Videos About POM Subject !!

No need for description, videos are self explanatory !!

It's a 2 part video :

Part 1 : http://youtu.be/3hV17jSWbpg

Part 2 : http://youtu.be/naiKFt1Lczk

Study of an Organisation  :
Mitsubishi Heavy Industries

A quick overview :

History :

Milestones :

MHI Creed :

• We strongly believe that the customer comes first and that we are obligated to be an innovative partner to society.
• We base our activities on honesty, harmony, and a clear distinction between public and private life.
• We shall strive for innovative management and technological development from an international perspective.

Spirit & Statement :

“ Our Technologies, Your Tomorrow ”

As a Manufacturer, Mitsubishi Heavy Industries Provides an Assured Future through Technologies and Passion.

Products & Services :

Shareholding Pattern :

Locations & Works :

Head Offices :

• Tokyo
• Yokohama

R&D Centres :

• Tokyo
• Yokohama
• Nagasaki
• Hiroshima
• Aichi

Works :

• Nagasaki
• Yokohama
• Kobe
• Shimonoseki
• Nagoya
• Hiroshima

Financial performance :

Stock performance :

Future Roadmap :

Plans for the near term future include investment in the following businesses :

CSR :

Disaster relief for Japan’s earthquake victims :

• Funds
• Medical Support
• Food & Shelter
• Employee Volunteers

Building & maintaining schools in rural Thailand .

Educating Japanese school students through classes on manufacturing .

My Personal Observations about MHI :

I have had the good fortune of working with Japanese engineers from MHI itself, during my three years of work at L&T Power. The time i spent with them was rich in terms of learning, both technical and cultural.

It was a great experienced which helped me develop both as an engineer and as a manager.

Following are some of the better points of observation that i have made :

• MHI Engineers are masters in their respective work domains.
• MHI factory workmen are experts of their respective workstations.
• High level of discipline in the line of work.
• Innovation & initiatives at the ground level.
• The promotion system in MHI is purely Merit and Performance based.
• Optimal mix of hi-tech and economical manufacturing practices.

Some suggestions on what MHI could do :

• Share the technical expertise of MHI with organisations in other countries through JVs or Technology leasing agreements.
• Promote use of environmentally friendly technology in countries other than Japan where resources are running low.

References :

www.mhi.co.jp/en

www.mitsubishi.com/e

www.wikipedia.org

Learnings from the Chinese short film : The Three Monks

Introduction to the film :

Three Monks (Chinese: 三个和尚, San ge he shang) is a Chinese animated feature film produced by the Shanghai Animation Film Studio. After the cultural revolution and the fall of the political Gang of Four in 1976, the film was one of the first animations created as part of the rebirth period. It is also referred to as The Three Buddhist Priests.

A little background of the film :

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.

Plot Summary of the film :

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.

Detailed Plot description :

There was a small temple on a mountain and a little monk in the temple. His daily routine was shouldering water, chanting sutras, knocking the wooden fish, adding water to the holy water bottle on the table honoring the Goddess of Mercy, and watching over the mice from stealing food at night. His life was smooth and comfortable. Soon after, a tall monk came. He drank half of the jar’s water as soon as he arrived at the temple, so the little monk asked him to fetch water. The tall one thought it was unfair for him to fetch water alone, so he asked the young one to do it together. They could only carry one bucket a time, and they would only feel content when the bucket was placed in the middle of the shoulder pole. Anyway, they still had water to drink in this way. Then, a fat monk came. He wanted to drink, but there was no water in the jar. The short monk and the tall one asked him to fetch water by himself. He carried a bucket of water, and drank it up immediately. From then on, nobody would fetch water, so they had no water. Everyone chanted his own sutras and knocked his own wooden fish. As nobody would add water to the holy water bottle, the plant in the bottle withered soon. At night, a mouse came out stealing, but everyone pretended not to see it. As a result, the mouse was so rampant that it knocked over the candleholder and caused a fire. Only thus did the three monks make a concerted effort to put out the fire, and finally awaken. After that, they started hanging together and the temple never lacked water again. 

Analysis from a film point of view :

The film tells a simplest story with simplest lines and a simplest form. There is no dubbed voice. Even the background music is reduced to the occasional sound of wooden fish. But it is this simplicity that makes people unwilling to miss a single scene. When we review the Three Monks after seeing numerous Japanese, Korean, European and American cartoons, we will be shocked. We will even smugly say, look at our Chinese “silent movie”. Maybe, only Chinese water-and-ink painting has such a magic to depict a figure with distinct personality with just a few strokes. The film is based on a folk proverb. It has national features, a complete scene of mountain, water and temple drawn with traditional painting skills, and figures with strong characters. Although it is meant to reason things out, the film is humorous and void of rigid sermon.

Awards won by the film :

• Silver Prize at the 4th Odense International Fairytale Film Festival in Denmark
• Silver Bear Prize at the 32nd Berlin International Film Festival
• Best Film Awards at Portugal International Film Festival
• Awards for Best Animation Film at the 1st Chinese Film “Golden Rooster” Competition
• Awards for Excellent Animation Film issued by the Ministry of Culture in 1980

Lessons to be learnt :

1. Teamwork always enhances the efficiency and effectiveness of any task :

At first, the Three Monks succumb to their personal pride which interferes with the performance of daily tasks, each of them believing that the other two should be the ones to go downhill to fetch water. When a fire breaks out, however, they understand how silly they have been and work together to save the temple. From this, it is evident that in an organization and in a team, its important to take personal ego out of the equation and to perform the duty at hand for the greater good.

2.  When there is more than one person on any job, disputes are almost unavoidable :

When the third monk goes downhill to fetch water for the first time, he comes back only to drink the water all by himself, exhibiting a selfish tendency. This does not help in the goal of having water stored at all times. This only leads to further animosity among the three and the task never gets completed. Similarly, in an organization, selfish motives must be detected and discouraged for the good of the many. All members of a  team working together towards a common goal is the best practice of work.

3. When the inevitable conflicts arise, they should be dealt with scientifically and methodically :

Complex Problems, Simple Solutions - This should be the motto of decision making for any manager in any organization. When the first two monks were trying to push the weight of the bucket towards each other, we in the class were asked to give a possible solution to the problem. A simple solution was suggested that they should mark the middle of the stick so that they do not fight.

Alternate solutions were also suggested :

•     One person getting water one day
•     Two persons more bucket
•     Two sticks, four buckets
•     Divide the work in half
•     Get a motor and connect a pipe
•     Attitude problem - Brain wash

In an organisation, such out of the box, yet rational thinking is required to resolve conflicts fairly and logically.

4. The most efficient method to solve a problem evolves over a period of time :

When posed with a question from our professor, that whether the two monks should get 2 buckets on alternate days or a bucket shared by both of them, most of us answered "Alternate Days" and by now it's easy to guess that it was the wrong answer because it was driven by common sense and not Productivity analysis according to which getting 1 bucket shared by the two monks is a much better proposition. Just to make it clearer, here is a table illustrating the productivity statistics in either case. Assuming 1 Man uses 1 unit of energy to lift 1 bucket.

Event	Output (No. of buckets)	Input(Worker Energy units)	Productivity = Output/Input
1 Man – 2 buckets	2	2	1
2 Men – 1 bucket	1	0.5	2

5. Attitude of each team member determines the fate of the task and decides for the success rate :

When the two monks were trying to divide the load of the bucket equally, the taller monk used his bigger hands to show that the bucket should be hung closer to the first monk, but the presence of a measuring instrument helped them get the exact center and resolved the problem. Hence it is important for a team and a manger to have the right attitude.

6. Synergy : The whole is greater than the sum of it's parts :

To put out the fire each monk panicked and tried his best to run down to the river and bring the up a bucket full of water. But this process was long, tiring and had too many inefficiencies inherent to it. So, it was ineffective as well.

However, a coordinated effort by all three was very effective in dousing the fire.

7. Productivity :

Productivity is Important. Productivity is about how well an organization converts resource inputs into goods or services. Workplace productivity is about how firms can utilize labor and skills, innovation, technology and organizational structure to improve the quantity and quality of their output.

Basically it's about exploring all the ways that can make a working environment more effective & efficient.

Why is productivity important?

• Basis for improvements in real incomes and economic well-being.

• Monetary policy (inflationary pressures)

• Fiscal policy (financing of health, education, welfare)

• Slow productivity growth = conflicting demands for distribution of income more likely

Learning Management concepts from the valley crossing exercise :

Three wise men Crossing the valley  - Detailed task process :

Persons	First Person	Second Person	Third person
Step
1	Safe	Safe	Safe
2	Half Risky,
3	Full Risky,
4	Half Risky,	Half Risky,
5		Full Risky,
6		Half Risky,	Half Risky,
7			Full Risky,
8			Half Risky,
9	Safe	Safe	Safe

Safe - Both the legs of the person have full support
Half Risky – One leg in the air and the other leg has support
Full risky - Both the legs are in the air without any support
Half risky – One leg is in the air and the other leg has support
Safe - Both the legs have full support

Lessons Learnt :

1. Structuring the Task :

• Role A = Role B = Role C : All roles are equal and there is no differenciation between the responsibilities of any two persons.
• For all the 3 members, the task is designed to be - Easy, Lighter, Clear and Systematic 
• All three are equally responsible in their contributions for the overall task completion.

2. Structuring Team Roles :

• Roles of all three members are similar but not same; and equivalent in terms of total effort & risk.
• All 3 member Roles have equal distribution of 
• Risky situations (1); 
• Half risky situations (2); 
• No risk situations (2)
• All roles are designed for equally strong persons and there is no weaker or stronger requirement in any specific role.
• Communication and feedback across the 3 members was instantaneous.
• Interdependence among the 3 members was maximised and made crucial.

The roles are interlocking, with highest levels of interaction among the members, with instantaneous feedback being exchange and without any scope for social loafing.

3. Preparation and Execution :

All the 3  members are systematically trained for all the steps and, while crossing, they communicate and coordinate with each other through a various kinds of sounds and other signals.

4. Team Excellence :

Team excellence comes through proper designing of team tasks, correctly assigning team roles, and preparation and execution of the tasks. Thus, excellence is designed by the managers.

Goal Setting : The SMART Criteria :

SMART is a mnemonic used to set objectives, often called Key Performance Indicators (KPIs), for example for project management, employee performance management and personal development.

The acronym letters broadly conform to the following parameters :

• Specific
• Measurable
• Attainable
• Relevant
• Timely

Developing goals upon these parameters :

1. Specific :

The first term stresses the need for a specific goal over and against a more general one. This means the goal is clear and unambiguous; without vagaries and platitudes. To make goals specific, they must tell a team exactly what is expected, why is it important, who’s involved, where is it going to happen and which attributes are important.

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.

2. Measurable :

The second term stresses the need for concrete criteria for measuring progress toward the attainment of the goal. The thought behind this is that if a goal is not measurable, it is not possible to know whether a team is making progress toward successful completion. Measuring progress is supposed to help a team stay on track, reach its target dates, and experience the exhilaration of achievement that spurs it on to continued effort required to reach the ultimate goal.

A measurable goal will usually answer questions such as:

How much?

How many?

How will I know when it is accomplished?

3. Achievable :

The third term stresses the importance of goals that are realistic and attainable. While an attainable goal may stretch a team in order to achieve it, the goal is not extreme. That is, the goals are neither out of reach nor below standard performance, as these may be considered meaningless. When you identify goals that are most important to you, you begin to figure out ways you can make them come true. You develop the attitudes, abilities, skills, and financial capacity to reach them. The theory states that an attainable goal may cause goal-setters to identify previously overlooked opportunities to bring themselves closer to the achievement of their goals.

An attainable goal will usually answer the question:

How: How can the goal be accomplished?

4. Relevant :

The fourth term stresses the importance of choosing goals that matter. A Bank Manager's goal to "Make 50 peanut butter and jelly sandwiches by 2:00pm." may be Specific, Measurable, Attainable, and Time-Bound, but lacks Relevance. Many times you will need support to accomplish a goal: resources, a champion voice, someone to knock down obstacles. Goals that are relevant to your boss, your team, your organization will receive that needed support.

Relevant goals (when met) drive the team, department, and organization forward. A goal that supports or is in alignment with other goals would be considered a relevant goal.

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?

5. Time-bound :

The fifth term stresses the importance of grounding goals within a time frame, giving them a target date. A commitment to a deadline helps a team focus their efforts on completion of the goal on or before the due date. This part of the S.M.A.R.T. goal criteria is intended to prevent goals from being overtaken by the day-to-day crises that invariably arise in an organization. A time-bound goal is intended to establish a sense of urgency.

A time-bound goal will usually answer the question:

When?

What can I do 6 months from now?

What can I do 6 weeks from now?

What can I do today?

LEARNINGS FROM 'The Khan Academy' for PRINCIPLES OF ORGANISATIONAL MANAGEMENT :

The Khan Academy is a non-profit educational organization, created in 2006 by Bangladeshi American educator Salman Khan, a graduate of MIT and Harvard Business School. With the stated mission of "providing a high quality education to anyone, anywhere", the website supplies a free online collection of more than 3,200 micro lectures via video tutorials stored on YouTube teaching mathematics, history, healthcare and medicine, finance, physics, chemistry, biology, astronomy, economics, cosmology, organic chemistry, American civics, art history, macroeconomics and microeconomics, and computer science.

Here is a Khan Academy video, explaining heart disease :

http://en.wikipedia.org/wiki/File:Khan_Academy_heart_disease.ogv

The Khan Academy started with Khan remotely tutoring one of his cousins interactively using Yahoo Doodle images. Based on feedback from his cousin, additional cousins began to take advantage of the interactive, remote tutoring. In order to make better use of his and their time, Khan transitioned to making YouTube video tutorials. Drawings are now made with a Wacom tablet and the free natural drawing application SmoothDraw 3, and recorded with screen capture software from Camtasia Studio. Khan's audio narratives are recorded with a Samson C03U USB Multi-Pattern Condenser Microphone with a miniature desk tripod.

Salman Khan, in a lecture session :

A screenshot of the website :

A screenshot of the mobile app :

The tablet app :

Khan chose to avoid the standard format of a person standing by a whiteboard, deciding instead to present the learning concepts as if "popping out of a darkened universe and into one's mind with a voice out of nowhere" in a way akin to sitting next to someone and working out a problem on a sheet of paper: "If you're watching a guy do a problem  thinking out loud, I think people find that more valuable and not as daunting." Offline versions of the videos have been distributed by not-for-profit groups to rural areas in Asia, Latin America, and Africa. While the current content is mainly concerned with pre-college mathematics and physics, Khan's long-term goal is to provide "tens of thousands of videos in pretty much every subject" and to create "the world's first free, world-class virtual school where anyone can learn anything."

Some screenshots of Khan's sessions :

An illustration of an organic living cell :

A graphic illustration of fractions in mathematics :

An illustration of simplified thermodynamics :

The major components of Khan Academy include:

• a video library with over 3200 videos in various topic areas and over 165 million lessons delivered. These videos are licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 3.0 License.
• automated exercises with continuous assessment; there are 320 practice exercises, mainly in math.
• peer-to-peer tutoring based on objective data collected by the system, a process that will be projected in the future.

Not-for-profit partner organizations are making the content available outside YouTube. The Lewis Center for Educational Research, which is affiliated with NASA, is bringing the content into community colleges and charter schools around the United States. World Possible is creating offline snapshots of the content to distribute in rural, developing regions with limited or no access to the Internet.

Khan has stated a vision of turning the academy into a charter school:

This could be the DNA for a physical school where students spend 20 percent of their day watching videos and doing self-paced exercises and the rest of the day building robots or painting pictures or composing music or whatever.

A few examples of Khan teaching simplified management concepts :

Statistics :

Economics/Finance :

A November 2011 grant of $5 million from Ireland-based The O'Sullivan Foundation, founded by Avego MD and cloud computing pioneer Sean O'Sullivan, will be directed to three initiatives:

1. Expanding the teaching faculty
2. Extending content through crowd-sourced contributions following a Wikipedia-style model
3. Developing curricula to help users blend the content with physical teaching through STEM learning

Recent teaching appointees as a result of the grant include Dr. Steven Zucker, formerly of Pratt Institute and Dr. Beth Harris, from the Museum of Modern Art in New York, to produce art and history content. YouTube video creators Vi Hart and Brit Cruise have also joined the teaching faculty.

A series of summer school camps are planned to start in Northern California from June 2012 to test curricula for real-world schools.

Learnings from First Session of Principles of Organisational Management :

Introduction :


The session started off with Dr. Mandi telling us about the importance of Organisations in society and their role in the working of the world. Dr. Mandi made one statement which I found very insightful. Nothing in this world can work or change without an organisation to control it. Upon hearing this, I couldn’t help but let my mind drift to the various examples of this found in our daily lives. One big part of life in urban Mumbai is commuting & travelling, things that would be impossible for most citizens without organisations like BEST and Indian Railways. Electricity, something that we take very much for granted, reaches our homes through an entire value chain where various organisations play their own part, such as Coal India, Mahagenco, Mahatransco, etc.


This means that when we graduate and go into the professional world as managers, our roles in our respective organisations are going to be as important as the organisation itself. It’s the same thing on a smaller scale. Manager:Organisation::Organisation:Society.


The Activity :


With this learning the class went on to a group activity designed by Dr. Mandi to exemplify, on a simplified level, the importance of relationships between people at different positions in an organisation. The activity consisted of building a tower of cubical blocks. A simple enough activity it seemed at first, but it grew more complicated when Dr. Mandi told us that it will involve 3 people. One person would be blindfolded and do the stacking. The second person, who is not allowed to touch the first person or the blocks, would give instructions for stacking. The third person would be a distant observer and would intervene only if it was very necessary.


Goal setting :


Before this activity started, it was used to illustrate patterns of goal setting.
People were not first told that the person building the block tower would be blindfolded and were asked to give their estimates about how many blocks would stand. people gave as many as 40. But, after revealing that the block builder would be blindfolded the estimates were revised to between 15 to 20 by the majority.
This helped us learn how we should set goals for ourselves and revise them as and when we encounter information and constraints.
We also learned the general goal setting framework : SMART; which stands for   Specific Measurable Achievable Realistic Time-bound.


Learnings from the activity :


The first person symbolised the manufacturing workforce of any organisation. The workforce is the core driver in the working of any organisation, in the sense that the workmen are the ones who physically execute the core function of the organisation. Yet, the blindfold on the first person symbolises the fact that though the workforce is the main executing body of the organisation, it has to be closely and continuously supervised and it requires clear and precise instruction on how to do the work that is expected from it, mainly because the workmen of an organisation do not (and cannot be expected) to perceive the higher importance of the companies core functions or understand the bigger picture of the organisation as a whole.


The second person symbolises the manager or supervisor who is not the one who does the work, but is the one who gets the work done. It is his job to guide, instruct and supervise the people who work. He is expected to keep track of the progress of the workforce as well as manage all inputs needed to be provided to it. He basically runs the organisation, at a level higher than the actual workforce.


The third person symbolises the top management of an organisation whose job is to be a leader who represents the organisation in the society and intervenes in the inner workings of the organisation as and when the need arises.


Summary :


The activity helped us imagine and understand how important it is for there to be good relations between these three levels in any organisation. It is essential for the organisation to become a good contributor to society and stakeholders.