anjali imtp final
TRANSCRIPT
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Introduction
The Concept of DharmaSri Krishna explains to Arjuna that one's duty is of paramount
importance, for it is the means to fulfill the purpose of life.
That which supports the fulfillment of one's duty is called
Dharma. Dharma is not comparable to religion; it encompasses
all the dimensions of life. It refers to duties doneharmoniously, skillfully, selflessly and lovingly. It supports one
in fulfilling the purpose of life and helps one to relate to others
and to society in a harmonious way.
But Dharma does not only mean fulfilling ones duty. The word
Dharma is derived from the root Dhr which means to uphold.Thus Dharma means to uphold ones duty, to uphold truth at
all times. Thus whosoever speaks the truth is said to fulfill
their Dharma. This one point is constantly referred in the
Mahabharata, where Bhishma Pitama mentions that those who
are on the side of truth in the battle of Kurukshetra are on the
path of Dharma. Bhishma Pitama also mentions to Yudhistirawhatever creates conflict is Adharma (antonym of Dharma),
and whatever puts an end to conflict and brings about unity
and harmony is Dharma.
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Dharma therefore means to be on the path of righteousness.
Those following such a path are at all times in sync with the
truth. Ideally the aim of Dharma is to make one reach Moksha
or Nirvana or self-realization and in this process Dharma aimsto elevate the characters of men.
The rules of Dharma have been laid down for regulating the
worldly affairs of men. Dharma is the means of preserving
ones self. If you violate the law, it will kill you. If you protect
it, it will protect you. It is your soul companion after death. It isthe sole refuge of humanity.
Dharma is classified into
y Samanya Dharma
y V isesha Dharma
Samanya Dharma is general and Universal Dharma and V isesha
Dharma is specific and personal Dharma.
Elements of Samanya Dharma
1. Contentment (santosh)
2. forgiveness
3. self-restraint
4. non-stealing
5. purity
6. control of senses
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7 . discrimination between right and wrong, as also between
the real and the unreal
8. spiritual knowledge
9. truthfulness10. Absence of anger comes under the general or universal
Dharma
V isesha Dharma includes duties toward one's birth, age,
family, society, career, job and spiritual life
Thus Dharma shows people the correct path to follow
throughout their lives. It is an unwritten law that guides man inconducting himself with good behavior. This is why Dharma is
so vital. The teachings havent withered with time but the
same has only gotten stronger.
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Dharma and Karma:W e should avoid even the smallest negative actions, and we
should perform even the most insignificant positive actions
without underestimating their value. The reason for this is that
the happiness we all want and the suffering we all try to avoid
are produced precisely by our actions, or karma.
The Dalai Lama, a Flash of Lightening in the Dark of Night
All religions of the world have certain commonalities in them.
One such commonality is not to commit any sort of sins or
crimes. Society has made rules and regulations to ensure that
all those committing such action are going to be met with
justice.
Sins are negative actions for which there will be negative
repercussions. Similarly there are positive deeds that one is
always expected to do. Such deeds lead to positive
repercussions. They say your action decides your future. The
kind of consequence one faces purely depends upon their
action. Thus the concept of Karma says that one must at all
times continue pursuing what he/she is supposed to do. One
must ensure to try and do things which lead to a positive
consequence. Consequences of actions are known as
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Karamphala. A positive Karamphala is Poonya and a negative
Karamphala is known as Paap.
According to Hindu Scriptures, the life a person lives is basedon his/her past actions. The present will shape the future.
Thus the law of Karma always advises people to ensure that at
all times theyre trying to make a positive difference in their
daily lives by which everyone benefits.
The concept of Karma makes one fully responsible for whathappens to him/her. One is not subject to the tyranny of
destiny or fate. One can determine ones own destiny. Action
or Karma is the route
Popularly it is said that one must not worry too much about the
results but must continue doing what theyre supposed to do.Students are supposed to study, doctors are supposed to
diagnose etc. No matter what the work one has to do, one
must make sure that it is done with utmost sincerity,
wholeheartedly and lovingly.
These are the elements of Dharma as explained by Shri Krishna
to Arjuna. This is where Dharma and Karma come together.
W here there is dharma you cannot avoid karma. Karma does
not exist independently of dharma, and only dharma makes
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karma work. The concept of karma is that if you go against
dharma, you have to pay the price for it.
Even Gods and kings get affected by their Karma. According to
the Ramayana, the great Ravana, king of Lanka also had to face
the repercussions of his karma. The result of his sins was hisdeath at the hands of Lord Rama.
Therefore if kings cannot escape the results of their past
actions, what can be said about us mere mortals? The aim of
life is to perform your work in a way by which positive deeds
are created. For that to happen one must at all times be on thepath of righteousness. That is Dharma.
Karma bound by Dharma, leads one to happiness and bliss.
The objective is to achieve Moksha or self-realization.
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The rest of the world may not know this but Karma can be
seen everywhere. Today, some companies are successful is
because they have done work in the past which has led topositive consequences that has proven beneficial for
companies, stakeholders and society.
y The Tata Group built Jameshedpur and set up industries
there, that was positive Karma.
y Sony made a contribution to change the perception of people in the 50s of the brand Made in Japan. This has
proven to be beneficial for Japanese industries. This is
also positive Karma.
Companies need to inculcate the teachings of Dharma and
Karma in order to bring scientific changes in theirmanagement whereby performance and behavior of employees
is guided by these teachings.
Different people have different duties by virtue of their
positions. This concept is known as Swadharma. This is what
companies need to understand and can be used as a strong
HRM tool where by each and every employees role becomes
well defined.
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Corporate leaders can very well use these concepts of Dharma
and Karma to build characters of their employees. Such
concepts can help companies build on a long lasting
reputation in industry and society. They can positionthemselves as the company that is on the path of
righteousness.
Thanks to an enlightened mindset, the bottom line is not the sole
criterion that fires corporate thinking these days.
There is a clear crosscurrent based on Indian ethos and eastern
spiritual values that's quietly pervading boardrooms across the
globe. The grit and gumption of Oriental nations is creating a
strong undercurrent that's holding back western domination of
markets. Japan led the way. Now it is the turn of China and India
Modern management is increasingly adopting V edic precepts
to stay in the race for market share. The V edas are a
systematic and formulated study of the science of life. V edanta
literally means the end (anta) of knowledge (ved).
Says Anuj Bahl of Logic Control: "Indian ethos is more vital to
modern management than any other management theory for thesimple reason that it takes in to account a 'whole' man rather than
approaching man in a partial fashion as the other theories do. Each
and every situation can be met with effectively if one takes time to
reflect over it. Reflection with a tranquil mind helps in drawing out
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solutions from within. Such guidance from within, helps a manager
look at the perceived problem situation in a creative manner. It
leads to a more coherent and complete understanding."
Advaita V edanta (monism) advises us that we should determine
our goals, identify our capabilities and focus our actions upon the
goals. V edanta identifies key areas where man suffers on various
fronts due to the ignorance of various laws of life and nature. Such
ignorance leads to a loss in physical and mental energies causing
tremendous damage in the effective implementation of thedecisions and actions of an individual.
The first point we need to understand is the importance of
reducing the Ego as it fosters self-centered, separatist tendencies.
A practical way to control the ego at the workplace is to emulate
what the public relations company IPAN (Indian Public AffairsNetwork) does. Here the staff's visiting cards do not mention their
designation, simply the names. This goes for the CEO, Rajeev
Desai too. In this manner a misplaced sense of hierarchy is
discouraged and though every executive handles a certain number
of clients only, each is in principle responsible for all.
As we all know, human desires never end. And as salaries,
aspirations, expectations, workloads, work hours and deadlines
rise, the body and mind of employees across all levels of the
spectrum are increasingly coming under strain. Putting in 16 to 20
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hours a day is not uncommon in IT, foreign banking, advertising,
public relations and some segments of the media. W hile this may
boost company profits, there are unwanted consequences for
management and employees alike. The primary one is thathypertension, diabetes, cardiovascular disease, obesity, nervous
breakdowns, viral infections, cancer and other stress-induced
ailments are making a much early appearance with more alarming
frequency of dharma.
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"Ex ternal situations only mirror
what employees are within.
If employee lives are unwholesome, distressed, imbalanced,
disintegrated and out-of-sync with the laws of nature, the external
situations for themselves and their organizations cannot be
otherwise."
To protect bottom line interests, corporates are hiring consultants
to help safeguard and promote the well being of employees. In
tackling stress-induced ailments, New Age practices such as yoga,
meditation, V ipassana and prayer are finding wide acceptance
Dr. M.B Athreya (management consultant) says that in many
companies these workshops are open to all employees, and even
unions.
In fact, sometimes it is the managers and senior executives
who are gyaan paapis (resisting the light of knowledge). "The
utilization of New Age principles has brought balance in the
minds of union leaders about their broader responsibility tostakeholders, including society. Thanks to this thinking, at
least some workers refrain from making populist demands on
their representatives. Line executives acquire more
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compassion in their human relations. The relationship between
line and personnel managers moves towards cooperation."
Dr. Athreya also says that at the top management level the
ideas of organizational dharma, including social responsibility
and good corporate governance, are finding global favor.
Companies using such principles are the Godrej group, the
V ardhaman group, Indian Oil Corporation, Lupin Laboratories,
Excel Industries, Yash Paper, Eicher, et al.
This is a line echoed by V ikas Malkani spiritual guide andauthor. Malkani says that the social aspect is increasingly
being accorded more prominence. W henever the me-too
syndrome has consumers confused about which brand to opt
for, they will gravitate towards companies that have fostered
an image of responsible corporate citizens by supporting
social and environmental issues. W hat we in India term "publicservice" promotions. Here, the Tatas, Godrej, the Birlas and
others have exhibited a high level of social and environmental
consciousness.
And discounting a popular notion, Athreya says that
liberalization since 1991 is changing the rules towards
dharma. Companies with kaushalam, samatva, sevaa and
keerti (skill, equanimity, service and fame) will thrive. Despite
rivals sometimes hitting below the belt, organizations that
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follow ethical business practices need not suffer a dip in
profits.
Two companies that have steadfastly promoted and practiced
ethical precepts in management are W ipro Corporation and
Infosys Ltd. It's no coincidence that both have scaled dizzying
heights and can proudly claim the largest market capitalization
amongst Indian corporates. The lesson in the twin success
stories is loud and clear: those who take the long, hard but
ethical road to success are assured of long-term dividends that
aren't eroded with the next Union Budget. Short-cut success is
short-lived success.
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Athreya insists that to view ethics and business as
incompatible is to take a superficial and cynically convenient
view. "Long-term, sustainable profits can only come through
dharma. Profit coming from adharma will disappear due to
competition offering better value for money. In a pluralistic,
open economy, dealers, vendors and employees have the
choice of leaving for another organization. Lower tax rates and
better enforcement make compliance and dharma more
feasible."
Bhatnagar argues that "the correct index of success should not
be money. It should be a 'sense of abundance' that an
individual or organization feels they are enjoying. Again,
abundance does not mean resources, turnover or net profits
alone. It means abundance of everythingpeace, happiness
and harmony within and without, not just for the top few but
for everybody in the organization. Seen in the above context,
ethical and spiritual principles are not only compatible with the
profit motive, they are the only means to ensure it".
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environment, corporates must be whole-heartedly committed
to human resource development and corporate social
responsibility.
BUDDHA DHARMA:
Buddha Dharma does not have any bearing to god or any
religion whatsoever, it is in fact an interpretation of the
Dharmic way of life according to Gautam Buddha and other
Buddhist scholars.
Here, Buddha Dharma does not reflect the personalities of these leaders rather it signifies the importance of the attitude
of mind that enables a practitioner of Dharma to re-harmonise
his personal nature with the principles of Dharma which will
lead him/her towards the undoing of all egoistical falsehood
and ultimately make him achieve Moksh or as we would say
in English liberation.
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Q UALITIES OF BUDDHA-
DHARMA:
y Dharma is not a speculative philosophy it is the universal
law found through self enlightenment.
It deals with moral principles, concentration, self
control, willingness and wisdom to do the right thing.
y Dharma can be tested by practice alone.
You cannot expect to read up on teachings or listen to
others experiences and hope to experience it yourself.
You have to make a conscious effort to practice the
Dharmic way of life to get results.
y Dharma is able to bestow timeless and immediate results
here and now for which there is no need to wait until the
future or next existence.
Nobody says that you must be Dharmic and only after you
reach a certain level of enlightenment you will be at
peace or that if you are dharmic in this lifer you will reap
results in the next. Dharma like everything else related to
spirituality is a state of mind and comes from within. If
you chose to lead a good life the results will be
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immediate. There is no conditions apply factor present
here.
y Dharma welcomes all human beings to put it to the test.
There is no discrimination here. All human beings can
strive to lead a dharmic way of life no matter what walk of
life they come from and reap the results of their efforts.
y Dharma is worthy to be followed as a part of ones life.
Trying to be dharmic is not a short-term practice. To truly
lead a well-balanced and fruitful life we must makedharma a part of ones life.
It is said that by knowing these attributes, practitioners of
dharma will attain inner peace and happiness. Each person
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here is individually responsible for himself to put these
principles into practice.
Here, these leaders who have interpreted Dharma arecompared to doctors whereas the Dharma is compared to
medicine. However skillful a doctor is results will be apparent
only if the patient makes efforts to administer the medicine
himself.
In conclusion, we can say that Buddha Dharma is used torefer to the teachings of Buddha, not in the context of the
words of one man but as a reflection of a natural law that was
re-discovered by this man and shred with the world. So a
person who lives their life with an understanding of natural
law, is a dharmic or righteous person.
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How the concept of dharma is
useful to practicing managers:
The most central and core concept of Hindu philosophy is
known as Dharma. There is no accurate translation of the word
into English but we may have a glimpse of its vast scope by
translating Dharma as right action, right conduct, virtue, moral
law etc. Every form of life, every group of people has its
Dharma, which is the law of its being. Dharma or virtue isconformity with the truth of things; adharma or vice is
opposition to it.
Dharma is a strategy not a religious thought or superstition.
Corporate image depends upon the dharmic management
followed. Dharmic management becomes a practice in the
entire organization right from CEO to Class-I V employees.
Dharma helps managers from becoming Hippocrates.
Managers and management becomes more transparent. There
may be short term losses or loss of profit but in long run firm
will be profitable. Indian Examples: Narayana Murthy, Aziz
Premji, TATAs.
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Dharma helps managers to enjoy his work to attain any useful
purpose", "belief in the conservation of moral values", " a mode
of life or a code of conduct which regulate a manager's workand activities as a member of company and as an society to
bring about his gradual development and enable him to reach
what was deemed to be the goal of human existence".
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scheme or code of laws which bind together managers in the
bonds of mutual rights and duties, of causes-and-
consequences of actions arising out of their temperamental
characters, in relation to each other and company as well associety.
In the insolvable problem when a manager faces-na
dharmasaukshmyat subhage vivektutm shaknomi te prasnam
imamyatthaavat;
"I am unable to answer your question because Dharma is
subtle"A manager is able to define the boundaries of Dharma
through interactions, discussions, reading of scriptures, the
great epics, legends, mythologies, history, drama and a wide
variety of stories heard throughout the formative years. These
experiences help constitute personal measures and yardsticks
that an individual may use in making decisions throughout thelifetime. In a sense this is the manager's conscience and it is
perhaps the only available light that guides his actions. There
are no other readily available manuals that can serve to
distinguish our actions.
In India it is important for us to profit by modern technical
processes and increase our production but in doing so wemust not forget that the essential objective to be aimed at is
the quality of the managers and the concept of dharma
underlying it.
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Managers practicing dharmic management will be able to
develop following characteristics-
y He who hates no creature, who is friendly and
compassionate to all, who is free from attachment and
egoism, balanced in pleasure and pain, and forgiving.
Lord Krishna enumerates the characteristic feature
of a Man-of-Perfection, and thereby prescribes the correct
mode-of-conduct and way of life for all seekers.
y He by whom the world is not agitated(affected), and who
cannot be agitated by the world, who is freed from joy,
fear and anxiety-
He by whom the world is not agitated- a Man-of-
Perfection is one who will not create any agitations in the
world around him. W ho cannot be agitated by the world-
not only does a Man-of-perfection queiten the very worldaround him, into a dynamic peace, but also the world,
however chaotic, revolting cannot create any agitations in
him.He is completely freed from all the usual causes for
inward agitation such as joy, envy, fear and anxiety. A
person ever peaceful with himself and the world, who
rules the circumstances and never yields to be victimizedby them, who has crossed over the usual weaknesses of
the mortal heart is dear to Lord Krishna.
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y He who is free from wants, pure, alert, unconcerned,
untroubled develop his inspiration, equanimity within
himself.who is pure(sucih)- dirt has no place within or
without a true and honest manager. It is well known thatthe condition of a mans table can give a great insight
into the mental nature, discipline and culture of that man.
Alert (Daksah) - enthusiasm is the key to success in any
undertaking. Managers should be intellectually vigorous.
He should be ever on his toes to take up the activity.
Unconcerned (Udasinah) - this means to economize ourmental energies. Managers should realize the importance
of difficulties, wants, discomforts arisen in completion of
the project in order to have a positive way to deal and
solve these problems. Untroubled (free from trembling)-
the inward tremors are experienced only when any
burning desire has conquered completely. Managersshould never allow their inner person to enter into any
such fears or agitations.renouncing every undertaking-
Manager should have a strong feeling that he is
beginning an activity for the purpose of achieving a
definite goal whereby he is fulfilling a specific desire or
will thereby be gaining a positive profit.
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Managers should follow Hindu of dharma:
"O Indra, lead us on the path of Rta, on the right path
over all evils."
This means the logical progression of an early course of things
into an all encompassing moral order, a path and way of
righteousness, an all encompassing harmony of the universe,
in the V edic of Rta.
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A Few S alient Aspects For
Managers In Management:
1. Rights Orientation Displacing Duty Orientation: The
need of the hour, on a priority rating is of recognizing the
importance of human duties than human rights. For
example, Only if the teacher does his duty, are the
students rights satisfied, or, Only if the boss does his
duty of caring for the subordinates, can their rights of
participation and autonomy be better taken care of.
Indeed, if duty-oriented doesnt predominate our
endeavors, ugly things will always continue to occur &
come to light. It has been observed that today more
intellectuals from premium Indian institutes migrate
outside for the sake of comfortable living. Their
inclination is less for the country and their duty towards
society. Such a change is replacing the traditionally Indian
concept of duty-orientation.
2. Exteriorized Orientation Displacing Interiorized
Orientation: W e in India are missing an essential insight
of our inner-self. The eastern temperament is essentially
introvert as compared to the western, who are dominantly
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extrovert. Though we show sincerity, goodwill, gratitude,
love, but these shouldnt be restricted to only flow of
words or gesture. W e are missing the realization of our
self-sufficiency factor. W e depend on others for ourinternal satisfaction which is indeed a
corruption/vulgarization of the depth of inner feelings.
This is what V iktor Frankl diagnoses as the gravest
psychological problem called existence vacuum, which
alienates us from our inner essence.
3. The Secular Orientation Displacing the spiritual
Orientation: Unfortunately the meaning of both
secularism and spirituality is not clear in our minds today.
Maurice W ilkins, a Nobel laureate regrettably says that
today world is increasingly focusing on the material
aspects of life and on technical solutions to humanproblems. Further it is observed that how western youths
come to India today to revive the sense of inner meaning
of life, now lost to the W est, and laments that due to the
current wave of modernization, India also is in danger of
losing this sense of the sacred the holy, the spiritual in
everything.
4. Skills Orientation Displaying V alues Orientation: It is not
difficult today to visualize that the mistaken priority of
learning to do, i.e. skills, is now acknowledged as such,
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and rectified by admitting the priority of learning to be,
i.e. values. The chief hurdles working against excellence
on the human side of Indian organizations dont seem to
be centered around paucity of any skills. They areprimarily centered in values. Quality of products &
services is dependent not so much on the quality circles
but on the quality of the minds of the member of the
circle.
5. Quality of Domestic Life Messing up Quality of W ork life: The Quality of domestic life transmits its inevitable
impact to the quality of work-life. The quality of domestic
life lies in a deep and serene home atmosphere, which
should douse the scorching flames of stress stroked by
work life. Today in Indian scenario, where both husband
and wife work for more than 8 hours, they hardly gettime for each other and their family or their children who
need them the most. This imbalance between the work-
life and domestic-life definitely affects ones inclination
towards its work.
6. The New breed Displacing the Old breed:
Today, there is a clear distinction made in the minds of
the two generations of people in Organizations. Senior
professionals see lack of commitments and values
towards a company, in the new generation of
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professionals, because these people change jobs very
frequently. Such a thinking is based on no knowledge or
depth of the matter. Hence there needs to be bridging
between the thoughts of the two breeds of people toinculcate co-ordination and co-operation in organization.
7 . Self Actualization Orientation Displacing Self
Transcending Orientation:
Many writings on motivational psychology have drawn our
attention towards knowing Self Actualization. Somewriters have pointed out that self actualization in practice
actually coverts most interpersonal relationships into
instrumental transactions for self-advancement. In Indian
scenario, right from a senior professional to a clerk, the
spirit of grievances is identical. They crave for satisfying
their lower-end needs.W
hile there are some people whoare contrary to this. In large, people have an inclination
towards fulfilling their lower-end needs which is called
Self transcendence which will in result into Self
Actualization.
8. Uniform Culture ensures co-ordination between
departments:
People in an organization, as employees,
work for the ultimate organizational goal. His constant
endeavor should be inclined towards serving the
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organization first and then personal objectives. If every
employee thinks this way, it would bring cohesiveness in
the different parts of the organization thus ensuring
coordinated effort among all the departments to fulfillorganizational goal.
9. Culture avoids conflicts:
W e, Indians have the ancient culture of family ties and
bonding among the people. W e value relationship
forming thus giving importance to the other person aswell. This builds loyalty in the minds of the other people
towards ones relationship, which in turn reduces conflicts
and misunderstandings to a large extent. On the
contrary, the foreign culture believes in hire-fire policy,
which doesnt support the idea of relationships hence
work culture conflicts are seen to a great extent in suchcase. Thus a healthy culture avoids conflicts.
10.Importance of Honesty of the CEO:
An organization is largely a reflection of the character
and vision of the leader. His every action is reflected in
the results of his followers. If the leader is honest, actions
will taken in the overall interest of the company and its
employees and if not, then wrong/unethical decisions will
percolate down the system thus mainly affecting the
overall goodwill of the company and its workers. Since a
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ACT S OF GOD AND M E N:
Casestudy:Mr. Manik an employee of G-four India, exports garments to
South Asian buyers. Among the many third parties the
company work with, there is one named Skanda Garments (SG)
in the south. A small factory, which employs some 80 people.
Its owner, Selvan, was tragically washed away in the tsunami
when he had gone to Nagapattinam to deliver a consignment
with three other senior managers.
W hen the company heard of this, like any company devoted to
cost and benefit, strategy and time planning, it shifted their
orders to other stitchers.
Last month, one of their employees, Lingam, called mr. manik
to ask if G-Four India, would help them. Being a small
businessman, Selvans papers were not in order; loans he had
taken and those he hadnt taken were being attributed to him.
His family was in a state of despair. His father, Arumugam, has
to now settle his sons family, which includes a daughter, Lata.He decided that the best thing to do was to sell off Selvans
business and pay off the bank. Also Lata being a young girl,
who was dark, was taken as a liability and the family was
merely using her to come out of financial crisis by making her
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get married to her maternal uncle, Sethu, who was 30 years
old and also claimed that his father owed him some money
which he would write off if Lata marries him and the business
operations are given to him.
But there was chaos unfolding at the factor too. Four months
after the tsunami, there was hope that somebody would take
up the plant and run it, bringing back some stability into the
workers lives. There were few orders they had begun work on,
seeking more time for fulfilment. But they needed money for
raw material, and the clients were unwilling to help as they
claimed that 50 per cent advance had been paid to Selvan.
During the one year that the whole thing dragged on, the
Skanda Garments factory absolutely deteriorated. The floods
that followed the tsunami did the rest playing havoc on the
plant and inventory. Meanwhile, Sethu began to informally askthe workers to start accepting pay cuts as he had found girls
who were willing to work for less money. This would result in
40 men losing their job and also women were exploited in an
unethical manner.
Realising the entire scenario which had an impact on several
lives, Mr. Manik decided to approach Mr.Jatin Dayal to provide
them with 25 lakh loan as a part of social responsibility
towards suppliers and more importantly for humanity. A
meeting was called for this purpose where initially only Mr.
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Manik was fighting against the inhuman approach of the
company towards its suppliers. However, later he was backed
by other employees too.
On the other hand Mr. Jatin here is an adamant person and is
purely business minded. He takes this entire issue as a mere
social issue and he considered it charity and not responsibility
to look into the social problems of his suppliers. He is simply
profit oriented and treats business different from human life.
However, at the end of the meeting Mr. Jatin had no other
choice but to agree. However during the meeting the following
issues were discussed which led to a favourable outcome.
1. The issue is not only concerned with Selvans daughter
and his deteriorating business operations but it is
concerned with his 7 5 colleagues at Skanda Garments?
W hat happens to the smaller businesses who supply to SGand their families? W hat happens to overall growth?
2. It was only when Lingam informed Mr. Manik about the
daughter that he came to know that there are hundreds
of such young girls out there who are being sold and
transacted to repay all kinds of obligations. Is developing
that community not part of their life, especially since thecompany has been dealing with that community? That Rs
25 lakh which it hesitates to spend will mean that the
children of those workers will not go back to school;
hopes that were there will get destroyed; lives which were
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community suffers and when the community suffers, the
business suffers in the long run.
6. W e need to see our vendor as our customer and not our
supplier. He is a customer of the relationship we havetransacted with him. This is not about welfare. Its a case
of rights. Suppliers have rights on the company. Even if
rights are infringed, they remain rights.
And thus with the help of the following points it was decided
that Skanda garments would be given 60- 7 5 lakh of loan. The
point here is that it was the understanding and application of
dharmic management that provoked Mr. Manik to approach
the issue to the authority. It was Mr.Manik who knew that the
management was completely wrong here and it was very
important to explain them the truth since it had an impact on
the entire community of their suppliers. He did not vision his
business as mere profit oriented but at the same time
understood his social responsibility towards the society and
thus took step in favour of truth against managements
unsympathetic approach.
However, there were many employees who knew that the
management was being insensitive but could not do anythingabout it. At the end of the meeting two employees conclude
the entire issue saying W hy dont these things occur to us
naturally? W hy do we go through week-long debates to arrive
at a decision that we already know in our hearts? Is it because
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corporates are surrounded by rules and rights and wrongs, dos
and donts? Or is it simply that we in our minds separate
business from life? W e do not think of it as a part of life and
thats because our education also separates work from life.
However, reading this surely forces us to ponder our attitude
too.
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WEBLIOGRAPHY:
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