American International Journal of Available online at http://www.iasir.net Research in Humanities, Arts and Social Sciences ISSN (Print): 2328-3734, ISSN (Online): 2328-3696, ISSN (CD-ROM): 2328-3688

AIJRHASS is a refereed, indexed, peer-reviewed, multidisciplinary and open access journal published by International Association of Scientific Innovation and Research (IASIR), USA (An Association Unifying the Sciences, Engineering, and Applied Research)

INDIAN MANAGEMENT STYLE DISCUSSED IN INDIAN SCRIPTURE: BHAGAVAD GEETA

1Dr. Rishi P. Shukla, 2Ankit Kapoor, 3Anshuman Dhanorkar, 4Ananta Razdan 1Assistant Professor, Symbiosis Institute of Business Management, Symbiosis International University, Hyderabad, Telangana, India 2,3,4SIBM, Symbiosis International University, Hyderabad, Hyderabad, Telangana, India

Abstract: Ramayana and Bhagavad Geeta are considered as two of the best epics in India. Over the years, different authors from different backgrounds have tried to explore these two epics from various aspects. But among all these aspects management is a topic that has not yet been thoroughly analyzed, keeping these two epics in mind. Therefore, the aim of this research paper is to explore the various management lessons that can be learnt from Bhagavad Geeta, for enhancing managerial effectiveness.

Key words: Managerial Effectiveness, Leadership, Management.

I. Introduction The Bhagavad Geeta, an ancient Eastern philosophical literature; presents the counsel of to ; two prominent leaders of the Indian epic: . Its authorship is attributed to . This literature is a part of the Mahabharata. The story revolves around the dynastic and one of the historic struggles for the throne of Hastinapura. The two branches of the family participated in the struggle: and . Although the Kauravas were senior in the family, (the eldest ) is younger than Yudhisthira (the eldest ). Both of them claim to be the first one to inherit the throne.

II. Review of literature Although leadership is not confined to individuals in formal leadership positions, it is argued that these individuals may have a particularly wide remit of influence within an organisation (Kelloway & Barling, 2010). Seven studies focused on transformational leadership (Barling, Loughlin & Kelloway, 2002; Kelloway, Mullen & Francis, 2006; Clarke & Flitcroft, 2008; Conchie & Donald, 2009; McFadden, Henagan & Gowen, 2009; Mullen & Kelloway, 2009; Innes, Turner, Barling & Stride, 2010). Three studies focused on transactional leadership (Zohar, 2002a; Zohar & Luria, 2003; Luria, Zohar & Erev, 2008). And three studies examined both transactional and transformational leadership (Zohar, 2002b; Clarke & Ward, 2006; Lu & Yang, 2010). The direct audience to Lord Krishna’s discourse of the Bhagavad Geeta included Arjuna (addressee), (using divine vision) to watch the war and narrate all the happenings to ; as he was blind), spirit of Lord (perched atop Arjuna’s chariot in his flag) and (son of ). The struggle culminated in the great battle of , completing 18 days of action in which the Pandavas were ultimately victorious. The Mahabharata actually ended with the death of Lord Krishna along with his dynasty and the ascent of the Pandava brothers to heaven. This end marked the beginning of the Hindu age of Yuga; the fourth and final age of mankind. In Kali Yuga great values have crumbled and humans are heading towards the complete dissolution of right actions(Shukla, 2015). The Mahabharata war could have been averted, if only Duryodhan had listened to Lord Krishna; he refused to listen saying that he already knew the difference between right and wrong. He argued that there was some force within him that did not allow him to choose the right path (Shukla, 2015). Researcher has examined and correlated the concepts from three studies focused on the dyadic exchanges between leaders and subordinates (Hofmann, Morgeson & Gerras, 2003; Michael, Guo, Wiedenbeck, & Ray, 2006; Kath, Magley & Marmet, 2010a). and four studies focused on trust in leaders (Watson et al., 2005; Conchie & Donald, 2006; Conchie & Donald, 2009; Luria, 2010) . Lord Krishna mentions specific areas where true renunciation must be practiced. One should renounce:  Negativity in thoughts, words and actions  Inequality; promote equality  Selfish desires; exercise selfless service

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 Indiscipline, dishonesty, and lazy attitude; exercise integrity and pro-activeness  Arrogance and ignorance; be open-minded  Momentary happiness derived from selfish behaviors; instead seek a long lasting happiness

III. Research Methodology A scientific review of published evidence was undertaken for understanding the different contact that researcher wanted to explain through evidences in Bhagavad Geeta. This type of examination aims to replicate existing understanding on a particular subject by focusing on the most topical evidence in the area. Three sources of evidence were used: peer-reviewed empirical studies and reviews published in academic journals, non-peer reviewed studies (e.g. religious books). In count, dedicated specific content on religious learning were examined in order to provide an overview of major leadership theories.

IV. Analysis of Bhagavad Geeta and extraction of Management Lessons Great scholars have quoted the Bhagavad Geeta in their writings. But this ancient text has never been studied in the leader and leadership context; let us consider the same: Leaders: (i) should embrace rather than avoid formidable challenges. (ii) should be resilient in their actions and attitude. (iii) should not be weakened by pain and pleasure. (iv) should exercise compassion and selfless service. Leadership: (i) is obscured by selfish desires and animosity. (ii) Character is core to effective leadership. The 18th chapter of the Bhagavad Geeta gives an important lesson for effective leadership i.e., leadership renunciation. V. Result & Discussion The Geeta defines renunciation as abstaining from selfish acts and detaching from the results of an action. 1) Utilization of Available Resources: Know your challenges; Duryodhana chose Lord Krishna’s large army for his help unlike Arjuna who selected Sri Krishna's wisdom for his support. 2) Attitudes towards Work: Jobs are identical but the perspectives are different. One must develop a sense of larger vision in the work for the common good. The interests of the individual should be aligned with the team interest. 3) Setting your priorities: Prioritize your tasks according to the time. 4) Stress management: If the tasks are prioritized then there will be no stress. 5) Work commitment and results: There has to be a detachment from the results of actions performed. The doer is responsible for the consequences of his own deeds. 6) Motivation: Inspire, invigorate, counsel your own team at moments; Turn your weaknesses into strengths 7) Self-Transcendence: Involves renouncing egoism, putting others before oneself. 8) Work Culture: Mere work ethic is not enough. The hardened criminal exhibits an excellent work ethic. What is needed is a work ethic conditioned by ethics in work. 9) Controlling: God avatara comes to protect the loss of dharma 10) Co-operation: Take care of each other; teamwork still succeeds when individual efforts fail. Know ground realities and accept different ideologies; Share your responsibilities. There is no substitute for experience. 11) Adoption of changes and innovation: Discards an old body/cloth and wear a new one. Change is important and inevitable in life. 12) Right person for the right job: Right set of individuals lead to accomplishment of goals 13) Empower Women: Women are the better halves, pillars of the developing society; their consent and equal participation is important. Kauravas had a patriarchal structure whereas Pandavas had a matriarchal structure. In the case of Pandavas, was the head and was a partner in whatever action they took. For Kauravas, was the prominent woman; but nobody listened to her including her sons.

Qualities Possessed By Lord Krishna: 1) Simplicity & Down-to-earth: His great friendship with Sudama; his childhood friend and a poor for whom he did every possible thing even as a king. 2) Motivator: When Arjuna saw his friend and relatives, he was de-motivated. Lord Krishna revived Arjuna’s motivation. 3) Strategist & Confident: Pandavas and Kauravas had soldiers and warriors strength in the ratio of 7:11 respectively. The Pandavas won the battle; proving that Lord Krishna was successful strategist and implemented his strategies well to achieve success.

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4) Leadership Skills: When Krishna asked Arjuna and Duryodhana to choose between him and his army, the choice was, in fact, between a Leader and his Resources. While a good leader can gain from limited resources, a bad Leader will lose even with vast resources. 5) Visionary & Good Organizer: The art of getting things done through people, efficiently and effectively. When it comes to that Lord Krishna, he is a master strategist and tactful leader adopting who adopts different leadership styles according to situation and people. 6) Dependable: A friend in need; helped his friend Sudama to overcome his penury and helped Draupadi, the wife of Pandavas, who had immense faith in him. 7) Ocean of Knowledge: Lord Krishna always stressed on the importance of Dharma (Righteousness) and good Karma (Deeds) as a way to attain Moksha (Salvation). According to him joy, sorrow, grief, happiness are all (illusion) and only the love between God and the devotee is real. 8) Actor: He involves himself without being involved 9) Catalyst: Energizing others into action 10) Diplomatic: Plays a friend and a foe without being involved in friendship and enmity. He does what is situational appropriate. 11) Transparent: Whatever he is, he doesn’t deny anything. Being with everyone and only supporting the justice. 12) Tactful Communicator: He used his communication, negotiation and diplomatic skills to avoid war. But, deep inside his heart he wants the war to happen so that good can prevail over evil.

VI. Conclusion The sublime essence of the Bhagavad Geeta is: right action; non-attachment to the world and sense pleasures; and union with God by the highest yoga of pranayama meditation. The concept of renunciation, according to the Bhagavad Geeta, is ironic in today’s context as leadership in general is shrouded with dishonesty and selfish acts. There are hardly any leaders who are willing to sacrifice their authority, position and incentives for the people. Practicing renunciation requires focusing on people and demonstrating compassion toward them. Manager should use their intelligence to control the mind (the driving instrument). They should not let the mind to be controlled by the senses. References [1]. Barling, J., Loughlin, C, and Kelloway, E. K. (2002). Development and test of a model linking safety-specific transformational leadership and occupational safety. Journal of Applied Psychology, 87, 488-496. [2]. Clarke, S. and Flitcroft, C. (2008). Effects of transformational leadership on perceived safety climate: A longitudinal study. Journal of Occupational Health and Safety -Australia and New Zealand, 24 (3), 237-247. [3]. Conchie, S. M. and Donald, I. J. (2006). The role of distrust in offshore safety performance. Risk Analysis, 26 (5), 1151-1159. [4]. Conchie, S. M. and Donald, I. J. (2009). The moderating role of safety-specific trust on the relation between safety-specific leadership and safety citizenship behaviors. Journal of Occupational Health Psychology, 14 (2), 137-147. [5]. Frankel, A. Grillo, S. P., Pittman, M., Thomas, E. J., Horowitz, L., Page, M., and Sexton, B. (2008). Revealing and resolving patient safety defects: The impact of leadership walkrounds on frontline caregiver assessments of patient safety. Health Research and Educational Trust, doi: 10.1111/j.1475-6773.2008.00878.x. [6]. Hofmann, D. A., Morgeson, F. P., and Gerras, S. J. (2003). Climate as a moderator of the relationship between LMX and content- specific citizenship behaviour: Safety climate as an exemplar. Journal of Applied Psychology, 88, 170-178. [7]. Inness, M., Turner, N., Barling, J. and Stride, C. B. (2010). Transformational leadership and employee safety performance: A within-person, between-jobs design. Journal of Occupational Health Psychology, 15 (3), 279-290. [8]. Kath, L. M., Magley, V. J., and Marmet, M. (2010a). The role of organizational trust in safety climate’s influence on organizational outcomes. Accident Analysis and Prevention, 42, 1488- 1497. [9]. Kelloway, E. K. and Barling, J. (2010). Leadership development as an intervention in occupational health psychology. Work & Stress, 24 (3), 260-279. [10]. Luria, G. (2010). The social aspects of safety management: Trust and safety climate. Accident Analysis and Prevention, 42, 1288- 1295. [11]. McFadden, K. L., Henagan, S. C. & Gowen, C. R. (2009). The patient safety chain: Transformational leadership’s effect on patient safety culture, initiatives and outcomes. Journal of Operations Management, 27, 390-404. [12]. Michael, J. H., Guo, Z.G., Wiedenbeck, J. K. and Ray, C. D. (2006). Production supervisor impacts on subordinates' safety outcomes: An investigation of leader-member exchange and safety communication. Journal of Safety Research, 37 (5), 469-477. [13]. Mullen, J. E. and Kelloway, E. K. (2009). Safety leadership: A longitudinal study of the effects of transformational leadership on safety outcomes. Journal of Occupational and Organizational Psychology, 82 (2), 253-272. [14]. Northouse, P. G. (2010). Leadership: Theory and practice (5th edition). Thousand Oaks, CA: Sage. [15]. Shukla, R.P. (2015). Kaushambi Kisaan Vani-An Experiment for Integrated Use of Information Communication Technology for Farmers in Kaushambi. IBMRD's Journal of Management & Research 4 (1), 46-52. [16]. Shukla, R.P. (2015). Indian Management Style Discussed in Indian Scripture: Ramayana. American International Journal of Research in Humanities, Arts and Social Sciences 12(1). [17]. Watson, G. W., Scott, D., Bishop, J., and Turnbeaugh, T. (2005). Dimensions of interpersonal relationships and safety in the steel industry. Journal of Business and Psychology, 19, 303-318. [18]. Zohar, D. (2002a). Modifying supervisory practices to improve subunit safety: A leadershipbased intervention model. Journal of Applied Psychology, 87, 156-163. [19]. Zohar, D. (2002b). The effects of leadership dimensions, safety climate, and assigned priorities on minor injuries in work groups. Journal of Organizational Behavior, 23, 75-92. [20]. Zohar, D. and Luria, G. (2003). The use of supervisory practices as leverage to improve safety behavior: A cross-level intervention model. Journal of Safety Research, 34 (5), 567-577.

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