100 marks final_project sirr

Indian Management Thoughts and Practices - Notes (Conflict and Harmony in
Society and Work Organization)
hasConcept Testing
1.Harmony with Environment:
Harmony with environment is an integral part of an individual’s personality.
The forms, into which the hereditary potential will develop, will depend largely on the
significant people in the individual’s environment. It is they who determine what his
physical and social environment will be. It is they who determine what opportunities the
individual will have for learning and what limitations will be placed on these
opportunities.
E.g. surroundings of an individual, his family, friends.
An employee organisation, colleagues, superior subordinates.
Jamshedji Tata: single handedly changing the social environment and bringing about
prosperity for himself and the masses
2.Self control:
Self-control is a set of behaviors which:
• Accepts the reality that the only thing in life, which you can successfully
change and control, is yourself.
• Keeps in check all self-destructive, addictive, obsessive, compulsive,
irrational, and unacceptable behaviors.
• Gives you a sense of personal mastery, autonomy, and competency over
your own life.
• Is under your control and power to direct and orchestrate with no need for
interference or manipulation from others.
• Makes you the master of your own destiny because it keeps in check those
barriers and obstacles which are a threat to your overall success in life.
• It is a middle ground between perfectionism and laxity in self-care.
• Results in your life having a balance and focus by helping you to cope
with new challenges in life as they come.
• Helps you to keep your over-emotional responses in check or moderation.
• Helps you to open yourself up from no feeling or pulled-in emotions so
that you can have a healthy emotional life.
• Is the foundation for healthy coping and contributes to your accepting
personal responsibility for your life.
• Keeps your life in moderation, helping you to avoid extremes in any
direction.
• It is the focus of the efforts to let go of the uncontrollable and
unchangeable in your life so that you can concentrate on yourself.
• Eliminates the need for you to be manipulative, helpless, fixing others,
intimidating, over dependent or a caretaker of others.
Presented by Group - 7 1

• Helps you to be detached from others and to keep your relationships in a
healthy balance of give and take.
• Reflects your inner desire to grow up into a mature, responsible adult.
Example: Kurien rejected offers of employment from the TATA groups and Union
Caribide. He chose to stay at Anand because he knew there was so much to be done, he
could try and make a difference. He knew that his independent contributions in
established and structured organizations would not be as easily measurable. He constantly
conceptualized the issues, whether “Operation Flood’ or the spray drying of Buffalo milk.
His commitment to the farmers’ cause was conceptually far superior to that of any of the
known crusaders. Kurien was a visionary more he believed in himself. His strategic
thinking helped him.
3.Dharma, Swadharma and Detachment:
Dharma:
Dharma is often translated as duty or the path of righteousness. Dharma, comprises of
Satya (truth) , Yagna (dedication) and Tapas (sublimation). Satya implies complete
accord between thought, word and deed. Yagna is the dedication of one’s cherished
things to higher powers or the larger entity. Tapas refers to the sublimation of passions
and instincts through a discipline involving purity of body and mind to obtain mastery
over self. He who wants to live in truth has to develop a spirit of dedication as well as
self-mastery. The basis of Dharma is truth. Ego is the source of untruth, delusion and
self-indulgence. Dharma is thus defined in terms of steadfastness, charity I its broadest
snese, giving and sharing, non-stealing, purity of mind and body, control of the senses,
true insight, awareness, absence of malice, anger or hate. Dharma is said to be Bahujana
Hitaya, Bahujana Sukhaya, which means for the good and comfort of many. In its
secondary sense, Dharma means the pursuit of the highest good by trying to live in
conformity with the Cosmic order. Dharma, literally means in Sanskrit, that which
sustains, that which holds together. The concept is that Dharma is the foundation which
holds the universe together.
Swadharma
The religion or code of duties of a Hindu are according to his stage of life and station in
society.
For example, a leader has to maintain the organisation’s culture and ensure that the
different groups in the organisation follow their respective swadharma – the duties
entrusted to each of them. Maintenance of Swadharma is important, as it puts a check on
infighting, intergroup rivalries and clashes. In case this social order role is neglected, the
groups develop a myopic view, wherein the group goals become dominating and the
subordinate goals become a casualty.
Detachment
Man is caught in the coils of Maya (illusion). Death, pain and pleasure are all
manifestations of this illusion. Infact, maya has no form of its own; it makes you think

the existent as non-existent and non-existent as existent. When we see a rope in darkness,
we mistake it for a snake. The rope reveals itself as a rope when light is focussed on it. It
is the darkness, which is the cause of ignorance. Neither the snake nor the rope have
come and gone. It is only your Brahma that has come and gone.
4.Holistic approach to personality.
Traditional therapy stresses on personality factors and development, but a holistic
approach that seeks to balance the psychological aspects with more spiritual aspects
should be preferred.
“This takes traditional therapy one step further”. Integrating the personality and the
higher self can be an important part of the process of healing.
Personality is built on sympathy; character is built on empathy. Personality is passion;
character is compassion. Personality is building character it is the light within. West tends
to be demonstrative and extrovert; east tends towards introverts. Personality builds up
external man; character builds up the internal man. Union of east and west will provide
together, viz., personality plus character. Internal being and external being both should be
fully developed as per Dharmic Management with holistic, value-based approach.
5.Dharmic Leadership.
Leadership emphasizes perfection of the self through planned self development as a
whole human being – man in the manager first and then blending work-ethic or Karma
sadhana and ethics-in-work or Dharma sadhana. The leader must effectively manage and
control his senses and mind his total personality. Then only he can manage and control
his or her followers by exercising moral and ethical authority.
Dharmic leadership involves placing the satisfaction of employees as a key goal and
developing company policies and processes around it. It involves creating an opportunity
for employees to excel by taking the time to place the best people for the job. Based on
love and a desire to uplift the quality of life for all, such leadership fully empowers
individuals. Employees have an opportunity to not merely pursue economic gain, but to
also contribute meaningfully from the depths of their being to the organization’s success.
Example: Mr Narayana Murthy said:"We have eight thousand hearts but one heartbeat."
He believes that for a long term success of any company, one needs to employ smarter
people as the smartness increases down the hierarchy.
DESCRIPTIVE QUESTIONS
1. “Cultural background and value system mould the personality of an individual”.
Discuss with examples.
Answer: Personality of an individual is determined by two factors. These are biological
factors and social factors. Biological factors include i. Genes of a person ii. Physique and
iii. Body chemistry. Social factors are the family, peer groups and culture. Culture is the

mental equipment of life. Culture establishes the norms, attitudes and values that are
passed along from one generation to the next and create consistencies over time. Value
articulates how we intend to live as we pursue our mission. In every culture, certain
values have developed over time and are continuously reinforced. At the base rituals and
rites are no more than set of disciplined behavioural movements, with the underpinning
of some higher principle. It is the disciplined repetition of these behaviour procedures
which can impress our mind with enduring and useful practical attitudes and values.
When a child is born values of the biological parents play an important part. These values
arise out of the culture which includes customs and other ways of behaviour which are
common to a society.
Since the basic personality type approved by each cultural group is composed of traits
that contribute to the successful adjustment of members of the group to its particular and
unique life pattern, the basic personality patterns of no two cultures are identical. Noting
this, Stendler writes, “As cultures differ, so do the personalities embedded in these
cultures.”
Even cultures, which are similar in many respects, put varying degrees of emphasis on
commonly, held values. When a national group is composed of people from different
countries, variations in the cultural values held by the group as a whole are quite marked.
Each subculture as well as the general culture has its own values and each attempts to
mold in its members a basic personality pattern that will conform to this values. Regional
cultural values differ somewhat in the emphasis placed on the general cultural values.
Clearly defined subgroup values set the model for the basic personality type to be molded
in the young of the subgroup. Middle class values emphasize self-control, getting ahead,
and making the most of one’s abilities and opportunities, even when this means denying
present pleasures for future gains. By contrast, lower-class values stress immediate
pleasures and conformity to group standards is less highly valued than in the middle or
upper class groups. Other differences in admired personality traits within a cultural group
may be based on racial, ethnic, religious even political grounds.
The person whose personality pattern has been molded along lined approved by members
of the cultural group with which he is identified has a far better chance for successful
social adjustments and happiness than the one whose pattern is a typical for the group.
The “rugged individualist” makes the poorest adjustment of all. He becomes a social
misfit and this affects his self-concept unfavorably because he realizes how unacceptable
his non-conformity is to the group with which he continues to be associated.
Example: Mr. Narayana Murthy is a vocal proponent of the value of honesty, integrity,
honouring commitments, value-added performance, willingness to sacrifice for
opportunities and so forth.
2. Discuss the impact of Indian cultural heritage on the youth today.
Answer: Indian culture and heritage is deeply embedded in the Indian youth today.

Opinions
Attitudes
Person’s inner self Values
Beliefs/ Sentiments
It is seen that the belief and sentiments are deep inside the person. Above belief and
sentiments are the values which is embedded from the early days. Outer two features i.e.
attitudes and the opinions are the day-to-day feeling towards various issues.
Indian culture heritage is deeply rooted in the youth today opinions and attitudes have
changed. A Gujarti/ Marwari man is following western manners or civilisation, or the
correct expression is that he is aping western behaviour. We normally ape the civilisation,
not the culture. Unless one internalises the value system or the basic core values , the
ultimate values associated with the culture, one can not touch the culture part of it. Even
today Indian youth have the sanskaras, he respect the elders and remove shoes before
going to the culture. Because of the rich cultural heritage, Indian youth are above the
Japanese and American youth. Indian young managers and students are systematically
tutored to associate Indian tradition. Example: Sabeer Bhatia, a young entrepreneur, who
sold hotmail to microsoft and now has converted whole Silicon Valley to mini India.
Note: Include Indian civilization
3. “Is there a conflict in the values system of east and west?” make a comparative
study.
Answer: It is most likely seen that the style that is successful in West is would not
successful in east and vice-versa. The people in the west grow up comparatively with less
emotional security due to factors like high divorce rates, single parent family etc. thus
when they enter into their job-lives and see a management culture prevalent which is
contractual on nature with hire – fire style of management, they don’t get disturbed. In
fact, this motivates them to work. In east people there is emotional stability and
importance of bonding is very high. Comparative value profile of eastern (India) and
western (US) value system
Western culture Eastern culture
Individuals can influence future Life is pre-planned, human action is ore-
determined
I can change work to achieve objective
commitment to organizations
I need to adjust, human action is
predetermined
Data-based decisions, and they are
healthy
Decisions flow from the experience and
wisdom of authorities
I can disagree without being disagreeable Deference to age and seniority,
supression of negative feelings

Protestant ethic Joint family and authoritarian values
Authentic collaboration Self-realization
Family is the primary social unit of
interaction and each individual is a part
of family
Individual is the central unit (without any
reference to family) and as individual he
is taken as a primary social unit.
Collectivism individualistic
Individualist approach in its process has given birth to competition and survival of the
fittest has been its war cry. On the other hand, collectivism approach has given birth to
cooperation. The social characteristic of masculinity and femininity and individualistic &
collectivistic are considered together, this configuration produces 4 broad categories, as
under:
I. Masculine – individualistic
II. Masculine – Collectivistic
III. Feminine – individualistic
IV. Feminine – collectivistic
The west belongs to the first paradigm of masculine – individualistic, whereas India
belongs to the fourth paradigm of feminine - collectivistic
In India is identified as a country in which there is moderate extent of collectivism, a high
tolerance of social inequality, a general acceptance of uncertainty, a moderately
masculine orientation.
Examples of Indian companies doing well globally are TATA (J R D TATA), Wipro
(Azim Premji), Reliance (Dhirubhai Ambani), HDFC (Deepak Parekh), Amul (Varghese
Khurien) and Infosys (Narayana Murthy), stands for excellence in their own domains.
4. “For achieving behavioural change, the core values of individuals have to be
addressed”. Discuss the statement in the contest of Indian organization.
Answers: Most people, given some time for thought, can produce a list of some of the
chief values which they see driving their organization. Usually,, however, it becomes
considerably longer than eight or ten items, which is about the limit of what can be given
consistent attention by busy managers. It is necessary to identify what are the values at
the heart, or the ‘core’ of the organization, what are the vital values without which
serious problems will arise. When studying the values in an organization, it is important
to distinguish between, what is stated by the people to be the most important to them and,
on the other hand what is actually practised.
The six main reason for focusing on core values are :
• Business benefit
Here the leader try to create unity in the organization, so that they can compete to best
advantage without shared values and by not creating maximum value for shareholder.
This person could be described as the economic pragmatist.
Example: Dhirubhai Ambani
• The right thing

In this case, they want to build the organization with true integrity, not only that does the
right things of obeying laws but one that provides a quality of working life for its people
and satisfaction for the customers. This person could be described as a moral crusaders.
Example: Narayana Murthy
• Changing attitudes/ aspirations
In western society a widespread move towards people are wishing to live their lives as
consistent ‘wholes’ rather than in compartments. Many people are less and less willing
to leave their personal values behind when they arrive at the office. The concept of an
ethically distinct world of work, where different values hold sway, is increasingly
unacceptable to many people. Organizations have to come to terms with this. The drive
may come from ‘coaiface or board room.
• Changing patterns of work
As a greater proportion of the working population works with the mind rather than with
the hand, as the number and variety of ‘professional’ jobs increases and the proportion of
educated and articulate people rises, pressures will be brought to bear on many
companies from the inside to change their value systems, including areas where blue-
collar employees were often unable to have any substantial influence.
• Positive encouragement
Rather than negative prohibition – there is today a tendency for many people to resent
‘thou shalt no’ morality. Organizations will need to maintain their rule books of what is
and is not permissible, especially where legal compliance is the issue. Values
development, however, enables management to focus on positive messages of
improvement, which are much more affirming and empowering than prohibitions.
• An urgent need for values education
Values are guiding principles that determine ones evaluation of what is right and wrong.
Values constitute the foundations of one’s discipline. They are deep-rooted, fundamental
beliefs. They lay down one’s standards of properity. They are responsible for a large part
of one’s standards of propriety. They are responsible for a large part of one’s
instantaneous response to situations. When one is forced to a situation where he has to
do something wrong, viz., something contrary to what the values dictate as proper, one’s
conscience pricks. Conscience is the custodian of values. In many western countries, as
the traditional foundations of moral education and standards are being removed,
increasing numbers of younger people appear to have rejected, or even be unaware of,
the basic codes that make a civilized society sustainable. Some industrialists believe that
schools, churches and families have failed in this, and that there will be an increasing
educational role for business to play with respect to literacy, numeracy and standards of
behaviour. Otherwise many in the rising generation, especially but not only in cities, will
be incapable of working constructively with others.
5. What critical aspects of the Indian Ethos need to be imbibed by an international
company seeking to set up business in India?
Answer: Before we talk about the culture specific system of management suited to
Indian psyche, we should first understand and appreciate the salient characteristics of
Indian culture. Such an understanding is essential, before embarking on the task of
building the indigenous system of management. These are
• Essential divinity of human soul

• Essential owners and solidarity of universe and all life
• Philosophy of an integral experience
• Family is the basic unit of social system
• Rishi and ashramiac culture
• Purusharth the mission
• Varna - ashram system
• Spirit is free enquiry, tolerance and selective assimilation.
The characteristics of Indian culture is that it tends to be pervasive and enduring.
When an international company is setting up business in India, it will have to look for the
acceptability of their management in its present form in the Indian situation.
The four basic cultural dimensions which may account for differences in management
and HRD practices across culture are
• The extent to which a society emphasizes collective rather than individual activity
• The extent of power distance or tolerance for social inequality
• The extent of acceptance of uncertainty
• The extent to which a society emphasizes ‘masculine’ values’ and behaviour such as
assertiveness, ambitiousness, domination etc.
Now coming to the East, we must realize how this cultural dimension of ‘inward looking’
is likely to affect our management system. Probably a diagrammatic representation will
explain
Job skills
Emotional stability
Healthy world view
Insights infinite potential
In the above diagram the basic or the fundamental requirement for a manage is his
‘vision’ and attitude towards the environment in its totality, i.e. cosmic view based on
cultural values. Next comes the emotional stability of the manager. He must be a self-
controlled and self-propelled man. This can come by the heavy input of sattvic gunas and
the constant practice of niskam karm. ‘Job skills is the last input, which though
important, is not the ‘core requirement’ as the westerners view it.

Hence any international company should imbibe above mention features before seeking
the business in India.
6. “Good managers should be emotionally stable”. Discuss
Answer:
To be successful in life person has to attain emotional stability. If a manager is not
emotionally stable it not only effect his physical health but also his working ability.
In this competitive and unstable economy, innovation is the mantra of today, so to be on
the top managers have to emotionally strong.
As shown in the diagram to achieve the spiritual capacity your base i.e. your physical
capacity should be strong. When your physical capacity is sound you can be emotionally
stable. Emotional stability not creates the internal climate that drives the ideal
performance state. If person is not emotionally strong he may not be able to climb the
ladder up. Once when the emotional capacity is achieved, a person can climb further
Spiritual
Capacity

ahead and will achieve mental capacity. This mental capacity focuses the emotional and
the physical ability to the task. It has been observed that very few people were able to
achieve the spiritual capacity.
So after, seeing this model it is clear that steps to achieve the success in the life is through
the emotional capacity.
Example: Anu Aga – Chairperson Thermax LTd.
Anu Aga was a fun person enjoying her dual roles of house wife and professional
companion to her creative husband Rohniton while working with him at Thermax. In
1996 came a personal tragedy in her life –Rohinton died of a heart attack and in another
14 months she suffered another enervating loss, the death of her son Kurush in a car
accident and she lost her mother-in-law and pet dog. This was the serial bomb blast in her
life. Anu read extensively on death after Rohinton passed away. Two days after he died
she took the charge of Thermax as chairperson and managing director. She bravely
managed the transition and the ambitions of colleagues.
7. What personality traits need to be developed by an effective manager?
Answer: There are many personality traits but some of the more important ones are as
follows:
a) Authoritarian: A manager who had a strong belief in the legitimacy of established
mechanisms of formal authority, views obedience to authority as necessary, exhibits a
negative philosophy of people, adheres to conventional and traditional value systems,
is intellectually rigid and opposes to the use of subjective feelings. Authoritarians
tend to be rigid in their positions, place high moral value on their beliefs, and are
strongly oriented towards conformity to rules and regulations.
b) Locus of control: Locus of control refers to an individual’s belief that events are
either within one’s control or are determined by forces beyond one’s control. It has
been proved that externals are less satisfied with their jobs, have higher absenteeism
rates, are more alienated from work setting and are less involved on their jobs than
internals. Internals have more control over their own behaviour.
c) Machiavellianism: Machiavellianism refers to an individual’s propensity to
manipulate people. Machiavellians would be prone to participate in organisational
politics. They are also adept at interpersonal games playing, power tactics and
identifying influence system in organisation.
d) Introversion and extroversion: These are the most common description of personality
traits. These terms are normally associated with an individual’s sociability and
interpersonal orientation. Extroverts are gregarious and sociable while introverts are
shy, quiet and retiring.
e) Achievement orientation: Achievement orientation varies among people and which
can be used to predict certain behaviours. On the job high achievers will perform
better where there is moderate difficulty, rapid performance feedback and direct
relationship between effort and reward. This means that the high achievers tend to do
better in sales, sports or in management.
f) Self-esteem: Self-esteem refers to feeling of like or dislike of one-self. Self-esteem is
directly related to desire for success. People with high self-esteem believe that they
have abilities to undertake challenging jobs.

g) Risk taking: People differ in their willingness to take chances. Risk taking propensity
many lead to more effective performance.
h) Self monitoring: It refers to an individual’s ability to adjust his or her behaviour to
external factors. Individuals high in self-monitoring show considerable adaptability in
adjusting their behavior to external, situational factors.
8. Potray some of the personality traits in the Indian context.
Answer: According to the International Encyclopedia of the social Sciences, ‘culture or
civilisation taken in its wide ethnographic sense, is that complex whole which includes
knowledge, belief, art, morals, law, custom and other capabilities and habits, acquired by
man as a member of the society.
The culture of this country is distinct and has characteristics, which are distinguishable
from those of the western culture.
Distinguishable characteristics of Indian culture:
• Essential divinity of human soul or infinity divinity of all souls
• Essential oneness and solidarity of universe and all life
• Philosophy of an integral experience
• Family is the basic unit of social system
• Rishi and ashramic culture
• Purusharth-the mission
• Varna-Ashram system
• Spirit of free enquiry, tolerance and selective assimilation.
In Indian culture ‘family’ is the primary social unit of interaction and each ‘individual’ is
a part of the family. For the sake of simplicity the terms ‘collective’ and ‘individualistic’
have been used to distinguish the Indian and Western cultures. ‘Individualistic’ approach
in its process has given birth to ‘competition’ and ‘survival of the fittest’ has been its war
cry. On the other hand, ‘collective’ approach has given birth to ‘cooperation and
Vasundhaiva Kutambkam has been its marching song.
Prof. S.K.Chakraborty in his book, Values and Ethics for Organisations, has termed
Eastern cultures (including Indian) as having a high feminine orientation. In femininity
oriented cultures, cooperation and sharing are the basic ethics and human actions are
largely governed by the giving orientations.
India belongs to the paradigm of ‘feminine-collectivistic feminine collectivistic managers
are softness oriented. For them “caring and sharing” comes first. Such managers tend to
take a highly humanistic approach to management, and have a greater ability to inspire
people. By taking care of subordinates, they are able to ensure achievement for them.

Another dimension, which distinguishes the Indian culture from the western, is that of the
approach towards life. The former is predominantly a ‘spiritual culture’, whereas the
latter is predominantly a ‘materialistic culture’. When we say “Doing right” right means
Dharma. Dharma here is used in the sense of good of the greatest number of the society
and is more important that just doing in case of the former.
Following are some of the feminine aspects of human nature:
1. Intuitive
2. Integrative
3. Enduring
4. Eternally creative
5. Power of passivity and ‘soul force’
6. Feeling/emotion (heart)
7. People oriented
8. Creative
9. Mercy-forgiveness, companionship, wisdom
10. Cooperation
11. Wholeness
12. ‘Strength in weakness’
13. Inspirational
14. Soft approaches and humanistic
15. Feminine
16. Spiritual side of life
17. Energy giving, empowering
18. Write Short Notes
1. Harmony with environment
Harmony with environment is an integral part of an individual’s personality.
The forms, into which the hereditary potential will develop, will depend largely on the
opportunities.
E.g. surroundings of an individual, his family, friends.
An employee organisation, colleagues, superior subordinates.
Some of the hereditary potentials of the individual will develop into forms that will meet
with the approval of the group with which he is identified. Some potentials will be
neglected and still others will be discouraged from developing by social pressures. As
Buhler has pointed out, “the successions of events which are of influence on a person’s
life are part of his history. They present a counter-agent to the individual’s own
dispositions, and they may be variously supportive of or detrimental to his own goal
setting.

The forms into which the hereditary potentials will develop will depend largely on the
opportunities. While the cultural environment will provide him with approved patterns to
imitate it is the significant people in his life who will give him the training needed to
mold his potentials and the motivation needed to call forth the effort to learn.
The environment influences the personality pattern most notably in 3 ways: it encourages
or stunts the maturation of hereditary potentials; it provided personality pattern models
which the individual uses as a guide; and it either provides or denies needed learning
opportunities.
Jamshedji Tata: Jamshedpur is almost a land from the fairy tales about an
industrialist single handedly changing the social environment and bringing about
prosperity for himself and the masses.
Pratap Pawar: He is at heart a social worker. He is running Ajay Metachem,
brewery and newspaper Sakal, his mind is engaged in societal concerns. (welfare of
Baramati farmers and welfare of blind children’s.
2. Self control
Self-control is a set of behaviors which:
• Accepts the reality that the only thing in life, which you can successfully
change and control, is yourself.
• Keeps in check all self-destructive, addictive, obsessive, compulsive,
irrational, and unacceptable behaviors.
• Gives you a sense of personal mastery, autonomy, and competency over
your own life.
• Is under your control and power to direct and orchestrate with no need for
interference or manipulation from others.
• Makes you the master of your own destiny because it keeps in check those
barriers and obstacles which are a threat to your overall success in life.
• It is a middle ground between perfectionism and laxity in self-care.
• Results in your life having a balance and focus by helping you to cope
with new challenges in life as they come.
• Helps you to keep your over-emotional responses in check or moderation.
• Helps you to open yourself up from nonfeeling or pulled-in emotions so
that you can have a healthy emotional life.
• Is the foundation for healthy coping and contributes to your accepting
personal responsibility for your life.
• Keeps your life in moderation, helping you to avoid extremes in any
direction.
• It is the focus of the efforts to let go of the uncontrollables and
unchangeables in your life so that you can concentrate on yourself.

• Eliminates the need for you to be manipulative, helpless, fixing others,
intimidating, over dependent or a caretaker of others.
• Helps you to be detached from others and to keep your relationships in a
healthy balance of give and take.
• Reflects your inner desire to grow up into a mature, responsible adult.
Example: Kurien rejected offers of employment from the TATA groups and Union
Caribide. He chose to stay at Anand because he knew there was so much to be done, he
could try and make a difference. He knew that his independent contributions in
established and structured organizations would not be as easily measurable. He constantly
conceptualized the issues, whether “Operation Flood’ or the spray drying of Buffalo milk.
His commitment to the farmers’ cause was conceptually far superior to that of any of the
known crusaders. Kurien was a visionary more he believed in himself. His strategic
thinking helped him.
Results of not maintaining a self control
• Focus all your attention on trying to control, fix, or rescue other persons, places, and
things and divert your attention from your own needs.
• Suffer the negative impact of your out of control behaviors such as alcoholism,
chemical dependency, overeating, compulsive sex, addictive relationships,
compulsive shopping, gambling, smoking, etc.
• Become deeply depressed and despondent over your weakness and inability to get
your life into "check'' or 'balance.''
• Prefer to be overly dependent on other helpers, caretakers, fixers, and rescuers to give
your life the control it needs.
• Fall prey to an overly perfectionist and idealistic belief system in which no matter
how well you get things in order you see them as being imperfect and not good
enough.
• Lose control over the emotional boundaries you need to maintain from becoming
over enmeshed or controlled by others.
• Become lost as to where you begin and end and where others in your life begin and
end in relationship to you.
• Find yourself responding to situations in your life either in an overly emotional and
hysterical way or in a withdrawn, pulled-in and non-emotive way, with neither
response being healthy or appropriate at the time.
• Find it impossible to become detached from people, places, or things who are toxic or
unhealthy for you.
• Find yourself in a state of powerlessness to effect changes to get your life into
moderation or balance.
• Fall into the trap of learned helplessness and convince yourself that you are not
capable of taking care of yourself and thus allow your life to get more and more out
of control.

• Seek out caretakers, fixers, or rescuers to help you solve your own problems and get
your life under control.
• End up convinced that there is no way you can get your life into balance because the
amount of work, effort, energy, and resources needed are too great an investment just
for you when there are so many other people, places, and things on which you could
better focus attention.
• Experience even lower self-esteem because of your inability to believe enough in
your worth and value to take action to get your life into control.
In order to develop self-control you need to take the following steps.
First: You first need to identify in what areas of your life you need to gain more self-
control.
Second: Once you have identified the various issues in which you need to develop more
self-control, then you need to identify which emotions tend to lead you to be more out of
control with these issues. Use the list of emotions and feelings clusters to identify for
each issue out of control, which emotions or feelings tend to exacerbate the loss of
control.
Third: Once you have identified what feelings and emotions tend to exacerbate your loss
of control, next identify what irrational beliefs lead to increased loss of control in each of
these issues.
Fourth: Then you need to identify new, rational, reality based, healthy thinking which
will lead to your gaining control over these issues.
3.Dharma, Swadharma and Detachment
Dharma
Human character cannot be ethically divided or fragmented. As corporations are managed
by human beings, it is considered that corporations, management or organisations have
their own Dharma and Dharma means character manifesting. Wisdom and ethico-moral
values fully. Soul-less corporations, soul-less management and a soul-less country are not
required by anyone.
Dharma is often translated as duty or the path of righteousness. Dharma, comprises of
Satya (truth) , Yagna (dedication) and Tapas (sublimation). Satya implies complete
accord between thought, word and deed. Yagna is the dedication of one’s cherished
things to higher powers or the larger entity. Tapas refers to the sublimation of passions
and instincts through a discipline involving purity of body and mind to obtain mastery
over self. He who wants to live in truth has to develop a spirit of dedication as well as
self-mastery. The basis of Dharma is truth. Ego is the source of untruth, delusion and
self-indulgence. Dharma is thus defined in terms of steadfastness, charity I its broadest
snese, giving and sharing, non-stealing, purity of mind and body, control of the senses,
true insight, awareness, absence of malice, anger or hate. Dharma is said to be Bahujana
Hitaya, Bahujana Sukhaya, which means for the good and comfort of many. In its
secondary sense, Dharma means the pursuit of the highest good by trying to live in
conformity with the Cosmic order. Dharma, literally means in Sanskrit, that which

sustains, that which holds together. The concept is that Dharma is the foundation which
holds the universe together.
Swadharma
The religion or code of duties of a Hindu according to his stage of life and station in
society.
For example, a leader has to maintain the organisation’s culture and ensure that the
different groups in the organisation follow their respective swadharma – the duties
entrusted to each of them. Maintenance of Swadharma is important, as it puts a check on
infighting, intergroup rivalries and clashes. In case this social order role is neglected, the
groups develop a myopic view, wherein the group goals become dominating and the
superordinate goals become a casualty.
Detachment
Man is caught in the coils of Maya (illusion). Death, pain and pleasure are all
manifestations of this illusion. In fact, Maya has no form of its own; it makes you think
the existent as non-existent and non-existent as existent. When we see a rope in darkness,
we mistake it for a snake. The rope reveals itself as a rope when light is focussed on it. It
is the darkness, which is the cause of ignorance. Neither the snake nor the rope have
come and gone. It is only your Brahma that has come and gone.
The Universe is the embodiment of the Lord, and not of the world. The Lord is the cause
and Universe is the effect. The Universe springs as a consequence of action and its effect.
Though man is radiant with sublimity of himself, humans downgrade the importance of
human life.
Body, mind, intellect and consciousness are the vestures of man. Man has to give up
these dresses one day or the other. That is why Jesus said, ”Death is the dress of life”.
Hence death is a mere change of death. Hence it is not proper on our part to cry when the
person changes his dress. There is no room for sorrow if we firmly believe that all
relationships are temporary and transient.
We are ridden with sorrow as long as we have attachments. We must develop attachment
towards God and not the world. The four Mahakavyas proclaim the truth that man is
verily divine. Man should be rooted in the belief hat he is Brahman but not Ramayya and
Krishnayya. But people delude themselves into the thinking that they are the body.
Parents name your body, but nobody is born with a name. Bodies come and go, but the
Atma is eternal.
3. Holistic approach to personality
Traditional therapy stresses emphasis on personality factors and development, but a
holistic approach that seeks to balance the psychological aspects with more spiritual
aspects should be preferred.
“This takes traditional therapy one step further”. “Integrating the personality and the
higher self can be an important part of the process of healing.

Personality is built on sympathy; character is built on empathy. Personality is passion;
character ic compassion. Personality is buildings character is the light within. West tends
to be demonstrative and extrovert; east tends towards introverts. Personality builds up
external man; character builds up the internal man. Union of east and west will provide
together, viz., personality plus character. Internal being and external being both should be
fully developed as per Dharmic Management with holistic, value-based approach.
Core Values (Descriptive)
The Vedanta concept of Holism points out the fact that each person has divinity as the
core. The leader has to manifest divinity within through work, wisdom, worship and
psychic control, nurturing ethico-moral values, developing right brain, which offers
intuitive thoughts (direct insight) creativity and innovation necessary for leader to solve
ethical dilemmas. Here we need mind stilling, concentration, contemplation, so that in a
calm mind one can receive inspirational or intuitive flashes to solve all managerial
problems not amenable to reason and analysis.
East and West – Conflict in value system
Values and ideals in our ethos and culture are based on and evolved from the deepest
truth of Man, Life and Nature, i.e., on holistic approach or oneness. Spirituality is the
essence of our Indian genius, and wisdom. It is the source of our national vitality.
Western culture is an endeavor in worldly sciences and the application of science to
economic and social progress. The vitality of Indian wisdom and culture lies in its
creative and progressive endeavor in spiritual science, thought and practice. We have to
maintain this creative and potential for the progress and development of India and the
humanity as a whole. India must lead the world.
Example: “Rise above the situation”
To make the balloon rise into the air, you turn up the flame and the balloon goes higher,
but you need to toss off heavy sandbags which are carried as additional weight.
For them, the flame used to create warm air and the heaven-bound ascent represents a
loving approach or higher consciousness (the God aspect). The sandbags that are
unloaded to help the balloon stay aloft represent painful issues and negative feelings,
such as fear, guilt, judgment and envy.
From ground level, when you are facing a mountain, it may appear huge and represent a
large blockage and problems that seem overwhelming. As you rise above the mountain
and go higher - in consciousness - by adding love and a positive perspective, you can see
the bigger picture and see beyond limitations. So, by adding love and releasing the
negatives, you go higher.
When the personality maintains negative feelings from the past, it’s like an old needle
stuck in a groove. A holistic approach might include learning forgiveness so we don’t
have to keep replaying the same old negative thoughts and patterns.

Q1 ) PERSONALITY IS THE PRODUCT OF HEREDITY AND ENVIRONMENT
EXPLAIN?
Heredity refers to those factors that were derermined at conception.Physical stature ,
facial acttractiveness, sex, temperament, muscle compositionand reflexes, energy level
and biological rhythms are charesteristics that are generally considered to be imported
either completely or substantially by one’s parents.Physical attributes, for instance, may
be largely attributed to heridity.
The following classifications of characteristics is said to be inherited by all humans
• Physical structure (how tall or short one is, weather one has a long or short nose,
large or small feet-briefly, how one is put togther)
• Reflexes (direct response to stimuli, such as withdrawing from a pinprick,
blinking when something approaches the eye)
• Innate drivers (impulses to act on phsiologoical tensions: but theses must be
linked through learnhing with activities which will reduce the tension)
• Intelligence ( the capacity to learn, to modify responses)
• Temparament (patterned and recurrent responses associated with basic emotional
makeup-for example, phlegmatic, excitable, or lethargic).
Researchers have studied more than 100 sets of identical twins who were seperated at
birth and raised separately. Researchers found a lot in common.For instance, one set
of twins who had been separated for 39 years and raised 45 miles apart were found to
drive the same modle and colour car,chain-smoked the same brand of cigarette,
owned dogs with the same name, and regularly vacationed within three blocks of each
other in a beach community 1500 miles away.
ENVIRONMENT
Personality development owes as much to environment as it does to heredity.
Environment is a broad term and includes such factors as culture. Culture establishes
norms, attributes and values that are passed along from one generation to the next and
create consistencies over time. The methods by which an infant is fed and toilet
trained, and makes the transition from adolescence to adulthood are culturally
determined.
While growing the child learns to behave in ways expected by the culture of the
family binto which the baby was born. One of those expectations has to do with sex
roles. Most cultures expecdt different behaviors from males 5than from females. It is
considered natural in any culture for boys and girls to have predictable differences in
personality merely because they belong to one or the otehr sex.

Although culture has significant influence on personality development, linear
relationship cannot be established between personality and given culture for 2
reasons:
• The cultural impacts upon the individual ar4e not uniform, because they are
transmitted by certain people – parents and others-who are not at all alike in
their values and practices, and
• The individual has some experiences that are unique.Each individual reacts in
his own way to social pressures, differences in behaviour being caused by
biological factors.
Q12. HOW FAR IS IT IMPORTANT FOR MANAGERS TO SEARCH FOR
INNER PEACE IN THE MIDST OF “ HUSTLE AND BUSTLE” OF
CORPORATE LIFE?
• Executive stress is the inevitable by product of industrialization. While it is easy
to install a machine, the life of the executive who works these machines is not a
bed of roses. There is always teething trouble on most of these plants. The raw
materials are not easily available, and, because of paucity of foreign exchange, it
is not possible to import the spares readily. Inter-union rivalry has resulted in
strikes and loss of production. Various government rules and regulations that an
executive has to comply with, have all resulted on excessive executive stress for
individuals, who were not physically, emotionally and psychologically prepared
to combat stress. Prolonged executive stress in an executive who cannot cope with
its results in physical, emotional and mental illness, which closely simulates
organic disease. It is therefore most important for executives to realize, and the
duty of the physician to explain and convince them, that their symptoms are due
to stress, that at least fifty percent of Indian executives suffer from ailments at one
time or the other, which are simply due to stress.
• Stress is defined as the non-specific response of the body to any demand made on
it. To understand what stress is, one has to know the meaning of both, non-
specific response as well as various demands made on the body. And executive
faces a strike in his factory or is gheraoed by his militant workers and kept
without food or water. A policeman faces an unruly mob, a cricketer faces a very
accurate and deadly bowler in a test match – all these are examples of different
yet specific demands made on the body.
• Coping with Stress
Stress is the essence of life. It is the noblest of nature’s gifts to man. Stress, like
electricity, is a bad master but a good servant. Stress therefore must be trained and

tamed to ones advantage. Living makes constant demands on our body and thus
produces stress. Even during sleep, there is some stress, as the vital functions of
our body like breathing, heartbeats, contractions of the intestines are going on.
Stress is therefore something that cannot be avoided, like water or food. Complete
absence of stress would be mean death, inability of the organism to cope with the
demands placed on it. Stress is the spice of life and executives should learn to use
it to their advantage, so as to lead a healthy, well-balanced life.
• Know your ability to tackle stress.
All of us depending upon heredity, upbringing in childhood, nutrition and the type
of training received, can take on varying degrees of stress. A rubber strip is elastic
upto a point; beyond it, it snaps. Similarly every individual has a breaking point
and should not go beyond it. It is therefore essential to recognize the amount of
stress and strain one can take in one’s stride.
• Enjoy your work.
Hard work has not killed anyone. One has to find the type of work that suits one the
best and keeps one motivated. On the other hand work that is frustrating produces
undue stress, leading to unhappiness and illness. To be perfectly healthy, a man needs
work and recognition of his work
• Positive Thinking.
While a great deal of attention is paid to physical exercises for developing the
body, mental exercises for the right mental attitudes are given very little
importance by most executives. It is ultimately the mind that controls the body
and therefore depressing, frustrating and negative thought must be banished for
they can lead to emotionally induced illness. One should train one’s thinking by
constant practice to be cheerful, happy and satisfied. In the beginning, it is
extremely difficult to drive away the depressing thoughts that keep on plaguing
the mind, like recorded music on the tape, playing the same tune. While it is easy
to erase the recording on a tape, there is no magic wand by which depressing
thoughts can be erased. One has to work constantly and persistently to drive away
the blues.
• Goal in Mind
It is imperative to work with a goal in mind and to pursue it with determination.
The goal should be within one’s reach and attainable. Executives must not show
untoward impatience to achieve their goals.
Q13. IS BUSINESS EXCELLENCE POSSIBLE WITHOUT
COMPROMISING ON INTEGRITY, QUALITY AND ECONOMY/
PROFITABILITY?

• Businesses make an essential contribution to the development of an
economy. From time immemorial the activity of money making has
always stood in somewhat uneasy alliance with people’s concern for
private aspects of morality. Jokes about business ethics have regularly
appeared in the popular press over the past two centuries. Many an
executives today voices a similar cynicism about the relevance of moral
inquiry to managerial practices. Even those wedded to the notion that
integrity might be an obtainable ideal, nevertheless have to leave the
exploration of ethical dilemmas to each managers private conscience.
• But now the environment has completely changed, whereas the voicing of
ethical standards was formally a concern of few exceptional leaders, today
the topic of business ethics is acknowledged to pervade every area of the
corporation just as it is a recurrent issue in media. Corporate codes of
conduct are now the norm rather than the exception in most of the
organizations. Corporate leaders have become more vocal about their own
commitment to the ethical standards. The reasons for this elevated place of
ethics are many. Managers have seen the high cost that corporate scandals
have exacted: heavy fines, disruption of the normal routing, low employee
morale, internal fraud and loss of public confidence on the reputation of
the company.
• Businesses should be ethical because:
- Ethics correspond to basic human needs.
- Values create credibility for a company with the public.
- Values give management credibility with employees.
- Values help better decision-making.
• Improve or Die
No organization can escape the fact that its competitors are getting better.
Very few of the leading companies of 20 years ago, in almost any sector,
are still the leading companies today. In simple terms, the companies that
do not improve continually, both in small steps and also by leaps of
innovation, will inevitably decline and die. All companies must stress on
quality, quality and quality. Benchmarking exercises increasingly enable
companies to compare their performance against world-class competition
using a wide variety of both internal and external indicators. Companies
must reflect on – what major changes has there been in the organization in
past five years, - what forces have been driving these changes, - what
ethical issues do you now feel arise from the way change is managed?
• The seven core principles while reflecting biblical Christian thought, are
expressed in modern language such as might be used in an ordinary

business environment. The seven principles are expressions of a desire for
human dignity and wholeness in the workplace. Their thoughtful
application should humanize the otherwise mechanical processes of
wealth-creation and efficiency.
- Stewardship: none of our possessions is ours for long, we will
eventually leave them behind. What will we leave for our
successors, and for future generations?
- Service: true leadership is a service. How well do we serve our
subordinates by providing them with the setting in which to use
their abilities?
- Truth: is a universal requirement. The ability to trust others to
keep their word and to honor their signatures to the very best of
their abilities.
- Interdependence: do we recognize that business organization is
like a part with interdependent parts?
- Justice: fairness in dealing with all those affected by the conduct
of a business is vital if society in the long term to continue to
renew its license to operate.
- Creativity: the potential for human creativity in developing sound,
profitable businesses is enormous
- Consideration: to what degree do we give consideration to the
interests or concerns of others?
Develop Strategy
Design Services
Allocate Resources
Implement Plans
Monitor Progress
Control Performance
V
A
L
U
E
S

Q2 ) distinguish between “role personality” and “true personality” ?
TRUE PERSONALITY:
The word personality in english is derived from the Latin “persona”
Personaltity may be understood as the characteristic patterns of bahavior and modes of
hinking that determine a persons adjustment to the environment.
The word Id comes from the Latin word “it”and refers exclusively to the innate
component of personality. The Id is the mental agency containing everything inherited,
present at birth, and fixed in the individuals constitution – especially instincts. It is raw,
animalistic, unorganised, knows no laws, obeys on rules, and remains basic to the
individual throughout life. The Id, is the original personality system, expresses the
primary principle of all human life-the immediate discharge of psychic energy (libido)
produced by animal drives (especially sex and agression) which when pent up, creates
tension throughout the personality system.
THE EGO:
Menatl images do not swatisfy needs. The starving man cannot satisfy his hunger by
eating images. Reality must be considered.This is the role of the ego. The ego develops
outside the Id because of the necessity for dealing with the real world. The hungry man
must have food if the tension of hunger is to be reduced
SUPEREGO:

In order for a person to funcdtion constructively in society, he should acquire a system of
values, norms, ethics, and attitudes which are reasonably compatible with that society.
The superego, represents the internalised representation of the values and morals of the
society as taught to the child by the parents and others. The superego judges wheather an
action is right or wrong according to the standards of the society.
Hence The id seeks pleasure, the ego tests reality and the superego strive for perfection.
ROLE PERSONALITY:
By “role” – a word borrowed from drama- is a meant the part that an individual plays as a
result of occupying some position or status in life. Thus bgy virtue of the fact a male is
born into a family he plays the role of a son. Similarly, human beings, as a result of
occupying other statuses, play such roles as father, mother, worker, manager, nurse,
friend and soldier. All these are seperate and well defined roles. Ofcourse, no one
individual can play all the roles in the soiciety. There are far to many of them, and some
are incompatible with each other for instance, the roles opf father and mother. But every
humanbeing plays many role. Thus an individual may be a worker, a father, a son, and so
on. The perceived role concerns the set of activities or behavior in 5the group that an
individual beleives he or she should do. The perceived role generally corresponds to the
expected role. However, many factors may be present in a situation that can distort the
individuals perception and thus make the perceived role inaccurate. The enacted role is
the way that an individual group memeber actually behaves. The enacted role is generally
dependent on the perceived role and hence the expected role.
To the extent that there are differences among the expected perceived and enacted roles
the probability of role ambiguity, role stress, conflict, and negative effects on group
perfomanace increases.
Conscious
Unconscious
ID
EGO
SUPER
EGO

ROLE AMBIGUITY ROLE CONFLICT
EXPECTED
ROLE
PERCEIVED
ROLE
ENACTED
ROLE

P.S Please refer to the book by Pradeep Khandwala for notes the page nos of which are
available with the library.
CONCEPT QUESTIONS
1. List five popular industrial leaders who practice Indian Management Thoughts.
A. Bhawarlal Jain (Jain Irrigations), Anu Agha (Thermax), Kiran Mazumdar, Dhirubhai
Ambani (Reliance), Narayan Murthy (Infosys).
2. Describe Indian Styles of Leadership.
A. Indian style has been essantialy traditional. Most of the Indian leaders were less
prone to change. They were more autocratic in their outlook because they knew
what they want to achieve and how to achieve them.
3. Describe role of “Karta” in a Hindu Undivided Family (HUF).
A. Karta is usually the head of the family. He is given the authority and
responsibility to run the family. He acts as a strict leader in all senses because all
the major decisions of the family is taken by him.
4. Give examples of ‘born’ leaders and ‘made’ leaders.
A. Born leaders- Dhirubhai Ambani, Narayan Murthy
Made leaders - Mukesh Ambani, Anil Ambani.
5. Management styles.

A. Conservative, Entrepreneurial, Professional, Bureaucratic styles.
6. Good and bad styles of management.
A. It is very difficult to say whether a particular style of management is right or
wrong. For example there are people who do feel secure under autocratic leaders.
But more often than not this style has been considered ineffective.
DESCRIPTIVE QUESTIONS
Q.1 Depending upon the structure of task high and low, analyse what impact it will have
on leadership?
A leader who places greater emphasis on task performance tends to exhibit the following
behaviour:
1. Organising and defining the roles of group members
2. Explaining what activities each has to do and when, where & how task are to be
accomplished.
3. Establishing well defined pattern of organisation , channels of communication and
ways of task accomplishment.
A leader who places greater emphasis on people tries to gain their relationship by
executing such behaviour as:
1. Establishing channels of communications
2. Extending psychological support to them
3. Developing mutual trust
4. Developing empathy for them
High And Low Relationship: A high task and low relationship leader emphazises on
showing employees on how to get the task accomplished and spends minimum time
giving psychological support. This may be effective when the employees are experienced
with the work to be performed. The high task and no relationship style may also be well
suited to situations where seasonal help is needed. Seasonal employees may be unfamiliar
with the task and these require guidance on performing work properly. The high task and
low relationship style is not necessary rude. The leader simply takes the expedient route
of focusing on work rather than people.
High-Task and High Relationship: This leader spends considerable time showing
people how to get the work accomplished and providing them psychological support- The
high-task and high-relationship styles considered generally useful because it results in
high productivity and personal satisfaction. A more critical look at this style would
suggest that it works best in situations where people need an active and involved leader.
When employees are lacking in self-confidence and technical skill, the high-task and
high-relationship style is particularly effective.

High-Relationship and Low-Task: A leader using the high-relation ship and low-task
style gives employees much encouragement and support but a minimum of guidance
about the task accomplishment. In some situations employees need more psychological
support rather than technical instructions. The high-relationship and low-task style is
suitable for such situations.
Low-Relationship and Low-Task: A leader using this style is neither here nor there. It
is essentially a free-rein style. Subordinates are given considerable latitude in performing
their work. They are also given very little psychological support, encouragement and
praise. They are, therefore, free to run their own show. When subordinates are highly
skilled and psychologically mature, this style can be effective.
High
People
Emphasis
Low
Low High
Task emphasis
Q.2 Explain the role of leadership character in management.
Management, managership and leadership are terms, which are so closely related that the
distinctions among them have become blurred. It is useful to place each of them in its
right perspective.
Presented by Group - 7
High relationship
and
Low task
(Supporting Style)
High relationship
and
High task
(Participative Style)
Low relationship
and
Low task
(Free rein Style)
Low relationship
and
High task
(Autocratic Style)
28

Management is a process of planning, organising, coordinating, correcting, and
controlling the activities of others.
Managership is the authority to carry out these functions.
Leadership is the process of influencing for the purpose of achieving shared goals.
Both managership and leadership are management tools with which managers can
influence the behaviour of employees to achieve organisational goals. The distinction
between them can be made on the basis of the qualifications that managers have.
Managers, by virtue of being in a managerial position, have managership, but they may
not possess leadership or the ability to influence other people.6
There are certain other differences between leaders and mangers,
1. Leaders have followers, but managers do not have. Subordinates may obey
managers out of fear but such compliance is not a response to leadership. Similarly, all
leaders are not managers, [Leaders have followers but do not possess authority to
manage] informal leaders for example. Managership is a fundamental characteristic of a
manager.
2. Leaders have emotional appeal. They are expected to be charismatic people with
great visions who can alter the mood of the followers and raise their hopes and
expectations. On the other hand, managers are expected to be rational decision-makers
and problem solvers. They are expected to use their analytical minds in the process of
establishing and achieving organisational goals
3. Leaders fulfill follower's needs. Managers and leaders try to meet organisational and
employees' personal needs. But the emphasis differs. The main aim of a manager is to
meet organisational goal. Similarly, the main job of a leader is to satisfy his followers'
needs.
4. Peter Drucker and Warren Bennis have rightly pointed thus; "Management is doing
things right, leadership is doing right things. Management's efficiency lies in climbing
the ladder of success; leadership determines whether the ladder is leaning against the
right wall".
The distinction between management and leadership gets blurred in actual practice. In
real life organisations, there are no distinct leaders there are only managers. They will be
acting both in the capacity of managers as well as in the capacity of leaders. A successful
manager is the one who has both the qualities and who makes use of them discretely,
depending on whether he or she is required to lead or to manage.
Q.3 Explain the Consultative, Entrepreneurial, Professional, Bureaucratic style of
leadership.

Authoritarian Style: Known in its acronym as bureaucratic or autocratic style,
authoritarian style involves retention of full authority by the leader. Leader decides,
decision is passed on to subordinates, instructions about the implementation of decision
are given and the subordinates are expected to do what the leader has told them to do.
Assuring that the leader is competent, the advantage of this leadership style is that tasks
are efficiently completed, since there is no opportunity for the time consuming two-way
communication associated with democratic styles.
The primary problem with authoritarian leadership style is that workers are made aware
of what to do, but not why. This may lead to (1) low employee morale, and (2) workers
following leader directions lose initiative and avoid responsibility for any errors.
But there are some workers who prefer autocratic leader. They feel secure under his
leadership. In such cases, productivity and morale of the workers tend to be high.
Consultative leaders: They solicit opinions from group before making a decision, yet
they do not feel obliged to accept the group's thinking; these leaders make it clear that
they alone have final authority to make the final decision.
Professional Style: Also called laissez-faire, professional leader chooses not to adopt a
leadership role and actually abdicates leadership position, generally relinquishing it to
someone else in the work group- While technically not a leadership style (it is more the
absence of one), it does warrant brief mention since the absence of leadership may have a
positive or negative effect.
On the positive side, professional leadership works when the group is composed of highly
committed members. On the negative side it may be stated that the leader abdicates
leadership role because of his own incompetence, the fear of failure, or the perceived
social cost of criticism by the work group.
Entrepreneurship Leadership Style: Entrepreneur is a person who converts an
innovative idea into business. The word entrepreneur is generally associated with small-
scale industry. What is an entrepreneurship leadership style? Based on both their
personality characteristics, and the circumstances of operating a business, many
entrepreneurs use a similar leadership style. The most notable features of this style are:
• Impatience and brusqueness towards employees because the entrepreneur is
always busy.
• A heavy task orientation combined with a very direct-approach to giving
instructions to employees.
• A charismatic personality that inspires others to want to do business with him or
her despite the impatience.
• A much stronger interest in dealing with customers than employees.
• A strong dislike for bureaucratic rules and regulations.
• Anxiety to consolidate business gains as quickly as possible.

Q.4 Does leadership style change with situations? Explain.
The Situational Leadership Theory
Paul Hersey and Kenneth Blanchard have developed a situational model of leadership
that adds "maturity" of followers as a contingency variable which deserves due
consideration. The two authors feel that situational leadership requires adjusting the
leader's emphasis on task behaviors (i.e., giving guidance and direction) and relationship
behavior (i.e., offering socio-emotional support) according to the maturity of followers in
performing their tasks. Maturity in this context is understood not as age or emotional
stability but as desire for achievement, willingness to accept responsibility, and task-
related ability and experience. The goals and knowledge of followers are important
variables in determining effective leadership style.
Hersey and Blanchard believe that the relationship between leader and subordinates
moves through four phases - a kind of life cycle as subordinates develop and mature and
that managers need to vary their leadership styles with each phase. In the initial phase,
when subordinates first enter the organization, a high task orientation by the manager is
most appropriate. Subordinates must be instructed in their tasks and familiarised with the
organisation's rules and procedures. At this stage a non-directive manager causes anxiety
and confusion among new employees, however, a participatory employee relationship
approach would also be inappropriate at this stage because subordinates cannot yet be
regarded colleagues. This style is called the "directing" or "telling" approach of
leadership.
As subordinates begin to learn their tasks, task-oriented management remains essential,
as subordinates are not yet willing or able to accept full responsibility. However, the
manager's trust in and support of subordinates can increase as the manager becomes
familiar with subordinates and desires to encourage further efforts on their part. Thus, the
manager may choose to initiate employee-oriented behaviours. This style is called
"telling" or "coaching" approach to leadership.
In the third phase (here it is the "participating" or "supporting" style) as the subordinate's
ability and achievement motivation are increased, and subordinates actively begin to seek
greater responsibility. The manager will no longer need to be directive (infact, close
direction might be resented). However, the manager will continue to be supportive and
considerate in order to strengthen the subordinates' resolve for greater responsibility.
"Delegating" is the style that the manager follows in the final stage. Here, the manager
can reduce the amount of support and encouragement as subordinates gradually become
more confident, self-directing, and experienced. Subordinates are "on their own" and no
longer need or expect a directive relationship with their manag

Evaluations:
The situational leadership theory has generated considerable interest because it
recommends a leadership that is dynamic and flexible rather that static. The motivation,
ability and experience of subordinate must be constantly assessed in order to determine
which style combination would be most appropriate under flexible and changing
conditions. If the style is appropriate it will not only motivate employees but also help
them move towards maturity. Further the theory gives specific attention about a task or a
job to be done. Finally the theory is one of the more popular leadership-training models
available today.
Criticism:
1) The theory requires that the leader be perspective enough to determine a
subordinate’s maturity development level on a task. Determining maturity level is
difficult.
2) Situational leadership like most contingency theories is heavily based on need for
style flexibility. It is possible to change as subordinates mature. It is desirable that
the leader are adaptable there is a strong belief this is not possible.

Finally the theory assumes that the nature of the task being supervised is such that the
leader can treat each employee in slightly difficult way. There is no doubt that this is
a reasonable assumption in many cases but in practice can a leader exhibit different
leadership styles where all members of the group perform the task together. This
question remains unanswered.
Thus viewed from conceptual and methodological perspective the theory remains
intuitive appearing model that still requires empirical substantiation.
Q.5 Explain the importance of values in leadership how leaders/ managers
should respond to human value.
Leadership is the process of encouraging and helping others to work enthusiastically
towards the objective. Leadership is unidirective i.e. Leader influencing his followers.
At the same time the characteristics of employees and their tasks do yield influence
on the leader.
Leaders influence on human values
A leader is able to change the behaviour of his followers because he enjoys power
which comes to him from at least five sources.
1) They are reward powers which refers to the leaders capacity to reward followers
2) Coercive power, which is the flip side of reward, power and refers to the leaders
capacity to coerce or punish followers.
3) Legitimate power that refers to the power of leader he possesses as a result of
occupying particular position or role in the organisation
4) Expert power that refers to power that a leader possess as a result of power due to
his knowledge and expertise regarding the tasks to be performed by subordinates
5) Referent power which is dependant upon the extent to which subordinates identify
with, look up to and wish to emulate the leader.
REWARD POWERRESPONSES OF SUBORDINATES
CHARACTERISTICS OF SUBORDINATES
COERCIVE POWER
NATURE OF TASIC
ORGANOSATIONAL POLICY AND CLIMATE
LEGITIMATE POWER
INFLUENCE OF PEERS
EXPERT POWER
INFLUNCE OF SUPERIORS
REFFERENT POWER

A leader not only commits his followers to organisational goals he also pools needed
resource, guide and motivate subordinates to reach the goals. The leadership process is
similar in effect of that of the secret chemical that turns the insect pupa into a butterfly
with all the beauty that was the pupas potential. Leadership then transforms potential into
reality. This role is often seen in giant firms and tiny units. In all cases leadership is the
ultimate act that identifies develops and uses the potential that is in an organisations and
its people. It has the ultimate aim of raising the level of human conduct and ethical
aspirations of both the leader and the led.
Leadership on organisational effectiveness seems to be relative because of following
possibilities
• Poorly performing organisations find it difficult to attract best leaders
• Not all leaders have the same abilities and experience
• Environmental and organisational factors can override any effects the leader may
have
• Organisation continues to flourish even after the change of leadership.
Q.6 Describe the role of transformation of leadership.
Transformational leadership implies a process whereby an individual attempts to elevate
his or he consciousness (chetna) so that various common place conflicts and dualities
begin at higher levels of synthesis. Stated differently, transformational leadership
attempts to change the whole organization from one ‘style or ‘culture’ to another.
Transformational leadership has the ultimate aim of raising the level of human conduct
and ethical aspiration of both the leader and the led. The leaders main thrust is to elevate
inspire and evangelise his followers (and himself or herself) to higher things in life.
The late J.R.D. Tata comes to ones memory in this context. His qualities of head and
heart moved everybody who ever came into contact with him. If Tata group of companies
stand distinct in our corporate world – in terms of profitability, professional management
and social responsibility – credit goes to the transformational leadership of J.R.D. Tata.
Transformational leaders are characterized by distinct skills. They are: (1) anticipatory
skills – foresight into a constantly changing environment; (2) visionary skills – a process
of persuasion and example by which a person or leadership team induces a group to take
action in accord with the leaders purposes or, more likely, the shared purposes of a larger
group; (3) value - congruence skills – the need of corporate leader to be in touch with
employees economic, safety, psychological, spiritual, sexual, aesthetic, and physical
needs in order to engage people on the basis of shared motives, value, and goals; (4)
empowerment skills – the willingness to share power and to do so effectively; and (5) self
– understanding – that is understanding the skills of both themselves as well as their
employees.
Situations Recommended leadership style
1. People in a state of confusion or panic
because of crisis such as materials
shortage, equipment failure, or natural
High task and low relationship or
authoritarian.

disaster.
2. Complex technology, inexperienced
employees.
High task and low relationship at the
outset.
3. Undesirable, repetitive job, average
employees.
High relationship and low task.
4. Self-sufficient, capable workers
performing job they enjoy.
Low task and low relationship or free-rein.
5. Employees dislike working, job is
undesirable.
High relationship and high task.
6. Start up of new operation, job
descriptions etc are vague.
7. Group of people "doing time" until
retirement.
8. Inexperienced but well meaning
employees.
9. Repetitive work; employees with
average motivation.
10. Employees are performing independent
tasks requiring coordination by leader.
High task; emphasis on relationship
depends upon emotional maturity of
employees.
11. Emotionally immature employees;
average skill level.
High task and low relationship.
12. Employees are child like or "prima
donnas" but talented.
We need more of transformational leaders for our economy. Our economy is now thrown
open for global competition. Foreign companies are entering our country in a large
number. In order to maintain our identity and to sustain our ethos and at the same time to
accept what is good for our businesses we need more transformational leaders. Especially
we need more of J.R.D Tatas.
About lord Krishna``His actions and the `Bhagwad Gita' hold extensive lessons for
modern Indian managers,'' avers Chaudhuri, the management guru from Planman.
`Theory-i' to a certain extent is devoted to Krishna's management and leadership
techniques. ``Krishna was always a success as he exercised different approaches for
different situation and individuals,'' The crux of the theory is that what might be a
flourishing management practice in a given situation might end up as a complete failure
in another situation.
Chaudhuri emphasizes that to develop a successful management style, the history, socio-
cultural realities and the way of living of the region has to be taken care of. ``The bottom
line is that synergy has to be achieved between the general national culture affecting
people at home and the management culture on the job,''
An India-centric management style, compatible with its socio-cultural fabric. Most
Indians value bonds, emotions and long-term relationship along with growth

opportunities and commitment. However, our cultural roots (of tolerance, etc) often make
us complacent and lack of patriotism at a macro level leaves us aimless.''
The solution lies in the `Bhagwad Gita'. Some of the philosophies in the Gita explain in
detail about flexible styles of handling people based upon situations and backgrounds. He
related the Hersey and Blanchard situational leadership model -- which talks about four
leadership styles of participating, selling, telling and delegating to the `Saam, Daam,
Dand' and `Bheda' philosophy.
``Each style is effective for a particular kind of peopleand Gita classifies people under
three categories: Tamas (immature), Rajas (worker) and Satviks (mature, as also pious).
``While `Dand' (telling or punitive style, or talking from a position of authority) style is
most appropriate for `Tamas', `Rajas' can be led using either `Saam' (participatory) or
`Daam' (selling) styles. `Bheda' or `delegation' is suited only for `Satviks,'''
Citing examples form the Mahabharata, suggested that Krishna himself was the biggest
practitioner of this model. ``In fact, Krishna was one step ahead of Hershey and
Blanchard. Not only did he set the rules that governs a leader, he also set aside guidelines
and instructions for the followers of the leader,''
Q.7 What is the difference in the working style of an Indian manager and an MNC
manager?
Indian manager
Wisdom leadership is clear that some kind of spiritual anchorage is a common feature in
the profile of all leaders. Some Indian leaders are more spiritual than others. JRD TATA
did not believe in any organised religion. for him god was love and he saw the love of
god in the love of the people.
All those business leaders who had spiritual anchorage had their initiation in early
childhood. Either the school or the family provided the necessary formal education
in business ethics. All Indian business leaders lamented the deterioration of values
in the present generation of managers. Even a business leader who himself is very
sound ethically and subscribes to the Indian values, confessed that the moral
standard’s of his next generation were not so good. Spiritual anchorage helps
sustain a manager in the present prevailing turmoil is the common belief of the
business leaders. the important thing is understanding the process of the working of
this spirituality and religion’s narrated and experienced by these business leaders.
This experienced sharing may throw some light on how this practical wisdom
works.

The first step in the process appears to be the systemic conditioning of the mind against
reckless avarice. This is the basic guideline for managing oneself against endless and
uncontrolled desires. This helps in setting high (moral) goal before a man.
M.S khanna is a believer in the existence of a transcendental power influencing the life
patterns of people. He pointed out a two sep process( as his mother had experienced ) of
prayers and meditations.
Suresh Krishna (chairman, Sundaram Fasteners Ltd) maintains that he is not a religious
man. He states, “ I do spent an hour or so daily to go within myself, search for any
disharmony and resolve it with integrity as soon as possible’.
This is the process of deep meditation, when his self-referes to the self. In such a self-
referral process, disharmonies are bound to be resolved. For such a self –referral process
one need not subscribe to any religious faith (dogmas or rituals) but firm faith in god.
That is cosmic power.
Two other business leaders R.K Talwar (Former Chairman SBI and IDBI) and M S
Verma (chairman SBI now retired also share their experience. both of them are religious
by nature and spiritual in temperament. The Gita has been a guiding force in the case of
Shri Talwar. One of them spoke of ‘Divine Intervention’ and the other of divine voice.
Let us share the experience so far as the process is concerned. These are
• Firm faith in god, firm faith in what I do and rationality in action.
• Sincerity, silence and no preference.
• For developing Antar Drishti the route lies through Mukhita and Antar shuddi in
that order.
The other virtue, which comes close to integrity in the leaders profile, is moral values
or ethics. All this goes to show the impact of religion and spiritualism in our business
leaders. The third virtue in the profile is leading from the front. Amongst other virtues
hard work, efficiency ,honor , transparency , openness were mentioned by business
leaders, and the army chief mentioned professional competence as an additional
virtue.
It is observed that in mix of competence for a business leader, the thing, which comes
first, is the healthy world view followed by emotional stability and last comes the
attitude, skills and knowledge in that order. The organisation should have goals. They
do not exist for profits but because of profits.
Western managers.
Lee Iacocca a business leader is amongst the top notches in the country , but others are
not so well known. Lincoln is the grates leader this country and perhaps this world has
yet known.

He was not a born king of men … but a child of the common people who made himself a
great persuader, therefore a leader by dint of firm, resolve, patient effort and dogged
perseverance.
His qualities include honesty, fairness, sincerity, truthfulness and straight forwardness.
Sound moral principles and ethics were always part of his dealings . he always treated
people the way he would want to be treated the way he knew others wanted to be treated.
He was courageous .the list continues.
The qualities like ‘aggressiveness’, ‘reasoning’, ‘analytical ability’ and individualism,
which attributed to American culture, are singularly absent in the profile of Abraham
Lincoln. These saintly virtues can be nothing but the dominance of Sattwa Gunas in the
personality of Lincoln. Lincoln never stayed in the ivory towers. He always followed an
open – door policy. He managed by wandering and was always visible. His leadership
style was paternal. He nurtured and guided his sub ordinates much as parents do their
children. To him organisation was like a family and the leader was the head of the family.
Life is always not going to be fair. This opens a window to the mindset that was working
in him. Taking the profile first, Iacocca had a number do qualities important amongst
them my be power of communication, positive thinking, hard work, strong belief in god,
dignity of labour, materialistic outlook , courtesy , speed the press called him tough ,
demanding and lacking in compassion . Most of these qualities of the head, which a
typical western manger in all like hood is supposed to possess. Some of the qualities may
at the first look appear to be queer in the present setting. It may be due to his being a son
of immigrants parents or his upbringing in a happy family or his own happy.
Leading by example was the style of Iacocca leadership. He believed in the equality of
sacrifice from the trade unions. In this area of decision-making, he consulted others but
took his own decisions. Prioritisation was the method of his working.
There has been a historical split between body and spirit since the sixteenth century in the
west. Intellect – centered spirit science has held the stage and values / emotions centered
spirit has been pushed back. Europe has perhaps lost touch with the inner world. The very
word spirit is messy , dirty so it needs to be pushed back. Only those managers who had
an exposure to management by human values: Indian insights talked about values ,
emotions and ethics etc.
Conclusion
West is mainly on the practice and process of leadership whereas in the East the focus has
always been as the qualities and competence of the leader,
ANNEXURES
 A must in today’s environment

Many Indian companies including MNC are not doing well as they are unable to face
competition, pressure and take "quick right" decisions. It is said that you cannot do
business with yesterday’s methods and be in business tomorrow. A manager has to
develop good leadership quality in order to take the company to the top. The style keeps
changing as the situation with the types of people. It said that Steve Job, founder of Apple
Computer possesses consummate charm, infectious enthusiasm and overdose of
charisma. This really helped the company to take the lead. Korean managers were able to
do better compared to Japanese as they developed managerial leadership quality, which is
flexible and open. This led to success of Koreans in America and even in India.
Leadership style should blend with managerial functions. Leadership inevitably requires
using power to influence the thoughts and actions of other people. An effective manager
gets the job done through high quantitative and qualitative standards of performance with
satisfaction and high degree of commitment. A managerial culture emphasizes rationality
and control. Manager has to achieve results so that people will continue to contribute to
this organization. It takes neither genius nor heroism to be a manager, but persistence,
tough mindedness, hard work, intelligence, analytical ability, tolerance and goodwill.
Leadership is a psychodrama in which a brilliant lonely person gains control of himself
for controlling others. Managers and leaders are different kind of people. They differ in
motivation, personal history and in how they think and act. An effective manager not
only requires changing leadership styles but should have :
• Good verbal communication with good listening power
• Manage time and stress
• Managing individual decisions
• Recognizing defining and solving problems
• Motivating and influencing others
• Delegating
• Setting goals and have vision
• Self awareness
• Team building
• Managing conflict
 The basics of "Theory 'i' Management"
Like Theory 'X' which tried to define a worker in its own manner as a mindless lazy
rascal who loves shirking responsibilities and the Theory "Y" which tried to define the
worker as an ambitious responsible citizen looking for the right environment to contribute
constructively, Theory 'I' is an attempt to understand and define the Indian worker just
like the Japanese had tried to do with their Theory "Z".
An Indian grows up in a system, where family ties and a sense of belongingness get an
absolute top priority. Coming from this environment, he gets a shock, when he sees the
job environment practicing American philosophies of contractual style of management.

He is not able to adjust productively to this cultural mismatch and thus, very often, fails
to be as productive as his Japanese or American counterpart.
The Principles of "Theory 'i' Management"
• Most Indians value bonds emotions and long-term relationships.
• Most Indians value growth opportunities and commitment.
• Our cultural roots (of tolerance etc.) often make us complacent.
• Lack of patriotism at a macro level leaves us aimless.
 The key characteristics of admired leaders are as follows
• Honesty – the honesty with which a company/leader does business in a
multinational environment (living by the law of the land, etc).
• Competence – interestingly this is one dimension that seems to have diminished
in importance over the years. In high performing companies competence is fast
becoming the lowest common denominator – a prerequisite as opposed to a
qualification.
• Forward looking – this is the inspirational quality of leaders, and their ability to
form vision statements, which inspire people to pursue quality. It also requires an
ability to predict market scenarios beyond ‘four quarters’.
• Fair-minded – keeping in mind cultural differences and other related issues while
meting out rewards and punishments.
• Being supportive – this stems from a conscious focus on corporate goals and
objectives of the company, as opposed to individual motives.
• Courage – to be able to stand by the company’s principles and values at all times.
• Loyalty – this has started diminishing in importance.
A. Social audit
Audit is an indicator of the evaluation of the social work done. Social audit is defined as a
basic management tool comprising systematic, documented, periodic and objective
evaluation of an organization’s activities for the benefit of the society at large. It helps the
management of an industry to evaluate the effectiveness of its overall social management
system as well as assess their compliance with the company’s policies to meet the
regulatory requirements.
Social audit aims at the following things:
1. To guide the community initiatives.

2. To evolve and disseminate a framework suitable to the company and to institute
the community and environmental initiatives.
3. To develop partnerships and networking with Non-governmental Organizations,
Government Sector and media business sector at the national and international
level.
4. Identifying new projects for social welfare.
5. Establishing performance baselines.
6. Setting priorities and plans for future social establishments.
7. Increasing awareness of the employees about their role and responsibility in the
protection of the society.
Social audit follows three basic stages like pre-audit, site-visit and post-audit, pre-audit is
the planning of the audit programme and site visit includes meeting with staff, inspection,
examination of records, and identifying the areas of social change. The post-activity
involves a written assessment of the facilities compliance status, which also includes
recommendation to correct deficiencies. The most important part is the active and
meaningful participation of the industry personnel during the social audit to develop a
meaningful social audit report.
Thus, the purpose of having this parameter is the abstractness of community service. This
factor helps to know how well the company has set up a follow up and record – keeping
system to quantify, in accountable terms, the amount and quality of its social work.
B. Eco friendly technology
With increasing environmental pollution, adopting Eco friendly technologies, particularly
in manufacturing processes, has become an absolute necessity. Eco friendly technology
is practical application of knowledge, methods and means so as to provide the most
rational use of natural resources and energy in order to protect the environment.
Raw material is utilized to produce the desirable useful product or commodity in an
industry. Air, water or land pollution is caused by the discharge of waste materials may
contain the unused raw materials and/or and products which is not economically valuable
and hence are disposed off to the environment.
There are three broad approaches to Eco friendly technologies in industrial production,
viz.
1. Waste minimization

100 marks final_project sirr

Recommandé

Recommandé

Contenu connexe

Tendances

Tendances (20)

Similaire à 100 marks final_project sirr

Similaire à 100 marks final_project sirr (20)

100 marks final_project sirr