Learnings from Navrang Puzzle

Learnings from Navrang Puzzle

It consists of 27 small cubes of 9 different colors. Contrary to a Rubik’s cube which has 6 colours, Navrang has 9 colours. The cube is made of 27 coloured detachable cubes in sets of 3.


The first challenge was for 3 of us to volunteer and solve the cube - put it back into place with the given set of constraints - 

1. Each face of the cube must have all the 9 colors. Which also means obviously that none of the colors can be repeated on any face - since there are only 9 slots in each.

2. We only had 5 minutes in which to solve the cube.

3. The 27 smaller cubes were clustered randomly on the table.

Then came the hidden concept of  ORGANIZATIONAL STRUCTURE, We were not organized.

Dr. Mandi Sir, then explained the algorithm to achieve the given task. Once understood, the algorithm was so simple that we wondered how it didn't strike any of us.

1)  The basic lesson learnt was the importance of organization. Half of our problems could be easily solved by proper organization of thoughts, manpower and material.

 2) The second take-away was that things lie in simplicity. The more one over-complicates things, the tougher the task becomes.

Management Lessons:

• Each Problem can be solved by systematic thinking
• Each Block represents an entity (Labor, Machine etc.) in an organization and is to be assembled in a structured and hierarchical way like the above process, so efficiency is maximum
• Two blocks of the same color may represent people who don't gel well with each other. And hence while forming a team, a structured approach is necessary

An organizational structure consists of activities such as task allocation, coordination and supervision, which are directed towards the achievement of organizational aims. It can also be considered as the viewing glass or perspective through which individuals see their organization and its environment.

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.

Organizational structure allows the expressed allocation of responsibilities for different functions and processes to different entities such as the branch, department, workgroup and individual

Organizational structure affects organizational action in two big ways. First, it provides the foundation on which standard operating procedures and routines rest. Second, it determines which individuals get to participate in which decision-making processes, and thus to what extent their views shape the organization’s actions.

 

MAHA MANDI VIDEO: 9 August , 2014

Socho Socho Becho.....

Becho Becho Seekho......

Seekho Seekho Becho.....

MAHA MANDI ROCKS....  THANKS TO Dr. MANDI. Sir

Theory X Managers and Theory Y Managers

Managers :  Theory X and Theory Y

The thoughts and perception of the human is responsible for his attitude and his bearing, the same goes for an organization. To explain it in a better way Mr. Douglas McGregor proposed the theory X and theory Y of human motivation. 

Theory X and Theory Y have to do with the perceptions managers hold on their employees.

• Manager Belonging to theory X is a authoritarian and has following characteristics

1)  He assumes employees are inherently lazy and will avoid work if they can and that they inherently dislike work.

2)  Workers needed to be supervised and controlled regularly.

3)  He believes employees lack ambition and if they are not given proper incentive, they will avoid responsibility,.

• Manager belonging to theory Y is optimistic and hence can be indentify as

1)  An individual who believes employees are self motivated and they practice self control.

2)   He thinks employees enjoy their work and duties.

3)  They believe employees are creative and if they are given proper environment, their creativity will flourish which would be helpful in accomplishing the goals of an organization.

Now consider the following cases

1. Manager X works with good employee (motivated)-

In this case workers like their work, enjoy it and self-motivated to accomplish the goal effectively under the given deadline but manager still don't have confidence on workers and keep an eagle eye to monitor each and every activity of the workers. Manager supervises them according to his/her perception not by the observation which in turn vitiates the environment all around the workers and affects their emotions also. This will create lack of trust and pacify the self-motivation. This kind of culture hampers the growth of an organization.

2. Manager X works with bad employee (unmotivated)-

In this case as workers dislike their work and management push them to let the work done. Without goal clarity and lack of proper strategy which leads dissatisfaction amongst workers and borne havoc between management and workers. Workers are coerced by the management to accomplish the objective. That's the story in most of the organizations.

3. Manager Y works with good employee (motivated) –

In this case, employees will enjoy their work. The manager feels employees are motivated and they will dedicatedly complete the assigned work. The relationship between worker and management grow stronger period by period. As the workers understand their responsibility, his work doesn’t hamper the growth of an organization and organization flourishes.

4.  Manager Y works with bad employee (unmotivated)-

In this case, workers are lazy and Manager think workers are good. Even though workers dislike the work, manager motivate them,   they build trust on each other and try every possible alternative which satisfy the workers. Manager provides incentives, appreciationand rewards them for the work being done. The management which follow theory Y gives more satisfaction to the workers in the organization in contrast to theory X. This attitude of management shapes the organization and expedites its growth.

A SPECIFICALLY UNREALISTIC GOAL- MAHA MANDI: SELLING AND BEYOND

“To achieve something that you've never achieved before, you must become someone that you have never been before."

The three main factors that affect your earning potential:

1.      What you do –

2.      How well you do it –

3.      The difficulty of replacing you – The better you are at something, the less likely it is that you'll be replaced by someone or something.

 

A specific goal will usually answer the five 'W' questions:

·         What: What do I want to accomplish?

·         Why: Specific reasons, purpose or benefits of accomplishing the goal.

·         Who: Who is involved?

·         Where: Identify a location.

·         Which: Identify requirements and constraints.

A UNREALISTIC GOAL will Question everything: IT IS 

LIMITLESS, NO BOUNDARIES

Unrealistic goals break the shackles of competition

1.      Set Specifically UNREALISTIC Goals. When you set yourself a goal, try to be as specific on what you want, this should constraint you on what you want to achieve.

Maha-Mandi: A Global Phenomenon in 2020

2.      Seize the moment to act on your goals. Given how busy most of us are, and how 

many goals we are juggling at once, it’s not surprising that we routinely miss 

opportunities to act on a goal because we simply fail to notice them. Did you really have no 

time to work out today?Achieving your goal means grabbing hold of these opportunities before they slip through your fingers.

 

MAHA-MANDI: Replaces GOOGLE to Be The BEST PLACE TO WORK FOR

3.      Know exactly how far you have left to go. Achieving any goal also requires honest

 and regular monitoring of your progress — if not by others, then by you yourself. If you don’t

 know how well you are doing, you can’t adjust your behavior or your strategies accordingly.

 Check your progress frequently — weekly, or even daily, depending on the goal.

 

4.      BE AN UNREALISTIC OPTIMIST. When you are setting a goal, by all means 

engage in lots of positive thinking about how likely you are to achieve it. Believing in your 

ability to succeed is enormously helpful for creating and sustaining your motivation. But 

whatever you do, don’t underestimate how difficult it will be to reach your goal. Most goals 

worth achieving require time, planning, effort, and persistence. Studies show that thinking 

things will come to you easily and effortlessly leaves you ill-prepared for the journey 

ahead, and significantly increases the odds of failure.

5. Focus on BEING EXCELLENT, rather than being good. Believing you have the

 ability to reach your goals is important, but so is believing you can get the ability. Many of 

us believe that our intelligence, our personality, and our physical aptitudes are fixed 

— that no matter what we do, we won’t improve. As a result, we focus on goals that are all 

about proving ourselves, rather than developing and acquiring new skills.

6. HAVE GRIT:  Grit is a willingness to commit to long-term goals, and to persist in the face of 

difficulty. Studies show that gritty people obtain more education in their lifetime, and earn higher

incomes.

Maha Mandi 2014- Idea/Change/Revolution/Learning/Management/Innovation.

Date: 9th August 2014
Location: NITIE, Mumbai

The MAHA MANDI DAY

SOCHO SOCHO BECHO 

 BECHO BECHO SEEKHO

SEEKHO SEEKHO SOCHO

It’s been a decade! Mandi has been touching lives and spreading smiles for the last 10 years.

The idea of education is self-development and creating value for the society at large. More often than not, the value is subtle and one hardly realizes how he/she is making this world, a better place to live.

We owe this to Dr Mandi, Who gave us the platform to learn through this innovative way.

Maha Mandi is one platform which gives us a chance to experience this value while it is being created. Learning consumer behavior and negotiation skills couldn't have been better. 

Getting MBA gyan on the roads whilst making a difference to the lives of the underprivileged , that’s the beauty of Maha Mandi ! It is this sense of larger purpose which drives team MiG to organize this event with unflinching zeal and passion, each and every year.

1). Mr. S.K Saraf

M.D. and CEO , Technocraft Industries

​

2) Mr. Vivek Sawant

M.D and CEO , Maharashtra Knowledge Corporation Limited(MKCL)

​

3) Ms. Sonam Bajwa

Miss. India runners up and Film actor

. 

The MAHA MANDI PRODUCTS:  You should know what you sell, This will lead to everything else.

(i) Jodo Gyan : Set of pipes and connectors which can be used to make a cube,hexagon, pentagon. Also useful in teaching mathematical equations to students
(ii) Jodo Block : Plastic blocks which kids can use as building blocks
(iii) Number Balance : A wonder of physics where addition ,subtraction,division and multiplication can be taught using simple logic of a balance
(iv) Tangram : A set of blocks used to construct multiple shapes and sizes

Link: https://www.youtube.com/playlist?list=PLli_ProAXeBsbo9-sn4U70GaRRvxe49vh


What happened on 9th August 2014:

The Inauguration: The mark to the wonderful Journey

Some Experiences :

1. We approached a family travelling with two kids, who came to us asking what we had in the bag, We tried to catch up on the kids curiosity but the parents were in hurry that the effort could not be turned to a closed deal.
2. However the next 15 minutes we were able to sell two products together, that feeling was just amazing,
3. here were ups and downs as well but one thing was getiing clear to us that we were learning a lot from each passing event.We felt motivated by each success and getting better in terms of presenting our articles and convincing people confidently.
4. Yes we did meet all types of customer:

A: The Busy Customer

B: The Disinterested Customer

C: The Irritating Customer

D: The Real Customer

E: The Kids

Path Goal theory of Leadership in case of Maha Mandi !

 Description

The Path-Goal Theory of Leadership describes the way that leaders encourage and support their followers in achieving the goals they have been set by making the path that they should take clear and easy.

In particular, leaders:

• Clarify the path so subordinates know which way to go.
• Remove roadblocks that are stopping them going there.
• Increasing the rewards along the route.

Leaders can take a strong or limited approach in these. In clarifying the path, they may be directive or give vague hints. In removing roadblocks, they may scour the path or help the follower move the bigger blocks. In increasing rewards, they may give occasional encouragement or pave the way with gold.

 The four path-goal types of leader behaviors are:

• Directive: The leader informs his followers on what is expected of them, such as telling them what to do, how to perform a task, and scheduling and coordinating work. It is most effective when people are unsure about the task or when there is a lot of uncertainty within the environment.

Dr. Mandi guiding student on how to perform and prepare for MAHAMANDI

• Supportive: The leader make work pleasant for the workers by showing concern for them and by being friendly and approachable. It is most effective in situations in which tasks and relationships are physically or psychologically challenging.

Fig 2  Frequent Student Interactions

• Participative: The leaders consult with their followers by consulting with them before making a decision on how to proceed. It is most effective when subordinates are highly trained and involved in their work.

Fig 3. : Clarity of Goals.

• Achievement: The leader sets challenging goals for his followers, expects them to perform at their highest level, and shows confidence in their ability to meet this expectation. It is most effective in professional work environments, such as technical, or scientific; or in achievement environments, such as sales.

Fig 4: Set the impossible challenges

For further understanding visit the two mentioned links. Three shift, Three supervisors explains through a very intersting situation.

Path-Goal Theory Case Study - "Three Shifts, Three Supervisors"- A very interesting situation to understand the concept.

4 Dimensions of Motivation.

4 DIMENSIONS OF MOTIVATION

1. Task
2.  Power
3. Reward
4.  Goal

Today we discussed on how management introduces various factors to motivate and inspire the team they work with. The fundamental principle is how to create a high performing team.

·         TRANSFORMATION OF TASK

 We discussed on various aspects of how management transforms the work into easier and simpler tasks in order to reduce the complexity involved and better engagement within the team.

The discussion on earlier examples of Three Monks story and the valley crossing problem was a mind enriching experience.

 A detailed analysis of when was pain maximum in the three cases of the Monk Story, we attempted t calculate the load experienced by the each monk in different cases.  It varied from maximum load to 25% of the highest possible.

So the underlying principle is as the management puts efforts in transforming the work or task at hand to a simple one, the performance actually improves.

•    Power

How to self-empower team members, to make them accountable for their role, management uses different motivational techniques to impart substantial power to employees

1.     By recognizing their work on bigger platforms,

2.     By providing environment that is conducive to their performance

•         Rewards:

Rewards are the third dimension that management uses to transform the performance of the employees.

Classified into 2 Categories namely Extrinsic & Intrinsic.

 ·        GOALS

We learnt the principles of SMART Goals in our earlier sessions. But we need to analyse how the dimension changed from 1 monk carrying the water to 3 monks carrying the water.

The Goals of Monk changed entirel with the changing task

1.     1 monk- GOAL : I live and I die

2.    2 monks- GOAL : Moksha for everybody

3.     3 Monks- GOAL: To contribute in the shared power and responsibility and enjoy.

The point of discussion is to elevate the simple goals to a higher level. Companies need to understand how can they elevate the goals of their employees.