PROJECT

ORGANIZATIONAL STRUCTURE & DESIGN

TOPIC : Startup completed 3 years
Group No. 1

Submitted To
Prof. Sajeet Pradhan

Submitted By:
Akshay Priyadarshi (19PGDM211)
Asmita Goel (19PGDM216)
Karan Aggarwal (19PGDM224)
Mukul Singal (19PGDM227)
Naviyan R B (19PGDM229)
Rahul Chandak (19PGDM237)
Tanmay Mishra (19PGDM267)
Vineet Agarwal (19PGDM275)

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 TABLE OF CONTENTS

SR. NO. CONTENT PG NO.

1. INTRODUCTION 3
2. INDUSTRY PROFILE 4
3. ABOUT THE COMPANY 5
4. PRIMARY DATA ANALYSIS 5

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INTRODUCTION

Organization studies are the study of individual and group dynamics in an

organizational setting, as well as the nature of organizations themselves. Whenever
people interact in organizations, many factors come in to play. Organizational studies
attempt to understand and model these factors. Organizational study is essential to
any MBA graduate as it helps them to connect theory with practice.

Organization study refers to the study of organization as a whole and getting adequate
knowledge with various departments the organization. The study was carried out at
Dilocious Internet Private Limited, Noida. This study is based on the different aspects
and dimensions of different aspects of the company.

SCOPE OF THE STUDY

The organization study at Dilocious Internet Private Limited, Noida aims at getting
accustomed to the business environment of Dilocious. The study was conducted to
understand the Organizational Structure, Leadership Style, Organizational Culture,
Vision, Mission & Organizational Values, Domestic & Global Plans, Degree of
Uncertainty.

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INDUSTRY PROFILE

In recent years, the Indian start-up ecosystem has taken off and has matured. Driven
by factors such as availability of funding, consolidation activities by several firms,
evolving technology space and a burgeoning demand within the domestic market has
led to the emergence of start-ups.

The numbers on start-ups speak volumes about the emergence of start-ups — it is

projected that by 2020 there will be 11,500 firms from 3,100 start-ups in 2014. The
trend is revolutionary! And it’s going to change the way the markets are working today
in India.

Start-Ups And Organisational Behaviour

The effect of organisational behaviour is immense on the productivity of a company,

big or small. The way in which employees are made to comply in an organisation
becomes the primary subject for its growth map. In today’s brave new world, with the
influx of start-ups all over the world, organisational behaviour becomes a matter of
absolute priority. When it comes to well established and big corporations, maintaining
strict rules for organisational behaviour is a must owing to the volume of employees
present. But when it comes to start-ups, the volume of employees becomes the
opposite. This is where every start-up founder must realise the importance of having
a well-informed organisational behaviour from the beginning.

It has been observed over the years that with very less number of employees working,
the start-ups don’t pay much attention to the ongoing organisational behaviour inside
the workspace and as a result, misunderstandings and misdirection in employee
relations take place. At the same time, the employer also gets the free field to exercise
authority on the employees because there is no proper rule of conduct. Worth
mentioning that, if proper organisational behaviour is not maintained in the
workplace, it in turn affects the gross productivity of the company.

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ABOUT THE COMPANY

Dilocious serves an individual's far distant delicacy. It has a widespread network of

handpicked and most renowned sellers from metros to small towns.
It enables to explore and choose the best delicacy of a particular place and get it
shipped directly from its place of origin.

Platform is also prepared to help people to greet their loved ones on various special
occasions like festivals, anniversaries, birthdays, promotion, exam result etc with their
favorite taste. It serves the people who have craving for famous food products from
any of their known place or hometown. Migrants are the first consumers
of Dilocious.com who miss their old favorite taste in their new vicinity.

PRIMARY DATA ANALYSIS

The primary data was collected by interviewing Mr. Tarang Jindal via telephonic
Interview. During the interview we came across the following highlights.

Tarang Jindal – Profile

https://www.linkedin.com/in/tarang-jindal-9bb71954/

▪ Co-Founder at Dilocious.com
▪ B.Tech (Civil), Aligarh Muslim University

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Some Top Start-Ups and how they are reinventing the Organisational
Structure:

1. Zappos

Zappos CEO Tony Hsieh revealed in 2013 that the company would be switching to a holacratic
model. The transition was accelerated in 2015, when gradually the management system was
overhauled.

Lots have been published about this, with numerous important posts emerging since the
move less than 12 months ago. But what is holacracy, and how it works?

Let's start with the basics. In their own words:

“Holacracy is a comprehensive practice for structuring, governing, and running an

organization. It replaces today’s top-down predict-and-control paradigm with a
new way of achieving control by distributing power. It is a new “operating system”
that instils rapid evolution in the core processes of an organization.

In a city, people and businesses are self-organizing. We’re trying to do the same
thing by switching from a normal hierarchical structure to a system called
Holacracy, which enables employees to act more like entrepreneurs and self -direct
their work instead of reporting to a manager who tells them what to do. ”

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Zappos’ holacracy implementation lead John Bunch, on the Harvard Business Review
IdeaCast podcast, described the scenario as follows:

“I guess what we’re trying to do is structure our company more like cities
are structured. Research shows that every time the size of a city doubles,
productivity per resident goes up by 15%. But when companies double in
size, actually the exact opposite thing happens, productivity per employee
goes down. And part of the reason why we think that is that in cities, you
are self-organized, you’re self-directed. And you have a certain level of
freedom and autonomy to do what you think is right.”

2. Zapier
Zapier is a fantastic example of a new startup. Our program to offer a third-party application
repository has helped customers link systems, delivering tremendous value to them.

Other than that, they are a remote team with heavy focus on building a organizational
atmosphere that supports workers as well as consumers alike.

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Unlike Zappos and Buffer, however, they haven't attempted to revolutionize their
organizational structure–instead, they've taken and well incorporated tested elements
tailored to their business.
In an interview with Ben Oliveri, Zapier’s CTO Bryan Helmig provided a number of key
takeaways which guide Zapier’s approach to managing a remote team.

• Hire passionate, knowledgeable, and amicable talent with strong communication

skills

• Streamline onboarding with entrenched processes, mentors, and regular

feedback

• Document all processes and communications so information is available when

needed

• Sample and select the best tools to create your virtual office

• Be explicit in communication, provide a variety of tasks, listen to concerns, set

up weekly updates

• Focus meetings with a predetermined structure, a speaker roster, prepared and

shared notes

• Set up flexible expectations and boundaries for keeping in contact

• Trust starts with good people and builds with good practices
As you can see, the focus is placed on proper planning and organization by developing
actionable procedures and policies. But, as we saw with Zappos and Buffer, expecting that
organically certain systems and regulations would fall in.

Helming defends these choices by writing an essay about his experience as a CTO from a 3-
person start-up to a major multinational company.

He explains start of the journey: “In the early days, it’s one or two engineers. You spend all
your time hacking. It feels great. Everything’s wonderful. Whenever you get that small team
of up to 6 people, it still feels pretty good. You’re spending about 80 percent of your time
hacking, maybe 20 percent communicating. And you still feel pretty good.”

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But gradually, as the company changes and grows, the responsibilities or organization and
management begin to rear their heads.

“And then when it gets to be a bit of everything—that’s where it gets much more difficult.
You spend less than 50 percent of your time as you get more and more people. There are
more and more people to facilitate, and it just doesn’t feel as good, because you’re trying to
do that while maintaining your hacking schedule. That is when you have to decide whether
to go manager or hacker.”

INTERVIEW TRANSCRIPT

Q) Could you please tell me about your business and your website

Dilocious is a platform to explore the best-selling food brands of the country, so we have
Chocolates from Ooty, Pedas from Mathura and what we are doing is enabling these brands
to cater to customers all over India. So what we are essentially doing is making the
authentic food of various cities/towns available for one and all.

Q) What are your responsibilities in the organization as a CEO

Calling me a CEO would be wrong. I’m a co-founder and since we are startup, I have had to
take on various roles, be it operations or raising funding or be it any other vertical. Although
majorly I have been working on vendor onboarding and making their products live on the
website. So, I have another partner, Arpit and he takes care of marketing end of things.

Q) What was the driving force to start this venture?

The idea of starting something of my own with the belief that the business would create
value in the long run was the sole motive I started this venture. And the thing that is
currently driving me is the feedback we’ve been getting from our customers

Q) How is doing something of your own different from working in an organization

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So, we don’t have any set policies or norms, there aren’t any strict rules or regulations that
you might find in an organization. But yes, we are trying to lay down certain norms, as they
help me establish better control

Q) What is your leadership style. How do you motivate your employees?

I try and maintain a very friendly relation with all my employees. I expect them to be
thorough with their work, but once that’s done, they are free to do whatever they want.
They are free to learn new things and try out different processes that might help the
organization in the long run

Q) What is the mission and vision of the company

Currently, we do not have a set mission or vision, it’s something that is getting refined over
time. At current we are focusing on onboarding as many brands as possible, with the vision
that we create a valuable company out of it in the long run

Q) How is the startup culture different

The challenges faced by a startup is different from an established firm, for example the wait
time in startup is much higher, because it takes time to establish procedures and processes,
whereas they already exist in an established organization. Also, you need to work on
multiple domains, one cannot come in and expect that he’ll just work on what he’s
comfortable with

Q) How do you make your employees stick to the core values of the company

We are a very small company with just 12 employees in total and hence we do not have any
core values as such. What I tend to do when I see the productivity of an employee drop is
that I go and talk to him and try to reason with him and motivate him

Q) What is the hierarchical structure in your organization?

We do not have any such hierarchical structure. Yes, all the decision-making is with me and
Arpit. Apart from that we just have senior and junior BDAs

Q) How do you handle the organizational uncertainties that come with a startup?

You just need to make sure that your employees believe in the idea and just focus on the
feedbacks you get from your customers. Yes, there are competitors who are following the
exact same business model, and some have even shut down, but we see that more as an
opportunity.

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Primary Research (Interview) analysis
The CEO of Dilocious, Mr. Tarang Jindal very gladly admits that he has had to take numerous
roles ranging from operations to raising funds. But majorly, he was involved with what he
was good at doing, the service delivery (vendor on-boarding along with making the products
live on the website) part of the business. He describes how the other co-founder, Arpit takes
care majorly of what he is good at doing, the marketing side of things. He goes on to say
that the zeal of starting something of his own was the prime motivation behind the setting
up of this business and the aspiration of creating value through this business is the sole
motive behind their actions. He also commits that the current inspiration is the customer
feedback they receive on a daily basis that pushes them to work harder and deliver better to
their customers. He explains how, as of now they do not have any fixed policies or norms
guiding their working that sets them apart from all sorts of organization, and how now they
are trying to come up with certain norms that will guide them going forward as they seek an
expansion path. Talking about his leadership style he speaks of maintaining a very cordial
relationship with all the employees and staff. He just expects all of them to be thorough
with their work and once that is done they are free for themselves. He also motivates them
to learn and implement new ways of going about the processes that would ultimately help
the organization in the long run. Highlighting the differences between start-up culture and
established firms he speaks about how the waiting time in start-ups is much higher and how
the employees are required to work cross-vertically through various domains. Talking about
how he motivates his employees and staff he explains that they do not have any structured
core values or so as there are only a dozen or so employees. He talks to each one of them
personally and supports them in whatever they are working on individually and in this way
he instils in all of them a sincerity towards their work. It’s also found that they do not have
any formal hierarchical structure governing the employees. All the decision making is with
him and Arpit. Briefing about how they handle any organizational uncertainties that might
have come up in their firm he talks about ensuring that the employees believe in the idea
and focus on improving based on the regular customer feedback. He realizes the fact there
already are businesses that follow the exact same business model that have shut down
because of one or the other shortcoming but they themselves see this more as an
opportunity rather than being scared of this fact.

References

https://angel.co/company/dilocious
https://www.storehippo.com/blog/how-2-young-entrepreneurs-are-turning-every-single-day-into-a-
festival
https://startup.siliconindia.com/startup_talks/startups-and-organisational-behaviour-nwid-
17426.html

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