Godrej................2

Lets move on to its achievements...............

• In 1897, Godrej Introduced the first lock with lever technology in India.
• In 1902, Godrej made the first Indian safe.
• In 1920, Godrej made soap using vegetable oil, which was a huge hit with the vegetarian community in India
• In 1955, Godrej produced India's first indigenous typewriter
• In 1989, Godrej became the first company to introduce PUF ( Polyurethane Foam)
• Introduced India's first and only 100% CFC, HCFC, HFC free refrigerators

VISION:

·         GODREJ IS dedicated to DELIVER SUPERIOR STAKEHOLDER VALUE  by providingsolutions to existing and emerging consumer needs in the Household & Personal Carebusiness.

;:

MISSION:

·         Godej’s Mission is to operate in existing and new Businesses Which Capitalize on theGodrej brand and our corporate image of reliability and integrity .our objective is todelight our customer both in India and abroad.We shall achieve this objective through continuous improvement in quality; cost andcustomer service .we shall strive for excellence by nurturing, developing and empoweringour employees and suppliers.We shall encourage an open atmosphere conducive to learning and team work.

 VALUES:

•   Commitment to Quality
•   Customer Orientation
•   Dedication & Commitment.
•   Discipline.
•   Honesty & Integrity
•   Learning Organization.
•   Openness & Transparency.
•   Respect/Care & Concern for People
•   Teamwork
•   Trust

 Awards:

• GCPL, the Highest Ranked Indian FMCG in Asia's Hot Growth Companies' List by Business Week
• Godrej Consumer Products Ltd. has been ranked 14th in The Best Companies to Work For study. This study was jointly conducted by Business Today, Mercer and Taylor Nelson Sofres (TNS)
• Godrej Consumer Products Ranks 6th in ET-Hewitt Best Employers of India survey
• GCPL ranked 15th in Great Places to Work 2006 survey
• The Corporate Citizen of the Year Award given by Economic Times.
• Flagship brands Goodknight, Cinthol and Ezee selected Superbrands by the Superbrands Council
• Godrej Sara Lee, the JV between the Godrej Group and Sara lee Corporation, USA is acknowledged the World's largest mat manufacturers and South Asia's largest manufacturers of Coils.
• Godrej Consumer Products Limited, adjudged as a Business Superbrand by the Super Brands Council.
• The Return on Capital Employed and Return on Net Worth ratios of Godrej Consumer Products - the highest in corporate India.
• Godrej Consumer Products was awarded the "Best Managed Workforce" award given by Hewitt Associates and CNBC TV18.
• Godrej Consumer Products features in the Top 25 list of Great Places to Work (survey conducted by GrowTalent in association with Business World) for four years in a row.
• Lifetime Achievement Award for Godrej Industries from CHEMEXCIL, the Basic Chemicals Pharmaceuticals and Cosmetics Exports Promotion Council.
• The Brand Trust Report published by Trust Research Advisory ranked Godrej in 22nd position.

Godrej...............1

                                 GODREJ Group

Introduction:

Godrej Group is an Indian conglomerate headquartered in Mumbai, India. It was founded by Ardeshir Godrej and Pirojsha Godrej in 1897, Lalbaug, Mumbai. It has presence in seven major companies with interests in real estate, FMCG, industrial engineering, appliances, furniture, security and agri care – to name a few – its turnover crosses 3.3 billion dollars.

Type	Private
Industry	Conglomerate
Founded	1897[1]
Founder(s)	Ardeshir Godrej Pirojsha Godrej
Headquarters	Mumbai, India
Area served	Worldwide
Key people	Adi Godrej (Chairman)
Products	Real estate, FMCG, industrial engineering, appliances, furniture, security and agri care
Revenue	US$ 3.3 billion (2011)
Employees	9,700 (2010)
Subsidiaries	GCPL, Godrej Infotech Ltd, Godrej Industries Ltd, Godrej Properties, Godrej Agrovet

(taken from wiki)

Origin:

The Godrej group has grown in India from the days of the charkha to nights at the call centers. Our founder, Ardeshir Godrej, lawyer-turned-locksmith, was a persistent inventor and a strong visionary who could see the spark in the future. His inventions, manufactured by his brother Pirojsha Godrej, were the foundation of today’s Godrej empire.

HistoryTimeline^[2]

• 1897 - Godrej is established in 1899
• 1902 - Godrej makes its first Indian Safe
• 1918 - Godrej Soaps Limited incorporated
• 1961- Godrej Started Manufacturing Forklift Trucks in India
• 1971- Godrej Agrovet Limited began as an Animal Feeds division of Godrej Soaps
• 1974 - Veg oils division in Wadala, Mumbai acquired
• 1990 - Godrej Properties Limited, another subsidiary, established
• 1991 - Foods business started
• 1991 - Godrej Agrovet Limited incorporated
• 1994 - Transelektra Domestic Products acquired
• 1995 - Transelektra forged a strategic alliance with Sara Lee USA

·         1997-The Company celebrated its centenary

• 1999 - Transelektra renamed Godrej Sara Lee Limited and incorporated Godrej Infotech Ltd‎‎.
• 2001 - Godrej Consumer Products was formed as a result of the demerger of Godrej Soaps Limited. Godrej Soaps renamed Godrej Industries Limited
• 2002 - Godrej Tea Limited set up
• 2003 - Entered the BPO solutions and services space with Godrej Global Solutions Limited
• 2004 - Godrej HiCare Limited set up to provide a Safe Healthy Environment to customers by providing professional pest management services
• 2006 - Foods business was merged with Godrej Tea and Godrej Tea renamed Godrej Beverages & Foods Limited
• 2007 - Godrej Beverages & Foods Limited formed a JV with The Hershey Company of North America and the company was renamed Godrej Hershey Foods & Beverages Limited
• 2008 - Godrej relaunched itself with new colourful logo and a fresh identity music
• 2010 - Godrej launched GoJiyo a free, browser based 3D virtual world^[3]
• 2011 - Godrej & Boyce shuts down its typewriter manufacturing plant, the last in the world.^[4]

                                                                                                                          

                                                                                            to be contd...............................

Three Monks & ..............

                   Three Monks & No Water

In our lecture, we were shown the video of Chinese three monks and their tryst with the problem of bringing water.

Basis:

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."

Observation:

A note about the columns of text that appear at the beginning : the first column reads "one monk fetches water to drink". the second column reads, "two monks carry water to drink" , and the third one merely says, "three monks". The unfinished sentence reflects the film's central question, which is whether the three main characters will learn to work together so that they can all have water to drink.

VIDEO:

Synopsis:

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 candleholder, 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.

                

In the first 2 scenes, when the monks are bringing TWO buckets of water single headedly.

Input = 2 Units.

Output = 2 Units.

Therefore, productivity = 2/2 = 1 Unit.

In the 3rd scene, when two monks carry only ONE bucket of water between them.

Input = 1 Unit.

Output = 0.5 Unit.

Therefore, productivity = 1/0.5 = 2 Units.

	Scene 1	Scene 2
Input	2	1
Output	2	0.5
Productivity	1	2

So it can be seen from the table that productivity increases as they work in a team.

Learning:

Three Monks, No Water_ is the story to learn the lesson of responsibility. While working in an organisation, what we generally do, is we shed our responsibilities on other and never pay heed to them. Same lies with other employees and this results in total chaos.

So, whats the solution..................???

Its a two word simplest solution termed as "Team Work" along with understanding our responsibilities.

We should work in a team, helping each other in their chores to the maximum level we can as that would increase cooperation and would spur the growth of individual, team & most importantly of ORGANISATION.

Tower Building

   

                              Tower Building

An activity of Tower building using cube shaped blocks was performed so as to learn the basics of setting effective goals to attain the maximum.

Principle Learnings from this activity:

Goal Set > Achievable Performance > Historical Performance

Also Goals which we set must always be higher than the potential which we think for us as we always tend to underestimate ourselves and thus can’t predict our potential.

Even the tower building activity
substantiated this where the 
individual who was given the 
task to build that tower predicted 
only 10 blocks to be erected 
where as he ended up with 17 blocks.

Also there are goals which are ' Ambitious ' in nature where goals set by us are way higher than the goals attainable or realizable.

Whereas some goals are said to be ‘Realistic’ (although there are no such goals but they are made to be seen like that as they are achieved by the sheer power of management.

So, the art of setting of goals should be there in a manager so as to accomplish the high potential tasks.

Org Structure

                 Organisational Structure

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.

Factors affecting organizational structure:

      The environment: The quicker the environment changes, the more problems      

                                face managers.

                                     •          Structure must be more flexible when environmental change   

                           is rapid.

                      –         Usually need to decentralize authority.

      Strategy:           Different strategies require the use of different structures.

                                  •        differentiation strategy needs a flexible structure, low cost    

                         may need a more formal structure.

                                  •         Increased vertical integration or diversification also requires 

                         a more flexible structure.

                                                                                                                                                                                    

Technology:       The combination of skills, knowledge, tools, equipment,   

                         computers and machines used in the organization.

                                  •          More complex technology makes it harder for managers to       

                         regulate the organization. Technology can be measured by:

                 –         Task Variety: new problems a manager encounters.

                 –         Task Analyzability: programmed solutions available to a  

               manager to solve problems.

                                 •          High task variety and low analyzability present many 

                         unique problems to managers.

                –         Flexible structure works best in these conditions.

                                •          Low task variety and high analyzability allow managers to                  

                        rely on established procedure.Human Resources: the final  

                        factor affecting organizational structure.

                                •         Higher skilled workers who need to work in teams usually need   

                        a more flexible structure.

                                •          Higher skilled workers often have professional norms (CPA’s,  

                        physicians).

  

                       Human Resources: the final factor affecting organizational structure.

                                •          Higher skilled workers who need to work in teams usually need  

                        a more flexible structure.

                                        •          Higher skilled workers often have professional norms (CPA’s, 

                             physicians).

So, managers must take into account all four factors (environment, strategy, technology and human resources) when designing the structure of the organization.

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.

For more click here...........

Present Trend: Organizational circle: moving back to flat

The flat structure is common in small companies (enterprenerial start-ups, university spin offs). As the company grows it becomes more complex and hierarchical, which leads to an expanded structure, with more levels and departments.

In general, over the last decade, it has become increasingly clear that through the forces of globalization, competition and more demanding customers, the structure of many companies has become flatter, less hierarchical, more fluid and even virtual.

Significance

Without a formal organizational structure, employees may find it difficult to know who they officially report to in different situations, and it may become unclear exactly who has the final responsibility for what. Organizational structure improves operational efficiency by providing clarity to employees at all levels of a company. By paying mind to the organizational structure, departments can work more like well-oiled machines, focusing time and energy on productive tasks. A thoroughly outlined structure can also provide a roadmap for internal promotions, allowing companies to create solid employee advancement tracks for entry-level workers.