Alignment of employees with the organisation

This time Dr. Mandi used a magnet to teach us another concept of management. As the magnet induces the magnetic force in soft metals, the same way a manager can influence the behaviour of its employees towards the organisation. It can be done by aligning them with the organisation. This alignment can happen in the following ways:

·         Alignment of Roles

·         Alignment of People

·          Alignment of Goals

Alignment of Roles is necessary to make a coherent organisation so that each position of responsibility play a strategic part. People must be aligned to generate, improve and retain skills and knowledge which is important for organisation.

Alignment of Goals is the most important part of alignment. It is a humanitarian aspect of management which is captured by Henry Fayol. Any organisation cannot reach to its full potential until individual interests of its employees are aligned with organisational interest.

It is not an exaggeration to say:

Goal attainment is equal to goal alignment

In the above figure, all the arrows are assumed to be the factors of production. In absence of magnetic field, all factors works hap hazardously according to their individual aspirations. But a good manager can have the magnetic influence and is able to align all the factors of production with the organisation. Dr. Mandi’s concept of teaching management by using just a simple magnet is very well taken by the students.

For aligning the goals, following three must be aligned:

Aspirations

Beliefs

Action

All in all, to integrate the employees in the organisation structure and to enjoy maximum productivity, all the individual aspirations, beliefs and Actions of Employees must be aligned with the goal of organisation

Learn different types of Managers

Theory X and Theory Y in Management

An Introduction

The two Theories in management represent two set of assumptions about human nature and human behaviour. On one hand, Theory X represents a negative view of human nature, it assumes that individuals generally dislike work, are irresponsible, and require close supervision to do their jobs. On the other hand, Theory Y represents a positive view of the human nature and assumes individuals are responsible and are self motivated to do their jobs. Managers who exhibit behaviour in accordance with Theory X have a managerial style quite different than managers who exhibit behaviour in accordance with Theory Y.

Scenarios Discussed

Theory X and Theory Y apply to managers, the scenarios discussed in the session considered another dimension. This dimension was the actual motivation level of the employees under a manager. The following four scenarios were discussed.

1.   My Employees are lazy and I assume that they are lazy (Theory X)

This situation occurs in those organizations in which the organizational goals are not clearly laid down. The employees are not motivated to work, also the manager thinks that the employees are incompetent and does not believe in his employees. As a result, the productivity decreases.

2.   My Employees are good and I assume that they are lazy (Theory X)

This situation is the most dangerous of all the four. The employees are self-motivated and do their job with utmost sincerity, but the manager thinks them to be incompetent. As a result, it might be possible that the employees get de-motivated because ultimately they are not appreciated for the work done and they feel that their efforts are going in vain.

3.   My Employees are lazy and I assume that they are good (Theory Y)

This situation is a model situation of all the four. Though the employees are not motivated and do not want to do their job, the manager thinks that the employees are very competent. As a result, the manager is able to motivate the employees as he believes in them. The employees also start performing since the manager expects them to perform.

4.   My Employees are good and I assume that they are good (Theory Y)

This situation is a perfect situation. The employees are self-motivated to perform their job, and the manager also believes in his team. As a result, the employees are able perform to their potentials and their effort are equally appreciated and the employees get a sense of achievement.

Summary

In my opinion, the third scenario is the best scenario, wherein the managerial skill and expertise of a person is tested to the hilt. A manager in the third scenario believes in his employees and expects them to perform. This expectation of the manager from employees motivates them to perform and help in improving productivity.

Learn the Principles of Scientific Management using “NAVARANG”

Dr. Mandi came to the class with those two rubick cubes. Everyone was in a thought of what are we going to do with them. We thought them to be a normal rubick cube but it was a special detachable rubick cube made of 9 colours , thats why “NAVARANG”. He started explaining to us some principles of scientific management by following a step by step approach.

He asked the class to draw on paper a cube with few conditions These were:

·                     There were 27 blocks in all, they were to be arranged in form of a cube of 3*3*3 fashion

·                     Each face of the cube should contain 9 different colours, i.e. none should be repeated and hence the name 'NAVARANG'.

He asked many students to perform the activity but none succeed.

It was then Dr Mandi took over and explained the whole process. He explained how we must have a purpose and a procedure to carry out the tasks to achieve the goal. He reminded us one of the four statement of Frederick theory of scientific management i.e. we should use a well defined scientific method to carry out any job and we should figure out a way which gives us maximum utilization and efficiency. 

Dr. Mandi also has an algorithm to solve this puzzle, he demonstrated the solution of this puzzle by first segregating the blocks in 3 each (each having same color). Thus total nine groups of colors were formed. He then arranged these groups into a cube.

Again he asked for two volunteers to repeat the task. This time, with a well defined scientific method, the students were able to build NAVARANG and that too with speed and accuracy.

This was the live demonstration of Taylor’s Scientific Management Principles.

Similarly an Organizational Structure consists of activities such as task allocation, coordination and supervision, which are directed towards the achievement of organizational aims. An organization can be structured in many  different ways, depending on their objectives. The structure of an organization will determine the modes in which it operates and performs.

This of course leads us to the next idea. Unity of Objectives stands for the philosophy according to which every individual and every process in an organization should aim to fulfill the organization's Objectives and Mission Statement.

Thus we should use scientific method of study and determine the most efficient way of performing the tasks to achieve our goals.

Management Concepts From The Valley Crossing Exercise

Different Stages while crossing the Valley :

Persons	First Person	Second Person	Third person
Step
1	Safe	Safe	Safe
2	Half Risky,
3	Full Risky,
4	Half Risky,	Half Risky,
5		Full Risky,
6		Half Risky,	Half Risky,
7			Full Risky,
8			Half Risky,
9	Safe	Safe	Safe

Safe - Both the legs of the person have full support
Half Risky – One leg in the air and the other leg has support
Full risky - Both the legs are in the air without any support
Half risky – One leg is in the air and the other leg has support
Safe - Both the legs have full support

Lessons Learnt :

1. Structuring the Task :

• Role A = Role B = Role C : All roles are equal and there is no differenciation between the responsibilities of any two persons.
• For all the 3 members, the task is designed to be - Easy, Lighter, Clear and Systematic 
• All three are equally responsible in their contributions for the overall task completion.

2. Structuring Team Roles :

• Roles of all three members are similar but not same; and equivalent in terms of total effort & risk.
• All 3 member Roles have equal distribution of 
• Risky situations (1); 
• Half risky situations (2); 
• No risk situations (2)
• All roles are designed for equally strong persons and there is no weaker or stronger requirement in any specific role.
• Communication and feedback across the 3 members was instantaneous.
• Interdependence among the 3 members was maximised and made crucial.

The roles are interlocking, with highest levels of interaction among the members, with instantaneous feedback being exchange and without any scope for social loafing.

3. Preparation and Execution :

All the 3  members are systematically trained for all the steps and, while crossing, they communicate and coordinate with each other through a various kinds of sounds and other signals.

4. Team Excellence :

Team excellence comes through proper designing of team tasks, correctly assigning team roles, and preparation and execution of the tasks. Thus, excellence is designed by the managers.

Three Monks... A small clipping with big teachings...

Introduction to the movie :

Three Monks (Chinese: 三个和尚, San ge he shang) is a Chinese animated feature film produced by the Shanghai Animation Film Studio. After the cultural revolution and the fall of the political Gang of Four in 1976, the film was one of the first animations created as part of the rebirth period. It is also referred to as The Three Buddhist Priests.


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."




A little background of the movie

 

 

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.

 

 

Analysis from the movie

 

The film tells a simplest story with simplest lines and a simplest form. There is no dubbed voice. Even the background music is reduced to the occasional sound of wooden fish. But it is this simplicity that makes people unwilling to miss a single scene. When we review the Three Monks after seeing numerous Japanese, Korean, European and American cartoons, we will be shocked. We will even smugly say, look at our Chinese “silent movie”. Maybe, only Chinese water-and-ink painting has such a magic to depict a figure with distinct personality with just a few strokes. The film is based on a folk proverb. It has national features, a complete scene of mountain, water and temple drawn with traditional painting skills, and figures with strong characters. Although it is meant to reason things out, the film is humorous and void of rigid sermon.

 

Lessons to be learnt :

1. Teamwork always enhances the efficiency and effectiveness of any task :

 

At first, the Three Monks succumb to their personal pride which interferes with the performance of daily tasks, each of them believing that the other two should be the ones to go downhill to fetch water. When a fire breaks out, however, they understand how silly they have been and work together to save the temple. From this, it is evident that in an organization and in a team, its important to take personal ego out of the equation and to perform the duty at hand for the greater good.

2.  Disputes are almost unavoidable :

 

When the third monk goes downhill to fetch water for the first time, he comes back only to drink the water all by himself, exhibiting a selfish tendency. This does not help in the goal of having water stored at all times. This only leads to further animosity among the three and the task never gets completed. Similarly, in an organization, selfish motives must be detected and discouraged for the good of the many. All members of a  team working together towards a common goal is the best practice of work.

3.Problem Solution:

Complex Problems, Simple Solutions - This should be the motto of decision making for any manager in any organization. When the first two monks were trying to push the weight of the bucket towards each other, we in the class were asked to give a possible solution to the problem. A simple solution was suggested that they should mark the middle of the stick so that they do not fight.

Alternate solutions were also suggested :

•     One person getting water one day
•     Two persons more bucket
•     Two sticks, four buckets
•     Divide the work in half
•     Get a motor and connect a pipe
•     Attitude problem - Brain wash

In an organisation, such out of the box, yet rational thinking is required to resolve conflicts fairly and logically.

 

Event	Output (No. of buckets)	Input(Worker Energy units)	Productivity = Output/Input
1 Man – 2 buckets	2	2	1
2 Men – 1 bucket	1	0.5	2

 

 

4.  Synergy : The whole is greater than the sum of it's parts :

To put out the fire each monk panicked and tried his best to run down to the river and bring the up a bucket full of water. But this process was long, tiring and had too many inefficiencies inherent to it. So, it was ineffective as well.

However, a coordinated effort by all three was very effective in dousing the fire.

 

 5. Productivity :

Productivity is Important. Productivity is about how well an organization converts resource inputs into goods or services. Workplace productivity is about how firms can utilize labor and skills, innovation, technology and organizational structure to improve the quantity and quality of their output.

Basically it's about exploring all the ways that can make a working environment more effective & efficient.

Why is productivity important?

• Basis for improvements in real incomes and economic well-being.

• Monetary policy (inflationary pressures)

• Fiscal policy (financing of health, education, welfare)

• Slow productivity growth = conflicting demands for distribution of income more likely

Goal Setting... SMART Goals.

The third lecture of Dr. Mandi comprised of the concepts of  Goal Setting in an organization. The procedure which has to be followed by every employee of an organization. For an effective manager these are the parameters to judge his teams.

The Goals defined by a manager should be as follows:


SMART GOALS :

S : Strategic, Sustainable, Significant
M: Meaningful, Motivational, Manageable
A: Assignable, Appropriate, Acceptable
R: Result-based, Results-oriented, Resourced, Realistic^[4], Reasonable
T:  Trackable, Tangible, Timely

One has to be very clear with the task to be performed. Initially people were willing to build a stack of 19 blocks but eventually when the hurdles were explained a lot of them were not willing to do more than 14. The hurdles and uncertainties in the process of management was pictured and everyone has to be prepared to face them with perfection. The attainable figure of around 20 blocks seemed realistic to everyone as we moved along. The timely execution of the activity is also very important.

 

We have to understand that the workers are very important and need to be taken care of. The management has to ensure that the workers are properly treated which would pave the way for a smoother process. During the activity, the worker was motivated by the management tby awarding at each step. The support of the management gave him the desired mental support and the activity was successfully completed.

 

Pygmalion Effect

 



Pygmalion was a sculptor who lived in Cyprus. Women who lived on Cyprus didn't stay virtuous, so Pygmalion decided to live alone and made a perfect sculpture, Galatea. During the Aphrodite feast, thanks to Pygmalion`s prayers, the sculpture turned into a real person. This was called The Pygmalion effect.

The Pygmalion effect shows that if we want something enough, we'll get it. It is named after the scholar who demonstrated it. It is also called "Rosenthal Effect" and is quoted when we refer to The power of affirmation and The power of praise.

The Pygmalion effect is also an important instrument in management theory. It is the phenomenon in which the greater the expectation placed upon people, the better they perform. It makes managers be aware, that the success of their employees depends not only on qualification, personal qualities or working environment. Manager always has to believe in his people and expect them to achieve the best results. In such case the subordinates will always feel this trust and demonstrate their best skills and abilities in their work.

 

The learning from the lecture was :

 

How important is goal setting procedure, how goals should be set , the expectation from the employees and its effect on them and motivation factor for the employees and its role in achieving the targets.