THE

RAMAYANA
THE
MAHABHARATA
THE CONCEPT
The field of business, management and leadership
has been enriched by learnings from various
disciplines of knowledge from the Indian scriptures.
This attempts to find out whether we can draw
corporate leadership learnings from our great epics,
the Ramayana the Geeta and the Mahabharata and
apply to the business world for betterment and for
mutual benefits.
An attempt has been made to assimilate the spirit of
these epics for application in the field of daily
management practice and in the wider arena of
creating better individuals and in turn better corporate
world.
THE OBJECTIVES
To understand the lessons from the Ramayana, the
Mahabharata and the Gita and apply them to the
corporate world.
To identify the roles played by characters and apply
them in todays business arena.
To understand the relevance of these lessons in
todays business scenario.
To identify or assimilate yourself with the roles
depicted in these epics.
To take measures to make a change in behaviour if
needed.
THE DISTINCTION
American style of business management is more or
less on experiential studies, scientific approaches and
mathematical derivations.
Japanese form of management is based on art form
of management.
Indian approach of management is based on
intelligence and knowledge.
It concentrates more on content (knowledge) rather
than on form or outward appearance.
The Indian businesses must run through testimonial
and practices mentioned in Indian culture.

6 types (Styles) of leaders
Visionary - one who compel
team members to follow their
decisions
Coaching - the ones who
believe in mentoring
Authoritative (Commanding) -
the come with me type
Affiliating - one who work
through close association
Democratic - those who believe
in building consensus
Pace-setting - the I will jump
and you will follow type

THE DISTINCTION (CONTD.)
THE VISIONARY LEADER

The Visionary Leader moves
people towards a shared vision,
They tell the team where to go but
not how to get there - thus
motivating them to struggle
forwards.
They openly share information,
hence giving knowledge power to
others.
They can fail when trying to
motivate more experienced experts
or peers.
This style is best when a new
direction is needed.
Overall, it has a very strong impact
on the organization.

THE COACHING LEADER

They connects to organizational goals and
holds long conversations that reach
beyond the workplace.
They help people in finding their strengths
and weaknesses and attach these to their
career aspirations and actions.
They are good at delegating challenging
assignments, demonstrating faith that
demands justification and which leads to
high levels of loyalty.
It is best used when individuals need to
build long-term capabilities.
It has a highly positive impact on the
organization.

THE AFFILIATIVE LEADER

The Affiliative Leader creates people
connections and harmony within the
organization.
It is a very collaborative style which
focuses on emotional needs over
work needs.
When done badly, it avoids
emotionally distressing situations
such as negative feedback.
When done well, it is often used
alongside visionary leadership.
It is best used for healing gaps and
getting through stressful situations.
It has a positive impact on
organization.

THE DEMOCRATIC LEADER

The democratic leader acts to
value inputs and commitment
via active participation,
listening to both the bad and
the good news.
When done badly, it looks like
lots of listening but very little
effective and efficient action.
It is best used to gain
contribution or when simple
inputs are needed ( when you
are uncertain).
It has a positive impact on
organization.

THE PACE-SETTING LEADER

The pace-setting leader builds challenge
and exciting goals for people, expecting
excellence.
They identify poor performers and demand
more of them. If necessary, they will roll up
their sleeves and rescue the situation
themselves.
They tend to be low on guidance, expecting
people to know what to do. They get short
term results but over the long term this style
can lead to exhaustion and decline.
It lacks emotional intelligence, especially
self-management.
It is best used for results from a motivated
and competent team.
It often has a very negative effect on
organization.

THE COMMANDING LEADER

The commanding leader relieves
fears and gives clear directions by
his or her powerful position,
commanding and expecting full
compliance (agreement is not
needed).
They need emotional self-control
for success and can seem cold and
isolated.
This approach is best in times of
crisis when you need unquestioned
rapid action and with problem
employees who do not respond to
other methods.

For being a successful leader
3 primary skills are required,
Such as
Technical skills
Cognitive and Analytical skills
Emotional Intelligence (EI)
EI twice as important as the
other two attributes.
It is an picture of motivation,
understanding and social
skills.
EI is an experience driven.
EI describes the ability,
capacity and skills.


THE FUNDAMENTAL
LESSONS FROM LORD RAMA
More emphasis on
emotional
intelligence
A great lesson in
leadership
More on role and
importance of EI and
clear vision
Importance of
principal of
teamwork in
management
REQUISITES FOR A GOOD LEADER
To attain the group goal.
To change the status quo.
Ability to influence the followers thoughts
and actions.
Situational or contextual leadership.
Determination.
Proactivity.
Winning and inspiring trust.
Turning the subordinates to competent
hands
Self confidence and emotional stability.
Motivate followers to make them confident.
Charisma & Social Skills
Character and Capacity
Solitude



Mahatma Gandhi had
emphasized on the
leader Rama by
saying,
The world steps aside to
a person who knows
where he or she is
going
And about Gita as,
The Gita is a Universal
Mother, She turns away
nobody, Her door is wide
open to any one who
knocks.
A great personality.
Problem solver.
Practical.
Good judge of men.
Led by example.
Delegated to qualified
people.
Let people make
mistakes so that they
could learn from their
mistakes.
Always kept big picture
in mind.
LESSONS FROM LORD KRISHNA
Draupadi
Epitome of feminine will and self
respect who challenged injustice
Held her ground in difficult
circumstances
Optimistic
Equality in her approach to men and
women
A confidante and a counselor
Sensitive interpreter of peoples non-
verbal communication
Identified the right person for the right
job and most important blended
passion/compassion with reason to
energize her kinsmen, her husbands
and her family

The great Indian epic can be
used to compare each of the
pandavas to managers of
today with their roles ,
strengths, weaknesses and
consequences
As a management students
we can look at Lord Krishna
as CEO, Yudhistir who binds
together values (Corporate
governance), Bhima
(Outcomes), Arjun (Learning),
Karna (Authority), Nakul
(Process) and Sahdev
(Purpose).


KARNA
Karnas strength is
personal loyalty.
It also brings about his
lot in life.
He is like the manager
of today who did buys
vegetables for his bosss
stands for flawless
perfection.
His strength is that he is
assailed by doubt but he
is willing to learn.
Dronacharya
Highly developed primary
leadership ability for
strategic leadership, and
also a very strong ability
as a directive leader
Duty is at supreme
agenda.
Well estimation of
difference between a
leader and a follower

SWAMI VIVEKANANDA
Knowledge without action has
no value and action without
knowledge is futile.
To integrate thought and
action there has to be
responsibility, accountability
and performance-linked
incentive.
Mark of morality, tradition,
culture and human welfare
(Corporate Social
Responsibilities)
When death is certain, it is
better to die for a good cause.
WHAT IS THE RELEVANCE OF THESE
PERSONALOTIES
Henri Fayol divided
management into five
elements :
Plan
Organize
Command
Coordinate
Control

According to Peter F
Drucker 5 Cs which
encapsulate business
management are:
Capital
Capability
Connections
Communication
Commitment

WHAT IS THE RELEVANCE OF THESE
PERSONALOTIES
LESSON FROM GITA - CAPITAL
Gita III:35-
Sreyan sva-dharmo vigunah
Para-dharmat sv anushthitat
Sarva-dharme nidhanam sreyah
Para-dharmo bhayavah
Nothing is ever lost in following
ones own dharma, but
competition in anothers dharma
breeds fear and insecurity.

Core competencies, intellectual
properties and niche expertise
are intangible capital.
CAPITAL
Gita II:47-
Karmany evadhikaras te
Ma phaleshu kadachana
Ma karma-phala-hetur bhur
Ma te sango stv akarmani
You have the right to work,
but never to the fruit of
work
CAPITAL
Gita II:50
Buddhi-yukto jahatiha
Ubhe sukrta-duskrte
Tasmad yogaya yujyasva
Yogah karmasu kausalam
When consciousness is unified,
however, all vain anxiety is left
behind. There is no cause of worry,
whether things go well or not.
Managing and owning capital are
forms of stewardship [ To Take care
Cooperative Planning and
Management] from the Gita
perspective.
CAPABILITY
Refer to the intrinsic
qualities that contribute
to competitive
advantages and refers to

Outsourcing
Corporate Governance
Corporate Social
Responsibility
Business Ethics

Gita VI:5 -
Yat sankhyaih prapayate
sthanam tad yogair api
gamyate ekam sankhyam ca
yogam ca yah pasyati sa
pasyati
Reshape yourself
through the power of your
will, never let yourself be
degraded by self-will.
The will is the only
friend of self and will is the
only enemy of self.

CAPABILITY
Gita says The wise ever
satisfied, have abandoned all
external supports.

Their security is unaffected
by the results of their action :
even while acting they really
do nothing at all.

Master plans (for example,
revolving long range planning)
and scenario planning outline
strategies to retain, replace or
review essential capabilities
that are vital for business as
an on-going entity.
CAPABILITY
CONNECTIONS

Besides capital and capability provide
for the supply-side , a business needs
to capture its demand-side.

These include Feed forward(market
intelligence, feasibility studies) and
Feedback (reviews and audits).
Gita xvii:23-27 mentions
Om Sacred syllable that connects
known to the unknown.
Tat Refers to supreme reality beyond
what human language or thought
can describe.
Sat Symbolizes all that is good in self
harmony.

Gita XVIL 28 refers to
Asat as all work done
without faith is nothing.
So, sincerity is vital for all
inter connectivities
between deeds and
needs.
Truth always succeeds.
A business needs to
maintain a culture of
integrity in order to sustain
trust, inside and outside,
thereby create a goodwill
and gradually build up a
strong reputation for self.
CONNECTIONS

COMMUNICATION
Besides sender and receiver
(worthy or unworthy),
communication within the Gita
perspective is dependent on
timing and circumstances,
regardless of content and duration
of the message.
From the business perspective,
data mining and market analyses
help prepare impactful deliveries
to targeted audiences.
Very often, it is not what but
how things have been said or
packaged which determine
responses
COMMITMENT
Another purpose -
centric perspective is the
commitment of
managers and owners
the business as an on-
going concern.
From Gita 11:34
for a man of
honour, dishonour is
worse than death.
Sustaining a business
is an honourable duty.
THE GEETA &
THE MANAGEMENT DOMAIN
Delegation of responsibility
Transparency in the
organizational structure
Understanding of local
culture for optimal
management
Tact and tolerance
Effective leadership at the
time of crisis and chaotic
situation
Conscious control
Timely communication
Efficient coordination and
effective cooperation
HOLISTIC APPROACH
Self control
Communication in vast and
ever expanding network
Leader as a vital link
between business and
management
Discipline and self
discipline
Detachment and devotion
Reinforcing the
commitment to sustain an
on-going concern for
business
WESTERN THOUGHTS V/S HOLY GITA
The major difference :
Western management
thought too often deals with
problems at material, external
and peripheral levels.
The Bhagvad Gita tackles
the issues from grass roots
level of human thinking.
Once basic thinking of man
is improved, it will
automatically enhance the
quality of his actions and their
results.
BHAGVAD - GITA IS A
PRIMER OF MANAGEMENT -
BY VALUES
Optimum utilization
of available
resources
Attitude towards
work
Work commitment
Motivation self and
self transcendence

SUPPLEMENT
Exercise in spirituality
produces positive energy and
team spirit among employees
No belief on intense vigilance
No reliance on hidden
cameras to plug leaks and
wrong doers
Instead turned to bhagvad gita
to stem corruption, lethargy
and negligence.
Quotes from Gita Makrand are
taken and published in
monthly newsletter and safety
bulletins of DMRC

Thank You !!!