Organisational Dynamics The Times Of India Business Essay

Organisational Dynamics The multiplication Of India Business Es secernThe quantify of India is a daily, side language broadsheet of India. It has been certified as creation the most(prenominal) selling and widest circulated English daily in the world by the Audit Bureau of Circulation. The average circulation of The time of India for the year 2010 was 34.3 lakh copies.The Times of India has a proofreadership of 70.3 lakh readers daily, as per the Indian Readership Surveys 2010 figures. It is hence the transcend English daily in India in c tout ensembles of readership as vigorous.The Times of India has been in existence since 1838, when it was open as the Bombay Times and Journal of Commerce, headquartered in Mumbai. In the mid-19th century, it was renamed as The Times of India.After indie, the com lieu passed into the hands of the Dalmiya family, and later went to the Sahu Jainist family, who be the current owners. Todays The Times of India is published by Bennett, Colema n and Comp some(prenominal) curb (BCCL). This media house as swell as publishes miscellaneous some otherwise news writings, such as economic Times, Mumbai Mirror, Maharashtra Times, and so forthteraCulture of Times of IndiaGiven below is the last of Times of India newspaper is described based on interviews targeted with employees of the presidency.Bureaucratic It is ga in that respectd from these interviews that TOI is a bureaucratic organization. There ar formalised rules, procedures and work outes in site to falsify the placement. The di pile of roles is formal and complete. There ar clearly defined hierarchies as well, with a clear line of authority. This is primarily because it is a big shaping, and having ordinarily establish pr featises contracts managing it easier. little propensity to insecurity taking The organization does non believe in taking big risks, or chances that could mar the persona of the organization. The employees atomic number 18 advance to conform to fixed codes of conduct and play safe, sort of than thinking bring fall out of the box. Experimentation is therefore non a eccentric of the organizational culture.Rigidity In sustaining with its bureaucratic structure, the organization follows an established and rigid way of functioning. It is hierarchical, and there ar strict rules, regulations, codes of conduct and caper visibilitys, so that all employee has a rattling specific job interpretation and the beas of overlap are excessively defined. Hence, there is genuinely little mode to allow for individualistic cases or issues that the employee may excite. This rigidity in like manner pick outs the transcription less open to experiment or multifariousness.Individuals, non groups The work of departments, and within the department, each(prenominal) individual, is clearly outlines. Hence, because every employee has a differentiated job, the focus is on individual performances and roles rather than a team is an integral part of the organization. Also, most of the jobs are such that only cardinal person apprise do them at a time-only one person can write an article, conduct an interview or do a graphic. However, despite this division of labour, the lowest product should look like one. moral philosophy held positive Ethics are precious above everything else. TOI has a Journalistic Code of conduct that deals with ethics. all violations of this code are dealt with severely. The paper has a spacious re retchation to cheer in the market, and its current status is primarily due to this reputation.Task orientated The newspaper pains is highly volatile. Employees readily assortment jobs. The contract body is operational, and hence changing jobs is easy. Further, there are invariantly new media options, and employees exhaust more and more offers from outside. Hence, the focus at TOI is on the task and non the employee. Essentially, the position and the job are more important than the person occupying the post. This is interestingly seen in the way that the HR addresses employees By their designation (position) first, and then their name. This come in speaks a messiness.Large billet distance Because the organizational structure is hierarchical, there is a sizable great situation distance amongst employees at higher(prenominal) suck up generates and their subordinates. Power at higher levels is acquired through experience, and the inecalibre in power is seen as acceptable. Further, the subordinates almost never act with their much higher-ups.Conformity The culture is conserving in nature as it back ups conformity to already established norms and values. This ties in with other elements of the establishmental culture as well, namely focus on playacting it safe rather than experimentation and the rigid and bureaucratic structure of the governance.Less openness There is less openness and confrontation within the organization as employees are not very soothing with expressing themselves to their superiors. Further, the organisational culture upholds that conflicts be resolved through diplomacy and tact rather than open confrontation.Confidentiality valued This is also an important characteristic of the culture of TOI. Confidentiality and mutual commitments are honoured in the internal and external dealings of the organization. The employees who were interviewed refused to share the evaluation processes that are carried out within the organization.Traditions and rituals TOI, macrocosm an old and established organisation, has a lot of traditions. These acknowledge reddents such as celebration of festivals such as Ganesh Chaturthi, Holi and Makar Sankrant. The organisation also builds its culture victimization stories and narrations from the past, which embody the TOI culture.Inter-departmental distance There is a large distance between the departments and also, the versatile newspaper publications. The column and business sides of the newspaper are constantly in conflict due to their seemingly contrasting roles.Less politics Unlike most large organisations, TOI does not father a lot of petty politics at play. This is primarily because the promotions advance on basis of seniority and experience in the organisation, and are not subjective. Appraisals also happen through more than one person, and hence are not completely one-sided and prone to bias. Also, since the organisations culture focuses on the profile and not the person, the importance of personal politics is greatly shrinkd.Autonomy TOI has clearly defined roles and profiles for all its employees hence division of labour is complete. Within their designated roles, employees are effrontery a fair free hand with quite a lot of autonomy. The editors and superiors are available for consultation or collaborationism, solely the employees are promote to get the work done themselves. They can also mark key decisions relate d to their roles.Information flows freely Due to the large organisational size, employees are not always consulted in decisions-the decision making happens at the top and is not participatory. unconstipated so, employees are always informed of decisions, events, agitate that is imminent, etcetera TOI, as a media house, has trus 2rthy intra-organisational communication take as well-by bureau of an intranet, e-fliers, in-house newsletter, etc.TOI Mission StatementTo be the leading provider of news, by providing timely, accurate and multi-dimensional news. To be the first paper the reader reads today and every day, by delivering consistently high standards of journalism.Functional lookings of cultureOrganisational pride The members of the pigeonholing take pride in the organisation it reserves them a instinct of identicalness for organization members. This increases incorruptiblety to the organisation.Less politics This is a functional aspect of the culture, because it hel ps deliver consistently high standards of journalism. Politics very much leads to bickering, gossip, formation of factions, partiality, etc. As a result, often the best person is not chosen for a task due to bias in the selection process, or there is unnecessary conflict forming between individuals and groups. High levels of politics thread the work environment extremely volatile, and are unwelcoming for new employees. Politics also discounts the importance of trade in effect(p) and hard work, merit and dedication, and encourages a culture of power play, schemes and sucking up.Control and uniformity Culture serves as a sense making and control mechanism that guides and shapes the attitudes and behaviour of employees.Autonomy Autonomy is a functional part of the organisational culture because it helps achieve the mission of timely news. Employees are empowered to act autonomously within their designated roles, without the constant interference of their colleagues or superiors. T his makes the bringing extremely fast and efficient, and timely.Diversity and multiple perspectives TOI seeks to be a media mega grocery store that informs the customer, creates community value, delights the smart shopper, provides cutting-edge solutions to the advertiser, and believes in the magic of the idea.This is ensured by miscellanea in the employees of the organisation, and helps achieve the multi-dimensional goal of its mission statement.Regular feedback The employees are given level(p) feedback from their superiors. This is extremely incite, as employees feel their work is being attach / noticed. This motivation testament lead to better and higher quality output. Further, if each employee is delivering quality that is not appropriate of the TOI standards, the feedback mechanism can bring this to his notice. Hence, regular and comprehensive feedback is a suitable manner of ensuring and sustaining quality of the output-consistently high standards of journalism.Ethics TOI insists on very high ethical standards. Dodgy and underhand journalistic practises are disallowed and against the organisations culture. This helps maintain the accuracy of the news, as well as ensure its multidimensionality. Because collection of news has been done ethically, accuracy of news is guaranteed. Also, the journalist essential speak to all persons requestd in the issue, and give a balanced, non coloured view. Hence, all dimensions of the issue are considered fairly.Free flow of information within the organisation Information flows freely in TOI. There are good intra-organisation communication channels, such as the intranet, newsletters, etc. Hence, employees are always unbroken up-to-date about the worrys decisions and imminent switchs. This has a positive, binding effect on the organisation, and inculcates a sense of oneness in the employees. Feelings of alienation are averted. This improves the individuals loyalty to the organisation and dedication to their job, which again positively affects the output.Dysfunctional Aspects of cultureinterdepartmental discordance There seems to be discordance between the different departments of the organisation, curiously the business and editorial departments. This is a dysfunctional aspect of the culture, because both deprivation to work together to achieve the best possible output. Both are dependent on each other, and none can work in isolation. Mutual pictureing will ensure a more true relationship and overarching organisational unity.Large power distance The hierarchical structure is fairly rigid. Hence, the let down levels do not interact with the higher levels at all. This can lead to a sense of alienation. The higher-ups may be out of occupation with the prevailing problems or mood at the lower organisational level. The large power distance can affect the organisations cohesiveness.Low scope for experimentation TOI does not sure- plenty(prenominal)ly encourage experimentation, prefe rring that employees play safe and stick to tried-and-tested options. This is an age of change and media explosion. If TOI wants to survive in these times, it is necessary that it inculcate a sense of experimentation and risk taking. This will help it remain the first paper that the reader reads, because even the reader wants novelty and something new.Limited credit TOI does not really recognise achievements of its employees formally and publically. Informal feedback and praise by the superiors does happen. But formally, it does not. To cue employees and get from them the best possible output, it is necessary to recognise them publically as well.Rigidity Rigidity comes through the prevailing bureaucracy. This acts as a barricade to change. Consistency of behaviour is an asset to an organisation when it faces a stable environment, tho it can burden the organisation and make it difficult to respond to changes in the environment.Lower levels are intimidated to make suggestions Some of the best suggestions in corporate history bring forth come from those in the lower hierarchies, manifestly because they deal with the paper and the target audience on a account basis. However, the lower level employees at TOI often feel intimidated to make suggestions to the higher ups, because of the size and history of the organisation. There is no easy, fast-tracked system to make suggestions without going through the hierarchy. This delegacy that the newspaper is not as good as it could be, because there may be some excellent suggestions which redeem not been heard yet.Role, rather than person oriented culture Over-emphasis on the role rather that the person performing the role makes the employee less loyal to the organisation. TOI makes to start building better relationships with its employees, so as to keep back them. Constant turnover of employees affects the organisations stability and may lead to reduced quality of output. Further, employees motivation levels will be higher if the organisation culture starts focussing on the person as well.Action Plan for changeWe beat adopted the Kotters eight-step plan for implementing changes and improving the work culture of Times of India by doing away with the dysfunctional aspects of the internal works of the organisation.Step 1 Theres a direct to create urgency for change among the employees. lot tend to continue and let things be as they are if not do to crystalise a require for urgent changes. For that, we need to give them a genuine reason that compels them change. As we absorb listed down in the dysfunctional elements, we need to bring these to the notice of employees to evoke an urge for change in them.Essentially, the employees of TOI need to realise that these are all dysfunctional elements, and the manner in which each of these is having a negative impact on them and well as the stainless organisation.This can be done by organising a large impact of the employees and the management , where the Chairman or whatsoever(prenominal) such respected and distinguished individuals lays out the dysfunctional elements and asks for the employees allegiance to organisational change. The Chairman should also outline how times kick in become very competitive, and that it is only on changing these negatives that the paper will continue to grow from strength to strength.Step 2 One needs to form a coalition with enough power to lead the change. In any real time organization, there would be advocates as well as opponents of change. Hence it becomes important to convince enough people for change that one is able to form a coalition that drives the whole process of change. One person cannot bring about a change he can only show the direction.Hence, TOI could form a coalition consisting of a cross section of employees, management representatives, etc. These should represent all the various publications, departments and also all hierarchical levels. The coalition should be power ful enough to bring about the change, amaze respected members so employees believe in it, and also represent all sections of the organisation. By including even lower level employees, the change can be inclusive rather than forced.Step 3 It becomes important to create a new vision to direct the change and strategies for achieving the vision. People need to have a reason to support change. If theres no proper vision that directs the efforts for a change, then its like absence of an aim or goal which people might want to achieve.TOI should outline a new vision-a vision of a functional culture, where the existing dysfunctional elements have been reversed. This vision should be one of optimism and inclusion. It should taste the advantages to all the members of the organisation, as well as the paper itself. The vision should at the aforementioned(prenominal) time be specific, realistic, achievable and come with a specific timeline for implementation.Step 4 barely creating a new visio n would not help until and unless it is communicated throughout the organisation. wholly the employees in the organisation should know the reason of so much efforts being put in the process to bring about a true changes. The vision itself might act as a driving factor in for some who wish to see themselves and the organisation at that level sometime in the future.This vision can be communicated through the organisation using verbal communication channels such as speeches, addresses by the management informally by the superiors to their teams or through the prevailing intra-organisational communication channels such as the in-house magazine, intranet, e-fliers, etc. The role of informal channels such as the grapevine should not be discounted.Step 5 Empowering others to act on the vision also becomes very important. For this, barriers to change should be upstage and risk taking and creative problem solving should be encouraged. bid in the case of TOI, we proverb that lower leve l employees are alike intimidated to make any suggestions. Thus, these employees need to be empowered and should be listened to, to make the best of their knowledge.Hence, TOI can organise suggestion boxes, or a fast-track suggestion process whereby the lower level employees can make their views heard. steering group meetings or participatory sessions with employees can also be conducted, to involve them in the change. All employees should be encouraged to be dynamic, experimentative, build relationships and understand the working of other departments.Step 6 Short endpointinal figure plans should be given as much importance as immense term plans. There should be a reward system for short term wins. This helps to reward people at regular intervals and that acts as a motivating factor for more hard work in future.As we saw in case of TOI that the level of experimentation is very low, the employees should be encouraged to experiment more, and in case of any successful results, the y should be awarded suitably.Step7 During the change process, it becomes necessary to consolidate the improvements brought about and reassess the effect of changed on the organisation so that necessary adjustments could be do in the new programs. For example, if the changes made in the internal functioning of TOI are focussed on more team works than individual performances, and if the results of that are not those desired or expected, then necessary changes should be brought about as soon as possible so that the organisation does not suffer through any losses.The HR can also hold sessions that involve members of the business and editorial departments, where they can bond and understand each others roles, so as to reduce conflict. To cement the dynamism in the organisation, and to make the higher-level managers more accessible to the lower level employees, mixers and informal sessions can be organised.Step8 It becomes important to reinforce any change that has brought about a succes s in the organisation. Hence, the new vision of the organisation should be consistently communicated on every occasion. Short term rewards should be complemented with long term rewards. query 1Interview with Pooja Bhaktal, subaltern copy editor, TOIHow long have you been working at TOI?I have been working at TOI for the past eleven months. I joined straight after my graduation this is my first full-time job.Do you enjoy working at TOI?I do enjoy my work. It is a good place to work because there is a lot of history to the organisation it is one of Indias oldest and best known papers.If you have a problem or a suggestion, how comfortable are you to show up your seniors?I am quite comfortable approaching my immediate superior, the senior copy editor. However, beyond that, I am not comfortable approaching the higher-ups. To be honest, the fundamental interaction with them is also limited.What has your interaction been with your higher-ups?Well, I was interviewed by the editor-in-chie f of TOI. Occasionally, I receive mass mails for them, with certain guidelines or instructions for an on-going project. They sit separately from us they have their own elevator, and even their own dining areas. So meetings are basically chance ones. They do not really mix around at the HR events either. atomic number 18 your suggestions taken seriously, or even implemented?I have made a few content suggestions to my senior editor, but nothing as well big, because I am still fairly new. I think I need to spend some more time and learn many more things out front I am in a position to make suggestions. However, if I make a good suggestion, I do think it will be implemented. However, the sheer size and history of the organisation makes it very intimidating for a newcomer. atomic number 18 there a lot of politics at TOI?Politics are everywhere But the stainless water cooler culture is not as much at TOI. I think that is because the organisation is very open with the employees, so ther e are not too many rumours or opportunities for speculation. We receive constant updates from HR, have our own intranet, have monthly in-house publications, briefings, etc. Also, promotions are stringently made on basis of experience. The evaluation process also seems very fair to me. Hence, the regular bitching-backstabbing routine does not exist here.Does the organisation encourage you to take risks?Although TOI is trying to change, it is predominantly an old school newspaper. So no, risk taking is not actually part of the culture. We are always encouraged to play safe, even if that may cost u a good opportunity.Does the organisation provide opportunities for employees of different departments to interact?Yes, the HR department often organises events. Recently, we have a New Years party. We also have celebrations for various festivals, an office picnic every 6 months, outings, joint training programmes, etc.Is there a lot of inter-departmental conflict or distance?The editorial and the business sides of the paper dont get along all that well, to be honest. under(a) actually understands the other. The business wants to maximise profit, sell more ad space, put out news that is popular and will sell. The editorial wants to maintain the quality, keep more articles. Obviously there is bound to be regular tension. Even I deal with this on a daily basis.Does TOI encourage team work or individual work? How are assessments done?The stress is on individual work. Everyone has their own tasks and jobs to be done. Most of these are independent of others, even in the same department / editorial section. I cannot conference about the assessment procedure.Is there a fair amount of autonomy?Autonomy is there, it increases as you climb the ladder. No one interferes with your work the editors are more like guides. You can approach them for help at any time. Once your story has been approved, it is all yours. Collaboration, however, is always available.Does the organisation encourage assertiveness or diplomacy?The focus is on diplomacy. Even if you have a problem with someone, you cannot go tell them directly. It has to be done tactfully. In my opinion, TOI encourages employees to lag their individuality and behave as TOI employees first.Is the organisation people-oriented or job-oriented?I would say job-oriented. It is a highly dynamic industry, people come and go. The jobs are constant.Do you get regular feedback, recognition for achievements, etc?We get annual evaluation reports. The organisation does not really give any other recognition or awards. We get regular feedback from our immediate superiors, and occasionally one level above. be you a part of decision making processes of the organisation?No, employees, especially at the junior levels, are not involved. Thats because it is a very big organisation.argon you consulted or at least aright inform of changes?We are not consulted, but we are informed, usually in good time before the change happ ens. We also get relevant details and may approach the HR if we do not understand the change or have any sort of concerns.How important are ethics and morals in the organisation? atomic number 18 they more important than results?Ethics are very, very important. We have an Ethics Handbook which we must follow at all costs, else risk being fired. This high value on ethics makes the organisation a very good place to work, because we follow the journalistic principles of satinpod and integrity in letter and practise. This also translates into our behaviour at the workplace.Interview 2Interview with Gauri Mane, Editor, Time N StyleHow long have you been working at TOI?I have been here for about six years, give or take.Do you enjoy working at TOI?I do enjoy working here. Thats why Ive stuck on for so long There is something very honest about this organisation and what it stands for. There is also a lot of scope for growth and opportunities to learn because it is a huge media conglomerate .If you have a problem or a suggestion, how comfortable are you to approach your seniors?As an editor, it is my right and privilege to make suggestions and highlight issues.Are your suggestions taken seriously, or even implemented?Very often. I deep suggested that the website for my paper be revamped, which was approved by the Editorial board.Does the organisation encourage you to take risks?TOI is not really a risk-taking organisation. We are already established as the number one paper hence the need to take crazy risks is minimal. Also, if we take a risk and that does not work out, it means that we are in troubleDoes the organisation provide opportunities for employees of different departments to interact?Yes, the HR organises many such events that are for mixing and meeting.Is there a lot of inter-departmental conflict or distance?The legendary divide between the editorial and business departments exists too. It is a strange paradox. Both departments want the same objective-the success of TOI. Only the means to achieve them are different. The editorial sells the paper, but the ads sustain the paper. Who is to say which is more important? Sometimes, I feel employees of these two departments do not understand each other, and view each other as competitors rather than collaborators.Does TOI encourage team work or individual work? How are assessments done?Most of the work is individually done, that is barely the nature of the work. Plus, journalists are such free souls with strong, diverse views. Often, it is best to let them work individually.Do you not miss out on the advantages of collaboration?Collaboration also happens. No one can produce a full newspaper alone. It is just that the roles are properly divided. Division of labour, so to speak.Does the organisation encourage assertiveness or diplomacy?Diplomacy. The organisation does not like people who kick up the dust or bellow themselves hoarse. There is a method to doing things diplomatically, which sh ould be respected. There is no need to shake up the peace of the organisation.Is the organisation people-oriented or job-oriented?The newspaper industry used to be very people-oriented till the mid 1990s. Now it is job-oriented. People fill jobs, and not the other way around. Hard fact but true. Most of us here are on contract, and not employees for a lifetime. If we get a better opportunity elsewhere, we are free to leave. Of course, we do value the employees a lotDo you get regular feedback, recognition for achievements, etc?We have our annual appraisals. I make sure I give my team regular feedback. There is no formal, pan-organisational recognition programme really.Are you consulted or at least properly inform of changes?I am consulted if it affects my paper or department. I am also informed of it properly through official channels.How important are ethics and morals in the organisation? Are they more important than results?Ethics are supreme at TOI. We value them above all else. We are a paper of values, morals and ethics. We do not resort to cheap stunts and gimmicks like other papers just for short term wins.