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.
Management Principles
and
Bhagavad Gita

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.
Work Commitment

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.
Self-Transcendence

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.
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.
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.
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.
‘DAIVI SAMPAT’ OR DIVINE
WORK CULTURE
It involves fearlessness, purity,
self control, sacrifice, calmness,
modesty, absence of greed ,
absence of envy and pride.

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.
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.
• 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.
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.
– 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.
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.
– 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.
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,