:
To address a crisis situation in future they
devised a pulley methord of bringing up water to the top. This also explains that "Neccessity is mother of all Inventions".
2. Current implications:
This method is a modern day assembly line methord in
which productivity increased drastically.
3. Mutuality:
Here in this improved methord there is a high amount of interdependency which
reduces the unproductive time due to social loafing is
reduced.
4. Theory
X & Theory Y Compared:
This method is even better than theory X or theory
Y because this reduces the work content on each by so much that it makes work
play.So the workers enjoy doing their work.This is theory
Z.
Here work is de
centralized and one person does one job only. This gives enhances productivity
and excellence of work as both efficiency and
effictiveness increases.
6. Synergy:
Here clear enough is that the three persons working together can put more water
to the temple than all the working individually.
Work methods comparison: (Copied from Dr. Mandi's Reference Blog)
Method I
Method II
Method III
Members
One Monk
Two Monks
Three Monks
Work tools andwork method
Two baskets
Long stick hanging two buckets two ends of the long stick..
One basket
Long stick hangingone bucket in the middle
Three baskets
Rope, Kuppe, and pulling water bucket on pulli
Input - Effort by monks ( Units in Jouls) ( Esti..)
100 Jouls
by One person
50 Jouls by two persons together
Total effort together by the three monks in this method is almost ' INSIGNIFICANT'.
Output - Water
2 baskets
One basket
The output ( number of baskets of water ) that the method can fetch is almost ' SO MUCH WATER'
Productivity Measure: ( Input / Output)
100 J / 2 =
50 J per basket of water
50 J / 2 =
25 J per basket of water
Insignificant effort per basket of water
Nature of MemberRoles
Independent
Somewhat Interdependent
Very much Interdependent
Monks Life
philosophy@ monastry
Life is misery and
Death is the solution
@ This is evident as shown in the film the monk is physically exhausted and gets in to sleep once he gets water from the pond.
Life some how can be managed to make it worth living ..
@ This is evident as shown in the film the monks engage in more productive prayers. Monks are shown not sleeping as much as they used to do earlier.
Life is Fun and even monks can have
blissful life..
@ This is evident as shown in the film that the monks are happy and blissful to work together.
Mahindra
and an independent India began their rise together. In 1945, two enterprising
brothers named J.C. Mahindra and K.C. Mahindra joined forces with Ghulam
Mohammed and started Mahindra & Mohammed as a steel company in Mumbai.
Two years later, India won its independence, Ghulam Mohammed left the company
to become Pakistan’s first finance minister, and the Mahindra brothers ignited
the company's enduring growth with their decision to manufacture Willys jeeps
in Mumbai. The company’s new name???? Mahindra & Mahindra, of course.
Founders
1. J.C.
Mahindra
Jagdish Chandra Mahindra was born circa 1892 in Ludhiana, Punjab. The
eldest of nine children, the loss of his father at an early age placed the
responsibility for the family on his shoulders. He believed strongly in the
power of education and ensured that all his brothers and sisters studied hard.
J.C. received his degree from Veermata Jijabai Technological Institute (VJTI).
J.C. started out his career with Tata Steel, serving as the senior Sales
Manager from 1929 to 1940. When the steel industry became critical during World
War II, the Government of India appointed him as the first Steel Controller of
India.
J.C. died tragically of a heart attack in 1951.
2. J.C.
Mahindra
Kailash Chandra Mahindra was born in 1894 in Ludhiana, Punjab, the
second of nine children. When their father died at an early age, his older
brother J.C. K.C. studied at Government College, Lahore where he showed early
promise of a brilliant scholastic career. Continuing his studies at Cambridge,
UK, he earned Honors, played hockey, and took a keen interest in rowing.
1942, K.C. was appointed Head of the Indian Purchasing Mission in the
United States. Returning to India in 1945, he was appointed the Chairman of the
Indian Coal Fields Committee of the Government of India and also of the
Automobile and Tractor panel. In 1946, K.C. moved to Bombay with his brother
J.C. to found Mahindra & Mohammed. Under his 13-year leadership as
Chairman, Mahindra & Mahindra established itself as a major Indian
industrial house in several sectors. He also served as Director of RBI, Air
India, and Hindustan Steel and Chairman of Indian Aluminium Company.
K.C. died in 1963.
3. M. G.
Muhammad
Malik Ghulam Muhammad born and hailing from Lahore, British-controlled
Punjab Province (now part of modern Pakistan), Ghulam Muhammad educated and
graduated from the prestigious Aligarh Muslim University (AMU), and started his
professional career in accountancy from Mahindra and Mahindra Limited. In 1947,
Ghulam Muhammad joined the Indian Railway Services and initially worked as an
financial auditor at the Indian Ministry of Finance. Prior to independence of
Pakistan, Ghulam Muhammad settled back to his native city, and subsequently
elevated as country's first Finance minister. As Finance minister, he is
credited for drafting and formulating the Soviet-style high centralized plans
for the national economy, and presented the First Five-Years Plans in 1948.
After graduating from Aligarh Muslim University, he was among one of the
co-founders of the automobile conglomerate, the Mahindra and Mahindra Ltd. in
1945.
Ghulam Muhammad's health deteriorated, and he took a leave of absence in
1955. The acting Governor-General, Iskander Mirza, dismissed him, and Ghulam
Muhammad died the next year in 1956
To create a fully collaborative environment in which suppliers can
deliver exactly what the company needs, when it needs it, and at a competitive
cost.
“We don’t have a group-wide mission statement. Our core purpose is what
makes all of us want to get up and come to work in the morning”-Anand Mahindra
Mission
To create India's largest
automobile and automobile-related products distribution network by providing
dealers and customers with the largest choice of unique world-class products
and services.
Awards & Recognition
·Bombay Chamber Good Corporate Citizen Award for 2006-07.
·Business World FICCI-SEDF Corporate Social Responsibility Award – 2007
·The Brand Trust Report ranked M&M as India's 68th Most Trusted Brand
in 2011 (from 16000 brands analysed) and 66th Most Trusted Brand in 2012 (from
17000 brands analyzed)
·Deming Prize Japan
·Quality Medal in 2007
·Bluebytes News: Rated M&M as India's second Most Reputed Car Company
(reported in their study titled Reputation Benchmark Study conducted for the
Auto (Cars) Sector launched in April 2012.
