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Management lessons from bhagwat gita

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Management lessons from bhagwat gita

  1. 1. More About Bhagavad Gita – 18 chapters – 700 verses – Most widely read hindu religious text – Arjun refuses to fight the RIGHTEOUS war – Arjun seeks GUIDANCE
  2. 2. Management Principles and Bhagavad Gita
  3. 3. RELATION WITH MANAGEMENT BHAGAVAD GITA – KARMA – GYAN – BHAKTI – YUKTI – MUKTI – WARRIOR – SARTHI MANAGEMENT – ACTION – KNOWLEDGE – DEDICATION – INTELLECT OF SUBORDINATES – FREEDOM TO EMPLOYEES – AS AN EXECUTIVE – AS A MANAGER
  4. 4. Work Commitment
  5. 5. – This shlok teaches us "detachment" from the fruits or results of actions performed in the course of one's duty. – If we are always calculating our benefit before putting in our efforts, then such work is not detached. It is not "generating excellence for its own sake" but working only for the extrinsic reward that may (or may not) result. – While advising detachment from the avarice of selfish gains in discharging one's accepted duty, the Gita does not absolve anybody of the consequences arising from discharge of his or her responsibilities. – Attaining this state of mind (called "nishkama karma") is the right attitude to work because it prevents the mind, from dissipation of attention through speculation on future gains or losses. – It prevents the mind from undue stress that people create in their work environment.
  6. 6. Self-Transcendence
  7. 7. – It has been presumed for many years that satisfying lower order needs of workers are key factors in motivation. – On the contrary, a lowly paid schoolteacher, or a self-employed artisan, may well demonstrate higher levels of self-actualization despite poorer satisfaction of their lower-order needs. – Self-transcendence involves renouncing egoism, putting others before oneself, emphasizing team work, dignity, co-operation, harmony and trust and indeed potentially sacrificing lower needs for higher goals, the opposite of Maslow.
  8. 8. MOTIVATION – ARJUN’S DILEMMA – SHOULD FIGHT OR NOT – THEORY OF SELF TRANCEDENCE— LONG TERM GOALS,NOT ONLY PROFIT – DETACHMENT- ORGANISATIONAL GOALS – THROUGH SPEAKING- MOTIVATE FOLLOWERS
  9. 9. EQUANIMITY – CHAPTER 2 VERSE 14—LORD KRISHNA TO ARJUNA- मात्रास्पर्ाास्तु कौन्तेय र्ीतोष्णसुखदु: खदा: | आगमापाययनोऽयनत्यास्ताांस्स्तयतक्षस्व भारत || 14|| O descendent of Bharat, one must learn to tolerate the ups and down without being disturbed. They characterise the world of DUALITY. – COMPOSED MINDSET
  10. 10. WORK CULTURE An effective work culture is about vigorous and arduous efforts in pursuit of given or chosen tasks. Sri Krishna elaborates on two types of work culture
  11. 11. ‘DAIVI SAMPAT’ OR DIVINE WORK CULTURE It involves fearlessness, purity, self control, sacrifice, calmness, modesty, absence of greed , absence of envy and pride.
  12. 12. ‘ASURI SAMPAT’ OR DOMNIC WORK CULTURE It involves egoism, delusion, improper performance, work not oriented towards service. One cannot achieve freedom from karmic reactions by merely abstaining from work, nor can one attain perfection of knowledge by mere physical surrender.
  13. 13. EFFECTIVE COMMUNICATION • It should not agitate the mind of the listener • It should be the truth • It should be beneficial to the listener • It should be pleasant to hear.
  14. 14. • During the war, Arjun refuses to fight and presents his arguments to Krishna. Arjun expresses his concerns and fear to Krishna. • Krishna carefully listens and understand to every doubt and questioned raised by Arjun. • Krishna listens to Arjun even if Arjun counters his explanation. • Krishna teaches several important lessons but was able to succeed in clarifying the doubts of Arjun through good listening and not just good speaking.
  15. 15. न त्वेवाहां जातु नासां न त्वां नेमे जनाधिपा | न चैव न भववष्याम: सवे वयमत: परम् || 12|| Never was there a time when I did not exist, nor you, nor all these kings; nor in the future shall any of us cease to be. देहहनोऽस्स्मन्यथा देहे कौमारां यौवनां जरा | तथा देहान्तरप्रास्ततिीरस्तत्र न मुह्ययत || 13| Just as the embodied soul continuously passes from childhood to youth to old age, similarly, at the time of death, the soul passes into another body. The wise are not deluded by this.| NOTION OF TIME
  16. 16. – Modern organizations suffer from extreme levels of 'short termism.' Software companies in India provide what is known as quarter-on-quarter guidance. – To cut costs and show impressive results, it is customary in several organizations to slash training budgets and expenditure on Research and Development (R & D). – To create a balance between short term and long term – Whenever they face complicated and apparently insurmountable problems, one way to broad- base the problem and search for acceptable solutions is to revisit the notion of time.
  17. 17. COMPOSED AND COMPLETE PERSONALITY योगस्थ: कु रु कमााणण सङ्गां त्यक्तत्वा िनञ्जय | ससद्ध्यससद्ध्यो: समो भूत्वा समत्वां योग उच्यते || 48|| Be steadfast in the performance of your duty, O Arjun, abandoning attachment to success and failure. Such equanimity is called Yog.
  18. 18. – The managers begin to develop a false notion that only good things are going to happen. – They develop no skills to expect negative outcomes, to understand why these happen and evolve no methods to face these. – To learn to tolerate the ups and downs that characterizes the world of duality – If managers can develop a sense of equanimity as indicated in the Gita, the quality of leadership will dramatically improve and so will the quality of management.
  19. 19. REFERENCES – B Mahadevan, Management Lessons from the Bhagavad Gita , The Vedanta Kesari DECEMBER 2008 – https://www.slideshare.net/arthi_shankar/bhavad-gita-mgmt?from_action=save – https://chiefexecutive.net/uncovering-the-leadership-lessons-of-the-bhagavad- gita__trashed/ – http://www.allresearchjournal.com/archives/2016/vol2issue4/PartK/2-4-43.pdf – https://www.speakingtree.in/blog/bhagavad-gita-and-its-management-lessons – Debashis Chatterjee,Timeless Leadership: 18 Leadership Sutras From the Bhagavad Gita,

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