CHAPTER - VI

CONCLUSIONS AND SUGGESTIONS

In the final chapter of the study, it is proposed to summarize the findings of the study and
draw conclusions. It is also proposed to provide some suggestions to managers interested in
integrating Indian ethos in their organizational practices.

NEED FOR THE STUDY

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

largely in the recent past by Japanese principles and techniques. It is often said that each
society has to draw its lessons on human behaviour from its own culture specific areas - its
own psychological make-up. Lessons drawn from another society are simply ineffective as
they represent a different socio-cultural milieu and offer solutions that cannot be straight away
employed for direct application. Accordingly attempts are made in India, to develop a body of
knowledge for managers drawing solutions from the nch cultural and social works, right from
ancient Vedic literature to the modern writings.

While compiling body of knowledge froin Indian ethos for adoption by managers is important,
much more important is to know the attitudes of managers towards Indian ethos. The review
of literature has indicated that there are limited studies on this aspect. The present study is an
attempt to examine the contributions of different scholars and views of managers on the
integration of Indian ethos with contemporary management.

RESEARCH QUESTIONS

The research questions are as follows:

What challenges do Indian organizations face today?
How do companies consider the principles and methods of lndian ethos? Do they
consider them as useful ones for betterment of employee behaviors and organizational
outcomes?
Are companies willing to adopt Indian ethos in their operations?
OBJECTIVES OF THE STUDY

The present study is undertaken with the objective of finding the views of managers on
application of principles and methods of Indian ethos in management. Specifically, the study is
designed with the following objectives:
To assess the views of managers on relevance and benefits of principles and methods
of Indian ethos to management.
To know the'interest of managers and their organizations in adopting Indian ethos.
To identify the steps companies are proposing to integrate Indian ethos with the
management practices.

PROPOSlTlONS

The following propositions are developed based on the contributions of Chakraborthy

(1 991,1995,1999,2004 and 2008) and empirical study of Gustavsson,Tripathi and Rao(2005)
to systematize the inquiry.

- P-1 Managers agree with the view that today organizations are facing problems arising
out of globalization and Infonnation revolution.

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

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

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

of business organizations.

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

P-6 Indian ethos benefits individual mangers and organizations.

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

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

METHODOLOGY

The data is collected from managers working in large IT organizations located in Bangalore.
About 278 managers at senior and junior levels and of both genders participated in the study.
The data are analyzed using t-tests and rank correlation coefficients.

FINDINGS OF SURVEY OF MANAGERS

The findings of the study are enumerated here.

Profile of respondents

Among the 278 respondents about 74.5 per cent are males and the remaining 25.5 per cent are
females. Age -wise analysis shows that 82 per cent are from the age goup of 25-40 years and
18 per cent belong to elder age group. Most of the respondents are married. About 66.9 per
cent are married and the rest 3.1 per cent are not married. Based on the position held in the
company they are working, they are categorized into senior and junior. Juniors dominated the
sample representing 57.2 per cent of it as against 42.8 per cent of scniors. Based on this, in
nutshell, it can be said that the sample has representation of male, 25-40 year age group,
married, and juniors in dominating proportion.

Challenges faced by managers

Proposition -1 Managers agree with the view that today organizations are facing problems arising out of
globalization and Information revolution.

Today mangers have multiple problems and managing is not that easy task. Respondents have
opined that following are serious problems and deserve attention of managers.
Economic environment-: Global competition (4.33).
Political environment- Political rivalries (3.65).
Social environment- Unethical practices -cormption, deceit, lying etc(3.82)
The impact of environment on HR practices, causing concern for managers is:
Dehumanization by technology advances(3.68)
 r Workplace violence and jealousies (3.59)
r Workforce diversity and team management(3.98)
r Work-place stress and depression (3.96)
Work-life balances (disruption in family life and increasing divorce rates) (4.0)
Materialistic attitudes and low loyalty in relationships (3.72)
Attrition(3.57).

Preferred Values

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

The respondent mangers have ranked high the economic values. The first five ranks have gone
to those which are related to economic sphere.
Efficiency at work(4.50)
and Profits (4.47)
r Work ethics( 4.24)
Creativity and innovation(4.22) and
Sophisticated technology(4.17)
The finer ones of life are relegated to back seat though rated important. They are ranked as
follows in the order given- Ethical values and practices(4.16), Harmony at work place (4. lo),
Employee loyalty (4.10), and Work life balance (4.07). The social responsibility issues are
rated much lower -Social responsibility ( 3. 86) and Gender equality(3.69).

Views on Western management

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

It is found that all the views that present wcstern management in a negative perspective are
agreeable to respondent mangers with varylng degrees of agreement. Unethical practices
(4.10), too much freedom to individuals at the expense of team work (4.08) and 2417 work
system are more agreeable among the 8 statements. The other views like conflicts due to
power struggles (3.91), work life balance problem (3.91), profit -oriented technology
adaptations (3.82), pleasure principle (3.73) and soulless functioning (3.72) are also viewed as
a part of western management.
Preferred principles
proposition -4: Managers prefer to employ principles of Indian ethos in contemporary management of
business organizations.

The following 12 principles identified as important ones for human beings as well as for those
in managerial positions in the literature.

Goal 1. Pursue artha(money) and

(righteousness) for attaining
Corporate social 2. Vasudhaiva kutumbakam- global outlook for team work.
responsibility 3. Loksangraha Sarve bhavanthu sukhina, sarve shantu
nirmaya. Welfare of all and survival of all.
Decision making 4. Jnanam samyagveekkshnam. Have holistic view for
proper knowledge in decision making.
5. Chittasuddhi in decision making.
Leadership 6. Rajarshi leadership - Negate tamasik (the simp1eton)and
adopt Rajasik (the forcehl/ambitious) and Satwik (the
wise) judiciously.

Individual 7. Aham brahmasmi. Divinity in self. Man is potentially

divine, his or her mission is to manifest inherent
divinity'.
Team work 8. Parasparam bltavayantah shreyah param
bhavapsyathah: By mutual cooperation, respect and
fellow feeling, all of us enjoy the highest good both
material and spiritual.
Work 9. Atmano Mokshartham, Jagut hitaya cha: All work is an
performance opportunity for doing good to the world and thus
gaining materially and spiritually in our lives.
10. Nishkama karma. Detachment (work with commitment
to achieve but leaving outcome to supreme forces)
11. Blend Karmayoga with Bhaktiyoga(devotion and
submission for higher order things) to make work a
worship, a Seva yoga
12. Yogah karmashu Kaushalam, Samatvam yoga uchyate:
He who works with skill, calm and even mind achieves
the most. -
Preferred techniques

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

Clear preference is given to three techniques: Reading books like Bhagavadgita (4.39),
Meditation (4.43) and Daily prayer (4.3). Partially preference is accorded to yoga exercises
(3.86) and fasting with prayer (3.51). Surprisingly, mind stilling is not preferred.

Perceived Benefits of Indian ethos

Proposition -6 Indian ethos benefits individual lnangers and organizations.

The benefits of Indian ethos are many.

S.No Aspect Benefits

1 Decision Indian approaches like yoga, mind stilling etc are
more powerful in making managers effective decision
makers.
2 Goal Peace and prosperity will together be achieved.
3 Image Welfare for all leads to good corporate image.
4 Teamwork Team work and individual empowerment will go
I I I together. I
/5 1 Individual I Holistic development of personality wlth spiritual)
energy is possible.
Climate Organization will have ethical (divine) climate.
Commitment Work will be performed as worship.
Leadership Leaders will be respected and loved for their humane

1 / attitudes, intelligence and principled approaches. 1

9
I

1 culture 1 Culturally organizations will be rich and willfunctionl

with a soul.
10 Performance Employees will become creative and will go beyond a
I I I mile with a sense of patriotic spirit. 1
Exposure to Indian ethos

Only 5 out of 278 managers have read books. All of them are males. Most of them are elders,
seniors and married. About 8 of them have attended training programmes. Most of them are
male, youngsters, unmarried and juniors.

Interest in creating awareness

Respondent managers are interested in creating awareness on Indian Ethos among peers and
subordinates as well as friends and relatives. This interest is Inore among male, elders,
married, and seniors than their counterparts. The one exception is, juniors are equally
interested as the seniors, in creating awareness among their subordinates.

Adopting Indian Ethos

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

Perception
To the question -"It is said that principles from Indian ethos can contribute to better
management of business organizations. Do you agree w~ththis view?" The response has a
mean value of 2.68 indicating that some of managers are not completely certain about the
contribution and fully appreciative. When asked about the organization, the response is not
full positive.

Cognition
How far the knowledge of ethos is disseminated in the organization for creating awareness and
appreciation? The organizations in which they are a part, have not, made use of quotations
from literature of Indian ethos, quoted the principles in books (1.95) and speeches (2.17 ) .

Implementation
Some of the organizations have introduced prayer1 meditation (1.96) and yoga (2.04). The
board of directors is not supportive (2.26) in some organizations.

Influence of classificatory variables

Proposition 8: The views of mangers are not influenced by gender, age, marital status and
organizational position.
Age and position seems to have some influence on the views of managers. However, the
differences are only in terms of agreement in the positive direction and do not change the
implication to managers interested in introducing Indian ethos in organizations.

FINDINGS O F SURVEY OF TOP MANAGERS

Respondents

The respondents are from IT companies who are characterized by 2417 time -bound project
teams and busy work schedules.

Fluid environment

The view of industry observers that corporate enterprises are operating in a very fluid
environment is agreeable to 15 of the 18 top executives who responded to the questionnaire.

Specific challenges

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

by their companies. The top managers of two companies referred to competition from
unorganized sectors imports with less prices by one top manager, national and international
players by one manager, and from global market by one manager.

Importance of people

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

Use of Yoga, meditation like techniques

As many as 11 out of 18 respondents have not made use of Yoga like Indian techniques. One
of them has informed that their company follows simple body exercises at workplace. The
remaining seven have one or other ways of appreciating the techniques as given under

Two of the respol~dents utilised ' Art of Living - Basics in Sudarshan Kriya'
Two of them organise Yoga and Pranayama classes.
Views on 'Centre for Human Values'

Only two of the respondents have expressed their unawareness of the 'Centre for Human
Values' of IIIM-Kolkata. In the remaining 16 , only one manager is sceptical about the
programmes of CHV.

Benefits of programmes

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

Sponsoring managers to MCHV programmes

The respondent top managers are undecided about sponsoring managers to MCHV
programmes. Some of them have mcntioncd budget and organisational constraints. Only two
managers said affirmatively yes and one manager expressed interest in sponsoring.

Need for IEM

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

Problems in Introducing IEM

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

Interest in Introduction of IEM

Only one company has introduced IEM and one manager, Murali, CEO, Choice Solutions
Limited, Hyderabad says he is not intercstcd in new management techniques. The remaining
15 respondents expressed desire to introduce but has not given any specific commitment.

Precautions in Introduction

The precautions necessary to make IEM introduction successful are?

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

subject(one manager)
Defining the objectives, goals, presentations and leading to positive outcome
expected(one manager)
235
 Required good leader.( one manager)
Should be voluntary Request for voluntary nominations. ( 4 managers)
To take care of without religious influence or stress on Hinduism (3 managers)
To practice continuously without break( one manager)

Approach to introduce IEM

Only 7 out of 16 respondents who are thoughtful about IEM and one respondent who
introduced it in his organisation one year ago, gave their approaches. The prefemed
approaches are Yoga, Art of Living course and pranayama. One respondent opted the
approach of sponsoring to courses offered by training agencies.

Message to MBA students

Fourteen managers have opined that IEM will do well to students of management.Two of the
respondent managers stressed on the need to remember the cultural heritage.
Should not forget our rich heritage and culture - Follow the culture
Better to follow our ethos and culture.

ROLE OF EDUCATION AND TRAINING ORGANISATIONS

The examination of the role of training and educational organizations in promoting thoughts
based on Indian ethos and imparting skills of using the methods like yoga and brain stilling is
done, by considering some of the known organizations like Maharishi Institute of
Management, Sri Sringeri Sharada Institute of Management Research, Art of living
foundation, Rishi Sansruti Vidhya Kendra (RSVK),Brahlna Kumans, Vivekananda Centre for
Indian Management (VCIM, Integrating Spirituality and Organizational Leadership
Foundation(ISOL), Management Center for Human Values(MCHV) and Sri Sathya Sai
Institute of Higher Learning. Their philosophy and practice is laudable. Most of the
educational institutions offering MBA programme have included in the curriculum a subject
on Indian Ethos and Values as directed by University Grants Commission (UGC) New Delhi.
From this, it can be said that there are opportunities for grooming and practicing managers to
learn principles and techniques of Indian ethos.
DISCUSSION

Problems and concerns

Review of literature shows that today's business management faces tremendous pressures
from globalized economy (Drucker 1995; Naisbitt 1997; Ohame 1995; and Rohwer 1996).
Proponents of Indian ethos like Athreya( 1995), =(Saigal 2000) Chakraborthy
(1991,1995,2004), Subhash Sarma( 2000,2006) and Kannan (2008) have a r y e d that in light
of the mind depressing problems in industry, managers and employees are wearing out and
unable to give their best to their organizations. Similar view is expressed by the respondent
mangers who agreed that there are many human related problems at workplace like .
Dehumanization by technology advances, Workplace violence and jealousies, Workforcc
diversity and team management, Work-place stress and depression , Work-life balances
(disruption in family life and increasing divorce rates), Materialistic attitudes and low loyalty
in relationships and Attrition.

The respondent mangers are of the view that the most important values at workplace arc:
Efficiency at work, Profits, Work ethics, Creativity and iru~ovation and sophisticated
technology- all of them relate to economic and technical values. The top managers who
participated in the survey observed that the environment is fluid and competition is primary
challenge. In this context, people are important rcsource.

Case for Indian Ethos

Proponents of Indian ethos, mentioned above, arpcd that western philosophy of management
based on power and individualism, is a failure. Similar views were expressed by advocates of
spirituality at work place in United States like James Leibig (1994) ,Kalburgi M. Sririvas,
(1998), Danah Zohar (2000), Nancy (2001) and Fritjof Capra (2008).The respondent mangers
echoed same views. The agreed that unethical practices, too much freedom to individuals at
the expense of team work, and 2417 work system , conflicts due to power struggles, work life
balance problem , profit -oriented technology adaptations, etc., are part of western
management.
The importance of Indian ethos in training is recognized by Delhi police personnel (Rakesh
and Kiran, 2002) and participants in training programmes at Management Center for Human
values (Gustavsson, Tripathi and Rao , 2005) and Sales professional (Vaibhav Chawla and
Sridhar Guda+2010). The fact that corporate managers are attending workshops and seminars
on spirituality and Indian ethos and undergoing training in meditation, vipasana, mind stilling
etc., techniques, is a clear evidence of the general acceptance, Indian e t h ~ has
s been gaining
in the business world. Respondent managers appreciated 12 principles of Indian ethos and
three techniques: Reading books like Bhagavadgita, Meditation and Daily prayer. Other
techniques that they considered useful are: yoga exercises and fasting with prayer.
Surprisingly, mind stilling is not preferred.

Adoption of Indian ethos

When it comes to adoption of Indian ethos by organizations, the respondents have not
presented a favorable picture.

Many of the top managers have not made use of Yoga like Indian techniques. Very fcw of
them sponsored their managers to Art of Living - Basics in Sudarshan Kriya', Yoga and
Pranayama classes. Many of them are aware of 'Centre for Human Values' of IIIM- Kolkatta,
established to provide training in values but their interest in sponsoring managers for training
is less since due to budget and organizational constraints.

Many of them are desirous of following Indian ethos and suggested the need to take some
precautions. The preferred approaches to introduce Indian ethos is through Yoga, Art of
Living course and pranayama.

When it comes to managers, very few of them have attended training programmes. But they
are interested in knowing and discussing about ethos. According to their responses some of thc
organizations have introduced prayer1 meditation, and yoga. The board of directors is not
supportive in some organizations. The organizations, in which they are a part, have not, made
use of quotations from literature of Indian ethos, quoted the principles in books and speeches.
Some of the managers are not completely certain about the contribution and filly appreciative.

Gustavsson, Tripathi and Rao ( 2005) found the desire to propagate and share the ideas
learnt in the course with members of the family as well as members of the work-group and
also to learn more about these ideas by reading the sacred wisdom literature of India, like
238
Gita, ~panishhads,writings of Vivekanand, etc. Similar interest is expressed by participant
managers in the present study.

CONCLUSIONS

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

and drive for excellence etc., challenges and places heavy demands on individual employees
and managers is voi'ced by management analysts and practitioners. The kiew that westm
management has weaknesses when it comes to human and social side of enterprise is
orchestrated by many and demonstrated by the success of Japanese management.
The proponcnts of Indian ethos, who include IIM-C, have successfully established Indian ethos
as an alternative to socio-psychological problen~sby throwing l~ghton valuable principles and
techniques. They are being appreciated by many.
The present study corroborates the view and shows that managers are interested in Indian ethos.
However, widespread use of Indian ethos (by communicating and using the messages of epics
andpuranas) is not welcomed by many respondents.

The interest in indigenization of managemcnt takes time to be translated into action only when
educational instihitions play a bigger role by introducing text books on management with
knowledge form Indian ethos. This kind of value based education is being provided by some
organizations but there is much to be done in this direction.

SUGGESTIONS
The suggestions given by respondent managers on Indian Ethos and (IEM) are grouped,
categorized and presented here.
(i) To organization
(a) On introduction of ZEM '

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

Apply the philosophy of ethics to management system; when ethics are integrated at
work, decisions will be taken only by looking at performances and merit to develop
the company and the nation.
Improve work ethics
Ethos to be introduced through process and practice; Start from the top, practice is the
only way to integrate Indian ethos.
239
 (b) On methods of IEM
r Start with daily prayer or some exercises such as breathing, mind stilling etc.
r Imbibe Indian values and ethos by inviting spiritual leaders for discourses.
r Introduce Yoga.
r It can be adopted into practice via induction program and indulging employees as a
goal each year to attain each ethos.
Training on Indian ethos may help; certified trainers to be made available.
r Conducting the workshops, sessions on yoga etc.
More seminars to create on Indian Ethos.
r By organizing events and cultural programs.

(ii) To individual managers

Always be honest, hardworking, disciplined and prior io all these be a good family
lover rather than professional.
It should be a part of our values.

(iii)To MBA students

r The respondent managers felt it is right way and good for the students. They stressed
on the need to remcmber the cultural heritage.

Precautions in Introduction

The precautioils necessary to make IEM introduction succcssfi~lare:

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

subject.
Defining the objectives, goals, presentations and leading to positive outcome expected.
Required good leader.
Should be voluntary Request for voluntary nominations.
To take care of without religious influence or stress on Hinduism.
To practice continuously without break.
DIRECTIONS FOR FUTURE RESEARCH

Writings on how Indian ethos can enhance management excellence are many but empirical
studies that validate the principles and techniques are limited. In the west, spirituality at work
place has drawn the attention of researchers and this has led to examining emotional and
spiritual quotients, emotional and spiritual capital, and efforts are underway to rank companies
as 'best places to work" based on the parameters likc ecological balance, harmony and peace
along with traditional economic benefits and career opportunities.

The value of Indian ethos is being examined in respect of leadership (Venkat R. Krishnan,
(2008), individual commitment to work (Vaibhav Chawla and Sridhar Guda, 2010), and so on.
Studies on linkage of Indian ethos to decision making (cognitive and spiritual bases),
leadership( rajarshi model and others), personality development ( gunas, arishdvargus, etc.).
team work (pandvas model; Krishna - Ajuna model), and efficacy of Yoga, mind stilling ,
pranayarna on productivity, team work, decision making,etc, are awaited.

On the conceptual side too, there is scope for development of text books on Principles of
management, Organizational Behaviour and Human Resources Management based on lndian
ethos. The books developed by Chakraborthy, Subhas Sharma and others are exploratory and
scholarly in nature and serve as reference books to young managers.
 APPENDIX - I

A STUDY ON CONTEMPORARY MANAGEMENT AND INDIAN ETHOS

Research supervisor : Research Investigator:

Prof.C.S.G.Krishnamacharyulu(Retd) Rajarani Kota
Department of Management Studies ~ e n e r aManager
l
S V University Infotech Enterprises limited
Tirupati -517502 Banagaluru - 560 100.
M: 9848 3 92848 Mobile: 98451 33837
e-mail: profcsgk@yahoo.com / E-mail: rr-kota@yahoo.com

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

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

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

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

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

Section -A : Identification data

1. Name of the company:

2 . Designation:

3. Gender: [ ] Female [ I Male

4. Age: [I 25 - 30 [ ] 31 - 40 [ 3 41 - 50 [ I Above 50
5. Marital status: [ I Manied [ 1 Unmarried
6. Level: [ ] Senior [ ] Junior
 Section -B: Challenges
1. How do you rate the following challenges faced by managers in ~ndian
companies? Give your response on a 5 -point scale

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

Section -C: Values

2. In your point of view, how much important the following to managers in Indian
companies? Give your response on a 5 -point scale

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

important

I I 1 I

2 1 Ethical values and practices 5 4 3 2 1

1 3 1 Harmony at workplace l5 l4 l3 '1 2 1

4 Spirituality at workplace 5 4 3 2 1
5 Sophisticated technology 5 4 3 2 1
6 Creativity and innovation 5 4 3 2 1
 Section -D: Views on Western management
1. How far do you agree with the following views on western management and
materialism? Give your response on a 5 -point scale
5- Strongly agree 4-Agree 3 -Uncertain 2-Disagree 1-Stronlgydisagree.

S.No Issues Scale

1 Western philosophies give too much importance to 5 4 3 2 1
individual freedom at the expense of teams.
2 ~ndividualsdesire for power, status and control is 5 4 3 2 1
resulting in conflicts a d strained relationships
3 Unethical values (corruption, deceit, lying etc) have 5 4 3 2 1
become rampant in modem society.
4 Modem value system of 2417 w o ~ kand competition 5 4 3 2 1
led to a high level of stress and cynicism.
5 Western management is a soulless edifice. 5 4 3 2 1
6 Work life balance has become a maior " problem
. 5 4 3 2 1
disrupting family lives.
' 7 The pleasure principle
- - of west led to exploitation 5 4 3 2 1
with no regard for conservation of resources.
8 Profit oriented technology adoptions led to 5 4 3 2 1
dehumanization at workplace.
 Section -E:Views on Principles of Indian Ethos
1. How far do you prefer to employ these principles of Indian ethos in contemporary
management of business organizations? Give your response on a 5 -point scale

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

S.No Issues Scale

1 Nishkama karma Detachment (work with 5 4 3 2 1
commitment to achieve but leaving- outcome to

Have holistic view for 1 5 14 13 12 1 1

proper knowledge in decision making.
3 Vasudhaiva kutumbakam- global outlook for teanl 5 4 3 2 1
work .
4 Pursue artha(money) and kama(desire) with dharma 5 4 3 2 1
(righteousness) for attaining moksha(u1timate
position).
5 Rajsrshi leadership (Negate tamasik (the simpleton) 5 4 3 2 1
adopt Rajasik (the forcefuliambitious) and Satwik
(the wise) judiciously.
6 Atmano Mohharlham, Jagat hitaya cha: All work 5 4 3 2 1
is an opportunity for doing good to the world and
thus gaining materially and spiritually in our lives.
7 Parasparam bhavayantah shrcyah param 5 4 3 2 1
bhavapsyathah: By mutual cooperation, respect and
fellow feeling, all of us enjoy the highest good both
material and spiritual.
8 Yogah karmashli Kaarshalam, Samatvam yoga 5 4 3 2 1
uchyate: He who works with skill, calm and cvcn
mind achieves the most.
9 Chittasuddhi in decision making. 5 4 3 2 1
10 Blend Karmayoga with Bhaktiyoga(devotion and 5 4 3 2 1
submission for higher order things) to make work
a worship, a Seva yoga.
11 Loksangraha Sarvc bhavanthu sukhina, same 5 4 3 2 1
shantu nirmaya. Welfare of all and survival of all.
t

12 Aham brahmasmi, Divinity in self. Man is 5 4 3 2 1

potentially divine, his or her mission is to manifest
inherent divinity'.
 Section -F: Preference to techniques of Indian Ethos
1 How far do you prefer to use the following techniques of Indian ethos? Give your
response on a 5 -point scale
5- Very much 4-Much 3 -Neutral 2-Less 1-Vev less

s.No technique^ Scale

-

1 Meditation 5 4 3 2 1
2 Daily prayer 5 4 3 2 1
3 Reading of books like Bhagavd Gita 5 4 3 2 1
4 Yoga exercises 5 4 3 2 1
5 Pranayarna (Breathing- exercises) 5 4 3 2 1
6 Fasting with prayer for peace and welfare for all 5 4 3 2 I
-
7 Mind stilling (steadying mind before making 5 4 3 2 1
decision)

Section -G: Recognition to Indian ethos

For the following questions give your responses on a 3-point scale of agree~nent:
3-Yes 2- Uncertain \ - No.
S.No Statement Scale
1 It is said that principles from Indian ethos can contribute to 3 2 1
better management of business orga~~izat~ons. Do you
agree with this view
2 Is there a favorable view on Indian ctllos in your 3 2 1
organization'?
3 Are Indian philosophies and principles quoted in materials 3 2 1
like pamphlets, brochures, newsletters, annual reports
 Section -H:Benefits of Indian à tho^
1. From Your point of view what can be the benefits of integrating Indian ethos with
contemporary management?
S.No Benefits Response
1 Indian approaches like yoga, mind stilling etc are yes N~
more powerful in making managers effective decision
makers.
2 Peace and prosperity will together be achieved.
3 Welfare for all leads to good corporate image.
4 Team work and individual empowerment will go
together.
5 Holistic development of personality with spiritual
energy is possible.
6 Organization will have ethicaldivine) climate.
7 Work will be performed as worship.
8 Leaders will be respected and loved for their humane
attitudes, intelligence and principlcd approaches.
9 Culturally organizations will be rich and will function
with a soul.
10 Employees will become creative and will go beyond a
mile with a sense of patriotic spirit.

2. Have you come across books written on Indian ethos and management? If yes, please
indicate. (You can write the title or number corresponding to the title in the Exhibit -
 3. Have you attended training programmes conducted to provide awareness of the Indian
methods of managing decisions, work and stress? If yes, furnish details.

Name of the raining / Course title I Duration 7

organization

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

( ) Peer managers.
( ) Subordinates
( ) Friends and relatives
5. What suggestions do you offer to Indian companies for integrating Indian ethos with
conteinporary management?

Subhash Sarma's contribution

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

Doors, New Age International Publishers, New Delhi.
2. Subhash Sarma(2006), New Mantras in Corporate Corridors, New Age
International Publishers, New Delhi.
3. Subhash Sarma(2000), Quantum Rope, New Age International Publishers, New
Delhi.
~hakraborthy'scontribution

1 4. S.K Chakraborty and Debandghsu Chakraborty (2008), , Spirituality in I

Management, Oxford University Press, New Delhi.
5. S.K Chakraborty,.(1991). Management by Values. Delhi: Oxford University
Books.
6. S.K. Chakraborty, (1995). Human Values for Managers. Delhi: Wheeler
Publishing Co.
7. S.K Chakraborty,. (1995). Ethics in Management. Delhi: Oxford University Press
8. S.K Chakraborthy. (1999), Values of Ethics for Organisation, Oxford University
Press, New Delhi.
9. S.K Chakraborthy.(2004), Management by Values,Oxford University Press,New
Delhi.
10. S.K Chakraborty. and Chakraborty Debandghsu (2008), Spirituality in
Management,Oxford University Press, New Delhi.
Other important contributions

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

Management Association.
3. Siddarth Shastri, (ed) Indian Managenlent for Nation Building: New ideas for the
New Millennium, Wisdom, Banasthali Vidyapeeeth, Banashalli.
4. Ipshita Bansal, ( 2002) Management Conccpts in Indian Psycho -philosophic
Thought and n.eir significance for Present day Organizations, Popular Book Depot,
Jaipur.
5. Dhamija, S.C., Singh, V.K. (Eds),Vedic Values and Corporate Excellence,
Gurukul Kaugri University, Haridwar.
6. Jitatmananda Swami (1992), Indian Ethos for Management, Rsunakrishna Missio~l
Rajkot.

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

Kcsari, December,
8. Ranganathananda Swami (1982), Human Valucs in Management, Punjab National
Bank: Rajkot.
9. Kalburgi Srinivas, (2000) Pilgrimage to Indian Ethos Management, Research I
monograph, MCHV,IIM Calcutta.
10. B Bqpai Indian Ethos And Modem Managnncnt- An~algamOf Thc Ucst Oi
Thc Ideas From Thc Wcst, Manohar Publishers & Distributors.
11. Ghosh, Biswanath, Ethics In Management and Indian Ethos, Vikas Publish~ng
House iC1mnb;ir

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

I 13. Krishan Saigal(2000) ; ~ e d i Management

c ,Cyan Publishing House, New
I
 APPENDIX I1-
Indian and Ethos and Contemporary Management
Questionnaire for Corporate Heads

Environment analysis

1. Today industry observers say that corporate enterprises are operating in a very fluid
environment - How far do you agree with this view?

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

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

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

Sponsoring to IEM porgammes

4. It is heard that corporate enterprises are introducing Yoga, meditation, prayer mind
stilling like techniques to manage stress and improve focus on work of employees.
Some of them arc sponsoring employees to the "Art of Living "like courses. Have
you made us e of them?

" 5. The' Centre for Human Values' of IIIM-Kolkatta is pioneering the adoption of
Indian ethos in corporate enterprises. Many companies have supported it by
sponsoring their managers and some of the corporate heads have also participated in
such programmes- How do you view this development?

For those who say, we have already sponsored some:

6. What in your view are the benefits of their participation in such programmes? By any
chance do you have an evaluation of such training programmes? If yes, what are the
outcomes of such evaluation?
 For those who say, we have not sponsored their employees:

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

Views on IEM

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

who argue that in place of western management we need IEM, specifically in the
context of managing people. What is your view point?
8. Will the introduction of IEM lead to cultural conflict in the organizations, given the
cultural diversity of modem organizations? Will it be viewed as an imposition of
Hindu religion, though IEM is not a religious thought?

Implementation of IEM

9. Have you interest in introducing IEM / when did you introduce IEM?
10. How do you propose lo introduce IEM in your organization?
1 1. What kind of precautions are important to make IEM introduction successful?
12. What is your message to MBA students with reference to IEM?