The dabbawala system is a unique self-managed work team that efficiently delivers home-cooked lunches from workers' homes to their offices in Mumbai. They have developed an effective decentralized structure with flat hierarchies and self-managed work groups. Training is done through an extensive on-the-job probationary period. Accountability and coordination between team members allows for high performance through collective effort. Cultural similarities and referrals from existing members contribute to cohesion and low employee turnover in this unique lunch delivery network.

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DABBAWALA
Introduction
Dabbawala is person who carries our lunch boxes from the houses of Mumbai to the requisite
offices and then returns it to the same place in order to begin the same process next day
It’s a work team
Results of collective performance. It generates positive synergy through coordinated effort.
Self managed work teams
They have team of 15 to 25. At the end of the month each group independently calculated its
profit, based on the number of customers the group serviced
Effectiveness
Because they make the dabbas reach on time
Efficiency
Low cost transportation method is used
Avoiding deviant work place behavior
Fine for consuming alcohol and smoking so it’s usually less
Decentralized
All the members take decisions collectively
Social Loafing
It is not possible because coordinated effort of every member. Each member perform their
own assign task.
Figure Head & Spokes person
Anil Joshi was the public face, taking on speaking assignments conducting guided towards for
business executives, students & media from all over the world.
Training
New entrants were hire down on probation for 6 months, in which they were trained & were
paid a fixed salary rupees of 3000/-
On the job training
Trainees learned on the job by being part of a group and assisting with all the activities.

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Job satisfaction
Because of high job satisfaction almost all dabbawalas remain in their own groups for their
entire working life.
Span of control
One dabbawala was in charge of a particular area, hiring 15 to 20 delivery boys
Leader (Supervisors)
Senior members with about 10 to 15 years of experience were regarded as supervisors
Flat organizational structure
It enables quick decision making & lateral communication.
Problem solving Teams
They have their own mini-government for meting out punishment or resolving disputes.
Mechanist structure
Because it is routine type of job
Ability of members
Only those who have no education or job come here to become a dabbawala and do manual
labor.
Climate of trust
A proof of such trustworthiness and, indeed, inspiration was found in the actions the
dabbawalas took in July 2005
Accountability
Their accountability is individual based and their goal is based on collective performance as
how they coordinate from the picking up of lunch boxes in the morning to CST and then to offices and
vice-versa
Cultural diversity
Since the new entrance were recommended by existing members their shared the same
culture, language, food & religious beliefs
Common Plan & purpose
They all have a common purpose to deliver the dabba on time
Communication

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At the time of return the dabbawala interacted with his customers, providing or receiving
information about changes or issues in pickup all delivery & collecting the monthly fee.
Gender difference
Of the 5,000 dabbawalas in Mumbai, only 4 were women; women typically performed
administrative functions or carried “special service” dabbas—so called because they involved irregular
pickup/delivery times or locations and commanded a higher price. This shows the case of gender
differences.
Collaboration
To serve customers who preferred home-cooked meals but needed to outsource the cooking
itself, the dabbawalas had begun to collaborate with small companies/canteens that provided general
foods; they had even expanded to include specialized offerings such as low-calorie diets and regional
cuisine
Referrals
New entrants were friends or relatives recommended by existing members
Recruitment policy
They have determined their own policies about hiring, logistics, customer acquisition,
retention, pricing & conflict resolution
Conclusion
The dabbawala system had generated worldwide news attention of royalty like Britain’s Prince
Charles, famous industrialists like Sir Richard Branson of the Virgin Group, and of executives from
sophisticated delivery companies like FedEx. It motivated a plethora of books, TV documentaries, and
articles