Organization & its Complexity

The working relationships — vertical and horizontal associations between individuals and groups — that exist within an organization affect how its activities are accomplished and coordinated. Effective organizing depends on the mastery of several important concepts: work specialization, chain of command, authority, delegation, span of control, and centralization versus decentralization.

Work SpecializationWork specialization, sometimes called division of labor, is the degree to which organizational tasks are divided into separate jobs. Employees within each department perform only the tasks related to their specialized function.One popular organizational concept is based on the fundamental principle that employees can work more efficiently if they're allowed to specialize. specialization has its own advantages and disadvantages. With too much specialization, employees are isolated and perform only small, narrow, boring tasks. In addition, if that person leaves the company, his specialized knowledge may disappear as well. Many companies are enlarging jobs to provide greater challenges and creating teams so that employees can rotate among several jobs.

Chain of command

The chain of command is an unbroken line of authority that links all persons in an organization and defines who reports to whom. This chain has two underlying principles: unity of command and scalar principle.
Unity of command:- this priniciple states that the worker should have only one authority at the top and should report to that person only rather than reporting to the multiple heads. Otherwise, the employee may receive conflicting demands or priorities from several supervisors at once, placing this employee in a no-win situation.
Scalar principle:- The scalar principle refers to a clearly defined line of authority that includes all employees in the organization. The classical school of management suggests that there should be a clear and unbroken chain of command linking every person in the organization with successively higher levels of authority up to and including the top manager. When organizations grow in size, they tend to get taller, as more and more levels of management are added. This increases overhead costs, adds more communication layers, and impacts understanding and access between top and bottom levels. It can greatly slow decision making and can lead to a loss of contact with the client or customer.
Authority
Authority is the formal and legitimate right of a manager to make decisions, issue orders, and allocate resources to achieve organizationally desired outcomes. A manager's authority is defined in his or her job description.Authority flows down the vertical hierarchy. Positions at the top of the hierarchy are vested with more formal authority than are positions at the bottom.

Delegation
A concept related to authority is delegation. Delegation is the downward transfer of authority from a manager to a subordinate. Most organizations today encourage managers to delegate authority in order to provide maximum flexibility in meeting customer needs. In addition, delegation leads to empowerment, in that people have the freedom to contribute ideas and do their jobs in the best possible ways. This involvement can increase job satisfaction for the individual and frequently results in better job performance. Without delegation, managers do all the work themselves and under utilize their workers. The ability to delegate is crucial to managerial success.
what manager can do for proper control of the organization:
Specifically assign tasks to individual team members.
Give team members the correct amount of authority to accomplish assignments.
Make sure that team members accept responsibility.

Span of control

span of control the area of control of manger or the number of workers werking under him.there is no specific number of people which we can decide as the span of control as a standard it depends upon the task assigned the manager.
A wide span of management exists when a manager has a large number of subordinates. while A narrow span of management exists when the manager has only a few subordinates

Centralization versus decentralization

recently Arvind Kejriwal was taking about his objectives as he was entering the indian politics, that some of the powers should be decentralized and vested upon the people of the area while the politicians were against it. on this we can have a long debate also.A centralized organization systematically works to concentrate authority at the upper levels. In a decentralized organization, management consciously attempts to spread authority to the lower organization levels.In principle, neither philosophy is right or wrong. What works for one organization may or may not work for another. Kmart Corporation and McDonald's have both been very successful — both practice centralization. By the same token, decentralization has worked very well for General Electric and Sears. Every organization must assess its own situation and then choose the level of centralization or decentralization that works best.

3 idiots.......

Together we can.....

The above lines are aptly signified by the Valley crossing activity performed in Prof. Mandi's class. An activity which tells us to support the weakest link to make the strongest chain. This activity helps us learn the importance of roles each member plays in achieving the most difficult targets.

Why Team work is important?

Well its one thing to create a team but quite an another to create teamwork in the workplace. Just its one thing to join a team, quite another to perform as a team member. To put it in simple words, teams doesn’t work without teamwork. Creating a culture where teamwork is valued, and collaboration encouraged, is a good way for businesses, sports teams, medical facilities, and really, most all human endeavors to increase the overall chances of mutual ongoing success. There are no two human beings that have the same experiences in their lives, and it is the sum of experience that “makes the man”. Just as you can never know precisely how a given situation will actually end, you can also never know how any teams endeavors will culminate either. All that can be done is to gather your team, and assign a project. Allow the leadership to come forward naturally, (usually they are quite easy to spot-vocal and opinionated) decide who should be named formally the teams leader, and begin your bigger journey.

ACTIVITY

This simple task gives lots of learning about management principles.

First of all it involves planning – This task appears simple but execution of this require carefully thought out strategy which includes assigning  roles to individuals, setting the target and proper co-ordination between the team members.

Team work – This task shows how things can be achieved through proper team work. This task in very difficult if there is only one individual but through a team of three this can be easily done. So this is all about team work 

Contribution from every individual – There is no social loafing in this case. Each and every individual has to play its part, if they have to achieve the target.

Synchronization - This is the most important principle required in proper implementation of this task. To cross the valley each and every step of all the three individuals should be properly synchronised. The speed of moving should also be in synchronism.

Other skills involved in the task

The technical skill is to able to perform the actual task .i.e. lifting the pole on the shoulder and carrying the 50% weight of one of the person and 50% weight of the pole and crossing the valley one by one with similar process of one person hanging by the pole and the others carrying the pole on their shoulders.


The conceptual skills are required to understand the aim of the whole team ,how to reach that goal ,what are the impending problems that they may come across.Planning and organizing the role of each and every person of the team is needed to reach the goal.In this case proper coordination and synchronization of the steps are very essential.For this they need a lot of planning,practise and power.


Human skills or interpersonal skills are essential to understand the psyche of each and every individual to perform the task better because ultimately it is the human beings who will be crossing the valley not any trained machines..A human being will be working with other human being who will have emotions....

THREE MONKS- MANY LESSONS

There are lots of things from which we human can learn and for that we require that vision, open-mindedness, eagerness to learn and the most important thing- perception. Today I will talk about movies and short stories how they influence our thinking process and the values they inculcate.It is always the character that gets imprinted in the minds of people. But for management students like us, characters are important but the most important thing is what management skills we can learn. Earlier movies were meant to impart knowledge and teach people but with time the priorities have changed. Yet there are quite good movies which make a lot of sense and are filled with moral values with which we can adopt in our life.

Today I will be telling you what movies teach us or rather to say what we should learn from them and act accordingly. Three Monks is a Chinese animated short film, released in 1980 and directed by A Da. It is one of the most famous and beloved movies of Shanghai Animation Film Studio's productions, and has won awards at film festivals throughout the world. The film was one of the first animations created as a part of the rebirth period of China. It is also referred to as The Three Buddhist Priests.

The film is based on the ancient Chinese proverb "One monk will shoulder two buckets of water, two monks will share the load, but add a third and no one will want to fetch water." The film does not contain any dialogues, allowing it to be watched by any culture, and a different music instrument was used to signify each monk. The film tells the story from the aspect of the Buddhist bhikkhu.

To describe in short here’s the summary; A young monk lives a simple life in a temple on top of a hill. He has one daily task of hauling two buckets of water up the hill. He tries to share the job with another monk, but the carry pole is only long enough for one bucket. The arrival of a third monk prompts everyone to expect that someone else will take on the chore. Consequently, no one fetches water though everybody is thirsty. At night, a rat comes to scrounge and then knocks the candle-holder, leading to a devastating fire in the temple. The three monks finally unite together and make a concerted effort to put out the fire. Since then they understand the old saying "unity is strength" and begin to live a harmonious life. The temple never lacks water again.

To know what in-depth meaning the movie has, I will divide the movie into 3 parts (yes just like 3 monks)


Craftsmanship

The Story starts with one monk reaching the monastery.  He studies the place and finds that he has to do all the work alone and keep the place clean, he then finds that the flask kept in front of Lord Buddha is dry and the plant has also dried up. Filled with enthusiasm he runs down the hill to fetch water using bucket and wooden log (which seems to be quite a task) and preaches for the rest of the day.

But soon, fatigue sets in. The initial enthusiasm is lost but still life goes on!

This has striking similarities to our day to day lives, when we do not depend on others and all our tasks get done on time, the problem arises when we have to get things done by others and the skill set required are different from each other.

This model of overburdening a useful resource might give very good returns in the initial stage. But as time passes the returns will be diminishing and the motivation to work will be long gone.

So, the lone man standing model for Human resources is a disaster. Any company should make sure that none of its employees are overburdened.

Team Building

Then second monk comes into picture,  he is extended a warm welcome by the first monk, the second monk tries to show his superiority. The first monk is happy to have someone working at his place, but they fail miserably in sharing their workload. So as a remedy to the problem they start bringing water together. Now the next problem they face is the difference between their heights which makes it difficult for them to fetch water. After thinking for a while the first monk takes out a scale and measures the distance and their problem is solved.

Here we learn that in life we need rules and not a ruler…

In an organization there are people with different qualifications and  not everyone is same, hence work distribution should be proper.

Team work

The third monk comes to the monastery and being very thirsty he drinks all the water. Seeing this the other two monks tell him to fetch water, so the third monk brings water but he drinks it alone, without offering it to other two.

Such teams are quite common in organizations. It is up to the managers to sense this enmity in the air and weed it at the budding stages.

However, in the story, the "hand of god" does it for the monks. The monastery is set of fire by a mischievous rat and the monks are left running from pillar to post. In the spurt of the moment, they throw away all their differences and put an "emergency system into place". Somehow they turn the fire down and sit back to think on devising a sustainable system and the rest is understood.

Management Lessons:-

• No five fingers are alike. Every team comprises of people with different attributes and quality. This difference has to be channelized for the greater good.
• Standards have to be set and rules should be laid. Otherwise things head towards a haywire.
• Teams should have sustainable models. Any team is as strong as its weakest link.
• Attitude of each team member determines the fate of the task and decides the success rate.
• Synergistic roles:   Individual sums become bigger than what was there individually.
• Experiences in crisis management comes handy to come up with new innovative methods to solve a problems
• Teamwork and team interest should take precedence over the personal interest
• Synergistic roles:   Individual sums become bigger than what was there individually.

TRY TO CRAWL BEFORE YOU CAN WALK

"Whether you think you can or whether you think you can't, you're right." – Henry Ford

Business or dhanda when you hear these words the only question that comes in our mind is “how the person started the business? From where he got the money to invest?” And we just keep pondering over it. After some time we just forget about it thinking that it’s not my cup of tea. It is the basic human tendency to blindly believe the misnomer that business is solely dependent on money. But in fact it’s not the case, everything that grows big starts from a very small idea, but yes a unique one to say. All the big business houses that we see have grown from very small idea but in a SMART way.

Now what do you mean by Smart Way. For this I need to take you to Dr. Mandi’s store . Dr. Mandi’s lecture started in a unique way as usual. He took out an elephant from his bag. Wait! Wait! I am not talking about the real elephant, but a small 3D model of an elephant which was prepared in NITIE by his students. But it required a huge initial investment and they ran into losses, but some of the Nitie alumnae have agreed to help them in this field to setup their business.

The model was prepared using a 3-D printer. 3-D printing is a novel idea; it is a process of making a 3 dimensional model of any object or virtually from any shape from a digital object. The first working 3-D printer was created in 1984 by Chuck Hull of 3-D Systems Corp.  After that there is a lot of advancement and now it is being used in the field of engineering, and it has benefited them, also it is being used in the field of jewelry, education, and fashion footwear. Being an engineer I felt that our college should have a 3 D printer so that we can prepare a prototype model and experiments on that. 3 D printing is in nascent stage in India so it has a lot of scope to grow.

With this Dr.Mandi was telling us to think something unique with which we can start a business, because the main thing for a business is idea, Idea – means a new concept which can make people buy your product/service.  This is possible only if we can THINK OUT OF THE BOX. If we want to make money out of nothing a novel idea is required, all the other things being secondary. His mantra for the day was “ SHOOT SHOOT SHOOT & AIM” . This doesn't mean you need to shoot everything that comes in your way. You need to differentiate between them and for this you require to work in SMART way.

The best thing to win is to have SMART goals. With smart goals Dr. Mandi was trying to give a new dimension to our thinking.  His way to define smart was a unique one.

Letter	Major term	Minor terms
S	Specific	Significant, stretching, simple
M	Measurable	Motivational, manageable, meaningful
A	Attainable	Appropriate, achievable, agreed, assignable, actionable, adjustable, ambitious, aligned, aspirational, acceptable, action-focused
R	Relevant	Result-based, results-oriented, resourced, resonant, realistic
T	Time-bound	Time-oriented, time framed, timed, time-based, time-boxed, time-specific, timetabled, time limited, track-able, tangible, timely

If I define each term, SMART can be more specifically defined as follows, which will give you in-depth idea.

 

Specific	A specific goal will usually answer the five "W" questions (What, Why Who. Where, Which)
Measurable	A measurable goal will usually answer questions such as( how much ,how many, how will)
Attainable	An attainable goal will usually answer the question(How)
Relevant	·         A relevant goal can answer yes to these questions(Does this seem worthwhile? ·         Is this the right time? ·         Does this match our other efforts/needs? ·         Are you the right person?
Time-Bound	A time-bound goal will usually answer the question (When)

But yes goal setting is a tough task, because when you set a goal it should be realistic. It should be within some frame (e.g. I will lose 5 kg weight in 10 days, that’s impossible) so how the goal setting is done then. Again I will take you to Dr. Mandi’s store, Dr. Mandi took out a snail not a live one but the shell which we find in the sand or on the river side. He handed over to us to observe it closely (when we are told to observe we should observe it very minutely because there are various hidden things we can learn from it.) the shell that Dr. Mandi handed over to us was spiral in shape. What we learn from that is we should move spirally towards our goals, if we try to move directly it can be dangerous and may not take us to our defined goals. For e.g. if we achieve 20 today we should aim for 25 then 30 then 40 ten on and on. Life should be like a Fibonacci series 1,1,2,3,5,8,13,21…… it moves by adding the number and the previous number and going towards infinity.

For explaining more about it we had another example waiting for us in Dr. Mandi’s Store. He had brought a cube which was made from straw, and there were various square boxes inside the big cube. He just showed to us and we all were playing without thinking anything about it. Then he asked us a simple question “What is (a+b)² ?” and everyone answered then he asked us to explain it using the cubical toy. And one of them answered the question correctly.  If you closely look at the below figure you will see that the cube is made from red and yellow straw. The red represent ‘a’ and yellow represent ‘b’, you will see that (a+b)² represent nothing but the surface are of the cube as shown in the figure. The formula can also be applied to (a+b)³ and we get the volume of the whole cube. That day I learnt that these two formulas were nothing but area of a square and volume of cube. From this we learn that we should grow from a small thing and eventually we can end up doing one of the best thing or even a bigger thing.

First we need to set our goals then strive to achieve it, if we achieve what goals we have set or more than that it can determine our capabilities. And we can aspire to go for more and also for a person sky is the limit. Just try to go beyond your boundaries and try to fly to achieve your goals but of course working smartly and effectively.

Then again it was a time for tower building because the record was not broken. Dr. Mandi wrote on board

1.Goal Set:
2.Goal Achieved:
3.Goal(Historical):
4.Potential:

And everyone wrote his goals and potential. I too wrote in my note book

1. Goal Set:35
2. Goal Achieved:?(yet to achieve)
3. Goal(Historical):27
4. Potential:50

But according to Dr. Mandi the goal was not realistic the goals was far too big to achieve in the first attempt.

To this, Professor Mandi explained, "the Goal should always be strategically set. Goal Set should always be greater than the Historical Goal, Goal achieved should always be less than or equal to the Goal Set and the Potential should always be greater than the Goal Set". which means:

Goal Set > Historical Goal
Goal Achieved >= Goal Set
Potential >= Goal Set

If after the final result, any of the above equation goes wrong, it would mean that GOAL was not SMART.
He further explained, "Performance and Excellence are the product of Realistic Goals Set and Realistic Goals Achieved". Putting this in equation form:

After this students again wrote there goal and target

1.Goal Set: 30
2.Goal Achieved:?
3.Goal(Historical):27
4.Potential:35

Now it was the time to build the tower again and 2 students volunteer came forward and started building the tower. Placing one block over the other and to add in the record book they placed 31 blocks one over the other, the final figures where

1.Goal Set: 30
2.Goal Achieved:31
3.Goal(Historical):27
4.Potential:35

A new concept was learned from this activity “THE PYGMALION EFFECT”

"When teachers expect students to do well and show intellectual growth, they do; when teachers do not have such expectations, performance and growth are not so encouraged and may in fact be discouraged in a variety of ways."
         -by James Rhem

The Pygmalion effect, or Rosenthal effect, is the phenomenon in which the greater the expectation placed upon people, the better they perform. The effect is named after Pygmalion, a play by George Bernard Shaw.

To get more into this watch this video

To sum up, in corporate world:

·         What managers expect of subordinates and the way they treat them largely determine their performance and career progress.

·         A unique characteristic of superior managers is the ability to create high performance expectations that subordinates fulfill.

·         Less effective managers fail to develop similar expectations, and as a consequence, the productivity of their subordinates suffers.

·         Subordinates, more often than not, appear to do what they believe they are expected to do.

That’s all for the day
more dose coming up in next……

Difference Between C Tower & M Tower

You people may be thinking that I will be writing about civil engineering  project like building or tower and comparing them with their height, location & their structure.No friends, I will be writing about management, how it functions and what actually happens inside with an example of Tower, not the concrete tower but a small tower made by the small cubic toys.

Dr. Mandi came in our class and started distributing small cubes,we all were amazed and eager to know what Dr. Mandi had in his mind for the class. He asked us various question about craftsmanship and organization And to explain differences between these too he asked in the class to build a tower using the cubic blocks and for this a person has to pay Rs.500/- hearing this most of the students were annoyed. Later on a student agreed to Dr. Mandi’s condition.

He just collected the cubes from different people and started building the tower by placing one cube over the other. He was placing the cube very cautiously, so that the tower can be made as high as possible and it doesn't fall down. He was able to place about 16 cubes and then he gave up. This was the C Tower(i.e. a craftsmanship tower) Dr. Mandi then explained about Craftsmanship, how effectively a single person can do a job. Person who is involved in a single work and is an expert in that can complete the job in a stipulated time. An exact definition of Craftsmanship would be the art of doing something using the personal skills. In craftsmanship, the whole process of developing a product (good or service) is managed and executed by one single person, e.g. cobbler, tailor etc.

Dr. Mandi called 8 people from the class and asked them to build the same tower with a condition that only one person will touch the cubic blocks and others will have to do the other work, all the 8 people then started dividing the work among-st them, but they were confused what will  the other 7 people do when only one person is allowed to touch the blocks. And there was a quarrel over work distribution./Fom this we learn that the same process happens inside the industry and the people responsible for this are the top management, because they are not able to distribute the work properly, due to which lots of problems arise. Then Dr. Mandi came forward as their boss and distributed the work. One of the person was asked to close his eyes with help of a cloth and another student was standing beside him, guiding him to place the cubes one by one since the person was blindfolded. And the 6 other students were kept for observation, while that person was placing the blocks all the 6 people were interfering in between them, and creating more and more hurdles, with this they were able to place not more than 7 blocks. This was the M Tower (i.e. a tower made with the help of managers)

Then Dr. Mandi told that this how most of the middle managers create problems not only for themselves but  also for the top management and also to the workers. As in the above case the worker was blind folder so he was not aware of what was going around and what work he was doing, he was just following the boss orders without any questions, and the middle managers were interrupting him in the middle of the work. This affects organization in productivity and quality also, the TOP management needs to take care that the work needs to be effectively distributed till the bottom of an organization, then only it will work properly.

The X and Y Manager

You may be thinking that here I will be solving math by assuming X & Y as the unknown quantities of algebra. Nope my friends I am talking about the different kind of managers in an organization. This theory was created and developed by DOUGLAS MCGREGOR in organization behavior and management. They describe two contrasting models of workforce motivation. Theory X and Theory Y have to do with the perceptions managers hold on their employees, not the way they generally behave. It is attitude not attributes.

Mcgregor's X-Y Theory remains a valid basic principle from which to develop positive management style and techniques. McGregor's XY Theory remains central to organizational development, and to improving organizational culture. McGregor's X-Y theory is a salutary and simple reminder of the natural rules for managing people, which under the pressure of day-to-day business are all too easily forgotten.

THEORY X ('AUTHORITARIAN MANAGEMENT' STYLE)

Theory X assumes that employees are naturally unmotivated and dislike working, and this encourages an authoritarian style of management. According to this view, management must actively intervene to get things done. This style of management assumes that workers:

• Dislike working.
• Avoid responsibility and need to be directed.
• Have to be controlled, forced, and threatened to deliver what's needed.
• Need to be supervised at every step, with controls put in place.
• Need to be enticed to produce results; otherwise they have no ambition or incentive to work.

THEORY Y ('PARTICIPATIVE MANAGEMENT' STYLE)

Theory Y expounds a participative style of management that is de-centralized. It assumes that employees are happy to work, are self-motivated and creative, and enjoy working with greater responsibility. It assumes that workers:

• Take responsibility and are motivated to fulfill the goals they are given.
• Seek and accept responsibility and do not need much direction.
• Consider work as a natural part of life and solve work problems imaginatively.

Let’s Analyze this 4 cases-
1) Theory X Manager assume LAZY workers as LAZY and make them work
2) Theory X Manager assume NOT LAZY workers as NOT LAZY and make them work
3) Theory Y Manager assume LAZY workers as LAZY and make them work
4) Theory Y Manager assume NOT LAZY workers as NOT LAZY and make them work

1)Theory X Manager assume LAZY workers as LAZY and make them work

When LAZY workers are made to work by Theory X Managers, they use authoritarian ways to deal with them. Managers try to get work done by frightening the workers, workers work just for the sake of their job and to avoid getting fired.  But in such a case, both the Worker and Management is at loss. In all,the whole organization suffers.

• There is lack of innovation and new ideas as work is seen as a burden by workers.
• Management gets more and more negative and hopeless towards the workers and their business.
• Lack of responsibility on workers side
• Workers stand against the management and risks the business.
• Instead of making the workers realize their wrong attitude, management makes them develop retaliative approach.

2) Theory X Managers assume NOT LAZY workers as NOT LAZY and make them work

This case can have even more devastating consequences. Manager knows that worker is NOT LAZY, but his authoritarian approach and his lack of realization can lead to :

• Lack of innovation and new ideas: Though company has workers who can give great ideas, but they fear the management and do not participate in communication
• Waste of useful human resource
• Workers avoid taking roles and responsibilities just to be on the safe side.
• Stagnant business practices despite availability of resources
• Growing discomfort, dissatisfaction and insecurity among the workers.  
• Though performance based rewards are given, but the rewards won't bring personal satisfaction to the workers 

3) Theory Y Managers assume LAZY workers as LAZY and make them work

Theory Y Managers are hopeful. They try to reward, motivate and support the workers. The implications of such management can be:

• Lazy workers get motivated and try to change their attitude towards work
• Lazy workers realize the values of the company
• Lazy workers realize their role and responsibilities in the company. They start communicating their ideas which are most welcomed by the management.
• Timely perks, appreciations boosts the morale of such workers and as time progresses they turn out to be efficient workers. 

4) Theory Y Managers assume NOT LAZY workers as NOT LAZY and make them work
The implications of such management are:

• Workers are given good roles and responsibilities and expected to deliver the same.
• Workers try to bring up their ideas and innovations on the common platform which are respected and discussed.
• Workers feel secured and comfortable. The personal satisfaction and monetary rewards make employees happy.
• Such practices develop Theory X principles in the workers itself and they practice the same when they reach top management.

What type of Manager you should be depends upon the environment you are working. But the research says the type Y managers are successful because they don't force their workers and are ever encouraging. this practice is now being followed in most of the industry and it is yielding results.

FIRST DAY AT NITIE “AAJ KI ROTI AAJ HI KAMAO”

The day began at 6.30 and a walk around the pond just filled enough energy for the day. The lecturers began from morning 9AM till 6PM. The classes began with one of the most famous professor of NITIE, Prof. Prasad also known as Dr. Mandi.

Ever herd from a prof. that you can record my video and take photos when I am taking lecture I guess NO, but Prof. Mandi is different  he wants that not only the students who are in nitie should know but also other students who don’t get chance to be at nitie should learn. His way of thinking about educating young India is quite different, he just wants that people should use the technology to educate the masses.Dr. Mandi is one the most  lively professor I have seen in my life. And  has a unique way of teaching his class. .
As soon as he entered the class he gave some toys which he had brought with him, a plastic butterfly, a globe and allowed the students to play with them, which made me think what the hell is going on in a lecture, but later on he asked a student to sell the same toy to another student for Rs.70, but then he said a Manager should be able to sell it at a cost of Rs.500. and I was stunned for a second, but it made me realize that this how a mandi works where people are fooled, and it made me think why he is famous as Dr. Mandi. 

His mantra for the day was “AAJ KI ROTI AAJ HI KAMAO”. Many people may be having this question that what about future planning then???  Yes there should be future planning but the first and foremost thing is that you should be able to earn money for the day and then think about the future. While we are study in the college we should start our own enterprise and make our own earning and should not be a burden on the family. Many students from this college had started their enterprise when they were in the college and now they have grown it into a big business. His main motto being that we should be entrepreneurs and earn our living.

The other side we can say that we should be self-dependent in every aspect, and the spoon feeding is destroying us, and the NITIE students shouldn’t strive for placement  but rather make their own enterprise, and we should be competent enough to give placements to others. Then his favorite mantra is   "socho becho,becho sikho,shiko socho" .i.e. a typical Mandi style. He then gave examples of NITIE alumina who made big while being in the campus.

It’s really fun when we have prof. like Dr. Mandi who teach students with full enthusiasm, the day didn’t stop there we had another lecture lined up which was a rocking one with a song played in the class, the famous  “Another brick in The Wall” (The famous song by Pink Floyd ).This how the principle of Organization Management was taught to us in a completely different but an enjoyable way.