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'Chapter Indian Ethos for

5 Management

--- --- -~ --- --

-- -- -- ---LINE
CHA PTE R OUT

·s.t Indian Ethos

5.2 Indian Ethos for Management
I 5.3 Value-Oriented Holistic Management
avat Gita
I 5.4 Management Lessons from Bhag
I[ 55M anag emen t Lessons from Ramayana.

I
I
I 0N DIA N ETH OS
nary defines Ethos as
'Ethos' is a Greek word that means 'character.' The Cambridge dictio
I l
I
j
''the set of beliefs, ideas, etc. about the behaviour and relationships ofa
are culture specific. Ethos are the set of beliefs and ideals held by comm
Thus, the behaviour and morals of individuals and groups are shaped by
person or group". Ethos
unities in a region.
their ethos.
d from the Indian value
i Indian Ethos refer to the beliefs and ideas which have been derive
Upanishads, Ramayana,
systems. These are derived from the ancient wisdom ofVedas, Puranas,
l1 from these scriptures
Mahabharata, Bhagvad Gita, Bible, Quran etc. Some of the salient ideas
j include:
• Connection with the divine: Human beings are linked to the
divine. All souls (atma)
•
experienced when
J are connected to the supreme soul (Paramatma). The divinity can be
ic consciousness.
' our mind is still and we are calm. The divine element brings us cosm
c desires with spirituality

I
I
• Maintaining balan ce: One must seek to balance materialisti
and selflessness. A work-life balance is also very important.
• Strength ofcharacter: In the Indian culture, character is more impor
tant than knowledge.
! Strength of character is the real wealth of a person. Thus, focus is on
values and ethics.
I • Self-Awareness: One must develop an understanding of self.
j is
I • • Dignity ofwork: All work is worthy and begets honour. No work is too small. Work
akin to worship in the Indian scriptures.
I
!
 5.2 Management: Principles and AP'P/ications
n's
• Emphasis on duty and responsibility: While the Western thoughts focus on a pe~;his
rights; Indian ethos focus on the duties and responsibilities. A person must ful 1
duties and responsibilities.

~ INDIAN ETHOS FOR MANAGEMENT

Ethos influence the beliefs and actions ofindividu als and groups. Businesses and manageri~
practices which are in sync with the national ethos tend to be accepted by the society. Jt~S
known that Japanese Managerial practices are successful because they reflect the ethos oft e
country. The same is true for any nation. Ethos are specific to culture. Thus, Indian manage~ent
systems should be designed within the framework of Indian ethos. This application of anct~nt
Indian wisdom to management process is called as Indian Ethos for Management. Accord~g
to Swami Vivekananda, "Indian ethos serves ideas of honesty, integrity and morality". Indian
ethos are based on our social structure, culture and religions.
The wisdom or the body of knowledge is derived from the ancient scriptures. Such managerial
practices and policies are compatible with the cultural values and work level expectation and
therefore are expected to be more acceptable to the society. To summarise, Indian Ethos for
management is the body of knowledge which derives its solutions from the rich and huge
Indian system of ethos.
%,Some of the salient id~~ of lndii Ethos iI)_Man~emeqi are:
;Kl Cl)')'Y1Y)"~c.V,,-v«f tµ.l- (V..,f &a <> IM/~,
• Atmano Mokshartham J gat Hitaya C a: This means that all work is -an opportunlty
·

for doing well to the world. Through work we not only earn materially but spiritually as
well. Work should have societal benefit. Here, the implication is that work not onlY
helps in attaining personal gains but is a means for communit y welfare.
• Archet Dana Manabhyam; This implies that we should not be respectful ofpeople for
their material possessions or riches. All souls are divine and therefore, we must show
mutual respect to each other. •
• Atmana Vindyate Viryam: The strength and inspiratio n for succeedin g in our
endeavours comes from the Divine element within us.
• Yoga Karmasu Kaushalam, Samatvam Yoga Uchyate: A person who works with
calm and composed mind achieves the best results. Excellenc e at work can be attained
through self-motJVation and self-development with dedication but without attachment.
• Yadishi Bhavana Yasya Siddhi Bhavati Tadrishit The way we think, guides our actions
and makes us who we are. Ethical and positive thoughts lead us to attain our goals using
ethical means.
• 1'arasparam Bhavatantah Shreyah Param Bhavapsyathah: The highest material and
spiritual rewards can be attained through mutual respect, cooperation, and team spirit
• Tesbam Sukhm Tesham Shanti Shaswati: Infinite happiness and infinite peace come
to them who see the Divine in all beings.
• Paraspar Devo Bhava: All of us have the part of divine in us. We must respect the
divinity in all. •
 l
I Indian Ethos for Mana gemen t 5.3
I

f Basic Principles of Indian Etho s for Management

ing are the
f Based on the ideas from the Indian scriptures and religious practices the follow
/ principles of India n Ethos of Management
1. Each soul /,as imme nse poten tial: All souls are This is to bring to your atten- '
conne cted to the divine . Divin e means perfec tion in tion that any one including
know ledge , wisdo m, and power.

Thus, huma ns can achie ve seemi

There

ngly
fore,
immense poten tial for self-development and perfection.
impos
we

sible
have

goals
students iffound in possession
of graphic, electronic or me-
chanic al, includ ing photo-
copying, PDF, recoding, scan-
I
ning, digitizing. taping, web
by chann elizin g the divin e element. distrib utions (lnclu dla1 I
l
tr 2. Holistic approach: Holis
tic approach implies the unity
between the Divin e, indiv idual self and the universe.
wbatu pp groups), informa- ]
rion networks, or infonnation I
storage and rctrivaJ systems I

II
Unde r these princ iples of unity, the Universe is an
undivided whol e where
other partic le.
each
Thus,
partic le is conne cted
the entire humanity is one.
with
without the prior or written 1
permission of the publish er I

j
will attract FIR, legal action l
I every (lacladlag eHr: eaae for
l Managers must imbib e this approach in collective efforts. compensation).
!
3. Importance of inner virtues: Divine virtues are inner
---- ·-
resources and are more powerful and important than outer
'Joana Chakshu'
material resou rces. There fore, the manager must develop his third eye,
is the essence
i.e. vision, intuti on, insight, foresight and such other divine qualities. This
of Indian ethos for mana geme nt.
s our hearts and
4. Karma yoga: Karm a Yoga refers to selfless work. Selfless work purifie
Thus, it leads to
leads to self-d evelo pmen t. It also helps others in their spiritual growth.
alone. Thus, a
happiness and prosp erity. Karm a Yoga teaches us not focus on money
not engage in
good mana ger must work responsibly for the good of all and should

b
.
I

t
unfair and uneth ical pract ices just to achieve material ends. Manager
must lead the organ isatio n on the path of individual and collective develo
growth.
is a mentor and
pment and

Il that managers should

5. Yogah karmasu kaushalam: The implication of the principle is
r fear the failures
,,I detach thems elves from the result s of their action. They should neithe
ons without
'f nor try to take all the credit of success. They should take important decisi
Kaushalam as a
getting overp owere d by emotions. Karma Yoga and Yogah Karmasu
to extrinsic
philosophy emph asize ~n intrin sic motivators and give lesser importance
motivators like mone y.
r competition Indian
6. Co-operation and team work: While the western philosophies favou
Ethos focus on coope ration and teamwork for achieving the results.

Requisites for India n Etho s

I interest of
l Cy 1. Value orien ted holis tic management: Holistic management focuses on the
j large. In a value-
all stake holde rs i.e. emplo yees, customers, shareholders and public at
all stakeholders.
oriented organisation; profit is earned through se~c e and satisfaction of
 5.4 Management: Prin ciple s and Applications
.
The organisation is a part of the socie .
ty and therefore, 1t must fulfil its
•
soc1• I respansibility
as well. Top management must have firm behe . vaIue-o • d h 1· f a management
• fm
nente o 1s 1c
2. Humanising the organisation: The organisations mus
t focus on inter personal relations,
as well as mental and spiritual growth of individuals.
The welfare of the emp1oyees
must be prioritized in the man-machine equation.
3. Management by consciousness: Management by
consciousness or self-management
refers to first knowing and managing ourselves. The
soul must establish a hannony
between the body, mind, intellect and the heart.
4. Introspection: Individuals must introspect and analyse
their feelings, thoughts, emotions,
sensations and passions. This should be aimed at sublimat
ion of the ego.
5. Meditation for calm and tranquility: Only one who
has a calm and tranquil mind can
take rational decisions. Brain-stilling or meditative silen
ce helps one reach a higher
consciousness, called Chetana which is important in takin
g difficult decisions. This is
called consciousness approach to management.
6. Taking a step ba~k: Actions taken in a rush or heat
of the moment are often regretted.
Therefore, it is important to step-back from a situation
for a while to regain control.
7. Intuition: A person with an enlightened higher cons
ciousness can develop a strong
intuition. Intuition refers to a feeling of certainty with
out any sound reasoning or
inferring. Such intuitions can act as a guide in decision
making.
,0{ole of Indian Ethos for Management
Indian Ethos play an important role in establishing man
agement practices.
1. Good human relations: The organisations whic
h adopt Indian ethos recognize the
importance of humanity. They treat everyone ethically
and thus, are able to develop
favourable relations with employees, customers as well
as employees. -
2. Focus on doing the right things: In an ethical orga
nisation not only the ends but the
means of achieving these ends are also important. Ever
yone is treated fairly. There are
fewer conflicts and people are happier and satisfied.
3. Focus on cooperation, sacrifice and team work lead
s to better collective results and a
good work culture.
4. Balance between spiritual and material needs leads
to harmony and improves the quality
oflife.
s. Total quality management can be achieved through excellence at work, self-
motivation
and self-development
6. Practices such as meditation can help in reducing
stress levels.
To sum up, India must embrace its cultural roots and ethos
to emerge as a force to reckon with.
An attempt must be made to develop, standardize and institutio
nalize the management practices
on the basis of our ancient belief systems. Indian Etho
s for Management can develop holistic
management which will assure all-round growth thro
ugh a balance between individual anq
► -- ---------

Indian Ethos for Management 5.5

I public benefits. It promotes material as well spiritual development. It focuses on an enriched

quality of life by promoting values like integrity, wholeness, goodness, self-discipline and
J fulfilling one's Dhanna. The best form of management must be holistic and value-driven,
which is the objective of Indian Management Ethos.

• ~ .VALUE-ORIE NTED HOLISTIC MANAGEMENT

Values are the long lasting beliefs held by a person, organisation or society. Values determine
what choices a person will make and what will be considered important. In the Indian context
• values are called gunas. Values are determined by the character of an individual. Values in
turn shape his attitudes which govern the behaviour. Indian values include
• Truthfulness
• Integrity
• Gratitude
i 1 • Humility
• Forgiveness
f
I • Patience
I • Transparency
• Charity
1 • Kindness
• Simplicity
• Self-lessness
• Respect for others
• Nisbkama Karma.
While the Western concept of Management (oriented by science and technology) focuses
more on imparting and developing skills; the Indian Ethos for management give due importance
to values along with skills. Skills are necessary for pe_rfonning the job in an efficient manner
but values must act as a guide for skills and actions. Values purify the mind and heart of an
individual leading him on the path of universal good. A skilled individual, in the absence of
good values becomes a danger to the society. For instance, a computer hacker possesses skills.
But in absence of ethical value system he uses these skills for wrong purposes. The rise in
scams and scandals in the past few decades show a dearth of ethics. Thus, management based
only on skills can never be holistic.
Value-Oriented Holistic Management takes a total or holistic view ofmanagement. It integrates
the interests ofall and is guided by values. People are most important asset to any organisation.
Every person has part of the divine in him. Ethical and spiritual values help in achieving one's
full potential. The value oriented holistic management emphasises on cultivating values and
building a strong characte~. Character is more important than money. So our aciions must be
1
l
I 5.6 Management: Principle s and Applicatioru

guided by values and not by material gains. In a value-oriented organisation; profit is earned
through service and satisfaction of all stakeholders. It focuses on developi ng skills guided by
the values. Here, manager sees the whole first and then looks at the components. Adoption of
such a system of management balances the interests of all stakeholders and leads to value
based skill development. Value oriented holistic management combines science, skills, values
and spirituality. It produces entrepreneurs and managers who create wealth not for their personal
gains but use it for societal upliftment and contribute to nation building.
.
,.,,~1J MANAGEMENT LESSON S FROM BHAGAVAT GITA
During the battle of Mahabharata between Pandava s and r - - -
Kauravas, Arjuna looked at the other camp and felt that he would l• tion
This is to bring to your atten-
that any one Inda~
not be able to fight his kin. Seeing him in dilemma, Shri Krishna students iffound in poSSCSSIOll
explained to him about his Dhanna (the right path). Bhagava t of graphic. electronic or mo-
Gita is a sacred religious text containing the teachings of Lord chanical, including photo-
copying. PDF. recoding. scan-
Krishna for spiritual progress and self-realisation. The ideas ning. digitizing. taping. web
expressed in Bhagvad Gita contain numerous lessons for the distributi ons (iocludin1
managers. Following are some of the concepts applicable to
management:
!
wbatsapp groups). informa-
tion networks, or information
storage and retrival s ~
without
Commit ment towards work: One of the importa nt [ permissiothe prior or wntten
n of the publisher
concepts in Gita is karma yoga which is all about doing • will attract FIR, legal actio•
work with dedication and commitm ent Bhagavad Gita
in a verse talks about 'Karmanyev Adhikaraste, Ma L,_
I
(including court case for
compensadon).
_ _ _ _ _ _ _ _ __
Phaleshu Kadachan' which means that you only have a •
'right to work without the expection of the results'. Thus, every person must do their
work with dedication and sincerity. If the sole focus of the individual is on results then
he will be worried about the failure which may affect the quality of his work or may
lead him towards unethical means to achieve targets. Being dedicated to work implies
working for the sake of attaining excellence.
• Selfless work: Gita talks about "nishkama karma" or selfless work. Thus, work must
be performed without self interest. Developing an attitude ofNishkama Karma to.wards
work implies subordinating the individual interests for the betterme nt of all.
• Emphasis on intrinsic motivators: With the focus on 'Nishkam a Karma' and
'Karmanyev Adhikaraste', Gita gives importan ce to "detachm ent" from extrinsi~
motivators and material gains. It emphasises that work should be done for its own
sake and with dedication. Thus, attaining excellence in work should be the motivator.
Gita's principles guide us to look for inner, mental and spiritual rewards as motivators
to work.
• Decisions to be made with detachment and composed mind: Accordi ng to Gita,
Samatvam yogah uchyate i.e. the composure that enables us to accept all circumstances
(good or bad) with serenity is called as Yoga, or union with the Supreme. Bhagavad
Gita teaches about 'Yogah Karmasu Kaushalam". This philosophy underlines that
.
·l Indian Ethos for Management 5.7

actions taken with detachment and composed mind will lead to excellence in work.
This applies to managerial decision making which must be done without being influenced
by one's ego and emotions. With steadiness of mind one can calm the emotions and
increase the Viveka or Buddhi. Actions/ decisions taken with a stable and composed
mind will be more effective. .
• Responsibilty and accountability: Developing neutrality towards outcomes is an
important pre-requisite for discharging one's duties. While Gita preaches Nishkama
Karma and detachment from the rewards of our work, this does not mean that a person
is not responsible or accountable for his actions. The sacred book emphasises on fulfilling
our duties and responsibilities and taking responsibility for our actions and their
consequences.
• Work culture: Lord Krishna details two types of work cultures- Daivi Sampat or divine
work culture and Asuri Sampat or demonic work culture. Daivi sampat or Divine work
culture creates and promotes fearlessness, purity, self-control, sacrifice, straight
forwardness, calmness, absence of fault-finding, absence of greed, gentleness, modesty,
absence ofenvy and pride. Asuri work- culture on the other hand creates an environment
ofegoism, delusion, personal desires, improper performance. Needless to say that every
organisation must aim to create a Daivi sampat work culture. Through such a positive
work environment the organisation can achieve higher productivity, higher motivation
levels, positive worker attitude and success in their enterprise.
j
• Transformational leadership: Lord Krishna transformed Arjuna through his discourse
in Bhagvad Gita. He guided and motivated Arjuna to dispel his doubts and lead him
from a state ofdilemma (inaction) to action. He inspired Arjuna to follow the righteous
! path and lead him to success. Similarly, managers must be Transformational leaders.
j They must have the charisma to encourage followers to achieve their potential and lead
l the organisation to success.
j To conclude, Bhagavada Gita is not only a spiritual guide for individuals but also offers many
, lessons for the managers. Its teachings can help the managers in enhancing the quality and
effectivene~s of management. Bhagavad Gita offers distinct approaches of leadership,
motivation, excellence in work, achieving goals, self less work, decision making and planning.
j In contrast to the Western management thought which views problems at material, external
l and peripheral levels, the Bhagavad Gita approaches the problems at the grass roots level of
l human thinking. Once the thinking and attitude of the individuals is righteous, it will
J automatically enhance the quality of his actions and their results. Thus, Bhagavad Gita is a
' guide to managemenf:-by-values. '
j
l s.s MANAGEMENT LESSONS FROM RAMAYANA
I Ramayana is an epic which traces the life journey of Lord Ram. The holy book not only shows
how good triumphs over evil but also offers several life lessons which are applicable to
management. Following are some of the important ~eaways for a manager:
1. Importance of ethics and values: Lord Ram is known as Maryada Purushottam Ram.
5.8 . • Ies a,id Anp/ication
Management: Pnnc1p r, s

Maryada refers to honour and righteousness. Purushottam means one who is the greatest
among men. Lord Ram always honoured the code of conduct, he followed Dharma. He
tread a path of ethics and values and acted honourably, even towards his • enenues.
• For
instance, one day Lord Ram disarmed Ravana. He could have easily killed Ravana
then. But it was against his code of conduct to kill an unarmed person. Theref~re, he
allowed Ravana to return to his castle. Ravana on the other hand behaved deceitfully
when be kidnapped Devi Sita. An unethical action which lead to his downfall. This
teaches us that managers must act ethically no matter what the situation. Manag~ment
backed by ethics earns a good reputation for the company leading to its success m the
long run.
2. Clear vision and goal: For any endeavour to succeed, the manager must have a clear
vision and goals. In Ramayana, Lord Ram was on the path ofDhanna. The vision was
to uphold the Dhanna and defeat the evil. He had the clear objective of rescuing Devi
' Sita from Lanka. His followers could relate to the vision and knew the objective to be
achieved. Similarly, a manager must first establish a vision and then define the goals to be
achieved. Clearly defined goals help us to plan and determine the course of future action.
3. Leadership: Ravan and his mighty army had won several battles and had even conquered
the Devas. Defeating such a formidable enemy was a seemingly impossible task. This
feat was realized because Lord Ram demonstrated excellent leadership to his army
(Vaanar Sena). He guided them through challenges such as crossing the sea. He lead
them from the front during the war. He instilled confidence in them about their righteous
objective ofrescuing Mata Sita. Thus, he inspired the vanaras to fight against Ravan's
well-trained army and lead them to victory. Similarly, every manager must work towards
being an excellent leader. He must guide his team and support them in any challenges.
Such leaders are respected by the followers and are able to achieve exceptional results.
4. Motivation: A motivated employee is an asset to any organisation. He gives his best to
the work assigned and is able to reach his potential. A motivated employee may be able
to achieve results beyond expectations. In Ramayana, one such instance is seen when
the Vanaras were searching Devi Sita. Angad and his team reach the shores of the Sea
and feel demotivated as they had been unable to find Devi Sita within the stipulated
time. They came to know that she could be in Lanka but no one believed that they could
cross the sea. At this time, Jamvant says that only Lord Hanuman has the capability to
cross the sea. He motivates Lord Hanuman by reminding him about his strength and
expressing his confidence in his abilities to accomplish the task at hand. Lord Hanuman
becomes motivated and undertakes to accomplish the team's mission.
5. Environmental analysis and SWOT: When Lord Hanuman reaches Lanka, he talces a
miniatlll'e form and searches for Mata Sita in the city. In the process, he comes across
Vibhishana who later becomes an ally to Lord Ram. After finding and meeting Devi Sita,
Lord Hanuman could have returned without being discovered. Yet he deliberately creates
a disturbance in the Ashok Vatika (garden) to attract the attention of the guards. He acted
in this manner so that he could meet Ravan and guage the strength of the enemy defences
i.e. analyze the environment. This incident helped Lord Hanuman in identifying the threats
 I Indian Ethos for Management
l
5.9

t (Defence systems and military strength of the enemy) as This is to bring to your atten-
well as opportunities (alliance with Vibhishan). The modem tion that any one lncladln1
organisations also must analyse their environment to f studentJ iffouod in possession
of graphic, electronic or me-
identify the potential opportunities and threats. They must , chan ical, including pboto-
use their resources (strengths) to develop strategies that ~pying. PDF, rm>ding. scan-
match the environment. This is essentia l to the success of ning, digitizing. taping, web
distributions (lndadJ nc
any organisation. "h■tsapp 1roaps), informa-
6. Strategic partner ships: In order to defeat Ravan, Lord tion networks, or infonnation
storage and retrival systems
Ram formed strategic partnerships and alliances with without the prior or written
Sugreev and Vibhishana. His partnership with Sugreeva permission of the publisher
• gave him access to an army to fight with Ravan. His will attract FIR. legal action
(lncladln1 court case for
alliance with Vibhishana helped him in gaining access to compcns1tfoa).
strategic information. Similarly, a business should enter
into mergers/ amalgamations/ partnerships and alliances
based on mutual benefit. Through such alliances it can gain access to strategic resources,
expand its customer reach and strengthen its competitive position.
1. Effective communication: Effective communication is the key to good management.
Miscommmunication between Bali and Sugreev led to feud and animosity between the
brothers. The demon - Mareech (disguised as a golden deer) mimicked Lord Ram and
sent a distress signal to Devi Sita and Lakshman. Communication ofthis wrong information
resulted in kidnapping of Devi Sita. This highlights the importance of communication.
j The managers must establish a system of communication which is clear and effective.
Rumors and miscommunication must be avoided at all cost:
1- 8. Practical and realistic commitments: A business manager must make realistic and practical
commitments. Commitments made to clients and business partners must be based on a
proper evaluation ofthe resources and feasibility ofthe deliverables. King Dashrath made
a commitment to his Queen Kaikeyi and granted her two boons without defining the
scope of the promises which lead to the exile of Lord Ram. Unrealistic or impractical
commitments create difficulties for the organisation.
9. Staffing: Staffing involves assigning the right person to the right job. The job of building
the Ram setu (bridge) across the sea was assigned to Nal and Neel who were skilled and
competent at such a task. Similarly, Lord Hanuman was chosen to bring the Sanjeevani
medicine from Himalayas when Lakshman was injured by Meghanad. He was chosen for
I
i
l this job as he alone had the ability to cover the vast distance between Lanka and Himalayas
and had the required intellect and strength to accomplish the task. Every manager must
look at the skill set and competence of the employee before selecting him for a position.
I 10. •lime management: Lord Ram had promised his brother Bharat that he would return from
exile exactly at the end of 14 years. Bharat had vowed to end his life ifLord Ram failed to
return on time. Lord Ram manged to return on time using the Pushpak Vimaan. In the
current context, most projects are time bound with penalty clauses for delay~ completion
of the project or delivery of the products. Thus, time management is ver) important for
the managers.
5.10 . .
Management: Prmc1ples d A ,,,[icationJ
a11 Pr
l 1. Treat all people K•ith respect: A good manager treats his workers as his equal~ and~;:
persons with respect. Lord Ram treated others with respect irrespective of tbeir soctn)
status. This was seen in his behaviour towards Nishadraj (tribal king), Kevat ~boatmaeet
and Shabri (sanyasin ?flower social cl:15s). He even _trea~ed Ravan, his enemy, with respf all
\Vhen Ravan was dymg Ram asked bun to share his wisdom. He arranged funerals O b's
demons with dignity and honour. A manager should also treat all his employees a~ ~
equals irrespective of their caste, sex or social status. He should treat his customers, busm
partners and competitors with respect and integrity.
12. Value tire ideas andfeedback ofsubordinates: Ravan's wife, Mandodari and his brolMr,
Vibhishan counselled him to send Devi Sita back to Lord Ram numerous times. However,
Ravan never listened to their advise and even insulted and threw Vibhishan out of Lanka·
Ignoring sound advise lead to his downfall. A good manager should invite idea~
suggestions and feedback from his subordinates. He should be open to new ideas backe
by sound reasoning even if they contradict his beliefs.
13. Succession planning: King Dashrath planned to pass the throne to Lord Rarn. L0rd
Ram also divided his kingdom between his heirs. Succession planning is irnportant for
continuation ofthe organisation. A leader must identify, select and groom his subordinates
to become future managers. This not only motivates the subordinates but also enSUTes
future success of the organisation.
14. Emotional detachment from material rewards: King Dashrath announced the crowning
of Prince Ram but owing to the manipulation by queen Kaikeyi he was exiled for 14
years. Lord Ram was neither excited when he was informed about the crowning nor
was he upset by the change in his circumstances. This is because he was not attached_t0
the position or power associated with being the king. He was detached to such matenal
rewards. He accepted his change in position with grace and dignity. Later when he
became the king, he established a Ram Raj ya. He ruled with fairness and worked for the
welfare of his subject. He considered this his duty as a king. This teaches that a manager
should also work for the growth of the organisation and look after the interests of
subordinates. He should handle the challenges with emotional detachment and also
should not be guided simply by profit. He should be fair in his dealings with all.
From the above discussion, it is evident that Ramayana along with being a text that shows us the
ideal conduct of a person is also _a valuable management guide. It teaches us the value of ethics
and duties and imparts useful lessons ofleadership, governance, communication and management.
The leuons from Ramayana are useful for the manager in successfully running the enterprise.
---- - -·· " - -· -- ~~7

TEST QUESTIONS I
t What do you understand by Indian Ethos?
2. What are the Indian Ethos for Management? What role do they play in the management
of the organisation?
3. Explain the requisites of Indian Ethos?
p
\

'. Indian Ethos for Management 5.11

4. Discuss the principles of Indian Ethos of Management?

5. What management lessons can be adapted from Bhagavad Gita?
6. Gita teaches us to focus on work not on the results. Explain in context of management.
7. "Ramayana imparts lessons in leadership, motivation and ethical conduct." Do you
agree?

PRACTICAL EXERCISES I
I. Read the "Sumlar Kand" of Ramayana. Based on the reading: Identify the qualities of
Lord Hanuman as a leader.
2. Read the text of Ramayana and make a comparative analysis of Managerial styles of
Ram, Ravan and Sugreev.
3. Read chapter 2 ofBhagavat Gita and make a summary of managerial lessons.

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, • This is to brins to your attention that any one lncladln1 students iffound in possession ofgraphic,
f electronic or mechanical, including photocopying, PDF, recoding, scanning, digitizing. taping.
j web distributions (lndadiq wbatsapp groups), infonnation networks, or information storage
I and rdrival systems without the prior or written permission ofthe publisher will attract FIR, Jecal
, acd• (Jadadlng court cue for compensadon).