Business Ethics & Values - CH

8/9/2019 Business Ethics & Values - CH

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Business Ethics & ValuesBusiness Ethics & Values

ChapterChapter -- 11


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Meaning and Nature ofMeaning and Nature of

ManagementManagement ManagementManagement is the process of designing and maintainingis the process of designing and maintaining

an environment in which individuals working together inan environment in which individuals working together ingroups, efficiently accomplish selected aims.groups, efficiently accomplish selected aims.

As managers people carry out the managerial functions ofAs managers people carry out the managerial functions ofplanning, organizing, staffing, leading and controllingplanning, organizing, staffing, leading and controlling

Management applies to any kind of organizationManagement applies to any kind of organization

It applies to managers at all organizational levelsIt applies to managers at all organizational levels

The aim of all managers is the same: to create a surplusThe aim of all managers is the same: to create a surplus

Managing is concerned with productivityManaging is concerned with productivity-- implies efficiencyimplies efficiencyand effectivenessand effectiveness

All manage organizations for profit or satisfactionAll manage organizations for profit or satisfaction


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"Leading versus Managing"?"Leading versus Managing"?

A classic definition is that Leaders do the right thing andA classic definition is that Leaders do the right thing andmanagers do things right.managers do things right.

A more standard definition is usually something likeA more standard definition is usually something likemanagers work toward the organizations goals using itsmanagers work toward the organizations goals using itsresources in an effective and efficient manner.resources in an effective and efficient manner.

A leader is interpreted as someone who sets direction in anA leader is interpreted as someone who sets direction in aneffort and influences people to follow that direction.effort and influences people to follow that direction.


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New Paradigm in ManagementNew Paradigm in Management

Driving Forces of Change:Driving Forces of Change:

1.1. telecommunications has shrunk the worldtelecommunications has shrunk the world2.2. Increasing diversity of workersIncreasing diversity of workers3.3. Public consciousnessPublic consciousness4.4. countries has joined the global marketplacecountries has joined the global marketplace5.5. Organizations became responsible to a wider community ofOrganizations became responsible to a wider community of

stakeholders.stakeholders.

As a result of the above driving forces, organizations wereAs a result of the above driving forces, organizations wererequired to adopt a new paradigm, or view on the world, to berequired to adopt a new paradigm, or view on the world, to bemore sensitive, flexible and adaptable to the demands andmore sensitive, flexible and adaptable to the demands andexpectations of stakeholder demands.expectations of stakeholder demands.


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Managerial FunctionsManagerial Functions

1.1. PlanningPlanning2.2. OrganizingOrganizing3.3. StaffingStaffing4.4. LeadingLeading

5.5. ControllingControlling


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1) Planning1) Planningincluding identifying goals, objectives, methods, resourcesincluding identifying goals, objectives, methods, resourcesneeded to carry out methods, responsibilities and dates forneeded to carry out methods, responsibilities and dates for

completion of tasks. Examples of planning are strategiccompletion of tasks. Examples of planning are strategicplanning, business planning, project planning, staffingplanning, business planning, project planning, staffingplanning, advertising and promotions planning, etc.planning, advertising and promotions planning, etc.

2) Organizing resources2) Organizing resourcesto achieve the goals in an optimum fashion. Examples areto achieve the goals in an optimum fashion. Examples areorganizing new departments, human resources, office and fileorganizing new departments, human resources, office and filesystems, resystems, re--organizing businesses, etc.organizing businesses, etc.


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3) Leading3) Leadingincluding to set direction for the organization, groups andincluding to set direction for the organization, groups andindividuals and also influence people to follow that direction.individuals and also influence people to follow that direction.Examples are establishing strategic direction (vision, values,Examples are establishing strategic direction (vision, values,mission and / or goals) and championing methods ofmission and / or goals) and championing methods oforganizational performance management to pursue thatorganizational performance management to pursue thatdirection.direction.

4) Controlling, or coordinating: the organization's systems,4) Controlling, or coordinating: the organization's systems,

processes and structures to reach effectively and efficientlyprocesses and structures to reach effectively and efficientlyreach goals and objectives. This includes ongoing collection ofreach goals and objectives. This includes ongoing collection offeedback, and monitoring and adjustment of systems,feedback, and monitoring and adjustment of systems,processes and structures accordingly. Examples include use ofprocesses and structures accordingly. Examples include use offinancial controls, policies and procedures, performancefinancial controls, policies and procedures, performance

management processes, measures to avoid risks etc.management processes, measures to avoid risks etc.


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The OrganizationThe Organization

The Three Basic Functions

Organization

Finance Operations Marketing


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INDIANINDIAN ETHOSETHOS FORFOR

MA

NAG

EMENTMA

NAG

EMENT IndianIndian ethosethos forfor managementmanagement means the application ofmeans the application ofprinciples ofprinciples ofmanagementmanagement as revealed in our ancient wisdomas revealed in our ancient wisdombrought forth in our sacred books like our Gita, Upanishads,brought forth in our sacred books like our Gita, Upanishads,Bible and Kuran.Bible and Kuran.

There are 6 basic principles, which come to light in the holyThere are 6 basic principles, which come to light in the holybooks applicable in todaysbooks applicable in todays managementmanagement world.world.

They are :They are :

Each soul is a potential GodEach soul is a potential God Holistic approachHolistic approach Equal importance to Subjectivity/ObjectivityEqual importance to Subjectivity/Objectivity Karma yogaKarma yoga Yogah Karmasu KaushalamYogah Karmasu Kaushalam CoCo operationoperation


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Each Soul is a potential GodEach Soul is a potential God

A human being has a soul, a spark of the Divine.A human being has a soul, a spark of the Divine.The divine resides in the heart of a person. TheThe divine resides in the heart of a person. TheDivine means perfection in knowledge, wisdomDivine means perfection in knowledge, wisdomand power. Therefore a human being hasand power. Therefore a human being hasimmense potential power or energy for selfimmense potential power or energy for self development. Thus human efforts can achievedevelopment. Thus human efforts can achieveeven an apparently impossible goal and converteven an apparently impossible goal and convert

the impossible into a reality. The partnershipthe impossible into a reality. The partnershipofof God and Man can bring about extraordinaryGod and Man can bring about extraordinaryor miraculous results.or miraculous results.


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Holistic ApproachHolistic Approach

Holistic approach in Management is based on spiritualprinciple of unity, oneness, non-dual or Advaita concept.Under this principle of unity, the universe in an undividedwhole where each and every particle is connected with everyother particle. Thus, entire Humanity is ONE.

Such an integrated human personality of self-developedmanager and worker can assure best and competentmanagement of any enterprise, involving collective worksand efforts. It will achieve perfection or excellence in

whatever sector you work. This is the ideal ofIndian ethos: Atmano Mokshartham Jagat Hitya Cha. (For gaining

perfection in individual life, as well as for the welfare of theworld.). This is the message for all managers and workersgiven by the Indian ethos for management.


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Equal Importance to Subjectivity /Equal Importance to Subjectivity /ObjectivityObjectivity

IndianIndian ethosethos forfor managementmanagement distinguishes between subject and object.distinguishes between subject and object.Subject is subtle and intangible. Object is concrete and tangible or visible.Subject is subtle and intangible. Object is concrete and tangible or visible.

We have the concept of the third eye, the eye of wisdom. It can see evenWe have the concept of the third eye, the eye of wisdom. It can see eventhat which the normal two eyes cannot. It can see the intangible i.e.that which the normal two eyes cannot. It can see the intangible i.e.invisible.invisible.

Human and ethical values or qualities such as courage, vision, socialHuman and ethical values or qualities such as courage, vision, socialawareness, fearlessness, integrity, pure and clear mind, truth, etc. areawareness, fearlessness, integrity, pure and clear mind, truth, etc. aresubjective, subtle and intangible concepts. These subjective or subtlesubjective, subtle and intangible concepts. These subjective or subtlequalities are as important as money, materials, machines, information orqualities are as important as money, materials, machines, information ordata as well as human skills. Inner resources of human beings are moredata as well as human skills. Inner resources of human beings are morepowerful than external resources.powerful than external resources.

Creator is subjective. Creation is objective.Creator is subjective. Creation is objective. Insight i.e.,Insight i.e., creator is morecreator is moreimportant thanimportant than Outsight i.e.,Outsight i.e., creation. Our body, senses, intellect, mind,etc.,creation. Our body, senses, intellect, mind,etc.,are objective, seen, tangible. But our soulare objective, seen, tangible. But our soul atmanatman is unseen, intangible,is unseen, intangible,subtlest and subjective. Hence, wisdom manager/ worker is much moresubtlest and subjective. Hence, wisdom manager/ worker is much moreimportant and valuable than knowledge manager/ worker.important and valuable than knowledge manager/ worker.

Therefore, manager must develop his third eye, Jnana Chakhu , the eye ofTherefore, manager must develop his third eye, Jnana Chakhu , the eye ofVision intution, insight, foresight and such other divine qualities or values.Vision intution, insight, foresight and such other divine qualities or values.

This is the essence ofThis is the essence ofIndianIndian ethosethos forfor managementmanagement..


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Karma YogaKarma Yoga It is yoga of selfless service to others. Karma Yoga is all about identifyingIt is yoga of selfless service to others. Karma Yoga is all about identifying

your priorities and trying to achieve them. Also, a person should haveyour priorities and trying to achieve them. Also, a person should haveaccountability i.e. he should always hold only himself responsible foraccountability i.e. he should always hold only himself responsible forwhatever goes right or wrong. This brings about the union of human beingwhatever goes right or wrong. This brings about the union of human beingwith the Divine.with the Divine.

Gita says that do your duty without ego and without calculations of gain orGita says that do your duty without ego and without calculations of gain orloss. One should believe in Nishkama Karma i.e. fruits of work should not beloss. One should believe in Nishkama Karma i.e. fruits of work should not be

thought of while performing the duty.thought of while performing the duty.

The memorable words of Gita are To work only you have the right and youThe memorable words of Gita are To work only you have the right and youhave no right to the fruits of work. However, this does not mean that onehave no right to the fruits of work. However, this does not mean that oneshould work day and night and the returns that he gets should be almostshould work day and night and the returns that he gets should be almostnegligible. What the Gita tries to say is that let not the fruits of actionnegligible. What the Gita tries to say is that let not the fruits of actionmotivate you as they might just divert your attention from work. When youmotivate you as they might just divert your attention from work. When you

are doing a job, put your heart and soul in to it. One has no control over theare doing a job, put your heart and soul in to it. One has no control over thefuture hence never waste your present in useless dreams of future hopesfuture hence never waste your present in useless dreams of future hopesand fears of present actions.and fears of present actions.

WHYDO I WORK?WHYDO I WORK?

For my own salvation and personal growth.For my own salvation and personal growth. For the good of the world.For the good of the world.


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Karma Yoga thus is a good pathwayKarma Yoga thus is a good pathwayfor:for:

SelfSelf--purification and Selfpurification and Self--development.development. Individual growth and welfare.Individual growth and welfare. Collective growth and welfare.Collective growth and welfare.

Minimum play of passion, jealousy, hatred.Minimum play of passion, jealousy, hatred. Team spirit and Teamwork.Team spirit and Teamwork. AutonomousAutonomous managementmanagement, minimum control and supervision., minimum control and supervision. Manager acts as a Mentor.Manager acts as a Mentor. SelfSelf--motivation.motivation.

Perfection.Perfection. All round happiness and prosperity.All round happiness and prosperity. Skills and values united.Skills and values united. Conflicts resolved by integration.Conflicts resolved by integration.


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Yogah Karmasu KaushalamYogah Karmasu Kaushalam

Yoga means excellence at work. Seek to perform yourYoga means excellence at work. Seek to perform yourassigned duty or work in an excellent manner.assigned duty or work in an excellent manner.Kaushalam denotes doing work with devotion andKaushalam denotes doing work with devotion and

without attachment i.e. without being a workwithout attachment i.e. without being a work--aa--holic.holic. Such detatched attitude enhances its values andSuch detatched attitude enhances its values andimproves the concentration and skill of the worker. Youimproves the concentration and skill of the worker. Youwork with smartness, determination and ability. Yourwork with smartness, determination and ability. Yourhead, heart and soul cohead, heart and soul co--operate with your hands. You dooperate with your hands. You donot hanker over the fruits of action. You have nonot hanker over the fruits of action. You have no

anticipation of reward, or personal gain. You become aanticipation of reward, or personal gain. You become atool of God to perform the work. Any work carried outtool of God to perform the work. Any work carried outwith full concentration, dedication and with all abilitieswith full concentration, dedication and with all abilitiesthat a person has, becomes valuable and the person alsothat a person has, becomes valuable and the person alsobecomes valuable to others as well as to society..becomes valuable to others as well as to society..


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CoCo OperationOperation

Healthy competition is a powerful motivator for excellence andHealthy competition is a powerful motivator for excellence andsuccess, especially business success. The idea of cutsuccess, especially business success. The idea of cut--throatthroatcompetition is founded on the concept of struggle forcompetition is founded on the concept of struggle forexistence and survival of the fittest.existence and survival of the fittest.

IndianIndian ethosethos says that for human beings the royal road is cosays that for human beings the royal road is co--operation as a powerful motive for team work. We are humanoperation as a powerful motive for team work. We are humanbeings having mind and power of discrimination.beings having mind and power of discrimination.

The Gita says : By coThe Gita says : By co operation and mutual help all shalloperation and mutual help all shallachieve the highest human welfare. Unity is strength. Even inachieve the highest human welfare. Unity is strength. Even in

the holistic approach, we stress the cothe holistic approach, we stress the co--operation integration,operation integration,synthesis and teamsynthesis and team spirit for extraordinary performance, forspirit for extraordinary performance, forenduring harmony and peace, because in our hearts chamber isenduring harmony and peace, because in our hearts chamber isliving the pure conciousness of the Divine.living the pure conciousness of the Divine.


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Indian Ethos for ManagementIndian Ethos for Management

It is already becoming clear that aIt is already becoming clear that achapter which had achapter which had a westernwestern beginningbeginning

in business management will have toin business management will have tohave anhave an IndianIndian ending, when the worldending, when the worldadopts rich thoughts of Indian ethos andadopts rich thoughts of Indian ethos and

wisdom, if it is not to end in the selfwisdom, if it is not to end in the self--destruction of the human race.destruction of the human race.


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SocioSocio--Political Enviornment onPolitical Enviornment on

BusinessBusiness Today, the business is operating in a highlyToday, the business is operating in a highly

turbulent socioturbulent socio--political environment wherepolitical environment where

social demands and political laws are constantlysocial demands and political laws are constantlychanging. We are in the 21changing. We are in the 21ststcentury wherecentury wheremanagement has to meet the demands ofmanagement has to meet the demands ofbusiness and people by not just focusing onbusiness and people by not just focusing on

wealth creation for organisations but also bywealth creation for organisations but also byadding values to the system in which they areadding values to the system in which they areoperating.operating.


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Business and the New WorldBusiness and the New World

There is a significant relationship betweenThere is a significant relationship betweenmanagement and yoga. What Yoga doesmanagement and yoga. What Yoga does

to the inner being of the individualto the inner being of the individualmanagement does to the outer life of themanagement does to the outer life of thecommunity. Yoga represent the essentialcommunity. Yoga represent the essential

genius of east and management representgenius of east and management representthe essential genius of western culture.the essential genius of western culture.Management is the mind of the business.Management is the mind of the business.


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Business and the New WorldBusiness and the New World

The present management objective is based onThe present management objective is based oneconomic, social, technical, and skill development ofeconomic, social, technical, and skill development ofcommunity measured in terms of values like productivity,community measured in terms of values like productivity,

efficiency, profit or wealth creation along with some softefficiency, profit or wealth creation along with some softvalues like quality, customer service and innovation.values like quality, customer service and innovation.Management based on yoga aims at psychological andManagement based on yoga aims at psychological andspiritual development of the individual and thespiritual development of the individual and thecommunity measured in terms of creativity, wellcommunity measured in terms of creativity, well--beingbeing

and self realisation. This, however, doesnt mean neglectand self realisation. This, however, doesnt mean neglectof bottom line values like wealth creation andof bottom line values like wealth creation andproductivity.productivity.


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In order to combine managementIn order to combine management

with spiritual objectives.with spiritual objectives. A work culture which facilitates psychological andA work culture which facilitates psychological and

spiritual development.spiritual development.

To provide each employee with work related to hisTo provide each employee with work related to histemperament and caliber.temperament and caliber.

To continuously enhance the creative potentialities ofTo continuously enhance the creative potentialities ofemployees.employees.

Help employees to maintain balance between personalHelp employees to maintain balance between personaland professional lives.and professional lives.

Provide training and motivational inputs for employees.Provide training and motivational inputs for employees. Promote self development of employees and channelisePromote self development of employees and channelise

it towards objective of the organisation.it towards objective of the organisation.


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Management challenges for the 21Management challenges for the 21stst

century.century.More and more people in the workforceMore and more people in the workforce

and mostly knowledge workers will haveand mostly knowledge workers will have

to manage themselves. They will have toto manage themselves. They will have toplace themselves where they can makeplace themselves where they can makethe greatest contribution; they will have tothe greatest contribution; they will have tolearn to develop themselves. They willlearn to develop themselves. They will

have to learn to stay young and mentallyhave to learn to stay young and mentallyalive during a fiftyalive during a fifty--year working life.year working life.

Peter DuckerPeter Ducker Management GuruManagement Guru


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Management challenges for the 21Management challenges for the 21stst

century.century. With the current scenario the average working life for aWith the current scenario the average working life for a

knowledge worker is considered to be 50 years as theyknowledge worker is considered to be 50 years as theyare likely to keep working till 75 or more in order toare likely to keep working till 75 or more in order to

meet their present life expectations. But the average lifemeet their present life expectations. But the average lifefor a business is around 30 years and in a period offor a business is around 30 years and in a period ofturbulence as the one we are living in today, it is unlikelyturbulence as the one we are living in today, it is unlikelyto be even that long. If companies wish to survive forto be even that long. If companies wish to survive forlong they will have to change their structure, their work,long they will have to change their structure, their work,

their knowledge and the kind of people they employ.their knowledge and the kind of people they employ.Increasingly there workers will outlive the employer andIncreasingly there workers will outlive the employer andwill have to be prepared for more than 1 job orwill have to be prepared for more than 1 job orassignment.assignment.


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Leadership, SpiritualityLeadership, Spiritualityand Creativityand Creativity


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ThemesThemes

The changing global context of leadershipThe changing global context of leadership The need for global standards and normsThe need for global standards and norms Spirituality needed to create global normsSpirituality needed to create global norms

What is spiritual leadership?What is spiritual leadership? Why spiritual leadership can emerge in IndiaWhy spiritual leadership can emerge in India Spiritual Leadership as the source of imaginationSpiritual Leadership as the source of imagination

and creativityand creativity

The challenges to creating spiritualityThe challenges to creating spirituality Some practical steps individuals andSome practical steps individuals and

organizations can takeorganizations can take


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The Context of Global LeadershipThe Context of Global Leadership

Leadership is no longer US centric, WesternLeadership is no longer US centric, WesternEurope centric, nor MNC centricEurope centric, nor MNC centric

Leadership is now global.Leadership is now global. ChinaChina 30 years of open economy30 years of open economy

IndiaIndia 60 years of independence; 17 years of truly open60 years of independence; 17 years of truly openeconomyeconomy

MNCs are from everywhereMNCs are from everywhere

Influential states are not always the largestInfluential states are not always the largest

Leadership deals with global systems, issuesLeadership deals with global systems, issues PoliticalPolitical terrorism, failed states, nuclear proliferation,terrorism, failed states, nuclear proliferation,immigration, military systemsimmigration, military systems

EconomicEconomic global financial system, global sourcing, globalglobal financial system, global sourcing, globalenvironmental impacts, communications systemsenvironmental impacts, communications systems


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A Global World NeedsA Global World Needs

Global Standards and NormsGlobal Standards and Norms To have any semblance of stability, must haveTo have any semblance of stability, must have

global normsglobal norms

Otherwise will lurch from crisis to crisis (ex.Otherwise will lurch from crisis to crisis (ex.Failed states, financial, etc.)Failed states, financial, etc.) Areas for global normsAreas for global norms

GovernanceGovernance political and corporatepolitical and corporate AccountingAccounting

EnvironmentalEnvironmental Ethical (human rights, corruption, etc.)Ethical (human rights, corruption, etc.) Poverty AlleviationPoverty Alleviation


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Global Spiritual Norms andGlobal Spiritual Norms andLeadership Require:Leadership Require:

Organizational SpiritualityOrganizational Spirituality

The Personal Spirituality ofThe Personal Spirituality ofIndividual LeadersIndividual Leaders


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Shaping Spiritual LeadershipShaping Spiritual Leadership

What is personal spirituality?What is personal spirituality? Compassion for othersCompassion for others Comfort with diversityComfort with diversity

Commitment to equalityCommitment to equality Comfort with ones own identity, talents andComfort with ones own identity, talents and

weaknessesweaknesses Comfort with the unsolved questions in ones lifeComfort with the unsolved questions in ones life Ability to listen to ones intuitionAbility to listen to ones intuition Respect for the autonomy and selfRespect for the autonomy and self--determination ofdetermination of

others, of democracyothers, of democracy Ability to have fearless dialogue with others forAbility to have fearless dialogue with others for

mutual learningmutual learning


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Shaping Spiritual LeadershipShaping Spiritual Leadership

What is organizational spirituality?What is organizational spirituality? Commitment to and compassion for all stakeholdersCommitment to and compassion for all stakeholders

Understanding of organization as a collective projectUnderstanding of organization as a collective projectwith many sources of leadershipwith many sources of leadership

Passion for product quality.Passion for product quality.

Appreciation for role of this organization in aAppreciation for role of this organization in a

democratic systemdemocratic system Fearless dialogue with all stakeholders and criticsFearless dialogue with all stakeholders and critics

for learningfor learning


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Why Strong Spiritual LeadershipWhy Strong Spiritual Leadership

Can Emerge in IndiaCan Emerge in India DemocracyDemocracy

India has experience with complexity of democracyIndia has experience with complexity of democracyno other country doesno other country does

DiversityDiversity India has every form of diversity faced in the entireIndia has every form of diversity faced in the entire

worldworld racial, religious, caste, wealth/poverty, etc.racial, religious, caste, wealth/poverty, etc.

Spiritual traditionSpiritual tradition India has a deep spiritual and complex religiousIndia has a deep spiritual and complex religious

tradition in a secular world that must rediscovertradition in a secular world that must rediscoverspiritualityspirituality


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Challenges for the IndividualChallenges for the Individual

Spiritual LeaderSpiritual Leader

Fostering ones own spiritualityFostering ones own spirituality

Courage to be spiritualCourage to be spiritual Steps on the path to spiritualitySteps on the path to spirituality

Disciplines to maintain spiritualityDisciplines to maintain spirituality

Achieving selflessness / compassionAchieving selflessness / compassion In a market economy built on self interestIn a market economy built on self interest


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Challenges for the OrganizationChallenges for the OrganizationSeeking to be a Spiritual OrganizationSeeking to be a Spiritual Organization

Defining this organizations spiritualityDefining this organizations spirituality

Fostering spirituality in its membersFostering spirituality in its membersAccepting the personal spirituality of itsAccepting the personal spirituality of itsleadersleaders

Harnessing the power of spirituality andHarnessing the power of spirituality andcreativitycreativity

Operating in a global world of multipleOperating in a global world of multiplespiritualitiesspiritualities


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Personal StepsPersonal Steps

Personal introspectionPersonal introspection Who am I? What do I believe in?Who am I? What do I believe in?

What is my purpose in life?What is my purpose in life?

What is my responsibility for others?What is my responsibility for others? What is my role as a leader?What is my role as a leader?

Personal disciplinesPersonal disciplines How do I free myself from the speed of life?How do I free myself from the speed of life?

When do I center myself on my purpose?When do I center myself on my purpose? How do I remind myself of how to approach problems?How do I remind myself of how to approach problems?

How do I build time for creativity into my life?How do I build time for creativity into my life?


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Organizational StepsOrganizational Steps

Open discussion and reflection onOpen discussion and reflection onorganizations values and purposesorganizations values and purposes

Development of a commitment to allDevelopment of a commitment to allstakeholdersstakeholders

Encouraging personal spirituality in allEncouraging personal spirituality in allleadersleaders

Openness to contributions from allOpenness to contributions from allmembers of organizationmembers of organization Create dialogue with and learning fromCreate dialogue with and learning fromothers in organizations lifeothers in organizations life


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Research: How Do People DefineResearch: How Do People Define

Spirituality?Spirituality? a better relationship with Goda better relationship with God being in touch with God and His teachingsbeing in touch with God and His teachings

a calmness in my lifea calmness in my life the essence of my personal beingthe essence of my personal being the evolution of my whole spiritthe evolution of my whole spirit

spirituality involves: forgiveness,spirituality involves: forgiveness,compassion, connectedness, hopefulness,compassion, connectedness, hopefulness,meaning and purpose in lifemeaning and purpose in life


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WhatMakes an OrganizationWhatMakes an Organization

Spiritual?Spiritual? A culture, practices, policies and procedures thatA culture, practices, policies and procedures that

reflect spiritual valuesreflect spiritual values

Meaning and PurposeMeaning and Purpose WholenessWholeness

ForgivenessForgiveness

CompassionCompassion

GratitudeGratitude HumilityHumility

Appreciation and AcceptanceAppreciation and Acceptance

Purpose

Beyond

Profit


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Spirituality at Work ProposedSpirituality at Work Proposed

Benefits:Benefits: CreativityCreativity InnovationInnovation

TeamworkTeamwork Individual resilienceIndividual resilience LoyaltyLoyalty CommunicationCommunication Ethical behaviorEthical behavior SelfSelf--reliance,reliance,

renewalrenewal

OrganizationalOrganizationalcommitmentcommitment

Personal growthPersonal growth Expression of talentExpression of talent Motivation, energyMotivation, energy Conflict resolutionConflict resolution

Collective harmonyCollective harmony


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Spirituality at Work ResearchSpirituality at Work Research

Outcomes:Outcomes: Organizations that were described asOrganizations that were described as

more spiritual were also rated asmore spiritual were also rated as

showing greater:showing greater:

WarmthWarmth

FlexibilityFlexibility

CaringCaring

EthicsEthics


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Spirituality at Work A New Way toSpirituality at Work A New Way to

Manage:Manage: Organizational Support for Spiritual Development Programs to increase awareness

Opportunities to share spiritual values (e.g.,spiritual teambuilding)

Spiritual leadership training - Structuredactivities (e.g., yoga, TM training, prayer groups,guest speakers, community involvement)


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Spirit Centered, Rajarshi LeadershipSpirit Centered, Rajarshi Leadership

The Indian ModelThe Indian Model

Based on vedantic concepts.Based on vedantic concepts.

VedantaVedanta is a science of reality ratheris a science of reality ratherthan a religious or philosophical dogma.than a religious or philosophical dogma.It has an important role to play in theIt has an important role to play in thelives of people today. It provideslives of people today. It providesphilosophy of social service that isphilosophy of social service that islacking in the modern society.lacking in the modern society.


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According to the model there areAccording to the model there arefour goals of life:four goals of life:

DharmaDharma Rightful actionRightful actionIs the urge to grow. It is the principle that guides a dutiful and responsible life.Is the urge to grow. It is the principle that guides a dutiful and responsible life.

ArthaArtha -- economic pursuits for self sufficiencyeconomic pursuits for self sufficiency

Economic independenceEconomic independence this is an important pillar of moral life, as economicthis is an important pillar of moral life, as economicdependence creates a flaw in all aspects of life.dependence creates a flaw in all aspects of life.

KamaKama -- satisfaction of desires (Physical or others)satisfaction of desires (Physical or others)It means people in society should be moral and not obsessed by the sensualIt means people in society should be moral and not obsessed by the sensual

desires which damage their psychological and physical health or the society.desires which damage their psychological and physical health or the society.

MokshaMoksha -- release from delusionrelease from delusionThe basic premise of Hinduism is the soul within a human is immortal.The basic premise of Hinduism is the soul within a human is immortal.


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Features ofModelFeatures ofModel

It focuses on purity of mindIt focuses on purity of mind It teaches person not to work for personal gainsIt teaches person not to work for personal gains

It balances the present with future.It balances the present with future. Self control and realisation is possible ySelf control and realisation is possible y

developing awareness about the inner selfdeveloping awareness about the inner self

Love should e impersonalLove should e impersonal

No work is superior or inferior.No work is superior or inferior. The world is CREATION of supreme CREATOR.The world is CREATION of supreme CREATOR.


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Knowledge managementKnowledge management

Industrial age: Up to 1960s business world wasIndustrial age: Up to 1960s business world wasdominated by industrial production. Those whodominated by industrial production. Those whoproduce more were considered successful businesses.produce more were considered successful businesses.

Information age: 1960Information age: 1960--1990 where technological1990 where technologicalsystems were considered as key components guidingsystems were considered as key components guidingorganisations business processes.organisations business processes.

Knowledge age: 1990 Work in business enterprisesKnowledge age: 1990 Work in business enterprisestoday is knowledge based. Human beings aretoday is knowledge based. Human beings areconsidered as key components that continuouslyconsidered as key components that continuouslyassess information assimilated in the technologicalassess information assimilated in the technologicalsystem. For exsystem. For ex -- Customer service is totallyCustomer service is totally

knowledge based.knowledge based.


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Work ethicsWork ethics

Management is the process of getting thingsManagement is the process of getting thingsdone thru other people. Includesdone thru other people. Includes

Planning ,organizing, staffing n controlling.Planning ,organizing, staffing n controlling.--achievement of objectives.achievement of objectives. Work ethics is a characteristic attitude of aWork ethics is a characteristic attitude of a

group towards what constitutes the morality ofgroup towards what constitutes the morality ofwork.work.

Working so that others reap the bulk of theWorking so that others reap the bulk of thebenefits of the work.benefits of the work.


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Energy forcesEnergy forces

2 kinds of energy forces that contribute to work ethics:2 kinds of energy forces that contribute to work ethics:

Asuri sampatAsuri sampat-- demonic forces.demonic forces. Daivi sampatDaivi sampat-- the divine forces.the divine forces.

Though both the forces contribute to work ethics, theThough both the forces contribute to work ethics, thedivine forces contribute to work ethics in a more positivedivine forces contribute to work ethics in a more positive

way. It brings more holy alliance of ethics in work place.way. It brings more holy alliance of ethics in work place.These forces should be promoted at the workplace..These forces should be promoted at the workplace..


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Managing ethics in work placeManaging ethics in work placeprovides following benefits:provides following benefits:

Attention to business ethics improves society.Attention to business ethics improves society. Ethics help maintain moral course in disturbedEthics help maintain moral course in disturbed

times.times. Cultivate strong teamwork & productivity.Cultivate strong teamwork & productivity. Support employee growthSupport employee growth Ensure that policies are legalEnsure that policies are legal Promote a strong public imagePromote a strong public image Overall benefits of ethics programmesOverall benefits of ethics programmes


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Quality of Work Life and WorkQuality of Work Life and Work

EthicEthic Why work?Why work? To purify the mind and the heart (To purify the mind and the heart (ChittashuddhiChittashuddhi) and to become wise; to) and to become wise; to

provide public benefitprovide public benefit

What is work?What is work? To nurture each other. It is a form ofTo nurture each other. It is a form of YagnaYagna, sacrifice. It is the worship of, sacrifice. It is the worship ofthe Divinethe Divine

How to work?How to work? With the spirit of renunciation, i.e.,With the spirit of renunciation, i.e., TyagTyag and to serve others without selfand to serve others without self--

interestinterest

Spirit of workSpirit of work Excellence and perfection in workExcellence and perfection in work


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Contd.Contd.

A broad definition ofA broad definition of valuesvalues, derived from an insight into ancient, derived from an insight into ancientIndias psycho philosophical wisdom literature is:Indias psycho philosophical wisdom literature is:

Values are states of feelings/emotions that underpin the content of aValues are states of feelings/emotions that underpin the content of achoice/decision and determine the manner of using thechoice/decision and determine the manner of using the

intellect/reason for justifying and implementing that choice/decision.intellect/reason for justifying and implementing that choice/decision.

Character is the foundation of values. The sequence being:Character is the foundation of values. The sequence being:

CharacterCharacter --> Values> Values --> Attitudes> Attitudes --> Behaviour> Behaviour

Human Values is the sum total of qualities like truthfulness, integrity,Human Values is the sum total of qualities like truthfulness, integrity,gratitude, humbleness, forgiveness, patience, transparence,gratitude, humbleness, forgiveness, patience, transparence,charitableness, simplicity, etc. Human Values make a personcharitableness, simplicity, etc. Human Values make a personAntarmukhiAntarmukhi (interiorized) while skills will make him more and more(interiorized) while skills will make him more and moreBahirmukhiBahirmukhi (exteriorized). Human values transcend moral, ethical and(exteriorized). Human values transcend moral, ethical and

spiritual values.spiritual values.


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Indian heritage in production andIndian heritage in production and

consumptionconsumption India has a very rich cultural heritage, it wasIndia has a very rich cultural heritage, it was

actually a well developed country in terms ofactually a well developed country in terms ofeconomy &business.economy &business.

The Indian civilization was not only agricultureThe Indian civilization was not only agriculturebased but also there was flourishing trade nbased but also there was flourishing trade ncommerce. Indian business was uniquecommerce. Indian business was uniqueinnovative, dynamic& qualitatively superior toinnovative, dynamic& qualitatively superior to

other countries of that time.other countries of that time. British first came to India as traders which led toBritish first came to India as traders which led to

the establishment of their rule here.the establishment of their rule here.


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Use of resourcesUse of resources

Renewable resources: are those that areRenewable resources: are those that areeither totally replaced through naturaleither totally replaced through natural

process or are almost inexhaustible. Forprocess or are almost inexhaustible. Forexex--Wind and solar power.Wind and solar power.

NonNon--renewable resources: are resourcesrenewable resources: are resources

which can't be replaced on consumption.which can't be replaced on consumption.For exFor ex-- coal, gas, and oil.coal, gas, and oil.


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Indian BusinessIndian Business

Indian business used to be mostly need based ,withIndian business used to be mostly need based ,withleast focus on profit in its initial days. With passage ofleast focus on profit in its initial days. With passage oftime ,it went through several transformations due totime ,it went through several transformations due to

changes in customs & practice.changes in customs & practice.

Our dependence on the environment: We are living inOur dependence on the environment: We are living inthe age of modern science and technology, and in thisthe age of modern science and technology, and in this

age ,most of the people are moving towards the urbanage ,most of the people are moving towards the urbansociety. Our production depends on availability ofsociety. Our production depends on availability ofresources. Some of these resources are renewable.resources. Some of these resources are renewable.E.g. wood ,water .E.g. wood ,water .


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Production and consumptionProduction and consumption

systemsystem Energy flows as heat only if there is temperatureEnergy flows as heat only if there is temperature

difference: The bigger the difference indifference: The bigger the difference intemperature between two objects, the faster thetemperature between two objects, the faster the

heat energy flows between them.heat energy flows between them. Energy as heat flows from higher temperature toEnergy as heat flows from higher temperature to

lower temperature: Heat flow from the Sun tolower temperature: Heat flow from the Sun toplants facilitates photosynthesis that helps inplants facilitates photosynthesis that helps in

providing food for living beings.providing food for living beings. The greater the difference is the faster theThe greater the difference is the faster the

energy flows.energy flows.


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Two fundamental flows in theTwo fundamental flows in the

environmentenvironment Flow of energy: Flow of energy is linear, moves in aFlow of energy: Flow of energy is linear, moves in a

line from source to link. The Sun provides a sources ofline from source to link. The Sun provides a sources ofenergy that empowers natural production.energy that empowers natural production.

Flow of materials: Flow of materials is circular movesFlow of materials: Flow of materials is circular movesround the food chains. Nutrients and other materialsround the food chains. Nutrients and other materialsare continuously recirculated within and amongare continuously recirculated within and amongecosystems. Plants make food from soil, carbonecosystems. Plants make food from soil, carbondioxide and sun and we use it.dioxide and sun and we use it.

Moreover, our material processing is linear rather thanMoreover, our material processing is linear rather thancyclical. That we extract resources , steadily depletingcyclical. That we extract resources , steadily depleting

them.them.


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ContinuedContinued

We then use them to produce what we want forWe then use them to produce what we want forconsumption. waste products are then simplyconsumption. waste products are then simply

dumped . Thus we have twin problems ofdumped . Thus we have twin problems ofresource depletion & pollution.resource depletion & pollution.

A sustainable economy must be cyclical in itsA sustainable economy must be cyclical in itsprocessing of materials, our economy needs toprocessing of materials, our economy needs to

mimic sustainable natural processes, where onemimic sustainable natural processes, where oneorganism waste is anothers food.organism waste is anothers food.


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Environmental responsibilityEnvironmental responsibility

There is a strong consensus that business has ethicalThere is a strong consensus that business has ethicalresponsibility towards environment that includes bothresponsibility towards environment that includes bothhumans and nonhumans and non--human world. A wide range ofhuman world. A wide range of

environmental responsibility of business includes takingenvironmental responsibility of business includes takingcare of issues like air, water pollution, toxic wastecare of issues like air, water pollution, toxic wastedisposal etc.disposal etc.

Business response towards environment can be studiedBusiness response towards environment can be studied

under two heads:under two heads: Responsibility to humansResponsibility to humans Responsibility to nonResponsibility to non--humanshumans


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Environmental responsibilityEnvironmental responsibility

Responsibility to Humans: If the business dumps toxicResponsibility to Humans: If the business dumps toxicchemicals into a river, it can held liable for any illness thatchemicals into a river, it can held liable for any illness thatresults from use of that water for drinking or cooking purposes.results from use of that water for drinking or cooking purposes.

Can be studied under two models:Can be studied under two models: Liability model: It determines the limit of corporate liability onceLiability model: It determines the limit of corporate liability once

the business harm to society is proved.the business harm to society is proved.

Regulatory model: Rather than compensating for the harmRegulatory model: Rather than compensating for the harmdone to humans, this model requires business firms to meet adone to humans, this model requires business firms to meet awide range of regulatory standards that aim at preventingwide range of regulatory standards that aim at preventing

environmental harm.environmental harm.

Responsibility to nonResponsibility to non--humans: Business has responsibilityhumans: Business has responsibilitytowards nontowards non--humans like animals, plants and other naturalhumans like animals, plants and other naturalobjects.objects.


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Unsustainable structure createsUnsustainable structure creates

problemsproblems Creating increasing environmental problems as its scaleCreating increasing environmental problems as its scale

increases i.e the growth of such an economy aggravates itsincreases i.e the growth of such an economy aggravates itsproblems.problems.

The feature that determines economic scale in a linearThe feature that determines economic scale in a lineareconomy iseconomy is throughput : The volume of materials flowingthroughput : The volume of materials flowingfrom the environment (resource use); through the economyfrom the environment (resource use); through the economy(human production, exchange & consumption), and back to the(human production, exchange & consumption), and back to the

environment as wastes .environment as wastes .

Throughput in turn is determined by 2 factorsThroughput in turn is determined by 2 factors The total human populationThe total human population

Per capita resource use by eachPer capita resource use by each


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ContinuedContinued

In general developing countries are contributing theIn general developing countries are contributing themost to population growth.most to population growth.

And developed countries continue to increase their perAnd developed countries continue to increase their percapita usage of resources.capita usage of resources.

Our fundamental problem is growth of throughputOur fundamental problem is growth of throughput.waste disposal becomes problem which leads to.waste disposal becomes problem which leads toincreasing pollution when natural system cannotincreasing pollution when natural system cannotabsorb and recycle our wastes products.absorb and recycle our wastes products.


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ContinuedContinued

These problems with the way we doThese problems with the way we dobusiness can also be characterized inbusiness can also be characterized inethical terms . They reflect the kind ofethical terms . They reflect the kind of

problems we have seen in other contextproblems we have seen in other contextwhere self interest is not adequatelywhere self interest is not adequatelybalanced against the interest of othersbalanced against the interest of others

.specifically , our environmental problems.specifically , our environmental problemsare , for the most part , free riderare , for the most part , free riderproblems.problems.


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ContinuedContinued

The free rides we take at the expense of futureThe free rides we take at the expense of futuregenerations are not confined to the depletion ofgenerations are not confined to the depletion ofnonrenewable resources, or creation of pollutionnonrenewable resources, or creation of pollutionproblems . Damage to environmental services isproblems . Damage to environmental services isalso ignored in our pricing mechanisms .also ignored in our pricing mechanisms .

For eg: Timber extracted from a forest isFor eg: Timber extracted from a forest istypically priced simply as a commodity no coststypically priced simply as a commodity no costsare attached to the loss of forest as habitat ,are attached to the loss of forest as habitat ,protector of watersheds , maintainer ofprotector of watersheds , maintainer ofmicroclimate or biodiversity storehouse.microclimate or biodiversity storehouse.


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ConclusionConclusion Present ways of doing business are simply not sustainable .Present ways of doing business are simply not sustainable .

That is , our ways of doing business cannot be maintained intoThat is , our ways of doing business cannot be maintained intofuture generations . We cannot continue economic growthfuture generations . We cannot continue economic growth the growth in throughput that exhausts resources andthe growth in throughput that exhausts resources andincreases waste disposal. Thus a sustainable economy requiresincreases waste disposal. Thus a sustainable economy requires

For renewable resources , the rate of harvest should notFor renewable resources , the rate of harvest should notexceed the rate of regeneration.exceed the rate of regeneration.

The rate at which we allow economic activity to generateThe rate at which we allow economic activity to generate

wastes that must be passed into the environment should not bewastes that must be passed into the environment should not beallowed to exceed the environments ability to absorb them.allowed to exceed the environments ability to absorb them.

Finally ,our whole production and consumption process isFinally ,our whole production and consumption process isdependent and directed by natural resourcesdependent and directed by natural resources


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Quality and Total Quality ManagementQuality and Total Quality Management

Quality is the ability of a product or service toQuality is the ability of a product or service toconsistently meet or exceed customer expectations.consistently meet or exceed customer expectations.

A philosophy that involves everyone in an organizationA philosophy that involves everyone in an organizationin a continual effort to improve quality and achievein a continual effort to improve quality and achievecustomer satisfaction.customer satisfaction.

The ability of a product or service to consistently meetThe ability of a product or service to consistently meetor exceed customer expectationsor exceed customer expectations


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Dimensions ofQualityDimensions ofQuality

PerformancePerformance -- main characteristics of the product/servicemain characteristics of the product/service AestheticsAesthetics -- appearance, feel, smell, tasteappearance, feel, smell, taste Special featuresSpecial features -- extra characteristicsextra characteristics ConformanceConformance -- how well product/service conforms tohow well product/service conforms to

customers expectationscustomers expectations SafetySafety -- Risk of injuryRisk of injury ReliabilityReliability -- consistency of performanceconsistency of performance DurabilityDurability -- useful life of the product/serviceuseful life of the product/service

PerceivedQ

ualityPerceivedQ

uality -- indirect evaluation of quality (e.g.indirect evaluation of quality (e.g.reputation)reputation) Service after saleService after sale -- handling of customer complaints orhandling of customer complaints or

checking on customer satisfactionchecking on customer satisfaction


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The Consequences of Poor QualityThe Consequences of Poor Quality

Loss of business: Customer quietly stops buying. CustomerLoss of business: Customer quietly stops buying. Customercomplaints rarely reach to the upper management.complaints rarely reach to the upper management. Liability: Due to damages or injuries resulting from poor qualityLiability: Due to damages or injuries resulting from poor quality

(design, conformance, ease of use, service)(design, conformance, ease of use, service) Low productivity: Rework or scrap. More input but does notLow productivity: Rework or scrap. More input but does not

increase the output.increase the output. High costsHigh costs Costs ofQualityCosts ofQuality Failure CostsFailure Costs -- costs incurred by defective parts/products orcosts incurred by defective parts/products or

faulty services.faulty services.

Internal Failure Costs: Costs incurred to fix problems that areInternal Failure Costs: Costs incurred to fix problems that aredetected before the product/service is delivered to thedetected before the product/service is delivered to thecustomer.customer.

External Failure Costs: All costs incurred to fix problems thatExternal Failure Costs: All costs incurred to fix problems thatare detected after the product/service is delivered to theare detected after the product/service is delivered to the

customer.customer.


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Why do we need quality?Why do we need quality?

Quality makes customer happyQuality makes customer happy Companies exist to delight the customerCompanies exist to delight the customer

Poor Quality reduces productivity and increases costs.Poor Quality reduces productivity and increases costs.

It is not quality that costs, it is all the things you doIt is not quality that costs, it is all the things you dobecause you do not have quality in the first place.because you do not have quality in the first place.

High technology and complicated products makeHigh technology and complicated products makequality a necessity. Computerization and automationquality a necessity. Computerization and automationincreases standardization and quality levels.increases standardization and quality levels.

What technology makes possible today, it makesWhat technology makes possible today, it makesnecessary tomorrow. [Kolesar 1991]necessary tomorrow. [Kolesar 1991]


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TQMTQM

Creating an organizational culture committedCreating an organizational culture committedto the continuous improvement of skills,to the continuous improvement of skills,

teamwork, processes, product and serviceteamwork, processes, product and servicequality, and customer satisfaction. TQMquality, and customer satisfaction. TQMstresses three principles: customer satisfaction,stresses three principles: customer satisfaction,

employee involvement, and continuousemployee involvement, and continuousimprovements in quality, which some refer toimprovements in quality, which some refer toas the quality trilogy.as the quality trilogy.


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TQM is also said to be based onTQM is also said to be based on

four fundamental commitments:four fundamental commitments:

Commitment to the customers total satisfactionCommitment to the customers total satisfaction

Commitment to understanding and improvingCommitment to understanding and improvingthe organizations processesthe organizations processes

Commitment to employee improvementCommitment to employee improvement

Commitment to dataCommitment to data--based decision makingbased decision making


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Contd.Contd.

SharedShared visionvision andand valuesvalues provide the foundation forprovide the foundation formaking these commitments. Because the fourmaking these commitments. Because the fourcommitments often require behaviour that is notcommitments often require behaviour that is notcustomary to managers, in most organizations,customary to managers, in most organizations,

unusual steps must be taken to ensure that workersunusual steps must be taken to ensure that workersand customers do not perceive the commitments asand customers do not perceive the commitments ashollow promises.hollow promises.

It is pertinent to note here that it isIt is pertinent to note here that it is valuesvalues and theand the

value systemvalue system that gives real meaning to TQM efforts.that gives real meaning to TQM efforts.It provides the substratum or a solid foundation forIt provides the substratum or a solid foundation forTQM and elevating the capacity of people andTQM and elevating the capacity of people andorganizations to produce extraordinary results on theorganizations to produce extraordinary results on thebasis of available material resources.basis of available material resources.


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TQMTQM

Total: Everyone associated with the company isTotal: Everyone associated with the company isinvolved in continuous improvement includinginvolved in continuous improvement includingcustomers and suppliers.customers and suppliers.

Quality: Customers stated and impliedQuality: Customers stated and impliedrequirements are fully met.requirements are fully met.

Management: Executives are fully committed.Management: Executives are fully committed.Should be able to understand the process andShould be able to understand the process andtrain other people in TQM and reports directlytrain other people in TQM and reports directly

to the GM or CEO.to the GM or CEO.


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Quality ControlQuality Control

QQ-- Quality FirstQuality First UU--User is KingUser is King AA--Avoid defectAvoid defect LL--LongLong--term visionterm vision II--InnovationInnovation TT--Training for allTraining for all

YY--Yearning for factsYearning for facts

CC--Cost ConsciousnessCost Consciousness OO--Optimal toleranceOptimal tolerance NN-- Nip the vital fewNip the vital few

TT--Team workTeam work RR--Respect humanityRespect humanity OO--Operator in state ofOperator in state of

selfself--controlcontrol

LL--Leadership from top.Leadership from top.


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Total Quality ManagementTotal Quality Management

A philosophy that involves everyone in anA philosophy that involves everyone in anorganization in a continual effort to improveorganization in a continual effort to improve

quality and achieve customer satisfaction.quality and achieve customer satisfaction.

Continuous improvingContinuous improving

Involvement of everyoneInvolvement of everyone

Customer satisfactionCustomer satisfaction


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The TQM ApproachThe TQM Approach

Find out what the customer wantsFind out what the customer wants

Design a product or service that meets exceedsDesign a product or service that meets exceedscustomer wants Design processes thatcustomer wants Design processes thatfacilitates doing job right the first timefacilitates doing job right the first time

Keep track of resultsKeep track of results

Extend these concepts to suppliersExtend these concepts to suppliers


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Elements of TQMElements of TQM

Continual improvement: KaizenContinual improvement: Kaizen Competitive benchmarkingCompetitive benchmarking Employee empowermentEmployee empowerment

Team approachTeam approach Decisions based on factsDecisions based on facts Knowledge of toolsKnowledge of tools

Supplier qualitySupplier quality Quality at the source: The philosophy of making eachQuality at the source: The philosophy of making eachworker responsible for the quality of his or her work.worker responsible for the quality of his or her work.

SuppliersSuppliers


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Obstacles to Implementing TQMObstacles to Implementing TQM

Lack of:Lack of:

CompanyCompany--wide definition of qualitywide definition of quality Strategic plan for changeStrategic plan for change Resistance to a changeResistance to a change Customer focusCustomer focus

Real employee empowermentReal employee empowerment Strong motivationStrong motivation Time to devote to quality initiativesTime to devote to quality initiatives LeadershipLeadership


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Steps to implement TQMSteps to implement TQM

Dr. W.E Deming one of the famous AmericanDr. W.E Deming one of the famous Americanquality experts went to Japan after the worldquality experts went to Japan after the world

war ii where he taught the Japanese the use ofwar ii where he taught the Japanese the use ofstatistical techniques as a tool for qualitystatistical techniques as a tool for qualityimprovement. The approach that he followedimprovement. The approach that he followedfor the implementation of TQM was called thefor the implementation of TQM was called thePlanPlan--DoDo--CheckCheck--Action cycle or the PDCA cycleAction cycle or the PDCA cyclewhich is as follows:which is as follows:


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The PDSA CycleThe PDSA Cycle

PlanPlan -- it refers to product development .team must lay downit refers to product development .team must lay downthe objectives, policies, and procedures of TQM, determinethe objectives, policies, and procedures of TQM, determinecustomer requirements adopt appropriate tools and techniquescustomer requirements adopt appropriate tools and techniquesand educate and train the personnel to produce goods thatand educate and train the personnel to produce goods thatmeet customer requirements.meet customer requirements.

DoDo -- refers working according to plan. Starts manufacturingrefers working according to plan. Starts manufacturingaccording to product development plans.according to product development plans.

CheckCheck -- once the production process has started, check refersonce the production process has started, check refersto finding deviations in outputs or inputs, finding the causes ofto finding deviations in outputs or inputs, finding the causes ofdeviations. Any problem detected and the solution which wasdeviations. Any problem detected and the solution which wasimplemented, find out whether the improvement wasimplemented, find out whether the improvement wassuccessful.successful.


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The PDSA CycleThe PDSA Cycle

ActionAction -- if steps taken above prove to beif steps taken above prove to besuccessful, better quality level should besuccessful, better quality level should beaccepted and if steps have not proved to beaccepted and if steps have not proved to besuccessful, the PDCA, cycle should be repeated.successful, the PDCA, cycle should be repeated.

ConclusionConclusion -- PDCA, cycle aims at developingPDCA, cycle aims at developingteamwork with respect to productteamwork with respect to productdevelopment, manufacturing, sales and marketdevelopment, manufacturing, sales and marketresearch.research.


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T h i f TQMT h i f TQM


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Techniques of TQMTechniques of TQM

BenchmarkingBenchmarking -- the purpose of benchmarking is to fillthe purpose of benchmarking is to fillin gaps in firms performance by taking anin gaps in firms performance by taking anindependent look at it , comparing it with others andindependent look at it , comparing it with others andadopting the best practice being followed byadopting the best practice being followed bycompetitors in all areas of operations.competitors in all areas of operations.

ISOISO--90009000 it aims at providing an effectiveit aims at providing an effectivemanagement systems to firms and their customers somanagement systems to firms and their customers sothat tasks are standardized, that is carried out in thethat tasks are standardized, that is carried out in thesame way irrespective of whosoever does them. Itsame way irrespective of whosoever does them. Itaims at providing consistent quality to customers.aims at providing consistent quality to customers.

JustJust--inin--timetime When firm wants to keep minimumWhen firm wants to keep minimumstocks to avoid unproductive costs, this method aimsstocks to avoid unproductive costs, this method aimsat delivering the raw materials and components to theat delivering the raw materials and components to theproduction line just in time when they are needed.production line just in time when they are needed.

Zero inventory or stockless production.Zero inventory or stockless production.


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Quality circlesQuality circles These are small groups ofThese are small groups ofpeople consisting of 3 to 12 people who dopeople consisting of 3 to 12 people who dosimilar work and meet voluntarily for about ansimilar work and meet voluntarily for about an

hour every week to identify the problems andhour every week to identify the problems andsearch ways to tackle them. Once the problemsearch ways to tackle them. Once the problemis solved they identify further problems andis solved they identify further problems andthus selfthus self--regulate their work. This method ofregulate their work. This method of

TQM develops the quality products and also theTQM develops the quality products and also theindividual.individual.

Deming wheelDeming wheel -- aiming at full satisfaction ofaiming at full satisfaction ofconsumers, developed the PDCA cycle.consumers, developed the PDCA cycle.


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Force field analysisForce field analysis means to implement change and allowmeans to implement change and alloworganization development, force field analysis allows a team oforganization development, force field analysis allows a team ofindividuals to identify forces that help and those that hinder inindividuals to identify forces that help and those that hinder inreducing gap between where the firm is and where it wants toreducing gap between where the firm is and where it wants tobe. helps to identify forces which have maximum impact onbe. helps to identify forces which have maximum impact on

implementation of change and therefore to concentrate thereimplementation of change and therefore to concentrate thereefforts in those areas.efforts in those areas.

BrainstormingBrainstorming where managers want to find solution to anywhere managers want to find solution to anyproblem, they use the method of brainstorming where they tryproblem, they use the method of brainstorming where they try

to generate as many ideas as possible by encouraging allto generate as many ideas as possible by encouraging allorganizational members to contribute to the solution. Thisorganizational members to contribute to the solution. Thismethod breaks barriers between the departments & all levels ofmethod breaks barriers between the departments & all levels ofhierarchy & encourages everyone to develop their collaborativehierarchy & encourages everyone to develop their collaborativebehavior which acts as a bond to strengthen their group skills.behavior which acts as a bond to strengthen their group skills.


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What is KaizenWhat is Kaizen

Kaizen means improvement calls for neverKaizen means improvement calls for neverending efforts for improvement involvingending efforts for improvement involving

everyone in the organization .has 2 majoreveryone in the organization .has 2 majorcomponents:components:

Maintenance: Maintenance function is toMaintenance: Maintenance function is to

maintain current technological, managerial, andmaintain current technological, managerial, andoperating standardsoperating standards

Improvement: Improvement aims at improvingImprovement: Improvement aims at improvingcurrent standardscurrent standards


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Stress & Indian EthosStress & Indian Ethos

Stress is a dynamic condition in which anStress is a dynamic condition in which anindividual is confronted with an opportunity,individual is confronted with an opportunity,constraint, or demand related to what he or sheconstraint, or demand related to what he or shedesires and for which the outcome is perceiveddesires and for which the outcome is perceivedto be both uncertain and important. Moreto be both uncertain and important. Moretypically, stress is associated with constraintstypically, stress is associated with constraintsand demands. The word stress is derived fromand demands. The word stress is derived fromthe Latin word Stringer which means to drawthe Latin word Stringer which means to drawtight.tight.

S l d hS l d h


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Selye suggested a three stageSelye suggested a three stage

model.model. 1. Alarm stage1. Alarm stage the body familiarizes itself withthe body familiarizes itself with

the new situation or stressor (is a factor orthe new situation or stressor (is a factor orstimulant that creates stress). In this stage thestimulant that creates stress). In this stage the

individual is under stress. (positive stress,individual is under stress. (positive stress,achievement and joy in physical activity andachievement and joy in physical activity andmanagerial job )managerial job )

2. Resistance stage2. Resistance stage involves resisting andinvolves resisting andreaching to the situation. In this stage, anreaching to the situation. In this stage, an

individual is in a fight situation the bodyindividual is in a fight situation the bodyprepares either to escape from the situation orprepares either to escape from the situation orto survive in it.to survive in it.

S l d hS l d h


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Selye suggested a three stageSelye suggested a three stage

model.model. 3.Exhaustion stage3.Exhaustion stage it is the next stage ofit is the next stage of

resistance ?if the resistance stage goes onresistance ?if the resistance stage goes on

for a long period , then the personfor a long period , then the personbecomes distressedbecomes distressed-- a negative stressa negative stressaccompanied by negative state likeaccompanied by negative state liketension , helplessness, tension, headache.tension , helplessness, tension, headache.

Another view given by Panels. Called it asAnother view given by Panels. Called it asburn out stress syndrome" (BOSS)burn out stress syndrome" (BOSS)


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Causes of StressCauses of Stress

Mostly external and outside our controlMostly external and outside our controllike Rapid obsolescence of skills,like Rapid obsolescence of skills,

Uncongenial work environment, politicalUncongenial work environment, politicaland economic factors, etc.and economic factors, etc. Stress generating events & situations inStress generating events & situations in

lifelife partly controllable and partly not likepartly controllable and partly not like

Death of family member / close relative,Death of family member / close relative,Wedding, Retirement, Loss of Job, etc.Wedding, Retirement, Loss of Job, etc.

C f StC f St


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Causes of StressCauses of Stress Mostly internal and by and large within our control. These areMostly internal and by and large within our control. These are

classified intoclassified into

(a) Strong negative emotions(a) Strong negative emotions the 5 As of anger, ambition, anxiety,the 5 As of anger, ambition, anxiety,apprehension and arrogance.apprehension and arrogance.

(b) Materialistic world view including a hedonistic culture that(b) Materialistic world view including a hedonistic culture that

promotes crass consumerism and is sustained by some powerfulpromotes crass consumerism and is sustained by some powerfulunwholesome emotions like selfishness, greed, grabbing mentality,unwholesome emotions like selfishness, greed, grabbing mentality,envy, etc.envy, etc.

(c) Living an impure, illegal and unethical life ruled by the senses; for(c) Living an impure, illegal and unethical life ruled by the senses; forexampleexample

having extrahaving extra--marital relationship and being a victim of lust andmarital relationship and being a victim of lust andpassion,passion,

engaged in shady corrupt deals and being a victim of easy money,engaged in shady corrupt deals and being a victim of easy money,etc.etc.

(d) Personality composition / make(d) Personality composition / make--upup

(e) Interplay of duality that is a fact of life and human existence(e) Interplay of duality that is a fact of life and human existence

C f StC f St


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Consequences of StressConsequences of Stress There is almost a common view that there are fourThere is almost a common view that there are four

components of the consequences of stress.components of the consequences of stress.These are:These are:

PhysiologicalPhysiological blood pressure problems, problemsblood pressure problems, problemsrelated to the heart, indigestion, insomnia, etc. Theserelated to the heart, indigestion, insomnia, etc. Theseare termed nowadays as lifestyle diseases!are termed nowadays as lifestyle diseases!

EmotionalEmotional anxiety, anger, depression, fearanxiety, anger, depression, fear(phobias), etc.(phobias), etc.

BehavioralBehavioral over dependence, argumentativeness,over dependence, argumentativeness,disturbed work life/schedule, etc.disturbed work life/schedule, etc. CognitiveCognitive adverse effects on mental functions suchadverse effects on mental functions such

as reasoning, thinking, concentration, and memory,as reasoning, thinking, concentration, and memory,and incapability in decision makingand incapability in decision making

The Indian View on StressThe Indian View on Stress


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The Indian View on StressThe Indian View on Stress

Ancient Indian literature does not talk about stress itself. SomeAncient Indian literature does not talk about stress itself. Someof the terms used are bishad, klesha and dukh. Klesha refers toof the terms used are bishad, klesha and dukh. Klesha refers tothe stressor aspect. Our ancient literature does talk of tritapthe stressor aspect. Our ancient literature does talk of tritapwhich refers to three kinds or rather sources of distress andwhich refers to three kinds or rather sources of distress andmiseries (dukhatraya) in human life, mainlymiseries (dukhatraya) in human life, mainly

AdhibhautikaAdhibhautika due to beings, i.e., wild animals, reptiles anddue to beings, i.e., wild animals, reptiles and

cruel humanscruel humans AdhidaivikaAdhidaivika due to Acts of God, i.e., natural calamities whichdue to Acts of God, i.e., natural calamities whichare ordinarily beyond human controlare ordinarily beyond human control

AdhyatwikaAdhyatwika relating to ones own body and mind, i.e.,relating to ones own body and mind, i.e.,physical and mental illnessphysical and mental illness

Out of the three, those in the second group are factors outsideOut of the three, those in the second group are factors outsideour control, the first group may be avoided if we are carefulour control, the first group may be avoided if we are carefulenough and the third are by and large within our control. Asenough and the third are by and large within our control. Ascan be observed, these are very similar to the Causes of Stresscan be observed, these are very similar to the Causes of Stressas already mentioned above.as already mentioned above.

Methods of Stress PreventionMethods of Stress Prevention


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MeditationMeditation Relaxation technique is a more powerful tool which anRelaxation technique is a more powerful tool which an

individual can use in order to avoid stress of daily life.individual can use in order to avoid stress of daily life.

Meditation can shield the persons from negativeMeditation can shield the persons from negativeimpact of stress.impact of stress.

It was used by ancient Indian Yogies also known asIt was used by ancient Indian Yogies also known asShivasan in which a person relaxes all his musclesShivasan in which a person relaxes all his muscles

starting from feet and moving towards the head.starting from feet and moving towards the head. The mind gets submerged in Parabrahman and oneThe mind gets submerged in Parabrahman and one

feels totally content within oneselffeels totally content within oneself


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As on the battle field of Kurukshetra, the Lord KrishnaAs on the battle field of Kurukshetra, the Lord KrishnaPropounded the same concept of Yoga. The Lord AdvisesPropounded the same concept of Yoga. The Lord AdvisesArjuna.Arjuna.

tain vidyad dukha samy Yogatain vidyad dukha samy Yogasa niscayena Yoktavyasa niscayena Yoktavya

Yoga nirvinia catasa.Yoga nirvinia catasa.

This stage is called yoga which is totally devoid of fear, pair &This stage is called yoga which is totally devoid of fear, pair &misery.misery.

As also said by S. Radha KrishnanAs also said by S. Radha Krishnan Yoga is more psychotherapy, than it is physiotherapy.Yoga is more psychotherapy, than it is physiotherapy. Positive thinking also acts as weapons to get out of stress.Positive thinking also acts as weapons to get out of stress. Sleeping better also reduces stress.Sleeping better also reduces stress.


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(b) Laughter is the Best Medicine(b) Laughter is the Best MedicineOne of the quickest way of reducing stress. It worksOne of the quickest way of reducing stress. It works

because laughter produces helpful chemicals in the brainbecause laughter produces helpful chemicals in the brain

which distracts the person from having a stressedwhich distracts the person from having a stressedmindset.mindset.

(C) Brisk Walk and Self Analisation(C) Brisk Walk and Self AnalisationGoing for a short walk outride especially in morning,Going for a short walk outride especially in morning,

breathing the fresh air leads to a change in environmentbreathing the fresh air leads to a change in environmentwhich creates an atmosphere of relief as the personwhich creates an atmosphere of relief as the personfeels relaxed.feels relaxed.

M th d f St P tiM th d f St P ti


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(d)Trip roving Diet(d)Trip roving DietWhen we our under stress we try to take junk food which isWhen we our under stress we try to take junk food which isunhealthy as it is rightly said,unhealthy as it is rightly said,

Breakfast like a king, lunch like a prince & dine like a pamper.Breakfast like a king, lunch like a prince & dine like a pamper.

Drink Lot of water which is very essential for proper functioningDrink Lot of water which is very essential for proper functioningof brain.of brain.

(e)Exercise(e)E

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Business Ethics & Values - CH