The write-up that appeared in GK dated 31-03-2012 in the light of news titled HMT watch factory out of revival plan evoked a positive response from different circles who desired to highlight more memories related to HMT Srinagar. So here are some more things that belong to the period; the exemplary work culture  of the days in HMT:
One day cost accountant professional was suffering from acute stomach pain but despite that he worked with boys to finalize the annual cost-sheet for valuation of inventory of finished products. He overpowered pain by his firm will and determination.
There were no peons or helpers in the administrative department. The dusting of the tables was even done by  the financial controller or the personnel chief himself. Even senior most managers were carrying files to discuss the matter in the unit board meetings.
The dignity of labour was very high and the workforce considered in high esteem. The monthly pay packets were distributed among employees on their work spot in production shops. Of course that way time, a precious resource, was saved.
On sale of scrap a client from Moradabad desired to leave for his destination that very evening. It was about 5 pm, time for the closure of the shift. The official concerned in accounts put up requisition for 2 hour overtime and the concerned AO also stayed back to make the entire process of sale hassle free. The party presented some currency note to the concerned person. He shivered as such a thing was unknown in the work culture of the company. Next morning financial advisor offered the official a table of his choice for work.
On transfer or resignation of colleagues,  farewell functions were organized in their honour at well-known hotels of Srinagar. Such activities were a part of social gatherings. Picnics and outings were arranged regularly. Emotional quotient talked about now was practiced in this great organization then. The professionals do not prefer to be associated for a long period with one organization because they love to enrich their job portfolio by switching over and studying different systems.
The factory was working in multiple shifts. During night shift the workers in some production shops were afraid of some unusual cries. The management organized special sessions and religious personalities in their respective way offered prayers and there were no such cries heard again. Spiritual quotient was also accorded its due to assist in managing the smooth operations.
The top management was mostly from Bangalore. They were fluent in English and experts in business correspondence. They always performed as teachers and affectionate guides. They taught us work ethics and etiquettes. This gesture was equally reciprocated through humble behavior as students. This was a learning organization. Improvement in professional or academic qualification was always appreciated and encouraged. HRD in generating creative ideas was acknowledged. Sequel to it new processes and operations were developed. The standard time for manufacturing a watch was reduced from 2.85 hrs to 2.10 hrs owing to efficacy gained by workforce preferably locals over the period.
It was a practice every month to send a statement to SRTC with regard to loss of production and its adverse impact on profitability because of late arrival of buses. The SRTC drivers were putting in every possible effort to reach the factory well in time to avoid any delay. They were appreciated by the company for proper time management. The work culture developed in this great organization had a chain effect. Even SRTC was influenced by this practice.
The professionals either on shop floor or in administration had their own style of functioning. They were models to be emulated. They were creative and innovative. They developed a culture of team work.  They were proactive in their approach. They believed in synergy.

The author is principal sp college and can be mailed at gilkarna@rediffmail.com

Lastupdate on : Tue, 17 Apr 2012 21:30:00 Makkah time
Lastupdate on : Tue, 17 Apr 2012 18:30:00 GMT
Lastupdate on : Wed, 18 Apr 2012 00:00:00 IST