We will now take up the posts on the anniversaries or eulogies:
“Phir Wohi Dil Laya Hoon” – Joy Mukerjee – The failure of “Humsaya” and the inability to release “Love in Bombay” resulted in Joy Mukerjee losing his stardom as soon as the 70’s dawned. To repay his debts, Joy was forced to act in B- and C- grade movies like “Ehsan”, “Puraskar”, “Mujrim”, “Aag aur Daag”, “Kahin Aar Kahin Par”. This ended up denting his reputation further. Joy’s sorrow and inner anguish reflected in his face and the sadness that had crept on his face was palpable….As a hero, Joy Mukerjee appeared only in 32 films.
Another Mujra in a Different Kitchen –is post about performances by people who are not necessarily stars and have not had huge studios invested in them, who are happy simply to practice and exhibit an art that they love. It may also be lot of fun to see people doing classical Indian or Bollywood dances in very ordinary surroundings, in front of objects as incongruous as, say, modern kitchen appliances.
Noor Jehan in Incomplete Film Tara (1949) – If completed and released on time, Tara might have become Noor Jehan’s first film in Pakistan. However, with the continuous string of flop Urdu films during the formative period of Pakistani Film Industry, someone advised Shaukat Hussain Rizvi/Noor Jehan to produce and direct a film in Punjabi instead of Urdu. Chanway, a Punjabi film released in 1951 became Noor Jehan’s first released film in Pakistan and a very successful one.
Best songs of 1948: And the winners are?– Apart for the very meticulous Film Historians, it is the crowd-funding efforts of netizens that have made the Vintage Era of Hindi Films so much accessible to us. “Best songs of year” has become a most dependable platform to bring all these works on one page in a structured way.
This curtain raiser has provided so much fodder, that absorbing so much itself will take some before we I commence my micro-review journey for the year.
As the curtain on 1948’s songs has gone up, I have picked up Mohammad Rafi’s most known song on Gandhiji to end the present episode:
Suno suno ae duniyawalo Bapu ki ye amar kahani (NFS) -lyrics Rajendra Krishna, music Husnlal-Bhagatram
I trust you will always feel free to proffer your suggestions for making this series of posts more lively and informative….
Welcome to March, 2017 edition of Carnival of Quality Management Articles and Blogs.
We will commence our episode with an article on Quality, in general, in our daily life.
Trends That Are Affecting the Future of Quality Management by Debra Kraft – From a total quality management standpoint, trends include broader adoption of quality management principles across industries and an increasing importance placed on sustainability.,, Quality management concepts should apply to everything every business does.
Let us now pick up a different topic in this category of sustainability – The tragedy of the commons (TOTC).
The tragedy of the commons is an economic theory of a situation within a shared-resource system where individual users acting independently according to their own self-interest behave contrary to the common good of all users by depleting that resource through their collective action.
Tragedy of the Commons – This animated series of short videos acts as a video glossary to define specific scientific terms or concepts in a fun, easy to understand way. –
The Tragedy of the Commons – In this video, we take a look at common goods. Common resources are nonexcludable but rival. For instance, no one can be excluded from fishing for tuna, but they are rival — for every tuna caught, there is one less for everyone else. Nonexcludable but rival resources often lead to what we call a “tragedy of the commons.” In the case of tuna, this means the collapse of the fishing stock. Under a tragedy of the commons, a resource is often overused and under-maintained. Why does this happen? And how can we solve this problem? Like we’ve done so many times throughout this course, let’s take a look at the incentives at play. We also discuss Nobel Prize Winner Elinor Ostrom’s contributions to this topic.
A common thread throughout Garrett James Hardin‘s work is an interest in bioethics. Trained as an ecologist and microbiologist and a Professor of Human Ecology at the University of California for more than thirty years, he is best known for his 1968 essay, The Tragedy of the Commons. Garrett Hardin’s writings enable us to responsibly assess our surroundings to optimize the quality of life for present and future generations.
In an interview, on the Tragedy of the Commons, Garrett Hardin states that “What I meant by writing The Tragedy of the Commons is to call people’s attention to the fact that the problem of dividing the resources has to be done in a way that fits in with human nature. We shouldn’t expect too much of it.”
Victor M. Ponce has presented a critical analysis of Hardin’s classic piece “The Tragedy of the Commons,”. He states that “ a commons is a natural resource shared by many individuals. In this context, “shared” means that each individual does not have a claim to any part of the resource, but rather, to the use of a portion of it for his/her own benefit. The tragedy is that, in the absence of regulation, each individual will have a tendency to exploit the commons to his/her own advantage, typically without limit. Under this state of affairs, the commons is depleted and eventually ruined…. Societies that want to remain sustainable have no choice but to regulate the use of the commons. Regulation is the price to pay for sustainability; it is the least undesirable strategy, since an unregulated commons eventually marches itself toward tragedy.
Here is the test of our understanding of commons’ theory with a multiple-choice question.
Assume that there are several people on a boat in a lake or ocean. All of a sudden, one of them goes crazy, pulls out a drill and starts drilling a hole in the hull. The rest have three choices:
Watch the drilling and examine how fast the driller makes a hole in the hull,
Grab a lifejacket and jump out of the boat, because it is obvious that the boat is going to sink eventually, or
Stop the culprit and throw the drill overboard to avoid the repetition of such an unfortunate incident.
If the answer is A, you do not know that the boat is actually a commons, so you fail the test. If your answer is B, you know that the boat is a commons, but you do not know that it is “your” commons, so you fail too. If your answer is C, you know that the boat is a commons and you are ready to defend its integrity, because your security and comfort (to say nothing about your life!) depends on it. I think most people would agree that the most sensible answer is C.
In conclusion, the rights of the individual are seen to end where the rights of the commons start; conversely, the rights of the commons end with the rights of the individual. Thus, an appropriate balance between these two rights is the only sustainable course to take if we are to avoid a repetition of “The Tragedy of the Commons.””
To sum up our present discussion on the subject of TOTC, I have picked up three leads that present the topic in the current day perspective of environmental sustainability.
Tragedy of the Commons – a true story from Bangalore – Dell employees fix a HUGE UGLY dump right outside Bagmane Tech Park, Bangalore!
We will now turn to our regular sections:
I have picked up the question relating to key deliverables and processes of a quality Manager under ISO 9001:2015. The answer states that with the adage of Risk Based Thinking to the new standard, the Quality manager and the QA department would be responsible for the deliverables of their department and its processes. They would also be responsible for discerning any risks to the company’s goals and objectives.
ASQ CEO, Bill Troy has presented March Roundup with a question – How can we prevent quality professionals from being perceived as a “thing of the past”? What adaptations need to occur in the quality industry as a whole and on the individual level to revitalize the industry and attract the next generation of quality professionals?- and a round of discussion thereon.
Customer Experience and Employee Engagement Through LSS – Working for HSHS Medical Group at the time, Sarah Skeeters, Director of Operations, Springfield Clinic, and her colleagues began Lean Six Sigma training to improve efficiencies and enhance customer experience. In this interview, Skeeters briefly describes the training and how LSS tools helped meet the group’s goals.
Align Objectives for Great Results – 2016 International Team Excellence Award Finalist, “Complaint Busters” team, was awarded bronze-level status. Ivana Castro, Six Sigma Black Belt, Telefónica Argentina, and her colleagues wanted their project to align with the priorities of the company’s strategic plan. In this interview, Castro describes the project and their objective of reducing billing complaints by 50%..
Solving Problems Effectively: Resolving root cause is as fundamental as ABC – Rooting out the reasons for internal and/or external failures is fundamental to customer satisfaction, cost of quality improvement, and even a matter of survival in the marketplace. The classic approach to root cause analysis of a problem is to ask why? (or why not?) a number of times. It is important to know how deep is ‘deep enough’ before probing deeper.….The focus of the investigation needs to be on the quality system. How did the system allow the problem to occur in the first place? Where is the weakness in the system? The goal is developing more system-based improvements as opposed to finding someone to blame.
I look forward to your active participation in enriching the blog carnival as we pursue our journey in exploring the happenings across quality management blogs…………
Note: The images depicted here above are through courtesy of respective websites who have the copyrights for the respective images.
But, perhaps it may need some recalling that these songs were by composed by S N (Shree Nath) Tripathi . That is because, ironically even as the songs are remembered, the films have faded out of memories. So, perhaps the name of S N Tripathi -14 March 1913 | 28 March 1988 – who has composed music for almost 250 films, he also acted in some 200 films, directed 39 films and even written screenplays for around 37 films. The destiny in its own weird wisdom chose to keep S N Tripathi in the fringe orbits of the Hindi Film Music world.
He joined the film world as a violinist in 1936. He then was appointed assistant to Sarswati Devi. The first song that he sang was Ae Re Daiya Lachak Lachak Chalo (Jeevan Naiya, 1936) for Ashok Kumar on the screen. This, incidentally, was the maiden film of Ashok Kumar too. S N Tripathi’s maiden film as a music director was Chandan(1936). The film, unfortunately, was released in 1941 only.
Nanha Sa Dil Deti Hoon – Chandan(1941) -Rajkumari, SN Tripathi – Lyrics: Pt. Indra Chandra
For our present episode we will explore some of the S N Tripathi’s songs up to 1950.
The first film that is said to have given recognition to S N Tripathi was Panghat (1943).
Panghat Ke Ghaayalon Ka Panght Hi Thikana – Panghat (1943) – S N Tripathi – Lyrics: Pt. Indra Chandra
Here is the song that itself should have settled any and all debates about S N Tripathi’s versatility. He has acted, sung and composed this very light ‘bath-room’ song, and done so with great flare and even greater finesse.
Aayi Baloonwaali Aayi Re – Aadhaar (1945) – Geeta Dutt and S N Tripathi – Lyrics: M A Razi
Geeta Dutt was just 14 when she sang this song.
Aise Na Hamein Chhedo, Aise Na Satao, Kuchch Sun Lo Hamari – Ramayani (1945) – Rajkumari, Pahari Sanyal –
HFGK has not specified the singers. From the star cast of the film we can deduce that Rajkumari ought to have playedback for Nargis. The film was a social drama. Listening Rajkumari in a very light romantic song is great pleasure.
Sola Singaar Main Sajaaungi.. Piya Ko Rijhaaungi – Panihari (1946) – Shanta Apte – Lyrics: Pt. Indra, Rammurty, Brajendra Gaud (?)
The poster of the film loudly proclaims: “Here she is ! New Shanta in a gay romance!” This song perhaps aptly translates the intention…..
Beet Chali Barkha Rut Site, Sudh Na Mili Tumhaari – Shree Ram Bhakta Hanuman (1948) – Mukesh – Lyrics: B D Mishra
We now seem to see an inadvertent, but unfortunate type-casting of S N Tripathi into mythological films. So was the hero who sings the song on the screen – Trilok Kapoor, who incidentally is the younger brother of Prithviraj Kapoor. Additionally, S N Tripathi also got cast into roles of Hanumaan as well!
Aao Sakhi Mangal Gao Ki Subh Din Aaye Re – Veer Ghatotkach (1949) – Saroj, Shanti Sharma – Lyrics: Ramesh Joshi
Here is playful song, filmed on a very young Meena Kumari.
Ashok Kumar or Meena Kumari did not get typed into mythological B class films, but S N Tripathi did !
Ek Naya Sanasaar Sajao, Aaj Khushi Ka Din Aaya – Veer Ghatotkach (1949)- Rohini Roy, Yahwant Bhatt and Chorus – Lyrics: Moti B. A.
Arun Kumar Deshmukh has narrated some of the history of one the singers – Yashwant Bhatt – of the song in this post.
1950 film Saudamini was a social film. The songs of the film were quite melodious and ought to have caught the attention of the fans at that time.But, perhaps not enough to turn the tide away from the mythology as afar as S N Tripathi was concerned.
S N Tripathi has tried every possible trick to infuse variety into his songs in a social-theme film by selecting different playback singers.
Kaali Kaali Badli Chaayi Saawan Ki Ritu Aayi – Saudamini (1950) – Geeta Roy (Dutt)
Geeta Roy is at her usual vintage mellifluous self..
Kaali Ghata Hat Gayi Neel Gagan Mein Nikala Chand Hai – Saudamini (1950) – Chitragupt –
As the adequate information is not available, one may not be able to definitively state whether Chitragupt was assisting S N Tripathi for this film or not. In any case, however, the fact that S N Tripathi has experimented with Chitragupt’s voice speaks for his spirit of experimentation.
Dukh Dard Bhare Dil Ka Kahe Kisko Fasana – Saudamini (1950) – Uma Devi
For a sad song S N Tripathi has so effectively used voice of Uma Devi.
Jawani Chaand Salona Chamake Aur Choop Jaye – Saudamini (1950) – Mohammad Rafi, Zoharabai Ambalewali and chorus
Rafi commences first antara with a different beat than that of Mukhada before Zohra switches to the original tempo at the end of the anatara.
Surya Dev Dinesh Hey Mam Baar Baar Pranaam Ho -Shree Ganesh Mahima (1950)
Records do not amply state whether the song is also sang by S N Tripathi himself, which he certainly acts on the screen. The song is a rare prayer addressed to Surya, The Sun god.
We will end our present episode with the song that has the credit of being the first ever duet of Mohammad Rafi and Geeta Dutt, a wonderfully crafted song using chorus:
Jai Hind Yeh Hind Ki Kahniyan – Manasarovar (1946) – Lyrics: Saraswatikumar Deepak
We will continue our search for Unforgettable Songs that seem to Fading away from our Memories every second Sunday of the month……..
Disclaimer: All images are sourced from net. All copyrights of the respective image remain with the original owner of the image.
In the opening part of the first episode of his TV serial, Business Sutra, Devdutt Pattanaik dwelt upon the subject of the Indian way of doing the business.
In our present post, we will have a detailed look at the second of the three parts of this episode.
Business Sutra |1.2 | Purpose of a Corporation
500 corporations control about seventy percent of world trade and each year approximately 3 million new limited liability companies are registered. The way these corporations are managed can therefore affect the potential for either positive or negative change, depending on the chosen stewardship. The biggest question we face goes to the very core of business: What is the purpose of these corporations?
However, the subject has ever remained any simple either in tone or in its content. Depending on the context, the related discussions have remained as much exhaustive as hotly debated.
The most discussed and debated view – The Social Responsibility of Business is to Increase its Profits -is attributed to Milton Friedman. The core of of Milton Friedman was: There is one and only one social responsibility of business – to use its resources and engage in activities designed to increase its profits so long as it stays within the rules of the game, which is to say, engages in open and free competition without deception or fraud.
One of the strongest rejoinder, and by now a fairly widely accepted view, is that of Peter Drucker. In his book The Practice of Management, Peter Drucker declares -“The purpose of a company is to create a customer” and “a business….is defined by the want the customer satisfies when he or she buys a product or a service. To satisfy the customer is the mission and purpose of every business.”
The views expressed by our own Gandhiji also echo a similar sentiment.
Let us look at several other points of views so as to gather a wider perspective of the discussion:
In The meaning of Bill Gates has been discussed Bill Gates interpretation of the direction that Microsoft should take up on the basis of what was his understanding the then purpose of the organization. As with many great innovations, Bill Gates’s vision has come to seem so obvious that it is hard to imagine the world any other way. Yet, early on, he grasped two things that were far from obvious at the time, and he grasped them more clearly and pursued them more fiercely than his rivals did at Commodore, MITS or even Apple.
The first was that computing could be a high-volume, low-margin business. Until Microsoft came along, the big money was in maintaining a select family of very grand mainframes. Gates realised that falling hardware costs, combined with the negligible expense of making extra copies of standard software, would turn the computer business on its head. Personal computers could be “on every desk and in every home”. Profit would come from selling a lot of them cheaply, not servicing a few at a great price. And the company that won a large market share at the start would prevail later on.
Gates also realized that making hardware and writing software could be stronger as separate businesses. Even as firms like Apple clung on to both the computer operating system and the hardware—just as mainframe companies had—Microsoft and Intel, which designed the PC’s microprocessors, blew computing’s business model apart. Hardware and software companies innovated in an ecosystem that the Wintel duopoly tightly controlled and—in spite of the bugs and crashes—used to reap vast economies of scale and profits. When mighty IBM unwittingly granted Microsoft the right to sell its PC operating system to other hardware firms, it did not see that it was creating legions of rivals for itself. Bill Gates did.
Noel Tichy and Ram Charan have unraveled Jack Welsh’s the then interpretation of GE’s purpose and the consequent direction GE ought to chart in Speed, Simplicity, Self-confidence: an interview with Jack Welsh: In 1981, Welch declared that the company would focus its operations on three “strategic circles”—core manufacturing units such as lighting and locomotives, technology-intensive businesses, and services—and that each of its businesses would rank first or second in its global market.
GE’s strategic redirection had essentially taken shape by the end of 1986. By then, Welch has embarked on a more imposing challenge: building a revitalized “human engine” to animate GE’s formidable “business engine.”
His program had two central objectives. First, he championed a company-wide drive to identify and eliminate unproductive work in order to energize GE’s employees. Second, and perhaps of even greater significance, Welch lead a transformation of attitudes at GE—struggling, in his words, to release “emotional energy” at all levels of the organization and encourage creativity and feelings of ownership and self-worth. His ultimate goal was to create an enterprise that can tap the benefits of global scale and diversity without the stifling costs of bureaucratic controls and hierarchical authority and without a managerial focus on personal power and self-perpetuation. This requires a transformation not only of systems and procedures, but also of people themselves.
In an HBR article, Ben W Heineman, Jr. presents Steve Jobs and the Purpose of the Corporation : His deep commitment was to make innovative, robust and beautiful products that delighted customers. There can also be no question that Jobs was not focused on shareholders or taking short-cuts or short-term actions to maximize shareholder value.
In a TED Talk, Profit is not always the point, Harish Manwani while presenting the Unilever Sustainable Living Plan, which said, “Our purpose is to make sustainable living commonplace, and we are going to change the lives of one billion people over 2020”, traces his own career of how this was and is being done.
In a paper published in 2011 – The Purpose of the Corporation in Business and Law School Curricula – Darrell West examines law and business school curricula to determine which perspectives are taught in professional education, and student perceptions about business schools based on surveys at leading business programs over the past decade. The paper concludes that having broader conceptions of corporate purpose is necessary to effectively address the ways in which corporations impact life in contemporary society.
Firms of Endearment: How World-Class Companies Profit from Passion and Purpose: Rajendra S. Sisodia, David B. Wolfe, Jagdish N. Sheth, Pearson Education, February 2014, Second Edition : Today’s greatest companies are fueled by passion and purpose, not cash. They earn large profits by helping all their stakeholders thrive: customers, investors, employees, partners, communities, and society. These rare, authentic firms of endearment act in powerfully positive ways that stakeholders recognize, value, admire, and even love. They make the world better by the way they do business-and the world responds. They had created radically new rules:
Build a high-performance business on love (It can be done. We’ll prove it.)
Help people find the self-actualization they’re so desperately seeking
Join capitalism’s radical social transformation—or fall by the wayside
Don’t just talk about creating a happy, productive workplace: DO IT!
Honor the unspoken emotional contract you share with your stakeholders
Create partner relationships that really are mutually beneficial
Build a company that communities welcome enthusiastically
Help all your stakeholders win, including your investors
Chris MacDonald proposes that it really is foolish to think that the purpose of a corporation is to make money. But that’s only because it’s foolish to think that corporations have purposes at all. That is, it’s foolish to think of a large, multifaceted organization as having a single, unitary “purpose” in the universe, rather than thinking of it as serving many purposes for many interested parties. Arguing over what a corporation is “really for” — building shareholder value? making products to make people happy? Providing jobs? etc. — is a fool’s errand. He poses a question: How you should behave yourself in the course of your job, in pursuit of your goals? This is a question of ethics. And that question is much more enlightening than some grand question about purposes.
The Project launched a global roundtable series on corporate governance that brought together experts from business, academia, regulators and civil society to discuss the future of big business. Events were held in London (September 2015), New York (June 2015), Zurich (October 2015) and Breukelen (The Netherlands – February 2016). Paris (April 2016), Oslo (August 2016). The results of the global roundtable series were presented at a high-level conference in September 2016.
In his talk, Start With Why, Simon Sinek, consultant and author, explain the emergency for companies and organizations to wonder “why”: why, fundamentally, did they build up themselves, why do they exist and which are the values in which they believe? Each company owns a combination of three strategic components: why they exist (“Why”), how they to business (“How”) and what are its products and services (“What”). The specificity of this mix, if the company succeeds in expressing it, becomes its strength. Companies that understood this approach of leadership are more innovative and more long-lasting than the others.
What business are you really in?Who are your customers and what do they really need from you? Knowing “what business you’re really in” informs strategic decisions.
What is the real value you offer? How do people benefit from what you offer? How does your service or product benefit society at large? A significant and valuable purpose inspires commitment and provides meaning to daily activities.
What is the end-result that you offer?Focusing on the end-result you create is engaging and energizing.
The Power of Purpose for Innovation and Transformation – Cheryl J Grise and Vallerie Keller – Successful companies embed purpose at the heart of their strategy. But how do you identify and articulate a company’s purpose? And, having done so, how do you translate it into successful innovation and strategic transformation? This article provides important insight into purpose-led transformation and how it can help build a better working world.
Thus far, we have had representative samples of what the West has to say on the subject of the purpose of the corporation.
Let us now look at what Devdutt Pattanaik has to say in Segment 2: Purpose of a Corporation.
The purpose of the organization can be represented in the form of concept of happiness or LSD.
Here are the key points from his present discourse:
In India the belief is also wealth and not the only wealth. The core question that most of us are faced with in our daily existence is that what is the purpose of a corporation? What is the motivation that should ideally drive a corporation?
Typically it should not be profitability because profitability is also equal to a certain efficient way of running a certain distribution of wealth. The profits can only come if you produce goods and products that consumers wanted, in the best most efficient manner. Is the profitability the generosity, is it ambition, is it agreed.
The motivation of corporation is to create happiness. In India currency is of three types and it was represented using the three goddesses – one goddess who is sort of famous for sitting on a lotus everywhere in India, holding an pot overflowing with wealth. Another goddess is famous because she holds a veena in one hand and scriptures in the other hand. She is he goddess of knowledge. There is a third goddess. She has a trident in her hand. The first one is called Lakshmi[L], second one is Saraswati [S] and the third one is Durga[D].
One represents material wealth, the second represents the intellectual wealth and the third one is emotional wealth. These are the three things that human beings transact each other. This also represents material needs, intellectual needs and the emotional needs of a human being. The organizations have to work at all three levels,
The question is of striking a balance somewhere along the line.
If you closely look at the balanced scored, it is about LSD.
“The number of people who are really motivated by money is very small,” Drucker once remarked. “Most people need to feel that they are here for a purpose, and unless an organization can connect to this need to leave something behind that makes this a better world, or at least a different one, it won’t be successful over time.”
Follow Drucker’s lead and change work from being transactional to transformative. Productivity will go up, and so will joy at work. We may call that positive business.
We will take up discussion ofShort-term or long-term thinking (professionalism or family business), as presented in the Segment 3 of the first episode of Devdutt Pattanaik’s TV serial Business Sutra in our next episode.