Published On : Wed, Jul 2nd, 2014

Human side of enterprise plays a vital role in cracking success, says Dr Dabholkar of VIA

VIANagpur  News.

“We need to take care of the human side of enterprise in order to ensure success” says Dr Smita Dabholkar, Faculty with IMT Nagpur and Convener of the HRD Forum of Vidarbha Industries Association (VIA). Dr Dabholkar was speaking at an informative discussion on the most celebrated work of Douglas Mc Gregor — “The human side of enterprise” — an annotated edition by Joel Cutcher at VIA Hall. The talk was part of the 5-book reviews by Dr Smita Dabholkar in the programme called “Readership gap…if there is.” The programme is a part of the yearlong celebration of VIA on completion of 50 successful years in Vidarbha.

Dr Dabholkar started her review by unearthing the “hierarchy needs” by Maslow vis-à-vis physiological needs, safety, belongingness/love, ego and self actualization. She explained the theory by giving examples from day to day life. “The human side of enterprise is a satiating answer to every man who faces failures irrespective of providing necessary facilities and price for labour. I believe the book is a treasure of experience gained by observation at the grassroots level rather than being a philosophical treatise,” said Dr Dabholkar.

“A boss should not necessarily be boss” was another aspect which Dr Smita explained with examples. The significance of influence over Authority was also explained with great detail. In the case of economic slowdown, many organizations sack employees. “But organizations which truly look into the human side seriously will resort to this policy only in extreme situation,” said Dr Smita  Dabholkar and briefed about the two theories behind running any organization i.e. Theory X and Theory Y. The former of which believes in suppressing and underestimating the subordinates, whereas the latter believes in safeguarding the human side of enterprise .The organization should rather motivate the people to meet their higher order needs. With respect to Change Management, she quoted “Why of change is more important than What of change.”

Dr Dabholkar also spoke on the “Credibility Gap.” Do managers really walk the talk? If they don’t, then employees do not end up respecting the supervisors. This on-the-job training is a vital part in employees learning and the Supervisor has to be aware of this fact. She stressed the need for involvement of over indulgence, as it helps create a transparency in the organization. “This factor has played a major role for some organizations to sustain the cut-throat competition and thus become a timeless organization. The art of managing people wholly depends on your assumptions of managing people,” added Dr Dabholkar. Dr Smita answered the queries of the audience also. The programme was largely attended by students, industrialists, young entrepreneurs, and members of VIA.