Dabawalas
Dabawalas, the story of Mumbai's homemade food delivery service gives an insight of a 115-year old venture and why is it a prosperous enterprise. Throughout the series of conversationamongst four characters- Anita Dalal, Srinivas Pandit, Raghunath Megde (Raghu) and Gangram Talekar (Ganga) a different sort of perspective of organisation as well as its working version is known. In the endof just about every chapter would be the takeaways which tell the readerhow Dabawalas differ from their very own competitors in their working style and thought process.
Started in 1890, the organisation-Nutan Mumbai Tiffin Box Suppliers Charity Trust, has grown from 35 to 5000 dabawalas. The organisationcomprises ofa governing council consisting of 13 people that includes the president, vice -president, general secretary, treasurer and seven directors. Beneath them are groups of mukadam. Every mukadam has its team of dabawalas.
Everyindividual in the enterprise is assigned a role; whether it is themukadam or perhaps the dabawala or any of the governing council. Everybody plays a significant role. Each role has its process significance along the way of delivering food. Also to the role, role expectationsare attached. Every person is expected toperform hisjob and not to outsmart histeammates. As a result ofthis there are no role disputes. In situations when ever there are issues and/or complaintsbetween dabawalas, mukadam resolves it andthe leader or vice-president looks into the issuesnot resolvedby mukadam.
One of the key elements on which the organisation stands is Principles. The organisation is based on the principle of strong Sevadharma value established. Values play the most important part of the organization – their central worth being " teamwork=network=cooperation”. Besides professional benefit, they have their particular personal valueslike prayingbefore having lunch and so forth They have good instrumental principles as they believe in achieving their particular goal of delivering the food/lunchbox in time by not really breaking...
