. DEVELOPMENT OF SCHOOLS
I was working inside the plant for the last twenty four years in different wings of mechanical engineering. My career was growing normal as it happened in a steel plant and I was always looking to go higher in hierarchy in this discipline. I earned a reputation of a hard working and a sincere manager and accepted any challenging assignments. In the last position I earned a reputation of a good human relations manager who controlled the activities of unions very effectively which was not liked by the Personnel Department. They thought that their job glamour was being stolen by an engineer manager. They all tried to create problems for me by inciting unions but failed to make a difference. I never invited personnel to solve IR problems and handled them myself. I also earned a reputation as a sensitive manager who fought for genuine problems of employees. This became an eye shore for unions and they wanted to push me to a place where efficacy may not be visible. I knew this and many of my friends advised me to include personnel in resolving manpower issues. I was an impatient person and was found to be in a hurry to solve all such issues. This was due to school background and training and also inculcated from father. I had just concluded a period as HOD where I performed well and was recognized at the yearend by M D of the plant. I was expecting some special annual reward.
It didn't happen when I was suddenly transferred to Town Administration On 1st April (normally known as fool's day). At first I took it as a prank from a close friend. It was soon confirmed by the actual office order in hand the next day itself which I gathered from the executive establishment department. I was under shock and didn't go to the office that afternoon and confined myself to home. I was normal by next morning and surprisingly went to the new office without waiting for the release order. People in the new department never expected me to come on the very next day and one old acquaintance, who was manager first met me and took me round the office telling all officers and managers about my joining the department. My name was known to them also for good reputation. One of the officers asked, 'Sir have you been released from the old department. We heard that unions and workers were likely to object to your transfer.'
It was replied by the same manager, 'Now we will oppose the change as we need him here for the improvement of the department which is being ignored by management. It was one of the best decisions which management has made in our interest and also in the interest of children of employees, particularly workers.'
All kept silent and I watched them without any reaction. I came back home for lunch after decades and my wife once again announced, 'This is a great day when you have come for lunch from the office. All these days you carried Tiffin like others. Today I feel like the wife of a real executive.' I thought one can always be happy in any situation if perceived correctly and learning some new thing from a new set of staff and wife.
My performance in the old department was quite remarkable from any standard. I achieved the rated production capacity, commissioned a long pending Process for production, developed new products for economical operations, improved product quality, solved many industrial relation issues in the most harmonious and peaceful way to maintain the IR environment and succeeded in giving employees a place of honor and importance in the steel plant. All highly appreciated the effort and success and recognition were flowing. Obviously I was highly elated and was expecting promotion to a higher position. I also celebrated the success along with the Managing Director when he offered a flower bouquet on the shop floor in the presence of workmen, supervisors and all managers of the shop. In addition all organized a contributory party where senior officers enjoyed their drinks and dinner, and also shared many anecdotes on past experiences. I was put into this new situation after all which I read as devastating and started settling for low or no performance. Silently I cursed all who might be responsible for this decision. All my colleagues were also apparently sad and down and advised to seek a personal interview with the Managing Director and ask for the reason. I was more conscious about self respect and also authority. Service means obey orders without questioning and remember the man in power has many privileges, and this was one of those. Often we expect consultative decisions, but theories of organization are not practiced by all and every time. There are administrative compulsions which may not be explained to subordinates to save time and own botherations. My friends insisted and my family also pushed me to go and ask. I was hesitant; maybe not too sure about myself as I might have rubbed some of them on the wrong side under an upset mind. I also may have made people unhappy in enthusiasm to perform high and to prove worth. I might have been so engrossed to forget nurturing relationships with seniors and to satisfy their ego. In practice this is bad as bosses need a good amount of pampering both in terms of frequent meetings and in material terms. This human weakness is to be considered and definite steps must be taken to satisfy these needs. I knew but cared little to make any effort in this direction. One of the bosses once explained: 'hard work is good, but differentiating on performances is difficult as no records are kept. It is only a personal relation which prevents ignoring by the boss and which is further supported by close relationships'
This was against my nature. Perhaps I was more egoist and had some kind of superiority complex, and depended on superior job performance. But how to get noticed in the crowd was a serious problem. Family members also chided my strict work principles and termed me arrogant in this matter citing examples of friends and neighbors. It was not possible for me to compromise.
I adjusted with the situation within two days and all resolve to keep off work melted fast and the very second day I demanded a release order over the phone from the General Manager in a terse tone (which he regretted much later and went to express to him when met him in one of the in company program).
Organizations work in peculiar fashions in many places where personal bias works supreme even at the cost of inefficiency, lethargy and ultimately failure. None is responsible as accountability is fixed as and when something goes wrong and people have many inbuilt excuses to save their skin or pass on blames up and down levels, and many times on the connected departments or agencies. Delayed release was nobody's fault and it would have resulted in harassment in nonpayment of salary. It is interesting but mischievous and designed to signal that if one doesn't gang up he suffers in more than one way. Habit of accepting challenges and putting all efforts to fulfill was my great personal strength and I won many contests on the turf of challenges.
Within two weeks the managing director called me to discuss a representation from the teachers' association on school affairs. He started with an apology for the sudden transfer from plant to education administration. He said, 'I should have spoken to you before your movement, but was apprehensive about refusal by you and also HOD. You did a good job in the plant and set the department right particularly in industrial relations. I tried to place many as head of education and all backed out. The present in-charge is ineffective and schools have deteriorated greatly in areas of teaching standards, teacher's discipline and schools' upkeep. The worst part being teachers are behaving like unruly plant workers agitating every now and then. We were worried and wanted some tough person to set things in order. I have picked you for this reason.' He further added, 'Working in non-works areas by engineers is a new concept I would like to introduce and practice. I have also worked in nontechnical areas and now I am finding it quite useful and helpful. You don't take it negatively for your future career. I can assure you that your experience and learning in this area will be of importance and your career movement can be better. I would like you to use your managerial skill and experience to improve the education department in the interest of students which will be a social responsibility fulfillment.'
I listened to the words of the managing director firstly with contempt and subsequently it became a goal setting mantra in line with my temperament. I also received these words as advice in career development and guidance to work in future. MD was quite convincing and appeared that he ignored work's head in deciding the matter under suspicion that the proposal could have been turned down. There could also be an underlined game to get advantage of improved performance of the previous department. Ultimately it was accepted by me and I became serious in changing the ailing education department as HOD for betterment. I was given total freedom to plan and act for positive changes and the MD said, 'In case of any problem you may contact me directly.' I felt empowered and highly charged to go ahead.
Steel Plant was having a set up of 23 nos. of Middle, High and +2 Schools with strength of 2000 teachers and staff numbering 900. The student population was around 90,000. All these schools were performing poorly with lower results. Indiscipline was rampant; teachers were highly unionized on the line of labor unions and always disturbing. Task of running these schools was challenging. Introduction of strict measures such as regular inspection, ensuring teachers presence in classes, application of dress code, time keeping, improvement of teaching practices, staff room discipline, stoppage of tuition, recognition of better performing teachers and Principals changed the scene. Results in school shot up to above 90%. CBSE curriculum was introduced and 6 English Medium schools were started which was the desire of employees. Educational environment changed and the city became a center of good education in the state.
I called all Managers and Deputy Managers in the Education Department for interaction on conditions of schools where they have been working for years. I asked them to prepare their responsibilities, duties and jobs they exclusively did in the last three months. They were also asked to enlist jobs they planned to do in the coming one year. They were also asked to submit their bio-data in brief and suggest activities they would like to do for improving the overall image of the Schools.
I worked out a formal organization chart and allotted different schools right from primary to the higher secondary level. Work assignments also included extracurricular activities, sports, NCC and cultural activities. Schools were highly reputed in the past for cultural programs and presented individual and group dances before high dignitaries. Different managers were allotted these activities and selection was left to individuals who mutually consulted and decided. Academic control and examination was allotted to the senior most manager who was highly qualified and experienced working as Principal of the oldest school. In addition he was a sincere and hard working person with a good social network and acquaintances which worked well in administering schools.
I worked out a schedule of school visits everyday in the morning when the concerned area managers accompanied me. I was working like a school inspector of the old days when all teachers and Principals/ HeadMasters were questioned for any shortcomings on the spot. Punishment pronouncement was not done and it was done only in the office and in presence of the in-charge with intimation to higher ups. It worked well and improvements were visible. Feedbacks were taken from the public in general and positive feedbacks were shared with teachers and staff and work pressure started normalizing. I addressed assemblies in each school where I visited. All students stood in queue class wise and all teachers were asked to be present. Principal and I stood on the stage of the multipurpose hall. Some students were asked to read out important news collected from the morning newspaper or TV. It was decided by the Class Teacher and the Principal. Idea was to give a chance to all students in turn so that they get free from stage fear and learn public speaking, which is so much important for personality development. It was nothing new because all teachers were told these facts during training. They all gradually forgot and indulge into wrong practices and group politics ignoring interest of students. This was the reason for the poor school environment and lower level of learning. Students mugged up subjects for scoring in examinations. Most of them I found were very weak in even drafting an official memo or writing an application. Foundation strengthening was necessary and I attempted this.
Many teachers were critical of this practice as they lost freedom of coming to school as per their convenience and also spending time in meeting higher ups or sitting down in the staff room to gossip. They were also not very serious in teaching the class and would give some assignment to write or read while they engaged in reading the newspaper or dozing off. This change in practice was liked by students and they openly discussed the good part and sometimes criticized the teacher's behavior. Complaints were received by me through principals who wanted to go easy. Simple quarry to the Principal was made, if there was something wrong he may change the practice or otherwise discuss with teachers to improve and behave in the interest of the upcoming generation. In fact Principals were also easy going and wanted relaxation in all activities, and he found many of them indulging in fraudulent practices and misuse of school funds involving some teachers. I was attempting to give a message to the Principals that they were the bosses in the school and that all managers and staff in the education department were facilitators. We also stood by them whenever there were some major tiffs or disciplinary issues needing administrative support.
Sanctions were sought from management for development of infrastructures or facilities. The idea floated was to perform, excel and then demand with confidence, a practical approach liked by the majority. Association was becoming weak and planned many actions to disturb. But he practiced an open door policy and encouraged teachers to see him anytime other than school working hours. Normally I stayed late in the office so that they could come and talk. This was also liked generally. I organized meetings and discussions when Union officials wanted to talk on major issues and teachers were asked to participate by seeking permission from the Principals and making alternative arrangements for the classes they were likely to miss. This was a new practice which they never experienced in the past. Some hardliners were critical with whom I became tough and denied demands being found unreasonable. The message was well received by all in general and supporters were building and many of the evasive Principals and HeadMasters came in folds.
Transfer of teachers from one school to another were introduced, the first time being mass shifting of six hundred teachers out of fifteen hundred. It was likely to be chaotic, but we could avoid it by following defined norms of years of working in one particular school, subject needs and seniority. No preference was applied and any favor was not allowed, which was convincing. We were a bit harsh as even sickness was not considered and subsequently it also went right in place. I found that steps were necessary to improve school working, and all were working to build the future of thousands of students who most of the time missed national level competitive examinations and were satisfied with education in second grade colleges/ institutions ending in non fulfillment of aspirations. They failed before any competition and got pushed back to languish in low living conditions. Why should a worker's child not become a manager? He was trying to answer some such questions which according to many of his superiors was a mirage and dream which couldn't get materialized. How Hippocratic were we? In the public domain we talked big and in practice remained small and confined.
I regularly told Principals who were to share his dream to act and accomplish and get appreciated, and many of them got in the form of Awards from the President of India. He was not in position to see final outcomes but his efforts shaped and the award winning teacher specially wrote to him and came to see in person when he was in the city. I was extremely happy and told them that their hard work brought the honor. In return they said," Sir, one day you will reach the top because of your sincerity and honesty." I recalled their words. There was a change when a new Managing Director joined and he further desired to bring changes in the Education Department working as this became a basis for him to remain connected to employees and their families, to make relationships more cordial and peaceful. He always discouraged unions' interference in the working of schools. I was in a better and enlightened mood and wanted to develop schools even better, which was an image booster not only for the Managing Director but for him too. He proposed to start six English Medium schools for employees' children who could face career competitions with higher levels of confidence. A condition was imposed that new teachers could not be recruited and present staff were to be redeployed. It was a difficult task, as all teachers were teaching in Hindi medium for long years. Senior manager was also unable to find the way. I sat with all managers one day to find the way, and a proposal was made to select 50-60 teachers for English medium schools by making a list of teachers who studied in English medium even at Primary level. Such teachers could practice and pick up English teaching skills faster to serve their purpose. Managers hesitated and after the meeting ridiculed the proposal, and senior managers joked outside the office and questioned this thinking. Once I decided I went along and within a week a list of 100 such teachers was in front.
I decided to conduct personal interviews in English and finalized the list. I also got a sanction from management to permit three weeks training by English Teaching consultant from a reputed Management Institute for a selected lot, which was initially shocking as most of them couldn't pronounce properly. After three weeks training they all had working knowledge and he encouraged them while on inspection rounds or during staff meetings. Sometimes students also complained about poor teaching performance in the class when I asked them to bear for some time and it was sure to improve. English medium schools started functioning and gave good competition to private English medium schools. Students from these schools succeeded in competitive examinations. It was a great feat for all. I was proud of what I accomplished. However, seven Principals were selected for these schools through advertisement which made tasks simpler as all selected persons were having good caliber and experience.
My academic interests were enhanced and after streamlining the working of schools, I had ample time for myself. In order to use my free time and energy he pursued a long cherished desire of obtaining a Ph D and got admitted for this in Birla Institute of Technology, Mesra, Ranchi (a Deemed University of repute). I finally got my degree in just three years.