July-December 2016 – Volume-8 – Issue-1 ISBN 2230 - 7524

3D... IBA Journal of Management & Leadership

Theme: Relevance of in Contemporary Times

Guest Editors Omprakash K. Gupta University of Houston-Downtown, Houston, USA Shivprakash Agarwal Parul University, Vadodara,

Co-editor Subhash Sharma Indus Business Academy, Bangalore, India

INDUS BUSINESS ACADEMY • Bengaluru • GREATER NOIDA 3D... IBA Journal of Management & Leadership

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Editor Pravir Malik President Subhash Sharma Aurosoorya, San Francisco, USA Director, Indus Business Academy, Bengaluru R.K. Gupta Associate Editor Professor Management Development Institute, Gurgoan Divya Kirti Gupta Associate Professor, R.D. Pathak Indus Business Academy, Greater Noida Professor School of Management & Public Administration, Members University of South Pacific, SUVA, FIJI Island Ananta Giri R.S. Deshpande Professor Director Madras Institute of Development Studies, Chennai Institute of Social & Economic Change, Bengaluru Arvind Singhal R. Sampath Samuel Shirley & Edna Holt Marston Endowed Director Professor and Director, Sam Donaldson Centre for Quanta Consulting Inc., Los Angeles, USA Communication Studies, Department of Communication, University of Texas @El Paso, El Paso, USA Sangeetha Menon Professor Atanu Ghosh National Institute of Advanced Studies, Bengaluru Professor Shailesh J. Mehta School of Management, IIT, Bombay Siddharth Shastri & Visiting Professor, Indian Institute of Management, Dean Ahmedabad Women’s Institute for Studies in Development Oriented Management (WISDOM), Banasthali University, Brajaraj Mohanty Banasthali Professor Xavier Institute of Management, Bhubaneswar Sorab Sadri Professor of Management & Director, Gopal Mahapatra School of Business & Commerce, Manipal University, Director Jaipur Organization & Talent Development, Oracle India Pvt. Ltd, Bengaluru L.P. Pateriya Professor, Head & Dean, K.B. Akhilesh Department of Management Studies, Professor School of Studies in Management and Commerce, Department of Management Studies, Ghasidas Vishwavidyalaya, (A Central University) Indian Institute of Science, Bengaluru Bilaspur,

Vol:8 n Issue:1 n July-December, 2016 1 Editorial Note

“’s Ramayana is a notable book because it is informed with the spirit of purity, pity and piety. It is the greatest book of all devotional literature” - Mahatma Gandhi

Ramayana has been an epic text in a number of ways. It has been a source of inspiration for both ancient and modern scholars in the enquiry of leadership abilities, strategic execution, stakeholders support and community. An International Conference on Relevance of Ramayana in Modern Times, was organized by Ramcharit Bhavan, Houston, in collaboration with Indus Business Academy (IBA), Bangalore, Indus Business Academy (IBA), Greater Noida and Association of Indian Management Scholars (AIMS) International, Houston, on Dec. 18-19, 2015 at IBA, Bangalore. Conference generated considerable interest among scholars and practitioners who participated in the conference. This volume of IBA Journal of Management & Leadership is largely based on papers presented at this conference. In first article, Towards RAM (Real Awakening of Mind: A New Perspective on Ramayana, Subhash Sharma takes historical perspective on continuing relevance of Ramayana and proposes some new management models and vision of sacro-civic society, with roots in Ramayana. In the next article, Ramayana: A Handbook of Management, C. Kameswari, K. Meena Rani, consider Ramayana as a handbook of management providing us many basic Ramayana principles of management, that are useful for contemporary managers and leaders. In next article, Relevance of Ramayana in Modern Times, by B. Anantharaj, S. Arunachalam, focus on timeless message of Ramayana, in the catchphrase: From selfishness to selfless. In next article, Leaders in Competitive Business Environment: Lessons from Ancient Text Ramayana, Mehul Chauhan, provides some lessons from Ramayana that are useful to leaders in competitive business environment of today. In, her article, Ethical Behavior and Whistle Blower: Learning from Vibhishan’s Approach, Sagaarika Ghosh draw lessons from Ramayana about ethical behavior and whistle blowing in organization

2 3D... IBA Journal of Management & Leadership context. In next article, Nameless Submission for Responsible Value Chains, Vinay Sharma, Rajat Agrawal, Anita Sengar, Kumkum Bharti, provide lessons from Ramayana for value chain management in contemporary context. In next article, for Innovation and Entrepreneurship, Rajat Agrawal, Vinay Sharma, Kumkum Bharti, Anita Sengar, focus on the ideas of innovation and entrepreneurship that innovative thinkers and entrepreneurs can learn from Ramayana. In her article, The Multifaceted Model of Leadership from Ramayana, Prema Ramachandran, provides leadership lessons from Ramayana and links them with some of the Indian models of leadership available in contemporary research In India on leadership. In next article, Management Learnings from ` Ramayan` - The Oldest Indian Epic, Reena Agrawal, provides several management and leadership lessons from Ramayana. In next article, A Strategic Management Approach to India’s Classical Wisdom: Ramayana, Brijesh Singh, B.N. Balaji Singh apply strategic management framework to draw lessons of strategic thinking from Ramayana. Next two articles are in Hindi - vat-maana jaIvana saMdBaao- ko AMtga-t ramakqaa kI P`aasaMigakta, sauiP`ayaa isaMh,,, †Ö•Ö Ûêú ÃÖ´ÖµÖ †Öî¸ü ÃÖ´ÖÖ•Ö ´Öë ´ÖÖ®ÖÃÖ Ûúß ˆ¯ÖµÖÖê×ÝÖŸÖÖ, ׯֵÖæÂÖ Ûãú´ÖÖ¸ü ÁÖß¾ÖÖß־Ö. The focus on contemporary relevance of Ramayana in the context of current challenges being faced by human beings and society. In the concluding article, Heroes of Ramayana, Omprakash K. Gupta, identifies seven major heroes of the seven chapters (kands) of Ramayana, and their qualities. He raises an important issue, ‘How many of these qualities do our modern day heroes and leaders have?’ Articles presented in this volume, focus on relevance of Ramayana in contemporary context, particularly with respect to management and leadership in organization and society context. They provide some useful cues for future research on contemporary and future relevance of Ramayana. We hope these articles will serve as a valuable reference to managers and academics for many years to come.

Omprakash K. Gupta Shivprakash Agrawal Guest Editors Subhash Sharma Co-editor

Vol:8 n Issue:1 n July-December, 2016 3 Contributors

• Subhash Sharma, Director, Indus Business Academy, Bagalore •E-mail: [email protected]

• C. Kameswari, Asst. Professor & Head, Dept. of Languages, Bhavan’s Vivekananda College of Humanities, Science & Commerce, Sainikpuri, Secunderabad •E-mail: [email protected]

• K. Meena Rani, Lecturer in , Bhavan’s Vivekananda College of Humanities, Science & Commerce, Sainikpuri, Secunderabad •E-mail: [email protected]

• B. Anantharaj, Associate Professor, Dept. of CSE, Thiruvalluvar College of Engineering & Technology, Ponnur Hills, Vandavasi •E-mail: [email protected]

• S. Arunachalam, Principal, Thiruvalluvar College of Engineering & Technology, Ponnur Hills, Vandavasi •E-mail: [email protected]

• Mehul Chauhan, Dean, XIDAS, Xavier Institute of Management, Jabalpur •E-mail: [email protected]

• Saagarika Ghoshal, HR Practitioner, Bangalore •E-mail: [email protected]

• Vinay Sharma, Associate Professor, Indian Institute of Technology, Roorkee •E-mail: [email protected]

• Rajat Agrawal, Associate Professor, Indian Institute of Technology, Roorkee •E-mail: [email protected]

• Anita Sengar, Assistant Professor, University of Petroleum & Energy Studies, Dehradun •E-mail: [email protected]

• Kumkum Bharti, Indian Institute of Management, Kashipur •E-mail: [email protected]

• Prema Ramachandran, Assistant Professor, Indus Business Academy, Bangalore •E-mail: [email protected]

• Reena Agrawal, Assistant Professor, Jaipuria Institue of Managemnt, Lucknow •E-mail: [email protected]

• Brijesh Singh, Assistant Professor, Dept. of Management Studies, PES University, Bangalore •E-mail: [email protected]

• B.N. Balaji Singh, Dean, Faculty of Management, PES University, Bangalore •E-mail: [email protected]

• Supriya Singh, Lecturer, AIMS Institute, Peenya, Banglaore •E-mail: [email protected]

• Piyush Kumar Srivastav, Sri Sai Institute of Higher Learning, Anantpur •E-mail: [email protected]

• Omprakash K. Gupta, College of Business, University of Houston-Downtown •E-mail: [email protected]

4 3D... IBA Journal of Management & Leadership Contents Articles

1. Towards RAM (Real Awakening of Mind): A New Perspective on Ramayana Subhash Sharma ...... 07 2. Ramayana: A Handbook of Management C. Kameswari, K. Meena Rani ...... 16 3. Relevance of Ramayana in Modern Times B. Anantharaj, S. Arunachalam ...... 22 4. Leaders in Competitive Business Environment: Lessons from Ancient Text Ramayana Mehul Chauhan ...... 26 5. Ethical Behavior and Whistle Blower: Learning from Vibhishan’s Approach Saagarika Ghoshal ...... 34 6. Nameless Submission for Responsible Value Chains Vinay Sharma, Rajat Agrawal, Anita Sengar, Kumkum Bharti ...... 42 7. Ram Rajya for Innovation and Entrepreneurship Rajat Agrawal, Vinay Sharma, Kumkum Bharti, Anita Sengar ...... 47 8. The Multifaceted Leadership Model from Ramayana Prema Ramachandran ...... 52

9. Management Learnings from `Valmiki Ramayan` - The Oldest Indian Epic Reena Agrawal ...... 65 10. A Strategic Management Approach to India’s Classical Wisdom: Ramayana Brijesh Singh, B.N. Balaji Singh ...... 74 11. vat-maana jaIvana saMdBaao- ko AMtga-t ramakqaa kI P`aasaMigakta sauiP`ayaa isaMh,, ...... 88 12. †Ö•Ö Ûêú ÃÖ´ÖµÖ †Öî¸ü ÃÖ´ÖÖ•Ö ´Öë ´ÖÖ®ÖÃÖ Ûúß ˆ¯ÖµÖÖê×ÝÖŸÖÖ ×¯ÖµÖæÂÖ Ûãú´ÖÖ¸ü ÁÖß¾ÖÖÃŸÖ¾Ö ...... 91 13. Heroes of Ramayana Omprakash K. Gupta ...... 96

Vol:8 n Issue:1 n July-December, 2016 5

3D... IBA Journal of Management & Leadership Vol:8 n Issue:1 n July-December, 2016

Towards RAM (Real Awakening of Mind): A New Perspective on Ramayana Subhash Sharma Indus Business Academy, Bangalore

Abstract Ramayana is a noble book of India, which has inspired many generations across the world. It played a significant role as a book of liberation during India’s freedom struggle. It inspired Mahatma Gandhi to formulate a new vision of human society in terms of Ramrajya. ‘Ram as Universal Spiritual Consciousness (USC)’ provides us a new perspective on Ramayana. When our mind connects with USC, there is Real Awakening of Mind (RAM) leading us towards decision making through higher consciousness. This awakening helps us in deeper understanding of three levels of reality viz. Gross, Subtle and Transcendent (GST) levels and its implications for management and leadership in corporate context.

Introduction of not only India but the entire the world. Ramayana is for all. Everybody can read and When we classify books in terms of noble listen to Ramayana. There was no restriction books, novelty books (books with novel and there is restriction with respect to any insights) and Nobel prize winning books as profession, nationality, region, , religion, intellectual heritage of the world, we find that gender etc. and because of this it acquired India has contributed significantly to first two popularity in various regions within and categories, viz. noble books and books with beyond India. novel insights. , , Ramayana, Mahabharat, Gita etc. from the ancient period Ramayana represents the intellectual heritage represent the ‘noble books of India’ and

Vol:8 n Issue:1 n July-December, 2016 7 books such as Gandhi’s Hind Swaraj and My For understanding relevance of Ramayana Experiments with Truth, represent the books in contemporary context, we need to take a with novel insights. In contemporary times, historical perspective of Indian history. Indian prizes are important motivators for many history can be divided in terms of following writers. Nobel prize winning writings are periods of creativity represented by Vedika, largely technical in nature. Hence, a Nobel Hindika, Indika and now Indian Diaspora prize winner need not be a ‘noble thinker’. representing Extended India:

Vedika Hindika Indika Globally Extended India Period Period (Indian Diaspora/Indiapuras) (I) (II) (III) (IV) Ancient Times Medieval Times Modern Times Contemporary Times

In ancient times, India was known as and social sciences. This model suggests that Aryavrat and Bharat, in medieval times as human mind operates at three levels viz. Hind and India in contemporary times. Flow gross, subtle and transcendent (supra-subtle). of this history of names finds its expression These levels are also represented by mind of in ABHI: Aryavrat, Bharat, Hind, India. scientist, mind of artist and mind of . ABHIgyan implies flow of knowledge from Ramayana in Historical Context these different periods of history in to the When we re-view various Ramayana, we present. This flow of knowledge is influencing find, most well known and world renowned not only India but various other nations. versions include Valmiki Ramayana, Kamban Essence of this Gyan is the idea of three levels Ramayana and Tulsidas Ram Charit Manas. of reality viz. Gross, Subtle and Transcendent Mahatma Gandhi was deeply inspired by (GST) represented by the concepts of Sthool, Ramayana and he formulated the vision of Sukshma and Karan sharir in Indian thought. Ram rajya not only for India but for the entire Through Ramayana and other notable books world. Now contemporary researchers have of India, this knowledge flows to masses and started working on the ideas from Ramayana during recent years, scholars have realized and their application in social science, social its significance for management, leadership thought, management and leadership. Valmiki Kamban Tulsidas Gandhi’s Contemporary Ramrajya Vision New Research

Contemporary Research there are three perspectives on ancient Contemporary research with respect to ancient literature viz. Theistic, Atheisitc and texts is largely based on three approaches Enlightened perspectives. There are three to research viz. Critical, Appreciative types of individuals who take three different and Reflective (CAR). Appreciative and perspectives that we refer to as TAE (Theist, reflective approaches look for new ideas, new Atheist, Enlightened) perspectives. Theists perspectives, new lessons and new vision take the faith based/heart based view from ancient wisdom. Using appreciative and and have deep reverence. Atheists take reflective approaches, we provide some new rational and critical views/head based view. lessons from Ramayana for contemporary Enlightened persons go beyond such views society and its future vision in terms of ‘sacro- and take a balanced view of appreciative and reflective perspectives/ consciousness based civic’ society. view. All the three perspectives representing It may also be indicated that in general religious (faith based/heart based), scientific

8 3D... IBA Journal of Management & Leadership (head based) and spiritual (consciousness Ramayana in India’s Freedom Struggle. In based) modes of enquiry provide us some fact, this is an important research topic for useful insights and learning from Ramayana. scholars and researchers in social sciences Ramayana as a Source for “Eastern Awakenings” including history. Key phrases that originated from Gandhi include the following: Three Eastern awakenings can be discerned from Indian history: period awakening I. Ramrajya during medieval period, freedom struggle II. Raghupati raghav rajaram, patit pavan awakening during India’s freedom movement Sitaram …. and now a new awakening in Indian diaspora/ III. Hey Ram Indiapuras across the world. These phrases represent the essence of Medieval Freedom Struggle Indiapuras Gandhi’s deep understanding of Ramayan Awakening Awakening Awakening and its influence not only in his personal life (Bhakti (Freedom (Indian but also in nation’s liberation. For him Ram is Period) Movement) Diaspora) liberator and Ramayana is a story of human liberation from domination, exploitation and New awakening across the Indian diaspora/ oppression that colonialism represented. Indiapuras through new research is leading Beyond Isms: Towards Ram to new interpretations, reinterpretations, and insights. Translations, interpretations and During last 200 years many Isms originated discourses by spiritual , in English in West and also influenced the East. These language and other languages is also a recent included Communism, Socialism, Capitalism, phenomenon that has contributed to a new Secularism, Feminism, etc. etc. In general awakening. A contemporary rendering of many Isms were largely rooted in conflict Ramayana in verse form in English language is and domination model of society and were presented in Exhibit- I from the book, Arrows proposed as solutions to the conflicts societies of Time: From the Black holes to Nirvana were facing. Thus, to resolve class conflict, Point, Subhash Sharma (2001). The verses communism and socialism were suggested presented therein highlight the contemporary as solutions. To resolve religion conflicts, relevance of Ramayana in modern times. secularism was suggested as solution. To There have been many versions of Ram and resolve gender conflicts, feminism was Ramayana e.g. Valmiki’s Ram, Tulsi’s Ram, suggested as solution. These isms as solutions Gandhi’s Ram, Sabke daata Ram (Raidas). In to social issues, viewed society through single fact, when Raidas syas, ‘Sabke daata Ram’, variable dialectics and often viewed Other as everyone is included. There is no distinction on enemy through their SO-SO (Self Other- Self the basis of caste, region, religion, community, Other) window to view social reality. They gender, ideology etc. Thus, Ram belongs to all were also largely rooted in binary model and has been variously represented in literary coupled with conflict between binaries traditions as Maryada Purshottam (Best wherein Other is not only enemy but also is human being/ Ideal human being), as King largely responsible for my current situation, (Raja Ram), as (Incarnation) and as hence, Other is to be hated. Thus, implicit or Bhagwan (God) etc. Different thinkers have explicit violence is inherent in these ideologies. been inspired by different images and this is It may be observed that over the years many reflected in their writings and visions. such ideologies and isms have lost their shine Role of Ramayana in India’s Freedom and intellectual appeal and their impact has Struggle: Gandhi Ke Ram been fading. Some have already failed others It is important to mention about the role of are on decline, leading to intellectual vacuum.

Vol:8 n Issue:1 n July-December, 2016 9 This intellectual vacuum is leading us towards Model I: Conflict model / Darwinian model a new search for fresh ideas. In this model focus is on Other as Enemy/ In contrast to ideologies rooted in conflict Competitor. Human beings are in conflict with each other and also in conflict with model, Ramayana suggests cooperation and nature. Lines of conflict (Loc) are highlighted connectivity model for solving problems of in problem solving. Struggle for Existence, human beings. Mahatma Gandhi understood wherein everyone is in conflict with other, is this, hence, he suggested the vision of at the core of this model. Freud, Marx, Darwin Ramrajya taking us beyond dominant and many other Western thinkers drew their Isms of his time such as communism and inspiration from this model of conflict in capitalism. To operationalize this vision at nature and societies. the organizational level, he suggested the Model II: Co-existence model Trusteeship model of organizations providing a blueprint for ‘Organizational Ramrajya’ In this model focus is on co-existence. as an ideal for organizations. Now the Solutions are found within the co-existence framework and thereby using cooperation world has moved beyond communism and as a basis for problem solving. Lines of capitalism towards sustainable development cooperation (Loc) are highlighted in problem and Holistic Development & Management solving. In coexistence model, human beings (HDM). In holistic approach Development is are in co-existence with others and nature and can be defined as ‘Development by the people, are not in conflict. Development of the people, and Development for the people’, supported by Good Governance Model III: Oneness of Existence and Good Leadership. In fact, concepts of This model recognizes Oneness of existence Ramrajya (Good Governance) and ‘Maryada and its focus is on Lines of connectivity (Loc). Puroshottam model of Leadership’ (Good As mind awakens, human beings realize the oneness of existence. Mahatma Gandhi drew Leadership) provide us foundational premise his inspiration from this model rooted in for this future direction of humanity in terms “Divinity of Ram” - Ram as Divine Force. For of ‘sacro-civic society’. Ramayana is also a Gandhi Ram is “The Soul Force” and Source guide book for ethical leadership as its focus is of “The Soul Force”. He tapped this Force for on virtues and ethics (‘virtue ethics’) combined India’s Freedom movement. with responsibility and duty (deontological approach). In the idea of Maryada Puroshottam, Solutions finding through Model I (Darwinian virtue ethics and de ontological approaches are model) lead to many problems as it is rooted in lines of conflict (loc) based on hate, leading combined to deal with the practical matters to terrorism and violence and thereby of the society. In terms of Guna theory this negative spiral in the society with disastrous represents the RS (Rajasik-Sattavik) Ethics and consequences. RS approach to management, leadership and problem solving, wherein Rajasik implies focus Solutions based on Model II lead to lines of on responsibility and duty and Sattavik refers cooperation (loc) rooted in harmony and non- to virtues and ethics. violence and thereby create synergy spirals that benefit everyone. Models of Existence and Living: Solutions based on Model III (Divinity model) From Darwin to Divinity lead us towards lines of connectivity (loc) Broadly there are three models of existence based on Oneness and Transcendence thereby and living viz. conflict model, co-existence to spiritual energy spirals to create harmony model and connectivity model. and oneness within society.

10 3D... IBA Journal of Management & Leadership Table 1 presents three approaches to solution wins). Gandhi’s vision of Ramrajya is rooted seeking. in Model III. Further, Maryada Puroshhotam model of leadership is also rooted in Model Table 1: Three Approaches to Solution III vision of human society, rooted in harmony Seeking in Societies and the World and oneness. Philosophical Impact on Model Keynote Ram as Universal Spiritual Consciousness Roots Society (USC) Lines of Oneness & Spiritual Instead of seeking solutions in Conflict, there Model III Connectivity Transcendence Energy Spirals is a need to find solutions in Harmony. “Ram as Consciousness”, represents the Harmony Lines of Harmony & Synergy Model II approach. Cooperation Non-violence Spirals In fact Ram can be considered as Universal Lines of Hate & Negergy Model I Spiritual Consciousness (USC), as can be Conflict I Violence Spirals inferred from the following popular song: Following are important lessons from Mujh mein Ram, tujh mein Ram, sab mein Ramayana that advocates us to follow Model Ram samaya, sabse karley pyar jagat mein, II and Model III, that in popular terms is also koi na jeev paraya … (Ram is in me, Ram is in known as, ‘Satyamev Jayate’ (Truth ultimately you, Ram is in everyone, Love everyone, no prevails): one is pariah) I. Evil Vs Good situation, ultimately Good Since Ram as universal spiritual consciousness prevails over Evil exists in everyone, no one is outcast. This gives II. Negatives Vs Positives situation, us a great message of equality. ultimately Positives prevail over When mind is awakened through Universal Negatives Spiritual Consciousness (USC), it creates III. Darkness Vs Light situation, Light a Force, that can be used for creative and prevails over Darkness constructive purposes. This Force is UFO: IV. Negergy (Negative energy) Vs Synergy Universal Force of Oneness/Unifying Force situation, ultimately Synergy prevails of Oneness. This Force takes us towards lines over Negergy of connectivity and thereby provides us new ways of looking at the reality around us. In Model I that world has been following in Awakened mind takes us beyond ideologies problem solving, Evil is countered with Evil, rooted in ‘divided vision’ (division) / conflict Negatives are countered with Negatives, approach to solve problems. This is the essence Darkness is countered with Darkness, of the idea of Real Awakening of Mind (RAM). Violence is countered with violence, Negergy (Negative energy) is countered with Negergy, Meaning of RAM: Real Awakening of Mind Hate is countered with Hate. However, such According to Indian thought, human mind solutions lead to more conflict, more violence operates at three levels viz. gross, subtle and and more hate, as the history of the world transcendent (supra-subtle). Using ideas from shows. This made Gandhi to remark, ‘An physics, these three levels of human mind can Eye for an Eye, makes both person blind’. be referred to as particle, wave and light forms. In management terminology it is known as In particle form, mind can be represented by lose-lose game. It is now being realized that a network of interconnected and interacting we need to move towards Model II (Win- neurons giving rise to ‘material consciousness’. Win) and finally towards Model III (Everyone In this form mind operates at the gross level.

Vol:8 n Issue:1 n July-December, 2016 11 Mind in its wave form represents the subtle Awakening of Mind (RAM) and at this level, aspect of mind. Oceanic waves metaphor is mind exhibits ‘explosive and charismatic widely used in meditation, wherein mind is creativity’. Human history provides many considered like oceanic waves that should examples of creative people, who have achieved be calmed for stilling the mind. In dreams this level of consciousness through their mind behaves like electromagnetic waves moments of enlightenment and demonstrated thereby can undertake space and time travel. explosive and charismatic creativity and In transcendent state, human mind becomes thereby emerged as enigmatic persons. This enlightened and mind itself becomes light. discussion can be represented as follows: This enlightenment state of consciousness 789 RAM RAM represents the Real Awakening of Mind (RAM) and is also referred to as nirvana. State of (Real Awakening (Random Access Since, mind itself becomes light it can exhibit Consciousness of Mind) Memory) laser like properties and can travel with speed Exhibit - II presents this RAM (Real Awakening of light. In human history there are many of Mind) and RAM (Random Access Memory) examples of people across the world reaching connectivity. this sate of consciousness. Preoccupation of Indian meditation techniques has been to Ramayana’s GST Model for the Corporate reach this state of consciousness. Ancient World: Towards A Typology of CEOs and Himalayan Masters in the past, GST (Gross, Subtle, Transcendent) model with focused on this state of consciousness and roots in sthool, sukshma and karan sharir, is provided us many techniques that are now a basic idea in Indian thought. This idea is in finding new applications in various forms. popular form is reflected in Ramayana and Journey of spiritual enlightenment is the variety of other sources in Indian tradition. It journey of mind from its gross (particle) from suggests that reality operates at three levels to subtle (wave form) to transcendent (supra- viz. Gross, Subtle and Transcendent. GST subtle/ light form). Moments at which human model also suggests that there are three types mind experiences light form are referred to as of energies that we observe in nature and moments of enlightenment. human interactions viz. physical, subtle and transcendent energies. In consonance with the It was indicated earlier that human mind way managers and leaders use GST energies, operates at Gross, Subtle and Transcendent there are following three models of CEO (GST) levels. This corresponds with the in consonance with Industrial revolution, Scientist, Artist and Rishi (SAR) levels of Knowledge revolution and Consciousness mind. Mind of the scientist is preoccupied revolution. with the gross aspects of nature. An artist’s mind operates at the subtle level and a Rishi’s CEO (Model I) CEO (Model II) CEO (Model III) mind explores transcendent level of reality. C: Competition C: Creative C: Consciousness This is represented by Enlightened state of consciousness (Esc) and can be referred to as E: Efficiency E: Enlightened E: Expansion 789 state of consciousness wherein 789 refers O: Objective O: Organic O: Oneness to seventh heaven, eighth chakra and ninth (Industrial (Knowledge (Consciousness cloud, as metaphors of higher consciousness revolution) revolution) revolution) of mind. At this level human mind naturally connects itself with cosmic consciousness and Model I represents 20th century Western operates like a super computer and connects CEO approach, metaphorically represented itself with the Random Access Memory (RAM) by Rambo types, whose style of management of the universe. This level represents the Real and leadership focuses on visible/ tangibles/

12 3D... IBA Journal of Management & Leadership measurable (Gross) and ignores invisible/ reverberates every day in the Orchha town intangibles (Subtle) because of its roots in on Betwa river, in Madhya Pradesh. It is industrial revolution. This Rambo model of also on the tourist map and the nearest well management and leadership has been at the known city is Jhansi. It is difficult to say core of the B-School education. In twenty first whether Gandhi got his idea of ‘Ram rajya’ century, in the knowledge economy, we need from this town. It definitely provides us the to move beyond this model to another model basis for re-visioning Gandhi’s ‘Ram rajya’ wherein CEO refers to Creative, Enlightened, as a new social vision of ‘Sacro-Civic’ society, Organic leadership style (Model II). In this wherein Ram represents the sacro dimension model focus is on Subtle as Knowledge is and rajya represents the civic dimension. subtle in nature. Thus, in addition to tangible Ramraja ki Sarkar implies moving towards and measurable things, such CEOs also focus ‘sattavik samaj’/ sacro-civic society. This on intangibles. In future Model III will be idea with roots in Ramayana represents the needed to solve the problems of humanity, contemporary and continuing relevance of wherein CEO implies Consciousness Ramayana in modern times. Expansion to Oneness. Management and leadership style of such a CEO is ‘Divine- Note: This is inaugural session presentation Democratic’, represented by (Divine at the International Conference on Ethics Values Attitude) approach. Theory Contemporary Relevance of Ramayana, O of consciousness provides conceptual organized jointly by Ramcharit Bhavan, foundations for this style of leadership that Houston, in collaboration with Indus can also be referred to as Management By Business Academy (IBA), Bangalore, Indus Higher Consciousness (MBHC). In terms of Business Academy (IBA), Greater Noida and Guna theory, it implies RS combination of Association of Indian Management Scholars Rajas (Vibrant energy) with Sattva (Silent (AIMS) International, Houston, on Dec. 18-19, energy/ Synergy) in solving human problems. 2015 at IBA, Bangalore. It is primarily based on earlier writings of author which include Three models of CEO presented above are the following: also broadly in consonance with Theory T of leadership, that envisages three Sharma Subhash, Management in New Age: types of leaders viz. Transactional (T1), Western Windows Eastern Doors, New Age Transformational (T2) and Transcendental International Publishers, New Delhi, 1996. (T3). GST model is at the root of this theory Sharma Subhash, Arrows of Time: From of leadership and Ramayana offers us lessons the Black holes to Nirvana Point, New Age on how to use Transcendental Approach International Publishers, New Delhi, 2001. (TA) through expansion of consciousness, Sharma Subhash, Human Quality in providing enlightened leadership to Development (HQD) for Corporate organizations, society and the world. Management, Vilakshan, Journal of XIMB, It may be indicated that GST model is at Bhubaneswar, March 2005, 2:1, 22-36. the roots of Human Quality Development Sharma Subhash, Orchha Vision: An (HQD) and Ramayana can be considered as a Inspiration to Sacro-civic Society, Southern foundation book for the same. In fact, HQD is Economist, Aug. 15, 2009. a distinctive “Indian contribution” to the field of Management and Leadership literature and Sharma Subhash, Towards Theory O of Ramayana is its foundation. Consciousness: Management, Leadership and Spirituality, 3 D … IBA Journal of Management Ramraja ki Sarkar: Orchha Vision and Leadership, Vol.6, Issue 1, July-Dec. 2014, ‘Ramraja ki Sarkar’, is a phrase which pp.90-97.

Vol:8 n Issue:1 n July-December, 2016 13 Exhibit I Learn and Repeat Name of Subhash Sharma (Source: Arrows of Time: From the Black holes to Nirvana Point, Subhash Sharma, 2001, pp. 100-103) (Only some select verses are presented below. These verses can also be put to music, in the tradition of Ramayana) Pleasure pain sin and merit, saints sinner and day and night, Rise and fall, up and down, losing wearing of the crown Learn and repeat name of Rama, Rise above and see the drama, 4 (25-1)

High and low, gods and demons, action reaction, fission and fusion, Wealth poverty, nectar poison, is this world’s illusion, Learn and repeat ……. 4 (25-2)

Heaven hell, rich and poor, good, evil, savior and butcher, There are many pairs of opposite, which are part of nature’s deposit, Learn and repeat ….. 4 (25-3)

Verb adjective noun pronoun, they are merely maya’s sound, Space and time intertwine, maya shows its various signs, Learn and repeat …. 4 (25-4) … Effect of , time or nature, make even good lose their stature, But good always comes up again and again, to bring happiness and joyous rain Learn and repeat …. 4 (25-9)

Human greed creates many forces, leading to drying up of resources, Rivers are forced to change their courses, indices go up and down in bourses, Learn and repeat …. 4 (25-16)

Light is generated from the oil and wick, nature shows its dialectics, History, psychology, economics and politics, where are values where are ethics, Learn and repeat …. 4 (25-17)

Nature operates through natural selection, in many forms we see its manifestation Some prefer self selection, to lead humanity for an upward motion, Learn and repeat …. 4 (25-18)

Truth goodness and beauty, liberty equality and fraternity, Roam with freedom in cosmic city, showing empathy and piety, Learn and repeat …. 4 (25-19)

14 3D... IBA Journal of Management & Leadership Exhibit – II Connectivity between RAM (Real Awakening of Mind) and RAM (Random Access Memory)

(Source: New Earth Sastra: Towards Holistic Development & Management, Subhash Sharma, IBA Publications, Bangalore, 2012, p.132)

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Ramayana: A Handbook of Management C. Kameswari Department of Languages, Bhavan’s Vivekananda College of Humanities, Science & Commerce, Sainikpuri, Secunderabad K. Meena Rani Bhavan’s Vivekananda College of Humanities, Science & Commerce, Sainikpuri, Secunderabad

Yavat sthasyamti girayah, saritascha maheetale | Taavata Ramayana katha, lokeshu pracharishyati ||

The Indian culture is unique in its form. different perspectives of human beings who The Indian literature, epitome of the Indian teach us how to select an individual while culture is note worthy. The Vedas, , executing a task, time management, planning, Upanishads, granthas are our nature and well being of a manager. The other eternal wealth. characters of the Ramayana : , , , Vaali, , Jataayu give us a close To lead a successful life and maintain one self picture of the different types of managements, in society we need to possess some managerial such as disaster, crisis, conflict, stress, event, skills. These managerial skills can be acquired human resource, risk operations, advertising, through Ramayana. Valmiki Ramayana is one compensation. Various incidents in the of the well known Indian epic, and source of epic can be closely related to the lessons of all Ramayana’s written or translated in almost management and to overcome the above. all the Indian languages. Not mere story of Lord Rama, the hardships he faced during his Rama having won Sita in valour wanted to exile, we also learn the lessons of management seek permission from his father to marry her. through different characters in Ramayana. On request King Dasaratha was escorted by King Dasartha, , Vashishta, the convoy and later after the submission of Laksmana, , show case the great sages Vasistha and Vamadeva, the

16 3D... IBA Journal of Management & Leadership wedding ceremony was performed amidst Vaali wrested Sugriva’s wife and took away chanting of the mantras, Vedas and . his kingdom. He had a boon that thou who These rituals depict the present Indian confront him would loose his energy or traditional weddings. power, having known this fact Rama and took shelter behind a tree. Sugriva In the Kanda, King Dasarathas death and Vaali resembled so well, that even Lord drives our attention to the then prevailing Rama could not identify Vaali on the first resources for preserving a lifeless body day. Lakshmana on the following day tied a without decaying. The body of the King was creeper called Gajapuspi round Sugriva’s neck submerged in oil for ten days which contained for identification, which gave them success. various herbs rich in medicinal values. The Bala Kanda and the Kanda give Tel naav bhari nrupa tanu raakhaa | us a descriptive sketch of the six seasons Doot bolaaee bahuri asa bhaashaa || experienced in India. The six seasons bring Dhaavahu begee bharat pahi jaahu | with them a significant change in the Nrupa sudhi katahu jani kaahoo || atmosphere, the men and women welcome Ramacharitmanas – Ayodhyaya kanda – Doha 156 - 1 the seasons and make remarkable changes in Uddhrutya tailsamsekaat satu the food and clothing accordingly. bhoomau niveshitam | Tato yagne samaapte tu rutoonaam shat Aapeetavarnavadanam samatyayu: | prasuptamiva bhoomipam || Tatashc dwaadashe maase chaitre maase chaitre naavamike tithau || Valmiki Ramayana - Ayodhya kanda – canto 76 – 4 Valmiki Ramayana - – canto 18 - 8 The qualities a successful Rajan should possess Sheetal mand surabhi bah baaoo | are described in length in the Ayodhya Kanda. Harshit sur santan man caaoo | These qualities can be followed by our leaders, managers, ministers, heads of the institutions Ban kusumit girijan maniaaraa | for a successful tenure. King Dasaratha’s Sravahi sakal saritaamrutdhaaraa || reign, his policies, his selection of ministers, Ramacharitmanas – Bal kanda – Doha 190 - 2 priests, counselors enlighten us to know how In the Bala Kanda we encounter long and he made a successful selection. beautiful description of the Kingdom of Ayodhya and in the Sundara Kanda we learn Tasyaam puryomayodhyaayaam vedivit about the . Both the descriptions reflect sarvasamgrah: | the civilization of today. The path ways, the Deerghadarsheem mahaatejaah: trees planted on both sides of the roads, the paurajaanapadapriya: || security guards, women making Rangoli in Valmiki Ramayana - Balakanda – sixth canto – 1 front of their houses after sprinkling water Yathaa manurmahaatejaa lokasya mixed thickly with cow dung. The compound parirakshitaa | walls protecting the houses assure us that though years have passed the Indian tradition Tathaa Dasharatho raajaa lokasya is rolling from one generation to the other. parirakshitaa || Kanak kot bishcirt mani krut Valmiki Ramayana - Balakanda – sixth canto – 4 sundaraayatanaa ghanaa | The Vaali vadhaa usually is depicted as an Cauhatt hatt subatt beetheem caaru pur unlawful deed. But if we read through the bahu bidhi banaa | verses and try to understand the incident, Gaj baaji khaccar nikara padacara rath we can conclude that it was a lawful act. baroothanhi ko ganai |

Vol:8 n Issue:1 n July-December, 2016 17 Bahuroop nisicar jooth atibal sen baranat objects used in construction of the setu (bridge) nahi banai || would float on the surface of the ocean. He Ramacharitmanas – Sundar kanda – Chand – Post Doha 2 proved to be a very good planner. In a span of Durgagambheerpaarikhaam five days he helped Rama in constructing the durgaamanyedrraasadaam | Setu. It is also said that along with the sena the ants, birds, squirrels, elephants, bear Vaaji vaaraNaasampoorNaam gobhirushtreh and horses helped in the setu-bandhan. A kharaistathaa || beautiful description here would be apt. Valmiki Ramayana - Balakanda – canto 5 – 13 Baandhaa setu neel nal naagar | Praasaadairatnavikrutai: parvatairiva Raam krupaa jasu bhayau ujaagar || shobhitaam | Boodhahi aanahi borahi je ee | Kootaagaarischc Bhae upal bohit sam te ee || sampoornaamindrasyevaamraavateem || Ramacharitmanas – Lanka kanda – Doha 2 - 4 Valmiki Ramayana - Balakanda – canto 5 – 15 Observing everyone working tirelessly in Taadrushaanaam the formation of setu, the birds gathered dry sahasraistaamabhipoornaam mahaarathai: | leaves and sticks, picked them with their Pureemaavaasayaamaasa beaks and filled the gaps between the stones raajaa dasharathastadaa || laid. An anecdote of a squirrel is famous in Valmiki Ramayana - Balakanda – canto 5 – 22 the Telugu version of Ramayana. With a lot We feel amazed after reading the Pushpaka of commitment and enthusiasm, extending its vimana varnana, the science related with the help in the crucial moment the squirrel would flying objects was known to the people of dip itself in the ocean, come and roll back in even the Treta yuga. They were even aware of the sand, go back into the ocean, dip in and the fact that the journey would be faster and roll back again in the sand. This type of help is comfortable in pushpaka vimana. known as Udataa bhakti in Telugu. Yathaa nagaagram bahudhaatuchitram Ayodhya the name itself suggests: `Ayodhya yathaa nabhashc grahachandachitram na yoddhuma shakyate’ that which can not be defeated. The residents of Ayodhya possessed Dadarsha yukteekrutacaarumeghachitram great qualities. They never quarreled with vimaanam bahuratnacitram || each other, nor had any misunderstandings. Valmiki Ramayana - Sundar kanda – canto 7 - 8 People were of good character, controlled Chalat bimaan kolaahal hoee | mind, filled with knowledge, virtue and truth. jay raghubeer bimaan cadhaaee || They were cheerful and enjoyed their life to Man mahu bipr caran siru naayo | the fullest. Loyalty, humanity and obedience uttar disihi bimaan calaayo || were their weapons. Ramacharitmanas – Lanka kanda – Doha 118 - 2 Mantro vijayamoolam hi raajaam At the time of distress, even a simple clue bhavati raaghava | provided can lead to success. Supraasu the son Susamvrutau mantridhurairamaatyai: of and the elder of Jataayu, shaastrkovidai: || gave information about Sita to Rama, who was Valmiki Ramayana - Ayodhya kanda – canto 100 – 16 abducted by Ravana. He also described the Awadhpureem raghukulmani raaoo | vehicle she was carried in and the direction of bed bidit tehee dasarath naaoo || Sri Lanka. Dharam dhurandhar gunanidhi gyaanee | Vishwakarma’s son Neel, among the two Hruday bhagati mati saarangpaanee || – and Neel, had a boon that the Ramacharitmanas – Bala kanda – Doha 187 - 4

18 3D... IBA Journal of Management & Leadership King Dasaratha thus ruled a beautiful city A detailed study of Prathama sargaa of and protected it from all sides. His four sons: Ayodhya Kaanda tells us that Rama inherited Rama, Lakshmana, and , all the qualities of his father King Dasaratha. had their names which were appropriate He followed his foot steps, won the heart of to them for their deeds. One who wins the the people and made sure that people living heart - Rama, one who takes care of the state – in his reign would never regret for any thing. Bharata, packed with qualities – Lakshmana, The main reason for his success was the capable of destroying the enemies – Kshma guna which he possessed. He worked Shatrughna. In Hindi they go better as man ko with love and affection with his subordinates. ranjit karne waala: Ram, raajy ka bhaar vahan With his pleasing manners and smile, he karne waala: Bharat, sabhee lakshano se yukt: lent his ears and gave his decisions at right Lakshman, shatruvoon ka samhaar karne time and context. We also learn that these waala: Shatrughn. qualities are the basics of the Indian culture and his predators followed the same. Rama is Prodhyamaane jagannaatham sarvalokanamskrutam | also known as the maryaadapurushotama and sadgunasheela. We also learn that Rama was a Kausalyaajanayad raamam true economist. He followed all the policies vidyalakshaNasamyutam || of economy. The revenue generated was Valmiki Ramayana - Balakanda – canto 18 – 10 successfully divided into five parts. One part Kausalyaa shushubhe ten of it was spent for , second was to fulfill putrenaarmitatejasaa | his duties, third was to gain fame, fourth part was for the worldly affairs and the fifth one Yathaa vareNa was for spiritual gain. devaanaamaditirvajrapaaNinaa || Valmiki Ramayana - Balakanda – canto 18 – 12 The ladies of the Royal families also possessed managerial qualities. , Sita, , Bharato naama kaikeyyaam jagge Maanduki, Shrutkeerti, always satyaparaakrama: | followed what was asked by them by their Saakshaad vishNoshcaturbhaaga: sarve: husbands. They were true Pativrataas. samudito guNai: || Kausalya was a true shadow of King Dasaratha. Valmiki Ramayana - Balakanda – canto 18 - 13 Sita never thought for a while before she Naumee tithi madhu maas puneetaa | escorted Sri Rama to exile. Urmila longed to sukal pacch abhijit haripreetaa || be in yoganidra, while Lakshmana was away Madhy diwas ati seet na ghaamaa | from her, Shrutkeerti stayed away from all the Paavan kaal lok bishraamaa || luxuries surrounding her and lived a life of a Ramacharitmanas – Balakanda – Doha 190 - 1 sanyasin. The love and respect towards elder brother kept Bharata and Shatrughna away Kaikaysutaa sumitraa do oo | from the luxuries. Mandodari many a times Sundar sut janamat bhaiM o oo || warned Ravana but failed to convince him. Wah sukh sampati samay samaajaa | She knew the fact that – vinaasha kale vipareet Kahi na sakae saarad ahiraajaa || budhihee…. Ramacharitmanas – Balakanda – Doha 194 – 1 As kahi nayan neer bhari gahi pad Lacchamin dhaam raam priy kampit gaat | sakal jagat aadhaar | Naath bhajahu raghunaathahi achal Guru basisht tehi raakhaa hoee ahipaat || lachiman ham udaar || Ramacharitmanas – Lanka kanda – Doha 7 Ramacharitmanas – Balakanda – Doha 197

Vol:8 n Issue:1 n July-December, 2016 19 We can rename the sanjeevini mountain as an Baith jaai tehi mandir | aushadi mountain. It had many herbs which laage kinnar gun gan gaavan || were rich in medicinal values. form Ramacharitmanas – Lanka kanda – Doha 9 - 4 of medicine uses these herbs for cure. The Rama composed with controlled emotions wear and tear of the skin, problems of nerves, said, `janani janam bhoomishc svargaadapi bones, scars, marks, healing process, can be gareeyasee’. The glory of the person is in thy own cured effectively, with this method. Another motherland, let us go back to our motherland. mention here would be appropriate. During Rama never went back in appreciating the the Rama-Ravana yuddha, people on either enemy’s kingdom. The art of appreciation is side were killed and wounded. Rama proved an important act of a successful manager. to be a well wisher at this very incident. He ordered for the herbs with medicinal values to Aagatyaapeeha harayo cure the wounded sena. The herbs worked as bhavishyanti nirathakaa: | instant medicine and brought life into them. Nahi yuddhen vai lamkaa shakyaa Ravana showed his poor foresight. He ordered tetum surairapi || the killed and the wounded sena to be thrown Valmiki Ramayana - Sundar kanda – canto 2 - 27 into the ocean. The Rama’s sena regained and Vibhishana thanked Rama, Lakshmana and came back afresh. This is a classic example the entire vanara sena for having showered him of supporting, motivating and regaining the with the kingdom. As a token of gratitude he efficient (Man management). On the other wanted to felicitate Rama, but Rama refused side Ravana’s sena remained half its strength it coolly saying that Bharata was waiting for giving him emotional set back, because of his him and his very duty now was to get back own foolishness. Ravana’s character thus tells to his kingdom. Vibhishana pleaded that let us that a person can never be successful if he his vanara sena take the felicitations. Vanara is governed by ego. sena also refused saying that if their lord was Seeing the beauty of the golden Lanka, not accepting, thou shall also not accept. Lakshmana could not control his emotions: Their very duty was to follow their lord. This `aahaa svarnamayi lanka’. He applauded and incident shows us the respect towards the said, now that we have conquered the Lanka, Lord or the Boss. let us start our reign from here. Rama too was When Vibhishana learnt that what his elder impressed and stone stuck at the beauty and brother Ravana was doing was adharma, tried the description went from one verse to the to counsel him and put him on the righteous other. path. When he made sure that it was not in PaaNduraabhi: pratoleebhiruccaabhi favor to anyone, he shared the secret of his rabhimvrutaam | brother to Rama. That one word of his caused heavy to Lanka, but he did not turn back or Attaalakashataakeer regret. Naampataakaadvajashobhitaam || Valmiki Ramayana - Sundar kanda – canto 2 - 17 Rama was a very good manager, his experiences teach us the Disaster and the ToraNai: kaamcanairdiwairlataa pamktiviraajitai: | crisis management. All the hardships he faced during his exile, could have been minimized Dadarsham sa kapi: shreemaan if he had put a word to Bharata. Bharata pureemaakaashgaamiv | would have sent his kings men, assistants and Valmiki Ramayana - Sundar kanda – canto 2 - 18 weapons whenever and wherever necessary. Lankaa sikhar upar aagaaraa | Instead Rama took shelter of the resources ati bichitr tahun hoi akhaaraa || available in the forest and managed himself

20 3D... IBA Journal of Management & Leadership successfully. The Vaanaras were his helpers There is a famous anecdote in Hindi about and the kanda-mulaas available in the forest Tulsidas, a great poet and an author of were sufficient for his survival. Ramacharitmanas. On one rainy day, when the river was in its full form, mistaking a snake to An important and noteworthy aspect of Rama be a rope, beholding it went to meet his wife, was, he always involved himself in learning, Ratnawali. Ratnawali shocked to see him at that he had zeal to learn and was very inquisitive. time, abused him. His lust and desire to meet While he was learning the lessons of archery, her could have been much appreciated if it he also made sure that he was learning the was the same for some spiritual gain. Those vedantas and astronomy during the intervals mere words made Tulsidas a great poet in or leisure time. He was comfortable with the Hindi literature. rishis and the munis and allowed them to part their knowledge with him. A true student Motivation can be of positive nature: should possess such qualities. encouraging a man to do good deeds: the putreshthi yagna by King Dasaratha, negative Conclusion nature which provokes someone for bad The study of Ramayana gives us a deep insight deeds: Kaikeyi and Manthara. of management techniques and each incident We can say that Vibhishana although spent motivates us to make our life an example his complete life amidst evil, did not let evil for the others. The essence of Indian culture settle in his life. Kaikeyi even though was culminates in Ramayana. Unity is strength, accommodated with all the pure and kind unity in diversity, team building, leadership hearted people could not stop her wickedness. qualities, motivation, love and affection towards the peer group, respect towards Thus we can conclude that Ramayana is a true the elders, punctuality, discipline, town guide for successful managers. planning, personality development and most Kaaryaanaam karmanaa paaram importantly execution of tasks efficiently. yo gacchati sa budhimaan | The author of Ramayana – Sage Valmiki (One who can reach the goal of his actions by his himself is a great motivator. He is a guide for efforts is really talented) millions even today. Valmiki started his life as Valmiki Ramayana - Yuddha kanda – canto 88 – 13 a thief, mesmerized by the words of the sapta rishis, transformed himself and began his penance.

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Relevance of Ramayana in Modern Times B. Anantharaj Dept. of CSE, Thiruvalluvar College of Engineering & Technology, Ponnur Hills, Vandavasi S. Arunachalam Thiruvalluvar College of Engineering & Technology, Ponnur Hills, Vandavasi

Abstract Ramayana, comprising not only stories from ancient times, but it is practically relevant today in many aspects which embodies timeless values. The theme of this paper is to divulge the aspects that are more relevant to the modern times. From “selfishness” to “selfless”, shades of illegitimate activity, new perception of ‘we’, exemplary family, position of women, environment conservation, democracy, and significance of lovable heart.

Introducation Divinity” in all the creatures. “Easwara Sarva Ramayana’s everlasting relevance lies in Bhoothanaam” (God dwells in all the living its power to motivate us to broaden our creatures) & God pervade the entire universe - consciousness from ‘selfishness’ to ‘selfless’ “Isavasyam Idam Jagat” is the lessons taught and to significantly expand the definition in it. If this is the case then where and what of ‘selfishness’ from the human to human is the need to search for such an omnipresent pattern to the human-divine pattern. The divinity? God is within, then why to search eternal spiritual principles have motivated Him outside. It is beneficial for people of all enterprising individuals to the highest human ages, working as a gateway to bring all the attainment and beckon us to the supreme members in the society together irrespective of adventure and accomplishment. It edifies caste, sex, creed, status etc. Man is drowned in us on the knowledge on “Embodiments of restlessness because of lack in understanding

22 3D... IBA Journal of Management & Leadership the principle of unity in diversity which is Sita’s sacrifice is the best example of the marital mentored in Ramayana. bond. She was with her husband in the forest amidst insecure environment leaving behind It educates us on the threefold Dharma (Code the sophisticated palace life. of conduct) relevant to the individual, family and the society. Rama is personified as the Shades of Illegitimate Activity ocean of love and compassion. It teaches the Ramayana at the time of explaining the selfless devotion to the Guru. Ramayana teaches the character of Lord Rama concurrently explains importance of human values. It explains in the consequence of selfishness through the detail the relationship that should prevail characters with varying shades of illegitimate between brothers, the father and the son, the activity. preceptor and the disciple. At the beginning of the spectrum Kaikeyi, “From Selfishness to selfless” whose brief spell of selfishness misrepresents The essence of an individual’s action is her from her normal kindness, gentleness and manifested through his action. The character wisdom to an unusual cruelty, harshness and of an individual is exhibited in his verbal, recklessness that causes anguish to her family mental and physical actions. It is the code members, brings about the anguished death of conduct from which sprouts every deed of her husband and subjects her to a lifelong of a person. Hence the word Dharma (Code regret for her insane self-obsession This of conduct) is comprehensive. There are five incident sets the example for modern time Yagnas (Sacrifice). people not to have the people who guide us wrongly. In the Ramayana, Athithi (Guest) has been given highest regards. Athithi Dhevo bhava Toward the middle of the spectrum is the (Guest is like deity equal to God). As soon monkey-king , who lets himself be misled as Rama, Sita and Lakshmana came to forest by a hasty and nasty misjudgment about his even the forest monks received them and took brother Sugriva’s mentality and so selfishly utmost care. dispossesses the latter of home, wealth and family, and eventually meets his own end in a The Rama’s sacrifice in accepting the sentence heart-rending fratricidal showdown. of his father to exit from the palace having committed with wrong justice is the best At the dark end of the spectrum is the example for the Rama to preserve the word of personification of ungodliness, the demon- honor of his father, king Dasaratha, It is the king Ravana, who due to his selfish lust, best example for the ever-expanding parent- commits innumerable atrocities and finally children generation gaps that prevails in the meets his doom when his evil eye extends to modern times. Sita, the goddess of fortune. Ravana was the great devotee of Lord Siva, great Musician, Bharata’s sacrifice to refuse to accept the and Powerful person. In spite of all these kingdom in spite of the power given to him things due to the lustful nature lost all his in the absence of his elder brother Rama is an capacities and died in a miserable way. This example for the modern time brothers who is to be remembered by the modern society to are fighting for the wealth after the demise of overcome the nature of lust character. their parents. New perception of ‘we’ Today’s siblings can take the lesson of standing by the side of the person at the time of crisis The core deep message of Ramayana to the can be had from the life of Lakshmana who world is fulfilling human relationship. Rama was with Rama. is the portrait of supreme god playing the

Vol:8 n Issue:1 n July-December, 2016 23 role of human being. So all the bond between Position of Women him and other characters are the example for There is much to be learnt from the characters human-divine relationship. All human-human of Kaikeyi, Kausalya, Sita, and Anusuya relationships, even if fulfilling, are eventually described in the Ramayana. Kaikeyi for her stressful due to the certainty of shatter at intelligence and bravery was the most lovable death. But the human-divine relationship, to King Dasaratha among the three queens. when understood as a spiritual relationship Even though she was a queen she was taken between the eternal soul and the eternal to the battle field with Dasaratha to assist Supreme, is eternal – and eternally fulfilling. him. Women were given due respect by the The Ramayana conveys the necessity and the husbands that time. But the women knew their glory of sacrifice in the service of God through limits. Kausalya, mother of the Divine Rama its refreshing portraits of extraordinary – kept herself so silent entire epic. She never and ordinary persons – who achieved deep projected her as the outstanding woman. Sita devotional relationships with the Lord by the embodiment of beauty, ideal woman is the activating their individual spirit of sacrifice. core of Ramayana. Amidst her troubles she Some of the examples for the ultimate never showed anger with her husband. That’s relationship are between Rama-Guha why she is taken as the deity in the modern (Boatman), Rama-Sukhriva (Monkey King), times. Even an old bird could not and Rama-Vibeeshana (Ravana’s brother). tolerate the sight of a woman being mistreated and fought with his life to protect her. This Exemplary Family indicates that we should respect and protect Today’s modern society of immoderation has women. Women of today are able to dress well, caused families to fall to pieces. Ramayana and present themselves as civilized. However, exhibits the highest level of family values, the lack of integrity, honor and sacrifice results with which we are familiar. Lord Ram went in happiness and peace of families. into exile as he obeyed his father. Sita gave up the comfort of a palace to go after her husband. Environment Conservation And Lakshmana deserted the comfort of his In the Ramayana people worshipped river, family to serve his big brother and sister- lake, forest, trees, air and holistic nature. in-law. When Ravan kidnapped Sita, Ram Relationship with animals is like relationship and Lakshmana found some ornaments in with friends. On the demise of a deer, the forest that belonged to Sita. Lakshmana Maharishi Valmiki produced the entire stated that he only recognized Sita’s toe Ramayana at the bank of river Ganges. We ring as he had never seen anything but her should respect and preserve nature. feet. Nobody can destroy a family that has a brother like Lakshmana. On the other hand, Democracy-the Ideal Format brother Bharata always considered himself In the past few centuries, the disparity incomplete without his brothers even when in democracy has been of mounting he was crowned. is an ideal mother. apprehension. In the age of Ramayana, life She gave Bharata all the love as her own son was more about being a good social person, despite Kaikeyi’s ill-treatment of her own son. now power is more important. Despite being a Hanuman is an ideal devotee, who is ever King, Lord Rama followed rules of democracy, present to serve the needs of Ram. Ramayana public expression, being cognizant, as well gives us the message on the right path to take. as blended with other people. If we were to This brilliantly teaches us that the mother - follow the same rules today, we could have father, husband - wife, brother - brothers and a more prosperous and complete thriving King - What are the duties of subjects. democracy.

24 3D... IBA Journal of Management & Leadership Significance of Lovable Heart These thoughts if practiced in modern times Life is like a game of chess; not merely that, it where comes the problem of disintegration in is like a battlefield. The story of Rama teaches the society. us the threefold Dharma (code of conduct) Conclusion pertaining to the individual, the family and Relevance of Rama and Ramayana has to be the society. You have to make every effort to experienced. Mere reading is insufficient and understand the duties of the individual, the if it is practiced in day to day life any human family and the society. Lord Rama is love can become a deity. Anjaneya, even when personified. It is possible to understand His born as monkey; as having companion with divinity only through the path of love. Love Lord Rama and gave his sincere devotion is the undercurrent of human life. Man will be became a great deity. He lost all the bad able to manifest his innate divinity only when qualities of monkeys and gained the entire he develops love within. supreme powers equivalent to . A All of us live on the same earth. The same sky is sincere study, understanding and carrying above all of us. We take breaths the same air and out the principles in Ramayana provide the gulp the same water. Ignoring this underlying spiritual imminent required seeing the Vedic principle of unity man envisage multiplicity, truths and culture. It is our responsibility to which is a big blunder. The Ramayana’s core is take the stories and everlasting principles of on the principle of unity in diversity. Today as Ramayana be transferred from generation to man has lost the ability to see unity in diversity, generation as it is relevant to all human beings he is wrapped up in restlessness. What we all the time and everywhere. need today is to see unity in diversity and the Refrences divinity behind this unity. [1] Br. Anantbodh Chaitanya, Shri Yantra The cause for man’s suffering is that he has Madir, Haridwar. The Importance of constricted his love to himself and his family. the Ramayana in Human Civilization: He should develop the broad feeling that all Relevance of Ramayana. are his brothers and sisters. Expansion of love is life; contraction of love is death. All are the [2] M.G. Prasad, 1 Osborne Terrace, children of God. All are sparks of the Divine. Maplewood, NJ 07040. Lord declared in the : [3] Dr. Ramesh Kumar Gupta, Ramayan for Mamaivamso Jeevaloke Jeevabhutha Sanathana our daily lives. (the eternal Atma in all bodies is a part of My Being). So, man should have the broad feeling [4] Tulsidas’ “Ramacharita Maanas”. to identify himself with everybody. Humanity can never progress without broad feelings.

Vol:8 n Issue:1 n July-December, 2016 25 3D... IBA Journal of Management & Leadership Vol:8 n Issue:1 n July-December, 2016

Leaders in Competitive Business Environment: Lessons from Ancient Text Ramayana Mehul Chauhan XIDAS, Xavier Institute of Management, Jabalpur

Abstract Ramayana has been an epic text in a number of ways. It has been a source of inspiration for both ancient and modern scholars in the enquiry of leadership abilities, strategic execution, stakeholders support and community. This Paper makes an attempt to further this enquiry from the angle of leadership by exploring key traits of Rama as an exemplary leader and matching the same with organizational requirements of making a leader who can champion the cause of sustainable competitive advantage. The key traits emerging from the paper are collective decision making, leading by example, compassion, positive view point, etc.

Introduction management planning, leaders-member With the consistently evolving business exchange relationship etc. plays a major environment; the management discipline role in defining the image and prospects has gone a long way responding to these of an organization. This again differs with changes. Today’s changing era questions differences in approach of different continents for corporate approach towards heightened in our globe. For example the management ethical sensitivity and increasing competition principles practiced in Indian soil is to survive. The corporate objectives, role of questioned when it comes to American and value systems, a leaders approach, strategic western economies of management. However

26 3D... IBA Journal of Management & Leadership when we connect to our ancient Indian epic About Ramayana texts and literatures they provide an ideal Ramayana has always been a source of prognosis of management style which are spiritual, sociological, political, cultural and still found to be existing in the governance artistic inspiration for the Indian people as well of an organization. The modern concepts of to the people of South East Asian countries Management vision, achieving goals, decision like Cambodia, Indonesia, Thailand, Malaysia making techniques, planning are all discussed in various Indian literatures like Bhagavad etc. Apart from supplementing the national Gita, Kautilya’s Arthshastra, literatures, it has been a source of reference and Ramayana. Our ancient and sanctified in art form like dance, music, painting and epic “Ramayana” have always proved sculpture. In Thailand it is referred to as exceptional in defining a righteous Leader, an Ramakein; Serat Rama in Indonesia; inside-out approach to management, a perfect Pwe in Myanmar; Maharadia Lawana in the blend in knowledge management approach Philippines and in Malaysia etc. For example Ramayana critically speaks (J.S. Rosen, 2002). With Ram Rajya standing as of “Ram Rajya” which developed advanced a model for Good governance, it offers useful systematic management techniques related to tips on statecraft, politics, values and ethics. division of labor, hierarchy and teams. Lord This epic comprehends the great heroic life of Rama long created sets of milestones in his an ideal person “Lord Rama” who acted as an arena of personal life and management to won ideal king, ideal student, ideal husband, ideal over the evils. Since he won over the evils, it friend and most of all an ideal enemy standing can be concluded that our past era were also to all embodiments of Dharma. excruciating with the same environment we Ramayana has been divided into seven are facing as of today. His techniques and Kanda’s. The firsts Kanda i.e “Bala Kanda” application of management theories have speaks relates to the divine birth of Sri Rama been incarnated with new terminologies in the and his brothers. It is about his childhood present business environment. His dharma being an ideal student and then going to developed the sense of ethical values and his marry Sita thus narrating the qualities of an karma displayed “Ram Rajya”. Lord Rama had all the thirteen qualities of a great person ideal Husband. The second book “Ayodhya and so is called “Maryadapurushottam” Kanda” speaks of the coronation of Sri whereas Lord Krishna from our epic Rama going to become an ideal king and his “Mahabharata” had sixteen qualities of a exile to Ayodhya. The third book “ Aranya great person and so is called “Purnapurush” Kanda” recites for the forest life of Sri Rama, which included three negative qualities. The Sita and Lakshmana and kidnapping of Sita transformational leadership style, social and by Ravana. “Kishkinda Kanda” relates to ethical management of Lord Rama dates back meeting of Hanuman and Sugriva with Sri to more than 5000 years back much more than Rama where they form a strategic alliance to the ancient Chinese military literature, the crown Sugriva as the king of Kishkinda by Sun Tzu Art of War which was written 2500 killing Bali. Hereafter they start searching years ago. The important aim of this article is for Sita and the role of Vanars (monkeys) in to bring into light the various management assisting Sri Rama in his search. The fifth book ethos and leadership qualities of Lord Rama “ Sundara Kanda” illustrates the adventures in our ancient India and as of today. Also the of Hanuman in crossing the ocean to find Sita, article focuses on various management styles his meeting with Ravana and warning him of and highlighting the gaps being practiced the dreadful consequences. Yuddha Kanda” in different continents of our earth and its the sixth book potrays for the battle between relevance to our epic “Ramayana”. Ravana and Rama and the victorious return

Vol:8 n Issue:1 n July-December, 2016 27 of Rama to Ayodhya after his exile is over. other hand, the resilient country India has The seventh Kanda “Uttara Kanda” speaks been in a path of continuous growth even at of Rama’s son “Kusa and “” born to Sita the time of global financial crisis and stands and her remorseful merging with earth due to in a better position to cope with it. Companies her banishment. like TATA, Bharat Forge and Ranbaxy have shown an aggressive growth in the corporate Corporate Ethics sector. Above all, India is becoming a dream kurvann eveha karmaei jijevinec chataa destination for other countries and economies samau evaa tvayi nanyatheto ‘sti na karma to invest in. This can be attributed to the ethos lipyate nare (Prabhupada, 1998, p.17) derived from our ancient scriptures like Vedas, The notion of “Ram Rajya” has become Upanishads and Ramayana. Indians use their a benchmark to all the rulers in his time ethos to manage their industries which they and even today for all the corporate. He have learnt from their great ancestors. As covered all the essential areas in religion, TATA family took the initiative in developing statesmanship, international relation, war, the Jamshedpur city of Jharkhand, similarly treaties, administration and collection of Houghton family established Corning Glass revenues, rules of taxation, work motivation, and the town of Corning in New York. Lord decision making, humanism and equanimity. Rama always referred to company’s by-laws Lord Rama had a concrete vision towards his to be positive towards the ethics which in kingdom. He provided a compelling dream today’s business scenario exists only in terms with a lucid scenario of how it would be of papers. He was very transparency with accomplished. He believed of an individual the kingdom. In today’s context very few in consistently performing his duty in the companies maintain their transparency in same manner and that sort of work will not corporate accounting and statements and as bind him to the law of karma. Lord Rama a resultant this has helped them in gaining did set high ethical standards in the warfare and regaining the confidence of shareholders and invariably sided with dharma and and consumers in all aspects of the business. righteousness which bore fruits for the long During the period Sri Rama reined over term. In today’s business context companies Ayodhya, the forests, rivers, hills, mountain, like TATA and Siemens stands for ample proof seven islands and seas were all favorable in who with their ethics in business environment supplying the essentialities to all the beings. have been paying dividends to them for the All sufferings, diseases, old age, lamentation, long run. Such institutions enjoy tremendous distress, fatigue and fear were absent from the brand equity in the society through their people. There were no widows, no diseases products and good works. and even wild animals gave up their enmity to live in peace with each other. All citizens The US and western economy boasts of exhibited righteous character in them and themselves being the father of Management looked up to Sri Rama as their supreme practices but they are witnessing a major master and protector. Such ideal management shakeout in the financial markets. At a time transformed entire Ayodhya into a place when companies like General Motors, Bank without Anxiety i.e. Vaikuntha. of America, Lehman Bros were the epitome of best practices in their sector had to face Work Motivation failures either due to rising debts or filing Motivation can be defined as a psychological for bankruptcy. This is raising doubts about process that directs one’s behavior to satisfy the sustainability of management practices their unmet needs and a will to achieve in the European and US institutions. On the something. In management terms it is very

28 3D... IBA Journal of Management & Leadership essential to understand the motivational kuryaadyah samaahitah, bhrityo yuktah factors of an individual and its working group samarthashcha tamaahuh purushhdhamam). in order to achieve the required high level of The modern management however speaks productivity and quality. Rama waged a war of motivation in different perspectives. The against Lanka with very limited resources, business goals set in modern management are backed by an army which is pretty out of the more audacious than ever thought possible. box or unconventional. Such was the level of Such managers need something more than motivation in them. In Ramayana, the human skills, knowledge, tools and techniques to intellect is taken into consideration and achieve such objectives i.e. to bring in a simultaneously being segregated into different sense of belongingness of “US” rather than levels. Under Sri Rama’s rule, the intellectual “I”. This is compounded by many factors elites (Mahat) were offered prime positions like acknowledgement and maintenance which majorly required decision making and of standards, creating mutual trust and planning. The consistent implementation of confidence etc. In order to achieve this Sri regular jobs was handed over to mediocre Rama had advised Bharata to share the fruits (Madhyam) people in his kingdom. The lower of achievements among its people and thus layers of workers (Jaghanya) were appointed bringing in a collectivist perspective. The to tasks which required less of intelligence current ambitious generation seeks for more and more of manual work. As per Sri Rama’s pay package and a fast track career growth ideology he believed in assigning work to as its motivational factor in India whereas in individuals as per his capability so that he US Job profile and other benefits holds the achieves peace and prosperity in his life. This higher note in defining their motivation. The is well versed as below. The concept of people higher pay package (Extrinsic motivator) has management in Ramayana’s era known as led to loss of control in behavior of today’s “Social Capital” is today termed as “Human human being leading to his lesser internal Capital Measurement”. satisfaction and thus his intrinsic motivation (kaccin mukhyaa mahatsu eva madhyameshu has declined at workplace. Organizations ca madhyamaah; jaghanyaah ca jaghanyeshu tend to forget that verbal rewards increase the bhrityaah karmasu yojitaah) (Ayodhya Kanda, intrinsic motivation of a human being rather Chapter 100, Verse 25). than tangible rewards. Different industries motivate their employees in different manner. Extremely pleased with Hanuman’s work For example a German software firm SAP invading Sri Lanka, he narrated three types of motivates people by stretching their goals employees or servants. For him the servants which ultimately would double the company’s who accomplishes the task more than what market capitalization. The employees in has been entrusted by his master is the best. return would be awarded with bonuses. In A servant who has the ability to perform to Chinese context employees are motivated its fullest but never aspires to accomplish the by being compensated based on seniority tasks is referred to as mediocre servant. The rather than based on performance. Japanese worst servant ranks in those categories that companies allow job sharing at work to keep willfully never carry out his master’s orders. people motivated since they are extremely (Yuddha Kanda, Chapter 1, Verses 7–9 – yo reluctant in firing people. They believe in hi bhrityo niyuktah san bhartraa karmani “Man Maximum, Machine Minimum”. dushhkare, kuryaattadunuraagena tamahuh Team Work and Decision Making puirushhottamam. yo niyuktah param kaaryam na kuryaannaripateh priyam, bhrityo Lord Rama had a firm belief in consulting with yuktah samarthashcha tamaahurmadhyam his sub-ordinates on important matters and naram. niyukto nripateh kaaryam na listening to everyone’s opinion. The foremost

Vol:8 n Issue:1 n July-December, 2016 29 example can be traced to when Vibhishan was Indian ethos teaches to co-operate with each defected; Rama took him under his protection. other to grow along and share with each He had a consultation with his army chiefs other. It instructs one to excel in its one area of whom some disagreed to his deliberation. and concentrate on how to best utilize the Instead of punishing them he assuaged their resources and serve the people. The ideal suspicions and convinced them to accept his decisions are to be directed towards the goal decisions. The manner in which he handled and the best strategy is how well it serves in the situation left no gap in anyone’s mind solving the deeper problems of people and that his opinions weren’t heard and their the customer. Dharma (Virtue, Righteousness) objections were clarified. Empowering his sub- should always excel over two other goals ordinates to question his decision was one of i.e. (Wealth) and (Enjoyment). the unique quality in Rama was never present The Indian approach in decision making in Ravana who never allowed anybody to directs seniors to pay attention to each and contradict his decision. Sri Rama had a strong every person on the board and not to ignore conviction that the source of victory for Kings anyone’s opinion be it however young or comes from collective decision making which inexperienced. On the other hand Japanese are incorporated by a concealed council of way of decision making lays down the task of ministers well versed in politics and who writing proposal to the youngest and newest hide their thoughts within themselves. The member of the department involved. This decision does not flow out to the public even new member talks to everyone soliciting their before it is carried out. opinions and in the process he adds his own thoughts to the consensual process. This is (Ayodhya Kanda, Chapter 100, Verse 16 – how Japanese firm engraves variety in their mantro vijaya muulam hi raajnaam bhavati decision making process. They spend a lot raaghava, susamvr ito mantra dharair of time trying to develop consensus in the amaatyaih shaastra kovidaih) In Ayodhya decision group. The virtue of it is although it Kanda, Chapter 100, Verse 18, Sri Rama again takes a longer time to conclude to a decision, says to Bharata, (kaccin mantrayase na ekaH implementation goes a lot faster since there kaccin na bahubhih saha, kaccit te mantrito isn’t any resistance or sabotage that works mantro raashtram na paridhaavati) its way through the organization. In Chinese While accruing towards collective decision context, they quickly come to a decision point making only the experienced and intelligent leaving the essence of detailing to the later beings is to be included in the council of stage which later on propels them to input ministers that arrives with positive attitude. their more effort at work. People with negative intelligence always try Personality Attributes of a Leader to propel their ideas upon others posing a negative biasness in the overall discussion. Lord Rama didn’t undergo any perturbation According to Sri Rama, even one wise, in his mind while he exited for his exile in astute and a learned minister can lead to the the forest. A man of great courage and valor prosperity of king and his kingdom. This is refused everything since he was beyond well explained in the verse below. worldly pain and pleasure. Even the loss of (Ayodhya Kanda, Chapter 100, Verses 38 and kingdom couldn’t diminish the finesse of a 39 – kaccin na lokaayatikaan braahmanaamh great personality like Rama. His mind and taata sevase, anartha kushalaa hy ete baalaah soul confined equanimity which allowed him pandita maaninah. dharma shaastreshu to take judicious decisions even at adversarial mukhyeshu vidyamaaneshu durbudhaah, times. The character of virtue and integrity buddhimaan viikshikiim praapya nirartham helped Lord Rama in being confident about pravadanti te). his actions and words with ever a question

30 3D... IBA Journal of Management & Leadership of blamelessness. The sense of assurance and find a varied difference in their approach. In a well developed mind gifted Lord Rama European continent, Leaders usually exhibit faith in him. Quality of understanding or diplomatic, casual, seeking to be fair even if wisdom in his personality attributed him to they may not be. They are helpful and possess segregate a human being from his actions willingness to compromise but can be ruthless and accept for the changes in environment when necessary. Due to their traditional without his heart contracting or resisting to inheritance of leadership character, they fail to it. One of the special attribute he possessed comprehend the differing values in different was insight and freedom. Where insight human beings thus exhibiting inflexibility and helped him maneuvering for the deep innate intransigence in their character. thought into the nature of things; character of freedom built in him the tolerance to let go the The leaders from the US corporate are action reactive tendencies in his heart and visioning and goal oriented. They place individual a brighter future than what is apparently above the team and are converged towards visible. The below verse explains the character progressing their own career. Always ready of equanimity in Lord Rama which is also for the change, they are vigorous, confident exhibited by his brother Lakshmana while and optimistic while working in teams they started for their exile. Sri Rama paid or be in individual sense. There exists an respect to his beloved people and with his emotional contagion between the leaders subdued senses went to his mother to inform and his followers which maneuvers his the unpleasant news. He exhibited no such followers in achieving high performance. An remorse or pain while sharing the information excellent example can be cited to that of Mr. to his mother. Douglas Conant, CEO of Campbell Soup who exemplifies authentic leadership. He is an (Ayodhya Kanda, Chapter, 19, Verse 32–39 – extraordinary leader who behaves with utmost na ca asya mahatiim laksmiim raajya naasho integrity. People follow him and believe in apakarsati, loka kaantasya kaantatvam shiita him. To motivate his employees he has written rashmer iva ksapaa. na vanam gantu kaamasya 16,000 thank you notes to employees ranging tyajatah ca vasumdharaam, sarva loka atigasya from receptionist to Chief Investment Officer. iva laksyate vikriyaa. pratishhiddhya shubham chhatram vyajane cha svalamkr ite, Similarly German Leaders strive to create a visarjayitvaa svajanam ratham pauraastathaa perfect system. They create a clear chain of jannaan. dhaarayan manasaa duhkham command in each department through which indriyaani nigrhya ca, pravivesha aatmavaan important information pass by. Considerable veshma maatura priya shamsivaan. value is given more towards innovation and sarvo hyabhijanah shriimaan shriimatah on consensus decision making. German satyavaadinah, naalakshayat raamasya leaders are basically authority based leaders kimchidaakaaramaanane. uchitam cha and value functional expertise. They tend to maihaabaahurna jahau harshhamaatmanah, be ineffective communicators but more of a shaaradah samudiirnaamshushchandrasteja strategic thinker. ivaatmajam. vaachaa madhurayaa raamah The Indian scenario exhibits a lot of favoritism srvam sammaanayan janam, maatussamiipam when it comes to leadership context. Family dhiiraatmaa pravivesha mahaayashaah. members hold more of key positions than tam gunaissamataam praapto bhraataa the outsiders since they believe in trust and vipulavikramah, saumitriranuvavraaja confidence to achieve results. He is value dhaarayan duhkhamaatmajam) driven and a result oriented person and If we look into today’s leadership style employs people to achieve results and to be being practiced all over the globe, we could ethical in every sense.

Vol:8 n Issue:1 n July-December, 2016 31 A classic example can be illustrated to the start transparency, good conduct and maintaining of Infosys-Tech giant in India. Four partners harmony with the society and environment (Leaders) at the initiation of the company were to keep the optimum balance. The corporate giving a thought process towards setting the as of today should seek for creating shared vision, mission and objectives of the company. value with the society. Shared value means First Partner- We should try to become India’s a business needs a successful community largest software company to create demand and provide critical public assets whereas a community requires Second Partner- Our goal should be to become successful business to provide jobs and wealth India’s biggest job creator creation opportunities for its citizens. Profit Third Partner- we should aim at building a maximization is essential but economical firm with the highest market capitalization and societal benefits also accrue to a higher level in community value creation. Such Fourth Partner- Why don’t we aim to be shared values lays down righteous policies India’s most respected company [stated by and operating practices that enhances the N.R. Narayan Murthy- value driven and competitiveness of a firm and simultaneously ethical leader] advancing the social and economic conditions Chinese culture emphasizes being polite, of the community in which it operates. considerate and unselfish and moreover Leaders and management researcher’s need collectivist in nature. Leaders are expected to to dive into the various fields of Ramayana in display proper behavior, be considerate, kind order to extract valuable management lessons hearted and lead through moral character. from it and simultaneously emulate to bore Above all the whole leadership context is based fruits. This would help them in analyzing and on paternalism. The head of the institution connecting each variable of that ancient era display autocratic style of leadership wherein to that of modern management approaches he is the decision maker and has power but is and predicting how far or close we follow. obliged to take care of his sub-ordinates. In the Defining a team culture Sri Rama helped every process he adheres to acceptance of authority individual realized what is required of them and role conformity. in both collective and individual manner. He To be more precise companies in today’s skillfully analyzed the team values, standards context seeks for a transformational leader and norms and accordingly suggested on how scoring high on forward thinking and team members are expected to work together. innovative scale when they aspire for a He critically examined the quality of conflict business keen to grow and develop in new acceptable or unacceptable. This is what is directions. Similarly to manage the status quo required of our current managers to exhibit of an organization, it seeks for a democratic, in their leadership and personal role. For conventional and rule following scale leader. application of our rich Indian tradition, we So it can be said that as per the demand and need to maintain our social and ethical values competition in current business scenario in every sense and manner. leaders are required to change their role and References skill sets in particular. 1. Akshay Goel, S. S. (2014). Recruiting Conclusion Professionals with the Mindset of Ramayana teaches us to attain a righteous Hanuman. Journal of Economics, Business living without infringing any rule of the and Management, 2 (3). nature. The leaders and the role they 2. B. Muniapan, M. D. (2009). An Indian play in corporations are vital in ensuring Leadership perspective from literature

32 3D... IBA Journal of Management & Leadership works of poet Kannadasn. International 9. S.K. Pandey, O. W. (2010). Management Journal of Indian Culture and Business Lessons from Indian Epics in context to Management, 2 (4). Theory Z. Journal of Human Values. 3. Balakrishnan Muniapan, B. S. (2013). The 10. Sharma, S. (1996). Management in New ‘Dharma’ and ‘Karma’ of CSR from the Age: Western Windows Eastern Doors, Bhagavad-Gita. Journal of Human Values. New Age International Publishers, New Delhi. 4. H. Mintzberg. (1973). The nature of Managerial Work. 11. Sharma, S. (2003). Towards Corporate Veda: Indian Ethos and Corporate 5. Hofstede, G. (1983). National Culture in Development. Journal of Human Values, 9. Four Dimensions. International Studies of Management and Organisation, 13. 12. Shashank Shah, A. B. (2008). Corporate Stakeholder Management:Western and 6. (2002). J.S. Rosen. In The Hidden Glory of Indian Perspectives - An Overview. Journal India. Bhaktivedanta Book Trust. of Human Values. 7. Muniapan, B. (2010). Ancient Indian 13. Shrivastavaa, S. (2012, July). A New Look wisdom for managers: the relevance of Dharma & Karma: Social & Ethical of Valimiki Ramayana in developing Sense of Management for Management. Managerial Effectiveness. Int. J. Indian International Journal of Trade and Commerce- Culture and Business Management, 3 (6). IIARTC. 8. Panthula, M. (n.d.). 10 Management 14. Stephen P. Robbins, T. A. (2009). Lessons from Ramayana. Retrieved from Organizational Behavior. Pearson Prentice https://www.linkedin.com/pulse/10- Hall. management-lessons-from-ramayana- lesson-4-madan-panathula.

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Ethical Behavior and Whistle Blower: Learning from Vibhishan’s Approach Saagarika Ghoshal HR Practitioner, Bangalore

Abstract In today’s times when companies are facing lot of criticism for getting embroiled in malpractices, it becomes imperative, and an impending call of the hour for the organizations to have a well-drafted Whistleblower Policy. Though in its infancy stage, it’s fair to say that in the last few years the whistleblower policy is increasingly becoming a part of the companies’ compliance process. This paper takes a leaf from Vibhishan’s life, who courageously treaded the righteous path even though it meant going against his own brother, Ravan. He voiced his concerns over Ravan’s unethical practices, and strongly opposed Sita’s abduction.

Introducation action of abducting Sita. Kumbhakaran is Vibhishan, younger brother of Ravan was also not in favor of Ravan’s act but decides known to be a kind and righteous person. He against expressing his disapproval. However, wanted to lead a life of Dharm and was ready Vibhishan refuses to give in; he considers to do so at any cost. Vibhishan’s dilemma is Ravan’s action as Dharma or against the ethics eulogized in the Sundar Kand, the Lanka of society, ethics of the humankind. In his Kand and the Yuddh Kand of the Ramayan. In statement, Vibhishan says that a King should Yuddh Kand, when Ravan calls for a meeting follow the path of Dharma and should not with his council of ministers and senior commit sins as sins committed by the King advisors, Vibhishan is critical of Ravan’s compromise the safety and well-being of the

34 3D... IBA Journal of Management & Leadership citizens of the Kingdom. His this firm belief right, it was indeed a great sin for you, to on Dharm won praise from Bhagwan Ram have seized and brought Rama’s wife here.” too, who called him a Sant (तुम्ह सारिखे संत (Rajagopalachari, 1989) प्रिय मोरें). However, Ravan paid no heed to Vibhishan’s The dilemma that Vibhishan must have gone words and hence, due to his differences with through before deciding what should be Ravan, Vibhishan eventually fled Lanka. His the right course of action for him is hard to mother advised him to go and serve Rama comprehend for he had taken a stand against who at that time was assembling an army to his own brother. Did he do the right thing by conquer Ravan and to rescue Sita. going against his own brother? Or could he Rama welcomed Vibhishan warmly. Against have simply looked the other way? everyone’s warning, Rama accepted Vibhishan This paper draws a leaf from Vibhishan’s life in his army since he believed that Vibhishan to enrich the understanding of concept of had come to him with a genuine desire to help whistle blower. and also to surrender himself in the path of righteousness and hence he could not refuse Background his request. Vibhishan was the younger brother of the Lanka king Ravan. He wanted to lead a life In the Lanka war, Vibhishan’s knowledge of Dharma in every sense. He was always about Lanka and about Ravan proved to be of vociferous in expressing his concerns over great help to Rama. He divulged many secrets Ravan’s immoral and unethical practices even of Ravan’s army which led to the victory of if it meant going against his brother openly in Rama. the sabha in front of Ravan’s office of ministers Drawing an analogy with the current corporate and people of the kingdom. He strongly scenario, Vibhishan’s whistleblowing led to opposed Sita’s abduction and insisted upon Rama’s victory. The inescapable question returning her to Ram safely to which Ravan that crosses one’s mind is a one that has been didn’t pay any heed. debated over centuries now – Did Vibhishan Quoting the verses of Yuddh Kand where commit treason? Was it sinful of Vibhishan in Ravan’s assembly Vibhishan voices his to go against his own brother and join hands concern with the enemy? Verse 61: In addition, it is precisely for this reason for not holding Vibhishan in good stead. Many Thus one after another they got up and spoke consider he as he went against his brother brave words to please Ravan and then all and disclosed all the secrets to Rama. On one of them stood up together and, raising their hand, people celebrate his courage and on weapons, roared aloud. At that Vibhishan, the the other hand history has, let’s just say, not younger brother of Ravan, made them all sit forgiven him. We also have a quote in Hindi - down, and said to the king with folded hands: “Ghar ka Bhedi Lanka Dhaye” which means that “Brother, what these people say is sweet someone from the family or someone who is to hear but not true or good to act upon. very close and is privy to your inner secrets Anything done in violation of nitishastra (the or has access to any classified information has Science of Politics) can only lead to grief and the potential to destroy you. Such people can ruin. It is only after trying sama (conciliation), cause serious damage to the king or the state dana (buying off the enemy) and bheda (sowing and can bring the kingdom down or in the discord) that one should think of using danda corporate context, can cause serious harm to (force of arms.) against a foe. We should also an organization in terms of money loss and consider the demands of Dharma. It was not reputation.

Vol:8 n Issue:1 n July-December, 2016 35 Closer home, Vibhishan is also compared safely, Vibhishan never feared from asserting to his own brother, who also his displeasure or declaring his standpoint. despite not being in favor of Ravan’s practices In addition to this, it also highlights the fact decided to stay with the kin. that Vibhishan while expressing his concern Following the characterization of Vibhishan was always confident and self-assured of and Kumbhakarna in the epic of Ramayan, it his opinion and did that without violating is difficult to put them in the separate buckets discipline. His opinions were backed by facts of Dharm or Adharm.The epic stresses on and statistics wherever required. For example, the fact that both of them followed Dharma it was Vibhishan who stopped Ravan from in their own sense because there is no right killing Hanuman. He told Ravan, “This is not way out of a moral dilemma. Kumbhakarna, statecraft. It is against the rules to imprison also in opposition of Ravan, decided to rally or kill an envoy.” Ravan had to pay heed as around his brother and stay with the family, he knew that Vibhishan was right. (Source: whereas Vibhishan decided to take action. http://www.freeindia.org/biographies/greatdevotees/ vibheeshana/page6.htm) Analysis and Discussion Understandably, each individual will have पुनिसिरुनाइबैठनिजआसन ! बोलाबचनपाइअनुसासन his/her own prism to gauge a moral situation. जौकृपालपूँछिहुमोहिबाता। मतिअनुरुपकहउँहितताता।। It is difficult to absolutely objectivize a situation 2-3 (38) Sundar Kand, Ram Charit Manas that calls for a righteous undertaking, and Vibhishan does present his views which were hence there cannot be only one correct action. contrary to Ravan and his minister. But does that Translating the situation in to the corporate with full respect and discipline, also does not boast landscape, the applicable concept of ethical or about himself, rather says, i am putting these views moral understanding will be similar – to raise based on whatever limited i know. voice and/or express concern if an unethical or unscrupulous practice or action comes to Drawing a further parallel in a corporate your knowledge or notice. landscape, for an employee to blow whistle on an unethical or immoral activity, it An organization is made up of people and requires a huge amount of courage on his/ processes. Relationships play a key role her part. As much as one might argue that in creating a collaborative and conducive it is an employee’s moral duty to safeguard environment (Martins, & Terblanche, 2003). company’s interests, it needs gumption to be However, with human behavior at play, it is able to speak up against a fellow employee only natural for situations to arise that may or someone in authority even if it is behind question integrity and moral conduct of the closed doors and does not require any public people involved. With organizations dealing declaration or an open forum discussion. An with vendors and suppliers, there is a high risk employee’s proactiveness in raising a voice of people getting embroiled in an unethical against an unethical act is a testimony of his/ and compromising situation (Sims, 1992). her sense of ownership and accountability Reflecting on Vibhishan’s approach to Dharm towards his/her organization. For it is only or righteous living, the inference points out to someone who has a strong sense of ethics and not only his fearlessness and courage, but also believes in a fair and just working environment on a conducive environment for him to voice would feel the need to voice disagreement on his concerns. There is repeated mention of learning of an immoral act. Vibhishan opposing Ravan in the open sabha for Ravan’s unethical practices. From stopping सचिवबैदगुरुतीनिजौंप्रियबोलहिंभयआस । Ravan from killing Hanuman to opposing राजधर्मतनतीनिकरहोइबेगिहींनास || Sita’s abduction and urging Ravan to return her 37 – दोहा Sundar Kand, Ram Charit Manas

36 3D... IBA Journal of Management & Leadership When Secretary or Minister, Doctor and Teacher clear in his/her mind to face any consequence opine favorable views because of fear or expectations once the matter has been reported. then State, Body and Dharma are respectively Though the confidentiality of the whistle bound to suffer. blower is always maintained, the consequences Hence, it is imperative for an organization in could be of another nature too. It is possible order to be fair and transparent, to encourage its the report could be against someone whom s/ employees to voice concerns for any situation he is friends with and share a great working that they may deem unethical or a breach of relationship with. This calls for the whistle trust with a potential to harm the company’s blower to maintain a neutral approach while reputation. In addition, to further support, reporting any ethical mishap. The whistle the company should have a well-defined blower should set aside any emotional and easy-access process for its employees to connect with the person or the situation and be able to report any unscrupulous activity be detached from it all. being carried out by an employee(s) within or Another aspect that a whistleblower needs to without the organization premises. keep in mind is discretion. As discussed earlier, The company also needs to express its it was Vibhishan who revealed the secret path appreciation to the employee for his/her act to the family deity’s temple where Ravan was of courage, for blowing whistle to safeguard to perform the which eventually led to company’s interests. Apart from keeping Ravan’s death. But whether he should have the whistleblower’s details confidential, the revealed such a secret to Rama is something of company should offer any other protection, a questionable nature. While some may argue if possible, to make them feel safe and also that Vibhishan did the right thing as there was reward the whistleblower. no other way to kill Ravan who would have continued his tyranny with his unethical and कपिन्हबिभीषनुआवतदेखा। जानाकोउरिपुदूतबिसेषा।। moral practices, there are others who maintain ताहिराखिकपीसपहिंआए। समाचारसबताहिसुनाए।। that Vibhishan should not have divulged the कहसुग्रीवसुनहुरघुराई। आवामिलनदसाननभाई।। secret and should have let Rama fight a fair कहप्रभुसखाबूझिऐकाहा। कहइकपीससुनहुनरनाहा।। war. जानिनजाइनिसाचरमाया। कामरूपकेहिकारनआया।। Analogically, if an employee decides to blow भेदहमारलेनसठआवा। राखिअबाँधिमोहिअसभावा।। whistle on a fellow colleague, s/he should सखानीतितुम्हनीकिबिचारी। ममपनसरनागतभयहारी।। make sure s/he does it with discretion. 1-5 (43) Sundar Kand, Ram Charit Manas Especially, if that fellow colleague at some Vibhishan reaches to Rama, where initially point had shared a secret or some classified Sugreev thought of handcuffing him, suspecting information with the employee, the employee his visit. But Rama explained to him that although should take a cautious call on whether it would be politically wise to do so, but to give divulging that secret is required or not. If abode to sharanagat is the primary duty. Hence, the employee feels the secret will have no Vibhishan was welcomed and escorted to Rama. forbearance on the matter whatsoever, s/ he should refrain from divulging it. Such When the whistle blower goes to other organization, situations always generate a moral dilemma, they might be apprehensive of him. But people and hence the outcome or the action taken like Rama are also there in the corporate world around them solely depends on the ethical (analogous to ethical organizations). understanding of the people involved. On the whistleblower’s part, apart from being courageous, the whistle blower also needs to सुनतदसाननउठारिसाई। खलतोहिनिकटमुत्युअबआई।। be sure of his/her resolve and be absolutely जिअसिसदासठमोरजिआवा। रिपुकरपच्छमू褼तोहिभावा।।

Vol:8 n Issue:1 n July-December, 2016 37 कहसिनखलअसकोजगमाहीं। भुजबलजाहिजितामैंनाही।। India, and most Indian companies do not use ममपुरबसितपसिन्हपरप्रीती। it as an effective tool against fraud.” (Mehta, 2013). सठमिलुजाइतिन्हहिकहुनीती।। असकहिकीन्हेसिचरनप्रहारा। अनुजगहेपदबारहिंबारा।। Whistle Blower Policy and Process Across 1-3 (41) Sundar Kand, Ram Charit Manas Companies Irked even by words of wisdom from Vibhishan, METRO India in line with the METRO Ravan ousted him from Lanka. Group has an Incident Handling Process as part of the company’s Compliance system. If possible, the whistleblower must first try to A Compliance Incident is assumed if there talk to the fellow employee and ask them to is an indication / allegation of a material refrain from getting involved in an unethical violation of METRO GROUP’s Business situation. However, if the person does not Principles by the employee. This includes pay heed the whistleblower must follow the all incidents involving corruption, fraud, process of reporting such cases. violation of antitrust or data protection laws, Every organization has a matrix that needs to discrimination, harassment including sexual be followed to report such acts of immoral and harassment and conflict of interest. unethical nature. Every employee must know There is an Incident Handling Committee whom to contact and how in case an unethical which mandatorily includes the Compliance practice or breach of trust is to be reported. Officer, Head HR, Head Legal, Head Also, as part of the process, the identity of the Internal Audit and Management (Director whistleblower is kept confidential. or Functional Head only in deciding on Insights for Corporate disciplinary and improvement measures after completion of investigation by the above Should organizations have a Whistleblower mandatory members, through participation in Policy? the CIHC meetings. The CIHC committee has In a perfect world we might want to argue on its branches at the store level. A store employee that one, but in today’s times when companies can escalate the matter to the central CIHC across the sectors are coming under criticism committee if not satisfied with the outcome of for getting embroiled in malpractices, it the unit committee’s decision. becomes imperative, and an impending call There is a toll-free compliance hotline number of the hour for the organizations to have as well which an employee can use to report a well-drafted Whistleblower Policy as an an incident. essential tool for Risk Management to handle all frauds and crimes. Though in its infancy Maruti Suzuki India Limited believes in the stage, it’s fair to say that in the last few years conduct of the affairs of its constituents in it is increasingly becoming a part of the a fair and transparent manner by adopting companies’ compliance process. highest standards of professionalism, honesty, integrity and ethical behavior. The company’s However, having said that, as per a recent policy is committed to developing a culture study released by ASSOCHAM-Ernst & where it is safe for all employees to raise Young, whistle-blowing is being used in a concerns about any poor or unacceptable very limited manner by India Inc. for fraud practice and any event of misconduct, and prevention. The report said, “Most frauds to provide a framework where to promote result in some form of business disruption responsible and secure whistle blowing.1: as well as reputational and financial losses. Whistle-blowing is still at a nascent stage in Similarly, under The Aditya Birla Group Code

38 3D... IBA Journal of Management & Leadership of Conduct / Redressal Process, the purpose Reliance Industries Limited has quite a of the whistle blowing policy is to articulate sensitive approach towards such ethical the Group’s point of view on whistle blowing, breaches. The company has mentioned in the process, and the procedure to strengthen its policy that an employee can file report whistle blowing mechanism at Aditya Birla even if there isn’t sufficient evidence of the Group. The policy provides a platform misconduct. The employee needs to inform and framework to all employees to voice the Ethics Office and submit any facts that their concerns over unprofessional conduct may support the complaint. The Ethics Office without any fear and the freedom to promote needs to complete the investigation in not responsible and secure whistle blowing. more than 90 days. The Ethics Office maintains Also, it functions as a dynamic source of all logs of the cases. The organization keeps information about what may be going wrong these records for a period of 2 years (Lata & in the company at different levels2. Agrawal, 2014). The Wipro Company has adopted an Ombuds Even in the personal space, where Vibhishan process policy with established procedures for was fortunate that Ravan let him go. It may receiving, retaining and treating complaints not be the fate for a common person. There received, and procedures for the confidential have been instances where whistleblowers and anonymous submission by employees of and even their families have had to pay a complaints regarding possible violations of heavy price. the code of conduct and ethics. It raises an important question – Should Tata Motors formulated the whistle blower whistle-blowers expose the culprits but hide policy with a view to provide a mechanism their identity or confront the culprit to warn for employees of the company to approach them of their misdeed not worrying about the the Ethics Counsellor / Chairman of the Audit consequences? Sadly, in the not so ideal world Committee if they found any irregularity of today, if someone were to warn a culprit going on. The whistle blower‘s identity is kept that his/her actions are unethical or immoral, confidential and is given legal protection. The it’s possible that that person may have to face committee investigates matter in 45 days post dire consequences. which it discloses the results. The company Should corporate then expose unethical keeps the investigation report for a minimum people or should you deliberately ignore? period of 7 years (Lata & Agrawal, 2014). The response could be a mixed one. However, The whistle blower policy of the Steel ideally one must raise his/her voice if faced Authority of India Limited provides with such a situation. But whether one should protection for all employees from reprisal conceal his/her identity to safeguard his/ or victimization. SAIL follows the Central herself from any unseen danger remains a Vigilance Commission; hence CVC receives personal decision. A couple of work-arounds the complaint and forwards it to the could be looked in to protect one’s identity if organization for further investigation. CVC s/he chooses to do so: does not disclose the informant’s identity. In 1. Leverage social media to create awareness addition, the commission is authorized to call on the malpractice upon CBI or police authority, if need arises3. 2. Use a different alias. 1 Whistle Blower Policy of Maruti Suzuki. 3. Use Proxy Chain where all data is 2 The Whistle Blower Policy redirected to TOR, or use any other IP 3 Whistle Blower Mechanism Followed In Steel Authority Of India Limited (Sail) masking applications like IP Hide Ever.

Vol:8 n Issue:1 n July-December, 2016 39 4. Create a new email id/Twitter handle/ Vibhishan personifies this philosophy– he Facebook profile without any personal considered the whole universe as his family. details or false ones in the mandatory Though a by birth himself, he was a fields. noble character and therefore, raised his voice 5. There are a lot of complaint mechanisms when he realized that his brother Ravan is initiated by the police department or practicing acts that are immoral and unethical. NGOs that can also be used. They maintain Since he also realized that Ravan’s act of confidentiality of the whistleblower. abducting Sita had put the whole kingdom and its people in danger he knew he had to 6. Some companies also set up an online take action and he left no stone unturned in portal or put up a toll-free number where doing so. employees can report any such incidents. The whistleblower’s details are kept Hence in the corporate world, it is important confidential. for all organizations to encourage such behavior from their employees, make Having said that, would I want to conceal them aware of the company’s whistle blow my identity if I notice something unethical or guidelines and framework and also the scale immoral and want to take action against it? of impact that a small act of unethical or My answer is a firm no. If I report something immoral nature may have on the company. unethical or immoral I would do so openly, of The loss could be tangible or intangible or course following the required procedure and both but something that the company will the protocol. have to live through because of one person’s However, as discussed earlier, whistle blowing misdeed. The organizations should also is a tough decision for any individual whether reward the whistleblowers appropriately as in a professional or a personal space, and this would them encourage them to continue requires lot of courage. Hence, it’s a personal to keep a vigilant eye. call, an individual choice whether to whistle blow under a masked identity or not. What’s References important is that, as responsible citizens, we 1. Lata P. & Agrawal A. (2014). “Blowing are wary of what’s happening around us and The Facts” Whistle Blowing Policy do not forget our moral obligation towards In India. Research Directions. 1(7). the organization and the society, and follow Retrieved December 4, 2015 from http:// the righteous path, the path of Dharm. researchdirection.org/UploadArticle/90. Conclusion pdf Whistle blowing, arguably, is an act of courage 2. Martins, E. C., & Terblanche, F. (2003). in more ways than one. It requires gumption, a Building organisational culture that strong sense of ethical belief and righteousness stimulates creativity and innovation. to be able to voice concern and disagreement European journal of innovation management, on discovering or coming across an immoral 6(1), 64-74. practice or a breach of trust. 3. Mehta M. (2013). Whistleblowing policy If a member of your family is accepting a in a company. Times of India dated bribe to get a work done which can cause September 9, 2013 retrieved December 4, long term damage to society it is your duty to 2015 from http://timesofindia.indiatimes. prevent such actions. In the modern era, we com/life-style/relationships/work/ seem to have forgotten one essential belief of whistleblowing-policy-in-a-company/ human existence and that is that we are ONE articleshow/22433696.cms – Vasudhaiva Kutumbakam.

40 3D... IBA Journal of Management & Leadership 4. Rajagopalachari, C. (1989). Ramayana (Vol. Other Readings 44). Bharatiya Vidya Bhavan. Vibhishan - Traitor or Nation Builder? by 5. Ram Charit Manas by Shreemad Harsh Verma http://creative.sulekha.com/ Tulsidas, Translation by Hanuman Prasad vibhishan-traitor-or-nation-builder_98865_ Poddar. Gita Press, Gorakhpur. blog http://www.freeindia.org/biographies/ greatdevotees/vibheeshana/page6.htm 6. Sims, R. R. (1992). The challenge of ethical behavior in organizations. Journal of Business Ethics, 11(7), 505-513. 7. The Whistle Blower Policy. Retrieved December 4, 2015 from http://www. grasim.com/investors/downloads/ whistle_blower_policy.pdf 8. Whistle Blower Mechanism Followed In Steel Authority Of India Limited (Sail) Retrieved December 4, 2015 from http://sail.co.in/sites/default/files/ sail-pages/WHISTLE%20BLOWER%20 POLICY-28.05.2013.pdf 9. Whistle Blower Policy of Maruti Suzuki. Retrieved December 4, 2015 from http:// www.marutisuzuki.com/whistle-blower- policy.aspx).

Vol:8 n Issue:1 n July-December, 2016 41 3D... IBA Journal of Management & Leadership Vol:8 n Issue:1 n July-December, 2016

Nameless Submission for Responsible Value Chains Vinay Sharma1, Rajat Agrawal2, Anita Sengar3, Kumkum Bharti4 1 Indian Institute of Technology, Roorkee 2 Indian Institute of Technology, Roorkee 3 University of Petroleum & Energy studies, Dehradun 4 Indian Institute of Management, Kashipur

Abstract Shri Ram asks for BajrangBali’s introduction when they met in the jungle while Shri Ram was searching for Mata Sita during Kishkindha Kand and Hanumanji with tears in his eyes says:

एकु मैं मंद मोहबस कुटिल हृदय अ½यान । पुिन àभु मोिह िबिसारेउ दीनबंधु भगवान ।। (Source: Kishkindha Kand – by Goswami Tulsidas http://www.cincinnatitemple.com/downloads/Kiskindha-Kand4.pdf) He says that there is no description of a Bhakt it’s only the lord who is all pervasive and describable. आपन चरित कहा हम गाई। कहहु िबà िनज कथा बुझाई।। (Source: Kishkindha Kand – Ramcharitmanas by Goswami Tulsidas http://www.cincinnatitemple.com/downloads/Kiskindha-Kand4.pdf) Shri Hanumanji demonstrates that nameless submission of a devotee (bhakt) may only lead him to a situation where he may rise above all. This paper demonstrates this submission to be the most important element of value chains for responsible and sustainable development, business and consumption.

42 3D... IBA Journal of Management & Leadership Introduction Consumer’s perception of value chains and Shri Ram asks for BajrangBali’s introduction sustainability when they met in jungle while Shri Ram was Here it is imperative to understand the searching for Mata Sita during Kishkindha levels of consumers and their understanding Kand (Ojha, 2003) and Hanumanji with tears of value chains along with dwelling on a in his eyes says: brief understanding of the understanding एकु मैं मंद मोहबस कुटिल हृदय अ½यान । of the partners of value chains (Hansen & पुिन àभु मोिह िबिसारेउ दीनबंधु भगवान ।। Birkinshaw, 2007; Kaplinsky, 2000) about the and says that there is no description of a Bhakt chains they are participating in. it’s only the lord who is all pervasive and As far as the consumer is concerned, there are describable. few categories: आपन चरित कहा हम गाई। • URBAN and AWARE Consumer कहहु िबà िनज कथा बुझाई।। • RURAL and AWARE Consumer Shri Hanumanji demonstrates that nameless • Unaware Consumer submission of a devotee (bhakt) may only lead him to a situation where he may rise above all. • Consumer’s with NO OPTIONS This paper demonstrates this submission to be • Consumption driven Consumer the most important element of value chains Partners of various value chains do understand for responsible and sustainable development about the benefits the farthest end, i.e. the (Knutsen, 2012), business and consumption. manufacturer and the consumers are getting Referring to various values chains, one may out of their yield, but it’s a bifurcated world choose any product in general and few most and they are unable to do much about it. For used products specifically, for example, example COLTAN the white gold is a point mobile phones on the one hand and cotton on of discussion with respect to larger mobile the other hand and the value chain for the said communication companies and others are product can be visualized. The structure of that getting out of it, but no one is looking into particular value chain, then it may be analyzed the plight of the people who are involved in with only two elements, i.e. responsibility and the mining process of columbite and tantalite transparency the initial conclusion would be despite of the fact that the United Nations has perplexing on the following accounts: published a report on the subject. • The far end of the value chains does not feel Role of Marketers responsible for the initial most end and the partners. Marketers are focused on: • Scaled Production • Though there are accounts of rules, regulations and conventions which govern value chains • Advertising with the humanitarian perspective, but • Larger Market Share especially larger manufacturers who owe Visiting Value Chains the responsibility of developing their value chains and businesses at large overlook If one visits the complete value chains in all their responsibilities after a particular stage. the respect, the key factors those emerge are insensitivity in terms of: • Branding and market pressures do play a • Consumer’s Awareness particular role with the perspective of their irresponsible behavior, but they have a • Marketer’s Deception scope of diversion as well as going beyond Key words and phrases those emerge are: mandatory responsibility enforced upon • Greed them. • Ignorance

Vol:8 n Issue:1 n July-December, 2016 43 • Moving on knowing that AGYAN is synonymous with • There are no free lunches ANYAYA on the one side and CRUELTIY and • My life SELFISHNESS on the other side. • How am I concerned? Further He says “मंद मोहबस कुटिल हृदय अ½यान ।“ • What is there in it for me? which explains ignorance, selfishness, cruelty, injustice, disguised rationality, greed, Reasons meanness, denial, manipulation and so on. • Crushable-Equipment, products, processes, water cups, bottles --- RELATIONSHIPS “पुिन àभु मोिह िबिसारेउ दीनबंधु भगवान ।।“ meaning thereby it seems that we have selectively • Words with ‘D’ Disposable—Disaster— started remembering and mentioning Shri Devastation. For example GANGES and Ram without taking his name without much FORESTS and MANY OTHERS need and except for in the case of desperation. • Mand, Mohbas, Kutilhrudaya, Agyan. Shri Hanumanji says “Prabhu Bhakt ki katha The key drivers of value chains are driven nahi hoti, katha prabhu ki hoti hai” i.e. it must by the preceding factors. Before dwelling be nameless submission towards Shri Ram upon the process of eliminating the causes of because he is in the hearts of his devotees insensitivity and irresponsibility associated as a character and concept if not as a Deity with the discussed subject, we may look into takes care of everything through generating the definitional perspective of Sustainable responsibility and sensitivity amongst us. consumption. If this comes into being there are business Sustainable Consumption solutions to augment the value chains so as to benefit the partners at the farthest levels all Sustainable consumption is an umbrella through. term that brings together a number of key issues, such as meeting needs, enhancing the There are major examples of amongst many quality of life, improving resource efficiency, others: increasing the use of renewable energy Nobel Peace Prize winner Kailash Satyarthi sources, minimizing waste, taking a life cycle who is a child right activist stated that perspective and taking into account the equity depriving children of their childhood and dimensions (Barnett, Darnall, & Husted, 2015; their freedom is “the biggest crime against Knutsen, 2012; Komassi & Pal, 2015; Vob, 2005; humanity”4. He was awarded the Nobel Peace Yusof, Saman, & Kasava, 2015). Prize in 2014. His award made the world Nameless Submission for Responsible Value aware of the plight of the most exploited, Chains: most neglected children on the planet. His efforts brought in to light issues of child एकु मैं मंद मोहबस कुटिल हृदय अ½यान । slavery, child labour, education for children पुिन àभु मोिह िबिसारेउ दीनबंधु भगवान ।। and child violence. They became an issue of Shri Pawansut Hanumanji says “Ekhau” first global discussion. He felt the need to react to of all i.e. pointing out at himself with force and the plights of children as all children are our accusation demonstrating that we may always children and said that “I cannot wait because point out at the denial aspect of our behavior childhood cannot wait.” People should not and aspects of swarth or selfishness which call themselves civilized if one single child is we have been associating with rationality living in slavery anywhere in the world. The with the deception of taking command of things through deciphering the pros and cons 4 http://www.un.org/apps/news/story. with the help of our limited knowledge not asp?NewsID=50354#.VtHg6fl97IU

44 3D... IBA Journal of Management & Leadership denial of childhood, freedom, education and the CCs. Various groups already entered children’s dream in any form is the biggest into agreements and given consent and are crime against humanity. It’s a spot on the face supplying their material to the PFHPPL. of humankind to take away children away SHG Based Approach: First Co-Operative from their parents, schools and involving Model (Ujjali, Uttarkashi) them into slavery. • Krishi Swyam Sahayata Samuh Patanjali Food & Herbal Park is another (PKSSS) such example, which has set standards in • Patanjali Mahila Swyam Sahayata Samuh responsible value chains. It has a world class (PMSSS) forward and backward linkage giving strong Approx 100 SHGs formed and successfully foundations for responsible value chains. working in the Gomutra (Cow urine), Apple Backward linkage of Patanjali Food and collection, computer training and other Herbal Park is based on Hub and Spoke welfare work like awareness of health and model. The Spokes are collection and mobile healthy /Swadeshi Products. collection centers (CC & MCCs) which act Contract Farming and Corporate Farming as consolidation points for the PFHPPL. – In addition to the above, farmers of the The hub for collection and mobile collection area are entering into contract farming and centers are primary processing centers (PPC) corporate farming. whereon material to be primary processed to send it to CPC. Strong backend linkages with Association with govt. organizations and the villages through CCs, PPCs and MCC had other NGOs: Patanjali has entered and been established based on the production, willing to enter in to contracts with State production potential and seasonality of the Medicinal Plant Board, Local Mandi Parishad different kind of the raw material. Eighty and Horticulture departments for proper percent of the total raw material had been coordination with PFHPPL infrastructure of sourced though the backward linkages of the backward linkage. PFHPPL while the rest of the raw material Forward Linkage which is not grown in Uttarakhand and the Patanjali had well established forward linkage area of influence of MFP had been outsourced facilities across the country and some other as per sourcing economies. countries. It had reached even in the remote Strong backward linkages had been area of NE states of India. Patanjali had set established by involving farmer groups/ up thousands of Kendra, Swadeshi traders and federating them into appropriate Kendra, Arogya Kendra across the country entities. The backward department/section which ensure supply to ultimate consumers. It planned at PPCs and coordinating with CCs earns valuable foreign currency by exporting and CPC will be primarily responsible for its products to European/Gulfs/African/ procurement of produces from the CCs. Each American Countries and Australia. collection center consisted of 8-10 growers References associations and each association consisted of 1. Barnett, M. L., Darnall, N., & Husted, 10-25 farmers. B. W. (2015). Sustainability strategy in Farmers Associations – the Promoters of the constrained economic times. Long Range food park had strong relations with thousands Planning, 48(2), 63-68. of farmers and hundreds of Self Help groups 2. Hansen, M. T., & Birkinshaw, J. (2007). The (SHG), Village Panchayats in all the fruits innovation value chain. Harvard business and vegetables growing villages surrounding review, 85(6), 121.

Vol:8 n Issue:1 n July-December, 2016 45 3. Kaplinsky, R. (2000). Globalisation and 7. Vob, J. P. (2005). Sustainability foresight: unequalisation: What can be learned from methods for reflexive governance in the value chain analysis?. Journal of development transformation of utility systems. IHDP studies, 37(2), 117-146. update, Newsletter of the International Human Dimensions Programme on Global 4. Knutsen, W. L. (2012). Value as a self- Environmental Change, 1(2005), 18-20. sustaining mechanism: Why some nonprofit organizations are different 8 Wilhelm, M. M., Blome, C., Bhakoo, V., & from and similar to private and public Paulraj, A. (2016). Sustainability in multi- organizations. Nonprofit and Voluntary tier supply chains: Understanding the Sector Quarterly, 0899764012457244. double agency role of the first-tier supplier. Journal of Operations Management, 41, 42-60. 5. Komassi, E., & Pal, R. (2015). Investigating short term strategies in product 9. Yusof, N. M., Saman, M. Z. M., & Kasava, sustainability index implementation, a N. K. (2015). 2.1 A conceptual sustainable case study at IKEA. domain value stream mapping framework for manufacturing. 6. Ojha, S.P. (2003). Sri Ram Charit Manas. Delhi: Diamond.

46 3D... IBA Journal of Management & Leadership 3D... IBA Journal of Management & Leadership Vol:8 n Issue:1 n July-December, 2016

Ram Rajya for Innovation and Entrepreneurship Rajat Agrawal1, Vinay Sharma2, Kumkum Bharti3, Anita Sengar4 1 Indian Institute of Technology, Roorkee 2 Indian Institute of Technology, Roorkee 3 Indian Institute of Management, Kashipur 4 University of Petroleum & Energy studies, Dehradun

Abstract Every Citizen of Shri Ram’s Rajya is happy, content and crystal clear about his duties, responsibilities and direction. Every person is aware of the range of benefits they have to look for and expect. The people look towards the society and the world through a very large and everlasting perspective and on an immensely broad canvas. There is trade and business and every other activity related to any social structure but the system functions in a self- propelled self-sustainable manner. This description of Ram Rajya as detailed upon in Uttarkand creates a self- propelled system of Innovation and Entrepreneurship which brings in prosperity and market development simultaneously.

Introducation vYie`R;qufgadofumihjkA lclqUnjlcfc:tljhjkAA JhjkejkT; ufganfjnzdksmnq[kh u nhukA ufgadksmvcq/k u yPNughukAA JhjkejktcSBas =SyksdkA gjf”krHk, x, lclksdkAA lcfunZaHk /keZjriquhA uj v: ukfjprqjlcxquhAA c;: u djdkgqludksbZA jkeizrkifc”kerk [kksbZAA lcxquX; if.MrlcX;kuhA lcd`rX; ufgadiVl;kuhAA cjukJefutfut /kjeA fujrcsniFkyksxAA jkejktuHkxsllquqlpjkpjtxekfgaA pyfgalnkikofgalq[kfgA ufgHk; lksd u jksxAA dkydeZlqHkkoxqud`rnq[k dkgqfgukfgaAA nSfgdnSfodHkkSfrdrkikA jkejktufgadkgqfgC;kikAA cktkj :fpj u cub cjuroLrqfcuqxFkikb,A lcujdjfgaijLijizhrhA pyfga Lo/keZfujrJqfruhrhAA tg¡ Hkwijekfuoklrg¡ dh lEinkfdfexkb,AA pkfjmpju /keZtxekghaA iwfjjgkliusgq¡ v?kukghaAA cSBsctktljkQcfudvusdeugq¡ dqcsjrsA jkeHkxfrjruj v: ukjhA ldyijexfr ds vf/kdkjhAA lclq[khlclPpfjrlqUnjukfjujfllqtjBtsAA

Vol:8 n Issue:1 n July-December, 2016 47 Shri Ram Rajya is iconic in terms of not only Everyone was culturally groomed to leadership but idealistic leadership. It describes follow their own duties and they always the character of Shri Ram and is significant demonstrated their conduct according to because ideals if not exemplified by character the book. Here book refers to ‘Vedas’. People of the leader would be acknowledged but followed the way guided by ‘Vedas’. not followed. Maryada Purushottam Shri Ram These lines are suggestive of a regime where demonstrated the character in terms of: no one was required to be reminded of the • Duties of a Son codes of conduct. People knew what and how • A Friend and a Master is to be done? Therefore they were fearless • A Brother without ailments, which refers to mental as well as physical ailments and achieved • A Soldier and a Field Marshall happiness. • A Strategist, and Here again it is to be seen that fundamentally • A King it is not the social structure or rituals which Description of the Chaupayees guide happiness and swadharm aspect but it’s JhjkejktcSBas =SyksdkA gjf”krHk, x, lclksdkAA the elimination of unjustified comparison and c;: u djdkgqludksbZA jkeizrkifc”kerk [kksbZAA race which is harmful. There is a unified command and leadership This may be seen with the perspective of a zest in Shri Ram Rajya. Everyone is happy and of demand enhancement through propulsion content. Happiness and contentment goes of consumerism also where for example hand in hand and it is also associated with despite of the fact that society understands the reduction of insecurities or enhancement that dowry causes social depletion and death of securities which is credited to the divinity of girls most of the products they tend to and idealism demonstrated by the leadership. associate their advertising and marketing program with marriages. It is unimaginable in these times that there nSfgdnSfodHkkSfrdrkikA jkejktufgadkgqfgC;kikAA would not be any comparison between lcujdjfgaijLijizhrhA pyfga Lo/keZfujrJqfruhrhAA people. We live in a world where competition pkfjmpju /keZtxekghaA iwfjjgkliusgq¡ v?kukghaAA is the key word and we seldom know when jkeHkxfrjruj v: ukjhA ldyijexfr ds vf/kdkjhAA competition may be termed as fare and when does it cross the line. Litigations newer rules Preceding Chaupayees are suggestive of and regulations and several amendments in components of Dharma, which are tap, all the spheres through endless negotiations, pavitrata, satya, and daya. These elements are whether it be in terms of climate change prominent in Shri Ram Rajya and yield solace mitigation or in terms of politics or business for humans and the solace of purpose. between Maggi and others or Volkswagen and Here for a while if we consider that Shri Ram others is a live demonstration of our confusion Rajya dwells in our hearts then these elements with competition and comparison. would create an automatic and self-propelling Could we live in a world without animosity existence. The existence of these elements at led comparison or vice versa? least renders truth for one’s own enablement Shri Ram Rajya exemplified a world where and we start believing in non-denial, which is everyone had a place for others and regarded beyond acceptance. everyone important for his existence. Tap develops focus, submission, belief and cjukJefutfut /kjeA fujrcsniFkyksxAA trust which brings in pavitrata (purity) which is pyfgalnkikofgalq[kfgA ufgHk; lksd u jksxAA purity of heart and is beyond social structures

48 3D... IBA Journal of Management & Leadership and is also demonstrative of standing-by the But we must try to remember a simple saying truth which is shaswat and self-propelling. that “no one is perfect”. If people cannot Here, it is imperative to mention that truth be prefect situations cannot be perfect too. is not uncovering other’s deeds and being Therefore why to search for perfection? selective for oneself in terms of social conduct. Formats, regulations, structures, constructs Truth is beauty. and measurement scales are facilitations to assist not to rule and not to rule the human’s Pavitrata and satya are always associated with lives at all. daya and benevolence which is the motivating factor for doing something for others and here The second key word is non-denial. Because comes in innovation. of the reason that we usually are driven by vYie`R;qufgadofumihjkA lclqUnjlcfc:tljhjkAA measurement criteria and structures whether, ufganfjnzdksmnq[kh u nhukA ufgadksmvcq/k u yPNughukAA social, psychological or based on reasoning we lcfunZaHk /keZjriquhA uj v: ukfjprqjlcxquhAA deny things, people and situations. We tend to lcxquX; if.MrlcX;kuhA lcd`rX; ufgadiVl;kuhAA search for reasons and logic in everything we jkejktuHkxsllquqlpjkpjtxekfgaA do, everyone we meet and all the spheres of dkydeZlqHkkoxqud`rnq[k dkgqfgukfgaAA life and when we are unable to find instances cktkj :fpj u cub cjuroLrqfcuqxFkikb,A close to the benchmarks we follow we tend to tg¡ Hkwijekfuoklrg¡ dh lEinkfdfexkb,AA deny things, we even tend to deny people and cSBsctktljkQcfudvusdeugq¡ dqcsjrsA relationships. Remember defining things and lclq[khlclPpfjrlqUnjukfjujfllqtjBtsAA generating nomenclature and classification is also measurement. It does not mean that we If Shri Ram Rajya until now may be seen should not name anything but, furthering with the perspective of values which are the nomenclature beyond limits kills the actually universal in character the tangible fundamental beauty of a situation, a person, realization of values through innovations in work, cause or even a relationship. the functionalities we belong to in our work Let us demonstrate this with some relevant life may also be understood. instances. For example, how does a person Before projecting the role of innovations defines a Guru or a teacher? One who teaches propelled by values with my individual the subject, extends the knowledge or in much understanding, we prefer to put forth some larger terms. Another example could be when key aspects through terms of reference we meet someone. We tend to give a name to which would be supportive of the arguments the relationship. If we are working together throughout this article. we say we are colleagues. Then we tend to describe that relationship as for example The first key word is imperfection. We humans departmental colleagues and after a stage we though live with imperfections but search for get perplexed on further differentiation. perfections all the way, especially in others and specifically with reference to the social In organizational culture there is a popular structures we live with. term called ‘Corporate Social Responsibility’, which is a specific task based activity Shri Ram Rajya had higher scale of perfection now a days but the question is that which because Shri Ram himself but one may argue corporate should be or should not be socially that it might not be possible now because of responsible? an irreversible process of value destruction through the misleading benchmarking Here comes innovation. All the people if tend of social structures riding on the back of to believe in values with the fundamental killing competition and making everything a orientation, ethics merges with values. How? question of survival. Let’s see.

Vol:8 n Issue:1 n July-December, 2016 49 Humans are born with some inbuilt skill and presently in Telangana State ‘Chettla they further that skill or add to that skill with Ramaiah’, has planted more than 10 million the help of education dependent knowledge trees. or otherwise. But the point of concern is that Abdul Kareem, 66, of Parappa, Kasargod, while earning our living and justifying our and had a liking to ‘Kavu’, the sacred jobs, how we may tend to use this knowledge forests of Kerala, right from his childhood. for others or humans at large. He would frequently visit his wife’s house in For example, Mansukhbhai Raghavjibhai Puliyankulam village and it was during such is a famous rural innovator known visits that he noticed the barren hillside land for his earthen clay based functional products nearby and started planting a forest which like: Mitticool, nonstick clay Tawa, and low now by Kerala Tourism is called as Kareem’s cost water. Slingshot is a water purification Forest. device created by inventor Dean Kamen, who Shubhendu Sharma left his high paying job as has invented so many other useful products an engineer to plant trees for the rest of his life. also. Dr. Shetty has innovated upon He uses the unique Miyawaki methodology to Health Care delivery model and has reached grow saplings. He has successfully created 33 to the masses. Salman Khan of https://www. forests across India in two years. khanacademy.org/ has created a platform for learning for all. Husk Power Systems is trying The list of innovators who have made a to provide low cost energy solutions. difference to the lives of people is endless. The important factor is how one gets inspired by Anand Kumar is a mathematician and a these instances. columnist for various national and international mathematical journals and magazines. He is But the questions remains that how is best known for his Super 30 program, which innovation finally associated with Shri Ram he started in Patna, Bihar in 2002, and which Rajya. The examples in a self-explanatory coaches economically backward students manner demonstrate that if we get associated for IIT-JEE, the entrance examination for with the cause of serving humans, considering the Indian Institutes of Technology (IITs). the fact that humans are born for humans and Verghese Kurien was a renowned Indian social the rest of the world we tend to get associated entrepreneur and is best known as the “Father with values, because of the prime reason that of the White Revolution”, for his ‘billion- the values have their origin in the non-denial litre idea’ (Operation Flood) – the world’s or acceptance of the fact that we live for others largest agricultural development program. and because of others which is the prime This transformed India from a milk-deficient teaching of Sri Ram Rajya. Subsequently we nation to the world’s largest milk producer. tend to innovate and do whatever we can to make others happy and for the better of Padma Shri Jadav “Molai” Payeng is an people’s lives. environmental activist and forestry worker from Jorhat, India. Over the course of several An example would justifiably establish the decades, he planted and tended trees on a context here. Remember the story of Robinson sandbar of the river Brahmaputra turning it Crusoe, a casteaway who spends thirty years into a forest reserve. The forest, called Molai on a remote tropical island and the related Forest after him, is located near Kokilamukh movie called ‘Castaway’ where a person had of Jorhat, , and encompasses an area of to stay alone on an island and the stages, about 1,360 acres. situations and trauma he had to face. Daripalli Ramaiah of Khammam district Try and imagine that if we had to live all by

50 3D... IBA Journal of Management & Leadership ourselves and suddenly we would realize that lives towards innovation led values or values we won’t be able to. led innovations and it may be a demonstration of Shri Ram Rajya which exists but awaits Therefore, think discuss and emphasize upon acknowledgement. to converge your experiences, thoughts and

Vol:8 n Issue:1 n July-December, 2016 51 3D... IBA Journal of Management & Leadership Vol:8 n Issue:1 n July-December, 2016

The Multifaceted Leadership Model from Ramayana Prema Ramachandran Indus Business Academy, Bangalore

Introduction prerequisites for success in life, personal or professional. Management has always India has a long and distinguished history of been mostly considered a Western concept, civilization, literature, spirituality, knowledge practiced and perfected in the Western and values recognized by the world. Ancient business world. While Western management Indian scriptures and Vedic literature contain thinkers and practitioners have given major priceless nuggets of wisdom for the sincere contributions to the management thought, the seeker. This wisdom is not dated and after contributions from the earliest seats of wisdom more than five millennia still holds relevance and civilization, the Eastern world, have and applicability in the context of the modern largely been overlooked. Olden civilizations world as it did in the era that it was scripted. like China and Japan, had developed distinct The Vedas, Upanishads and classics like paths in managerial philosophy through the Ramayana and Mahabharata are repositories teachings of Chinese thinkers like Confucius, of knowledge and wisdom packed with the military philosopher Sun Tzu, the founder lessons for mankind irrespective of the of Taoism Laozi, Japanese thinkers Kukai, passage of time and the innumerable changes Honen and Shinran etc. The distinguished the world has gone through. line of Indian philosophers and teachers Management as a concept has fascinated starting from third millennium BCE include the thinkers of the world for a long time. It renowned masters like , Chanakya, has evolved with the times and continues Bodhidharma, and many more. to occupy an exalted place in the list of The contribution of Eastern writers and

52 3D... IBA Journal of Management & Leadership seers to the codification of basic principles has produced timeless classics which continue for living a fulfilling and peaceful life has to provide guidance to generations of human been considerable. The Eastern ethos in beings. Ramayana, the Adi Kavya, or the management is thus quite significant. first poetic work, written thousands of years before management theories came into being The major difference between Indian and is a treasure trove of Eastern management Western ways of finding success in personal philosophy which presents certain leadership and professional lives is that while the models which are relevant even today. Western managerial theory is focused on Ramayana provides example of power and profit and centered around the market, the politics in organizations, creating synergy, Indian thinking is aimed at finding fulfilment and self-realization. Indian mythology, managing in times of change and upheaval, classics, military and economic philosophy subjugating personal goals and objectives to and statesmanship all have the underlying organizational objectives, communication, motive of ‘Vasudhaiva Kudumbakam’ (the teamwork, innovative strategy and many world is a family (Mahopanishad VI.71- other managerial concepts and constructs. 73). Most of the management thinking was Among these the characterization of Rama, based on how to achieve the best results for the founder of Rama Rajya - the ideal state, the maximum number of people. According and his distinctive leadership styles and to the seers of ancient India, the four values, practices stand out. Dharma (righteousness), Artha (wealth), Ramayana tells the story of Rama, considered Kama (desire for enjoyment) and the Ideal Man, or Maryada Purushotam, (ultimate liberation) serve as milestones of the trails and travails faced by him in his a man’s journey of life. All management life’s journey. Though modern management principles are based on this framework and theories are a product of 19th and 20th century therefore the content of management thought management thinkers, some of the most is more important than the context. celebrated leadership styles have parallels The Western world is beginning to realize that in Rama’s life. His guiding principle of the management school of thought based only upholding dharma as it was interpreted in his on empirical studies and profit centric market times, shapes the course of his life. All through philosophy is not enough to provide the kind his life roles of the prince of Ayodhya, the heir of success that brings lasting happiness with it. apparent, the forest dweller, the avenger of his World Health Organization defines life skills wife’s abduction and finally the adored and as ‘abilities for adaptive and positive behavior highly revered king of Ayodhya, he exhibits that enable individuals to deal effectively with sterling examples of effective leadership. As the demands and challenges of everyday life’ the situation and the objectives change his (WHO 1993). This ability is essential to live a leadership style also evolves to accommodate successful life and more and more thinkers the change. It is a mix of several styles that are now looking to the East, especially India we see in Ramayana, not just a unidirectional to provide the missing factor for achieving approach to leadership. worldly success that brings lasting happiness This paper attempts to analyze Rama’s and joy with it. This can be learned from an leadership style in the context of some of the analysis of the great Indian epics and the Indian models of leadership. This is important avataric figures portrayed in them. because the ideals held dear by the Indian Ancient India or Arshabharath (India of Rishis society and the foundation of their very and sages) as it is known was a land of advanced way of life is derived from the classics. It is knowledge, philosophy, arts and literature. It important to know more about this intriguing

Vol:8 n Issue:1 n July-December, 2016 53 leadership style of Rama, because a growing anyone. But while everyone around him loses body of research indicates that the ancient their head and gives in to emotional turmoil epic has a veritable treasure trove of lessons Rama stands like a rock, upholding the to teach modern managers. The data used is performance of his duty as a son. drawn from the epic Valmiki Ramayana after He as the eldest and most suitable of the four an intensive literature search. Qualitative sons of has been earmarked for interpretation of the slokas is used to find the kingship form the beginning. The King proof of the assertions made after studying his father makes no secret of his wishes to the text in detail. see Rama in the throne. The sage Viswamitra, Leadership Traits who takes Rama and Lakshmana on a sort of The concept of leadership has fascinated tour of duty to conquer the creating the world of management for ages. The havoc among the gentle ‘tapasas’ , the raj guru seemingly simple question of what makes a (royal teacher) and the ministers all agree with person a leader, has been found proverbially the King that Rama is the ideal candidate for difficult to answer. An oft repeated definition being crowned as the future king. is leadership is the art of influencing, The people of Ayodhya loved Rama and were motivating, inspiring, and transforming overjoyed at the news of his coronation. Yet, people to achieve organizational objectives. when the king is coerced into ordering him The greatest achievements have been more to forsake all that and banish him to spend often than not, group efforts. Society as well fourteen years in the forest, he accepts without as successful institutions is made up of groups any protest. He calms down the outrage of his of people who work effectively together. This brother and the courtiers on his behalf. makes leadership of paramount importance. The group or team performs according to dharmah hi paramah the leader’s capability. The roles that a leader loke dharme satyam pratishthitam | has to play are more of coach, mentor, and dharma sa.nshritam etac ca pitur counsellor rather than authority figure and vacanam uttamam || 2-21-40 task master. Hence looking at the distinctive sa.nshrutya ca pitur vaakyam personality traits that sets one apart from the maatur vaa braahmaNasya vaa | others is a necessary prerequisite to analyzing na kartavyam vR^ithaa viira dharmam one’s leadership style. The distinctive aashritya tiShThataa || 2-21-41 leadership traits exhibited by Rama needs to be studied extensively. tat enaam visr^ija anaaryaam kshatra dharma aashritaam matim | One of the outstanding traits that we see dharmam aashraya maa taikshnyam mad in Rama is his ability to detach or separate buddhir anugamyataam || 2-21-43 himself from his surroundings and the life experiences he goes through. His ascension “Righteousness is the best of all qualities in the to the throne of Ayodhya is a foregone world. Truth is established in righteousness. conclusion from his childhood, to which his Even these best words of father are enjoined father, the royal mothers, his brothers and with righteousness. One who follows the citizens look forward to with enthusiasm righteousness, does not waste his promise and anticipation. To be asked to renounce this given to one’s father or mother or Brahmana. and take on the hardships of a 14 year stint Hence, leave this mean mentality of military in the forest, that too by Queen Kaikeyi, who heroism. Observe righteousness and not has always showered her love and affection rudeness. Follow my perception.” Though on him, must be a harrowing experience for he goes through a myriad of experiences

54 3D... IBA Journal of Management & Leadership subsequently, most of them unsettling and the palace is seen as an opportunity to meet unpleasant, he manages to hold on to his sages and learn from them. Rama’s objective integrity and sense of self, irrespective of in life is not to enjoy power, position and the what happens around him. This is possible pleasures that both bring. Power and position because he is able to practice non attachment are seen as a responsibility for the optimal use and act in the best interests of the stakeholders of which he is accountable. irrespective of the emotional fallout. His awareness of self is developed early and stays Because of this he is able to transform each intact irrespective of his experiences. This difficult experience into a learning process and ability of separating self from happenings is transform such experiences to achieve success. what anchors him in times of chaos. Sita’s abduction is a wrenching experience but he transforms it into a means to rid the world Throughout the journey of life Rama of Ravana and Bali and win powerful allies functions as a mentor to all those who come like the kings of Kishkinda and Lanka. He under his protection or tutelage. Starting utilized this opportunity to show the world with his brothers Lakshman and Bharat, that no matter how exceptional an individual Sugreev, Hanuman, Vibheeshana, and the is like Ravana and Bali when the moral fiber many others who come into contact with him of a leader is corrupted it will result in the are taught major life lessons and helped to downfall of his organization also. So in the attain their potential. This can be seen in the larger interest of the people it was necessary transformation that they undergo as a result to bring down these two rulers. Rama presides of Rama’s teachings. Sugreev himself says over the change process making sure that it is about his condition when he meets Rama achieved with as little upheaval as possible.

“Rama, I am ridiculed, stolen is my wife, I Rama is a nurturing leader. Looking after the move here about in these forests with dread physical and spiritual wellbeing all those he and fear haunting me... I took refuge in this comes into contact is a major facet of Rama’s impenetrable forest... [4-5-21b, 22a] personality. He is unfailingly considerate, From being an outcast Sugreev goes on to trusting, and willing to collaborate with become the king of Kishkinda and is coached even untried and untested followers. Their by Rama in the duties of the king and the dedication and sincerity is all that matters responsibilities that comes with position. to him. This nurturing is seen throughout in Hanuman realizes that in Rama he has found Ramayana, with his brothers, his subjects, the his guru and utilizes the opportunity so that , his allies and most surprisingly even he moves quickly ahead on the path of self- his enemies. He is always considerate about realization. The same can be seen in the case of their needs and unfailingly affectionate even Lakshman and Bharat. It is Rama’s coaching to the lowest of the low. Sabari’s story where and mentoring that helps them to retain he knowingly eats the fruit she offered after levelheadedness in trying times of emotional biting into them to make sure they are sweet, upheaval. is an example. His benevolence is never a result of their best performance or dependent His resilience under trying circumstances and on it. He treats his associates as his family. ability to learn from adversity is unparalleled. Most of the experiences he goes through are In the Corporate LCM model proposed by the traumatic and unplanned situations. In fact renowned management thinker and scholar, Rama’s life is an object lesson in the various Dr. Subhash Sharma (Sharma, 2005), success hardships that a human being can face. Being is the result of leadership, communication transplanted to the forest from the luxury of and motivation. Rama’s motivation is based

Vol:8 n Issue:1 n July-December, 2016 55 on the inspiration he is capable of creating them more than one chance to reform. When in his followers’ minds. An untried rag tag he has to take punitive action it is not because army of monkeys turn into a successful army of a personal agenda but because it had to be because they want to do their best for Rama. done for the larger good. Ramayana says, His communication style is also uniquely स च नित्यं प्रशान्तात्मा मृदुपूर्वं तु भाषते | effective. When Hanuman comes back after achieving the feat of crossing the ocean and उच्यमानोऽपि परुषं नोत्तरं प्रतिपद्यते || 2-1-10 brings news of Sita, what Rama says to him That Rama was always peaceful in mind and is surprising. He says “I wish I never get an spoke softly. He did not react to the hard opportunity to repay this debt because it words spoken by others. would mean that you are in a similar painful कथंचिदुपकारेण कृतेनै केन तुष्यित | situation”. His ability to calm down an angry and suspicious Lakshman, to persuade Bharat न स्मरत्यपकाराणां शतमप्यात्मवत्तया || 2-1-11 to go back and take care of Ayodhya in his Rama, because of his good bent of mind, feels stead, are also examples. When Sugreev in the glad even by whatever way a good thing first flush of regaining his kingdom forgets his is done to him. He does not remember any oath to help Rama, Lakshman gets furious. number of bad things done to him. But Rama is the soul of discretion and all he says to Sugreev is that The trait theory identifies certain traits that leaders possess. In Rama’s case the list is त्वत् स नाथः सखे संख्ये जेता practically endless. Coaching, creativity, अस्मिसकलान् अरीन् | courage and competence are evident in his त्वम् एव मे सुहृत् मित्रम् interactions, decision making and execution साहाय्यम् कर्तुम् अर्हिस || ३-३९-५ of his duties. He doesn’t need to be considered an avatar with supernatural powers, his very “With you as the helmsman, oh, friend, I will human actions bear witness to these traits in be triumphing over all the enemies, and you his character. alone are worthy to proffer a helping hand to me as a good-hearted friend of mine. [3-39-5] This brings one to the conclusion that Rama is a self-realized and enlightened leader. Khatri (2005) stated in his alternative model When he renounces the kingdom and accepts of transformational Leadership that Charisma Vanvas for 14 years, he is very young but he and vision are the most important and central has already learned control over his emotions. aspects of new leadership. The Charisma is His worldview is tolerant, merciful and evident from the way everyone flocks to and forgiving, but when need be he can take tough follows Rama. His charisma is evident in the decisions because he is totally detached from actions and reactions of all those he meet in the drama of life while participating in it with his life’s journey. He has the good fortune to total dedication. He embodies the optimal come under the tutelage of sages like Vasishta combination of skills, values, wisdom, vision and Viswamitra and this combined with his and this makes for an enlightened leader natural propensity results in a wisdom that is (Sharma, 2007). far beyond his years and can only be called spiritual wisdom. It combines the ability to see Leadership Models the whole picture and to encourage and enable Western management thinkers have put forth his followers to reach their true potential innumerable theories of leadership. Eminent along with compassion and understanding Indian management thinkers, like Dr. of human faults. There is no ill will towards Subhash Sharma, Prof. S.K. Chakraborty and those who wrong him and he is willing to give M.B. Athreya who has had the advantage of

56 3D... IBA Journal of Management & Leadership being familiar with the rich heritage of Indian plan. Rama calms him down and is very sure classics, and who belongs to a rich culture about his brother’s loyalty to him. He tells his which advocates looking at people in a holistic mother, manner and taking into consideration the bharatashchaapi dharmaatmaa worldly as well as spiritual aspects of success sarvabhuutapriyaMvadaH || and effectiveness, have also introduced many bhavatiimanuvarteta sa leadership models which has more relevance hidharmarataH sadaa 2-24-22 in the present day world. In this context it is necessary to look at Rama’s leadership in the “Bharata also, who is a righteous person and perspective of some of the preeminent Indian who speaks lovingly to all beings will be leadership models. obliging to you. He is indeed always devoted to righteousness”. OCTAPACE Model Proposed by Uday Pareek (Pareek,1981), His trust in Sugreev seems misplaced when this model upholds 8 values, Openness, the monkey king forgets his promise in the Collaboration, Trust, Authenticity, first flush of happiness at getting his kingdom Proactivity, Autonomy, Confrontation and back. Again Lakshman is angry and threatens Experimentation as leadership attributes. violence but Rama prefers to believe in the Each of these values can be seen reflected in innate goodness of his allies. His trust in Rama. He is an open book and always takes the Vanaras’ ability to find a solution to the his followers into confidence. When change daunting task of crossing the sea leads to the is necessary for the good of the maximum design and building of the bridge, an unheard people he initiates it through confrontation of engineering feat. He hurries home after and functions as a successful change agent. conquering Lanka because Bharat had said he Change based on utilitarian principles is will immolate himself in a funeral pyre if Rama brought about when the rule of Kishkhinda does not return at the end of fourteen years, to is taken from Bali and given to Sugriva and the day. His trust in his brother’s intentions that of Lanka from a power hungry Ravana and his wow of holding the stewardship of to the better statesman Vibheeshana. Both Bali the country for Rama is such that he does not and Ravana were exceptional individuals in think even for a minute that Bharat might their own rights, learned and capable. So the have succumbed to temptation and usurped question arises whether Rama’s compliance his rightful place as Ayodhya’s king. He tells and complicity in their removal is ethical. The Vibheeshana, that he cannot linger any longer answer is that when the moral fiber of a leader because he has to hasten to Bharat. is corrupted it will result in the downfall of na khalvetanna kuryaam te vachanaM his organization also. So in the larger interest raakShaseshvara | of the people it was necessary to bring down taM tu me bhraataraM draShTum bharataM these two rulers. Rama presides over the tvarate manaH || 6-121-18 change process making sure that it is achieved “O king of demons! It is not that I am not with as little upheaval as possible. This is the carrying out your words. But, my heart is mark of an effective change agent. hastening to see Bharatha, my brother.” He inspires followers by the implicit trust they PI (Pioneer Innovative) Model repose in them. Rama shows this trust at every juncture. When Kaikeyi’s machinations to Proposed by Pradip Khandwalla crown Bharat as king are revealed Lakshman (Khandwalla, 1987), this model described is livid with anger. He threatens to attack the entrepreneur leader. This is the leader Bharat believing him to be a party to the who changes the status quo, in uncommon

Vol:8 n Issue:1 n July-December, 2016 57 or distinctive ways. This leader’s forays into becomes the path to realization of the ultimate the unexplored and uncharted waters results truth because they are offered and undertaken in path breaking achievements. He manages in the spirit of worship. It is this adherence to this through innovation which challenges the righteousness that compels Rama to forsake existing norms and conditions. Creation of the Sita. He did not have any suspicions about Ramsethu is a case in point. Using unskilled her chastity but he believed that as a ruler Vanarasena, and utilizing the advantage that he has to be seen to uphold dharma as he one of them, Nala, possesses he is able to interpreted it, at any cost. These leaders build a bridge across the ocean. Before the have given the world ideals worth following construction of the bridge Rama aims an arrow and it is interesting to note that Gandhi at the ocean in his anger. When the Ocean god who was fascinated by Rama’s example and appears and appeases him he sends the arrow Vivekananda are considered examples of the to cleanse an area inhabited by robbers, at the Workship model. behest of the Ocean god. The arrow cleanses VEDA Model the place and opens an aquafer which makes the place, Drumatulya, which was a desert One of the best fit models is the VEDA model before, most fit for rearing cattle. proposed by Dr. Subhash Sharma (Sharma, 1995). He has proposed a number of leadership Leadership and Teamwork Model models synthesized from extensive study Rama personifies the leadership model of Eastern as well as Western management proposed by Chakraborty (Chakraborty, literature and classic literature. His VEDA 1989). His love for his followers is impersonal model presents four aspects of leadership, i.e., and independent of what they do for him. Vision, Enlightenment, Devotion and Action, Tempered by an all-encompassing mercy wherein four life paths to salvation, Raj , for the whole living world, it is based on Gyan yoga, and , are self-restraint, self-control and renunciation combined. This can be seen in Rama through and charisma. Chakraborty’s study was in his actions. large hierarchical organizations like Shree mission and Buddhist groups. His idealized influence is seen on the people Rama did not have a well-structured and of Ayodhya, the leaders of Kishkhinda like official team like that till he becomes the king Hanuman, Sugriva etc., on Vibheeshana who of Ayodhya but the leadership traits that he is willing to forsake his beloved brother for shares with Buddha and Ramakrishna include Rama’s sake, on his own brothers and on all these as well as a tolerance for human his courtiers. The intellectual stimulation follies and foibles. provided by him makes Sugriva a king in the real sense of the word, Nal and Neel into Workship Model of Leadership structural engineers, and gives Ravana the The Worship model (Chatterjee,1998) talks satisfaction of being defeated by none other about the leader who makes the maxim, than a worthy opponent. His inspirational work is worship, his motto and bestows motivation gives Sugriva hope, Vibheeshana even mundane or commonplace actions courage to take emotionally painful but with the devotion accorded to worship. This morally right decisions, and Bharatha the transcends the action into a path to realization. ability to hold the fort and dispense the duties Elements of Karma yoga can be seen in this of the king of Ayodhya flawlessly while model. Chatterjee further specifies the path personally living the life of an ascetic. Most of to Workship as consisting of Discipline, all, as the king he considers himself beholden Righteousness, Sacrifice and Transcendence. to his people and duty bound to look after Here work or performance of one’s duties their welfare. As he says,

58 3D... IBA Journal of Management & Leadership Sakrudeva prapannaya highlights tasks, standards and outcomes, tavasmiti cha yachate; transformational leadership motivate their Abhayam sarva bhutrubhyo followers by propagating higher ideals and dadamyetadh vratam mama values. Transformational leaders inspire and motivate followers to go beyond expectations It is my wow to provide shelter and protection by giving significance and rationale to their to any living entity that begs me for it. Ravana work (Shamir, 1991). Transformational is included in this promise. In the first day of battle Ravana finds himself overwhelmed leaders make their followers want to be by Rama’s Warcraft and he is disarmed of better people, on all fronts. They focus on his weapons .He stood on the battlefield, fulfilling the current needs of the followers. wounded, and unarmed. This would seem The transcendental leader empowers and an ideal opportunity to dispose of the enemy facilitates involving diverse stakeholders in and win the war. But according to the edicts of true sharing of responsibilities and power. ethical warfare killing an unarmed enemy is Rama employs the astute use of these three forbidden. So Rama tells Ravana to go back to styles as the occasion suits. When the people his citadel, tend to his wounds and come back follow him to the forest, he asks them to go the next day, knowing fully well that he will back and live as ideal citizens. Valmiki says be more formidable than ever the following that he looks at them as fondly as if he was day. looking at his children. He tells them of the His early association with sages Vasishta and excellence of Bharatha and asks then to give Viswamitra inculcate the seeds of thirst for their loyalty to him. knowledge in him and he synthesisez the yaa priitir bahumaanaH ca mayy knowledge he gained to wisdom with the help ayodhyaa nivaasinaam | of the various sages he makes it a point to meet mat priya artham visheSheNa bharate saa throughout his life. His staunch faith in God’s niveshyataam || 2-45-6 master plan and cosmic design helps him to look at happenings and events in perspective. sa hi kalyaaNa caaritraH kaikeyyaa As king he performs his duties to the best of aananda vardhanaH | his ability without hankering after the benefits kariShyati yathaavad vaH of his position. And throughout his life he priyaaNi ca hitaani ca || 2-45-7 never once stops fulfilling his responsibilities. GYaana vR^iddho vayo baalo Only when Lav and Kush come to Ayodhya mR^idur viirya guNa anvitaH | and are finally identified as Rama’s sons, does anuruupaH sa vo bhartaa bhaviShyati he think of relinquishing his life. Thus the four bhaya apahaH || 2-45-8 paths or yoga are combined in Rama’s life to structure an exceptional whole. na ca tapyed yathaa ca asau 3T / Theory T Model of Leadership vana vaasam gate mayi | mahaa raajaH tathaa kaaryo mama Dr. Subhash Sharma (Sharma, 2003) proposed priya cikiirShayaa || 2-45-10 a 3 T/ Theory T model of leadership, T = T1a+T2b+T3c where T1 is Transactional “The respect and affection that has been Leadership, T2 is Transformational Leadership bestowed upon me by you (the residents and T3 is Transcendental Leadership and of Ayodhya) may for my satisfaction be a ,b, and c are the intensities. According to bestowed in a special measure on Bharata. situations these three styles must be used Bharata who enhances the delight of Kaikeyi and a leader should be able to combine and who possesses excellent conduct will all three. While transactional leadership indeed do pleasing and beneficial things to

Vol:8 n Issue:1 n July-December, 2016 59 you appropriately. Bharat who is matured in to the norms of ethical warfare. Though he knowledge but young in age, who is gentle prepares for war, and knows it to be inevitable but endowed with virility and virtue, will in the face of Ravana’s intractableness, he become your worthy master who can dispel makes attempts till the last minute to avoid your fears. If you desire to please me, see that war, by sending a message to Ravana through the king does not suffer agony when I have that if he returns Sita, he will not gone to forest for exile”. be attacked. And once conquered the fabled wealth of Lanka does not hold any appeal for The message he gives is that the institution, him because his value system in different. He in this case the kingdom, is bigger than the tells Lakshmana individual and everyone must strive for its progress, irrespective of personal feelings. mitraaNi dhana dhaanyaani He creates a vision for Ayodhya and charges prajaanaaM sammataaniva | the people to make their lives’ mission. jananii nanma bhuumishcha When this strategy proves futile he decides svargaadapi gariiyasii || 6-124-17 to steal away quietly while the tired citizens “The friends, the riches and the grains are are sleeping on the banks of Tamasa because, highly honored in this world. Mother and as he tells Lakshmana, he cannot see them mother-land are far superior to even the suffer. Moral courage in the face of trouble heaven”. and seemingly unsurmountable odds are the mark of transformational leaders. From Transformational and Transcendental leaders renouncing the kingdom which was within (inspiration + motivation + nurturance) are his grasp to deciding to go up against a able to earn trust, respect, and admiration from powerful foe like Ravana, Rama exhibits this their followers and impact the motivation moral courage throughout. Striking up an and performance of the followers. Rama, alliance with Sugriva, who is also a banished through his value driven and compassionate prince who has no resources at present, and style (inspiration + motivation + nurturance), offering to help him to regain his kingdom in enables his followers into becoming truly exchange for help in looking for Sita is the act successful individuals. All those who associate of someone who is supremely confident of his with Rama benefit in the true sense of the ideals, reasons and abilities. Rama embodies word. They not only become more successful the concept of having the courage of one’s or prosperous or free of worries their spiritual convictions, and acting only when one is development also happens. This he achieves justified and then not pulling any punches. trough a judicious mix of the transactional (motivation), transformational (inspiration + Rama is able to convey the values he lived by motivation) and transcendental (inspiration + to his followers by strictly adhering to them motivation + nurturance) style of leadership. in spite of the consequences. When meaning and purpose is given to the work they do, it Theory K Model is possible to inspire and motivate followers Dr. Subhash Sharma (Sharma, 1998) created beyond all expectations (Shamir, 1991). He the Theory K model which is a combination was an ideal son, and then an ideal ruler of the three style theories, X, Y and Z (K = who held high ethical standards to be the Xa + Yb + Zc). Douglas McGregor’s Theory norm, thus creating the ideal state or Rama X and Theory Y approach is extensively Rajya. Even during warfare, when hopelessly studied and debated and Ouchi’s Theory outnumbered by the experienced, well trained Z was an extension of these two theories. and much bigger army of Ravana, he would Dr. Sharma proposed Theory K which states not permit any actions that did not confirm that it is unrealistic to believe that people

60 3D... IBA Journal of Management & Leadership behave exclusively according to X or Y or Z (Sharma, 2010, 2016) where Head, Heart and orientations through life. Each individual Hand as represented by action combines combines the three theories in his dealings with Consciousness and result in ‘a quantum with the outside world and the style he/ jump over existing competition. Here the she uses at a particular point may depend jump happens both literally and figuratively. on the situation. But each of us might have Ravana was secure in the belief that no force a propensity to use one style predominantly. on earth can reach him overcoming the If one is inclined to use X more, he/she can obstacle of the vast ocean that separates his be considered X oriented. Looking at Rama’s kingdom from the rest of the world. To think leadership style from this framework it can be of two young princes and a group of monkeys seen that Rama is Z oriented in that he believes being able to reach his citadel, engage him and in interdependence and team approach based his experienced demon warriors in war and on close interaction. Dr. Sharma compares the defeating them must have been impossible. style theories to the Guna theory, that classifies Rama does not allow his anxiety and fear for human beings based on their basic orientation Sita’s well being or the enormity of the task towards Tamas, Rajas or Sattva i.e.darkness, before them to overwhelm him while planning action or purity. The X oriented person is more his strategy. We see the cool head in operation likely to be Tamasik, Y oriented Rajasik and here. The almost maternal compassion that he Z oriented sattvik. Rama being a king and has for everyone around him is what inspires responsible for the well being of his subjects the undying loyalty in the Vanara sena. His cannot eschew rajas, the path of vibrant decision to perform the last rites of Jatayu action. He combines the elements of Rajasik who gives up his life in Rama’s service is an and Sattvik by being detached from the karma example. The dexterity he has in the royal that has to be performed for the greater good. art of archery and the way he choreographs the attack on the army of Ravana shows An extension of Theory K, 5 K model the mastery of the hand. Combined with (Sharma, 2007) uses the Kannada names of f the realized, enlightened consciousness it body parts, Kannu (eyes), Kivi (ears), Kuttige becomes CH3 model of leadership. (neck), kai (hand) and Kaalu (legs) to construct an eminently suitable model of leadership. SHARMAN Model The leader who keeps his eyes and ears open, Dr. Subhash Sharma proposed an integrative neck straight, hands busy with work and most model called the SHARMAN model (Sharma, of all who walks the talk will be eligible to be 2009) which identified seven states of called the corporate rishi. Here again we see consciousness, namely Scientist, Humanist, the various roles that Rama plays effectively. Artist, Rishi, Muni, Avatara and Nirvana. Instead of staying in comfort in one of the Rama in all his manifestations, as the prince, the hermitages and waiting for the 14 years to banished and friendless , the beleaguered be over Rama takes tvee opportunity to go commander of a rag tag army, and the king on a kind of pilgrimage and meets sages like combines courage and compassion to rise to Sharabhanga, Suteekshna, Mansakarani and the level of the SHARMAN leader. He refuses and take their counsel. He takes and to let Ravana’s obvious advantages dissuade oath to destroy the demons that are plaguing him from the apparent folly of attacking him. the sages, much to Sita’s disquiet and kills He refuses to give in to the demand of his demons like Khara and Dushana. brother Bharatha and all the people he has CH3 Model brought with him to come back to Ayodhya. Similarly Rama is the strategic thinker and He also refuses to let his personal feelings for tactician who practices the CH3 model his wife stand in the way of taking necessary

Vol:8 n Issue:1 n July-December, 2016 61 measures to make sure that the credibility and yet fulfills all his responsibilities flawlessly. goodwill of the dynasty is not besmirched. The order from Kaikeyi to spend 14 years in Combined with this is his personal humility. the forest is not seen by him as a curse but While wandering the forest in search of Sita, as an opportunity to meet and learn from Rama and Lakshmana come across an old pious sages. The hopeless task of finding his woman from a lower caste, a hunter named abducted wife is turned into an opportunity Sabari. She is an ardent fan of the beloved to unite and enable a race considered prince of Ayodhya, and invites the brothers to substandard till then. He combines the utmost rest in her humble abode. In a frenzy of love care for his followers and an unflinching and devotion, she offers a basket of fruits to devotion to their welfare with utmost Rama, after ascertaining that they are sweet humility and respect for his followers. He is by taking a bite out of them. Rama accepts the Self-Responsible individual whose every this offer with the dignity that it deserves and action is taken with the objective of bringing eats the fruits that Sabari selects for him. In benefit to the maximum number. He enhances another instance, when Vibheeshana defects their emotional healing by being sensitive from the Ravana camp and comes over to him, to the follower’s setbacks. Rama’s handling Rama’s generals are very suspicious. Instead of Bharat’s guilt and chagrin, Sugriva’s sense of ordering them to accept Vibheeshana into of defeat and Vibheeshana’s gut wrenching their fold Rama takes time to confer with and feelings of having betrayed his brother are all convince them. Rama, operating from the examples. Creating value for community is higher levels of consciousness is a SHARMAN seen in the way his impact makes the ‘Vanara leader. sena’ (monkey brigade) volunteer to perform complex tasks which build value and benefit Corporate Rishi Model the whole community. He has exceptional Proposed by Dr. Subhash Sharma (Sharma conceptual skills combined with a unique 2001) this is one of the most comprehensive, vision which shows in his problem solving integrated and cohesive models of leadership. abilities, task allocation to the followers and It looks at the function of leadership from a guidance in task performance. He believes universal perspective. Rishi is one who re sees, in empowering subordinates as seen by who looks at events from new perspectives his handling of Sugriva, Hanuman, and and sees the whole picture. This leader the members of the Vanara sena. Helping operates from the highest consciousness and subordinates grow and succeed by gently truly has the welfare of all the stakeholders as guiding them towards tasks fitted best for his objective. He understands the concept of them and by providing inspiration and Nishkama karma (work for work’s sake not motivation is evident from the same instances. for benefit) and is rooted in ethical practices. But more than all these Rama embodies the The corporate Rishi uses his visionary aspect characteristic of placing the followers before and intuition to arrive at revelations that bring himself. In the battlefield when Lakshmana about radical changes in the society. This is killed by Meghanad, Hanuman brings the model combines all the edicts pf leadership miracle herb Mritasanjivani to revive him. passed down to generation after generation of Rama insists that all the monkey soldiers who Indians and also highlighted in epics like Gita. were killed in the war be resurrected before Rama is the ideal candidate to demonstrate Lakshmana. Rama realizes the concepts of the corporate rishi model. He has unlimited Servant leadership by making service to love and compassion for everyone but never his followers his life’s motto and providing allows his emotions to come in the way of concrete support to their physical, emotional his duties. He is non attachment personified and spiritual needs as well as subordinating his

62 3D... IBA Journal of Management & Leadership personal happiness to that of his subordinates. the chaotic changes in the environment to They in turn treat the leader as the role model become an example of stellar management and willingly expend all efforts in living up to and governance. Over and above these his example and reach their potential. Though his leadership style contains traits such as Greenleaf propounded servant leadership spiritual wisdom, nurturing, mentoring etc. theory in the 20th century, Rama has shown He was a CEO in the true sense of the word, how to walk the talk long before. Creative, Enlightened leader who cultivated Organic relationships (Sharma, 2005). A new He knows that a leader is a role model and model needs to be created to encompass the this may have led to the controversial decision truly multifaceted leadership style of Rama to forsake his wife. The message here is that a which encompasses all the preeminent styles ruler cannot put anything above the wishes of and yet contains much more. Rama created his subjects. No matter what the personal cost. brand equity for Ayodhya that lives on after He can hold nothing and nobody above the ages. Even now, the ideal State is referred to wellbeing and satisfaction of his subjects. He as the Rama Rajya. This integrated model inspires motivation and team spirit, stimulates of leadership with its emphasis on humility, creativity and innovation, and mentors and putting others before oneself and strong supports each follower. A leader who is most ethical base is very relevant in today’s effective in motivating and inspiring followers VUCA (Volatile, Uncertain, Complex, is the one who subjugates his/her interests Ambiguous) world. Further research might to the fulfilling the needs of the followers. yield an instrument like The MACH-IV to When leaders are more concerned about their evaluate the leadership styles of present day followers than themselves, when satisfying managers against one of the finest leaders that personal needs takes a back seat to ensuring ever existed In the arrogant and intolerant the welfare of the followers, when personal atmosphere prevailing in the global context, humility of the leader forges strong bonds where people divided on the imaginary lines of loyalty between leader and followers, of geography, religion and ideology feel the follower is more likely to be completely suspicious of and hostile to one another, the engaged and productive. integrated model of leadership embodied by Thus perhaps the most apt model for Rama is Rama has more significance than ever. the Corporate Rishi model. Rama even when Bibliography he lives in the palace was an ascetic at heart. 1. Bass, B.M. (1985), Leadership and He embraced the Vanvas to uphold his father’s Performance Beyond Expectations, New word, but he takes to it like naturally born to York, NY: Free Press. it. He does not see it as a hardship but as an opportunity to grow. Even when he comes 2. Bass, B. M. & Avolio, B. J. (1989), Manual: back to Ayodhya as the king he is at heart an the Multifactor Leadership Questionnaire, acetic. May be this is the reason why Tulsi Das Palo Alto, CA: Consulting Psychologists the renowned sage poet calls Rama, Tapaswi Press. raja - The ascetic king. 3. Bass, B. M. (1990), Handbook of Conclusion Leadership: A Survey of Theory and Rama’s leadership style as narrated by Research, New York: Free Press. Valmiki is multifaceted. It combines the 4. Chakraborty, S. K. (1989), Foundations elements of all the finest leadership models, of Management Work: Contributions Indian or Western, to create an integrated from Indian Thought, Bombay: Himalaya model which enables Ayodhya to overcome Publications.

Vol:8 n Issue:1 n July-December, 2016 63 5. Chakraborty, S. K. (1998), Values 13. Pareek, Udai (1981), Beyond Management, and Ethics for Organizations, New New Delhi:Oxford and IBH. Delhi:Oxford University Press. 14. Chatterjee, Debasish (1998), Leading by 6. Greenleaf, R. K. (1970), The Servant as Consciosness: A Pilgrimage Towards Self Leader, Newton Centre, MA: The Robert Mastery, New Delhi, Viva Books. K. Greenleaf Center. 15. Sharma, S (1996), Management in New 7. Liden, R. C., Wayne, S. J., Zhao, H., & Age: Western Windows Eastern Doors, Henderson, D. (2008), Servant leadership: New Delhi: New Age International Development of a Multidimensional Publishers 2nd edition., 2006. Measure and Multi-level assessment, 16. Sharma, S (2003),”Towards Corporate Leadership Quarterly, 19: 161–177. VEDA: Indian Ethos and Corporate 8. Owens, B. P., & Hekman, D. R. (2012), Development”, Journal of Human Values, “Modeling How to Grow: An Inductive Volume 9, pp.163-172. Examination of Humble Leader 17. Sharma, S (1998),”Enlightened Leadership Behaviors, Contingencies, and Outcomes, in Indian Ethos: The Way of the Theory Academy of Management Journal, 55, pp. K” Management and Change, 2:1, pp. 93- 787–818. 104. 9. Shamir, B. (1991), “The Charismatic 18. Sharma, S (2002),”Corporate Rishi Relationship: Alternative Explanations Leadersjip Model:An Indian Model for and Prediction”, Leadership Quarterly, 2, Corporate Development and Ethical 81-104. Leadership”, in Uday Pareek, Ahad M 10. Hanumanta Rao Desiraju and Murthy K. Osman-Gani,S Ramnarayan and T.V.Rao M. K (1998-2008) Valmiki Ramayanam. (eds), Human Resource Development in Asia:Trends and challenges.New 11. Khatri, N. (2005), ”An Alternative Model Delhi:Oxford and IBH, pp. 291-296. of Transformational Leadership”, Vision: The Journal of Business Perspective, 9(2), 19. Sharma, S (2007), New Mantras in pp. 19-26. Corporate Corridors: From Ancient Roots to Globa Routes. New Delhi: New Age 12. Khandwall Pradip N (1987),” Managing International Publishers. Power: Corporate Humanism”, in Leadership and Power, S. K. Chakraborty 20. Sharma, S (2016), New Ideas in Strategic and Pradhip Bhattacharya (eds), New Thinkng & Management: A Knowledge Delhi: Oxford University Press. Tree of New Age Mantras, New Delhi: New Age International Publishers.

64 3D... IBA Journal of Management & Leadership 3D... IBA Journal of Management & Leadership Vol:8 n Issue:1 n July-December, 2016

Management Learnings from `Valmiki Ramayan` - The Oldest Indian Epic Reena Agrawal Jaipuria Institute of Management, Lucknow

Introduction designed from varied perspective. In recent Managerial efficiency and effective have times there has been a growing interest in gained significant relevance in the current integrating philosophy in management economic scenario. Due to globalization the education (Kale and Shrivastava, 2003). economic boundaries have become blurred There seems to be an increasing curiosity and and the events happening in one or some of interest in exploring the role of philosophy, the economies create colossal impact on the psychology, yoga, meditation, and other rest of the world. The business environment ethical and philosophical schools of thought has become highly volatile, competitive and in developing and enhancing managerial unpredictable. Therefore, the managerial efficacy. effectiveness is crucial for organizations The Indian civilization is one of the oldest to develop competitive advantage and to civilizations in the world. Numerous scholars sustain growth (Samson and Daft, 2009). have explored the Vedic literature and Several theories, prototypes, approaches and philosophies to discover the ancient Indian outlooks on managerial effectiveness have wisdom used by the kings/emperors to rule been presented in the western management the nation and to ensure sustainable economic literature; but there seems to be no common growth. In the Indian context, the studies to standards which can be applied to every explore Vedas, Upanishads, Bhagavad-Gita, country or every economy. Therefore, new Ramayana, and Kautilya`s styles and approaches towards managerial were made by scholars such as Chakraborty effectiveness keep on being evolved and (1993, 1995, 1999, 2000), Chakraborty and

Vol:8 n Issue:1 n July-December, 2016 65 Chakraborty (2008), Sharma (1996, 1998, in the varied capacities that of father, son, 1999, 2002, 2003, 2007, 2013), Krishnan (2001, teacher, pupil……….. ruler/king and citizen. 2003), Kejriwal and Krishnan (2004), Roka The thoughts, philosophies and ideals (2006), Satpathy (2006; 2007), Muniapan contained in them form what is known as (2006, 2007, 2009), Parashar (2008), Satpathy sanatana dharma and is ultimate truth for all and Muniapan (2008), Muniapan and Dass generations. The figure below exhibits some (2008, 2009), and many others. These studies management learnings comprehended from were limited to certain aspects and yet there Valmiki Ramayana which are aptly applicable is lot that needs to be discovered within the in today`s corporate world. vast Indian literature. One of the literatures which need to be explored in the context of Succession Essential management education is Valmiki Ramayana, Planning Traits of a Governing the most glorious Indian epic in the world. Successor Style Ramayana has been the source of spiritual, cultural, sociological, political and artistic Transformational Effective inspiration for ages not only to the people in Leadership Communication India but also to the people of South East Asian countries like Thailand, Cambodia, Indonesia Effective and Malaysia Muniapan and Satpathy (2010). Good Execution Human Governance Over the centuries, several authors have Resource Management explored various dimensions of Valmiki First Ramayana ranging from philosophy, Mover Strategic Advantage spirituality, politics, economics, sociology, Alliances culture, literature, language, poetry, technology Knowledge Transmission and others. However, management has not been a subject of analysis from the Valmiki Figure: Management Ramayana, although Valmiki Ramayana is full Lessons from Ramayan of valuable insights for managers. Therefore, this paper aims to fill the gap in the literature 1. Succession Planning: When Lord Ram by exploring the relevance of Valmiki returns from his gurukul fully equipped with Ramayana for development of contemporary the knowledge and skill King Dhashrath managers. The objective of the study was to thought it was the right time to reinstate Lord discover indigenous theories and approaches Ram to the throne. He discussed this with his adopted for administration, decision making, guru. Both Guru Vashishta and King Dashrath strategic management, people management knew that the people in Ayodhya valued Lord etc. The aim was to draw vital learnings from Ram, as he was an ideal human being and had the ancient literature which can be used in the capability to become a king. So when they contemporary context, to enhance managerial announced that Ram would be made the king, effectiveness and goals realization. every person in Ayodhya was happy with the decision. This explains that the veterans who Management Learnings from Valmiki steer the company must plan succession well Ramayan in time to avoid any crisis. They should pick a Valmiki Ramayana is considered the Adi person, who has proved his mettle and enjoys Kavya, the first ever epic poem written. confidence and support of the majority, as Valmiki Ramayana pictures the whole gamut their successor. This will make the succession of life of an individual and it illustrates the smooth and people will readily accept duties and responsibilities of an individual instructions from their new leader.

66 3D... IBA Journal of Management & Leadership 2. Essential Traits of Successor: Lord Ram sacrificed his gallant sons Akshay Kumar, displayed exemplary personality traits and and his brother Kumkaran to fulfill code of conduct. He was knowledgeable, his own desires. His downfall was attributed diligent, compassionate, humble, simple, to autocratic leadership led to poor decision- tolerant, truthful, fair and just. Lord Ram making. The Valmiki Ramayana clearly demonstrated emotional resilience and self- brings out democratic style of management discipline in times of distress and was always is much better than autocratic style. Advice mindful of his duties and responsibilities. and consultations should be sought from He gave priority to his responsibilities veterans in the company and if the need be rather than to his personal pleasures. This from the other stakeholders, prior to decision- made him rule the hearts of people living in taking and policy-making. The inclusive Ayodhya. Ramayan clearly demonstrates that approach to problem solving and decision- a management successor must be competent, making, enhances the chances of growth and empathetic, righteous, tolerant, humble development of an organization, whereas the and impartial. He should adopt a balanced autocratic style of management may result approach and should keep organization into catastrophic consequences. Leaders before self, only then will he receive love and should be approachable, accommodative and respect of his subordinates and will be able humble in their approach. to win the confidence and cooperation of his 4. Transformational Leadership: Lord Ram`s team members. strong leadership revealed in his wisdom, 3. Governing Style: The Valmiki Ramayana firmness, commitment, empowerment, highlights two styles of governing and motivation and open communications, management - the democratic and autocratic instilled the ‘esprit de corps’ (team spirit) (dictatorial) style. In Ayodhya King Dashrath in his army. He consulted and followed always consulted his Council of Ministers the advice of veterans in his army. Jamvant, and Advisers (e.g. guru Vashishta etc.) Sugriv, Hanuman and Vibhishan made the in decision-making and policy matters. strategy and created a road map of war Sometimes consultation was also done using against Lanka. Lord Ram believed in creating bottom-up approach, which allowed local leaders in his team. He appointed Hanuman participation and consensus. Ayodhya thus who was versatile, as team leader, to ensure was an exemplary example of an inclusive and unity of command and direction; and democratic society. Similarly Lord Ram took Angad, as commander-in-chief to manage advice from Jamvant, Hanuman, Sugriv and and coordinate the ground operations. Lord Vibhishan when he was planning a war against Ram sent Hanuman and Angad as mediators Ravan. Lanka was beset with suppressions and to Ravan prior to the war. Both Hanuman absolute intimidation. Ravan was an absolute and Angad were delegated authority, were autocrat, arrogant, unfair, and dis-respectful given full authority to operate and were towards human rights and freedoms. He responsible to bring valuable insight and used coercive power and never heeded to feedback. Both Hanuman and Angad, acted the advice and guidance by his ministers and smartly and displayed a great sense of other consultants. His decisions and policies maturity and responsibility in completing were made to suit his whims and fancies. He the given task. This explains that dynamic favored only those who were in favor of his leadership can transform the coworkers into decision. He sacked his brother Vibhishan promising leaders and inspire them to achieve from his Cabinet and sentenced him to exile, unattainable targets. The top management because the latter advised him to resolve with should make effort to develop new leaders Lord Ram in the interest of dharma. He even from within the team this would help the

Vol:8 n Issue:1 n July-December, 2016 67 company to attain new heights. They should choose one wise man against a thousand delegate relevant authority and necessary fools, as the wise will ensure prosperity in freedom to their subordinates to carry out times of emergency. One efficient and effective their task, this would instills confidence in the minister can help the king gain enormously. subordinates and they would perform their Lord Ram asserted that appointing tried very best. When Vibhishan defected Lanka, men of noble ancestry and integrity for Lord Ram wanted to take him under his strategic positions was the key to successful protection, but there was lot of disagreement government. Lord Ram also suggested that amongst the members of Lord Ram`s army. sticking to some core values which are steeped Lord Ram discussed the issue with the rest in righteousness eventually led to success. of the team members, tried to understand The main protagonist of Valmiki Ramayana, their opposition, managed to assuage their Lord Ram, is depicted as an epitome of suspicions and eventually got their consent. virtue. He was an ideal king, an ideal son Everybody in the army were contented that and a pragmatic person. He set high ethical their opinions was heard and their disapproval standards in warfare and invariably practiced was taken into consideration. Empowerment dharma or righteousness. Ravan though was of subordinates to question his decisions was a highly learned and accomplished person a key and unique quality of Lord Ram. It is neglected the advice of nay-sayers instead, he important that managers should empower chose to listen to his courtiers who played yes their subordinates to question their decisions. man, and this resulted in his downfall. Thus, They should be courageous enough to admit it is evident a company should have a value their short-comings and should be willing to based system in place to enjoy sustainable work on them. growth. The core management group who pilot the company, should comprise of people 5. Good Governance: When Bharat, goes to who are competent, trustworthy and have meet the Lord Ram in the forest to request him high emotional quotient. to return to Ayodhya and rule the kingdom, the two brothers had a lengthy dialogue. 6. Human Resource Management: Lord Lord Ram advised Bharat on how to govern: Ram advised to Bharat he should treat his from quality of ministers he should appoint soldiers well and pay their legitimate wages to the significance of strategic meetings, on time. Delays in payment of wages and to in administration to justice, other allowances could lead to dangerous Lord Ram explains all the intricacies of results. Moderate taxes should be levied administration in a simple manner. He stressed on the subjects, or else they will revolt. This that quality of ministers was critical for good explains that timely and reasonable payments governance. Lord Ram asked Bharat whether should be given to the workforce. Undue he had appointed courageous, knowledgeable, taxes and unwanted delays in payments strong-willed men with a high emotional can lead to demotivation of the employees quotient as ministers, because quality advice and may excite them to adopt unfair means. was key to effective governance. There was Lord Rama who always ‘walked the talk’, emphasis was on ability and privacy. Lord epitomized the conduct of a CEO in an Ram’s advice to Bharat was to take decision organization. When Hanuman successfully on intricate issues neither individually nor completed his Lanka trip Lord Ram took him in discussion with large group of people. in his arms and referred to him as younger It should be rather done in a proficient core brother, this was so rewarding for Hanuman group. Thus, he stressed on the need to form that he decided to serve Lord Ram forever. committee with rational number of members. Lord Ram did not show any discrimination Lord Ram advised his brother, Bharat to among his team members whether they

68 3D... IBA Journal of Management & Leadership were apes or human beings and loved and Ram army comprises of simple soldiers, but respected all, therefore every member of his when some of them were given cumbersome army worked hard to accomplish the goal. It task they excelled in that. Valmiki Ramayan is also evident from Valmiki Ramayan that the teaches that managers should not restrict the primary skills required to become a successful employee to their job description despite them leader are technical skills, cognitive and being versatile in nature, this is rather unfair analytical skills and emotional intelligence. for the organization. How the organization But it is the emotional intelligence, which is uses wide-ranging skills-sets and linkage of an embodiment of motivation, empathy and its employees, is very important in the larger social skills, which is far more significant than picture. the other two attributes. Valmiki Ramayan 7. Effective Execution: Lord Ram’s clear elucidates the significance of teamwork vision was to rescue his wife Goddess Sita in management. It reveals that if a person and defeat the evil forces. This clarity about wanted to have satisfying and sustainable the mission and vision enabled his army to relationships in workplace, then he / she needs put its heart and soul in the battle to rescue to shift from the myopic “me” paradigm to the Goddess Sita. A foreseen vision will always be holistic “we” paradigm. Another learning is a motivating factor to focus on the goal and to that team motivation is vital for organizational not get deviated. Every manager needs to have success. A good managers should be capable a clear vision of what he is aiming at and what of identifying the inherent capability of his will it bear in future. Also he needs to think team members and motivate them to excel in in line with his subordinates who will assist their work. Like Jamvant helped Hanuman in achieving those goals. Valmiki Ramayan to realize his inbuilt potential and motivated also exhibits that it is essential that one should him to act accordingly. It is also important stick to the plan. The plan to locate Goddess the managers value their subordinate. Sita got brilliantly executed by Hanuman. Ravan’s autocratic approach, arrogance and The wisdom with which he conducted the mismanagement forced Vibhishan (one of the search is an example worth emulating by wisest man in his kingdom) to abandon him managers at all levels. While crossing the sea, amidst a crisis, and join Lord Ram, as the later Hanuman declined an invitation from Mount valued his subordinates. A good manager Minaka to take some rest on the way. The needs to listens to what his subordinates have manner in which Hanuman assured Sita of to say and must try to keep them together his genuineness exhorts managers to conduct especially in times of organizational crisis. commercial negotiations by first setting the The Rakshasa army was a powerful one, anxieties of the opposite party at rest. Lord which had defeated the formidable, devas Ram told Hanuman to go to Lanka and and vanquished powerful kings. In contrast, analyze the situation so that accordingly he Lord Ram`s army comprised of soldiers from can plan his next move. On reaching Lanka the indigenous tribes who had never confronted first thing he did was to assess their strengths an experienced army. Yet Lord Ram kept and weaknesses, threats and opportunities confidence in the ability of his army to of the enemy’s camp. So Valmiki Ramayan surmount this apparently impossible odd and clearly brings out that as there is intense enthused by his confidence his army fought competition in the market it is necessary that to achieve victory. So the learning drawn is managers should conduct a SWOT analysis of that managers should set aspiring goals and their competitors this would help them plan motivate their team to achieve those goals, efficiently and perform effectively. the managers must show faith in their team 8. Strategic Alliances: Following Goddess only then will the team deliver their best. Lord Sita’s abduction, Ram wandered helplessly in

Vol:8 n Issue:1 n July-December, 2016 69 the forests searching for Sita. The Ramayan is relevant for effective business communication full of poignant details of Lord Ram’s sadness as well. in remembrance of Goddess Sita. Yet this 10. Knowledge Transmission: In Ramayan grief did not prevent him from searching for war ends not with celebration of victory but allies even when the enemy was unknown. with transmission of knowledge. When Ravan Lord Ram knew he would require a big lies seriously wounded on the battlefield army to fight against Ravan to get Goddess Lord Ram said to Lakshman, “while Ravan Sita back. He assisted Sugriv (king of apes was a brute, he was also a great scholar. who was dethroned by his younger brother Go to Ravan and request him to share his Bali) in getting bank his kingdom, this help Lord Ram to win the confidence of Sugriv, wisdom”. Though Lakshman was astonished who then with his army of apes joined he obeyed his brother, Ravan said “things that Ram and moved toward Lanka. He used are bad seduce you easily; you impatiently his tactfulness to motivate Angad to join move towards them. But things which are his army. When Vibhishan deserted Ravan, good fail to attract you; you shun them Lord Ram invited him to join his army in creatively, give strong excuses to justify your his fight against Ravan. In today`s times of procrastination”. Every day, large number of globalization strategic alliances are crucial people leave organizations and with them for growth and development. Managers who they take the knowledge about the clients, are brilliant at creating cross sector, cross competitor, markets, business processes, tricks border, alliances can win huge success for the of the trade etc. Though these may not be company. Valmiki Ramayan clearly illustrates confidential information, yet it may give them that strategic alliance may be developed with a competitive edge. Thus Valmiki Ramayan rivals / competitors to achieve predetermined exhibits that it is important that managers targets. Lord Ram was so competent he should create a knowledge management convinced Ravan to share important lessons system to retrieve, harness and transmit this he had learnt in his life, while the latter was knowledge for the benefit of the organization. lying wounded in the battle field and was Tacit and fluid knowledge are the most about to die. resourceful and most difficult to capture. The simplest method is talking to people, while 9. Effective Communication: When they are on the job and creating a repository of Hanuman met Goddess Sita in , their body of knowledge. she thought it to be her hallucination. But Hanuman jumped down and introduced 11. Combating Challenges: On his flight himself, described Lord Ram in detail, gave to Lanka, Hanuman encountered three her the ring of Lord Ram. Goddess Sita trusted obstacles. (1) First was Minaka – the Mountain Hanuman and asked him about his association who requested him to rest for a while before with Lord Ram and enquired about Lord proceeding towards Lanka. Hanuman politely Ram’s well-being. Hanuman told Goddess refused and told that he was on a mission and Sita about Lord Ram`s plan to conquer Lanka had limited time. If he would take rest, his plans and take her with him. Hanuman asked would suffer. (2) Second was Surasa, a serpent Goddess Sita for give a symbol as proof of who insisted on eating Hanuman. Hanuman their meeting which he could give to Lord asked the serpent, to open her mouth wide Ram. The Valmiki Ramayan clearly brings out enough to accommodate his gigantic body. that trust building, positive body language, As she opened her mouth Hanuman reduced evidence of genuine intention, two- way flow to thumb size, entered her mouth and flew of information are the basic essentials of an out of it before the serpent could realize. (3) effective communication and the same is Third was Simhika - a demon. Hanuman once

70 3D... IBA Journal of Management & Leadership again reduced his size and entered the mouth from historical fundamentals of management, of the demon, destroyed her vital organs and which encompass the basic managerial tenets, emerged through her ear. Thus Hanuman, with the social and psychological dimension of his sharp intellect, decision-making skills and people, humanistic approach to leadership, courage overcame all the obstacles in his way and creating a learning organization. to Lanka. Valmiki Ramayan illustrates that Valmiki Ramayana thus offers lessons on manager may encounter numerous obstacles administration and statecraft, transcending when they pursue their mission. These time and space. Therefore rather than looking obstacles may be: (a) Well-meaning obstacle: westwards for finding a way out, let us look These obstacles like Minaka are not harmful. inwards for solutions. They are put forward by the stakeholders in the interests of the organization. Managers References should to have clarity of the goal they 1. Chakraborty, S.K. (1993) Managerial want to achieve and should not fall prey to Transformation by Values: A Corporate naysayers. They should avoid deviations Pilgrimage. New Delhi, India: Sage. and politely convince the stakeholders to get their consent. (b) Obstacles that are actually 2. Chakraborty, S.K. (1995) ‘Wisdom challenges: These obstacles are blessings in leadership: leading self by the SELF’, disguise. These are the inevitable pitfalls Journal of Human Values, Vol. 1, pp.205– every project would face like cost overrun, 220. schedule overrun, change in environment, etc. These obstacles force managers to stretch 3. Chakraborty, S.K. (1999) Wisdom hard to ensure successful completion. The Leadership: Dialogues and Reflections. hardships posed by the roadblocks provide New Delhi, India: Wheeler Publishing. new insights and learnings which can be used Ancient Indian wisdom for managers 665 for the subsequent projects. Managers need 4. Chakraborty, S.K. (2000) Ethics in to be equipped with critical thinking and Management Vedantic Perspective. New problem-solving attitude to overcome such Delhi: Oxford University Press. challenges and need to take the unprejudiced decisions to resolve such problems to get 5. Chakraborty, S.K and Chakraborty, D. success. (c)The real obstacles: These are the (2008) ‘Spirituality in Management: Means unknown demons that creep around to catch or End?’, Delhi: Oxford University Press. you unaware. These have no positive impact on your project or mission. Managers should 6. Kale, H.S. and Shrivastava, S. (2003) be ready to tackle such problems head-on, ‘The enneagram system for enhancing they should be capable of risk analysis and workplace spirituality’, Journal of risk mitigation. Only then will they be able to Management Development, Vol. 22, No. 4, navigate through the rough seas to reach the pp.308–328. desired destination. 7. Kejriwal, A. and Krishnan, V.R. (2004) ‘The Conclusion impact of Vedic worldview and Gunas on transformational leadership’, Vikalpa, In the current times of economic volatility and Vol. 29, No. 1, pp.29–40. social disturbance it is all the more essential for us to go back to these basic tenets and 8. Krishnan, V.R. (2001) ‘Can Indian philosophies which we have almost forgotten worldview facilitate the emergence of in chasing the materialistic goals. The Valmiki transformational leaders?’, Management Ramayana elucidates excellent illustrations and Labour Studies, Vol. 26, pp.237–244.

Vol:8 n Issue:1 n July-December, 2016 71 9. Krishnan, V.R. (2003) ‘Modernization for managers: the relevance of Valmiki without demolishing cultural roots: the Ramayana in developing managerial role of transformational leadership’, effectiveness. Int. J. Indian Culture and In J. Gifford and G. Zezulka-Mailoux Business Management, Vol. 3, No. 6, 2010 (Eds.), Culture and the State, Volume IV 645. (Alternative Interventions). Edmonton, 16. Panda, A. and Gupta, R.K. (2007) ‘Call Alberta: Canada Research Chairs for developing indigenous organizational Humanities Studio, University of Alberta, theories in India: setting agenda for pp.164–173. future’, Int. J. Indian Culture and Business 10. Muniapan, B. (2006) ‘Can the Management, Vol. 1, pp.205–243. Bhagavad-Gita be used as a manual 17. Parashar, S.P (2008) ‘Winning over equals: for management development of insights from Bhagwad Geeta (Krishna– Indian managers worldwide?’, 5th Asia Arjun framework)’, Int. J. Indian Culture Academy of Management Conference, and Business Management, Vol. 1, No. 3, Asian Management: Convergence pp.354–359. and Divergence, Tokyo, Japan, 19–21 December. 18. Roka, P. (2006) Bhagavad Gita on Effective Leadership: Timeless Wisdom for Leaders. 11. Muniapan, B. (2007) ‘Transformational Lincoln: I Universe. leadership style demonstrated by Sri Rama in Valmiki Ramayana’, Int. J. Indian 19. Samson, D. and Daft, R.L. (2009) Culture and Business Management, Vol. 1, Fundamentals of Management (3rd ed.). No. 1, pp.104–115. South Melbourne: Cengage Learning Australia. 12. Muniapan, B. (2009) ‘The Bhagavad-Gita on leadership for good governance and 20. Satpathy, B. (2006) ‘Transformational sustainable development’, 15th Annual management and courage: evidences from International Sustainable Development the Bhagavad-Gita’, The Annual Journal Research Conference, Taking up the Global of SETU, Vol. 2006, pp.24–39. Challenge: Analyzing the Implementation 21. Satpathy, B. (2007) ‘Hierarchy of values in of Innovations and Governance for the Bhagavad-Gita’, The Journal of SETU, Sustainable Development, University of Vol. 2007, pp.15–27. Utrecht, Utrecht, 5–8 July. 22. Satpathy, B. and Muniapan, B. (2008) ‘The 13. Muniapan, B. and Dass, M. (2008) knowledge of ‘self’ from the Bhagavad- ‘Corporate social responsibility: a Gita and its significance for human capital philosophical approach from an ancient development’, Asian Social Science, Vol. 4, Indian perspective’, Int. J. Indian Culture No. 10, pp.143–150. and Business Management, Vol. 1, No. 4, pp.408–420. 23. Sharma, S. (1996) Management in New Age: Western Windows Eastern Doors. 14. Muniapan, B. and Dass, M. (2009) ‘An New Delhi, India: New Age International Indian leadership perspective from Publishers. literature works of poet Kannadasan’, Int. J. Indian Culture and Business 24. Sharma, S. (1998) ‘Enlightened leadership Management, Vol. 2, No. 4, pp.326–340. in Indian ethos: the way of the theory K’, Management and Change, Vol. 2, pp.93– 15. Muniapan Balakrishnan, Biswajit 104. Satpathy (2010). Ancient Indian wisdom

72 3D... IBA Journal of Management & Leadership 25. Sharma, S. (1999) ‘Corporate Gita: lessons 27. Sharma, S. (2003) ‘Towards corporate Veda: for management, administration and Indian ethos and corporate development’, leadership’, Journal of Human Values, Journal of Human Values, Vol. 9, pp.163– Vol. 5, pp.103–123. 172. 26. Sharma, S. (2002) ‘Corporate Rishi 28. Sharma, S (2007), New Mantras in leadership model: an Indian model Corproate Corridors: From Ancient Roots for corporate development and ethical to Global Routes, New Age International leadership’, In U. Pareek, A.M. Osman- Publishers, New Delhi. Gani and T.V. Rao (Eds.), Human 29. Sharma, S. (2013), Wisdom & Consciousness Resource Development in Asia: Trends from The East: Life, Living & Leadership, and Challenges. New Delhi, India: Oxford IBA Publications, Bangalore. and IBH, pp.291–296. 30. Valmiki Ramayana (2012), Gorakhpur: Gita Press, pg 1-1101.

Vol:8 n Issue:1 n July-December, 2016 73 3D... IBA Journal of Management & Leadership Vol:8 n Issue:1 n July-December, 2016

A Strategic Management Approach to India’s Classical Wisdom: Ramayana Brijesh Singh Department of Management Studies, PES University, Bangalore B.N. Balaji Singh Faculty of Management, PES University, Bangalore

Abstract Ramayana has 24000 shlokas (verses) categorized in 500 sargas (chapters), divided over 7 kandas (books). The teachings of Ramayana have been explored by different experts and applied to the disciplines of politics, philosophy, spirituality etc. but not extensively to the field of Strategic Management. This paper fills the gap by applying the teachings of Ramayana to the Modern Strategic Management discipline. The authors have employed “Vedic Hermeneutics”, a qualitative methodology, to explore the 7 kandas and establish a correlation between teachings of Ramayana and different facets of strategic management process like environment scanning, goal setting, strategy formulation, and strategy implementation.

Introduction (Prasad 2001), ethics (Sarma B 1978), politics Valmiki Ramayana was authored by Sage (Pollock, S. 2004), history (Lee, D. 2000) Valmiki between 400-500BC.It is among etc. Management is one of the disciplines the first text in the Indian history whose where the exploration and application of significance cuts across the genres of different Valmiki Ramayana is limited (Muniapan and ages, caste, gender, income etc. Its meaning Satpathy 2010). Even within management the has been construed in different contexts application of Valmiki Ramayana to strategic for different disciplines like spirituality management is sparse. Various other Indian

74 3D... IBA Journal of Management & Leadership scriptures Bhagvad Gita, Vedas, Upanishads resources. Hence strategy is an integral part of have been explored to extract the management the Strategic Management Process applied to learning’s by researchers like Hee, C.C.H achieve the organization goals (Peter Drucker, (2007), Muniapan and Dass (2008, 2009), 1954). The different phases of Strategic Satpathy and Muniapan (2008), Sharma (1996, Management process are as follows: 1998, 1999, 2002, 2003), Krishnan (2001, 2003), Chakraborty (1993, 1995,1999), Chakraborty Environment and Chakraborty (2008) but there is a huge Scanning & literary gap in the application of Ramayana to Analysis the strategic management arena. This paper is an attempt to build this literary gap. This paper is probably the first written account of Monitoring and existence of Strategic Management Process Goal Setting in different books (kandas) comprising Evaluation Ramayana. Ramayana and Strategic Management are 2 different philosophies and finding a common ground between them requires judicious inquiry into the literature. Strategic Strategy Strategy Management Process has different definitions Implementation Formulation and perspectives as found in both academic research and in practice (Henry Mintzberg 1988). Understanding these nuances and then 1. Environment Scanning and Analysis applying them to Valmiki Ramayana required The first stage in the Strategic Management prudent understanding of both Ramayana Process is to scan the external environment and Strategic Management Process. The and analyze the present trends and future authors used a methodology “Vedic projections. Both the broad and the task Hermeneutics” to explore different Kandas. environment need to be analyzed. Over Authors have highlighted different episodes the years researchers and management from Ramayana where Strategic Management experts have provided several frameworks Process was successfully applied and also an like PESTLE (Francis Aguilar, 1967), SWOT episode where the improper application of (Albert Humphrey 1960), Porter 5 forces Strategic Management Process did not yield analysis (Porter, 1980), etc. to analyze the desired results. In this paper authors have environment in which an organization and quoted verses from different chapters in 7 its stakeholders operate. kandas to support their work holistically. 2. Goal Setting Strategic Management Process After environment analysis, organizations Strategy forms the root of Strategic set their goals. Generally these goals are management process (Porter 1980). Strategy further broken down in different objectives is synonymous to goal achievement under so as to provide a better strategic direction uncertain conditions by employing limited to the organization and help achieve its resources of an organization. The Strategic goals much more effectively. Management process is undertaken for the achievement of strategic goals by formulating 3. Strategy formulation and implementing strategy in an uncertain The Strategy formulation is the heart of environment with an effective use of the Strategic Management Process. After

Vol:8 n Issue:1 n July-December, 2016 75 a thorough analysis of the organization’s evaluated and a corrective action is to be operating environment along with the taken wherever required. This phase is goals it wants to achieve, strategy is crucial in correcting intermittently, the formulated. Different scenarios are being strategic direction of the organization. planned (Peter Schwartz, 1991) and an The improved strategy acts as an input outcome of all those scenarios is analyzed. to the 2nd cycle of Strategic Management The resource allocation is done so as to Process. This cycle continues till the maximize the productivity of the resources organization achieves its goals. Some of and also to maximize the probability of the tools used during this process include attainment of set objectives. During the balanced scorecard (Kaplan & Norton, Strategy formulation process organizations 1992), strategy maps (Lawrie & Cobbold, also plan alternative strategies as a part 1990) etc. of the backup plan to reach their goals. About Valmiki Ramayana Some of the important strategy concepts include core competence (Gary Hamel, C यावत् स्थास्यन्तिगिरयः सरितः च महीतले || १-२-३६ K Prahlad, 1990), experience curve (BCG, तावत् रामायण कथा लोकेषु प्रचरिष्यित | 1966), corporate strategy and portfolio “As long as the mountains and even rivers flourish theory (BCG, 1970), competitive advantage on the surface of the earth, so long the legend of (Porter, 1980), generic competitive Ramayana will flourish in this world. (verse strategies (Porter, 1980), Value Chain 36b-37a, Sarga 2, Book 1, Bala Kanda). (Porter, 1985) etc. Ramayana is a Sanskrit epic poem written by 4. Strategy Implementation Shri Valmiki, a Hindu sage and a Sanskrit poet. The execution of the formulated It is regarded as one of the two great works strategy happens during the strategy of Indian Literature along with Mahabharata. implementation phase. The implementation Sage Valmiki collected songs and legends phase witnesses the real action on the connected to Lord Rama, and wrote down ground. This is when the rubber meets the his version of the Ramayana in 400 BC. He road. All the factors of business success like is said to have invented the verse metre, the men, machine, material, money, methods sloka, in which he wrote his poem. This metre are aligned to reach the goals at the has influenced Indian poetry ever since. Sage corporate, business and functional level. Valmiki wrote 24,000 verses in 500 chapters The implementation process synergizes the (sargas) and 7 books (kaṇḍas), telling the tale effort of all the functions to minimize the of Lord Rama. The Ramayana has played gap between planning and execution. an important role in developing ethos and 5. Monitoring and evaluation morality in Hinduism. It depicts the duties Monitoring and evaluation goes hand in and relationships of individuals, portraying hand with the strategy implementation ideal characters like the ideal father, the process. The strategy thus formulated ideal servant, the ideal brother, the ideal wife requires acumen to execute during and the ideal king. The name Ramayana is the implementation process. Various derived by compounding Rama and ayana controllable and uncontrollable factors, (“going, advancing”), translating to “Rama’s which may have skipped organization’s Journey”. The verses in the Ramayana are attention during the strategy formulation written in a 32-syllable meter called anuṣṭubh. process, will come into play during the The Ramayana was an important influence implementation phase. The implementation on later Sanskrit poetry and Hindu life and phase needs to be keenly monitored and culture. Like the Mahabharata, the Ramayana

76 3D... IBA Journal of Management & Leadership is not just a story: it presents the teachings The Ramayana always reminds us the of ancient Hindu sages in narrative allegory, choices we have as human beings interspersing philosophical and devotional a) To follow the path of righteousness as elements. The characters Lord Rama, Mata done by Lord Rama, or, Sita, Lakshmana, Bharata, Hanumana and Ravana are all fundamental to the cultural b) To get swayed by distractions and let the consciousness of Hindu Religion. evil rule us as in the case of Ravana. There are 7 kandas (books) in Ramayana Methodology namely: Ramayana has played a central role in the development of Indian spiritual 1. Bala Kanda: The first book narrates the consciousness. Various experts and learned childhood and the adolescence stage of people have applied the teachings of Lord Rama. Ramayana in different arenas namely history, 2. Ayodhya Kanda: Book 2 in the series depicts spirituality, politics, philosophy and even the rule of King Dashratha and his love for science. Lately management discipline too Lord Rama. This book includes the episode has embraced the teachings of Ramayana of Kaikeyi asking Dashratha for coronation for highlighting the effective management of Bharata to throne and Lord Rama’s exile. practices. The authors have employed “Vedic 3. Aranya Kanda: Book 3, also known as “The Hermeneutics”, a qualitative methodology, Book of the Forest,” depicts the life of Lord to explore the 7 kandas and establish a Rama, Lakshmana and Mata Sita in the correlation between teachings of Ramayana forest during their fourteen year exile. It and different facets of strategic management also narrates the tale of abduction of Mata process like environment scanning, strategy Sita by Ravana. formulation, strategy implementation etc. for increasing the organizational effectiveness. 4. Kishkindha Kanda: Book 4 in Valmiki The following 3 phases summarizes the Ramayana also known as “The Book of The qualitative methodology used by the authors: Empire of Holy Monkeys,” includes the tales of Lord Rama befriending Sugreeva, 1. Phase I – Reading and Understanding killing of Bali and start of search for Mata Ramayana Sita. Authors have studied the different verses 5. Sundara Kanda: Book 5, it includes the in 7 kandas and understood the meaning of journey of Sri Hanumana to Lanka, those verses as narrated by Sage Valmiki. exploring the abundance in Lanka, finding In this process an overview of all 7 books Mata Sita and returning to kishkinda after was undertaken and meaning of different setting fire to Lanka. verses as narrated by Sage Valmiki was studied. 6. Yuddha Kanda: Book 6 also known as “The Book of War,” narrates the defeat of Ravana, 2. Phase II – Analysis and establishing finding Mata Sita, the return to Ayodhya, relationship between Ramayana and and the coronation of Lord Rama. Strategic Management process 7. Uttara Kanda: Book 7 detailing Lord Phase II constituted analysis of different Rama’s life as a king, the banishment of kandas and authors have tried to establish Mata Sita, the birth of Lava and , the a pattern and a relationship between the reconciliation of Lord Rama and Mata Sita, progress of few important episodes (stories) her death or return to the earth, and Lord in the respective kandas and the strategic Rama’s ascent into heaven. management process. The following

Vol:8 n Issue:1 n July-December, 2016 77 episodes were hand picked by authors to episodes which can be showcased as display the Strategic Management Process successful Strategic Management Processes in Ramayana: but also an episode of ‘Shupranakha offering wifehood to Lord Rama” as an example of Kaikeyi asking Dashratha for Episode 1 failed Strategic Management Process. The Lord Rama’s Exile strategic management framework used is the Episode 2 Mata Sita Haran (Abduction) same as mentioned in the section 2 above. Let us review the Strategic Management Process Lord Rama meets Sri Episode 3 in these episodes: Hanumana & Sugreeva Episode 1: Kaikeyi asking Dashratha for Episode 4 Death of Bali Lord Rama’s Exile Lord Rama’s search for Environment Scanning: Episode 5 Mata Sita Manthra played a crucial role in the These episodes along with their verses from environment scanning and analysis phase different chapters have been extracted and of this episode. The environment scanning a strategic management process has been started with Manthara getting a lowdown on displayed later in the document. the day of anointment of Lord Rama to the throne of Ayodhya and then telling Kakeyi 3. Phase III – Strategic elements interpreted the impact of Lord Rama’s anointment on from Ramayana, extended to modern day her and her son Bharata. She paints a grim management practices. picture of the future showing them destitute The authors have tried to draw parallel and miserable, if Lord Rama is anointed to between the Strategic Management the throne. Manthra convinces Kakeyi to stop elements found in Ramayana and the the coronation of Rama. The environment present day management practices. scanning in this episode has been discussed extensively in Sarga 7 -8, Book 2, Ayodhya Strategic Management and Ramayana Kanda. Ramayana is full of episodes depicting the Strategic Management Process; rather it will Goal Setting not be an exaggeration to say that Ramayana Based on this analysis of Manthara, Kakeyi depicted the Strategic Management Process sets a goal (verse 2, Sarga 9, Book 2, Ayodhya thousands of years before, even the word Kanda) strategic management was coined and put in usage for the masses. The mission of अद्य राममितः क्षिप्रं वनं प्रस्थापयाम्यहम् | Lord Rama was to find Mata Sita and as his यौवराज्ये च भरतं क्षिप्रमेवाभिषेचये || २-९-२ journey progressed based on challenges “Now itself, I shall send Rama quickly to forest. to be surmounted and opportunities to be I shall get Bharata anointed for princely kingdom reaped, goals were set. Some of these goals immediately.” were further divided into objectives. For the fulfillment of these goals and objectives, Strategy Formulation strategies were formulated and implemented. The strategy formulation happens between The authors have selected the episodes as Kakeyi and Manthara after the goal is set. mentioned in the section above, to depict the Manthara reminds Kakeyi of her 2 pending occurrence of Strategic Management process boons, given to her by Dashratha for saving in Ramayana. his life. She tells her to enter into the “room Authors have highlighted not only the of wrath” as if angry with him and lie down

78 3D... IBA Journal of Management & Leadership on the floor without any spread underneath Hence a complete strategic management and wearing soiled clothes. Kakeyi has to process was followed by Manthara and look sorrowful and keep on crying, without Kakeyi in this episode to achieve their twin looking at Dashratha and without talking to objectives of Lord Rama’s exile and Bharata’s him face to face. The strategy formulation coronation to the throne. part of this episode is beautifully depicted in Episode 2: Sita Haran (abduction) Sarga 9, Book 2, Ayodhya Kanda. Sarga 9 has 66 verses and most of these verses deal with Environment Scanning Strategy formulation between Kakeyi and played an important role in Manthara to achieve the set goal. environment scanning and analysis in this episode. She went to Ravana after she was Strategy Implementation disfigured by Lakshmana. She told her Strategy once formulated was well tale of being insulted and killing of their implemented. This has been captured in brothers Khara & Duushana along with Sarga 10-11, Book 2, Ayodhya Kanda. Sarga fourteen thousand demons by Lord Rama & 10 narrates in detail the setting of “room Lakshamana. She updated Ravana about the of wrath” before the conversation between valour of Lord Rama and Lakshmana and Kakeyi and Dashratha begins. Sarga 11 also about the beauty of Sita. She invigorated narrates the conversation between Kakeyi and Ravana to have Sita as his wife (Sarga 34, Book Dashratha and in the end of this sarga (verses 3, Aranya Kanda) 26-27-28) she unravels her twin objectives of making Bharata the king and sending Lord Goal Setting Rama to Dandaka forest for fourteen years. Ravana after listening to Shurupnakaha, met Sarga 12 & Sarga 13 depicts the shocking state his brother Mareecha and during this time he of King Dashratha after hearing Kakeyi’s sets his goal for abducting Mata Sita: demands and his relentless pleading to her to change her mind but as decided by Manthra येन वैरम् विना अरण्ये सत्त्वम् and Kakeyi during strategy formulation आश्रित्य केवलम् || ३-३६-१२ process, Kakeyi was completely focused on कर्ण नास अपहारेण भगिनी मे विरूपिता | fulfilling her twin objectives. तस्य भार्याम् जनस्थानात् सीताम् Monitoring सुर सुत उपमाम् || ३-३६-१३ आनयिष्यामिविक्रम्य सहायः तत्र मे भव | After the implementation of her strategy, Kakeyi monitored the situation till the time “By whom my sister is disfigured stripping off her goal of sending Lord Rama to forest was her nose and ears, that too, without any enmity achieved. This is described in Sarga 18 and but just depending upon his own brawn, I would Sarga 36. Kakeyi makes sure that Sumantra like to inveigle such a man’s nymphean wife Sita should bring Lord Rama to her palace and holding sway on her in Janasthaana, and in that the news of Bharata’s coronation and his exile matter I want you to be my aide in Dandaka forest. should be told to him. She herself broke the [3-36-12b, 13, 14a]. news to Lord Rama (Verse 34 – 40, Sarga 18, The goal setting is highlighted in verse 12b-13- Book 2, Ayodhya Kanda). Also in Sarga 36 14a, Sarga 36, Book 3, Aranya Kanda. when Dashratha decided to send his army along with Lord Rama for his protection to Strategy Formulation forest, she made sure that Lord Rama should Strategy formulation for this episode is go to forest without any army or treasure to mentioned in detail in Sarga 40-41, Book 3, aid him (verse 12, Sarga 36, Book 2, Ayodhya Aranya Kanda. In these chapters Mareecha Kanda). tries to dissuade Ravana from any ill doing.

Vol:8 n Issue:1 n July-December, 2016 79 According to Mareecha the path embraced शुद्ध आत्मानौ यदिएतौ जानीहित्वम् प्लवंगम | by Ravana was immoral and unethical but Ravana threatens to kill Mareecha if he did व्याभाषितैः वा रूपैः वा विज्ञेया दुष्टता अनयोः || not obey him. They plan that Mareecha will ४-२-२७ become a silver-potted golden deer and divert “You shall know whether those two are clean at Lord Rama and Lakshamana away from heart or otherwise, or about their evil-mindedness Hermitage where Mata Sita is residing. With or otherwise by conversation...” Thus Sugreeva both Lord Rama and Lakshamana away from said to Hanuma. [4-2-27]. the hermitage, he will abduct Mata Sita. 2. Second goal was to create a bonhomie Strategy Implementation between Lord Rama and Sugreeva After strategy was formulated, the strategy लक्षयस्व तयोः भावम् प्रहृष्ट मनसौ यिद | implementation part is discussed at length in विश्वासयन् प्रशंसािभः इङ्गितैः च पुनः पुनः || Sarga 42-49, Book 3, Aranya Kanda. All these ४-२-२५ 8 chapters tell a story of successful strategy implementation of the strategy being planned मम एव अभिमुखम् स्थित्वा पृच्छ त्वम् हरिपुंगव | between Ravana and Mareecha. The goal of प्रयोजनम् प्रवेशस्य वनस्य अस्य धनुर् धरौ || abducting Mata Sita was achieved by Ravana. ४-२-२६ Yet another example of a successful strategic “Aim at their concepts and if they are pleasant- management process from Ramayana. hearted, duly create confidence in them by conducting yourself, and also commending them Episode 3: Lord Rama meets Sri Hanumana again and again... oh, best of monkeys, Hanumana, and Sugreeva set their face towards me alone in a compassionate Environment Scanning and analysis: manner, and you inquire about the reason of their Environment scanning in this episode starts entering this forest alone... of those bows wielders... when Sugreeva gets petrified after seeing [4-2-25, 26]. Rama and Lakshamana at Mt. Rishyamuka Strategy Formulation & (verse 128, Sarga 1, Book 4, Kishkinda Strategy Implementation Kanda). Sugreeva thinks that Lord Rama and Sri Hanumana in this case had a broad Lakshmana have been sent by Bali to kill him. strategic plan but his strategy had to develop Sarga 2, Book 4, Kishkinda kanda talks about impromptu based on his conversation with the environment scanning and analysis by Rama and Lakshamana. Hence these two Sugreeva, the king of vanaras. phases of Formulation and Implementation Goal Setting have been dealt with together in this episode. तौ त्वया प्राकृतेन एव गत्वा ज्ञेयौ प्लवंगम | Verses 28-29, Sarga 2, Book 4, Kishkinda Kanda is the start of the strategy formulation इङ्गितानाम् प्रकारैः च रूपव्या भाषणेन च || and implementation phase. During this ४-२-२४ phase Sri Hanumana approaches Rama “Begone to them oh, monkey Hanuman, in a and Lakshmana in the guise of an ascetic to commoner’s form, for your monkey-hood is know their identity. After a brief conversation distinguishable by Bali’s agents, and know the with them he establishes their identity and intentions of those two by their conduct, by their then Sri Hanumana reveals his identity also. semblance, and by their conversation, as well... Lakshmana narrates the story of Mata Sita’s [4-2-24]. abduction to Sri Hanumana and tells him 1. First goal set for Sri Hanumana was to about their search for Monkey King Sugreeva. unravel the identity of Lord Rama and Hanuman befriends them and takes them to Lakshmana Sugreeva so that his 2nd objective of creating

80 3D... IBA Journal of Management & Leadership a bonhomie between Rama and Sugreeva is तव प्रसादेन नृसिंह वीर achieved. Sarga 3-4, Book 4, Kishkinda Kanda, प्रियाम् च राज्यम् च समाप्नुयाम् अहम् | narrates the phase of strategic formulation and implementation in detail. तथा कुरु त्वम् नर देव वैरिणम् यथा न हिंस्यत् स पुनर् मम अग्रजम् || ४-५-३० Episode 4: Death of Bali “By your grace, oh, lion among men, let me regain Environment Scanning and Analysis my wife and kingdom too... oh, god of humans, The bonhomie between Lord Rama and as to how he does not suffer me again, thus you Sugreeva had taken roots and both of them may please make happen... let not my elder brother required each other. Sugreeva required the turned as an enemy of mine suffer me again... assistance of Lord Rama to win back his [4-5-30]. kingdom and Lord Rama certainly required Goal 2 was to regain Sugreeva’s kingdom and Sugreeva’s help to find Mata Sita. hand over his wife to him. भाव्यो राज्यागमः तस्य सुग्रीवस्य महात्मनः | Strategy Formulation यत् अयम् कृत्यवान् प्राप्तः Not enough thought was being put in कृत्यम् च एतत् उपागतम् || ४-४-२ formulating the strategy for the first time. “Conceivable is the retrieval of the kingdom by that This is captured in verse 13, Sarga 12, Book 4, great souled Sugreeva...and for which deed, this Kishkinda Kanda. Lord Rama with a pledge purposive Rama has come, and that deed desired to eliminate Bali tells Sugreeva to go to by Rama is also achievable by Sugreeva, and thus Kishkinda and challenge Bali for a duel. all this has came by...” [4-4-2]. Strategy Implementation Their friendship has been a foundation to the The strategy formulated above was discussions that took place between Lord Rama implemented. The strategic implementation and Sugreeva. Sugreeva narrates to Lord Rama part is covered from verse 14-23, Sarga 12, the tale of Mata Sita’s abduction by Ravana Book 4, Kishkinda Kanda. The implementation (Sarga 6, Book 4, Kishkinda Kanda). Sugreeva was a failure because not enough thought was also tells Lord Ram in detail regarding the tale being put during the planning phase. Sugreeva of enmity between Bali and him, the strength challenged Bali for a duel. Bali accepted the of Bali, banishment of Sugreeva by Bali and the challenge and defeated Sugreeva. Sugreeva incident of Dundubhi, a mountainous buffalo fled towards Mt Rishyamuka to save his life. demon (Sarga 8-11, Book 4, Kishkinda Kanda). Evaluation Sugreeva helped Lord Rama understand the strength and weaknesses of Bali. Sugreeva asked Rama why did he not kill Bali with his arrows during the duel between Bali Goal Setting and him. Lord Rama told him that he did not After environment scanning and analysis, release arrows from his bow as he was not able twin goals were set as depicted below to differentiate between Bali and Sugreeva. This is narrated from verse 24-34, Sarga 12, उपकार फलम् मित्रम् विदितम् मे महाकपे || Book 4, Kishkinda Kanda. ४-५-२५ Strategy Reformulation वालिनम् तम् वधिष्यामितव भार्य अपहारिणम् | Lord Rama urged Sugreeva to challenge Bali “A friend is the resultant factor of helpfulness... again for the duel but this time he decided that I know... oh, great monkey I intend to that Sugreeva should wear an identification eliminate that Bali, the abductor of your wife... [4- mark. Lakshmana garlanded Sugreeva with a 5-2b, 26a5]. gaja creeper as an identification mark (verse Goal 1 was to kill Bali 35-42, Sarga 12, Book 4, Kishkinda Kanda).

Vol:8 n Issue:1 n July-December, 2016 81 Strategy Re-implementation went southward under the command of Angad Sugreeva along with Lord Rama and were able to locate Mata Sita. Hanumana Lakshmana goes to Kishkinda again and realizing his potential jumps across the ocean challenges Bali for a duel, the second time. and returns after finding the whereabouts of This time because of Sugreeva’s identification Mata Sita. This episode is extensive in nature mark, Lord Rama did not have trouble and covers the sargas from Book 4, kishkinda differentiating between Sugreeva and Bali. He kanda and Book 5, Sundara Kanda released his arrow towards Bali, ultimately Example of Failed Strategic killing Bali. Sarga 13-16, Book 4, Kishkinda Management Process kanda, deals with Death of Bali. Ramayana is not only rich with successful Episode 5: Lord Rama’s Search for Mata Sita instances of Strategic Management Process but Environment Scanning and Analysis also depicts few instances where the strategic management process was not adhered to, Lord Rama and Lakshmana were on a mission hence the outcome was a failure. to find Mata Sita and this mission got abig boost after Lord Rama befriended Sugreeva. Episode 6: Shurpanakha Offering The environment scanning and analysis has Wifehood to Ram been depicted in Sarga 6, Book 4, Kishkinda Environment Scanning & Analysis Kanda, where Sugreeva narrates the abduction This episode starts in verse 6, Sarga 17, Book 3, of Mata Sita to Lord Rama. After Sugreeva is Aranya Kanda, when Shurpanakha sees Lord anointed as king of kishkinda a strategy is Rama and gets a desire to marry him. She being formulated to find Mata Sita gets infatuated after seeing Lord Rama (verse Goal Setting 7, 8,9a, Sarga 17, Book 3, Aranya Kanda) and Goal Setting is depicted in the verse 6, Sarga 6, does not even analyze the situation before Book 4, Kishkinda Kanda jumping to action. No scanning and analysis is being done in this episode. रसातले वा वर्तन्तीम् वर्तन्तीम् वा नभः तले | Goal Setting अहम् आनीय दास्यामितव भार्याम् अरिन्दम || ४-६-६ तान् अहम् समतिक्रान्ता राम त्वा पूर्व दर्शनात् | “Oh! Enemy destroyer, Rama, I will fetch your wife समुपेता अस्मिभावेन भर्तारम् पुरुषोत्तमम् || to give her to you whether she is in netherworlds or ३-१७-२४ even in empyrean worlds. [4-6-6]. “I can excel all of them by my bravery, oh, Rama, Strategy Formulation and and on seeing you for the first time I had a notion Strategy Implementation that you being the choicest among men you alone are my husband, hence I neared you. [3-17-24]. Strategy formulation and Implementation is narrated from Sarga 37-52, Book 4, Kishkinda Shurpanakha wanted to marry Lord Rama as Kanda. This covers Sugreeva’s summoning to expressed in the verse 24, Sarga 17, Book 3, all monkey chiefs to kishkinda and assigning Aranya Kanda. them the role to search Mata Sita. Vanaras Strategy Formulation were divided into different troops and each of No strategy was formulated and she directly those troops was sent to 4 different directions. approached Lord Rama to tell her desire of Lord Rama gave his ring to Sri Hanuman to marrying him and offering him her wifehood. show it to Sita, incase he finds her. The ring will establish instant credibility with Mata Strategy Implementation Sita. The strategy implementation part of this Shurpanakha approaches Lord Rama and asks episode ends when troops of Vanaras who him about his whereabouts. Lord Rama tells

82 3D... IBA Journal of Management & Leadership her briefly about his story and then asks her • Modern Day Management to introduce herself. Shurpanakha reveals her Extending the analogy mentioned above identity along with the desire to marry Lord from Ramayana, the role of a leader in an Rama. Lord Rama chuckles and diverts her organization is paramount. An organization to Lakshmana, Lakshmana uses wordplay in without an able leader will never be able to retorting her in her own words. But she takes grow consistently. All the top organizations the apparent meaning of Lakshmana’s words of today are characterized by strong leaders and rushes to eat Mata Sita. Lakshmana at their helm. Few examples include Bill defaces her and she noisily runs away from Gates, Michael Dell, Larry Allison, Kumar there. This is narrated in Sarga 17 and Sarga Mangalam Birla, Anand Mahindra among 18, Book 3, Aranya Kanda. others.

Ramayana Depictions of some strategic 2. SWOT Analysis elements and their similarities with the Ramayana Depictions Modern day Management Before finding and meeting Mata Sita, Ramayana is one of the ancient texts whose Sri Hanumana had already scanned and teachings can be applied across the disciplines. assessed the environment of Lanka (Sarga 4 In the following section authors have drawn – 10, Book 5, Sundar Kanda). After meeting a parallel between the strategic management Mata Sita, Hanuman decided to test the strength of the demons. His thinking is elements depicted in Ramayana vi-a-vis the depicted in the following verse (verse 9, modern day management: Sarga 41, Book 5 Sundar Kanda) 1. Leadership ततः समासाद्य रणे दशाननं | • Ramayana Depictions समन्त्रिवर्गम् सबलप्रयायिनम् | An important verse in Ramayana depicting हृदिस्थितम् तस्य मतम् बलं च वै | the role of a leader and importance of the king is inscribed in Book 2, Sarga 14, verse सुखेन मत्त्वाऽहमितः पुनर्व्रजे || ५-४१-९ 56-57. These words were spoken by Sage “Then meeting Ravana with his troop of ministers, Vashishta to King Dashratha advising him his army and his followers in battle as well as to expedite the coronation ceremony of knowing his designs and strength, I will go back Ram. from here happily.” क्षिप्रमाज्ञ्प्यतां राजन् राघवस्याभिषेचन्म् | Modern Day Management यथा ह्यपालाः पशवो यथा सेना ह्यानायका || SWOT Analysis is an important business २-१४-५६ tool today. Organizations before taking यथा च्न्द्रं विना रात्रिर्यथा गावो विना वृषम् | an important decision in an uncertain environment of today does a SWOT एवं हिभविता राष्ट्रं यत्र राजा न दृश्यते || (Strength, Weakness, Opportunity and २-१४-५७ Threat) analysis. The SWOT analysis “Oh king! Give orders quickly for Rama’s minimizes the risk and helps organization coronation ceremony. A kingdom without a king focus on the opportunities aligned with its is like cattle without a herdsman, army without strength. a commander, night without the moon and cows without a bull.” 3. Strategic Alliances Ramayana Depictions These words establish the importance A win-win-win alliance was there among of the leadership position of a king in a Lord Rama – Sugreeva & Vibhishana and kingdom all 3 of them succeeded in achieving their

Vol:8 n Issue:1 n July-December, 2016 83 goals. Lord Rama found Sita, Sugreeva Modern Day Management was reinstated as the king of kishkinda Competitor strongly impacts the working and Vibhishna was made the king of Lanka of an organization in the marketplace. In after Ravana’s death. modern times organization use several Modern Day Management ethical ways of tracking the information of the competitor. Some of them include Strategic alliances in the modern business secondary research in journals, attending world help organizations grow together. industry conferences, networking, Organizations having complementary customer panels, newspapers, talking to skillsets come together to fulfill their goals people etc. This is all done to plan their of achieving a higher share of the market. strategies much more prudently and win In the process of achieving their individual in the marketplace. goals they also create a higher value for their customers. 6. Corporate Espionage Ramayana Depictions 4. Resource Allocation Ramayana Depictions Vibhishana sent his counselors as spies into Lanka to overlook their preparations Lord Rama’s division of army into of war. This has been detailed in verse battalions and allocating commanders to 7-20, sarga 37, Book 6, Yuddh Kanda. The each battalion based on their strengths, talks following verse from Sarga 37, Book 6 about his acumen in resource allocation and captures the essence of espionage utilization. This is depicted in verse 13-18, sarga 24, Book 6, Yuddh Kanda. Resource भूत्वा शकुनयः सर्वे प्रविष्टासः allocation has again been discussed based च रिपोर् बलम् | on the updated news brought to him by विधानम् विहितम् यच् च तद् Vibhishana’s spies in verse 26- 32, sarga 37, द्ऱ्ष्ट्वा समुपस्थिताः || ६-३७-८ book 6, Yuddh Kanda. “Assuming the form of birds, all the four entered Modern Day Management that enemy’s citadel and observed the measures Modern day management is all about taken by Ravana closely.” managing resources to provide an optimal Modern Day Management output. Resources especially human Corporate espionage is unethical in nature resource forms the backbone of any but in the past renowned organizations organization. An adept leader knowing the were involved in aerial survey, buying skills of his people assigns work to them garbages, poaching senior people from based on their strengths. This helps in the competitors. Generally it is being completing designated work keeping other discouraged as it sullies the image of an resources under control. organization in the marketplace. 5. Competitor Information 7. Impulsive Decisions Ramayana Depictions Ramayana Depictions Competitor information is enumerated in The best example of this is Mata Sita’s Sarga 27-28, Book 6 Yuddh Kanda. In this infatuation with the golden deer. Sage episode Sharana & Shuka are updating Valmiki has captured her emotions in Sarga Ravana on key skills and abilities of each of 43, Book 3, Aranya Kanda. An impulsive the commanders of Lord Rama. This was decision to have a golden deer despite done to help Ravana plan his strategies repeated logical arguments presented by much more judiciously. Lakshmana lead to her abduction by Ravana.

84 3D... IBA Journal of Management & Leadership Modern Day Management 10. Strategic Alternatives: Impulsive decisions also land Customers Ramayana Depictions and organizations in precarious situations. A good example of strategic alternatives Impulsive decisions based on the aesthetics available and their evaluation is narrated or price of a product or a service has lead to in verse 3, Sarga 41, Book 5, Sundar Kanda. grave lapses both in an individual customer and a corporate scenario. Generally an न साम रक्षह्सु गुणाय कल्पते | informed decision especially in a corporate न दनम् अर्थ उपचितेषु वर्तते | setting is encouraged to yield impactful न भेद साध्या बल दर्पिता जनाः | results. पराक्रमः तु एष मम इह रोचते || ५-४१-३ 8. Succession Planning “In the case of demons, the strategy of negotiation Ramayana Depictions is not practicable. For those persons having Succession planning has been highlighted abundant wealth, the strategy of bribery is not in verse 35, Sarga 1, Book 2, Ayodhya suitable. For persons who are proud of their Kanda. strength, the strategy of sowing dissension is not amenable. Prowess alone is agreeable for me here.” अथ राज्ञो बभूवैवं वृद्धस्य चिरजीविनः || २-१-३५ प्रीतिरेषा कथं रामो राजा स्यान्मियजीवित | Hanumana had four alternatives available to him to him after meeting Mata Sita to The long living and aged Dasaratha thought: “Will know the strength of at Lanka. Rama become king while I am still alive? Shall I They were sowing dissension, negotiation enjoy that happiness?” and bribery; he chose the fourth strategy of Modern Day Management open assault.” Succession planning is an important Modern Day Management responsibility of the leadership team Modern day management analyses today. A good succession planning process different strategic alternatives before in place ensures the longevity of the coming to a concrete decision. The Board organization and a lead time to inculcate of Governors comprises of corporate desired skillsets in the successor. big-wigs to provide an astute analysis of 9. Democratic Decision Making Process: strategic alternatives and which alternative Ramayana Depictions to embrace as the future of the organization Democratic decision making process is is dependent on such decisions. depicted in Sarga 2, Book 2, Ayodhya Conclusion Kanda. Dashratha’s desire of coronation Valmiki Ramayana is rich in depicting several of Rama was approved by an assembly instances of strategic management process. comprising of sages, important people and Authors have depicted the various episodes citizens of his kingdom. in this paper with appropriate references to Modern Day Management the verses, sargas and kandas in which the The organizations of today are increasing episodes occur. the participation of their employees and Lord Rama, in the form of a human, with an customers in the decision making process. army of monkeys and bears was able to defeat The opinions of the employees and customers Ravana, an with incredible powers are being captured at different intervals having an army of well-known warriors. of time through technology and processes This shows the importance of a right strategy embedded in the organization’s ecosystem. formulation and implementation.

Vol:8 n Issue:1 n July-December, 2016 85 The authors advocate the widespread • Chakraborty, S.K. (1995) ‘Wisdom teachings of Ramayana especially in Business leadership: leading self by the SELF’, Schools for exploring management lessons Journal of Human Values, Vol. 1, pp.205– from the business viewpoint. The authors 220. sincerely hope that the present day managers • Chakraborty, S.K. (1999) Wisdom can use this invaluable text to find out strategic Leadership: Dialogues and Reflections. management answers in their everyday lives. New Delhi, India: Wheeler Publishing. Managers of modern times need to engrain this in their psyche that Lord Rama’s triumph • Goldman, R. P. (2007). The Rāmāyaṇa apart from having followed the path of of Vālmīki: An Epic of Ancient India. righteousness, ethics and morals, also comes Sundarakāṇḍa (Vol. 5). Motilal Banarsidass from following a right strategic management Publishers process highlighted in various episodes across • Prasad, H. (2001). SRI Ramayana. RAMACHARITAMANASA: A References TESTAMENT OF INDIAN SPIRITUALITY. • Muniapan, B. and Satpathy, B. (2010) Critical Perspectives on the Rāmāyaṇa, 276 ‘Ancient Indian wisdom for managers: • Sarma, B. (1978). Ethico-literary values the relevance of Valmiki Ramayana in of the two great epics of India: an ethical developing managerial effectiveness’, Int. J. evaluation of the Mahabharata and the Indian Culture and Business Management, Ramayana (No. 13). Oriental Publishers & Vol. 3, No. 6, pp.645–668. Distributors • Sharma, S. (1996) Management in New • Pollock, S. (2004). Ramayana and Political Age: Western Windows Eastern Doors. Imagination in India. Lorenzen, D.(ed.), New Delhi, India: New Age International 153-208. Publishers. • Lee, D. W. (2000). A natural history of the • Sharma, S. (2003) ‘Towards Corporate Veda: Ramayana. Indian ethos and corporate development’, • Hee, C. C. H. (2007). A holistic approach to Journal of Human Values, Vol. 9, pp.163– business management: Perspectives from 172. the Bhagavad Gita. Singapore Management • Sharma, S. (2002) ‘Corporate Rishi leadership Review, 29(1), 73. model: an Indian model for corporate • Drucker, Peter, 1968. The Practice of development and ethical leadership’, In Management, PanBooks, London U. Pareek, A.M. Osman-Gani and T.V. Rao (Eds.), Human Resource Development in • Valmiki Ramayana. (n.d.). Retrieved Asia: Trends and Challenges. New Delhi, December 6, 2015, from http://www. India: Oxford and IBH, pp.291–296. valmikiramayana.net • Muniapan, B. (2007) ‘Transformational • Dr.Sasidharan’s Personal Website. (n.d.). leadership style demonstrated by Sri Rama Retrieved December 2, 2015, from http:// in Valmiki Ramayana’, Int. J. Indian Culture drsasidharanspersonalwebsite.blogspot. and Business Management, Vol. 1, No. 1, in/2012/07/strategic-management- pp.104–115. lessons-from.html • Chakraborty, S.K. (1993) Managerial • Top 10 Management Lessons from Transformation by Values: A Corporate Ramayana - Lesson 3 - KNOLSKAPE. Pilgrimage. New Delhi, India: Sage. (n.d.). Retrieved December 1, 2015, from

86 3D... IBA Journal of Management & Leadership https://www.knolskape.com/blogs/10- • Management Lessons from Ramayana. management-lessons-from-ramayana- (n.d.). Retrieved December 2, 2015, from lesson-3/ http://www.speakingtree.in/blog/ management-lessons-from-ramayana • Management Lessons from Ramayana - Ritesh Seth. (n.d.). Retrieved November • Sunday Edition. (n.d.). Retrieved November 16, 2015, from https://sites.google.com/ 19, 2015, from http://www.dailypioneer. site/riteshseth/Home/general-reads/ com/sunday-edition/agenda/spirituality/ management-lessons-from-ramayana the-wisdom-of-ramayana.html • THE RAMAYANA: A Classic of Human. (n.d.). Retrieved November 28, 2015, from http://www.lemauricien.com/article/ ramayana-classic-human

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vat-maana jaIvana saMdBaao- ko AMtga-t ramakqaa kI P`aasaMigakta sauiP`ayaa isaMh,, P`ava@ta emsa [nsaTIT/yaUT, pInyaa, baOMgalaUr Aaja ko jaIvana sandBaao- ko pirp`oxya maoM jaba maOnao ramakqaa kI Aihlyaa [tnaI hI pitt qaI, tao rama nao ]naka ]war @yaUM ikyaa. p`asaMigakta tlaaSanao kI Sau$vaat kI tao AnauBava ikyaa ik Aaja [na samast tqyaaoM pr gahna icantna ko baad eosaa lagata hO ik BaI BaartIya samaaja kI maUlaBaUt samasyaayaoM vahI hO jaao Aaja sao hjaaraoM Aihlyaa svayaM daoYaI nahIM qaI Aiptu vao YaDyan~ ka iSakar hao vaYa- pUva- ramaayaNa ko rcanaakar ko samaya maoM qaI AaOr ijanaka ]llaoK ga[- qaI AaOr inaiScat $p sao samaaja ko A%yaacaar sao pIiDt qaI. tulasaI nao BaI ikyaa hO. [namaoM sao kuC ivaYaya eosao hMO ijanaka ]llaoK tBaI tao svaMya rama kao calakr ]nako ]war ko ilae Aanaa pDa. maOM Apnao [sa laoK maoM krnaa caahtI hU^. yao ivaYaya hOM--- vaailmaik ramaayaNa maoM tao spYT vaiNa-t hO ik rama AaOr laxmaNa nao Aihlyaa ko pOr Cue AaOr ]nhoM sammaana idyaa. tulasaI nao [sa saMbaQa naarI kI isqait - ramakqaa maoM vaiNa-t naarI cair~Mao kI yaid hma baat kroM tao sava-p`qama hmaara Qyaana Aihlyaa kI kqaa kI Aaor maoM qaaoDa sayaMma barta vao Saayad Apnao p`Bau sao yah krvaanaa nahIM jaata hO. yaha^ maO Aihlyaa ka pircaya do dU^ Aihlyaa gaaOtma ?iYa caahto qao [sailae ]nhaonaoM rama ko carNaaoM ko spSa- sao Aihlyaa ko ]war kI baat khI. kI p%naI qaI AaOr gaaOtma ko pir%yaaga (vaailmaik ramaayaNa) Aqavaa Saap vaSa (tulasaIkRt maanasa) iSalaavat hao ga[- qaI. AiQakaSaM rama [saI saMdBa- maoM narond kaohlaI jaI khto hO ik “vah samaaja kuC eosaa kqaaAaoM maoM svaIkar ikyaa gayaa hO ik Aihlyaa ko saaqa balaa%kar p`tIt haota hO jaha^ maana ilayaa gayaa ik s~I kI [cCa hao yaa na hao nahIM huAa qaa, vah svayaM [nd` maoM Aasa@t qaI. eosao maoM gaaOtma ?iYa prayao pu$Ya ko sampk- sao vah dUiYat hao jaatI hO. eosao maoM samaaja maoM Wara AavaoSa maoM idyaa gayaa Eaap ]icat hI qaa. ]sakI p`itYza kOsao hao saktI hO. Aihlyaa ko sambanqa mao BaI sabanao [nd` ka ivaraoqa na krko ]sao hI dUiYat maanaa.” 1 [sa ivaYaya pr ek p`Sna maoro mana mao Aata hO ik, yaid Aihlyaa sacamauca daoYaI tao gaaOtma ]sao puna: AMgaIkar krnao kao tOyaar kOsao [Qar ivaSvaaima~ BaI Aihlyaa ko p`it hue A%yaacaar sao duKI qao hao gayao AaOr ivaSvaaima~ jaOsao icantk kao ]nako ]war kI [tnaI AaOr ]sao saamaaijak p`itYza idlavaanaa caahto qao [saIilae vao rama icanta @yaUM qaI ik vao rama kao ]nako AaEama tk lao Aayao yaid kao laokr vaha^ gayao.

88 3D... IBA Journal of Management & Leadership BaartIya samaaja maoM [sa baat ko AnaokaMo p`maaNa hO ik ijana s~IyaaoM laoikna [saI inaraSaa maoM AaSaa kI ikrNa ko $p maoM Agast ?iYa ka stI%va saurixat nahIM rha ]sa s~I ka sammaana kBaI [sa samaaja AaOr jaTayau BaI idKa[- pDto hO jaha^ Agast mauina raxasaaoM ko maQya maoM nahIM rha. yaha^ mah%vapUNa- yah hO ik Aihlyaa Apnao %va kI rhkr inarntr saMGaYa- kr rho qao, vahI dUsarI Aaor jaTayau nao BaI rxaa nahI kr payaI AaOr pit tqaa samaaja Wara itrskRt huyaI. saIta kI rxaa krto hue Apnao p`aNa %yaagao. jaTayau rajaa dSarqa Aaja BaI [sa doSa maoM maihlaayaoM svayaM kao saurixat mahsausa nahI ko ima~ batayao jaato hO, rama BaI ]nako p`it Aadr ka Baava rKto hOAaOr jaTayau nao hI rama kao saIta ko AphrNa kta- ka naama krtI Aayao idna eisaD ATOk, AphrNa, balaa%kar AaOr h%yaa kI GaTnaayaoM saunaa[- dotI hO AaOr sqaanaaoM kI tao baat hI CaoiDyao. batayaa. jaTayau ]na laaogaao maoM hO jaao saccao vaIr kI BaaMit Asahaya . laaogaaoM kI rxaa ko ilae Apnao p`aNaaoM ka %yaaga kr doto hO. yaha^ jaba doSa kI rajaQaanaI hI [sa p`kar kI GaTnaaAaoM maoM savaao-cca sqaana jaTayau kI kqaa A%yaacaar ko iva$w saMGaYa- kI p`orNaa dotI hO. pr hO. yaha^ duK [sa baat ka haota hO jaao s~I SaarIirk tqaa maanaisak yaatnaa ka iSakar haotI hO hmaara samaaja ]sako p`it dyaa AatMkvaad - AatMkvaad Aaja Baart AaOr ivaSva ko samaxa AaOr sahanauBaUit tao idKata hO ikntu sammaana donao ko maamalao maoM pICo ek caunaaOtI ko $p maoM KDa hO. Baart maoM caaho paikstana samaiqa-t rh jaata hO. AatMkvaad hao yaa piScamaI doSaaoM maoM Aa[- esa Aa[- esa ka yaha^ pr Qyaana donao yaaogya baat hO ik AatMkvaad kI gaitivaQaI ka iSakar bauiwjaIvaI vaga- - ramakqaa maoM Aayao ?iYagaNa Aaja ko AiQaktr saaQaarNa jana hI haoto hO. AatMkvaadI saIQao iksaI saonaa bauiwjaIvaI vaga- ko p`tIk lagato hO. [sa sambanqa maoM sava-p`qama naama sao saamanaa nahIM krto \ AatMk kI gaitivaiQayaa^ krko janata maoM ivaSvaaima~ ka Aata hO vao pUva- mao rajaa qao ifr rajaiYa- AaOr baad , Apnaa Baya ]%pnna krto hO. yaid ramakqaa maoM doKo tao kuC eosaa maoM ba`*maiYa- ]nako pasa Sas~ qao saMgazna xamata qaI iksaI saImaa tk , , hI kaya- ravaNa Wara Baojao gayao raxasa BaI kr rho qao. [na raxasaaoM vah Saayad Apnao xao~ kI saurxaa BaI kr sakto qao ikntu hma ]nhoM nao kBaI BaI AyaaoQyaa ko rajaa dSarqa yaa imaiqalaanaroSa janak sao ek eosao icantna vaadI ko $p maoM doKto hO jaao ApnaI kaya-xamata saIQao maukabalaa nahIM ikyaa, varna ]nako rajyaaoM ko baIca sknQaavaar Kao cauko hO tqaa raxasaaoM sao laDnao tqaa Aihlyaa ko ]war ko ilae sqaaipt krko janata maoM Apnaa AatMk fOlaayaa. rama ka cayana krto hMO. gahra[- sao doKo tao saudur dixaNa maoM baOza ravaNa hI ApnaI saonaaAaoM [saIP`akar SaMrBaMga ?iYa ijanako AaEama maoM AisqayaaoM ka Zor lagaa kao sauinayaaoijat $p sao Aagao baZa rha qaa. jaha^ ]sakI bahna hO vao BaI rama ko Aanao ko pUva- yaa Saayad baad maoM svayaM kao yaaogaaigna saUpNa-Ka maQya doSa maoM Apnaa AatMk fOlaa rhI qaI vahIM ]sakI maaOsaI maoM jalaa doto hO [sap`kar hma doKto hO ik vaha^ Gaaor inaraSaa ka taDka pUvaI- xao~ maoM Apnaa bala p`dSa-na kr rhI qaI. [sa p`kar vao vaatavarNa hO. ]saI vana maoM maaNDkiNa- naama ko ek Anya ?iYa BaI QaIro QaIro pUro jaMbaUWIp pr Apnaa AaiQap%ya jamaa rhIM qaI. ]nhaonao hO jaao saaQana sampnna haoto hue BaI iksaI ko duK sao kao[- saraokar , AaEamaaoM AaOr saaQarNa janaaoM pr Apnaa AaMtk sqaaipt kr rKa nahIM rKto. drAsala maaNDkiNa- Aaja kI BaaYaa maoM ibako hue qaa. ivaSvaaima~ ko Aa*vaana pr rama AaOr laxmaNa nao pUvaI- xao~ kI buaiwjaIvaI vaga- ka p`tIk hO. [saIk`ma mao Aagao sautIxNa ?iYa ka samast AasaurI Sai@tyaaoM ka ivanaaSa kr idyaa AaOr ApnaI Aagao kI naama Aata hO jaba rama sautIxNa sao pUCto hO ik hma kha^ inavaasa kro yaaojanaa ko tht p`karantr sao Anya raxasaaoM ka vaqa BaI ikyaa. tao vao khto hO, “rama vaOsao tao maora Apnaa AaEama BaI bahut manaaorma raxasaaoM nao ABaI tk sabakao BayaBaIt krko rKa qaa ]nhaonaoM kBaI hO. tuma caahao tao yaha^ BaI inavaasa kr sakto hao ikntu yaha^ kuC klpnaa BaI nahIM kI qaI ik kao[- [tnaI dRZta sao ]naka vaQa krnao ]pd`vaI maRga Aayaa krto hO.”2 rama nao ?iYa ko kqana ka mama- ka saahsa krogaa. drAsala vaha^ BaI samasyaa saMklp ko ABaava kI samaJaa AaOr mauskura kr kha ik vah vaha^ inavaasa nahIM krogaoM. drAsala sautIxNa rama ivaraoQaI nahIM hO ikntu ]nho Baya hO ik yaid qaI jaao Baart sarkar kI paikstana tqaa ]sako AatMkvaaidyaaoM ko rama ]nako yaha^ rhogao tao raxasa AvaSya hI ]nako AaEama pr p`it rhI hO. raxasaaoM kao kBaI AaSaa BaI nahIM qaI ik AaEamavaasaI Aak`maNa krogaoM. yaha^ sautIxNa ek eosao bauiwjaIvaI ko $p maoM ]naka ivaraoQa krogaoM laoikna rama ko Aato hI saarI isqait badla idKa[- pDto hO. jaao ibanaa saMkT Jaolao SauBa ko saaqa hO ikntu SauBa ga[-. rama nao ?iYayaaoM ko ya&aoM kI hI rxaa nahIM kI varna saaQaarNa AaOr ASauBa ko yauw maoM iksaI p`kar ka maUlya caukanao ka saahsa janaaoM mao BaI ]jaa- AaOr saahsa ka saMcaar ikyaa. ]samaoM nahI hOM. sa

Vol:8 n Issue:1 n July-December, 2016 89 ramaayaNa kI samast kqaa ko maUla maoM BaI kOkyaI kI pu~ ko ilayao saMskar - vat-maana samaaja maoM inarMtr saamaaijak saMskarao maoM rajya kI kamanaa hI qaI. sava-ivaidt hO mahaBaart ka yauw BaI igaravaT idKa[- pD rhI hO. baZto ApraQa, rajanaOitk GaaoTalao, sa

90 3D... IBA Journal of Management & Leadership 3D... IBA Journal of Management & Leadership Vol:8 n Issue:1 n July-December, 2016

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Vol:8 n Issue:1 n July-December, 2016 95 3D... IBA Journal of Management & Leadership Vol:8 n Issue:1 n July-December, 2016

Heroes of Ramayana Omprakash K. Gupta College of Business, University of Houston-Downtown

Abstract The Ramayana is a major epic that describes the noble deeds of Lord Ram. Sage Valmiki wrote it several thousand years ago. He was the first poet ever, known as adikavi (the first poet). After Valmiki’s Ramayana, several other versions of Ram’s story have been written in various languages all over the world. Ramcharitmanas, written by Goswami Tulsidas in the 16th century, is perhaps the most popular version of Ramayana. While Ram is undoubtedly the hero of this epic, there are many others who perform heroic acts in it. The epic is divided in seven chapters, known as kands. Though the epic essentially revolves around the life of Ram, many individuals play different roles in these seven chapters. For example, Jatayu has an important role in the third chapter, Aryankand, but he is not even mentioned in other chapters. In this paper, we attempt to identify the major heroes of these seven chapters. An informal survey was done to identify the heroes of Ramayana. We will present the survey findings as well as an analysis of what really constitutes of ‘heroism’ from this epic.

Introduction Though the precise date of the Ramayana’s The Ramayana is widely revered as a sacred writing is debatable, it is generally believed book by all over the world and has that it was composed a few centuries before been read globally since it was first written Christ. The Ramayana is the first form of by Sage Valmiki. The Ramayana has also poetry ever written, and hence Sage Valmiki been a great book of research by scholars in is often referred to as adikavi (the first poet). India and abroad, and many have written Ramayana is written in Sanskrit and has about their master’s and doctoral thesis on this epic. 24,000 shlokas.

96 3D... IBA Journal of Management & Leadership The Ramayana’s teaching and knowledge was weekly. The popular news magazine India originally passed on to masses by only learned Today had dubbed this phenomenon as gurus who were well versed in Sanskrit. In the “Ramayana fever.” 16th century, Tulsidas was born in northern Similar to Valmiki Ramayana, Tulsi divided the India. It was an era of bhakti in which Manas into seven chapters, popularly known many devotees such as Tulsidas (popularly as books or kands of the Manas. The first book, known as Tulsi) studied Hindu scriptures Balkand, describes Ram’s deeds from his birth with different perspectives. Tulsi was a great to his marriage with Princess Sita. The second devotee of Lord Ram. Inspired by the writings book, Ayodhyakand, describes his exile to the of Valmiki and many others, he composed the forest and the futile effort of his step-brother Ramcharitmanas. This epic, more popularly Bharat to bring him back to Ayodhya. The known amongst masses and scholars simply third chapter, Aranyakand, is the story of as Manas, was written in a local dialect of his stay in the forest, meetings with several Hindi, keeping the layman reader in mind. It sages of the time, and the abduction of Sita describes the noble deeds of Ram in Awadhi, a by the demon Ravan. The fourth chapter, language that was and continues to be widely Kishkindhakand, narrates the meeting of spoken in most of northern India. Though Ram with Sugriv and the strategy formation Tulsi attributes his inspiration to Valmiki, the to find Sita. The fifth chapter, Sunderkand, is Ramayana itself, and many other scriptures, the adventure of Ram’s devotee Hanuman in his writing is very unique in content, spirit, his successful search of Sita and the defection and style. of Ravan’s brother Vibhishan to Ram. The An Overview of Ramcharitmanas sixth chapter, Lankakand, is a description of Soon after Ramcharitmanas was written, it the battle between Ram and Ravan, and the became an instant hit by reaching masses in victory of good over evil. The final chapter, an unparalleled way. It was widely read and Uttarkand, describes the return of Ram to retold in many different formats. Devotees Ayodhya, his coronation, and his righteous would read it in the privacy of their homes, in conduct as a king. groups, do akhand-paath (not-stop recitation), Though the epic essentially revolves around etc. Manas was even captured by theatre the life of Ram, many individuals play artists, who would perform plays popularly important roles in these seven chapters. For known as Ram Lila. Manas captivated the example, Jatayu has an important role in the manas of India in a short period, a captivation third chapter, Aryankand, but he does not that continues till date. With the advent of even exist in other chapters. In this paper, technology, numerous TV serials have been we attempt to identify major heroes of these made as well, beginning with the most popular seven chapters. An informal survey was done version by Ramanand Sagar in the 1980s. to identify the heroes of Ramayana, and we The serial, named Ramayana, was broadcast finally present an analysis of what really in 78 one-hour episodes every Sunday and constitutes ‘heroism.’ captured the imagination of Indian psyche. When the show would air, the country would Heroes of Ramayana Kands come to a halt. Trains would stop running Since Ramayana is the story of Ram, he is so that passengers could watch the show on undoubtedly the hero of this epic. He is railway platform TVs. On Sunday mornings, considered an incarnation of Lord streets would be deserted and people would himself. Similarly, Sita, his wife is considered assemble in groups to watch the show on the an incarnation of Vishnu’s consort Laxmi. only TV their communities had. During its Therefore, they are both widely depicted original broadcast, Ramayana was enormously in the epic and their roles are not restricted popular and drew over 100 million viewers to one or two chapters. For this reason, in

Vol:8 n Issue:1 n July-December, 2016 97 considering the heroes of Ramayana kands, My view is in agreement with the majority they both have been excluded. view. In fact, if I have a choice, I will name this kand as ‘Bharat Kand.’ He was given An informal survey was done by using a a kingdom that he did not ask for. He questionnaire to ask who respondents would could have easily ruled for 14 years, and consider to be the heroes of the seven kands. perhaps much longer. But he did not do so. Considering the fact that there are many who As a true hero, he wanted Ram, who was can be identified as heroes, the survey put rightfully worthy, to rule the kingdom. a restriction on an individual being a hero He fought with his mothers, gurus, and of at most one kand. What follows gives others and went to the forest in search of an overview of survey responses, and a Ram so that the kingdom may be given discussion with analysis. back to him. Though he failed in bringing 1. Balkand hero. Respondents to the survey Ram, he returned as a true representative of gave various names: Vashistha, Vishwamitra, Ram. He lived the life of a sanyasi till Ram Shankar, Tulsidas, Ahilya, Dashrath, Bharat, returned. Therefore, as far as Ayodhyakand Kausalya, and . Vishwamitra was the is concerned, Bharat will be the hero. favorite of the vast majority. 3. Aryankand hero. Survey responses were: My view is in agreement with the majority Jatayu, Surpanakha, Agastya, , view. While all others have played important Valmiki, Lakshman, Marichi, and Bharat. roles, Vishwamitra gave a new direction to Jatayu was the most favorite. the epic. When all was going well, he was Here also my view is in agreement with instrumental in giving the much needed the majority. Jatayu, a vulture, made the turn to bring Ram to limelight. Though, supreme heroic sacrifice of giving up his as per story, he came to borrow Ram to life, with no self-interest whatsoever, to protect him from demons; the reality is that protect a helpless woman who was being he was quite capable himself of destroying kidnapped. Not only did he fight with demons as he was loaded with powerful valor with Ravan to protect Sita, but he weapons. He however chose to give that also gave valuable information of Ravan’s credit to Ram by exposing him to the world, whereabouts to Ram. Even though Ram particularly to the demonic community; he offered to revive him with a new life, he announced that a great warrior has been chose to die in the service of Ram. Indeed, born. He gave all his weapons to Ram and he is the hero of Aryankand. Lakshman and empowered them for their fight against demons in the days ahead. 4. Kishkindhakand hero. The Ramayana Moreover, by taking Ram to Ahilya and story takes a major turn in this kand. Ram’s giving him an opportunity to bring her back wife is kidnapped and he is wandering to life, Vishwamitra informed the world around helplessly in search of her. Unless that the Lord himself has descended on a major turn comes in the story, this epic earth. Finally, by taking Ram to for will go nowhere. Therefore several new Sita Swayamvar, Vishwamitra showcased characters are introduced in this kand. Ram’s prowess and valor to the warrior Survey responses for the hero of this community. Therefore, as far as Balkand is kand were: Hanuman, Sugriv, Jambvant, concerned, Vishwamitra will be the hero. Sampati, Angad, , and Vali. Sugriv was the most favorite. 2. Ayodhyakand hero. Survey responses were: Bharat, Manthara, Urmila, Lakshman, Unfortunately, I beg to differ with this Kaikeyi, Dashrath, Vishwamitra, and choice. Sugriv performed no heroic task. Vashistha. Bharat was the favorite of the Fearful of his brother, he was living in vast majority. hiding. He became a friend of Ram only

98 3D... IBA Journal of Management & Leadership for his self interest. Even after his job was survey responses for the hero of this done, he forgot his commitment to Ram. kand were: Ravan, Vibhishan, Angad, Only after Hanuman reminded him of dire Meghnad, Lakshman, Neel, Hanuman consequences did he send his vanar army and Kumbhakaran. The survey was quite in search of Sita. So where is his heroism? In divided between Ravan and Vibhishan. my view that will surprise and shock many, I suspect those who chose Vibhishan the real hero of this kand is Hanuman were readers of Valmiki Ramayana. We himself. He was the key to the formation can therefore say that perhaps most of the strategic alliance between the vanar respondents chose Ravan as the hero. clan and Ram that led to the demise of Vali, I differ with this choice as well. Though and eventually Ravan. Recognizing his Ravan was a great warrior, his heroism caliber and qualities, he was the one that was for his own personal gain. He used his Ram chose to send to Sita with his personal power to control the universe and suppress message and ring. Finally, he was the one others. That is not what real heroes do. In my who was selected to cross the ocean, an view, the hero of Lankakand is Lakshman. impossible task indeed. His name has not yet come as one of the 5. Sunderkand hero. Sunderkand is heroes even though he gave up all comforts so popular that it is widely read as and even his wife for the service of Ram, standalone book. There are two major a much bigger cause. He was in thick and stories in this kand: the successful search thin with Ram all the time; serving Ram of Sita by Hanuman, and the surrender was his lifelong goal. Like Jatayu, he also of Vibhishan to Ram. Though in Valmiki made the supreme sacrifice of his life when Ramayana, Vibhishan’s surrender is hit by Meghnad’s supernatural weapon. in Lankakand (Yuddhkand, in Valmiki Now that is a hero! Ramayana). Survey responses were almost 7. Uttarkand hero. This is the final chapter unanimously identified Hanuman as the of Ramayana. Tulsidas brings Ram back hero of Sunderkand. to Ayodhya and makes him the king, and There is no doubt that Hanuman is the hero Ram rules for several thousands of years. of Sunderkand. However, as we can have As opposed to this, in Valmiki Ramayana, only one hero per kand, and as Hanuman has there is the story of Sita going to the forest, been the identified hero of Kishkindhakand the birth of Lav-Kush, etc. The responses (above), we need to identify someone else. I for hero of this kand were: Kagbhushundi, would choose Vibhishan as the hero of this Tulsidas, Valmiki, and Bharat. Most kand. He was living a fearful life in Ravan’s responses were in favour of Kagbhushundi. Lanka, completely under his mercy and I agree with this choice. This kand is less of a control. In this kand, Vibhishan mustered story and more of an imparting knowledge the courage to advise Ravan to give up and wisdom. This imparting comes from Sita and surrender to Ram. When he was Kagbhushundi in his discourse with ignored and insulted, he courageously . Throughout the Ramayana there is left Lanka, and surrendered to Ram. He dialogue between the two. Kagbhushundi, risked his life to do what he felt was right though a crow due to a curse, is much for himself, for Ravan, and for the entire more knowledgeable than Garuda (who demon clan. is the vehicle of Lord Vishnu). He gives 6. Lankakand hero. As mentioned above, him supreme knowledge for the benefit of in Valmiki Ramayana, this is called mankind. Yuddhkand. This is where the battle Discussion between good and evil happens. The In this article, we attempted to identify

Vol:8 n Issue:1 n July-December, 2016 99 the heroes of Ramayana by identifying 4. A hero works for society and unites an individual hero for each of the seven those with higher mission. (Hanuman) chapters. The choices given here are at best 5. A hero challenges powerful but wicked personal. For a young boy, his father is a people who have deviated from the path hero, no matter what he is or what he does. of dharma, even if that is risky for life. For a thirsty man, a person who gives (Vibhishan) him a glass of water is a hero. However, 6. A hero does not hesitate to make the the above analysis does bring out some supreme sacrifice of his life for others common traits of heroism. and dharma. (Jatayu, Lakshman) 1. A hero shares his wealth, knowledge, 7. A hero spreads knowledge and wisdom. power and other possessions with other (Kagbhushundi) worthy persons. (Vishwamitra) How many of these qualities do our 2. A hero, when he finds someone superior modern day heroes and leaders have? to him, gives him the opportunity to rise. (Vishwamitra) References 3. A hero does not accept anything that is Shri Ramcharitmanas. Gita Press, Gorakhpur. not rightfully his. Even when given, he Srimad Valmiki Ramayana, Gita Press, makes every effort to give it back to the Gorakhpur. rightful owner. (Bharat)

HEOROES OF RAMAYANA - A SURVEY Your Name: ______

E-mail: ______Phone: ______

Institution: ______Please fill in the following table. Use name of one person only once. Exclude names of Lord Ram and Sita in this list. Sl. Kand Hero Brief Justification No. 1 Balkand 2 Ayodhyakand 3 Aryankand 4 Kishkindhakand 5 Sunderkand 6 Lankakand 7 Uttarkand What do you think are the requirements for one to be called a hero? Please be brief.

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