•What is Indian management & western management?

In the western management All employees are very particular about coming to and leaving
from the office. Indian management we generally get late to work and have to informer into
our offices and work until late night to cover up for the time. Western management they do
not follow authority. A person of younger age get hired for one of the highest positions based
on his or her knowledge. Indian management we follow hierarchy Starting from our families,
we believe in paying more respect to the one who is older to us, and we follow the same
pattern in our workplace.
CULTURE VALUE POFILE
Indian culture :- Indian culture is an ‘Inward-looking’
Culture characteristics by simple living and High
Thinking.

 Decision making
 Respect
 ‘AtithiDevo Bhava’
 Tolerance
 Humility and respect

• Western culture : Western culture is an incredibly broad term used to describe the
social norms, belief systems, traditions, customs, values, and so forth that have their
origin in Europe or are based on European culture.

America, for example,is firmly Western in culture.

 Democracy.
 Rational thinking
 Individualism.
 Christianity
 Capitalism.Modern
 technology
• INDIAN ETHOS IN MANAGEMENT
It means application of principles of management
revealed in our ancient wisdom described in
Upanishads and Gita
The following basis principles of management are
As per ancient indian wisdom and insight.

BASIC PRINCIPLES OF ‘IEM’

. EACH SOUL IS A POTENIAL GOD.
. HOLISTIC APPORACH.
. KARMA YOGA.
. YOGAH KARMASU KAUSHALAM.
. CO-OPERATUION
Indian ethos in management

‘Indian Ethosa in Management’ refers to the values and practices that the culture of india
(Bharatheeyasamskriti) can contribute to service, leadership and management .
These values and pratices are rooted in sonathana dharma (the eternal essence), and have
been influenced
By various strands of indian philosophy.
Conclusion

In the scheme of management as per indianethos,the inner mind and the inner mind and
the inner aspects of man are emphasised and the inner being has to develop for
manifestation in the physical . In the management process consciousness is the
approach,harmony is the tool and perfection is the aim.
centralisaion of authority is meant to diffuse and decentralise functions and the power
to perfrom them.

INDIAN MANAGEMENT & WESTERN MANAEMENT DIFFERNCE

There are several differences between Indian and western management styles. Some of the
main differences include:

Decision-making:In western management decisions are often made by the top management
and implemented by lower-level employees.in contrast,Indian management style often
involves more participation and consultation,with a focus on teamwork and collaboration.

Communication:western management style tends to be more direct and straight forward,with

a focus on clear and concise Communication
indian management style on the other hand,tend to be more indirect and subtle,with a focus
on maintaining harmonious relationship and avoiding conflict .

LEADERSHIP:Western management style trends to be more hierarchical ,with a clear chain

of command and decision-making authority.indian management style tends to be more
democratic,with a focus on empowering employess and fostering a sense of ownership and
responsibility.

Motivation:western management style often relies on external motivaters such as monetary

rewards and promotions to motivation employess .indian management style tends to focus
more on internal motivaters such as personal growth and development,as well as a sense of
purpose and meaning in one’s work.

The three most common reasons for resistance to the planning process are,

1.Planning is time consuming when the time could be better spent on managing the business,

2.setting goals and objectives in a volatile environment remote from the hq is irrelevant,
divisive and applies unnecessary constraints and

3.Planning is purely a process by which senior managers at the domestic hq can inform
themselves and control the intenational business and is of no benefit for other managers.
 The three most common reasons for supporting the international business planning
process given by managers are that it

General concept IEM concept

Produce results Produce performers

1.Encourages everyone wherever they might be in the organization to pull in the same
direction,

2.Avoids waste of time and resources through duplication of work and

3.Ensures that the company is better prepared for coping with unexpected events and
international competition.
Organize men,materials,machines and money Mobilize men and commitment on means
and ends

Plan ,set goals,prepare schedules checklists Obtain agreement and commitment on

means and ends

Motivate,praise,reprimand,punish, Inspire,epower,celebraete success mourn

Push people failure,draw people

Check,control,report at the command post Set personal examples; be visible

accessible and always on the move

Coordinate,requisition, Facilitate,show ways to overcome

Convene meetings obstacles,take part
In informal gatherings

Instruct,issuenotices,order,demand compliance Make queries,sound out ideas,encourage

suggestions

Manage others: I-CENTERED Manage yourself.othercentered,not egoistic

A Manager,s mind set

HARD WORK:
There are numerous verses in the Quran that highlight the importance of hard work and
diligence. Believers are encouraged to strive for excellence in their endeavors.

FAIR TREATMENT:
The Quran teaches believers to treat others with fairness and justice in all aspects of life,
including work. This includes fair compensation for labor and equitable treatment of
employees.

RESPONSIBILITY:
Believers are reminded of their responsibility to fulfill their duties and obligations diligently,
whether it be in their professional or personal lives.

PATIENCE:
The Quran teaches patience in the face of challenges and adversity. Believers are encouraged
to persevere in their work, even when faced with difficulties.

Basic principles of Indian Ethos of Management

There are six basic principles, which come to light in the holy books applicable into day’s
management world. They are:

1. Each soul is a potential God :

Immense potential, energy, and talents for perfection as a human being have the spirit within
his heart. A human being has a soul, a spark of the divine. The Divine resides in the heart of a
person. The Divine means perfection of knowledge, wisdom, and power. Therefore a human
being has the immense potential power or energy for self-development. Thus, human efforts
can achieve even an apparently an impossible goal and convert into a reality. The association
of God and human beingcan show an extraordinary result; only if human being decides
willingly to collaborate with God and actively participates in the society by right action under
the guidance and grace of God. A human being can develop not onlypersonal development,
harmony, and happiness, but also the prosperity of the organization and the society without
injustice to others.
2. Holistic approach:
It indicates the unity between the Divine (The Divine means perfection in knowledge,
wisdom, and power), individual self and the universe. The holistic approach of management
is based on the spiritual principle of unity, oneness, and non-dual concept. Under these
principles of unity, the Universe is an undivided whole where each and every particle is
connected with every other

3. Equal importance to subjectivity/ objectivity:

Subtle, intangible subject and gross tangible objects are equally important. One must develop
one’s Third Eye, “JnanaChaksu”, the Eye of Wisdom, Vision, Insight and Foresight. Inner
resources are much more powerful than outer resources. Divine virtues are inner resources.
Capital, materials and plant &machinery are outer resources.particle. Hence, entire humanity
is one.

4. “Karma Yoga”:
“Karma Yoga” (selfless work) offers double benefits, private benefit in the form of self
purification and public benefit. “Karma Yoga” is a good pathway for– self purification and
self-development, individual as well as collective growth and welfare,minimum play of
passion, jealousy, hatred, greed, anger and arrogance, team spirit, teamwork, autonomous
management, minimum control and supervision, etc. The result is all-round happiness and
prosperity. “Karma Yoga” is an end-state or an alias of “NishkamaKarma” (NK). Yoga
means union between “individual consciousness” and “supreme consciousnesses”. Work is
one of the several methods of achieving this union. Juxtaposed against the NK is the other
attitude to work called “Sakam Karma” (SK).

5. “YogahKarmasuKaushalam”:
It indicates excellence at work through self-motivation and self-development with devotion
and without attachment. This theory is mainly based on the concept of “Karma Yoga” as
indicated by Lord Krishna in “Bhagavad-Gita” Chapter 2, Shloka 50-
“Buddhiyuktojahaatihaubhesukrtaduskrte
tasmaadyogaayayujyasvayogahkarmasukaushalam”
Endowed with the wisdom of evenness of mind, one casts off in this life, both good deeds
and evil deeds: therefore, devote yourself to yoga. Skill in Action is Yoga.

6. Co-operation:
Co-operation is a powerful instrument for teamwork and success in any enterprise involving
collective work. The idea of cut-throat competition is founded on the concept of “struggle for
existence” and survival of the fittest. Indian ethos denotes that the royal road for human
beings is co-operation which is a powerful motive for the teamwork. We are human beings
having the mind and the power of discrimination.
Indian Ethos for Management
In the words of Albert Einstein, “Certainly we should take care not to make intellect our God.
Intellect has, of course, powerful muscles, but no personality. It cannot lead. It can only
serve. It is not fastidious about its choice of leaders (Mind or Soul). The intellect has a sharp
eye for tools and methods, but is blind to Ends and Values”. Arnold Toynbee, Nobel Laureate
expressed, “It is already becoming clear that a chapter which had a western beginning in
business management will have to have an Indian ending when the world adopts rich
thoughts of Indian ethos and wisdom if it is not to end in the self-destruction of the human
race.”

Archetdanamanabhyam”:Worship people not only with material things, but also by showing
respect to their enterprising divinity within.

“AtmanaVindyateViryam”:Strength and inspiration for excelling in work comes from the

Divine, God within, through prayer, spiritual readings and unselfish work.
“YogahkarmashuKaushalam, Samatvam yoga uchyate”:He who works with calm and even
mind achieves the most.

“Yadishibhavanayasya siddhi bhavatitadrishi”:As we think, so we succeed, so we come.

Attention to means ensures the end.

“Parasparambhavayantahshreyahparambhavapsyathah”: By mutual cooperation, respect and

fellow feeling, all of us enjoy the highest good both material and spiritual.

Teshamsukhmtesham shanti shaswati”:Infinite happiness and infinite peace come to them

who see the Divine in all beings.
“ParasparDevoBhav”: Regard the other person as a divine being. All of us have the same
consciousness, though our packages and containers are different.

Western Management: more direct, the put emphasis on seniority, family ties, and ranks
while Indian managers put more emphasis on input and output of the employee.

Western managers emphasize resources and other monetary methods while

The Indian managers concentrate on raw materials and productivity.

MANAGEMENT

Management is nothing it is just the process of dealing with or controlling thing or people.

According to Kim Ball "Management may be broadly defined as the art of apply the
economic principle that underlie the control of men and material in the enterprise under
consideration."

According to Kuntz "Management is the art of getting things done through and with people in
formally organised group."

 The organization and coordination of the activities of a business in order to achieve

defined objectives.
Management is often included as a factor of production along with? Machines,
materials, and money. According to the management guru Peter Drucker (1909-2005),
the basic task of management includes both marketing and innovation. Practice of
modern management originates from the 16th century study of low-efficiency and
failures of certain enterprises, conducted by the English statesman Sir Thomas More
(1478-1535). Management consists of the interlocking functions of creating corporate
policy and organizing, planning, controlling, and directing an organization's resources
in order to achieve the objectives of that policy.

 The directors and managers who have the power and responsibility to make decisions
and oversee an enterprise.
The size of management can range from one person in a small organization to
hundreds or thousands of managers in multinational companies.

In large organizations, the board of directors defines the policy which is then carried
out by the chief executive officer, or CEO. Some people agree that in order to
evaluate a company's current and future worth, the most important factors are the
quality and experience of the managers.
INDIAN MANAGEMENT

The management concept in the west developed as a result of evolutionary process, based on
the changing values systems of the people - the social, political, and economic environment
as well as educational and cultural milieu. However, in India, historically we never evolved
our own concepts, keeping the Indian scenario in view. We found it convenient to transfer
management technology, trust as scientific technology. As a result of these grafting process
of management, we have created more confusion in management thinking.

However, suddenly due to success of the Japanese methods of management, even the western
countries have started doubting their own concepts and are trying to emulate the Japanese
lessons. This has further confused the Indian managers as well as the management experts,
who all along were following as a gospel truth whatever the westerners had developed.

Our Research finding in Indian Management indicate that many of the Management practices
suggested by Foreign specially the Western consultants when implemented in Indian
Organizations, get rejected by the environment resulting in contradiction within the Indian
context between stated policies and actual practices termed as "Dualism" in Indian
Management. Many of these practices remain on paper without proper implementation.
Therefore, it becomes imperative to evolve our own concepts of Management, which are in
tune with Indian environment and value systems. Based on extensive research we have
evolved such concepts and Management practices which are acceptable in Indian context.
CHALLENGES OF INDIAN MANAGEMENT

Management in India is an amalgam of practices borrowed from the West-and more recently
from Japan-overlaid with age-old Indian values and norms that the still extant. This book is a
seminal attempt to understand the nature of Indian Management and how it can be
institutionalized. With an in-depth historical perspective and a thorough analysis of four types
of Indian organizations-traditional family-owned private sector; public sector, government
departments and multinationals - the author highlight certain common styles, policies and
practices that are in consonance with the Indian environment and also provides guidelines for
management practices for Indian organizations. The contradiction within the Indian context
between stated policies an actual practice has been explored and brought to the fore. Also in
this book: “Evolution of management in India from ancient times to the present; “Evolution
of management practices in the West and Japan; their strengths and weaknesses as also their
relevance in the Indian context.” Overview of Indian Management and the future direction it
could take. Lucidly written and replete with detailed case studies based on data collected
from over 50 organizations the book provides the path Indian Management needs to take in
the context of the changing competitive environment. It will be invaluable for CEOs,
managers, public policy administrators as also for consultants, teachers, researchers and
students of management. The book is published by Response Books Sage P
Cultural Influence of Organisation

The term culture refers to all of the beliefs, customs, ideas, behaviours, and traditions of a
particular society that are passed through generations. The researcher Gordon Allport
considered culture to be an important influence on traits and defined common traits as those
that are recognized within a culture.

Factors influencing the Culture of an Organisation and Cultural Differences:-

 Influence of the founder (“shadow of the leader")

 Size & development stage of the business (e.g. start-up, multisite, multinational)
 Leadership & management style
 Organisational structure, policies & practices
 Employee & management reward structures (e.g. pay, bonuses, individual v team
rewards)
 Market /industries in which it operates
 Working environment & nature of tasks (e.g. physical, office, remote working,
flexible working)
 External environment (e.g. legal, economic, social)
 Attitude of organisation to risk-taking & innovation
 Sector: e.g. service, manufacturing

MODEL OF ORGANIZATIONAL CULTURE

Distribution and concentration of power can be one basis of classifying cultures. From this
view point it can be of following types:

 Autocratic
 Bureaucratic
 Technocratic
 Entrepreneurial
Cultural Differences within an Organisation

 Subcultures develop within an organisation based on occupations, product lines,

functions, geographies and echelons in the hierarchy.
 Some firms: sub-cultures are stronger than overall organisational culture
 Managing Sub-cultures has become more important & challenging:
 Mergers, takeovers, joint ventures more common
 Globalisation: many firms now multi-cultural based on nationality, language
 Technological complexity: depts. more specialised; more remote & flexible working
 Key Examples / Evidence
EXAMPLES

 Barclays: impact of powerful sub-culture at investment banking division (came to

dominate retail bank)
 Apple / Disney: role of culture of innovation & secrecy; shadow of the leader – Steve
Jobs, Walt Disney
 HP (“HP Way"), Toyota (“Toyota Way") – long-established cultural programmes,
including induction
 NHS: public sector organisation with complex cultural challenges – combination of
role & task culture?
 Walmart: a common approach to employee (“shareholder") engagement across the
globe
 Google: has deliberately maintained existing culture of acquisitions (e.g. YouTube &
Zappos)
 Ikea: has developed a consistent culture among employees around the world who
“love the values"
Influence of Indian Culture on Organization

In such a richly diverse and complex country as India it is difficult to impart generic
conclusions that can be used by those doing business there. Regionalism, religion, language
and caste are all factors that need to be taken into account when doing business in India.
Behaviour, etiquette and approach are all modified depending on whom you are addressing
and the context in which they are being addressed.

Work organizations in India are not self-contained. They are conceived as instruments of
nation building. They are much more open to societal forces. In short, there is a basis for
postulating a desirable direction for building organizational culture. Consistency among the
facets and levels of organizational functioning and assumptions are not enough. They have to
be directed towards work: ‘Organizational culture has to be built around work’. This notion
gives rise to the evolution of work culture as a concept, which needs to be diagnosed and
studied. If a particular organization has a non-work culture, there is ground for wholesome
change – including changing the basic assumptions, which led to non-work orientations and
activities.

Work culture means work related activities, and meanings attached to such activities in the
framework of norms and values, are generally contextualized in an organization. An
organization has its boundaries, goals and objectives, technology, managerial practices,
material and human resources as well as constraints. Its employees have skills, knowledge,
needs and expectations.

These two sets of factors – organizational and individual – interact and over time establish
roles, norms and values pertaining to work.

The concept of work culture has been, examined by different theorists and conclusions drawn
by some of them are:

Pettigrew (1979) identifies “work culture as the system of personally and collectively
accepted meanings of work, operating for a given group at a given time’. According to Peters
and Waterman (1982): “Work culture is defined as a system of ‘shared values’, which results
in high performance in organizations”. Singh (1985) says that: “The work culture is the
prevalent and common patterns of feeling and behaviour in an organization”. Sinha (1990)
labels work culture as the totality of the various levels of interacting forces around the focal
concern of work”. Work culture means work related activities in the framework of norms and
values regarding work.

Work culture in this context would include:

 Work related activities

 The cognitions, the affect and the values attached to them
 The normative structure within,
 A setting
Overall the literature indicates that the individual work values may have a lot to contribute to
the work culture of the organizations. Chakraborty (1991) studied three organizations to
examine their value systems. A closer look at the value statements examined in these
organizations showed a mixed pattern of indigenous and universal values. These value
structures substantiated the initial assertion that Indian organizations display certain unique
characteristics in the way they function despite the compulsion of modern technology. Many
Indian scholars have tried to highlight the unique Indian situations and how these situations
have contributed significantly to our understanding of the functioning of Indian
organizations.

During recent years, Indian concepts have acquired a new prominence at the global level. Its
roots go back to 1960s, when several Indian Spiritual Movements (ISMs) acquired a
worldwide acceptance and presence. TM, ISKCON, Brahma Kumaries, SRF (Self-
Realization Fellowship), Art of Living, etc. are a few illustrations. Many new movements are
emerging and Indian cultural ideas and concepts are finding wide following in the West.
Yoga in its many variant forms has become very popular. Ideas influenced or with origin in
Indian thought have influenced life of nations, individuals and organizations. For example,
Zen Buddhism has created wide impact and has influenced even scientific fields such as
fuzzy logic, artificial intelligence, etc.
Indian culture v/s Western culture

 Traditionally Indian culture is characterized by family system.

 Western culture believes in a nuclear family system.
 These characteristics have as strong influence on the thinking of the people.
 It influence the organization and managers belonging to that culture.

BASIS INDIAN CULTURE WESTERN CULTURE

Belief in faith and luck Strong Believer Believes in hard work and
effort
Belief in spiritualism Strong Believer Believes in materialism

Indian Ethos & Values in Modern Management

“Certainly we should take care not to make intellect our God. Intellect has, of course,
powerful muscles but no personality. It cannot lead. It can only serve. It is not
fastidious about its choice of leaders (Mind or Soul). The intellect has a sharp eye
for tools and methods but is blind to Ends and Values”. – Albert Einstein

“It is already becoming clear that a chapter which had a western beginning in
business management will have to have an Indian ending, when the world adopts
rich thoughts of Indian ethos and wisdom, if it is not to end in the self-destruction
of the human race”. – Arnold Toynbee, Nobel Laureate

What constitutes Indian Ethos?

Cambridge Advanced Learner’s Dictionary defines Ethos as “the set of beliefs, ideas, etc.
about social behaviour and relationship of a person or group” while Oxford Advanced
Learner’s Dictionary defines it as “the moral ideas and attitudes that belong to a particular
group or society”. Indian Ethos is all about what can be termed as “national ethos”.
Formally, the body of knowledge which derives its solutions from the rich and huge Indian
system of ethics (moral philosophy) is known as Indian Ethos in Management (IEM). Is IEM
some kind of Hindu concept of management? Certainly not. Management is behavioral
science and it has to be culture specific. IEM has as its basis, the culture base of India and
as a country whose culture has its roots in religion - it does draw its lessons from the
religions of the land - be it Hinduism, Buddhism, or any other. The salient ideas and
thoughts of Indian Ethos in Management revealed by our ancient scriptures are:
1. Atmano Mokshartham, Jagat hitaya cha: All work is an opportunity for doing good to
the world and thus gaining materially and spiritually in our lives
2. Archet dana manabhyam: Worship people not only with material things but also by
showing respect to their enterprising divinity within.
3. Atmana Vindyate Viryam: Strength and inspiration for excelling in work comes from
the Divine, God within, through prayer, spiritual readings and unselfish work.
4. Yogah karmashu Kaushalam, Samatvam yoga uchyate: He who works with calm and
even mind achieves the most.
5. Yadishi bhavana yasya siddhi bhavati tadrishi: As we think, so we succeed, so we
become. Attention to means ensures the end.
6. Parasparam bhavayantah shreyah param bhavapsyathah: By mutual cooperation,
respect and fellow feeling, all of us enjoy the highest good both material and
spiritual.
7. Tesham sukhm tesham shanti shaswati: Infinite happiness and infinite peace come
to them who see the Divine in all beings.
8. Paraspar Devo Bhav: Regard the other person as a divine being. All of us have the
same consciousness though our packages and containers are different.

Basic principles of Indian Ethos for Management (IEM):

1. Immense potential, energy and talents for perfection as human being has the spirit
within his heart.
2. Holistic approach indicating unity between the Divine (The Divine means perfection
in knowledge, wisdom and power), individual self and the universe.
3. Subtle, intangible subject and gross tangible objects are equally important. One
must develop one’s Third Eye, Jnana Chaksu, the Eye of Wisdom, Vision, Insight
and Foresight. Inner resources are much more powerful than outer resources.
Divine virtues are inner resources. Capital, materials and plant & machinery are
outer resources.
4. Karma Yoga (selfless work) offers double benefits, private benefit in the form of self
purification and public benefit.
5.Yogah Karmasu Kaushalam - Excellence at work through self-motivation and self-
development with devotion and without attachment. †
6. Co-operation is a powerful instrument for team work and success in any enterprise
involving collective work.

Principles of IEM are universally applicable. IEM can help develop an effective and holistic
management pattern which will assure all round growth in productivity, marketing and
profitability. This will help in synchronizing private and public benefits and encourage
individuals to lead an enriched quality of life together with worldly achievements. The best
form of management has to be holistic and value driven which is the objective of IEM.

Items (Management Management

(Oriented by Science and (Oriented by Values and
Technology, Western Approach) adopting holistic approach,
Indian and Eastern)

Belief Production, Productivity, Profit at Material gain with belief in

any cost achieving human and social
welfare in unison

Guidance Management guided by mind only, Management by consciousness,

led away by ego and desire. Soulless power beyond mind i.e., soul.
management Interiorized management

Emphasis Worker development, management Development of man, integrated

of others, profit maximization, growth harmony, happiness and
human being only given lip health, management of self
sympathy

Tools 5 Ms as Resources – men, money, Men, machines, materials and

materials, machines and markets. methods as conscious partners –
Science & Technology, information all having consciousness whether
for decision making manifested or dormant.
Information and intuition for
decisions. Ethics and values
combined with skills

Problem Conflict resolution by negotiation, Conflicts resolution through

solving compromise, arbitration. integration and synthesis on
Liquidation of differences only for a stressing super ordinate common
temporary period. No reference to goals so that enduring harmony
higher consciousness and unity is assured. Self
introspection, stepping back aids
for solution

Decision Brain storming Brain stilling

making

Development Physical, Vital and Mental only. Integrated development. Whole

process Soul or spirit ignored. Material man approach, breath-control
development only even at the cost of and meditation emphasized.
man and nature Human enrichment and total
quality

Approach External behaviour. Mental, Noble attitudes, inner guidance,

material, selfish only. Soulless team spirit, total harmony, global
good

Management Concepts Redefined

Term General Definition (At Present) IEM Definition

Management Getting things done Helping other people to produce
extraordinary results

Productivity Output centric People centric Output centric People centric

Planning Management by results Management by strategy
Effective Concern for task and not for people Produce performers. Help the
supervision subordinates to develop
leadership quality

Motivation of Maslow’s Theory of Needs with Emphasis on self-motivation,

people some subordinates encouraged to be
modifications creative and given autonomy

Resources Reliance almost on external Reliance almost on internal

resources resources

Health of the Balance Sheet and P/L a/c; money- People oriented performance,
company oriented environment friendly. Private –
public benefit

Profitability In terms of money. Social costs not In terms of good public image.
included in Balance Sheet Social costs internalized. Trust of
customers and society

Hygiene factor Attention only on job enrichment Primary emphasis on mind

enrichment

Rights and Emphasis on taking not on giving. Emphasis on giving not on taking.
duties Rights become primary. Duties Duties given great importance and
become subsidiary Rights assume secondary value

Marketing Keen competition to capture and Through cooperation by playing

retain demand, market driven complementary role. Social
economy awareness in marketing

System Set of inter-related elements Pattern of particular response

working as a whole. More emphasis expressed through organizational
on quantity and objective aspect functioning. Equal emphasis on
quality/quantity with emphasis
on subjective aspec

Structure Hierarchical Organic evolution, autonomous

Growth Ultimately dependent on turnover of Coordinating private and public
goods benefit

Job Hygiene factor. Creativity ignored Through innovation, uniqueness,

satisfaction extraordinary result, trouble
shooting

Training Functional skills, not value oriented Value oriented, holistic approach
and holistic and equal emphasis on both
(skills / values)

Man – Machine dominates man as human Man behind the machine given
machine being receives lip sympathy due regard. Healthy philosophy of
equation life. Emotional stability

Man As per qualifications and More stress on natural inclination

Placement experience and character

Quality Product quality by ISO, TQM, QC. Human quality, values, character,
Human value, quality plays minor mind enrichment, whole man
role approach

Indian ethos demands a subjective management system which leads to an understanding of

the following:
(a) Management Attitude – Top management having firm belief in value-oriented holistic
management. Profit is earned through service and satisfaction of all stakeholders –
employees, customers, shareholders and citizens. Fulfillment of social responsibility must
be ensured.
(b) Humanising the Organisation – Looking at the three aspects of humane organisations,
i.e., inter-personal relations, man-machine equation where man is the prime concern and
inner management through mental and spiritual growth of individuals
(c) Interiorising Management – Self management or management by consciousness. When
the soul manages the other four members of the human being, namely, the body, mind,
intellect and the heart, the conflict these four have amongst themselves can be resolved.
This is management by consciousness. The objective of self management is to first know
and manage oneself and then manage others.
(d) Self-introspection – Embark upon self-study, self-analysis and self-criticism to locate
areas of friction and disharmony, a self examination of one’s own thoughts, feelings,
emotions, sensations and passions and a desire to reduce and subdue the ego.
(e) Brain-stilling – For rational and enduring decisions, silent mind is a necessity. A perfect
Mounum (calm mind enjoying tranquility) is necessary. Brain-stilling or meditative silence is
the most reliable method to discover solutions to problems and difficulties which seem to be
difficult to be tackled by reason and intellect because through this one can come into
contact with the inner mind or higher consciousness called Chetana.
(f) Stepping Back (for a while) – Never decide anything, never speak a word, never throw
yourself into action without stepping-back. The stepping back from a situation for a while
enables one to control and master a situation.
(g) Self-dynamising Meditation – A dynamic meditation is meditation of transformation of
lower consciousness into higher consciousness and hence is called transforming meditation.
Through meditation, in a silent and calm mind, one reaches a higher level of consciousness
which offers guidance in the form of intuitions to tackle a multitude of problems. This is
called consciousness approach to management.
(h) Role of Intuition – Intuition is the act of coming to direct knowledge or certainty
without reasoning or inferring. It is immediate cognition by the inner mind and when fully
developed, is efficient and effective for taking prompt and sound decisions. Intuition skills
enable one to cope with confidence the fluctuating environment and rapid changes. Faith is
a prerequisite to develop and realize the power of intuition.

A Manager’s Mind Set

General Concept IEM Concept

Produce results Produce performers
Organize men, materials, machines and Mobilize men and sound out other
money readiness

Plan, set goals, prepare schedules, Obtain agreement and commitment on

checklists means and ends

Motivate, praise, reprimand, punish, push Inspire, empower, celebrate success,

people mourn failure, draw people

Check, control, report at the command post Set personal examples: be visible,
accessible and always on the move

Coordinate, requisition, convene meetings Facilitate, show ways to overcome

obstacles, take part in informal gatherings

Instruct, issue notices, order, demand Make queries, sound out ideas, encourage
compliance suggestions

Manage others: I-centered Manage yourself. Other centered, not

egoistic

Karma Yoga

Karma Yoga is a good pathway for – self purification and self-development, individual as
well as collective growth and welfare, minimum play of passion, jealousy, hatred, greed,
anger and arrogance, team spirit, team work, autonomous management, minimum control
and supervision, etc. The result is all round happiness and prosperity.

Karma Yoga is an end-state or an alias of Nishkam Karma (NK). Yoga means union between
‘individual consciousness’ and ‘supreme consciousnesses’. Work is one of the several
methods of achieving this union. Juxtaposed against the NK is the other attitude to work
called Sakam Karma (SK). Let us have a look at the main points of difference between NK &
SK:

NK (Detached Involvement) SK (Attached Involvement)

Psychological Energy Conservation Psychological Energy Dissipation / Burn
Out

Reaction less Action Reaction full Action

Perfection is the Aim – to handle both Success is the Aim – success excludes
success & failure failure

Inner Autonomy / Sufficiency Dependence on Externals, Thriving on

Comparison

Being in the world, but not of it Being in the world and also of it
Socio-economically relevant Socio-economically questionable
Work-commitment Reward-commitment
Mind enrichment Job enrichment
Excellence through ‘work is worship’ Excellence through competitive rivalry

It is evident that NK offers the most wholesome work psychology and should therefore be
The “Right Attitude to Work” because it is based purely on the tremendous logic in its theory
And the infinite power in its practice.
Lord Krishna in the Gita says:
“Karmanyeva Adhtkaraste Ma Phaleshu Kadhachana
Ma Karma-phala-heturbuhu Ma The’ Sangab Asthu Akarmani”
This means “You have the right only to action, and never to the fruits of your actions, nor
be attached to inaction”.
A practioner of NK should possess three important skills:
(i) An ability to deal with situations in a mature way
(ii) An ability to deal with relationships in a humane manner
(iii) Understanding and tapping the power of the mind, which is infinitely flexible

Quality of Work Life and Work Ethic

Why work?
To purify the mind and the heart (Chittashuddhi’) and to become wise; to provide public
benefit
What is work?
To nurture each other. It is a form of Yagna, sacrifice. It is the worship of the Divine
How to work?
With the spirit of renunciation, i.e., Tyag and to serve others without self-interest
Spirit of work
Excellence and perfection in work

Human Values – Indian Insights

Values are basic convictions that a specific mode of conduct or end-state of existence is
personally or socially preferable to an opposite or converse mode of conduct or end-state of
existence. Value system indicates a hierarchy based on ranking of an individual’s values in
terms of their intensity. Terminal values are desirable end-states of existence; the goals that
a person would like to achieve during his/her life time. Instrumental values are preferable
modes of behaviour or means of achieving one’s terminal values. Values are called gunas

A broad definition of values, derived from an insight into ancient India’s psycho-
philosophical wisdom literature is:
“Values are states of feelings/emotions that underpin the content of a choice/decision and
determine the manner of using the intellect/reason for justifying and implementing that
choice/decision.”
Character is the foundation of values. The sequence being:
Character -> Values -> Attitudes -> Behaviour
Human Values is the sum total of qualities like truthfulness, integrity, gratitude,
humbleness, forgiveness, patience, transparence, charitableness, simplicity, etc. Human
Values make a person Antarmukhi (interiorized) while skills will make him more and more
Bahirmukhi (exteriorized). Human values transcend moral, ethical and spiritual values.
Golden Rule of Ethics
The following are the forms of the golden rule in ethics. Each of these forms the basis of all
human values. These are the core values to change one first.
1. Everything you want others to do to you, you shall do to others.
2. Do not do to others that which you do not wish them to do to you.
3. Do not do anything to others that if done to you, would cause harm to you.
Values v/s Skills
1. To ‘become’, we need values. To ‘do’, we need skills.
2. ‘Becoming’ (needing values) must precede ‘doing’ (needing skills). Values should act
as the basis of the skills acquired.
3. Values are the means of perfection. Skills must have sound system of values as the
base. Otherwise, one can manipulate skills for ulterior motives.
4. Values are internal, dealing with internal development of a person, purifying mind
and heart. Skills on the other hand only make a person proficient. Values are the
means of perfection of personality.
5. The field of values is governed by union, holism and relatedness. More often than
not, skills are used to bring about division, fragmentation and separation.
6. Values bring about excellence and universal good. Skills see us through mechanics
of management.
7. Skills are not enduring, values are.
8. Skills change with passage of time. Policy is flexible, principles and values are not.
We have permanent fundamental values.
“Skills must pass through the corridors of values and the corridors have to be kept not dark
and untidy, but well lit and clean.

Value-Oriented Holistic Management

The etymological root of the term ‘holism’ or ‘holistic’ is the Latin word ‘holon’ meaning
total, whole or integrated as opposed to fragmented or splintered. It is generally used to mean
‘a total view’. It can be looked from the following two approaches
(a) A ‘Rational’ approach, involving a process of ‘aggregation’
(b) A ‘Perceptive’ approach involving a process of ‘synthesis’
Rational is a ‘bottom up’ approach – putting together the fragments or components or
constituent elements and thus construct the whole. The perceptive approach is a ‘top down’
approach – see the whole first and then go into the constituent elements. This is considered
to be real ‘holism’.

Value-Oriented Holistic Management is the essence of the Indian Management thought

which has been enriched by the rich Indian heritage and culture; the way we have looked at
life over the ages. Management based only on skills can never be total or holistic. It is
beyond doubt that management based on values supplemented by adequate skills can only
be holistic and that is why we have this concept of “Value-Oriented Holistic Management”.
This time tested approach to Management can help stop the rot that has crept into
individuals and organization

Indianizing Total Quality Management

Sashkin and Kiser have defined TQM as “Creating an organizational culture committed to
the continuous improvement of skills, teamwork, processes, product and service quality,
and customer satisfaction”. TQM stresses three principles: customer satisfaction, employee
involvement, and continuous improvements in quality, which some refer to as the quality
trilogy. TQM is also said to be based on four fundamental commitments:
1. Commitment to the customer’s total satisfaction
2. Commitment to understanding and improving the organization’s processes
3. Commitment to employee improvement
4. Commitment to data-based decision making
Shared vision and values provide the foundation for making these commitments. Because
the four commitments often require behaviour that is not customary to managers, in most
organizations, unusual steps must be taken to ensure that workers and customers do not
perceive the commitments as hollow promises.
It is pertinent to note here that it is values and the value system that gives real meaning to
TQM efforts. It provides the substratum or a solid foundation for TQM and elevating the
capacity of people and organizations to produce extraordinary results on the basis of
available material resources. In many ways, it teaches a worker to control the temptation of
jumping into ‘who is wrong?’ rather than concentrate on ‘what is wrong?’, which is a core
idea of TQM. Jnana Chaksu and the concept of ‘Brain Stilling’ can help solve problems
which otherwise seems to be beyond grasp of even the most well known problem solving
tools. Karma Yoga of all workers in an organization will guarantee internal as well as
external quality. Yogah Karmasu Kaushalam (excellence in work) guarantees total employee
involvement. Indian ethos gives the key to effective motivation, which is a key requirement
in achieving ‘total quality’.

HRD Interventions in TQM

A Microsoft ad theme is ’People Ready Organizations’ which reflects the importance
organizations give to its human resource. TQM is now directly equated with HRD and they
are regarded as two sides of the same coin. When we talk about HRD Interventions in TQM,
we are talking of primarily two things – Emphasis on Quality of Life and Focus on Quality of
Work Life. These two emphasize the fact that the worker is not merely a component of the
production process. HRD intervention is needed to bring about “Total Quality People”, for
whom total quality is what brings about Atmananda (a sense of pride and self satisfaction).

Stress & Indian Ethos

Stress is a dynamic condition in which an individual is confronted with an opportunity,
constraint, or demand related to what he or she desires and for which the outcome is
perceived to be both uncertain and important. More typically, stress is associated with
constraints and demands. The former prevents an individual from doing what he/she
desires while the latter refers to the loss of something desired. The word ‘stress’ is derived
from the Latin word ‘Stringer’ which means to ‘draw tight’.

Causes of Stress
• Mostly external and outside our control like Rapid obsolescence of skills,
Uncongenial work environment, political and economic factors, etc.
• Stress generating events & situations in life – partly controllable and partly not like
Death of family member / close relative, Wedding, Retirement, Loss of Job, etc.
• Mostly internal and by and large within our control. These are classified into
(a) Strong negative emotions – the 5 As of anger, ambition, anxiety,
apprehension and arrogance.
(b) Materialistic world view including a hedonistic culture that promotes crass
consumerism and is sustained by some powerful unwholesome emotions like
selfishness, greed, grabbing mentality, envy, egocentricity, etc.
(c) Living an impure, illegal and unethical life ruled by the senses; for example
having extra-marital relationship and being a victim of lust and passion,
engaged in shady corrupt deals and being a victim of easy money, etc.
(d) Personality composition / make-up
(e) Interplay of duality that is a fact of life and human existence‡

Consequences of Stress
There is almost a unanimous view that there are four components of the consequences of
stress. These are:
• Physiological – blood pressure problems, problems related to the heart, indigestion,
insomnia, etc. These are termed nowadays as lifestyle diseases!
• Emotional – anxiety, anger, depression, fear (phobias), etc.
• Behavioural – over dependence, argumentativeness, disturbed work life/schedule,
etc.
• Cognitive – adverse effects on mental functions such as reasoning, thinking,
concentration, and memory, and incapability in decision making

The Indian View on Stress

Ancient Indian literature does not talk about stress itself. Some of the terms used are
bishad, klesha and dukh. Klesha refers to the stressor aspect. Our ancient literature does
talk of tritap which refers to three kinds or rather sources of distress and miseries (dukha-
traya) in human life, mainly
• Adhibhautika – due to beings, i.e., wild animals, reptiles and cruel humans
• Adhidaivika – due to ‘Acts of God’, i.e., natural calamities which are ordinarily
beyond human control
• Adhyatwika – relating to one’s own body and mind, i.e., physical and mental illness
Out of the three, those in the second group are ipso facto outside our control, the first
group may be avoided if we are careful enough and the third are by and large within our
control. As can be observed, these are very similar to the Causes of Stress as already
mentioned above.

Methods of Stress Prevention (What our Scriptures say?)

• Effective management of the 5As
• Developing a spirit of progressive renunciation
• The ethico-moral law of cause and effect (The Theory of Karma)
• Conscious efforts towards developing a healthy personality

Managing Anger
The origin of anger is desire unfulfilled. Anger bursts are the results of frustrations and
insecurities emanating from the same. What results is aggression – against inanimate
objects like furniture, glassware, etc., against animate beings like parents, friends, relatives,
etc. and aggression against self like suicide.

Anger could be both a cause and an effect of stress. There are two methods for dealing with
anger. The Modern (Western) Approach which says accept & express and the Classical
(Eastern) Approach which says deny & reject. There is almost complete unanimity among
the psychologists that the classical approach is valid.

The Dwandik Theory of Stress

It is a contribution from The Gita which says that stress arises from the universal
phenomenon of the constant interplay of dualities or opposites or contraries in the “fabric of
life’ of our existence – both the outer/physical world (e.g., night and day or hot and cold)
and the inner/psychological domain (e.g., pleasure and pain or success and failure). The
Gita suggests two alternative approaches to deal with Dwanda or Dualities, Samattwa (i.e.,
treating the two as equal) and Nirdwandwa (i.e., transcending the dualities). The first
approach suits the Bhakta and is called the Bhakti-Yoga while the second is for the Gyani
and is called the Gyan-Yoga. The first approach is relatively easier.

We end with the following two verses from The Gita which reflects the Samattwa and the
Nirdwandwa approaches:

1. sukha-sukhe same krtva – labhalabhau jayajayau…’ [To regard pleasure and pain,
gain and loss, victory and defeat as alike]

2. ‘yo na hrsyati na dvesti – na socati na kankasati – subhsubha – parityagi…’ [He who

neither rejoices nor dislikes nor grieves nor desires, who renounces good and evil]

A Few Guidelines
Stress is a reality of modern life; there is no escape from it. Our objectives should be how to:
(i) increase the threshold level (between challenges & stress)
(ii) prevent ourselves from becoming stressful
(iii) effectively cope with stress so that we can soon revert back to the stress-free state.
Practical steps need to be taken to attain these objectives. A few of these can be:
• Control anger by all means
• Exercise regularly
• Have good food habits
• Work efficiently but avoid competition with others
• Don’t be a workaholic
• Look for ‘sat sangh’ (company of wise and good people)
• Remember The Theory of Karma
• Be content with whatever you have