Indranil Sengupta
In our job situation, handling of the individuals occupies a central position. The jobs of Conciliation Officer, in particular, provide an insight into the psychology and motives of the human beings and such insight is necessary for the job itself. Skillful handling of individuals is, hence, the area where we are supposed to stand apart.
One has to run ones office, tackle the spot situation, execute the commands coming down from the top, coordinate with ones colleagues, and get the maximum output from the subordinates. These are challenging tasks. Our purpose is to highlight certain themes like Part Whole Theory and equip us better while dealing with or in individuals.
To continue with our emphasis on individuals, let us try to look at the individual as a part in an organisation and see how do they resemble and differ with the parts in a machine.
If we term a machine as a ‘whole’ then ‘parts’ are obviously mechanical parts like nut, bolts , pulleys, chains, motors, conveyor belts - so on and so forth. If we term an organisation as a ‘whole’ then ‘parts’ are human beings. We may try and draw following broad comparisons.
Sl No /Machine Parts in a Machine/ Individuals in an Organisation
1. /Components /Components
2. /Specific, replcements available and exact./Flexible, replacements not aavailable
and not always exact.
3. /Perfecftly prematched, adjustments easy. /Coordination and matching need a settling time.
4. /Maintenance easy, less expensive. /Needs continuous monitring, substantial expenditure not ruled out.
5. /Occupies a defined space. /Space occupied can not be defined exactly.
6. /Target easy to reach. /Target setting difficult, needs time.
Let us study the point no. 6 first, i.e., machine part occupies a defined space and the space occupied by an individual cannot be defined exactly.
In our perception, a machine part occupies a limited or defined space. (Pic.1)
Individual, however, cannot fit in to as defined and as limited a space, as a machine part. The reason is as simple as mentioned in points no. 2 and 3 above, i.e., machine parts are specific and their exact replacements are available. You can order a machine part from the market, or get it manufactured and the replacement fits well into the machine.
Can you get an exact replacement of an individual from the market? In no case, two individuals can be as specific as two machine parts manufactured on the same specification or sketch. Hence, the space occupied by a person in any organisation and the space occupied by his substitute can never be exactly same in quantum, magnitude, or effectiveness.
Let us try to sketch the positions.
In the above pictures, let us assume that four individuals are components of an organisation. In our hypothesis, we further assume that one individual is required to be replaced for any reason whatsoever. The individual shown in the check in picture 2 at the bottom left position is replaced by another individual in the check in picture 3. As two individuals can never be the same in terms of temperament, education, efficiency and acceptability, it may so happen that the diminutive newcomer in the organisation has to allow a long margin for as small and as insignificant a person as shown in the stripe in the above pictures. Once this margin is allowed, the person in the stripe extends his space and importance in the organisation and the resultant gain for him is at the cost of the person in the check (Pic. 4).
It can also happen the other way round. The newcomer may be a heavyweight and exert pressures squeezing others in the organisation and thereby increasing the space for him.
In point no. 5, we draw attention to the fact that machine parts need a little bit of electricity or pedaling or fuel to run, a little bit of lubricants to lessen the friction. Individuals, however, need a lot more. Point no. 4 is an elaboration of the same theme. While machines require regular and routine overhauling, human beings are required regular training and reorientation programmes for an effective and target oriented performance.
In point no. 7, we are saying that the output of a machine part as well as the aggregate output of the machine is well known beforehand. One is required to supply all the ingredients like power, raw materials to run the machine, and get the finished products. The expected output tonnage will remain more or less the same. Therefore, one can get the production according to ones target.
Can we fix the target for a group of individuals in an organisation in the same way or can the target be as precise. Here we refer to point no. 3 again. Before fixing any target for any group of individuals, records of accomplishment of the group may be considered. If there is any change in the composition of the group and if key members are replaced for any reason, the possibility of uncertainty in reaching the target cannot be ruled out.
In our analysis so far, we have more or less segregated machines entirely from individuals for an easy understanding of the situation. Such approach may lead us to a good hypothesis, but in the practical field, we see a combination of machines and individuals in almost every sphere of life. In fact, the performance of a machine also cannot be taken for granted and segregated from the performance of an individual. Human factor is so important that the performance of a machine also cannot be seen in isolation, as there is always a man behind a machine. The success of any organisation depends heavily upon individuals. One need to know the intricacies of human elements and take remedial measures for obtaining the optimum output from the man machine combinations
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In our job situation, handling of the individuals occupies a central position. The jobs of Conciliation Officer, in particular, provide an insight into the psychology and motives of the human beings and such insight is necessary for the job itself. Skillful handling of individuals is, hence, the area where we are supposed to stand apart.
One has to run ones office, tackle the spot situation, execute the commands coming down from the top, coordinate with ones colleagues, and get the maximum output from the subordinates. These are challenging tasks. Our purpose is to highlight certain themes like Part Whole Theory and equip us better while dealing with or in individuals.
To continue with our emphasis on individuals, let us try to look at the individual as a part in an organisation and see how do they resemble and differ with the parts in a machine.
If we term a machine as a ‘whole’ then ‘parts’ are obviously mechanical parts like nut, bolts , pulleys, chains, motors, conveyor belts - so on and so forth. If we term an organisation as a ‘whole’ then ‘parts’ are human beings. We may try and draw following broad comparisons.
Sl No /Machine Parts in a Machine/ Individuals in an Organisation
1. /Components /Components
2. /Specific, replcements available and exact./Flexible, replacements not aavailable
and not always exact.
3. /Perfecftly prematched, adjustments easy. /Coordination and matching need a settling time.
4. /Maintenance easy, less expensive. /Needs continuous monitring, substantial expenditure not ruled out.
5. /Occupies a defined space. /Space occupied can not be defined exactly.
6. /Target easy to reach. /Target setting difficult, needs time.
Let us study the point no. 6 first, i.e., machine part occupies a defined space and the space occupied by an individual cannot be defined exactly.
In our perception, a machine part occupies a limited or defined space. (Pic.1)
Individual, however, cannot fit in to as defined and as limited a space, as a machine part. The reason is as simple as mentioned in points no. 2 and 3 above, i.e., machine parts are specific and their exact replacements are available. You can order a machine part from the market, or get it manufactured and the replacement fits well into the machine.
Can you get an exact replacement of an individual from the market? In no case, two individuals can be as specific as two machine parts manufactured on the same specification or sketch. Hence, the space occupied by a person in any organisation and the space occupied by his substitute can never be exactly same in quantum, magnitude, or effectiveness.
Let us try to sketch the positions.
In the above pictures, let us assume that four individuals are components of an organisation. In our hypothesis, we further assume that one individual is required to be replaced for any reason whatsoever. The individual shown in the check in picture 2 at the bottom left position is replaced by another individual in the check in picture 3. As two individuals can never be the same in terms of temperament, education, efficiency and acceptability, it may so happen that the diminutive newcomer in the organisation has to allow a long margin for as small and as insignificant a person as shown in the stripe in the above pictures. Once this margin is allowed, the person in the stripe extends his space and importance in the organisation and the resultant gain for him is at the cost of the person in the check (Pic. 4).
It can also happen the other way round. The newcomer may be a heavyweight and exert pressures squeezing others in the organisation and thereby increasing the space for him.
In point no. 5, we draw attention to the fact that machine parts need a little bit of electricity or pedaling or fuel to run, a little bit of lubricants to lessen the friction. Individuals, however, need a lot more. Point no. 4 is an elaboration of the same theme. While machines require regular and routine overhauling, human beings are required regular training and reorientation programmes for an effective and target oriented performance.
In point no. 7, we are saying that the output of a machine part as well as the aggregate output of the machine is well known beforehand. One is required to supply all the ingredients like power, raw materials to run the machine, and get the finished products. The expected output tonnage will remain more or less the same. Therefore, one can get the production according to ones target.
Can we fix the target for a group of individuals in an organisation in the same way or can the target be as precise. Here we refer to point no. 3 again. Before fixing any target for any group of individuals, records of accomplishment of the group may be considered. If there is any change in the composition of the group and if key members are replaced for any reason, the possibility of uncertainty in reaching the target cannot be ruled out.
In our analysis so far, we have more or less segregated machines entirely from individuals for an easy understanding of the situation. Such approach may lead us to a good hypothesis, but in the practical field, we see a combination of machines and individuals in almost every sphere of life. In fact, the performance of a machine also cannot be taken for granted and segregated from the performance of an individual. Human factor is so important that the performance of a machine also cannot be seen in isolation, as there is always a man behind a machine. The success of any organisation depends heavily upon individuals. One need to know the intricacies of human elements and take remedial measures for obtaining the optimum output from the man machine combinations
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