An Analysis of the Organizational Culture Prevalent Among the Dabbawalas of Mumbai
An Analysis of the Organizational Culture Prevalent Among The Dabbawalas of Mumbai
The Dabbawala tiffin delivery system is perhaps a unique example of a world renowned business that operates with extremely high efficiency despite lacking the use of any significant technological tools. Tasked with delivering a large number of hot home-cooked meals from their client’s residences to offices, the organization has ingeniously used the Mumbai suburban train network in order to facilitate their operation.
The Dabbawalas have a three-band organizational structure, with an eleven member Mandal committee overlooking around 800 supervisors or contractors who in turn are in charge of around 5000 tiffin carriers. Each supervisor is responsible for between four to ten workers. This flat hierarchy and narrow span of control can be seen as a reflection of Indian work culture wherein a large number of supervisors are employed to look over relatively, when compared to Western standards, small groups of people.
The body of tiffin carriers thus have developed a micro-culture amongst themselves where trust is a key feature. Due to the fact that they continue to perform identical tasks, they tend to cover for each other in times of absence and sickness as there is no policy regarding sick leave and absenteeism. The only function required of the workers is the successful delivery of meals, so that is the only measure by which their performance is judged and they receive a fixed salary per month. The carriers also tend to stay committed to a particular contractor, reinforcing loyalty as a core value. This is not surprising as Indians tend to favour loyalty and dependability over efficiency and independence.
The Dabbawalas have entered a phase of complicity, leading to them regarding competitors in the market without much seriousness. Due to their phenomenal success, they tend to regard such upstarts as unlikely to upend them. This reflects how Indian culture views change, the
The Dabbawala tiffin delivery system is perhaps a unique example of a world renowned business that operates with extremely high efficiency despite lacking the use of any significant technological tools. Tasked with delivering a large number of hot home-cooked meals from their client’s residences to offices, the organization has ingeniously used the Mumbai suburban train network in order to facilitate their operation.
The Dabbawalas have a three-band organizational structure, with an eleven member Mandal committee overlooking around 800 supervisors or contractors who in turn are in charge of around 5000 tiffin carriers. Each supervisor is responsible for between four to ten workers. This flat hierarchy and narrow span of control can be seen as a reflection of Indian work culture wherein a large number of supervisors are employed to look over relatively, when compared to Western standards, small groups of people.
The body of tiffin carriers thus have developed a micro-culture amongst themselves where trust is a key feature. Due to the fact that they continue to perform identical tasks, they tend to cover for each other in times of absence and sickness as there is no policy regarding sick leave and absenteeism. The only function required of the workers is the successful delivery of meals, so that is the only measure by which their performance is judged and they receive a fixed salary per month. The carriers also tend to stay committed to a particular contractor, reinforcing loyalty as a core value. This is not surprising as Indians tend to favour loyalty and dependability over efficiency and independence.
The Dabbawalas have entered a phase of complicity, leading to them regarding competitors in the market without much seriousness. Due to their phenomenal success, they tend to regard such upstarts as unlikely to upend them. This reflects how Indian culture views change, the