Please refer to my previous posts on goal setting and sky walk:
Here are the links :
http://138prasanthmantriim20pomcourse.blogspot.in/
http://138prasanthmantriim20nitiepomcourse.blogspot.in/


Decision Making & Problem Solving
These principles were discussed by Prof.T.Prasad taking examples from previously discussed topics on three monks and tower building exercises. The changing dynamics of team decisions making and problem solving to the individual level application can be illustrated for both.
Let me first elaborate on the basic concepts of decision making and problem solving :

Decision Making
It is the process of analyzing various options available and weighing them to choose the best option that is most beneficial to a group or individual or situation.

Decision making can be of two types :
1)Individual decision making
2)Team decision making

Individual Decision Making :

The tower building exercise demonstrated individual decision making in the beginning when the traditional approach of management was being practiced. Similarly, in the case of 3 monks, the 1st monk was exercising individual decision making when working alone.

Team Decision Making :

Decision Making and its implementation is adopted differently in various organisations based on its structure.The matrix below shows how team vs individual decision making & implementation is carried out 

Problem Solving :

Where there is a problem, there is an opportunity. In simple terms there is a scope for improvement in that respective area. There are different philosophies adopted in problem solving that are ingrained in organisations principles. Some examples are TQM , TPM, Kaizen philosophies that revolve around abnormality identification and its elimination. 

The steps for problem identification are as follows :

1. Prioritizing a problem - A lot of problems persist in an organisations functioning and processes all of which cannot be tackled at the same time. Prioritizing them in order maximize the desired result is to be done.
2. Analysis - After the problem is selected, various methods are employed to find the reasons of problem persistence or occurrence.
3. Improve - Through brainstorming and suggestions, possible remedies are looked at to eliminate the problem
4. Implementation - The remedial actions are carried out and is seen to it that the problem does not occur once again.

Theory X & Theory Y

Theory X & Theory Y


Douglas McGregor one of the forefathers of management theory developed a philosophical view of humankind with his Theory X and Theory Y in 1960. His work is based upon Maslow's Heirarchy of Needs. Theory X & Theory Y have been widely used to understand employee behavior in an organisation.

The distinct aspects of the two theories have been explained below :

Theory X

• Employees are considered to be lazy by default and dislike work.
• Employees must be coerced, threatened to work.
• They seek security above all else.
• They must be directed or controlled in order to meet the objectives
• They dislike additional responsibility

Theory Y

• Employees are self-motivated and tend to seek responsibility
• Organisation is easy to steer towards strategic goals because of acceptance from employees
• People are creative and have the imagination to come up with breakthrough innovations
• Work is natural and is distributed easily
• Managers tend to have liberal control due to natural growth

Let me add some theories of my own based on experiences with my previous employer.

My job as manager operations was to delegate work to 36 skilled technicians and achieve targets set by my superiors. Managing 36 technicians was the most important part because they were the ones who worked on the shopfloor and any weak link led to major breakdowns.

I had come across shopfloor workers of both the theory X type and Theory Y type.

All organisations have a grey scale area where they will find employees of both the kind. While the employees of Theory Y kind help in driving the organisation achieve its goals, the Theory X kind tend to pull them back.

Often the reasons for the existence of Theory X kind of employees is 

1. No ambition
2. Resistance to change
3. No additional rewards for additional work
4. Lack of control over employees

Such traits had been witnessed while I was working with my previous employer. 

However there were some people of the Theory Y kind who always came up with new ideas. Who always looked at the next assignment as soon as one got over. Who did not find the need for self-motivation. Who always aligned themselves with the organisation's goals.

Such a commix of people will always be present in any organisation. A complete eradication of Theory X people is not possible but a right balance is required to steer the ship.

Navrang Puzzle

Navrang Puzzle – A cube to understanding organizational structure

Navrang as the name itself suggests, cubes made of 9 different colours. Like the rubic cube, it contains 27 cubes, however, each one of them detachable from the mainframe. Prof. Mandi puzzled us more than the cube itself when he asked us to assemble it with each face containing all 9 colours.

The placing of each smaller piece has in the navrang is to be noted. Each piece has a specific role to play.And all pieces are placed in such a manner that each layer is connected to the other. Organisations have a similar structure . Every person in the organisation has a role to play following the set of objectives an organisation has.Organisational structure refers to the levels of management and division of responsibilities within a business, which could be presented in an organisational chart.

A proper organisational structure has the following advantages :

• People who apply can see what they are expected to do
• People who are already employed will know exactly what to do

Shown above are two organisational charts. It also shows the chain of command and the span of control.

In Business A , the chain of command is longer but Business B has a flatter organisational structure. The advantages of such a flatter organisation are as follows :

• Communications are faster
• Span of control is wider
• Managers are closer to employees

The end - result of all these structures is Unity of Objective. The structures are created in such a manner that every person works to achieve the vision & mission of the organisation.

Here is a link to solving the Navrang Puzzle:

https://www.youtube.com/watch?feature=player_embedded&v=KeTXnU404wo

Alignment : Management By Objectives

Alignment : 

Businesses and organizations have core values, mission & vision to achieve a particular goal. Often, businesses go lopsided and fall short of their goal. This is because of people in the organization trying to move in different directions.

Management thinks they are moving in the same direction as the employees to achieve a goal and in the action waste time, money & resources in yielding unfruitful results.

With time, employees begin to lose focus and the organization looks more like an amoeba and it is too late before the organization realizes it is too late to be realigned.

The video above is a graphical demonstration of how alignment in organisations is an important tool to help achieving goals.

Organisations try to have a structure that keeps the people , process, practices aligned to the goals, vision & mission. The stronger or more the alignment the better the functioning of the business or organisation. This alignment is created by Management of Objective(MBO).  The essence of MBO is participative goal setting, choosing course of actions and decision making. An important part of the MBO is the measurement and the comparison of the employee’s actual performance with the standards set. Ideally, when employees themselves have been involved with the goal setting and choosing the course of action to be followed by them, they are more likely to fulfill their responsibilities.

Organisational alignment is a process of achieving alignment in two domains : alignment of values & alignment of goals.

Goal Alignment

Goal alignment is clearly demarcating and defining the purpose i.e .mission and strategic goals of the organization. It is about framing the context, ensuring all employees clearly understand the strategic goals and initiatives within the organization.

Alignment of Values

Alignment of values is the process of understanding how we work together, and changing the way we understand and interpret the values of the organization.  As a right-brain activity, we need to explore the emotions and non-rational processes that have an impact on our behavior and actions.