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The Indian School Of Management and Entrepreneurship (ISME)

The organisation we have chosen is an educational institute located in Mumbai. A reason we chose this organisation is due to the fact that we as students are the primary consumers of the product of the institute.

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In this organisation there is a grapevine system that does exist, according to our research collected if an employee feels offended by someones sentiments towards them, that is passed on using a grapevine system, they are more likely to "look at it from all aspects, and will always go up to the person and talk to him/her personally."

The grapevine exists, just like it does in all organisations, but the personal relationships ensure that the grapevine does not create misunderstandings. The casual relationships among all levels of management make it easier to communicate with each other openly and hence reduces flow of misinformation.  Moreover, due to the organisation’s relatively small size, gossip flow is restricted.

Formal information flows in a systematic order and information isn’t lost along the length of the organisational chart since there aren’t many employees.

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It was interesting to see that they weren't any informal leaders but both the people in the organisation we interviewed, looked up to the dean, Dr. Shahani. This meant that the true leaders in the organisation followed the hierarchal order of the organisational chart. A recipe for success in most organisations.

Apart from this most of the employees enjoyed a relaxed relationship under their superiors where everyone was treated equally, rather than seeing a strict distribution of power.

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Sub Topic 5: Relationships With Managers

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Sub Topic 5: Relationships With Managers

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The employees share a very healthy relationship with their superiors, to an extent that they call it a family. Both employees in their interview also mentioned that they are very open about sharing their personal problems with the dean. The dean uses a leadership style wherein she nurtures and guides those under her.

The program directors were also the dean's students at one point of time, this in fact leads to a much closer relationship that not only creates a warm atmosphere but also motivates the employees.

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We as students are well aware of the organisational structure of the institute and hence we interviewed two of our program directors, Utsav Shroff and Shikha Chugh, and we asked them a set of questions identified below.

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Sub Topic 1: Personal Animosities and Friendships 

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Sub Topic 1: Personal Animosities and Friendships 

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Both the individuals we interviewed believe that almost all the employees part of the organisation have a healthy professional relationship as well as a personal one.

Co-workers are interested in each others lives however, their interested is not overtly personal.

Both the individuals also looked up to the Senior Associate Dean, the head of the organisation. They also seemed to call the organisation a family rather than a workplace.

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Our findings show that the organisation is a collectivist organisation and not an individualistic one.

The employees believe that, "it is a Corporate organisation but loves the idea of it being like a family, rather than an office"

Another important finding is that, the organisation is very dependent on team work rather than individual work, and the organisation works as one unit.

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This presentation will aim to analyse the informal sector of our chosen organisation (ISME) using the iceberg model

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Sub Topic 6: Personal Feelings and Goals.

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Sub Topic 6: Personal Feelings and Goals.

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We made it a point to ask the employees about their personal ambitions and goals in order to see how it links to the goals of the organisation as a whole

It was interesting to see that the goals of the program directors linked up very well with objectives of the organisation as a whole. Their personal goals connected to seeing the students happy and making sure the students benefited from the best education. This will in turn help the organisation achieve its long term objectives

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To conclude, we found the organisation to have a very healthy and stable working environment. After looking at the informal aspects, we realised that ISME has created an organisation that encourages friendly relationships, among all the management levels. This adds to their unique strength of unity hence motivating employees to achieve business goals.

The organisation’s recruitment process has ensured that each employee’s personal ambitions are aligned with that of the organisation; allowing them to grow personally as well.

The leaders within the organisation act as mentors and role models to other employees. The respect they have for these leaders is another motivational boost, that make them constantly improve.

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These are a list of a few questions we used to interview few people from within the organisation to discover the informal sector.

Why did you choose to work at this organisation ?

Where do you see yourself in this organisation?

Are you clear on your role and what you should be working on or is that still an issue?

Who from within the organisation inspires you to succeed everyday?

Are you satisfied with the rewards you receive ?

Is there someone from within your friend circle that you look up to ?

Describe the culture of the company

What do you like best about working for this institute?

Relationship between managers and subordinates?

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Click to view organisational structure

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Sub Topic 7: Reward Systems and Motivation

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Sub Topic 7: Reward Systems and Motivation

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The employees clearly stated that they are very satisfied with their current rewards be it monetary or non-monetary.

One of them also went on to mention that their motivation levels were less concerned with their rewards and more related to how well they did their job. They were motivated by the dynamic nature of the job and how it did not have a monotonous routine. They were also motivated when they saw students excel.