Samcara

Today's Samcara Career Counselling Sessions with the IIM-Bangalore PGP-BA batch of 2026 conducted by Dr Jayant.
Now on to one-on-one sessions with the students!

Great students doing an interesting and highly relevant Business Analytics degree.

Jayant Mukherjee

Class chaloo he...Dr Jayant sir kii
Samcara starts Career Counselling for fresh IIM-Bangalore PGP batch...223 of them.
We will be with them for the next week or so.
Interesting students and good interactions!

Nandita ma’am!
Such a pleasure meeting you at the Alumni lunch!

Congratulations on completing a highly successful innings!

Ma’am you have been an inspiration to many knowingly and unknowingly….

If there was one word to describe you, it would be ‘Commitment’
Commitment to Mathematics
Commitment to Teaching
Commitment to a Cause
Commitment to taking the fight to the end

We still remember you taking your very First Class as a Professor in Stephens and the enthusiasm with which you taught. It was such a refreshing change for all of us!
And also some of the anecdotes that happened along the way….
I particularly remember one humid afternoon when you were taking our Class and at that time DUTA,DUSU,DUCKU were all on strike and the DUTA members came to our class and wanted to stop it saying that this was the only class going on in the whole of DU. You stood your ground and so did we as we said then that this class was very critical for the reputation of the whole of DU and we should continue with the Class.
They had to beat a hasty retreat.

Also who can forget the classes on the ridge…

This should have been written much earlier but you sort of know by now how timely my submissions have been!
Hats off to you to being a Teacher whom everybody looks upto!
And all the best for future endeavours!
Thanx ma’am for being you!

Pls click below to download the E-book

https://samcara.in/Great-Careers/

Different Languages, One Celebration!
Wishing you all a very Happy New Year!!

A full transformation of a dysfunctional organization is impossible without the engagement of senior management. But even those in the middle of the organization can make a difference within their own scope of influence. Large organizations are made up of many small overlapping units. Even if they are not entirely independent, most of us can make changes in ours. If you are a sales manager in a dysfunctional company, for instance, you can make it clear to your team that delivering on promises matters. Then find an opportunity to prove it—not a public hanging, but some signal that things have changed. When, say, your market researchers report in the staff meeting that the focus groups have to be postponed for two weeks, express disappointment that the team contract hasn’t been followed.
Make the point in the staff meeting so that everyone gets the message. When such a message is delivered clearly and consistently, it sinks in. Slowly, your division can become a source of initiative in a sea of lassitude. You may not change the whole company overnight, but you just might begin to set a new tone.

Make decisions, and make them stick. Clarifying and articulating decision rights is often the first order of business in fixing a dysfunctional organization, where decisions have been made, unmade, overturned, and second-guessed so many times that no one really knows who truly decides what anymore. In many cases, decision-making authority has become lodged where it doesn’t belong.
Once decision rights are clarified, they must be respected. If they are, people in the organization begin to count on one another and to trust that what is planned will be done.

The Wrong Information-2
When in possession of information or knowledge of genuine value, employees of passive-aggressive organizations are reluctant to share it, since doing so frequently benefits the recipient more than the sharer. For example, many departments use acronyms and terms of art to abbreviate the information they use internally. When sharing that information with a new department, they neglect to explain what their shorthand means, if not out of a desire to hoard the information for their own benefit then because spending the time required to translate it will not be rewarded.
Finally, in an organization already rife with meddling, many managers find that providing information gives the recipients a pretext to interfere.
All these factors explain why only 20% of surveyed individuals in passive-aggressive organizations agree that “information flows freely across organizational boundaries.” By contrast, that figure is 81% at resilient organizations.

The Wrong Information-1
Employees of a dysfunctional organization are often more interested in learning about what goes on inside their company than about the competitive realities that affect the firm’s long-term survival. In one case, employees noticed that executives who received frequent promotions spent a lot of their time in meetings at headquarters. Wanting to get ahead, they started seeking invitations to those meetings themselves, whether or not they had anything to contribute. They failed to realize that the high performers were called into meetings because they had important market insights others sought. In a dysfunctional organization, rituals and routines, even modes of dress, become fetishized, as though they contain the secret to the firm’s past successes.