INTERNATIONAL SCHOOL OF MANAGEMENT AND TECHNOLOGY (ISMT)

Tinkune, Gairigaun, Kathmandu

Semester Online Examination

Subject –Unit 12 Organizational Behavior (H/508/0525)

Organization Behaviour

Bishal Singh

Introduction to organization behaviour

The term (OB) Organizational Behavior emphasizes on understanding of human behavior and
their performance within the organization in addition to know individual, organization in an
organizational setting[ CITATION Gri10 \l 1033 ]. The organizational behavior incorporates the
investigation of three degrees of study specifically individual behavior, inter-individual behavior
or how one employee behave with others and the organization themselves or organizational
process such as organization structure, organization culture, design, and organizational change.

This interesting case study reveals significant part of organization behavior learning as we can
learn paramount part of organization being a student of business administration such as
commitment to quality service, strong leadership, time management, trust, effective teamwork
etc.

Commitment to quality service- Dabbawalas are rely upon the local train system where they
travel in the luggage compartments, yet the trains are hardly ever on time. Despite all of these
hurdles, they have been committed to timely delivery as well as empty lunch boxes are delivered
on time always.
Enduring dedication and passion towards work- Dabbawalla has been in existence for more
than 100 years which exhibits strong dedication towards work. The workforces are exceptionally
committed that they have a minimum error rate. A Six Sigma efficiency rating of 99.999999!
That means they have an error rate of 1 in every 16 million transactions[ CITATION Ind17 \l 1033 ]. 

Time management- The trains only stops for 20 seconds and at that short span of time they load
and unload their luggage daily. The customers get their tiffin by 12:45 sharp. Sometimes at rush
hours the dubbawals get only 20 minutes for their launch. The employees work for 8-9 hours a
day and assure to make timely deliveries no matter what happens.

Effective organization structure- Despite adopting flat organizational structure, the company
has been able to create efficiency and effectiveness. This has further given advantages over
prompt decision making input of effort across the hierarchy. Governing council as a top
management, Mukadams as middle management and dabbawalas.

Strong and experienced leadership - Every territory is separated into a few little distribution
parts, and every area is taken care of by an individual known as a mukadam (group leader). The
senior most individual from the gathering lands the position of the mukadam, which
accompanies no extra pay,but lead 12-14 men successfully.

Effective teamwork- 5000 employees have been serving 200,000 customers daily. There is no IT
support for this daily miracle-no track and trace, no computers, no bar codes. The simplicity of
employess, their commitment, brotherhood and resilience nature has made this possible.

Trust – It is the most important part to win trust of your customer in every business and in order
to be trustworthy and win customer’s trust you ought to be committed and focus on quality
service like Dabbawalas.

It is conspicuously clear from above case study that dabbawala has been adopting practice of
making team members shareholders rather than just employees. All the dabbawalhs are
shareholders to the company i.e they all share profits. This practice would generate following
strengths and weakness-

Advantages

At the point when this occurs, dabbawalahs are progressively disposed to resolve to work more
willingly as they own a piece of the organization and the measures of benefits they gain rely
upon how much work they are eager to place in. Accordingly, dabbawalahs work more
deliberately than other employees who get a fixed pay on the more sales they make, the more
revenue they would generate.

There will be an expansion in general work efficiency. This is on the grounds that when
dabbawalahs are associated decision making process, they would feel that their conclusions are
esteemed as their choices have an immediate effect onto the business. In this way, their
conviction level at work increments. At the point when one is increasingly certain about the work
they do, they will in general like their work more. These representatives who are likewise
investors of an organization are upbeat at their work in this way remaining longer in an
organization. As an outcome, organizations leverage employing cost since employee turnover is
unlikely.

Furthermore, there will be more grounded teamwork in light of the fact that rather than an office
contending with other employees, everybody is currently part of a group and everybody needs to
cooperate to take care of business for common advantages. Dabbawalahs work in a group of
around 25 individuals every day. Every one of this group is accountable for their own particular
areas to serve. Without solid cooperation, it is extremely hard to have all individuals contribute
their part well.

Disadvantages

The first drawback to employees becoming shareholders entails with a negative impact of
employee focus. The employee might remain more obsessed on profits rather than making better
service. In this way some of the employees might lose focus when they are given an opportunity
to become shareholders. In this process, they might abandon the significance of building an
improved relationship with customers for a long term. This may also put the company’s
reputation and image at risk. Apart from that, the owner of the company would lose their profits
when shared among all the groups.

This is the price to pay for having more team members as shareholders because it decreases the
CEO’s burden of running the business. When a company owner is able to attract top talents,
there is a higher chance that the owner will have to share control.

It is irrefutable that implementation of theories of motivation and motivational techniques assist

in effective achievement of goal in an organizational context. In all kind of entrepreneurial
venture and enterprises whether it is small, medium, or large corporate motivation assumes a key
role in driving workers towards accomplishing their objectives, hierarchical objectives and to a
limited degree the fantasies of their countries. There are three fundamental theories which are
classified to be the major theories and concept in the spectrum of motivation, namely content
theory, process theory and contemporary theories. Content theories focus on what motivates
human behavior whereas process theories are obsessed at how human behavior is motivated.

Content theories are known to be the oldest theories of motivation which greatly manipulate the
management practices and policies in organization. In other words they are the need theories
which strive to identify the individual needs and relate to motivation in order to meet those
needs. On the other side how motivation happens and identifies what kind of process
manipulates individual motivation is the objective of process theories. Major types of process
theories are Skinner’s reinforcement theory, Victor Vroom's expectancy theory, Adam’s equity
theory and Locke’s goal setting theory. Major content theories are Maslow’s needs hierarchy,
Alderfer’s ERG theory, McClelland’s achievement motivation and Herzberg’s two-factor theory.

Y theory of motivation at MTBA (Mumbai Tiffin Box Suppliers Association)

It is the part of x and y theory of motivation. This content theory of motivation is closely related
to the motivational approaches of dubbawalas. The theory x states that managers use two basic
approach for motivation i.e reward or punish as per their performance at work. This approach is
more authoritarian.

On the other hand theory Y is more valid and applied in dubbawalas since this theory suggests
following majors assumes for workers-

 Workers are delighted to be part of decision making.

 Feels good to work on their own initiatives.
 Seeks for self-motivation to enjoy their task.
 Enjoy undertaking ownership of their work and willing to accept responsibility.
 View work as challenging and fulfilling.
 Seeks for solving problems creatively and imaginatively.

The MTBSA strive to meet all the assumes of Y’ theory in every way possible. The employees
(dubbawala) have to manage the four elements themselves such as-

 Two bicycles.
 A wooden crate for the tiffin.
 White cotton kurta-pyjamas.
 White Gandhi topi.
This practice fulfils one of the assumption of y’ theory of motivation i.e employees feels good to
work at their own initiative.
Theory Y, which relies heavily on the self-discipline and self-direction of the employees, finds a
perfect fit in the Dabbawala culture. All Dabbawalas are follow certain rules, all self imposed.

 They must carry ID card always.

 They should always use cap(Gandhi topi) on duty.
 They should refrain from smoking and alcohol.
 They don't take to strikes. A fascinating certainty here to be noted here is that the
MTBSA has never taken to the strikes in the 123 years of its reality.
 Each recently recruited dabbawala experiences 2 month probation, and is employed just
on the off chance that he suits the working culture.

The biggest motivation for the dabbawalas is that they are altogether partners in the association.
In the event that one part doesn't work well, he harms the association, yet additionally himself.
Thus, there is a tremendous spotlight on immaculate conveyance and administration, even in the
hardest of circumstances. Each dabbawala is a partner in the framework. That is the absolute
most inspiring component. No one is a representative which is the reason there has not been a
solitary record of strike in business.

It would be really hard to apply the same process of operation and management for other
logistically similar business because of following major reasons-

 Simplicity has been key of business since 130 years.

 Dabbawalas view their work as worship, and have a lot of pride in it. They believe that
Annadaan is mahadaan ( Providing food is a great form of charity ).
 The management treats organization as community and this approach results in
maximized productivity and reduced risk.
 MTBSA has employees/dabbawals of older age group(60-65) actively working.

Therefore, in order to assimilate same arrangements the other logistic businesses should first
think of creating solid and inevitable organization culture.
Technological advancements have given distinctive business chances to the Company.
Innovation opens home shopping systems; new retail advertises electronic retailer and other
online market and gives additional online market to any organization. Therefore, it builds
purpose of-offer to expand deals by enabling any association to process money, on debit and
credit Visa framework. Furthermore, Digital technologies have contributed a lot in reduction of
effort, time and resource needed and so forth. It is one of the most crucial macro environmental
factor that influence any business venture.

Since the period of beginning dabbawals have not mobilized ICTs. Without any help cutting
edge technology it has raised huge customer base and serve 200000 customers daily with just
mobilizing 2000 dabbawalas. For over century, they have been utilizing bicycles and nearby
trains from remote to far off workplaces, as the old stories goes, consistently on schedule. Their
productivity has been the subject of research at top international business schools.

As of reports dabbabals have already started going digital in order to cope with an emerging
trends. In order to mobilize the digital trend company picked up young employess who are used
to with smartphones but without hampering other employees. Now they are expanding their
services beyond tiffin box deliveries with the help of ICTs( Information Communication and
Technology). Digital dabbabala has been executed from 2019 october. While initiating this
service, the employess were given training to embrace technology such as laptop processing.
Furthermore, the e-commerce firm Flipkart tied up with them for the last-mile delivery of their
products in Mumbai. It has already generated 1000+ clients and deliveries in 200+ cities are now
possible and ongoing. The dabbawala is now soon launching dabbawala user friendly app.

I think the company would further become more digital in order to ease their operation and
creating upper hand in terms of supplying home-made food to door steps. Since there are
established and growing food delivery apps. The dabbawals would further enhance partnership
with food distributors centres so that maximum deliveries can be made. In order to remain safe
from future rivalry, the company would leverage more over ICTs. Furthermore, in the process of
adopting technology the dabbawalas will not forget its simplicity and organizational culture and
core values. It is on the grounds that simplicity in operation has been one of the major factors of
success for the company.

Hofstede’s Insights is a great source to comprehend the consequences of culture on work and
life. It distinguishes the dimensions of culture, and evaluates their impact on a business setting.
This theory determines culture in six indexes. The application of Hofstede’s cultural dimensions
theory has been shown below in the context of work functioning of dabbawalas.

1. Power distance –

This dimension deals with the fact that all individuals in societies are not equal – it expresses the
attitude of the culture towards these inequalities amongst us. The higher power distance in an
organization refers to culture of increased bureaucracy, and shows high respect for position and
authority.

Since, dabbawala has low power distance which manifests that organization has a culture that
encourages flat organizational structures and flexible decision-making, participative style of
management, and place emphasis on power distribution rather than allocating on one person.
That is why there are made group leaders( mukdams) for supervising.

The power is the strong system that benefits all individual and group if utilized properly; they
can be distinguished under five major fundamental sources of power such as
bureaucratic/formal/legitimate power, reward power, coercive power, expert power and referent
power[ CITATION Coh90 \l 1033 ].

 The legitimate power is highly conceded to the manager relegated by agreement (written
or verbal) and it plots the manager's obligations on the basis of endorsed, approved, and
magnified situation of the supervisor/manger.
 Coercive power- An authority figure can influence other individual or team via incentive
like fear and threat in order to receive higher productivity and better results. For example,
manager threatening people working under the marketing department in the sense of
loosing job if targeted goal of enhancing sale of 10% is not met within 3 months.
  Reward Power- legitimate bodies retain rewards, for example, cash, benefits,
promotions, or status which further elevates individual reliability to the association, for
instance, an individual who gets customary praise for doing things right will have an
expanded feeling of faithfulness contrasted with individuals who gets no applause.
 Expert Power- It is derived from Possessing Knowledge. It is perceived from having
expertise or ability in a specific spectrum. Such individuals are profoundly esteemed by
organization for their critical thinking aptitudes.

2.Individualism vs collectivism

The individualism vs. collectivism entails with the assumption that individuals are integrated into
groups or at an individual level for the completion of goal. However, there is collecticism at
Dabbawalas which indicates that there is enhanced importance placed on the goals and well-
being of the group.

Major advantages of collectivism are-

Clear direction- An effective has team had clear sense of direction as well as measurable goals
which brings each team members to comprehend the fact that why they exist in that scenario or
clear reason behind why that group exist.

Proactive communication- Clear and straightforward communication becomes paramount part

of an effective team when the group can convey adequately and there is an inclination of open
communication relations between all individuals from the team. All the issues are taken care of
by face-to-face correspondence and colleagues do not get indulged in back biting [ CITATION
Tem00 \l 1033 ].

Mutual accountability and Team trust- High-performing groups acknowledge duty and
obligations as an individual and as a group. Colleagues don't accuse each other for errors and
disappointments. Anyone rarely spend time in personal justifications.

Therefore, working collectively is the establishment of high-performing business and a decent

group ethic may prompt the achievement and smooth running of an organization. On the off
chance that representatives don't feel each other's help and don't function admirably together,
issues, clashes, and risks can emerge which leads to ineffective team.
3.Masculinity vs. Femininity

The company is lead and owned by male and the workers(dabbawalas) are men. This all
manifests the higher level of masculinity at dabbawals.

 Masculinity accompanies the accompanying attributes: gender roles,decisive and focused

on material accomplishments and riches building as of Hofstede’s cultural dimensions
theory

 Similarly, femininity comes with gender roles, self-effacing, nurturing, and focused with
the quality of life.

4. Uncertainty Avoidance Index

The entails about degree to which uncertainty and ambiguity are endured or tolerated. In other
words, the degree to which the individuals from a culture in which they feel compromised by
uncertain or unknown circumstances and made convictions, culture and instincts to avoid this.
For example, digital dabbawala is initiated to avoid future shortcomings so that it would not
create culture of uncertainty avoidance in future.

5. Long-term orientation-

Making endeavor towards going digital shows focus on the future and involves delaying short-
term success or gratification in order to achieve long-term success. Long-term orientation
emphasizes persistence, perseverance, and long-term growth.

 However, short-term orientation does not focus distant future, includes conveying
momentary achievement or satisfaction, and spots a more grounded prominence on the
present than what's to come.

6.Indulgence vs restraint.

This dimension of theory is characterized as the degree to which individuals attempt to control
their wants and driving forces. The organization(Dabbawala) shows restraint culture. For
instance it does not permits moderately free delight identified with getting a charge out of life
and having a ton of enjoyment. Restraints in various aspects such as not hiring employees with
smoking and drinking issues, rules and regulations in terms of clothing and hence forth.

In a nutshell, in my perspective mumbai’s dubbawalas would not downfall or decline because

“Dabbawala will be there all long as husbands love their wife and their homemade food”.

Bibliography
Cohen, A. & Brandford, 1990. Influence without authority. New York : Wiley.

Griffin & Moorhead, 2010. Organizational Behavior: Managing People and Organizations. 11th ed. USA :
South Western-Ceneage Learning.

India Today , 2017. Mumbai Dabbawalas: Case study for management students. [Online] Available at:
https://www.indiatoday.in/education-today/featurephilia/story/mumbai-dabbawalas-318051-2016-04-
14 [Accessed July 2020].

Templer, A.J., Cattaneo & Robbins, S., 2000. Human resource Management.