CHAPTER - VI

CONCLUSIONS AND SUGGESTIONS

In the final chapter of the study, it is proposed to summarize the findings of the study and

draw conclusions. It is also proposed to provide some suggestions to managers interested in

integrating Indian ethos in their organizational practices.

NEED FOR THE STUDY

Contemporary management in India is a product of mostly western thinking, influenced

largely in the recent past by Japanese principles and techniques. It is often said that each

society has to draw its lessons on human behaviour from its own culture specific areas - its

own psychological make-up. Lessons drawn from another society are simply ineffective as

they represent a different socio-cultural milieu and offer solutions that cannot be straight away

employed for direct application. Accordingly attempts are made in India, to develop a body of

knowledge for managers drawing solutions from the nch cultural and social works, right from

ancient Vedic literature to the modern writings.

While compiling body of knowledge froin Indian ethos for adoption by managers is important,

much more important is to know the attitudes of managers towards Indian ethos. The review

of literature has indicated that there are limited studies on this aspect. The present study is an

attempt to examine the contributions of different scholars and views of managers on the

integration of Indian ethos with contemporary management.

RESEARCH QUESTIONS

The research questions are as follows:

What challenges do Indian organizations face today?

How do companies consider the principles and methods of lndian ethos? Do they

consider them as useful ones for betterment of employee behaviors and organizational

outcomes?

Are companies willing to adopt Indian ethos in their operations?

OBJECTIVES OF THE STUDY

The present study is undertaken with the objective of finding the views of managers on

application of principles and methods of Indian ethos in management. Specifically, the study is

designed with the following objectives:

To assess the views of managers on relevance and benefits of principles and methods

of Indian ethos to management.

To know the'interest of managers and their organizations in adopting Indian ethos.

To identify the steps companies are proposing to integrate Indian ethos with the

management practices.

PROPOSlTlONS

The following propositions are developed based on the contributions of Chakraborthy

(1 99 1,1995,1999,2004 and 2008) and empirical study of Gustavsson,Tripathi and Rao(2005)

to systematize the inquiry.

- P-1 Managers agree with the view that today organizations are facing problems arising

out of globalization and Infonnation revolution.

P-2: Managers assign more preference to economic values than social values

P-3 Managers agree with the view that western management has given rise to social problems.

P-4: Managers prefer to employ principles of Indian ethos in contemporary management

of business organizations.

P-5 Managers prefer to use techniques of hldian ethos.

P-6 Indian ethos benefits individual mangers and organizations.

P-7 Organizations are recognizing, communicating and training mangers in Indian

ethos.

p -8 The views of mangers are not influenced by gender, age, marital status and

organizational position.

METHODOLOGY

The data is collected from managers working in large IT organizations located in Bangalore.

About 278 managers at senior and junior levels and of both genders participated in the study.

The data are analyzed using t-tests and rank correlation coefficients.

FINDINGS OF SURVEY OF MANAGERS

The findings of the study are enumerated here.

Profile of respondents

Among the 278 respondents about 74.5 per cent are males and the remaining 25.5 per cent are

females. Age -wise analysis shows that 82 per cent are from the age goup of 25-40 years and

18 per cent belong to elder age group. Most of the respondents are married. About 66.9 per

cent are married and the rest 3.1 per cent are not married. Based on the position held in the

company they are working, they are categorized into senior and junior. Juniors dominated the

sample representing 57.2 per cent of it as against 42.8 per cent of scniors. Based on this, in

nutshell, it can be said that the sample has representation of male, 25-40 year age group,

married, and juniors in dominating proportion.

Challenges faced by managers

Proposition -1 Managers agree with the view that today organizations are facing problems arising out of

globalization and Information revolution.

Today mangers have multiple problems and managing is not that easy task. Respondents have

opined that following are serious problems and deserve attention of managers.

Economic environment-: Global competition (4.33).

Political environment- Political rivalries (3.65).

Social environment- Unethical practices -cormption, deceit, lying etc(3.82)

The impact of environment on HR practices, causing concern for managers is:

Dehumanization by technology advances(3.68)

r Workplace violence and jealousies (3.59)

r Workforce diversity and team management(3.98)

r Work-place stress and depression (3.96)

Work-life balances (disruption in family life and increasing divorce rates) (4.0)

Materialistic attitudes and low loyalty in relationships (3.72)

Attrition(3.57).

Preferred Values

Proposition -2: Managers assign more preference to economic values than social values

The respondent mangers have ranked high the economic values. The first five ranks have gone

to those which are related to economic sphere.

Efficiency at work(4.50)

and Profits (4.47)

r Work ethics( 4.24)

Creativity and innovation(4.22) and

Sophisticated technology(4.17)

The finer ones of life are relegated to back seat though rated important. They are ranked as

follows in the order given- Ethical values and practices(4.16), Harmony at work place (4. lo),

Employee loyalty (4.10), and Work life balance (4.07). The social responsibility issues are

rated much lower -Social responsibility ( 3. 86) and Gender equality(3.69).

Views on Western management

Proposition -3 : Managers agree with the view that western management has given rise to social problems.

It is found that all the views that present wcstern management in a negative perspective are

agreeable to respondent mangers with varylng degrees of agreement. Unethical practices

(4.10), too much freedom to individuals at the expense of team work (4.08) and 2417 work

system are more agreeable among the 8 statements. The other views like conflicts due to

power struggles (3.91), work life balance problem (3.91), profit -oriented technology

adaptations (3.82), pleasure principle (3.73) and soulless functioning (3.72) are also viewed as

a part of western management.

Preferred principles

proposition -4: Managers prefer to employ principles of Indian ethos in contemporary management of business organizations.

The following 12 principles identified as important ones for human beings as well as for those

in managerial positions in the literature.

Goal

Corporate social

1. Pursue artha(money) and (righteousness) for attaining

2. Vasudhaiva kutumbakam- global outlook for team work. responsibility

Decision making

3. Loksangraha Sarve bhavanthu sukhina, sarve shantu nirmaya. Welfare of all and survival of all.

4. Jnanam samyagveekkshnam. Have holistic view for proper knowledge in decision making.

Leadership 5. Chittasuddhi in decision making. 6. Rajarshi leadership - Negate tamasik (the simp1eton)and

adopt Rajasik (the forcehl/ambitious) and Satwik (the wise) judiciously.

Individual

Team work

Work performance

7. Aham brahmasmi. Divinity in self. Man is potentially divine, his or her mission is to manifest inherent divinity'.

8. Parasparam bltavayantah shreyah param bhavapsyathah: By mutual cooperation, respect and fellow feeling, all of us enjoy the highest good both material and spiritual.

9. Atmano Mokshartham, Jagut hitaya cha: All work is an opportunity for doing good to the world and thus gaining materially and spiritually in our lives.

10. Nishkama karma. Detachment (work with commitment to achieve but leaving outcome to supreme forces)

11. Blend Karmayoga with Bhaktiyoga(devotion and submission for higher order things) to make work a worship, a Seva yoga

12. Yogah karmashu Kaushalam, Samatvam yoga uchyate: He who works with skill, calm and even mind achieves the most. -

Preferred techniques

Proposition -5 Managers prefer to use techniques of Indian ethos.

Clear preference is given to three techniques: Reading books like Bhagavadgita (4.39),

Meditation (4.43) and Daily prayer (4.3). Partially preference is accorded to yoga exercises

(3.86) and fasting with prayer (3.51). Surprisingly, mind stilling is not preferred.

Perceived Benefits of Indian ethos

Proposition -6 Indian ethos benefits individual lnangers and organizations.

The benefits of Indian ethos are many.

S.No 1

I I I together. I

2

3

4

/ 5 1 Individual I Holistic development of personality wlth spiritual)

Aspect Decision

energy is possible.

Climate Organization will have ethical (divine) climate.

Commitment Work will be performed as worship.

Leadership Leaders will be respected and loved for their humane

Benefits Indian approaches like yoga, mind stilling etc are

more powerful in making managers effective decision

Goal

Image

Teamwork

1 / attitudes, intelligence and principled approaches. 1

makers.

Peace and prosperity will together be achieved.

Welfare for all leads to good corporate image.

Team work and individual empowerment will go

I

9 1 culture 1 Culturally organizations will be rich and willfunctionl

I I I mile with a sense of patriotic spirit. 1 10 Performance

with a soul.

Employees will become creative and will go beyond a

Exposure to Indian ethos

Only 5 out of 278 managers have read books. All of them are males. Most of them are elders,

seniors and married. About 8 of them have attended training programmes. Most of them are

male, youngsters, unmarried and juniors.

Interest in creating awareness

Respondent managers are interested in creating awareness on Indian Ethos among peers and

subordinates as well as friends and relatives. This interest is Inore among male, elders,

married, and seniors than their counterparts. The one exception is, juniors are equally

interested as the seniors, in creating awareness among their subordinates.

Adopting Indian Ethos

Propo8itio11-7 Organizations are recognizing, communicating and training mangers in Indian ethos.

Perception

To the question -"It is said that principles from Indian ethos can contribute to better

management of business organizations. Do you agree w~th this view?" The response has a

mean value of 2.68 indicating that some of managers are not completely certain about the

contribution and fully appreciative. When asked about the organization, the response is not

full positive.

Cognition

How far the knowledge of ethos is disseminated in the organization for creating awareness and

appreciation? The organizations in which they are a part, have not, made use of quotations

from literature of Indian ethos, quoted the principles in books (1.95) and speeches (2.1 7 ) .

Implementation

Some of the organizations have introduced prayer1 meditation (1.96) and yoga (2.04). The

board of directors is not supportive (2.26) in some organizations.

Influence of classificatory variables

Proposition 8: The views of mangers are not influenced by gender, age, marital status and

organizational position.

Age and position seems to have some influence on the views of managers. However, the

differences are only in terms of agreement in the positive direction and do not change the

implication to managers interested in introducing Indian ethos in organizations.

FINDINGS O F SURVEY OF TOP MANAGERS

Respondents

The respondents are from IT companies who are characterized by 2417 time -bound project

teams and busy work schedules.

Fluid environment

The view of industry observers that corporate enterprises are operating in a very fluid

environment is agreeable to 15 of the 18 top executives who responded to the questionnaire.

Specific challenges

Of the 18 respondents 9 of them directly referred to competition as a major challenge faced

by their companies. The top managers of two companies referred to competition from

unorganized sectors imports with less prices by one top manager, national and international

players by one manager, and from global market by one manager.

Importance of people

All of them agree that people are important for orga~~isations.

Use of Yoga, meditation like techniques

As many as 11 out of 18 respondents have not made use of Yoga like Indian techniques. One

of them has informed that their company follows simple body exercises at workplace. The

remaining seven have one or other ways of appreciating the techniques as given under

Two of the respol~dents utilised ' Art of Living - Basics in Sudarshan Kriya'

Two of them organise Yoga and Pranayama classes.

Views on 'Centre for Human Values'

Only two of the respondents have expressed their unawareness of the 'Centre for Human

Values' of IIIM-Kolkata. In the remaining 16 , only one manager is sceptical about the

programmes of CHV.

Benefits of programmes

Only four of the managers have opined that the programmes are beneficial.

Sponsoring managers to MCHV programmes

The respondent top managers are undecided about sponsoring managers to MCHV

programmes. Some of them have mcntioncd budget and organisational constraints. Only two

managers said affirmatively yes and one manager expressed interest in sponsoring.

Need for IEM

Most of the managers (1 5 out of 18) have positive views on thc introduction of IEM in place

of western management.

Problems in Introducing IEM

Nine of the respondents asserted that thcrc will be no cultural or religious conflict. Caution is

voiced by some managers.

Interest in Introduction of IEM

Only one company has introduced IEM and one manager, Murali, CEO, Choice Solutions

Limited, Hyderabad says he is not intercstcd in new management techniques. The remaining

15 respondents expressed desire to introduce but has not given any specific commitment.

Precautions in Introduction

The precautions necessary to make IEM introduction successful are?

Introduce it as a solution to solve some of the problems rather than preach it as a

subject(one manager)

Defining the objectives, goals, presentations and leading to positive outcome

expected(one manager)

235

Required good leader.( one manager)

Should be voluntary Request for voluntary nominations. ( 4 managers)

To take care of without religious influence or stress on Hinduism (3 managers)

To practice continuously without break( one manager)

Approach to introduce IEM

Only 7 out of 16 respondents who are thoughtful about IEM and one respondent who

introduced it in his organisation one year ago, gave their approaches. The prefemed

approaches are Yoga, Art of Living course and pranayama. One respondent opted the

approach of sponsoring to courses offered by training agencies.

Message to MBA students

Fourteen managers have opined that IEM will do well to students of management.Two of the

respondent managers stressed on the need to remember the cultural heritage.

Should not forget our rich heritage and culture - Follow the culture

Better to follow our ethos and culture.

ROLE OF EDUCATION AND TRAINING ORGANISATIONS

The examination of the role of training and educational organizations in promoting thoughts

based on Indian ethos and imparting skills of using the methods like yoga and brain stilling is

done, by considering some of the known organizations like Maharishi Institute of

Management, Sri Sringeri Sharada Institute of Management Research, Art of living

foundation, Rishi Sansruti Vidhya Kendra (RSVK),Brahlna Kumans, Vivekananda Centre for

Indian Management (VCIM, Integrating Spirituality and Organizational Leadership

Foundation(ISOL), Management Center for Human Values(MCHV) and Sri Sathya Sai

Institute of Higher Learning. Their philosophy and practice is laudable. Most of the

educational institutions offering MBA programme have included in the curriculum a subject

on Indian Ethos and Values as directed by University Grants Commission (UGC) New Delhi.

From this, it can be said that there are opportunities for grooming and practicing managers to

learn principles and techniques of Indian ethos.

DISCUSSION

Problems and concerns

Review of literature shows that today's business management faces tremendous pressures

from globalized economy (Drucker 1995; Naisbitt 1997; Ohame 1995; and Rohwer 1996).

Proponents of Indian ethos like Athreya( 1995), =(Saigal 2000) Chakraborthy

(1991,1995,2004), Subhash Sarma( 2000,2006) and Kannan (2008) have a ryed that in light

of the mind depressing problems in industry, managers and employees are wearing out and

unable to give their best to their organizations. Similar view is expressed by the respondent

mangers who agreed that there are many human related problems at workplace like . Dehumanization by technology advances, Workplace violence and jealousies, Workforcc

diversity and team management, Work-place stress and depression , Work-life balances

(disruption in family life and increasing divorce rates), Materialistic attitudes and low loyalty

in relationships and Attrition.

The respondent mangers are of the view that the most important values at workplace arc:

Efficiency at work, Profits, Work ethics, Creativity and iru~ovation and sophisticated

technology- all of them relate to economic and technical values. The top managers who

participated in the survey observed that the environment is fluid and competition is primary

challenge. In this context, people are important rcsource.

Case for Indian Ethos

Proponents of Indian ethos, mentioned above, arpcd that western philosophy of management

based on power and individualism, is a failure. Similar views were expressed by advocates of

spirituality at work place in United States like James Leibig (1994) ,Kalburgi M. Sririvas,

(1998), Danah Zohar (2000), Nancy (2001) and Fritjof Capra (2008).The respondent mangers

echoed same views. The agreed that unethical practices, too much freedom to individuals at

the expense of team work, and 2417 work system , conflicts due to power struggles, work life

balance problem , profit -oriented technology adaptations, etc., are part of western

management.

The importance of Indian ethos in training is recognized by Delhi police personnel (Rakesh

and Kiran, 2002) and participants in training programmes at Management Center for Human

values (Gustavsson, Tripathi and Rao , 2005) and Sales professional (Vaibhav Chawla and

Sridhar Guda+2010). The fact that corporate managers are attending workshops and seminars

on spirituality and Indian ethos and undergoing training in meditation, vipasana, mind stilling

etc., techniques, is a clear evidence of the general acceptance, Indian e t h ~ s has been gaining

in the business world. Respondent managers appreciated 12 principles of Indian ethos and

three techniques: Reading books like Bhagavadgita, Meditation and Daily prayer. Other

techniques that they considered useful are: yoga exercises and fasting with prayer.

Surprisingly, mind stilling is not preferred.

Adoption of Indian ethos

When it comes to adoption of Indian ethos by organizations, the respondents have not

presented a favorable picture.

Many of the top managers have not made use of Yoga like Indian techniques. Very fcw of

them sponsored their managers to Art of Living - Basics in Sudarshan Kriya', Yoga and

Pranayama classes. Many of them are aware of 'Centre for Human Values' of IIIM- Kolkatta,

established to provide training in values but their interest in sponsoring managers for training

is less since due to budget and organizational constraints.

Many of them are desirous of following Indian ethos and suggested the need to take some

precautions. The preferred approaches to introduce Indian ethos is through Yoga, Art of

Living course and pranayama.

When it comes to managers, very few of them have attended training programmes. But they

are interested in knowing and discussing about ethos. According to their responses some of thc

organizations have introduced prayer1 meditation, and yoga. The board of directors is not

supportive in some organizations. The organizations, in which they are a part, have not, made

use of quotations from literature of Indian ethos, quoted the principles in books and speeches.

Some of the managers are not completely certain about the contribution and filly appreciative.

Gustavsson, Tripathi and Rao ( 2005) found the desire to propagate and share the ideas

learnt in the course with members of the family as well as members of the work-group and

also to learn more about these ideas by reading the sacred wisdom literature of India, like

238

Gita, ~panishhads, writings of Vivekanand, etc. Similar interest is expressed by participant

managers in the present study.

CONCLUSIONS

he view that the contemporary management scenario is characterized by competition, speed,

and drive for excellence etc., challenges and places heavy demands on individual employees

and managers is voi'ced by management analysts and practitioners. The kiew that westm

management has weaknesses when it comes to human and social side of enterprise is

orchestrated by many and demonstrated by the success of Japanese management.

The proponcnts of Indian ethos, who include IIM-C, have successfully established Indian ethos

as an alternative to socio-psychological problen~s by throwing l~ght on valuable principles and

techniques. They are being appreciated by many.

The present study corroborates the view and shows that managers are interested in Indian ethos.

However, widespread use of Indian ethos (by communicating and using the messages of epics

andpuranas) is not welcomed by many respondents.

The interest in indigenization of managemcnt takes time to be translated into action only when

educational instihitions play a bigger role by introducing text books on management with

knowledge form Indian ethos. This kind of value based education is being provided by some

organizations but there is much to be done in this direction.

SUGGESTIONS

The suggestions given by respondent managers on Indian Ethos and (IEM) are grouped,

categorized and presented here.

(i) To organization

(a) On introduction of ZEM '

Create awareness, involve employees/shareholders, facilitate and let it evolve.

Apply the philosophy of ethics to management system; when ethics are integrated at

work, decisions will be taken only by looking at performances and merit to develop

the company and the nation.

Improve work ethics

Ethos to be introduced through process and practice; Start from the top, practice is the

only way to integrate Indian ethos.

239

(b) On methods of IEM

r Start with daily prayer or some exercises such as breathing, mind stilling etc.

r Imbibe Indian values and ethos by inviting spiritual leaders for discourses.

r Introduce Yoga.

r It can be adopted into practice via induction program and indulging employees as a

goal each year to attain each ethos.

Training on Indian ethos may help; certified trainers to be made available.

r Conducting the workshops, sessions on yoga etc.

More seminars to create on Indian Ethos.

r By organizing events and cultural programs.

(ii) To individual managers

Always be honest, hardworking, disciplined and prior io all these be a good family

lover rather than professional.

It should be a part of our values.

(iii)To MBA students

r The respondent managers felt it is right way and good for the students. They stressed

on the need to remcmber the cultural heritage.

Precautions in Introduction

The precautioils necessary to make IEM introduction succcssfi~l are:

Introduce it as a solution to solve some of the problems rather than preach it as a

subject.

Defining the objectives, goals, presentations and leading to positive outcome expected.

Required good leader.

Should be voluntary Request for voluntary nominations.

To take care of without religious influence or stress on Hinduism.

To practice continuously without break.

DIRECTIONS FOR FUTURE RESEARCH

Writings on how Indian ethos can enhance management excellence are many but empirical

studies that validate the principles and techniques are limited. In the west, spirituality at work

place has drawn the attention of researchers and this has led to examining emotional and

spiritual quotients, emotional and spiritual capital, and efforts are underway to rank companies

as 'best places to work" based on the parameters likc ecological balance, harmony and peace

along with traditional economic benefits and career opportunities.

The value of Indian ethos is being examined in respect of leadership (Venkat R. Krishnan,

(2008), individual commitment to work (Vaibhav Chawla and Sridhar Guda, 2010), and so on.

Studies on linkage of Indian ethos to decision making (cognitive and spiritual bases),

leadership( rajarshi model and others), personality development ( gunas, arishdvargus, etc.).

team work (pandvas model; Krishna - Ajuna model), and efficacy of Yoga, mind stilling ,

pranayarna on productivity, team work, decision making,etc, are awaited.

On the conceptual side too, there is scope for development of text books on Principles of

management, Organizational Behaviour and Human Resources Management based on lndian

ethos. The books developed by Chakraborthy, Subhas Sharma and others are exploratory and

scholarly in nature and serve as reference books to young managers.

APPENDIX - I

A STUDY ON CONTEMPORARY MANAGEMENT AND INDIAN ETHOS

Department of Management Studies S V University Tirupati -5 17502 M: 9848 3 92848

Research supervisor : Prof.C.S.G.Krishnamacharyulu (Retd)

~enera l Manager Infotech Enterprises limited Banagaluru - 560 100. Mobile: 98451 33837

Research Investigator: Rajarani Kota

e-mail: profcsgk@yahoo.com / E-mail: rr-kota@yahoo.com

INSTRUCTIONS You are aware that long since, many industry leaders and management thinkers have been presenting in different forums, the utility of Indian ethos to effective management of corporate enterprises.

Indian ethos refers to the advices, norins and principles explained for better living of mankind in Vedas, puranas, Bhagavad Gita and epics.

The present study is undertaken with a view to ascertaining the extent to which Indian ethos is relevant to managers to play their roles more effectively with spiritual, emotional and rational intelligence. It seeks to ascertain thc extent to which the companies are successful in creating opportunities for women and men to adopt Indian philosophies and principles.

The questionnaire consists of three types of questions that require the respondent to (i) write brief answers ,(ii) tick mark in parentheses or (iii) circle a number that correspond your best response.

Wc request you to kindly Jill in and return us the questionnaire completed in all respects.

Section -A : Identification data

1. Name of the company: 2 . Designation:

3. Gender: [ ] Female [ I Male

4. Age: [I 25 - 30 [ ] 31 - 40 [ 3 41 - 50 [ I Above 50

5. Marital status: [ I Manied [ 1 Unmarried

6. Level: [ ] Senior [ ] Junior

Section -B: Challenges 1. How do you rate the following challenges faced by managers in ~ndian

companies? Give your response on a 5 -point scale

Scale: 5- Very serious 4-Serious 3 -Uncertain 2-Less serious 1-Negligible

Section -C: Values 2. In your point of view, how much important the following to managers in Indian

companies? Give your response on a 5 -point scale

Scale: 5- Very important CItnportant 3 -Uncertain 2-Less important l -Very less important

1 3 1 Harmony at workplace l 5 l 4 l 3 1

I I 1 I

2 1 Ethical values and practices 5 4 3 2 1 ' 2 1

4

5

6

Spirituality at workplace

Sophisticated technology

Creativity and innovation

5 4 3 2 1

5 4 3 2 1

5 4 3 2 1

Section -D: Views on Western management 1. How far do you agree with the following views on western management and

materialism? Give your response on a 5 -point scale 5- Strongly agree 4-Agree 3 -Uncertain 2-Disagree 1-Stronlgy disagree.

S.No 1

2

3

Issues Western philosophies give too much importance to individual freedom at the expense of teams. ~ndividuals desire for power, status and control is

4

5

6

resulting in conflicts a d strained relationships

Unethical values (corruption, deceit, lying etc) have become rampant in modem society.

' 7

Scale

Modem value system of 2417 w o ~ k and competition led to a high level of stress and cynicism.

Western management is a soulless edifice.

Work life balance has become a maior problem

8

5

5

5

" . disrupting family lives.

The pleasure principle of west led to exploitation

5

5

- - with no regard for conservation of resources.

Profit oriented technology adoptions led to dehumanization at workplace.

4

4

4

5

4

4

5

3

3

3

4

3

5 4 3 2 1

3

4

2

2

2

3

1

1

1

2

2

3

1

1

2 1

2 1

Section -E: Views on Principles of Indian Ethos 1. How far do you prefer to employ these principles of Indian ethos in contemporary

management of business organizations? Give your response on a 5 -point scale

Scale: 5- Very much 4-Much 3 -Neutral 2-Less 1 -Very less

-

Have holistic view for 1 5 1 4 1 3 1 2 1 1

S.No 1

Issues

3

Nishkama karma Detachment (work with commitment to achieve but leaving outcome to

4

Scale 5 4 3 2 1

proper knowledge in decision making. Vasudhaiva kutumbakam- global outlook for teanl

5

6

7

8

9

10

1 1

work . Pursue artha(money) and kama(desire) with dharma (righteousness) for attaining moksha(u1timate position).

12

5

Rajsrshi leadership (Negate tamasik (the simpleton) adopt Rajasik (the forcefuliambitious) and Satwik (the wise) judiciously. Atmano Mohharlham, Jagat hitaya cha: All work is an opportunity for doing good to the world and thus gaining materially and spiritually in our lives. Parasparam bhavayantah shrcyah param bhavapsyathah: By mutual cooperation, respect and fellow feeling, all of us enjoy the highest good both material and spiritual.

Yogah karmashli Kaarshalam, Samatvam yoga uchyate: He who works with skill, calm and cvcn mind achieves the most.

Chittasuddhi in decision making.

Blend Karmayoga with Bhaktiyoga(devotion and submission for higher order things) to make work a worship, a Seva yoga. Loksangraha Sarvc bhavanthu sukhina, same

shantu nirmaya. Welfare of all and survival of all.

5

Aham brahmasmi, Divinity in self. Man is potentially divine, his or her mission is to manifest inherent divinity'.

4

5

5

5

5

5

4

5 4 3 2 1

3

4

4

4

4

4

t

3

2

3

3

3

3

5 4 3 2 1

3

5 4 3 2 1

1

2 1

2

2

2

2

2

1

1

1

1

1

Section -F: Preference to techniques of Indian Ethos 1 How far do you prefer to use the following techniques of Indian ethos? Give your

response on a 5 -point scale 5- Very much 4-Much 3 -Neutral 2-Less 1-Vev less

s.No 1

2 3

4

5

6

7

technique^ Meditation

Daily prayer

Reading of books like Bhagavd Gita

Yoga exercises

Pranayarna (Breathing exercises)

Section -G: Recognition to Indian ethos For the following questions give your responses on a 3-point scale of agree~nent:

3-Yes 2- Uncertain \ - No.

-

Scale 5 4 3 2 1

5 4 3 2 1

5 4 3 2 1 5 4 3 2 1

5 4 3 2 1 - Fasting with prayer for peace and welfare for all

Mind stilling (steadying mind before making decision)

S.No 1

2

3

5 -

Statement It is said that principles from Indian ethos can contribute to better management of business orga~~izat~ons. Do you agree with this view Is there a favorable view on Indian ctllos in your organization'? Are Indian philosophies and principles quoted in materials like pamphlets, brochures, newsletters, annual reports

Scale

4

1

1

3

3

2

3 2 1

2

3

5 4 3 2 1

2 I

2. Have you come across books written on Indian ethos and management? If yes, please

Section -H: Benefits of Indian à tho^ 1. From Your point of view what can be the benefits of integrating Indian ethos with

indicate. (You can write the title or number corresponding to the title in the Exhibit -

S.No

1

2

3

4

5

6

7

8

9

10

contemporary management?

Benefits

Indian approaches like yoga, mind stilling etc are

more powerful in making managers effective decision

makers.

Peace and prosperity will together be achieved.

Welfare for all leads to good corporate image.

Team work and individual empowerment will go

together.

Holistic development of personality with spiritual

energy is possible.

Organization will have ethicaldivine) climate.

Work will be performed as worship.

Leaders will be respected and loved for their humane

attitudes, intelligence and principlcd approaches.

Culturally organizations will be rich and will function

with a soul.

Employees will become creative and will go beyond a

mile with a sense of patriotic spirit.

Response

yes N~

3. Have you attended training programmes conducted to provide awareness of the Indian

methods of managing decisions, work and stress? If yes, furnish details.

Name of the raining / Course title I Duration 7 organization

4. Do you like to create awareness on Indian ethos management among

( ) Peer managers.

( ) Subordinates

( ) Friends and relatives

5. What suggestions do you offer to Indian companies for integrating Indian ethos with

conteinporary management?

Subhash Sarma's contribution

1. Subhash Sarma(2006), Management in New Age, Western Windows and Eastern

Doors, New Age International Publishers, New Delhi.

2. Subhash Sarma(2006), New Mantras in Corporate Corridors, New Age

International Publishers, New Delhi.

3. Subhash Sarma(2000), Quantum Rope, New Age International Publishers, New

Delhi.

~hakraborthy's contribution

1 4. S.K Chakraborty and Debandghsu Chakraborty (2008), , Spirituality in I Management, Oxford University Press, New Delhi.

5. S.K Chakraborty,. (1991). Management by Values. Delhi: Oxford University

Books.

6. S.K. Chakraborty, (1 995). Human Values for Managers. Delhi: Wheeler

Publishing Co.

7. S.K Chakraborty,. (1995). Ethics in Management. Delhi: Oxford University Press

8. S.K Chakraborthy. (1 999), Values of Ethics for Organisation, Oxford University

Press, New Delhi.

9. S.K Chakraborthy.(2004), Management by Values, Oxford University Press,New

Delhi.

10. S.K Chakraborty. and Chakraborty Debandghsu (2008), Spirituality in

Management, Oxford University Press, New Delhi.

Other important contributions

1. M.B Ahtreya. (1995) Ancient Wisdom for Self development, ~hmedabad

Management Association.

3. Siddarth Shastri, (ed) Indian Managenlent for Nation Building: New ideas for the

New Millennium, Wisdom, Banasthali Vidyapeeeth, Banashalli.

4. Ipshita Bansal, ( 2002) Management Conccpts in Indian Psycho -philosophic

Thought and n .e i r significance for Present day Organizations, Popular Book Depot,

Jaipur.

5. Dhamija, S.C., Singh, V.K. (Eds),Vedic Values and Corporate Excellence,

Gurukul Kaugri University, Haridwar.

6. Jitatmananda Swami (1992), Indian Ethos for Management, Rsunakrishna Missio~l

Rajkot.

7. Mahadevan,B (2008),Management Lessons froin the Bhagavad Gita,The Vedanta

Kcsari, December,

8. Ranganathananda Swami (1982), Human Valucs in Management, Punjab National

Bank: Rajkot.

9. Kalburgi Srinivas, (2000) Pilgrimage to Indian Ethos Management, Research I monograph, MCHV,IIM Calcutta.

10. B Bqpai Indian Ethos And Modem Managnncnt- An~algam Of Thc Ucst Oi

Thc Ideas From Thc Wcst, Manohar Publishers & Distributors.

11. Ghosh, Biswanath, Ethics In Management and Indian Ethos, Vikas Publish~ng

House iC1mnb;ir

12. Kannan S ((2008) , Vedic Management, 'I'axmann Allied Services :Mumbai.

I 13. Krishan Saigal(2000) ; ~ e d i c Management ,Cyan Publishing House, New I

APPENDIX - I1

Indian and Ethos and Contemporary Management

Questionnaire for Corporate Heads

Environment analysis

1. Today industry observers say that corporate enterprises are operating in a very fluid

environment - How far do you agree with this view?

2. What specific challenges do you think your industry has for today and tomorrow?

3. Despite IT revolution and advancement of automated technologies, people continue to

be the major assets of organizations. - How far this view is true, in case of your

industry'?

Sponsoring to IEM porgammes

4. It is heard that corporate enterprises are introducing Yoga, meditation, prayer mind

stilling like techniques to manage stress and improve focus on work of employees.

Some of them arc sponsoring employees to the "Art of Living "like courses. Have

you made us e of them?

" 5. The' Centre for Human Values' of IIIM-Kolkatta is pioneering the adoption of

Indian ethos in corporate enterprises. Many companies have supported it by

sponsoring their managers and some of the corporate heads have also participated in

such programmes- How do you view this development?

For those who say, we have already sponsored some:

6. What in your view are the benefits of their participation in such programmes? By any

chance do you have an evaluation of such training programmes? If yes, what are the

outcomes of such evaluation?

For those who say, we have not sponsored their employees:

Do you propose to sponsor your managers to such programmes in the near future?

Views on IEM

7. There seem to be a group of proponents comprising top executives and academicians

who argue that in place of western management we need IEM, specifically in the

context of managing people. What is your view point?

8. Will the introduction of IEM lead to cultural conflict in the organizations, given the

cultural diversity of modem organizations? Will it be viewed as an imposition of

Hindu religion, though IEM is not a religious thought?

Implementation of IEM

9. Have you interest in introducing IEM / when did you introduce IEM?

10. How do you propose lo introduce IEM in your organization?

1 1. What kind of precautions are important to make IEM introduction successful?

12. What is your message to MBA students with reference to IEM?