The Gita & Management

145 Pages·2003·0.98 MB·English

by  Swami Bodhananda

The Gita
and
Management
The Gita
and
Management
Swami Bodhananda
Srishti
P D
UBLISHERS & ISTRIBUTORS
S P D
RISHTI UBLISHERS & ISTRIBUTORS
N-16, C. R. Park
New Delhi 110 019
[email protected]
Copyright © Sambodh Foundation
First published by Sambodh Foundation 1994
First published by Srishti Publishers &c Distributors 2003
This impression 2011
Cover Ganesha: P. Khemraj
Etching/Engraving, Fishes Guild: Nirmal Parkash
Cover design by Creative Concept Typeset in AGaramond llpt. Skumar at Srishti Printed and bound in India
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or
transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise,
without the prior written permission of the Publishers.
Ancient Wisdom Swami Bodhanandas
teachings, meditation techniques and value
systems, are based on his deep study of
eastern mysticism and spiritual traditioins,
especially of the Vedas, the Upanishads, the
especially Gita and the life and works of
saints like Adi Sankaracharya, Ramkrishna
Paramahasana, Ramana Maharishi, Sri
Aurobindo, and from his own deep mystical
experience.
His teachings are a powerful combination of ancient wisdom and modern
scholarship, meshed in the crucible of his own long years of sadhana and unique
spiritual insights.
Creativity In our search for creative energy,
for tackling myriad complex problems, we
are increasingly turning to inner resources
and strength - of intuition, oi psychic energy,
cosmic intelligence, spontaneity, and
harmonious field energies. Creativity is an
expression of a silent, alert, aware, attentive,
open mind, functioning without an ego
centre - the Me.
How do we attain that mental state of supreme dynamism and natural
creativity? Meditate, says Swamiji.
Foreword Every literary work is a reflection
of the times in which it is written and
provides a vision of future realities.
However, every literary work does not leave
the reader there. It goes beyond. It attempts
to provide a coherent moral attitude. This
book, like all creative writing, has a dual
significance both for the individual and for
society at large. It serves to prepare the
minds of people for the new age - the age of
information explosion. The issues raised,
and thoughts expressed by Swamiji in this
book, are an attempt to prepare our minds
for this new age.
Swamiji’s talks, interpreting the concepts of management with reference to
the Bhagavad Gita, guide us toward creative destruction. We are still clinging to
much that is dead and needs to be discarded. To discard intelligently we need
inner strength. Hence, we must consciously reinforce and nurture the
constructive forces and phase out the disruptive ones. We have to evolve an
intelligent approach to dealing with the major and minor issues of life. We need
to harness the constructive forces within us to stay focused and integrated. This
requires both positive thinking and a creative approach not only in ones personal
life but at the work place as well.
Swamiji reminds us that society rises to a higher level not through mechanical
or technological efficiency but by practising sound moral and ethical values. The
driving, re-engineering and reviving forces come from within. In fact, scientific
advances are also the outcome of union with the perfect Supreme Intelligent
Being. God is satyasvarupa. Every scientific discovery, too, is one more svarupa
of God so why reject the basic values and traditions espoused in our scriptures?
Swamijis observations, both incisive, and at times even provocative, on issues
of creativity and positive thinking, compel the reader to undertake self-analysis;
transcend the obvious limitations and dilemmas of life, and look to the future
with hope and certainty. He exhorts us not to seek to revolutionise societies but,
instead, to look for creative solutions which are more nourishing and sustaining.
By referring to the Bhagavad Gita and the holy scriptures, Swamiji is not
evoking religious thinking per se, but guiding the reader gently to go beyond the
frailties of human life. In this respect, the reference to religious texts is simply to
stress that the presence of God is immanent in every activity of life: mundane,
domestic and scientific research. This intrinsic religion should find expression in
our work and in every activity of life.
In the introductory chapter, Swamiji has commented on the nature of work
and the five factors which go into the execution of work. They are the ego, the
physical and mental faculties, inbuilt values and external forces. When one
works in a way which harmonises all these factors, the work becomes enjoyable.
The worker becomes self-motivated. On the other hand, people become restless
without work. Therefore, work should be viewed as a positive activity.
This book speaks of three types of work: karma, individual work; dharma,
group-oriented work; yajna karma, group-oriented work which is egoless and
dedicated. This is the ideal view of work. At this stage methodologies for
observing svadharma are not clearly spelt out. The reader is left with the thought
to be positively disposed to all external influences in order to lead a wholesome
competitive coexistence in this world.
In the same vein, “Spiritual Dimensions in Modern Management” proceeds to
guide the reader to incorporate spirituality in his work-life and in his personal
life. The thoughts do not focus on traditional and orthodox values and visions of
religious rituals but on techniques by which one can become an effective
competitor in the world market. The spiritual dimension refers to the revival of
inner strength, which is a sensitivity that can be felt and experienced but not
measured. This prepares an individual to cope with the environmental scramble
and existential stress. Revival of the spiritual dimension enables an individual to
become a naturally happy person with no real gap between his public and private
face. Such a person is a realised person because he looks for inspiration and
strength within himself. This is a feature which is possible not only for managers
but for all individuals everywhere.
Swamiji, thus, is speaking on a wide canvas which is the world at large. He
exhorts the reader to function like an intelligent person by pooling resources and
maximising them through team-work. The pooled output is likely to lead to a
higher ideal and to generate greater manifestation of energy and enthusiasm.
Thus, the seeds of a better work-culture are sown in this chapter. The picture
before us is of an ideal, beautiful world. The question is: Is it possible to create
such a world? Perhaps the answer lies in the basic nature of man, which is one of
striving toward the attainment of excellence.
One approach to intelligent management suggested by Swamiji, is positive
thinking. The dilemma is evident in so many intelligent economic schemes being
launched in our world. Does positive thinking have to be consciously cultivated?
Perhaps it is so because many a cherished philosophy has failed to satisfy either
the poor or the middle class or even the rich! Therefore, conscious cultivation
and nurturing of a positive attitude where one feels that “I can do” rather than
“Can I do?” is imperative. The significant aspects of this positive thinking is
clarity about the goal and playing a positive supportive role for those who seek
our help and guidance. Creativity means pro-activity. We have to try to invoke
this attitude from within by reinforcing the spiritual dimension which was
discussed earlier.
In this entire scheme of things, Swamiji has stressed the role of the individual.
The central concern of all managers should be the individual and successful
enterprises are those which are highly people-sensitive and people-centred. Then
only will the organisation give work to people which not only enhances their
self-worth but also gives them the joy of working. Such persons become inspired
workers. Their inspiration is derived from spiritual strength and reinforced by
positive thinking. This is an idealists view of life which needs to be debated
further and in greater depth.
Swamiji further enlightens us on the subject of motivating and inspiring the
worker by drawing upon the wisdom in the Bhagavad Gita. He advises us to
begin on a positive note in our perceptions of those who seek to work with us.
The starting point is to look at another person with the eye of friendliness. The
reason is that both manager and worker are in a common enterprise and therefore
both must work together productively in every aspect of organisational life. The
same approach holds true in our personal life as well. Thus to make an overall
success of our lives, an attitudinal shift is recommended. Then only does work
become a means of unfolding collective creative energies rather than a mere
economic activity. This is, no doubt, a very compelling idea. These attitudes can
become a concrete reality only when they arise from within and are not imposed
from without.
Ones mind is at times clouded with questions like “Can I become a natural
worker as suggested?” In response to this and other doubts, the last section, the
question-answer sessions, makes very relevant reading.
It covers a wide range ot issues including the acceptance of such idealism by
the poor majority in India who are basically preoccupied with the stress of daily
living. Swamiji responds to each of these questions with characteristic humour
and candidness. What comes to the fore is his sustained optimism, which alone
lends hope for the future generations.
The world ofwork today is full of stress and strife. Therefore, reliance on ones
physical competencies is never sufficient. We have to draw upon inner strength.
Reviving the spiritual dimension has become imperative for modern Man. This
book provides a workable philosophy for revival of inner strength so that one
can lead a creative life and fulfilled existence. One can thus become a high-
quality individual. Logically such high-quality individuals are most likely to
become high-qualky managers and help organisations to become temples
ofwork. The onus to realise these potentialities is on us, without losing sight of
the reality that we can reorganise some part of society, but not all of it. Some
deficiencies will remain, but some changes can be made. Towards such an
evolution this book is a significant contribution.
Dr. Meena Kishore
Introduction
It is an incontrovertible fact that modern management theory and practice lay
great stress on people as ‘workers’ and ‘consumers’, representing two aspects of
management concerns. This is reflected in sayings like, “Workers are the
greatest resource”, “Consumer is King”, etc. The main management problems
are how to motivate workers to perform optimally, how to organise their
recruitment and training, and how to satisfy the customer. This might include
how to inspire him to buy a product and how to identify and respond
innovatively to his needs in terms of products. The questions management
science grapples with are two-fold - to motivate workers and inspire consumers.
Man is the focus of attention. Money, technology and organisational structures
are all subservient to human nature and need. Therefore, the key lies in
understanding humans. Psychology, anthropology, sociology and the other
behavioural sciences have all sought to study man as the centre of economic
relationships. Even then, human behaviour, whether as individuals or groups,
remains most unpredictable. Man is surely an enigma.
Individual and group behaviour with reference to productive and consumptive
activities varies from culture to culture, country to country and group to group,
depending upon the historical origins, traditions and life situations of peoples.
Thus the work culture of America is different from that of India. The
consumption needs of the people of Europe are different from those of Africa.
But as the world becomes smaller and more integrated through communication
networks enabled by information technology, goods and people travel faster, and
almost a quarter of the world’s population has become global in its outlook,
values, habits and needs. Gradually but steadily, the rest will be moving into that
bracket. Substantial differences, however, still exist between the workforces of
different countries and consumption needs of people due to climatic, cultural,
and economic differences.
Management science has to take this factor into account while formulating
theories and ideas for different societies. That is why American, European and
Japanese management practices exhibit such distinct characteristics. If the
American management style is thoroughly contractual, on a hire-and fire basis,
Europeans have a dash of family and patriotic values thrown in while in Japan
complete job security and pride in the company’s honour govern management
thinking and practice.
Thus, broadly speaking, we can say management is a science with precise