1. RASHI SETH SHWETA KUMAR SHAGUN ARORA SURBHI AGRAWAL SAKSHI BANSAL SNEHLATA SONI AGRAWAL SWATI DALAL VANITA KUMARI PREPARED BY :

3. The Arthashastra is remarkable for its dealing with a vast variety of subjects and its elaborate and detailed considerations of the diverse aspects of ruling a state.

4. Kautilya’sArthashastra was primarily written as a guide for the king who should be able to rule with justice and equity to ensure protection and prosperity of his subjects.

6. Nevertheless,the examination of the contents has convinced some scholars that it was not the work of a single individual but of a school of politics, and that it could not be composed in the 3rd cen. B.C. but probably received its present from 3 or 4 centuries later.

7. However a complete reading of the complete text will show that it is an integral whole.Definitions and special terms explained in one place are picked up and used in the same sense elsewhere.

9. Kautilya’s penetrating insights in different aspects of management and administration will be highly useful for managerial areas of assumptions about ‘models of man’, theories of motivation and leadership,training and development,decisionmaking,financialadministration,information system and strategic management.

12. THE LEADER SHOULD BE ABLE TO ATTRACT FOLLOWERS Born in a high family,endowedwid good fortune,intelligence and spirit,given to seeing elders ,pious,truthful in speech,not breaking his promise,grateful,liberal,of great energy not dialatory with weak neighbouringprinces,resolute,not having a mean council (of ministers),desirousof training-these are the qualities of one easily approachable.

13. ii. THE LEADER SHOULD HAVE THE QUALITIES OF INTELLECT Desire to learn,listening,learning,retention through understanding,reflecting,rejecting (false views) and intentness on truth – these are the qualities of intellect.

14. iii. THE LEADER SHOULD HAVE THE QUALITIES OF ENERGY Valour, determination, quickness and dexterity these are the qualities of an energetic king.

15. iv. PERSONAL ATTRIBUTES OF A LEADER An ideal king should be eloquent, bold and endowed with a sharp intellect, a strong memory and a keen mind. He should be amenable to guidance.He should be well trined in all the arts and be able to lead the army.He should be just in rewarding and punishing.He should have the foresight to avail himself of opportunity (by choosing) the time, place and type of action.He should know how to govern in normal times and in time of crisis. He should know when to fight, when to make peace, when to lie in wait, when to observe treaties and when to strike at an enemy’s weakness.He should preserve his dignity at all times and not laugh in an undignified manner. He should be sweet in speech,look straight at people and avoid frowning.He should eschew passion, anger, greed,obstinacy,fickleness and backbiting.

17. A leader specially in today’s fast changing scenario should be amenable to receiving guidance from more experienced or the experts.

18. A LEADER SHOULD BE JUST

23. THE LEADER AS VIJIGISHU Arthashastra views the man in leadership position as a ‘vijigishu’ ie desirous of ‘vijaya’ (victory , achievement) “Vijigishu is an all encompassing phrase denoting the overall achievement orientation “ of the leader. When applied in the organisational context this concept suggests that a modern business vijigishu’s strategic actions should be guided by his desire to expand his organisation’s territories. This again however be guided by the organisationalyogakshema.

25. Carrying out his own duty the king who protects the subjects according to law , leads to heaven; of one who does not protect or who inflicts an unjust punishment , (the condition) is the reverse of this.

29. ASSUMPTIONS ABOUT HUMAN NATURE

30. MAN AS SHAPER OF HIS DIGNITY The object slips away from foolish person , who continuously consults the stars ; for an object is the (auspicious) constellation (for achieving) an object: What will the stars do? II. MAN IN WORK SITUATION : MAN THE VARIABLE He (superintendent) should constantly hold an inspection of their works, man being inconstant in their minds. Therefore, he should be cognizant of the worker, the office, the place, the time, the work to be done, the outlay and the profit in undertakings.

31. III. MAN IN SOCIAL CONTEXT : MAN AS AN EXPLOITER If (authority) not used at all it gives rise to the law of fishes. For the stronger swallows the weak… IV MAN IN WEAKER MOMENTS : MAN THE CORRUPTIBLE Just as fish , moving inside water cannot be known when drinking water, even so officers appointed for carrying out works cannot be known when appropriating money.

32. HUMAN RESPONSE MANAGEMENT Kautilya has discussed various technique of taking the best out of people through his instructions about proper selection , wage administration , competency enhancement , conflict resolution etc. These insights will be very useful in managing human responses in a positive manner.

33. PROPER SELECTION Before appointment , (the king) should make inquiries about nationality, nobility of birth and amenability to discipline, tractability from his kinsmen, test his (training in) arts and possession of the eye of science through those learned in the same sciences, learn about his intelligence, perseverance and dexterity from his handling of tasks, test his eloquence,boldness and presence of mind on occassions of conversations, his energy and power as well as ability to bear troubles during a calamity, his uprightness, friendliness and firmness of devotion from his dealings with others, learn about his character, strength, health and spirit as well as about freedom from stiffness and fickleness from those living with him, and about his amiability and absence of a disposition to animosity by personal observation.

34. WAGE AND SALARY ADMINISTRATION The second step in managing human responses at the work place is having satisfactory salary arrangements with the employees. Kautilya has given elaborate rules regarding the contract of labour between the two parties – employer and employee.

37. Obligations as recommended by Kautilya are the following: An employee shall not refuse to do the work allotted to him, if he has already received his salary. He shall be detained till he does the work and also fined. In modern organisational context, if such a situation emerges the case will have to be referred to a third party for settlement. If there is an agreement that no one other than a particular employee may do a specific job, that employee shall do the work accordingly; otherwise, he shall be fined. Such would be the situation specially in those jobs which require special attention and expertise. In today’s context the fine would take the form of ‘damages’. An employee shall perform his duties at the right place and time and in correct manner.

38. RIGHTS OF EMPLOYEES Rights of the employees as recognised by Kautilya seem to be quite adequate even according to modern standards. Kautilya talks of flexibility in employment situation, to the extent that work can be contracted out by the employee himself at a very small level. An employee is bound to his employer for the ‘completion of the task’ not the ‘ownership’ of his person or expertise time. The mere presence of the labourer does not entitle for payment. Kautilyavisualised o form of ‘job security’ which is not absolute but partial, which is seen and aspired for in the modern world also. If the employee takes initiative and work more than has been assigned then this effort ‘must’ be recognised by the employer and the employee should be compensated accordingly.

39. OBLIGATION OF EMPLOYERS In case of delay in the payment of wages the fine is one tenth or six panas. In case of denial the fine is one fifth or twelve panas. If there is a restriction that ‘You shall not give this work to another…. The employer does not get work done by him….. The fine shall be twelve panas. Recognising the two way situation kautilya also talks of the obligations of the employer.

40. RIGHTS OF EMPLOYERS Kautilya enumerates the following rights of an employer: If the employee fails to complete the work as required from him then employer can have it completed by some body else, the cost of which will be borne by the employee. The employer has the right to disqualify the work, for the purpose of calculating the wages due, which is not done at the right time or place or in the right way.

42. For competency enhancement, self discipline is very important.

43. He identifies the basic qualities of trainable persons. These are:

44. Desire to learn

45. Obedience to a teacher.

46. Capacity to retain what is learnt.

47. Understanding what is learnt and reflecting on it.

48. Rejecting false views.

49. Intentness on truth.

51. CONFLICT RESOLUTION SAMA i.e. concillation / persuation Among them , concillation is five fold, praising of merits, mention of relationships, pointing out mutual benefits; showing advantage in the future , and placing self at the others disposal. Among these appreciation of the merits of birth, body, occupation, nature, learning, property and so on, praise, adulation, this is praising of merits.

53. Gift is five fold-Relinquishing what is due; Acquiescence in what is taken; Return of what is received; Bestowal of one’s own wealth; Permission to take something from the enemy.

54. iii. BHEDA i.e, dissension/discrimination/acknowledging Creating apprehension and reprimanding is dissension. iv. DANDA i.e., using force/fear Killing, tormenting and seizure of property constitute force.

55. RECOMMENDED METHODS In that earlier one is lighter than each later one. Concillation is one fold. Gifts are two fold being preceded by concillation. Dissension is three fold being preceded by conciliation and gifts. Force is fourfold being preceded by conciliation, gifts and dessention.

56. COMBINATION OF METHODS And in accordance with the seriousness or lightness of the conflicts, there is restriction or option . With this means only not with another this is restriction. With this means or another : this is options.

57. METHODS OF COGNITION DIRECTLY PERCEIVED UNPERCEIVED INFERENCE All the three methods of cognition have to be utilized by manager to treat a situation from every angle. Then only, control can be exercised over systms and targets.

58. PRINCIPLES OF EFFECTIVE COMMUNICATION

59. Kautilya gives six principles of effective writing- PROPER ARRANGEMENT CONNECTION COMPLETENESS SWEETNESS EXALTEDNESS LUCIDITY

60. DEFECTS OF WRITING Kautilya enumerates five defects of writing- ABSENCE OF CHARM CONTRADICTION REPETITION INCORRECT USE OF A WORD CONFUSION

62. Sometimes in sensitive situations when one cannot make use of the words, the message can be conveyed by judicious use of expressions and gestures. For example:To show satisfaction: “Pleasure at (other’s ) site, offering a seat, taking pleasure in talk, paying regard to the other in matter that are to be communicated, appointed to a task with a smile, touching with the hand…..”

63. THANK YOU…