Case Study: Iffoc's Road to Success
CASE STUDY ON IFFCO’S ROAD TO SUCCESS
(SCENARIO OF OSWAL CASE)
SUBMITTED BY:
VIGYA ROY
APEEJAY INSTITUTE OF TECHNOLOGY AND MANAGEMENT
CASE STUDY
INTRODUCTION:
IFFCO was founded under the visionary leadership of Mr. Paul Pothen, with a very noble object of economic betterment of farmers through mutual aid and cooperation. No doubt the object was very noble but the task was gigantic. It was therefore necessary to have the cultural values and mission of the organization ingrained in the human resource inducted at the initial stage. A care was therefore taken to induct such people who were not only good in their respective field of specialization but also had a flair for rural development and economic betterment through mutual aid and cooperation. Having laid the foundation, thus, it was also imperative that a highly dedicated and motivated team be created and given an environment in which they could unleash their creativity and do their best to achieve the organizational goal. This was achieved through trust and empowerment. Cooperatives are supposed to be functioning on the principle of democracy, mutual aid, cooperation and democratic functioning although these are very good words to hear but they have certain inherent weaknesses. It is often said that cooperative property is everyone’s property and therefore lack of ownership, conflict of interest and lack of focus are a few very major challenges facing such organizations. In order to ward off the possibility of such repercussions, it was decided at the very outset that while the ultimate control and policy making will be vested with the General Body of Co-operators but the management and executive leadership of the organization would be left to professional managers to implement the policy.
IFFCO had the advantage of being a late comer in the field of fertilizer production. Normally it is the
(SCENARIO OF OSWAL CASE)
SUBMITTED BY:
VIGYA ROY
APEEJAY INSTITUTE OF TECHNOLOGY AND MANAGEMENT
CASE STUDY
INTRODUCTION:
IFFCO was founded under the visionary leadership of Mr. Paul Pothen, with a very noble object of economic betterment of farmers through mutual aid and cooperation. No doubt the object was very noble but the task was gigantic. It was therefore necessary to have the cultural values and mission of the organization ingrained in the human resource inducted at the initial stage. A care was therefore taken to induct such people who were not only good in their respective field of specialization but also had a flair for rural development and economic betterment through mutual aid and cooperation. Having laid the foundation, thus, it was also imperative that a highly dedicated and motivated team be created and given an environment in which they could unleash their creativity and do their best to achieve the organizational goal. This was achieved through trust and empowerment. Cooperatives are supposed to be functioning on the principle of democracy, mutual aid, cooperation and democratic functioning although these are very good words to hear but they have certain inherent weaknesses. It is often said that cooperative property is everyone’s property and therefore lack of ownership, conflict of interest and lack of focus are a few very major challenges facing such organizations. In order to ward off the possibility of such repercussions, it was decided at the very outset that while the ultimate control and policy making will be vested with the General Body of Co-operators but the management and executive leadership of the organization would be left to professional managers to implement the policy.
IFFCO had the advantage of being a late comer in the field of fertilizer production. Normally it is the