Ancient Indian WISDOM

For Management

The Bhagvad Gita

Introduction• The "Bhagavad-Gita" is a doctrine of universal truth. Its message is

universal, sublime, and non-sectarian although it is a part of the scriptural trinity of Sanaatan Dharm, commonly known as Hinduism

• The message of Bhagavad-Gita came to humanity due to Arjun's unwillingness to do his duty as a warrior, because fighting involved destruction and killing

• One of the greatest contributions of India to the world is Holy Gita which is considered to be one of the first revelations from God.

• The management lessons in this holy book were brought in to light of the world by divine Maharshi Mahesh Yogi and Sri Sri RaviShankar

• Bhagavad gita means song of the Spirit, song of the Lord. It provides "all that is needed to raise the consciousness of man to the highest possible level."

• It has got all the management tactics to achieve the mental equilibrium and to overcome any crisis situation.

• The Bhagavad Gita can be experienced as a powerful catalyst for transformation.

• The critical question in all managers' minds is how to be effective in their job. The answer to this fundamental question is found in the Bhagavad Gita, which

repeatedly proclaims that "You Must Try To Manage Yourself." The reason is that unless a manager reaches a level of excellence and effectiveness, he or she will be merely a face in the crowd.

• Old truths in a new context The Bhagavad Gita, written thousands of years ago, enlightens us on all managerial techniques leading us towards a harmonious and blissful state of affairs in place of the conflict, tensions, poor productivity, absence of motivation and so on, common in most of Indian enterprises today - and probably in enterprises in many other countries.

1. Intentions are your Expressions Says GITA Power of Intentions is the Success Formula Says Management

GITA Says : Your Intentions should be clear, practical, achievable and should differentiate you from the winner Key players who can determine the power of your intentions: Wisdom and Science (Gyana and Vigyana)

GITA says Science can be understood by our senses, i.e. Mouth speaks and understands various issues through, eyes, ears and other senses.

Wisdom will make the power of your intentions very strong Wisdom will create an inner feeling (Intuition), which can be transformed in to

Introspection, after series of inner understanding if your mind says yes it becomes intentions

GITA says use the value of science for taking decisions in known things, Science why, Wisdom can focus how.

Intentions should be a mind factor says GITA E.g.: You’re planning to fast today and you will proclaim to people that, I will not eat any food,

Science can brings ways and means, yes I can drink water, fruit juices But what if you’re Mind thinks of delicious foods and contemplating on that, then your action (FASTING) does not call for any value

Power of Intentions is mind phenomenon Arjuna was able to visualize only the Parrot, when all others saw different parts of Trees Yudhister was able to see only good people. But Duroydhana was able to see only bad people. But

People are the same, intention power is different

Organizations Are Slowly Understanding The Power Of Intentions 

This is how it worksVisualize that you are smelling the fragrance of ROSE ……. Visualize that you are smelling garbage

…. Observe the two reactions in a Mirror …… The Answer …… is clear…. So it is evident that inner intentions can only parallel your outer expressions , even though a small amount of camouflage is done finally you get what you intend .

Many times we hear jargon like Think Global Act Local ,the Jargon Actually shows the power of intentions, When you think global, you will automatically make your local a global place So Intentions starts with an inner feeling, then transforms into intuitions and travels as introspection and ably supported by wisdom becomes an action plan and your expressions and through science it becomes success formula.

2. There is an important distinction between effectiveness and efficiency in managing.

• Effectiveness is doing the right things and • Efficiency is doing things right.

• The general principles of effective management can be applied in every fields the differences being mainly in the application than in principles. Again, effective management is not limited in its application only to business or industrial enterprises but to all organizations where the aim is to reach a given goal through a Chief Executive or a Manager with the help of a group of workers.

3. Various Aspects Of Management :

In this context the Bhagavad Gita expounded thousands of years ago by the Super Management Guru Bhagawan Sri Krishna enlightens us on all managerial techniques leading to a harmonious and blissful state of affairs as against conflicts, tensions, lowest efficiency and least productivity, absence of motivation and lack of work culture etc common to most of the Indian enterprises today.

The modern management concepts like vision, leadership, motivation, excellence in work, achieving goals, meaning of work, attitude towards work, nature of individual, decision making, planning etc., are all discussed in the Bhagavad Gita with a sharp insight and finest analysis to drive through our confused grey matter making it highly eligible to become a part of the modem management syllabus.

It may be noted that while Western design on management deals with the problems at superficial, material, external and peripheral levels, the ideas contained in the Bhagavad Gita tackle the issues from the grass roots level of human thinking because once the basic thinking of man is improved it will automatically enhance the quality of his actions and their results.

4. Utilization of Available Resources The first lesson in the management science is to choose wisely and utilise optimally the scarce resources if one has to succeed in his venture. During the curtain raiser before the Mahabharata War Duryodhana chose Sri Krishna's large army for his help while Arjuna selected Sri Krishna's wisdom for his support. This episode gives us a clue as to who is an Effective Manager.

5. Attitude Towards Work Three stone-cutters were engaged in erecting a temple. As usual a H.R.D. Consultant asked them what they were doing. The response of the three workers to this innocent-looking question is illuminating.

• 'I am a poor man. I have to maintain my family. I am making a living here,' said the first stone-cutter with a dejected face. 'Well, I work because I want to show that I am the best stone-cutter in the country,' said the second one with a sense of pride.'Oh, I want to build the most beautiful temple in the country,' said the third one with a visionary gleam.

• Their jobs were identical but their perspectives were different. What Gita tells us is to develop the visionary perspective in the work we do. It tells us to develop a sense of larger vision in one's work for the common good.

6. Work Commitment • Gita advises non-attachment to the fruits or results of actions performed in the course of one's duty.

Dedicated work has to mean 'work for the sake of work'. If we are always calculating the date of promotion for putting in our efforts, then such work cannot be commitment-oriented causing excellence in the results but it will be promotion-oriented resulting in inevitable disappointments. So, the Gita tells us not to mortgage the present commitment to an uncertain future. If we are not able to measure up to this height, then surely the fault lies with us and not with the teaching.

• It doesn’t make you un-accountable as Bhagavad Gita is full of advice on the theory of cause and effect, making the doer responsible for the consequences of his deeds.

• Learning managerial stress prevention methods is quite costly now days and if only we understand the Gita we get the required cure free of cost.

• Thus the best means for effective work performance is to become the work itself. Attaining this state of nishkama karma is the right attitude to work because it prevents the ego, the mind from dissipation through speculation on future gains or losses.

• It has been presumed for long that satisfying lower needs of a worker are the key factors in the motivational theory of personnel management. This situation is explained by the theory of Self-transcendence or Self-realization propounded in the Gita. Self-transcendence is overcoming insuperable obstacles in one's path. It involves renouncing egoism, putting others before oneself, team work, dignity, sharing, co-operation, harmony, trust, sacrificing lower needs for higher goals, seeing others in you and yourself in others etc. The portrait of a self-realizing person is that he is a man who aims at his own position and underrates everything else. On the other hand the Self-transcenders are the visionaries and innovators. Their resolute efforts enable them to achieve the apparently impossible. They overcome all barriers to reach their goal.

7. Develop Human Resource• DAIVI WORK CULTURE • Fearlessness, Purity, Self-Control • Straightforwardness, Self-Denial • Absence of Fault-finding, Absence of Greed, Gentleness • Modesty, Absence of Envy and Pride• ASURI WORK CULTURE • Egoism, Delusion, Desire-centric • Improper Performance

8. Management Needs those Who Practice what they Preach :leadership

Whatever the excellent and best ones do, the commoners follow, so says Sri Krishna in the Gita. This is the leadership quality prescribed in the Gita. The visionary leader must also be a missionary, extremely practical, intensively dynamic and capable of translating dreams into reality. This dynamism and strength of a true leader flows from an inspired and spontaneous motivation to help others. "I am the strength of those who are devoid of personal desire and attachment. O Arjuna, I am the legitimate desire in those, who are not opposed to righteousness" says Sri Krishna in the 10th Chapter of the Gita.

9. Vision & Planning

Gita tells us how to get out of this universal phenomenon by prescribing the following capsules:

• Cultivate sound philosophy of life.• Identify with inner core of self-sufficiency.• Get out of the habitual mindset towards the pairs of opposites.• Strive for excellence through work is worship.• Build up an internal integrated reference point to face contrary impulses, and

emotions.• Pursue ethico-moral rectitude.• Cultivating this understanding by a manager would lead him to emancipation

from falsifying ego-conscious state of confusion and distortion, to a state of pure and free mind i.e. universal, supreme consciousness wherefrom he can prove his effectiveness in discharging whatever duties that have fallen to his domain.

The Ultimate Message of Gita for Managers The despondent position of Arjuna in the first chapter of the Gita is a typical human situation which may come in the life of all men of action some time or other. Sri Krishna by sheer power of his inspiring words raised the level of Arjuna's mind from the state of inertia to the state of righteous action, from the state of faithlessness to the state of faith and self-confidence in the ultimate victory of Dharma (ethical action). They are the powerful words of courage of strength, of self confidence, of faith in one's own infinite power, of the glory, of valor in the life of active people and of the need for intense calmness in the midst of intense action.

When Arjuna got over his despondency and stood ready to fight, Sri Krishna gave him the gospel for using his spirit of intense action not for his own benefit, not for satisfying his own greed and desire, but for using his action for the good of many, with faith in the ultimate victory of ethics over unethical actions and truth over untruth. Arjuna responds by emphatically declaring that all his delusions were removed and that he is ready to do what is expected of him in the given situation.

Sri Krishna's advice with regard to temporary failures in actions is 'No doer of good ever ends in misery'. Every action should produce results: good action produces good results and evil begets nothing but evil. Therefore always act well and be rewarded.

And finally the Gita's consoling message for all men of action is : He who follows My ideal in all walks of life without losing faith in the ideal or never deviating from it, I provide him with all that he needs (Yoga) and protect what he has already got (Kshema).

The Ramayana

1. Motivation strives to continually offer positive words of encouragement to help give the self confidence and self-esteem needed to empower, motivate and inspire yourself and others.

• When it became clear that Mata Sita was in Lanka, Jambavant asked Hanuman to go there. He helped him realize his true potential and motivated him to go to enemy’s camp.

• Jambavant motivating Hanuman is a classical example of a good manager helping his personnel to realize their potential and aligning them with the management goal.

2. The importance of selecting Right Man for the Right Job, for the successful completion of a task is highlighted in this narration. The vigorous selection process was seen in where all the probable candidates shared their strengths and weaknesses, such that the best fit for the job could be chosen.

• Assessment Skills hold great significance for an effective Management Functioning. HR in particular should have refined skills for assessing so that a good selection can be made. Jambavant selecting Hanuman after a checking the skills possessed by all and concluding that Hanuman would be the best for this Job indicated great power of unbiased assessment.

3. Defined and definite allocation of Tasks; which we saw in Jamabavant stating to Hanuman also constitutes of the very important tasks of management. An employee might have more caliber than his present job demands, but the Role Clarity has to be of a great magnitude.

4. The importance of ‘Job Description’ is learned from this narration. We see Hanuman willing to do more than he is asked to. He is willing to kill Ravana and bring back Mata Sita in his first visit itself. Here, Jambavant brings forth an essential tool of Management, and specifies his Job Description, by repeating that Hanuman has to only find the whereabouts of Mata Sita in his this visit.

5. The concept of ‘Phook-Theory’ can be seen in this narration. Proportionate boosting up of a person, and a check of over confidence becomes an integral part of Management.

• Jambavant realizing that Hanuman had forgotten his powers, reminded him of them by narrating Hanuman of His great deeds of past, as to how he had jumped towards the sun upto 500 kilometers and that he was capable of achieving great results. This instilled in Hnauman Self-confidence and motivation to jump towards Lanka.

• Soon Jambavant saw Hanuman becoming aggressive and over-ambitious because of the confidence he had gained. He believed that he could kill Ravana alone. On this Jambavant readdressed Hanuman and said he needed to to only what was assisged to him.

6. Hanuman agrees to what Jambavant restricts him on doing in Lanka. This highlights the quality of being a good Team – Member.

• It is of apex importance to have a team of members who have a understanding of the common vision the whole team is working for. Placing the goals and the orders of the higher management ahead of personal goals is the only base which can ensure the success of the team.

7. “Self- Assessment cannot lead to self disclosure if the environment is not safe”• In this story, we see all the team members honestly assessing their own strengths and weaknesses in

front of the whole team in order to decide who would be ideal to go to Lanka. This shows the cohesion that is present in the team. The team members are not afraid to accept their weakness in public as they are sure the respect for them as individuals would not be vary in the eyes of the team members.

• It is very crucial thus to have a team in which there is mutual respect for each other and acceptance of their weaknesses. A team without cohesion is likely to have a high degree if inter group conflict.

8. Incentives and Perks should not be directly related to the Strengths and weaknesses of an individual.

• If the perks are directly related to strengths, no one would be willing to undergo an honest SWOT analysis, which would in the long run affect the goal achievement of the organization. Everyone will always project themselves to be stronger than what they are and more capable than what they can really do.

• It is the job of the HR to minimize weaknesses and maximize strength

Moral of the Story

Motivating employees to become a leader …the only sign of a great leader.

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The Mahabharata

1. PreparationKauravas :

• Karna went on a country-wide military mission, subdued the different kingdoms and acquired wealth. But it meant a loss in terms of both men and money and creation of new enemies.

Pandavas : Though in exile they turned their attention to improving over their weakness

• Arjuna set out on a mission to acquires Divyastras.• Bhima met his brother Hanuman and got a blessing of enhanced strength. • Yudhisthira acquired teachings from the various wise rishis, and also learnt the

Game of Dice from Gandharava Chtrasena, lest he was challenged to yet another dice game. Its said that he had become undefeatable in Dice.

Turn your weakness into your Strength.

2. AlliesKauravas : Centralized power system. The greatest empire of the time. But not many powerful

allies, except from old relations from far off places like Gandhara(Shakuni), Sindhu(Jayadrath) and Kambodia(Camboja - Bhagadutt)

Pandavas : No wealth. No power of their own. But powerful allies all over India.• Panchala through Marriage with Darupadi.• Dwarka through marriage with Arjuna and Subhadra.• Magadh through marriage of Shadeva and Vijaya.• Chedi through marriage of Nakula and Karenmayi.• Kasi through marriage of Bhima and Balandhara.• Kekaya through marriage of Yudhisthira and Devika.• Matsya through marriage of Abhimanyu and Uttara.• The Rakshasas through marriage of Bhima and Hidimba.• The Nagas through marriage of Arjuna and Uloopi.

Make Powerful Allies.

3. LeadershipKauravas : Centralized leadership. One Head of Army at a time, who has supreme authority of 11

akshouhini of army. Bhishma, Drona, Karna, Shalya and Ashwatthama.

Pandavas : Distributed leadership. Seven commanders for the seven divisions.(1 man command 1 akshouhini each).

• Virat (King of Matsya).• Drupad (King of Pancala).• Sahadeva(King of Magadha).• Dhrshtaketu (King of Chedi).• Satyaki (Only warrior from Dwarka).• Shikhandi (Prince of Pancala).

Dhrshtadymna – Commander in Chief.Arjuna –Supreme Commander.Krishna – Arjuna’s charioteer and counselor.

Share your responsibilities.

4. Team SpiritKauravas : No team spirit. They all fought their individual wars.• Bhishma : For his Vow to protect the throne Hastinapur.• Drona and Kripa : They owed allegiance to the throne.• Shalya : Simply cheated by Duryodhana to be there. Was originally a Pandava ally.• Karna : To prove his mantle against Arjuna. Friendship for Duryodhana.They didn’t gel well with each other. Bhishma and Karna. Bhisma and Shakuni. Karna nd Shakuni.

Karna and Shalya. Shalya and Bhishma. It was like a bees, hornets and mosquitoes put together in a jar.

Pandavas : One team. One Goal. As men, they all had huge respect for Krishna and Yudhisthira. While as warriors they were in complete awe of Bhima and Arjuna. Most of them were close relatives – cousins, brother-in-laws, father-in-laws. More than that they all were part of the decision-making process. It was their “common” war.

Teamwork succeeds where Individual effort fails.

5. Individual MotivesKauravas : Except for Duryodhana nobody wanted the War. All the 4 main generals had strong ties with the

Pandavas.• Bhishma(grandchildern) – Wont kill the panadavas. Will kill a thousand soldiers each day.• Drona (students) – Wont kill the Pandavas. Will capture them only.• Shalya (Nakula-Shadeva’s maternal uncle) : Loved the Pandavas and covertly helped them by humiliating

Karna• Karna (brother to the Pandavas) : Promised not to kill any of the other Pandavas save Arjuna.A Team of Traitors.

Pandavas : Common goal. But the individuals had their individual targets. Their own agenda, which just became one with the teams’ agenda.

• Dhratsadyumna : Drona.• Shikhandi : Bhisma.• Satayaki – Bhurisravas.• Arjuna – Karna.• Bhima – Duryodhana and his brothers.• Sahadeva – Shakuni and his sons. • Nakula –Karna’s sons.

The Right team is made by selecting the Right Individuals. Get the right man for the right job.

6. Commitment Kauravas : Already said the Big 4 had big emotional attachment with the 5 Pandavas. Looking further on their

commitment.• Bhisma himself gave away the secret of killing him to the Pandavas.He prolonged the War by killing only

inconsequential soldiers. He did not fight a warrior like Shikhandi because of his personal bias.• Drona too indirectly gave away his secret, by saying he was invulnerable as long as he held a weapon.

Moreover he abandoned weapons as soon as he knew his son had died.• Karna did not kill Yudhisthira and BHima when he got the chance. He gave away his Kavac and Kundala

prior to his War. Karna fled innumerous times from the War when he was hurt. He didn’t save Duhsasana when Bhima was killing him.

• Shalya kept on insulting Karna while in Battle.

Pandavas :• Abhimanyu , a 16 year old kid. Ventured beyond enemy lines alone. This was suicide mission but he still

went in and took a great part of the army down with him. It took the combined effort of 7 Maharathis to take him down.

• Ghatotkach even in death, took with him almost half the army.• Yudhisthira, he knew he couldn’t face Karna in War, but still went in to set an example. Yudhitshira didn't

hesitate to tell a lie or a twisted truth when faced with the decision of whether to stick to his personal integrity or welfare of the team.

• Krishna took up arms twice and almost entered the War, inspite of his promise, only to be stopped by Arjuna.

The interests of the Individual should never exceed the Team interest.The best man for a Job is not the one with the best capabilities but one with

the greatest commitment.

7. Right ManagersKrishna : The Greatest Crisis Manager the world has seen.

Yudhisthira : Low-key strategist. • On the first day of the War, he played a Master game. Went over to the Enemy side

to seek blessings from Elders. In reality he made a covert deal with them, wherein all of them agreed to help him and unfolded the secrets of defeating them.

• While coming back, he took a calculated risk. He made an offer to all the assembled people to change sides if they wanted to. He knew well of the lack of cohesiveness among the Kauravas. Yuyutsu, son of Dhrtarashtra crossed over to the Pandavas. This exposed the weakness of the Kauravas for all to see.

Know your enemies weaknesses and exploit them.Take Calculated risks.Inspire, invigorate, counsel your own team in moments of need.

8.The RootsKauravas : Princes brought up in the comfort of the Royal Palace, matured on romanticized ideals

of Power, Fame, Courage and Valor. No experience of ground reality.

Pandavas :• Spent the greater part of their lives in Poverty. Childhood in the Himalayan foothills among

Rishis. One year exile among the poor people of Kuru-Panchala. 12 years of Vanvas and 1 year of Agyatvas.

• Experinced with the ground reality. Contact with people from various strata of the society. Sannyasis (celibate monks), Acharyas(Householders, teachers), poor Brahmanas, lower-class Potter.

• Different races of people. Rakshasas, Gandharavas, Apsaras, Nagas. People from different regions Uttarkuru, Bengal etc.

• A Sense of Sharing. A sense of Brotherhood.

Know ground realities.Know different ideologies.Share.

9. Women EmpowermentKauravas : Patriarchal structure. Bhishma, Drona, Kripa, Dhratarashtra, Vidur, Shakuni,

Duryodhana, Karna, Duhsasana. No women in the decision making process.Gandhari retreated to the Inner Chambers. Nobody listened to her.

Pandavas : Matriarchal Structure. • Kunti was the authority supreme for the Pandavas. “Whatever my mother says is Dharma to me” : Yudhisthira.• Draupadi was a companion in whatever the Pandavas did. She had a big role in all the

decision making. Without her the Pandavas would have most probably reclined to the forests.• Even the younger Pandavas : Ghatotkach, Abhimnanyu and Iravan were brought up by their

mothers. So the female influence was huge.

Women = Better Half. Any team which doesn't have women is unbalanced, for the Masculine traits of Aggression and Dominance should be balanced by the Feminine traits of Harmony and Sustenance.

Recap

• Turn your weaknesses into strengths. • Turn enemies into allies. • Share your responsibilities.• Teamwork scores over Individual Effort.• Right Team = Right set of Individuals. The right man for the right job.• Commitment scores over Competence.• Team interests over Individual interests..• Know your enemy/challenges. Exploit its weaknesses. Take calculated risks.• The Right Managers : To inspire, invigorate, counsel in crisis .• Know Ground realities. Accept different ideologies. Cooperate. • Empower Women. The Gender Balance is required for stability and

administration.

The

Vedas• Vedic Management – Echoes of Corporate Social Responsibility in the Vedas• The great sages who delivered universal thoughts through the Vedas were

concerned about unethical and profit driven human activities and its impact on society and the environment. This is echoed in several verses in the Vedas, especially in the Upanishads. What these great seers feared more than 5000 years ago have become a reality and we are already paying the price for such unethical and profit driven human activities.

• Today, many major companies around the world have realized the mistakes and there is more awareness and this has led to Corporate Social Responsibility (CSR).Corporate Social Responsibility is a concept whereby organizations consider the interests of society by taking responsibility for the impact of their activities on customers, employees, shareholders, communities and the environment in all aspects of their operations.

• In an article titled ‘Wisdom of the ages’ in ‘The CTO Forum’ Magazine, Dr. S. Kannan presents an overview of the Vedic vision especially with reference to the concept of ‘Corporate Social Responsibility.’

• Based on the Vedas, CSR can be looked at from three dimensions constituting the individual, social and cosmic perspectives.Individual DimensionThe individual dimension of CSR focuses on the concept of dharma (righteousness).The Vedas call upon one to speak the truth and follow the righteous path.One shall speak the truth. (Satyam Vada - Taittiriya Upanishad i-11)One shall follow the path of righteousness. (Dharmam cara - Taittiriya Upanishad i-11)One shall do what he speaks and what he thinks. (Taittiriya Aranyaka i-90)One shall not sin against his neighbor or a foreigner. (Rig Veda Samhita v-85-7)One who does not work is a social evil. (Rig Veda Samhita x-22-8)

• Fair Means of Wealth Acquisition• The Vedas emphasize that wealth has to be earned only through fair means and one should

put in his best efforts to acquire wealth through ethical and moral practices. One has to acquire wealth by ethical means.

Wealth has to be won by deeds of glory. (Rig Veda Samhita vi-19-10)One shall be led by the fair path to riches. (Vajasaneya Samhita v-36)One should tread the sinless path and gather wealth. (Vajasaneya Samhita iv-9)A man shall strive to win wealth by the righteous path. (Rig Veda Samhita x-31-2)One who helps others wins wealth. (Rig Veda Samhita iv-50-9)One who gets up early morning gets the treasure. (Rig Veda Samhita i-125-1)

• Social Distribution of WealthThe Vedas assert that there shall be proper distribution of wealth from the wealthy to the poor. They also condemn those who enjoy wealth without partaking it with others.One shall not be selfish and consume all by himself. (Rig Veda Sam x-117-6)Wealth accumulated through 100 hands should be distributed to 1000 hands. (Atharva Veda Samhita iii-24-5)One who eats alone is a sinner. (Rig Veda Samhita x-117-6)The leader is the distributor of wondrous wealth. (Vajasaneya Samhita xxx-4)Let the rich satisfy the poor with a broader vision. (Rig Veda Samhita x-117-5)

Conservation of Resources• The Vedas advocate conservation of resources to take care of future

requirements. They condemn poverty and give the clarion call to eradicate it.One shall produce fair wealth for today and tomorrow. (Rig Veda Samhita vi-71-6)Poverty should be banished. (Rig Veda Samhita x-76-4)

• Plant Life Welfare• The Vedas stress the need for protection and development of forests. Human beings have to

safeguard the trees. They assert that the plants and trees are verily the treasures for generations.One should not destroy the trees. (Rig Veda Samhita vi-48-17)Plants are mothers and Goddesses. (Rig Veda Samhita x-97-4)Trees are homes and mansions. (Rig Veda Samhita x-97-5)Sacred grass has to be protected from man's exploitation (Rig Veda Samhita vii-75-8)Plants and waters are treasures for generations. (Rig Veda Samhita vii-70-4)Non-pollution

• The Vedas give the clarion call for non-pollution of the environment. They condemn in unequivocal terms those who pollute and defile the environment. Waters are invoked to be friendly to humanity.Waters represent splendor. (Atharva Veda Samhita iii-13-5)Waters bear off all defilements and cleanse people. (Vajasaneya Samhita iv-2)Whoever injures the essence of food, kine or steeds is a robber who sinks both himself and his offspring into destruction. (Rig Veda Samhita vii-104-10)Offerings are dedicated to waters of wells, pools, clefts, holes, lakes, morasses, ponds, tanks, marshes, rains, rime, streams, rivers and ocean. (Taittiriya Samhita vii-4-13)There was only water in the beginning. (Brihadaranyaka Upanishad v-5-1)Waters and herbs should have no poison. (Rig Veda Samhita vi-39-5)Waters are to be freed from defilement. (Atharva Veda Samhita x-5-24)Waters cleanse humanity from the evil of pollution committed by it. (Atharva Veda Samhita xii-2-40)Waters are healing and they strengthen one to see great joy. (Taittiriya Samhita vii-4-19)

• EnvironmentThe Vedas attach great importance to environmental protection and purity. They insist on safeguarding the habitation, proper afforestation and non-pollution.

Earth, atmosphere, sky, sun, moon, stars, waters, plants, trees, moving creatures, swimming creatures, creeping creatures all are hailed and offered oblations. (Taittiriya Samhita i-8-13)Habitation

• One should protect the habitation. (Rig Veda Samhita vi-71-3)Waters as friends of man give full protection to his progenies. (Rig Veda Samhita vi-50-7)Animal welfare

• One shall take care of quadrupeds. (Taittiriya Samhita iv-4-10)One shall be auspicious to animals. (Taittiriya Samhita ii-3-14)One shall not find fault with animals. (Chandogya Upanishad ii-18-2)

The Upanishads

• Thinking big helps achieve great things• Spirit of inquiry The entire discussion is in a question-and-answer mode as you all know. If we

look at Katho Upanishad we find that there is a discussion between Nachiketas and Yama. Despite very tempting rewards, Nachiketas does not seem to succumb to the temptations. Similarly, in the Mundako Upanishad there is a basic question about Para and Apara Vidya raised by the great householder Shaunaka

Developing systematic knowledgeResolving Short term Vs Long term conflicts• Mundako Upanishad centrally brings this issue to focus by talking about Para &

Apara Vidya.

The Bible

• The Bible is the greatest collection of leadership case studies and is full of insightful lessons for today’s managers and leaders.

• Bible Teaching About Time Management• What the Bible says about time management is simple: it is to your great advantage.

Paul insisted, “Therefore be careful how you walk, not as unwise men, but as wise, making the most of your time, because the days are evil” (Ephesians 5:15, 16).

• BELIEVE IN YOURSELF• “If ye faith…nothing shall be impossible unto you “(Mathew 17:20)• Believe in yourself. Have faith in your abilities. Without a humble but reasonable

confidence you cannot succeed. But with sound self confidence you definitely can. Emerson said “They conquer who believe they can”.

• HONESTY AND INTEGRITY• God’s honest truth. Actions that back up the words and words that are congruent with

the actions. People of integrity and honesty, people we can trust- that’s what we look for in our leaders.

• …A false witness will not go unpunished,• And a liar will not escape….. (Proverb 19)• A lie is an ugly blot on a person;• It is continually on the lips of the ignorant.

• Purpose Biblical heroes include Moses, who led his people to the Promised Land,

Hezekiah, and Queen Esther. Among exemplary business leaders are Steve Jobs, Fred Smith, and Anita Roddick.

• Kindness and Compassion Jesus, who gave us the Golden Rule, as well as David, the Good Samaritan, and

others are biblical models. Admirable business leaders include Howard Schultz, Aaron Feuerstein, and Roy Vagelos.

• Humility Peter, who said ‘‘I am only a man myself,’’ the long-suffering Job, and others

exemplify this trait. Modern examples include Larry Bossidy, Ray Gilmartin, and Charles Pollard.

• Communication Joshua (with his horn as well as his words), Ezra, and Luke were great

communicators. Examples from the world of business include Andy Grove, Sam Walton, and Mary Kay Ash

• Performance Management Noah, Solomon, and Jeremiah were masters of encouragement and discipline.

Lou Gerstner, Gordon Bethune, and Jack Stack are among the business leaders known for being firm but fair.

• Team Development Biblical leaders didn’t use the term team, but Nehemiah was one of many who

understood the power of working in groups. Modern exemplars include Hal Rosenbluth, Michael Eisner, and professional basketball coach Phil Jackson.

• Courage Courage is perhaps the most striking characteristic of biblical leaders, with Daniel

and the trio of Shadrach, Meshach, and Abednego among many who overcame fear to embrace risk for a greater good. Among leaders of our time are Rudolph Giuliani, Steve Case, and Peter Brabeck-Letmathe.

• Justice and Fairness James and Joseph were great believers in giving others their ‘‘fair share.’’ In the

business context, leaders like Walter Haas, Jr., Max De Pree,and Paul O’Neill have exhibited this characteristic.

• Leadership Development The greatest leaders—Jesus and Moses in biblical times, Jack Welch and

Roger Enrico in modern times—ensured that their ‘‘organizations’’ would thrive long after them by their commitment to developing leaders who would renew and carry on their mission.

The Holy Quran

The teachings of Koran ( a man's life is subject to inner storms far more devastating than those in the material world around him. In suchstorms in the bitter anguish of personal sorrow which almost removed the reason and made life seem meaningless, a new hope was born out of a systematic understanding of Koran which repeatedly warns The Believer to avoid exceeding the limits set by God.),

• The Holy Quran even sets out the institutional framework for achieving promised results. This article discusses only a few of these golden principles.

• Islamic Concept of Management• Management today is defined as ?getting things done through others.' Following

this concept, a Manager is now understood as the person who works through others. A good manager, therefore, is a person who not only knows what is to be done but exactly how to get it done. The Holy Quran confirms:

• We raise some of them above others in ranks, so that some may command work from others...‘ This Ayat reveals in a nutshell as to why God raised some people over others in ranks, that being, that they can get work done from them.

• This Ayat (43:32) encompasses the entire philosophy and wisdom of modern management. It emphasizes, in essence, the creation of appropriate hierarchies and the division of responsibilities subject to individual capabilities. It basically implies the creation of organizational charts from the top management to the lower management.

• The Holy Quran has also laid down the institutional framework for putting this golden rule into practice:

• Obedience & Respect for Authority• Obedience and respect for authority is the basic fundamental requisite for taking work from

others and getting it done. Working through people actually presupposes the willingness of people to obey. It is therefore necessary for those people who are given the job to complete a task to obey all legal and reasonable orders and perform it responsibly, as Holy Quran instructs:

• [4:59] ?Obey Allah and His Messenger and those in position of authority among you.‘• Joint Consultation and Team-Work• The modern world realized the importance of joint consultation (Shura) and team-work when

the Japanese based its management style on it and proved to the world of its effectiveness.• The Holy Quran advocates this concept:• [42:83] ?...and those who do their work through mutual consultation.'• [3:159] ??pass over (their faults), and ask for (God's) forgiveness for them; and consult them in

affairs (of moment). Then, when you have taken a decision put your trust in God, for God loves those who put their trust (in Him).'

• Principle of Equal Opportunities• The principle of equal opportunities postulate that all members of an organization shall

have equal and fair chances to grow, contribute, and be rewarded accordingly.• The Holy Quran emphasis this golden rule:• [49:13] ?O people We created you from a single male and female couple and then

divided you in nations and tribes so that you may recognize one another. ?Verily the most honorable among you in the sight of Allah is he who is most righteous of you.‘

• Motivation and Commitment• Making people what they are supposed to do requires a certain degree of commitment

which can only be achieve through motivation. It is an established fact that the way a Manager behaves or deals with the subordinates determines the level and vitality of their motivation and commitment to a great extent.

• The Holy Quran too speaks about this golden rule:• [3:159] ?(telling the Prophet) If you had been stern and fierce of heart they (the

companions and followers) would have disappeared from around you. So pardon them and ask forgiveness for them and consult them in the conduct of affairs‘

• The Cornerstone of Toyota's Success: Elimination of Wastage• Wastage?either in terms of: material, human capital, energy, machine utilization, or

processing time, creates inefficiencies resulting in the increase of costs and consequent decrease in profits.

• The Holy Quran has spoken against wastage and lavish expenditures in sternest of words:

• [17:26] ?And render to the kindred their due rights, as (also) to those in want, and to the wayfarer. But waste not (your wealth, time, health, talents, opportunities etc) in the manner of a spendthrift. '

• [17:27] ?For the wasteful are the brothers of Satan; and Satan is ungrateful to his Lord.‘• Kaizen: The Management Jihad Against Inefficiency• Kaizen is a Japanese word meaning continuous improvement. For Toyota , Kaizen is a

means to strive and struggle to achieve their golden rule of ?elimination of waste.' To implement Kaizen, the management continuously seeks to identify areas where wastage is being done. Once identified, they then set out to analyze the problem, suggest a solution, plan its implementation, implement it, and finally reviews the change for success or failure (PDCA cycle). This is not easy as implementation of Kaizen sometimes lead to minor or major changes in the system which is not always welcomed, and is resisted by the stakeholders of the status quo environment.

• Just-in-Time (JIT) System for Inventory Management• The concept of Just-in-Time which has been invented by Toyota has revolutionized the Inventory

Management Systems in the manufacturing organizations throughout the world. It is based on the golden principle of keeping only that much amount of inventory that is needed and that too in continuous movement in order to avoid in-process buffer inventory as much as possible until it is completely transformed into the finished good.

• Go and See For Yourself (Visual Control)• Toyota calls it Genchi Gembitsu 1. It works this way: in order to solve any problem, the manager or

supervisor at Toyota is obligated to go and see for himself the issue, analyze it, and take corrective actions. Second hand information is simply not accepted because it is considered to be unreliable, or at least not 100% correct. It is a proven fact that when information passes along the chain from people to people, a degree of distortion and/or misinterpretation takes place. This distortion is due to the differences we have in our perceptions, semantics, state of minds, and basic psychology etc. These distortions can easily lead to misunderstandings about the situation or problem and hence can greatly reduce the quality of solution presented. Thus, in order to minimize or eliminate this distortion, it is utmost necessary that that the information should be first-hand as much as it can be possible. In the Chapter 12 of Jeffery K Liker's book ?The Toyota Way', it is explained how the company has developed the mechanisms to get the most accurate and first-hand information without wastage of time and money.

• This golden rule is amply mentioned in the Holy Quran.• [17:36] ?You shall not accept any information, unless you verify it for yourself. I have given you the

hearing, the eyesight, and the brain, and you are responsible for using them.‘

• Optimum Capacity Utilization• The following ayats from the Holy Quran reveals another golden rule that a

Muslim businessman should learn from and practice in his daily life.• [2:233] ?? No soul shall have a burden laid on it greater than it can bear?'• [2:286] ?On no soul doth Allah place a burden greater than it can bear? (Pray)

Our Lord! Lay not on us a burden greater than we have strength to bear.'• This principle is emphasizing on the fact that physical, emotional, and

intellectual capacity of an individual is limited and not exhaustive. Additionally, since every person is unique in his talents and temperament, and in his skills, it is important not to burden someone with a task that is beyond his scope to deal with it. This is an important principle of modern business management.

• If we add the another ayat to the above mentioned ones, we will come across a set of very comprehensive principles for business management and personal life.

• Fulfilling Contracts, Commitments, and Promises• Whereas promises are verbal commitment, contracts are written. From the ?

Nikah Namah' to a business plan, including any financial agreement, are all different forms of written promises that we make. If we look at it strictly from the business point-of-view, commitments and promises are a daily routine affair. But how much do we keep of the promises that we make, promises as seemingly insignificant as: ?I will call you back in 15 minutes?' To run a business successfully, a businessman should not make promises that he cannot keep nor break any that he has made.

• Dr. Stephan R. Covey writes in his book ?The 8 th Habit' 6:• ?Nothing destroys trust faster than making and breaking a promise. Conversely,

nothing builds and strengthens trust more than keeping a promise you make.'• This fact is applicable not only in the business environment but also in our

individual, social and political environments.