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Chapter 1
I ndian management
- An introduction
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INTRODUCTION
In Indian organisation, many working who are of
Indian origin. But although these so-called Indian
managers are quite knowledgeable about Maslows
need hierarchy theory, Theory X and Theory Y,Total Quality Management, Restructuring, which
are the concepts related to western ethos, they are
little concerned about holistic approach of
management, concepts based on ageless Vedas.
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Chapter 2
I ndian Ethos
I ndianCulture
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INDIAN ETHOS
Ethos is related to the part of the psyche of the community. It is
related to the behavior that is normal, spontaneous & unplanned.
Ethos results from the lessons, beliefs, values that are there
within individuals depending on various kinds of experiences they
are facing in their day-to-day life.
Ethos is an important factor as far as the management is
concerned.
Indian ethos emphasizes, management of selfis the mostimportant task before managing others.
The ideas of Indian philosophy are love, give, serve, meditate,
purity and realise.
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Indian Ethos emphasizes onHolistic Approach to Life
It insists as is interconnection among all of us, there should beno kind of disharmony and conflict.This will generate co-operation and team spirit which will ultimately lead toefficiency and effectiveness.
Seva or Service AttitudeAs one of the managers of wiprowho has just returned from weekend at a spiritual centre
says, seva should be the mantra in the businessorganisation.
Perfection in workwe have to work with perfection & alsoat the same time we should take care that it would bring
some benefit to the society.
Ma Phaleshu Kadachanathis concept emphasises that
while doing our work we should not bother about the results.
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Self Motivationself motivation means you have to motivateyourself & that is possible when you will love your work.
Dignity of Work- dignity of work is very much important as far
as indian ethos is concerned.
Ends Do Not Justify Meansends indicate profit making &means are the ways & process one is following while runningthe business.
Creator and CreationCreator i.e. Gold is subjective whom wecan not see, we can not touch , but we feel that he exists.Creation ie.our body, senses, intellect etc. are objective
Sarva Dharma SamabhavaAll the religions in the world teach
us to have spirit of sacrifice, to respect others, to know our trueself, to discard our ego, anger etc.
Blissthe concept of bliss or ananda goes beyond happinesss.It mens attainment of eternal happiness
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INDIAN CULTURE
Culture is the integral sum of values which individuals, groups of
individuals and the society at large conceive and practice.
DEFINITION :
C. Raja Gopalacharidefines culture as the sum total of the
ways of living built up by groups and human-beings and transmittedfrom one generation to another.
It includes values, attitudes, belief, perception, behavioural
norms and expectations of a particular organisationof aparticular society.
Our culture which is related to our own perception, belief,
thought are based on our precious ancient scriptures like the Vedas,
Upanishads and epics like theRamayanaand the
Mhabharata
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DIFFERENCE BETWEEN INDIANCULTURE AND WESTERN CULTURE :
Emphasis on personalrelationship.
It is Family-oriented. Family-members provide suggestionsand guidance to young ones in
decision-making.
It believes in joint-family. Herefamily members includegrand-parents, uncle, parentsand the children.
A unique combination ofmaterialism and spiritualism.
It insists to maintain a balancebetween profit making andsocial welfare.
Professional relationship.
More individualistic inapproach. Members cantake decision on their own.
It emphasises on nuclearfamily I. E. a family consistsof the parents and theirchildren.
More materialistic in itsapproach.
It believe in give and takerelationship.
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Chapter 3
personali ty and personali ty
Development
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CONCEPT OG PERSONALITY :
Cambridge International Dictionary of
English, defines personality in the following manner :
Your personality is the type of person you are, which
is shown by the way you behave, feel and think.
How a person behaves in a give set of situation
depict his personality condition. Only appearance or
communication style does not reflect ones true personality.
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CONCEPT OF PERSONALITYACCORDING TO INDIAN ETHOSE :
According to Indian ethos, the reality of a human being is supreme
consciousness or param brahma. In Kathopaneshad human structure is
described as a chariot with five horses controlled by an expert driver.
The chariot is physical body.
The charioteer is the intellect or buddhi.
The reins is the mind or manas.
The person sitting inside is the conditioned self
The five horses are the five sense organs-ear, skin, eyes, tongue and
nose which give the knowledge of objects in the world.
The roads are the desires, or sense and objects.
The supreme goal or the ultimate destination is brahman, the
unconditioned self.
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HIL ISTIC APPROACH TO
PERSONALITY
He should have positive world-view.
He should be ready to do good without mentioning about it.
He should have sahanshilata or tolerance.
He is ready to forgive personal insults but not the insult of the
members of the society.
A satvik personality is a man of principle, there is no gap
between what he is advising to others and what he himself is
doing e. g. Mahatma Gandhi.
He is a life-long learner.
He develops certain mental, moral and spiritual power and to
resolve any conflict.
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PERSONALITY DEVELOPMENT:
INTRODUCTION
Personality development is related to change our old habit and
yield place to new ones
According to Indian Ethos, we have to develop ourselves in
such a manner, that will lead to maximise the anand or joy and
happiness within us, it will lead to a blissful state and it is
possible when we are alone and unattached.
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DEFINITION :
Come up, lions and shake of the delusions
that you are sheep, you are souls, immortal,
spirits free, blest and etrnal, ye are not matter,
ye are not bodies, matter is your servant, not
you the servant of matter.
- Swam i Vivekananda
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FACTORS THAT NEEDS TO BETAKEN CARE OF TO DEVELOP OUR
PERSONALITY
Know thyselfthe need of the hour is to know yourself,understand your true self, your divine nature.
Introspectit is one of the most important factors todevelop our personality.
Be Religiousthe religion does not mean mere bellringing or lightening the lamp in front of god or going to
the temple.
Souls Developmentdevelopment is more oriented tothe growth & development is more oriented to theindividual.
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No Egoismit can lead to innumerable problems like poorinternational relationship, conflict & disharmony, ineffectiveorganisation & even a disastrous society.
Remove Fearsone of the most important criteria todevelop oneself is to attain the state of fearlessness.
Have Faith in Yourselfindian ethos emphasises that wemust have faith in ourselve, in our potential.
Develop Positive Attitude towards Life- it is a continuousproccess. We must have possitive attitude towards life.
Self-less Serviceselflessness, doing everything for others
sake, not expecting anything in return from them is animportant factor as far as self-development is concerned.
Be Detachedto develop the personality in the true sense ofthe term, ie developing overall personality
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Chapter 4
Motivation
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In t roduct ion
A person may have the required skill, knowledgeand experience to get the job done in the best possiblemanner, but that does not mean he will give his bestoutput. He may not be interested or he may not havewillingness to do the job. Here comes the importance ofmotivation.
As far as Indian philosophy is concerned,
motivation is more related to internal factors.
Internal motivation that comes from withinmakes all the difference.
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SELF-MOTIVATION :
In todays hectic and stressful life need of the hour
is sel f-motivat ion. Nothin g can motivate you for
long, unless and unt i l you are mot ivated on your
own. Indian ethos in management emphasises that
people sho uld b e internal ly mo tivated. Ind ian
phi losophy teaches u s th at ul timately i t is no t
money, power, and posit ion th at motivate us .
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HOW TO BE SELF-MOTIVATED
To become self-motivated personality, we have to change
the attitude.
We have to look at things from a different perspective
We have to look at things from a different perspective, from
others point of view, from others perspective.
Understand the purpose of your action
Ask yourself why you are doing a particular job?
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Techn iques for Self-Motivat ion
Think how important the work is for you.
Set a target of how much you have to perform each day.
Visualize the end (think about the third stone cutter already
the story is given) you want to attain.
Work hard with full concentration as ifwork is w orksh ip .
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LEADERSHIP CHALLENGES IN ANERA OF GLOBALISATION :
To motivate and to make the organisation effective, the following
strategies to be taken.
As Mr. Kumar Mangalam Birla of Aditya Birla Group says :
People Count
Everyone is important
Be Creative
Effective Communication
Attitudes
Values
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DIFFERENCE BETWEEN JAPANESESTYLE AND AMERICAN STYLE OFMOTIVATION :
1. The employees get motivatedby long-term relationship. Theylook at things from longtermperspective.
2. Japanese people are self-motivated. They are partriots.
3. The managers tries to fulfill theself-actualisation or self-fulfillment need of theemployees.
4. Management does not alllow
the employees to carry theirwork at home. Thus it helps tomaintain a balance betweenprofession and personal life.
5. Informal relationship in anorganisation motivates
Japanese people.
1. American does not believe inlong-term relationship
2. American are not always self-motivated. They want alwaysmore and more.
3. American follow Maslowsneeds hierarchy theory. Self-esteem need and self-actualisation needs have tobe fulfilled.
4. Employee can carry their
work at home. This attitudemotivates them.
5. They prefer formalrelationship in theorganisation. Too muchinformal relationship can
demotivate them.
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Chapter 5
Leadership, Leadership
Role Model
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In t roduct ion
Even in todays organisation, the leader are leading the
organisation or a nation to move ahead through proper
planning, organising, directing, controlling and motivating.As
for as the responsibilities are concerned, the kind (leader)
should consider first the people, nations interest, and isresponsible for the welfare of his subjects. Todays leaders
must think of the nations interest, the business organisations
interest and also for the welfare of all the stakeholders who
are directly or indirectly related with the business. Leadermust understand the attitude of each follower. The leader must
not be a selfish person. For the leader work is workship.
Leader is the change agent.
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ATTITUDES, QUALITIES ANDSKILLS OF A LEADER
Service attitudea leader should provide benefit & service tothe society but never talk about it.
Happy when others are happyhe never feels happy whenhis followers are unhappy, depressed or dejected.
Forbearancethe leader must have forbearance as far hisown life or work is concerned.
God fearingthe leader according to indian culture & traditionshould have firm faith on god.
Observer- he observes the strengths & weaknesses, thepositive & negative traits in everyones character.
Man of principlehe believes that he is a man of word. Thereis no gap between whatever he advises &the action he takes.
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Time managementhe manages the time very effectively & isalways punctual.
Asks fundamentalhe works diligentiy but he also spends
sometime in seeking answer to some fundamental questions
Know thyselfit indicates one should understood oneself.
HR skillthe leader has to master the human relation skills & whenhe skillfully handles human resources.
Equanimousthe leader has to maintain equanimity ie he shouldbe balanced, serene & calm all the time, under all circumstances.
Welfare of othersthe leader tries to search what is good for thewelfare of common men & for the society at large.
Macro visionthe leader should have the macro vision Developing individualsthe leader helps the people to understand
their true hidden potential.
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THE DIFFERENCES IN FAMILYMANAGED BUSINESS AND MNCs IN
INDIA
In family based enterprisemanagement is in the hands of
family members.
Generally autocratic & manyare benevolent autocrat.
Centralised- leader takes thedecision.
Generally family members.
Sometimes does not fulfillsocial obligations.
Leaders expect employeeloyalty to the owners.
Business is run by the peoplewho are professionallyqualified & capable to
manage. People-oriented, democratic.
Participative-employees areinvolved.
Quite experienced &knowledgeable professional.
Generally expected to fulfillsocial responsibility.
Expect employee-loyalty to theorganisation.
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DIFFERENCE BETWEEN BORNLEADER AND MADE LEADER
A person who is having allthe skills, abilities andattitudes of a leader from
the very beginning of hisearly childhood. No one hasmade him leader but he hasbecome leader because ofhis qualities.
Swami Vivekanand was aborn leader. While playingwith friend in his earlychildhood, he was alwaysthe leader and others werefollowers.
A person who has beenturned into a leader due tocircumstances, he is made
leader. Anyone can becomethis type of leader if he isinterested and determinesto acquire all the skills andqalities required to becomea leader.
JRD Tata, Narayan Murthy,Bill Gates, MahatmaGandhi are made leaders.
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INDIAN STYLE OF LEADERSHIP
Autocratic Leader
Democratic Leader Laissez-faire Style
Functional/Intellectual Style
Bureaucratic Style
Situational Style
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DIFFERENCE BETWEENTRANSFORMATIONAL LEADER ANDTRANSNATIONAL LEADER
Brink changes in the mindsetof the organisationalmembers.
Provides vision and sense ofmission-followersunderstands the values oftheir output.
He transforms them in such
a manner that for themorganisation goals becomemore important than theirown personal goals.
Manages transactionbetween the organisationand its employees.
Gets the job done andexchanges rewards for theinitiatives taken by theemployees.
Promises contingent rewardsif performance isoutstanding or better thanaverage.
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Conservat ive Style o f Management
This type of management believes to maintain the status
quo
A managers who is not ready to take any risk and challengein life is known as a conservative.
He is very cautious and skeptical about change.
Generally manager who follows this style is guided by
customs, religion and tradition and old practices.
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Entrepreneurial Style of Management
He likes to make experiments, is creative and innovative.
He is ready to learn from past failures
His energy level is very high.
He is a visionary who perceives the opportunity, arranges
funds and fulfills other business requirenments on his own
and starts a venture.
He can anticipate change and accordingly take action.
He knows success will not come immediately but he moves
ahead to attain his goal with mission and zeal.
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Organic Style of Management
The management believes that each is unique withspecific skill and knowledge and is required to attain thegoals of the organisation
It believes team-spirit is essential in organisations
It is quite flexible
It generates an atmosphere of openness and trust andprovide autonomy to the employees to express theirviews.
It also develops hierarchical teams.
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Profess ional Style o f Management
When the management of an organisation is progressive
and management of an organisation is progressive and
scientific, ready to introduce new methods and techniquesas per the demands of the market is known as professional
management.
They are quite competent and knowledgeable in their field.
This style of management belives to accept new challengesand as per the demands they adopt changes
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Chapter 6
Learning
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In t roduct ion
Learning is a relative permanent change in behaviour thatoccurs as a result of experience.
The process of having ones behaviour modifiedmoreor less permanently by what he does & the consequencesof his action or by what he observes.
Indian concept of learning leads to make individualsenlightened ones.
Learning is a stimulusresponse mechanism that bringstransformational changein attitude or behaviour.
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DEFINITION
According to Stephen Robbins, Learningis any relatively permanent change inbehaviour that occurs as a result ofexperience.
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TYPES OF LEARNING
CLASSICAL CONDITIONING:
Classical conditioning involves forming association through
learning.
APPARENT CONDITIONING:
Apparent conditioning means that if the consequences arefavourable, they repeat the behaviour & thus learning takes
place.OBSERVATION LEARNING:
Observation learning takes place by observing othersbehaviour or through interaction with others & analysis ofthe situation in which one operates.
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BENEFITS OF LEARNING
Learning helps to understand others.
Learning can help to bring disciplinein theorganisation.
Learning helps to face competitionmore confidently.
Learning helps to growas individual.
Learning helps a manager to learn how to manage
others.
Learning also helps us to understand that organisationmust fulfill the social responsibilityas business belongto society.
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F ive Discipl ines of a LearningOrganisation
Systems Thinking
Personal Proficiency
Assumption, Perception and Belief
Shared Vision
Team Learning
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Distinction between ancient method oflearning & morden method of learning
After the learning is over, thestudent become a completeman having knowledge in allaspects of life.
In the gurukul, all the studentswere having equal status.
The disciples or students hadto learn virtues like vinaya,viveka, respect to others, etc.
Students studied at daytime. Students used to go to gurukul
or ashrama and stayed withthe guru and learnt a lot fromhis day to day life.
But a modern student havingspecialisation in one field isquite ignorant or have littleknowledge of other fields.
Rich ones, powerful onessometimes may get extraprivilege although as per normsevery one is having equal status.
Modern method does notemphasise on learning all these
virtues. No specific time is set for
studies.
Modern students go to schools &then colleges where they do not
get the proper attention from theteachers and lecturers.
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Chapter 7
Productivity
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INTRODUCTION
Productivity is an important factor for any organisationat the micro level and for the nation itself at the macrolevel. It is the ratio between output I.e end result or
finished goods & inputs I.e. resources.to improve theproductivity level business organisations need to workefficiently and effectively. Productivity concept providesthe relationship between quantity of goods produced or
services provided and the quantity of various inputs or
resources used in the process of production.
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What is p roduc t iv i ty
At the micro level or as far as industry is
concerned, productivity is the ratio between
output of finished goods and service and input ofresources utilised in the production process.
It is the ratio between output and input of a
production process.
Productivity=output/input
Productivity=x/y
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FACTORS INFLUENCINGPRODUCTIVITY
The factors can be classified into two parts HUMANFACTORS & NON-HUMAN FACTORS.
Human factors can be further divided into Jobmaturity& Psychological maturity.
Non-human factors can be divided into Plant location,standardisation, production planning & control,material handling, inventory , maintenance system,
waste mgmt, quality control, research &development, transportation, availability of rawmaterials & fuels etc
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How to improve the productivity levelfol lowing ethos:
Do Yoga
Developing SQ or Spiritual Quotient
Organisations Commitment to Develop Individuals
Follow Ethics
Karma Yoga
Selfless Work
Dignity of work
Dhatmic
Self-Motivation
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Role of leader to improve the productivitylevel
Leader should always be Dharmic Leader.
Leader having values always manages business ethically
Leaders having values is a man of not mere principle
and idealism, but a man of action who never wastes timeand thus become the role model.
He does not only work but also tries to seek answers ofbasic fundamental question.
He is having a balanced mind free from any innerturmoiland conflict, as the action he is taking are value based.
He is poised, serene, calm and balance.
He works with a sense of purpose
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Chapter 8
Confl ict Management
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in t roduct ion
The term conflict comes into existence from the Latin
wordconflictuswhich means to come into collision or
clash.
This clash may be at individual level, may be at grouplevel or maybe with the society at large.
Conflict can also arise due to inner-turmoil with in
oneself.
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LEVELS OF CONFLICTS
I NTRAPERSONAL CONFLICT:
When there is a gap between the path one wants to follow& what actually he is following & intrapersonal conflictarises.
I NTERPERSONAL CONFLICT:
When clash or collision takes place between twoindividuals, it is known as interpersonal conflict.
I NTERGROUP CONFLICT:
Conflict between two or more groups maybe within theorganisation or within the society at large is called asintergroup conflict.
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CONFLICT: GOOD OR BAD
In todays organisations and within the society at large,
conflict and clashes are always there.
The question arises whether conflict is good or dad I.e.,
whether the organisation or society at large attains goals
and objectives or suffers due to conflict.
Depending on this conflict can be subdivided into threesegments.
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TRADI TIONAL APPROACH:
Conflict is always bad, it creates obstacles in performance.Therefore it is dysfunctional i.e. destructive & creates
hindrances.
HUMAN RELATION APPROACH:
It lays stress on the fact that conflict can be beneficial.
Therefore it is functional i.e. can do good to the organisation.
I NTERACTIONI ST APPROACH: It emphasis that conflict is essential. Therefore it is functional.
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TYPES OF CONFLICTS
FUNCTIONAL CONFLICT:
Conflict which is constructive, which improves the
performance level of the organisation is known asfunctional conflict.
DYSFUNCTIONAL CONFLICT:
Conflict which is destructive, create hindrances to attain
organisations goals is known as dysfunctional conflict.
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Social isat ion
Through this process the employees adjust in the neworganisation culture. It has three stages:
Pre-arrival stageit includes the values, perceptions,
attitudes, mentality which were developed in hisinteraction with his surroundings.
Encounter stageif there is a major gap between hisexpectations and the real organisation, he may leave.
Metamorphosis stageto reduce this disequilibriabetween the individual and organisation, individualshave to transform themselves, they should developmacro vision.
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Chapter 9
ORGANI SATIONAL EFFECTIVENESS
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In t roduct ion
Effectiveness means doing the right the thing. Oftenterms like efficiency, productivity, growth, vitality or
profit making are used to explain organisationaleffectiveness.
To set up an effective organisation one has to Setstandards, Develop team spirit, Facilitateimprovement , Develop right attitude to work, Beethical, fare & just, Be socially conscious, Trust theemployees, Fulfill social responsibilities, Take care ofthe environment etc..
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HOW TO BE EFFECTIVE?
Success includes not only financial benefits &
prosperity, but also health, harmony, happiness &
bliss.
Organisation will attain success & become effective
when they fulfill social responsibility, will work
as a trusty & aim at sustainable development.
A balanced combination of values & skillswill
enhance the effectiveness of the organisation.
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Organisations perspective
Development of man
Selfless work with full concentration
Managements based on values
Be ethical
Treat employees as human being
Reflect being calm and poised
Happy and congenial atmosphere
Co-operation
Encourage creativity and innovativeness
Create a learning organisation
Respect diversity
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How an ind iv idual shou ld managehimsel f
Development of consciousness
Know thyself
Reduce tamas qualities
Self-management through Yoga and Meditation Develop love, compassion for fellow beings
Right attitude
Work is worship
Self-Motivation
Sound mental health
Working without fear
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FACTORS IN ORGANISATIONALEFFECTIVENESS
CAUSAL FACTORS :
It includes leader, organisations philosophy, objectives, policies,strategies etc
INTERVENING FACTORS: It includes commitment, motivation& morale skills of the leader.
Intervening factors are the effect of causal factors.
END RESULT FACTORS:
It includes cost of production, relationship between mgmt &union, turn-over etc They are the result of causal variable &intervening variable.
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CREATIVITY
In todays competitive scenario, business organisationare focusing on creativity & innovation.
Creativity is ones ability to find new & innovative
solution to the existing problem or developing orevolving something new.
Creativity is 10% inspiration & 90% perspiration.
Creativity involves a lot of hard work, initiative &drive.
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BUSINESS EXCELLENCE
Transparent Culture and Excellence:
When the culture of trust, openness, honesty and
compassion for other fellow being evolved, team spirit is
developed. A positive synergy is created within the
organisation productivity level improves which in turn helps
the organisation to be an excellent one.
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I ntegr ity in Character and Excellence:
All the people associated with the organisation
should have integrity in their character. Itimplies that they should be honest. Then only it
is possible to develop a good impression in the
society which will help to make an organisation
an excellent one.
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Doing Ones Own Duty and
Excel lence:
If the members of the business organisation
listen to their conscience and take actionaccordingly, there would not be any
interpersonal conflict. Consequently their mind
will be serene and calm and they can do their
duty effectively. This in turn will make theorganisation an excellent one.
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Cou rage and Excel lence:
People should work without any fear. Fear leads t
bondage, lack of freedom. They are working asslaves slaves mind is under the control of the
master therefore they cannot do judgement,
cannot be curious and cannot think in a creative,
indigenous manner, cannot provide best servicebecause they are scared.
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Concentration and Excellence:
Eklavya is the best in his field and he attainedthat. He did get the opportunity to learn archery
from Guru Dronacharya, but he accepted him asthe guru. Keeping his image and focussed toattain his goal he was doing his Sadhana and weknow the result. He became the best archer in his
time. This concetration is very much important toattain excellence in any field.
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Transfo rmat ion and Excel lence:
Mr. Narayan Murthy of Infosys emphasizes
business organisation must have a sense of
improving everything they do, whether it is
customer satisfaction, quality, productivity, cost
reduction and employee satisfaction. That will
lead to operational excellence.
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Quali ty and Excel lence:
In todays business world the organisations haveto give quality product. So the business
organisations have to provide quality product intime, as per their demand. This will add value tothe business. The management must work to
serve the quality, which will give surprise and
ecstasy to the customers.x
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Social Aud it and Excel lence:
It is related to how the business organisations are
performing as far as the social responsibility is
concerned.
Social audit measures, analysis, evaluates and preparesreport of performance in the context of social
responsibility.
It makes the organisation consclous for the society and
accountable for the way they are running the business.
Social audit is not compulsory, but it is desirable
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SOCIAL RESPONSIB IL ITY
Since organisation exists and operates within society andis a part of the society, it definitely has to fulfill itsresponsibility to the society. So if any company considers
from long-term perspective I.e. for a long-term existence
has to sustained profitability run the business ethicallyfulfilling its obligation, providing best quality service to allits stakeholders, etc. in the 21stCentury only the businessorganisations which are doing business ethically are goingto survive and grow, while unethical ones will growquickly and even more quickly they will be dying and
forgotten.
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Soc ial responsibi l it ies towardsdi f ferent segments of the society:
1. Social Responsibilities towards Suppliers & Creditors
2. Social Responsibilities towards Employees
3. Social Responsibilities towards Consumers/Costomers
4. Social Responsibilities towards Government
5. Social Responsibilities towards Competitors
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Chapter 10
Creativity
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In t roduct ion
In todays competitive scenario, business organisation
are focusing on creativity & innovation.
Creativity is ones ability to f ind new & innovative
solution to the existing problem or developing orevolving something new.
Creativity is 10% inspiration & 90% perspiration.
Creativity involves a lot of hard work, initiative &drive.
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FACTORS OF CREATIVITY
Generation of new ideas.
Unconventional thinking
Patience & high motivation& abil i ty to persistwith theproblem in hand.
Solution has to be found in a situation of ambiguitywhenthe problem is ill defined & vague.
Thus creative is link to think beyond the norm, rules ®ulations, to uti l ize ski l ls & potentials & solve theproblems in a new manner.
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How to become creat ive?
Be a unconventional thinker
Be flexible and curious
Carry a note book
Collect data from various sources
Connect dissimilar objects
Have positive attitude
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Techn iques o f creat iv i ty
Brain storming
Brain stilling
Stepping back
Cross-functional team and creativity Systematic creative thinking
Effective trainer
Organisation structure
Empowerment
Intrapreneurships culture
Customer surprise and ecstasy
QUALITIES OF A CREATIVE
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QUALITIES OF A CREATIVEPERSONALITY
A creative person should have originality in his thought.
He should be able to resolve novel ideas &solutionto
the problems.
He should look at the same things or objects like others
but will think in a dif ferent manner.
He should be able to visualise.
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Chapter 11
Natu re, Natu re Syn thes is
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In t roduct ion
Natural environment influences societal valuesto a greatextent.
Mother earth is the treasure house of various resources. Disbalanced ecosystem affect badly over all the living
entities.
Therefore we must take care of nature, we should show
respect to her because she is always providing self lesshelp to us through its various resources, withoutexpecting anything in return.
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NATURAL RESOURCES
There are basically 4 resources available.
Water
Land
Air
Vegetation
We, the human being can inculcate the quality of
forbearance & patiencefrom nature.
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GLOBAL WARMING
Global warming is a matter of great concern in todaysscenario.
Average temperature all over the world is 0.6 C more ascompared to the temperature of hundred years ago.
The total quantity of greenhouse gases is increasing dayto day.
Next is methane (20% of the total greenhouse gasespresent in the atmosphere).
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Chipko Movement
Chipko movement focuses on these issues:
Tree required by the villages on regular basiswould be planted near the village and thus
prevent them to enter into reserved forest.
To control rate of migration, forest based village
industries to be developed in the village.
Contract system should be abolished.
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Narmada Dam Project:
The project was to construct 30 major, 135 medium and3000 minor dams over Narmada river in Maharashtra,UP and Gujarat.
It includes Sardar Sarovar project which will irrigate187 lakh hectares of land.
26000 hectares forest land and 11320 hectares ofagricultural land will be submerged and 67000 peoplewill be displaced.
The leader of the Narmada Bachao Andolam is MedhaPatkar who started movement against this project.
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Silen t Val ley Hyd roelec tr icProject
In 1973, Kerala Government started Sillent Vally
Hydroelectric Project, which created a lot of
controversy.
A bio-diversity of the rain forest in Asia
In 1976, suspension of the project was advised by
National Committee on Environmental Planning
(NCEP). Kerala High Court issued a stay order.
Ultimately, the then Prime Minister Smt. Indira Gandhi
ordered to stop the project.
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Sustainable Development:
The term Sustainable Development was adopted at theUnited Nations Conference on Environment and
Development held in Rio de Janeiro in 1992.
Sustainable development is a process of change in whichthe exploitation of resources, the direction ofinvestments, the orientation of technologicaldevelopment and institutional change are all in harmonyand enhance both current and future potential to meet
human needs and aspirations. It focuses that life is precious and its value is not
dependent on material wealth.
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Harmony
Harmony means ekabhava.
it s related to understand the basic life principles
and live life accordingly.
Harmonious living with our external situations will
give inner solace and peace.
Peace harmony better human beingbetter decision-making for the welfare of all.