DABBAWALAIntroduction

Dabbawala is person who carries our lunch boxes from the houses of Mumbai to the requisite

offices and then returns it to the same place in order to begin the same process next day

It’s a work team

Results of collective performance. It generates positive synergy through coordinated effort.

Self managed work teams

They have team of 15 to 25. At the end of the month each group independently calculated its

profit, based on the number of customers the group serviced

Effectiveness

Because they make the dabbas reach on time

Efficiency

Low cost transportation method is used

Avoiding deviant work place behavior

Fine for consuming alcohol and smoking so it’s usually less

Decentralized

All the members take decisions collectively

Social Loafing

It is not possible because coordinated effort of every member. Each member perform their

own assign task.

Figure Head & Spokes person

Anil Joshi was the public face, taking on speaking assignments conducting guided towards for

business executives, students & media from all over the world.

Training

New entrants were hire down on probation for 6 months, in which they were trained & were

paid a fixed salary rupees of 3000/-

On the job training

Trainees learned on the job by being part of a group and assisting with all the activities.

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Job satisfaction

Because of high job satisfaction almost all dabbawalas remain in their own groups for their

entire working life.

Span of control

One dabbawala was in charge of a particular area, hiring 15 to 20 delivery boys

Leader (Supervisors)

Senior members with about 10 to 15 years of experience were regarded as supervisors

Flat organizational structure

It enables quick decision making & lateral communication.

Problem solving Teams

They have their own mini-government for meting out punishment or resolving disputes.

Mechanist structure

Because it is routine type of job

Ability of members

Only those who have no education or job come here to become a dabbawala and do manual

labor.

Climate of trust

A proof of such trustworthiness and, indeed, inspiration was found in the actions the

dabbawalas took in July 2005

Accountability

Their accountability is individual based and their goal is based on collective performance as

how they coordinate from the picking up of lunch boxes in the morning to CST and then to offices and

vice-versa

Cultural diversity

Since the new entrance were recommended by existing members their shared the same

culture, language, food & religious beliefs

Common Plan & purpose

They all have a common purpose to deliver the dabba on time

Communication

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At the time of return the dabbawala interacted with his customers, providing or receiving

information about changes or issues in pickup all delivery & collecting the monthly fee.

Gender difference

Of the 5,000 dabbawalas in Mumbai, only 4 were women; women typically performed

administrative functions or carried “special service” dabbas—so called because they involved irregular

pickup/delivery times or locations and commanded a higher price. This shows the case of gender

differences.

Collaboration

To serve customers who preferred home-cooked meals but needed to outsource the cooking

itself, the dabbawalas had begun to collaborate with small companies/canteens that provided general

foods; they had even expanded to include specialized offerings such as low-calorie diets and regional

cuisine

Referrals

New entrants were friends or relatives recommended by existing members

Recruitment policy

They have determined their own policies about hiring, logistics, customer acquisition,

retention, pricing & conflict resolution

Conclusion

The dabbawala system had generated worldwide news attention of royalty like Britain’s Prince

Charles, famous industrialists like Sir Richard Branson of the Virgin Group, and of executives from

sophisticated delivery companies like FedEx. It motivated a plethora of books, TV documentaries, and

articles

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