POM Mid Term Test

Q.1 Discuss the concept of effectiveness with the case of 3 idiots crossing the river exercise.

Ans: The concept of effectiveness as put forth by Peter Drucker means "Doing the right thing" as opposed to the concept of efficiency which means "doing things right". Effectiveness involves choosing right goals. Effectiveness addresses following key points which are discussed in terms of the river crossing exercise simulated in the class-
1. Clear practices, policies, and decisions: It is one of the most important requirement as it aims to remove any ambiguities and ensures minimum conflicts in workplace. As in case of the river crossing, the number of steps were clearly defined as well as they were classified as risky, half risky and safe. This ensured informed decision making at each step of the exercise.
2. High Levels of organizational trust: Employees of an organization are the foundation members and hence highest level of trust is expected among them. For example, lack of trust in the river crossing exercise could lead to fatalities.
3. Using information technology effectively: Importance of simulation was discussed in the class with respect to the hazardous tasks. Here Information technology can be effectively employed.
4. An environment accepting of change and innovation: Innovations are always two steps ahead than improvements and hence we should aim to use innovative techniques to make all the 27 steps as safe eliminating risk factor altogether.
5. Synchronization: As it is said, management is a music and not noise, synchronization is as important for manager as it is for an Orchestra.Without proper synchronization the 3 idiots will never be able to cross the river safely.


Q.2 Show and compare the 'Productivity measurement' for TWO different work methods adopted (a) Two monks carrying water (b) Three monks carrying the water. Explain relevant Organization and Management issues related to this.

Ans: The efforts are more when 2 monks are carrying water as compared to the efforts put in by 3 monks to carry the equal amount of water. The efficiency is also more when the 3 monks are working together instead of 2 monks. Hence, the overall productivity is more in case of 3 monks carrying water than 2 monks carrying the water. 
But there several organization and management issues that creep up when 2 or more persons are working together. 
1. Load sharing: As seen in this story, two monks had an argument over distribution of load of a bucket. It was solved by using the scale to determine the midpoint of stick, so that load will be shared equally. The method that was used was a Participative Management.
2. Sharing Responsibility: When there were 3 monks, everyone thought that the other 2 should get the water and hence everyone was trying to avoid the work. But all of them worked together in case of emergency, when monastery was on fire. So, management of an organization should always look for keeping the employees on toes by providing them with challenges.

Magnets and Management

The class started with the discussion about magnets. Prof. Mandi had brought a couple of magnets and the students were asked to explain the properties of magnet and why does it possess the properties of attracting to metal. It was a basic science question but hidden in it were the principles of management. 

Like a Magnet aligns innate magnetic forces in metallic atoms, aManager aligns human forces to get work done. In effect an organization is a force that is aligned. The bigger or better an organization, the more perfectly it is aligned. 
This leads to an important concept in Organizational Management - Management By Objective(MBO). It goes beyond setting annual objectives for organizational units to setting performance goals for individual employees.
 
Elements of the MBO system are



1. Commitment to the program: At every organizational level, managers' commitment to achieving personal and organizational objectives and to the MBO process is required for an effective program. 
 

2. Top-level goal setting: Effective MBO programs usually start with the top managers, who determine the organization's strategy and set preliminary goals that resemble annual objectives in their content and terms. 



 
3. Individual Goals: In an effective MBO program, each manager and staff member has clearly defined job responsibilities and objectives. 


 
4. Participation: As a general rule, the greater the participation of both managers and employees in the setting of goals, the more likely the goals will be achieved.



 5. Autonomy in implementation of plans: Once the objectives have been agreed upon, the individual enjoys a wide discretion in choosing the means for achieving them, without being second-guessed by higher-ranking managers.

 


6. Performance Review: Managers and employees will periodically meet to review progress towards objectives. During the review, they decide what problems exist and they can each do to resolve them.

Navrang Puzzle and Organizational Structure

The class started with the Prof. Mandi giving us a unique puzzle to solve.
It was similar in looks to Rubik cube but had 9 different colours, with 3 pieces having the same colour. Unlike a standard Rubik's Cube, the Navrang Puzzle could be dismantled and reassembled. 

Unlike every other puzzle , this puzzle had its  own rule like-

1.As there are 9 different colours, with 3 cubes having the same colour , these 9 pieces of different colours should fall on one side with no 2 pieces of same colour falling one same side.

 

So fascinated were all of us, that everybody wanted to get their hands on the Navrang puzzle. We were challenged to find an algorithm or method to reassemble the Puzzle in order to reach the intended objective. After a few minutes of efforts none of us could actually come up with a proper solution.

But then, Prof. himself solved it within a minute and then what followed was the analysis of this could have been done and how it is related to modern organizations. We learned 2 important concepts here -


1. Unity of Objective


According to the Unity of Objectives, every individual and every process in an organization should aim to fulfill the a common objectives, which is nothing but the objective of the Organisation. Unity of objective focuses on the below points:

 

• A common understanding of the situation;
• A common vision or goals for the reconstruction and stabilization mission;
• Coordination of efforts to ensure continued coherency;
• Common measures of progress and ability to change course if necessary.

 
2. Organizational Structure 



An organizational structure defines the scope of acceptable behavior within an organization, its lines of authority and accountability. More specifically, it shows the pattern or arrangement of jobs and groups of jobs within an organization

and yet it is more than an organizational chart. Ideally, organizational structures should be shaped and implemented for the primary purpose of facilitating the achievement of organizational goals in an efficient manner. Indeed, having a suitable organizational structure in place—one that recognizes and addresses the various human and business realities of the company in question—is a prerequisite for long-term success.Also, as in Navrang Puzzle, we must ensure that people with conflicting interests (corresponding to cubes of contrasting colours) should not be placed in the same team (corresponds to a plate of Navrang puzzle).

 

The most important lesson from this activity is that every problem is not necessarily solved with a difficult or technical solution, what we need to do is find a simple step by step approach which can be divided among the individuals of the group so that it can be worked individually  and combined effectively saving time and efforts by giving a quality result.