Video- Pushkar Kharate - IM- 117

This is Pushkar Kharate, IM 19, Roll No.  117, Sec - B . This is my video ..

My Company culture from my prespective -Religare

Let me start with a short commercial Ad of Religare.

 So here in the video we saw that helping is an inane quality that we have inculcated in ourselves right from the childhood.  Religare as a company also follows somewhat same ideology in their work processes across all the verticals. 

      To give a Background of Religare Enterprises limited, It is an Indian company with verticals ranging from hospitals,Pharmaceuticals, Voyages, Art and Financial Services such as  asset management, lending solutions, investment banking and wealth management. With a network of over 2,200 business centres across 550 plus locations, and more than a million clients, REL enjoys a dominant presence in the Indian financial services space.

      Being a totally core Indian company, It has employees across all regions, caste and creed which gives a diverse culture to it and progressive learning is something  that Religare preaches a lot. Lots of emphasis is given on Training and grooming the employee so as to compete with the best in the market and as in the Service Industry the employee is the Face of the company, Religare wants to portray itself as a company in professional acumen and competent minds across the industry.

       Religare has a company follows a Hierarchical Culture with Chairman at the top, followed by CEO then comes the Regional Heads and the Area Manager then comes the front end / executives. But being a hierarchical company it did not stop us from reaching to even the HR director/CEO of our company if we wanted to communicate some thoughts/ideas to them which would of a significant value to the company and also a feedback (if any) was promptly replied and taken care with utmost importance, this is something I used to and still appreciate a lot about Religare.

       Long working hours were the core part of our job as we dealt with sales and marketing with daily meetings on targets and reviews which made sure that there is diligence and competence in our colleagues, the prime focus was on customer's satisfaction and delight as being in financial industry where in u deal with money which is the most sensitive asset/earnings of any individuals and Trust is something that was not Compromised. But Being a 5 day working culture we were asked to come on saturdays in casuals for an informal meet where usually we would end up in team lunch and this where no business was discussed but other interesting topics/ personal took the charge and shared lots of light moments with our bosses, which I feel is very necessary to build  a bond amongst the team members including our Associate Vice President.

       During a Townhall in Bangalore I got to attend the speech of our CEO Mr. Kavi Arora, who shared his views on how difficult situation they dealt with in recession in 2008 and enforced a contradictory ideology of aggressively lending with an exception than any of the competitors and which reaped its benefits 2 years later and they took the first mover's advantage by taking calculated risks and are amongst the leaders in broking and non-banking lending business, So there I learned that risk taking ability is something very crucial to any company who wants to progress.

     On a lighter note, our company followed a strict vegetarian rule and employees were not allowed to bring Non-Veg food in the office premises, which I think is a bit on a harsh side,but being a vegetarian it didn't bothered me but there were some upset faces initially but then people used to have non-veg food in nearby hotels.

  

Theory X and Theory Y

        Theory X is the traditional approach to workers and working which assumes that people are lazy and dislike work, and that they have to be both threatened (for example, with losing their job) and rewarded. It assumes that most people are incapable of taking responsibility for themselves and have to be looked after. Theory Y, on the contrary, assumes that people have a psychological need to work and want achievement and responsibility.

           There are two fundamental approaches to managing people. Many managers tend towards theory x, and generally get poor results. Enlightened managers use theory y, which produces better performance and results, and allows people to grow and develop.

Theory x (authoritarian management style)

•The average person dislikes work and will avoid it he/she can.

•Therefore most people must be forced with the threat of punishment to work towards organizational objectives.

•The average person prefers to be directed; to avoid responsibility; is relatively unambitious, and wants security above all else.

Theory y (participative management style)

•Effort in work is as natural as work and play.

•People will apply self-control and self-direction in the pursuit of organizational objectives, without external control or the threat of punishment.

•Commitment to objectives is a function of rewards associated with their achievement.

•People usually accept and often seek responsibility.

•The capacity to use a high degree of imagination, ingenuity and creativity in solving organizational problems is widely, not narrowly, distributed in the population.

•In industry the intellectual potential of the average person is only partly utilized.

Also a crucial point is that the this theory is ONLY for Managers and NOT for workers. 

 

Here 's a small video to depict what a Theory X and Theory Y manager treats its workers.

Organisatonal Structure

        Organizational Plan helps in depicting the Organizational Structures and hierarchy requirements in an organization. It also gives a clear picture of the personnel environment in an enterprise. It depicts the hierarchy that exists between the organizational units and its relationship.

It clearly shows the individual position and its reporting structure. Organizational Plan facilitates mapping the chain of command existing in the organization.

The Success of an organization is largely determined by the strategic and operational decisions made. It can either build or cause an organization to collapse .  So who has the power to make these decisions? How is the power distributed? There are two types of organizational business structures: Centralized and Decentralized. Each of which are contrary methods for transferring decision making power.

 Centralized Organizations

Advantages:

• Easier to implement common policies and practices throughout the organization.
• Prevents other parts of the organization from becoming too independent.
• For budget control etc, it is easier to control at the central position.
• Quick and efficient decision making, as leaders are in full control and limited discussion is encouraged.
• Great use of job specialization.

Disadvantages:

• Lack of authority down the hierarchy may reduce manager motivation.
• Limits the creativity in the organization as managers and other organizational leaders are responsible for the decisions made etc.
• Organizations could suffer from several layers of  bureaucracy, as decisions at each level may take longer to be made, resulting in a sluggish operation of the business.

Decentralized Organizations

Advantages:

• As it permits many individuals to work on the same problem, it encourages motivation and creativity.
• A broad-based management team helps to ensure the company has knowledgeable directors or managers to handle various types of business situations.
• Easier to train and develop junior management, as communication between individuals is more open and encouraged.

Disadvantages:

• Decentralized organizations can struggle with multiple individuals having different opinions on a particular business decision, which could slow down the decision making process
• More difficult to ensure consistent practices and policies
• Harder to achieve tighter financial control.

          In our Previous class our Teacher got a small plant to give an analogy of organizational structure.

Through this example we as a class came across many inputs like the there are innumerable functions in the organizations which are analogous to branches of a tree and the other point was that all are connected to a common thud which has its strong roots deep in to the ground, the thud which is depicted as the Organization's Management which binds all the various departments and keep them in perfect co-ordination, also there was a analogy which was discussed as any branch which if plucked out of the tree wont have any existence of its own similar to any dept. of the company which needs a strong support from the management of the company to sustain itself. 

Here is a video to give a brief of Organizational Structure.

 

Company Profie - BLUE DART

Origin

} 

South Asia's premier courier and integrated air express package distribution company.

} Began Operations : November 1983.

} The Company is engaged in the courier business for carriage and door-to-door delivery of commercial documents, samples, panels and printed matter in India and throughout the world. 

                              History and Founders

}Blue Dart Express Ltd. was incorporated on 5th April 1991.The company was converted into a public limited company on June 15th, 1994 and the certificate of incorporation on change of name was issued on June17th, 1994.

}The Company was promoted by Tushar Jani, Clyde Cooper and Khushroo Dubash.

Vision 

Blue Dart’s  vision is to establish continuing excellence in delivery capabilities focused on the individual customer.

 

     Milestones

}1983 -

   the founders establish Blue Dart Courier Services with a capital base of Rs: 30,000. They forge ties with Gelco Express International U.K., and introduce India's first international air package express service.

}1992 -
Blue Dart Express Pvt. Ltd. connects its in-house domestic E-mail network, and sets up its employee satisfaction programme. 

 

}1994 -
Blue Dart Express Ltd. goes public with an equity offer of 2.55 million shares, at a premium of 14 times, worth Rs: 382.5 million .

}1995 -
Blue Dart Aviation acquires 2 Boeing 737-200 freighters and receives ATO permission.

}1996 -
Blue Dart Aviation launches India's first jet express airline. Blue Dart Express Ltd's turnover crosses the Rs: 1 billion mark, as it expands its domestic network by entering into strategic alliances in North, South and West India. 

}2002 -
Blue Dart ends its contract with Federal Express and signs a path-breaking Sales Alliance with the World's No. 1 international air express company, DHL Worldwide Express. Blue Dart crosses 100,000 shipments per day.

}

}2005 -

   DHL Express (Singapore) Pte. Ltd. completes the acquisition of 81.03% of the equity capital of Blue Dart Express Limited. Blue Dart continues to operate as an independent brand and provides a complete spectrum of domestic and international express services through synergies with DHL.

}2011-

   Blue Dart launches GOGREEN Carbon Neutral Service.
Blue Dart inducts 5th Boeing B757 freighter. 

Awards & Recognitions

• }Blue Dart received the 'Super brand' status 5 times in a row.
• } Reader's Digest Most Trusted Brand Gold Award, 5 years in a row.
• }It has been listed as one of the Forbes 'Best under a Billion' companies in Asia.
• }Blue Dart received the Amity HR Excellence Awards 3 times consecutively.
• }Blue Dart was conferred with the Organization with Innovative HR Practices 2009-10 and Best Employer Award on Employee Retention at the Global HR Excellence Awards, WHRDC Meet 2010.
• } Recently, Blue Dart was honoured with the 22nd CFBP Jamnalal Bajaj Fair Business Practices Award - 2010 in the category of Service Enterprises (Medium).
• } Blue Dart has also been recognized as one of India's Best Companies to Work For 2010 in a study by Economic Times and Great Place to Work Institute, India.
• }Blue Dart also received the Brand Leadership Award at CMO Asia Awards 2010, Award for Best HR Strategy in Line with Business and Award for Innovative Retention Strategy at the Asia's Best Employer Awards 2010, Singapore.  

Services Guide

• }Dart Apex
• }Dart Surfaceline
• }Airport to Airport
• }Interline
• }Smart Box
• }Express Pallet
• }Regional Services
• }International Services
• }Temperature Control Logistics 

Market Share & Capacity

}Market Share – 45.9%(domestic)

}Number of shipments handled     (in million)                      Jan-Dec 2011
Domestic         98.85              
International     0.81               

}Tonnage handled (in tonnes) :                

Jan-Dec 2011
Domestic       -  421,736              
International     - 1,464               

}No. of computer terminals  (as on 01st, July, 2012)-Over 5,491.

 Locations

}Domestic Locations Serviced-Over 33,705 locations.

}International Destinations Serviced-More than 220 countries and territories worldwide through sales alliance with DHL.

}Air Support-2 Boeing 737 and 4 Boeing 757 freighters.

}Ground Support-7,358 vehicles. 

Manpower & Organization 

}

}People Force: Over 7,944. 

}

}Decentralized organizational structure.

The Board :

Sharad Upasani (Chairman)
Anil Khanna (Managing Director)
Malcolm Monteiro (Director)
Clyde Cooper (Director)
Suresh Sheth (Director)
Jerry Hsu (Director)

Financial Performance 

Year End March	Jan to Dec 31 2011	Jan to Dec 31 2010	Jan to Dec 31 2009	Jan to Dec 31 2008	Jan to Dec 31 2007
Income from Operations	1489.6	1147.41	905.23	974.47	808.72
Other Income	24.26	5.32	7.6	8.06	3.11
Total Income	1513.86	1152.73	912.83	982.53	811.83
Total Expenditure	1313.38	993.24	801.5	849.35	680.83
Operating Profit	200.48	159.49	111.33	133.18	130.99
Interest (Net)	0	0.01	0.55	-2.14	0.4
Gross Profit	200.48	159.48	110.78	135.32	130.59
Depreciation	21.6	19.22	17.76	16.57	24.02
Extraordinary Items	-	-	-	-	-
Profit Before Tax	178.88	140.26	93.02	118.75	106.57
Taxation	56.64	45.89	32.32	41.4	36.64
Profit After Tax	122.24	94.37	60.7	77.35	69.93
Equity	23.76	23.76	23.76	23.76	23.76
Reserves	634.38	517.65	426.05	368.11	293.53
Gross Fixed Assets	393.26	325.44	300.36	285.62	256.91
Book Value(Rs.)	277.37	228.17	189.57	165.15	133.72

  

Productivity Measures

} Vast and unparalleled Domestic Network
Linked by some of the most advanced communications systems and positioned to offer a consistent, premium, standardized quality of service.

A spectrum of services to provide customized solutions.
Blue Dart are the only express carrier in the country today which offers an entire range of services that extend from a document to a charter-load of shipments. Our services are relentlessly monitored to deliver a net service level of 99.96%.

Customary and Regulatory expertise.
Blue Dart has a dedicated team of specialists who provide the expertise for customs as well as regulatory clearances at all States within the country, to support seamless service to the customer.

}Technology.

     designed to enhance the reliability of their operations and process efficiency, and add value to the customer through time and cost savings.

Future Plans 

}Focus on our core domestic products to expand their market share and consolidate our unique and premium position in the Indian market. Blue Dart would also leverage its vast customer base for global distribution through its alliance with DHL. Blue Dart  plan to leverage our established infrastructure to continue adding value and customised solutions to the changing and evolving demands of the customer. Blue Dart would also provide global logistics customers with access to our quality domestic and regional distribution. The domestic network will continue to differentiate itself in all areas of their core competencies - supply chain management, logistics and E-commerce. 

Sustainability Measures

}Social Responsibility is a core element in their corporate strategy. They  as a socially responsible corporate have undertaken numerous steps to give back to communities, in whatever way they can.

Their commitment towards community causes has been unwavering since the inception in 1983. They as a socially responsible corporate has an in-house Sustainability Team responsible for identifying and addressing various sustainability issues and supporting initiatives that make the world a better place for future generations. As part of the DHL Group & in line with its CSR platform, their major focus areas have been:

- Go Teach (Education)
- Go Green (Environment)
- Go Help (Disaster Management Response)

}

SWOT Analysis

Strengths

1. Strong brand image and brand equity.
2. Global presence amongst over 220 countries.
3. Smart truck technology with "intelligent" pick-up, route planner technologies.
4. Most extensive domestic network covering over 34,000 locations.
5. Good advertising and visibility.

Weakness

1.Not very well known compared to big global players.
2. Local courier boys form the face of the company hence sometimes it’s a problem if they are not trained enough.

Opportunity

1.Global expansion and better penetration.

 2.Increase presence in rural areas and diversification in logistic services.
3.Increase of world trade in manufactured goods.

Threats

1.Bad economic & political scenario.
2.Prices of fuel can go up.
3.Different regulation in different countries hindering operations.

 

 

  http://www.youtube.com/watch?v=j7CIRY6VSnQ

My Observations 

}It is seen that Blue Dart is a very Cash-Rich company with strong financial performance and can leverage their expertise in expanding their market share.

}With a such a vast distribution network base the company has a strong base from expanding its horizon and reach not only in India but also throughout the world.

 

  My Suggestions

}Blue Dart with its focus on driving core revenues and keeping costs down they can achieve success  by ensuring that service quality through our highly engaged and passionate people, remains of the highest order.

}Should expand its growth in Tier-II and Tier - III markets remains ahead on the growth curve.

}Should capitalize on the upcoming freight corridor project, building of logistics hubs and warehouses, port development, technology upgrades, investment by private players and attain the best in field status. 

References :

http://www.bluedart.com/
http://www.moneycontrol.com/
http://www.wikipedia.org/
http://www.youtube.com/

 

 

                            

}

 

 

 

 

The Three Monks

 
"Sum is more than parts"

So This is about a short Chinese film that we saw in out latest lecture of three monks, which touched upon some subtle yet very important concepts of managements. So from this short film I imbibed some of ideas like  "Sum is more than parts".  That is what Synergy is all about.

Background :
       There is a Buddhist Monastery at the top of a hill, where these Monks live and meditate through out the day and carry out their livings with single agenda of surviving with basic necessities and attain moksha by connecting through spiritual powers. The storyline starts with fetching a pale of water from the river which is at the foothills and these monks have to fill it and carry it to the monastery every single day. 
     The very first day there is a description of 1st monk which carries 2 pales on either side of the stick and fetches the water but gets tired at the end of the day and is not able to concentrate on his meditation and dozes off at night, similar situation happens when the 2nd monk arrives and then on the 3rd day they decide that they would carry a single pale of between the two, CONFLICT MANAGEMENT----then there arises a conflict where the younger(shorter) monk tries to push the weight to  the side of the other monk which in turn gets angry, and they stop at the middle of the hill top and then both fight over the length of the stick which is carrying the pale of water, where at first they apply subjective methods for measuring the stick to come to a mid point of the stick, which they again conflict on their views, now comes an interesting part where the younger monk uses a Scale( a scientific instruments which is standardized)  to measure the stick, where he places the scale on the stick and asks the other monk to mark the midpoint, and then they carry on the journey with ease and from the following night they do not get tired and can totally concentrate on their meditation.

Synergy


              So on this there were various alternatives discussed in the class which were as follows 1). everyday alternatively they would go and fetch 2 pales of water. 2). 2 biggers sets (4 buckets) 3). divide the work half and half 4). put motor and pipe 5). mark a point at the middle of the stick 6). short and long should exchange their position. 7) why should 2 person carry only 1 bucket, so after these points were discussed finally we came to ac a conclusion that this signifies a wonderful example of teamwork and fair practices which we need to follow and develop amongst ourselves, and in here we also find out the productivity=output/input/.

           Then the story follows with a third monk joining these two monks and starts drinking the water from the tub that they had stored for their own use, and then when he finishes it ask him to fill it but as that guys is a bit of hefty built when he goes to fetch the water he is so tired when he reaches up he himself drinks it. so the following night the monastery catches fire with the candle near the Lord Buddha's image, and then these 3 monks just with their presence of mind and co-ordination distribute  the work amongst themselves and divide the pathway from river to the hilltop in 3 equal parts and through organized teamwork shows us what Synergy can do and douse off the fire, where the work is similar for all the 3 and no one amongst them gets too tired and when one of the monk is carrying the bucket the other 2 can rest and gather some strength to carry out further trips to fetch the water. So in here they identify the objective measurement which is acceptable to all. 

The Power of Simplicity.


          Then in the later part what they do is they imply a simple machine of rope and pulley to fetch the pale and mitigate major amount of energy required, and reduce the time and effectiveness and efficiency is clearly portrayed by this act of co-ordination.


                                                                         --Pushkar Kharate
                                                                 IM-19, Sec- B
                                                                 Roll No. 117.