402- Unit 1

C
Indian Ethos and Values – Its Relevance at Workplace H
“Its already becoming crystal clear that a chapter which had a western beginning in business management A
will have to have an Indian ending, when the world adopts rich thoughts of Indian ethos and wisdom, it is P
not to end in the self-destruction of the human race” – by Arnold Toynbee, Nobel Laureate
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Constituents of Indian Ethos -
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The set beliefs, ideas about social behavior and relationship of a person or a group BY
CAMBRIDGE ADVANCED LEARNER’S DICTONARY

The moral ideas and attitudes that belong to a particular group or society BY OXFORD ADVANCED
LEARNER’S DICTONARY

The body of knowledge that derives its solutions from the rich and huge Indian System of Ethics i.e.
moral philosophy is referred as Indian Ethos in Management (IEM)
(IEM is not confined to Hinduism, but its behavioral science featured with cultural base of India
and deep rooted region) 2
Thoughts of History and Relevance of IEM revealed by our ancient scriptures C
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A
P
1. Atmano Mokshartham, Jagat Hitaya Cha -
T
E
2. Atmana Vidndyate Viryam -
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3. Tesham Sukham Tesham Shanti Shaswati -
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4. Archet Dana Manabhaym -

5. Yogah Karmashu Kaushalam, SsamatvamYoga Uchyate -

6. Yadishi Bhavana Yasya Siddhi Bhavati Tadrishi -

7. Parasparam Bhavayantah Shreyah Bhavapsyathah -

8. Parspar Devo Bhav -

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Principles of IEM C
H
1. Immense potential, energy and talents for perfection as human being has the spirit within his heart
A
2. Holistic Approach – Perfection in Knowledge, Wisdom and Power with individual and universe P
3. Subtle, intangible subjects and gross tangible subjects are equally important T
4. Karma Yoga – Selfless Work E
5. Yogah Karmasu Kaushalam R
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1
What does Indian Ethos Mean?
Combined both Cambridge and Oxford Learner’s Dictionary The IE means principles of self
management, governance of society, entity and system by wisdom as reveled and brought forth by great
scriptures like Veda, Upnishads, Gita, Mahabharat, Bharat and Quran evolving through old practices
of Indian mystics, philosophers and religious gurus implicating self management and strong governance
for business environment.

Significance of Indian Ethos

These provide holistic approaches that may develop the purification of mind for harmony in society. 4
Formulates the vision of spirituality for well beingness of society.
These stemmed from our religion, culture and social aspects
Features of Indian Ethos Thoughts of History and Relevance of IEM
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(1) Cosmic Consciousness H
IE for management is applications of principles of
(2) Equilibrium A
(3) Divinity of Human Being management as revealed in ancient wisdom brought P
(4) Balance of Dual Life T
forth in sacred scriptures as GITA, UPNISHADAS,
E
(5) Whole Man Approach
BIBLE AND QURAN.
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(6) Importance to Character
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(7) Knowledge Based Approach Hence, it is behavioral science and it is to be culture 1
(8) Utmost sense of work
specific.
(9) Dutifulness

(10) TQM at Work

1. Atmano Mokshartham, Jagat Hitaya Cha -

2. Atmana Vidndyate Viryam -
3. Tesham Sukham Tesham Shanti Shaswati -
4. Archet Dana Manabhaym -
5. Yogah Karmashu Kaushalam, SsamatvamYoga Uchyate -
6. Yadishi Bhavana Yasya Siddhi Bhavati Tadrishi - 5
7. Parasparam Bhavayantah Shreyah Bhavapsyathah -
8. Parspar Devo Bhav -
 Principlesof IEM Practicedby IndianCompanies – Requisitesfor Indian Ethos, Elementsof IE C
1. Immense potential, energy and talents H
2. Holistic Approach –
A
3. Subtle, intangible subjects and gross tangible subjects are equally important
4. Karma Yoga – Selfless Work P
5. Yogah Karmasu Kaushalam T
E
Requisites and Role of IE in Indian Management Practice R
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The concept of IE is guided by 4 Purusharthas – DHARMA, ARTHA, KAMA and MOKSHA resulting 1
to life as an opportunity for unlimited bliss, complete peace and happiness. The same are envisaged as
enlightenment, liberation, self-realization, transcendence, Honesty, Integrity and Morality. 18 steps of
Scripture in Gita focuses on usage of judgment and conduct with highest attention .

Radical Concepts from ancient Indian teachings that will be applied in context to modern day life are -

1. WHO I AM -
2. NISHKAM SEVA
3. THE ETERNAL LAW OF KARMA -
4. MEDITATION -
5. SWAYAM OR AHAM -
 Requisites and Role of IE in Indian Management Practice C
H
1. Management Attitude
A
P
2. Humanizing the Organization T
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3. Interiorinsing the Management
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4. Self-introspection -
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5. Brain-Stilling

6. Stepping Back (Resting back for a while)

7. Dynamiting Meditation for self

8. Role of Institution

9. Indianised TQM

10. HRD interventiosed TQM

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 THEORY OF IE
C
H
TRI-QUALITY THEORY (TRIGUNA THEORY) A
P
With the increasing realization that many of the Western psychological concepts and T
methods lack relevance to different cultural systems the need for developing indigenous psychologies E
was recognized all over the world In recent times more and more researchers have taken active interest R
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in indigenizing and developing indigenous Psychology The structure, nature and evolution of human
1
personality are elaborated in these sources with special reference to the concept of Triguna. More than
40 books have appeared in Indian Psychology.
The concept of triguna mentioned in Atharveda. However, it is in the Samkhya system, is
a dualistic philosophy, which postulates two interdependent, simultaneously existing realities purusha
(Consciousness) and prakrti (nature or matter).Apart from the purusha, which forms the inner core of
the personality, everything in the universe, physical and psychological, including the mind, are
regarded as originated from prakrti, which is constituted of three gunas viz. sattva, rajas and tamas.
These gunas act together and never exist in isolation, interact and compete with each other
resulting in the preponderance of one over the others. The degree of predominance of one guna
determines the individual’s personality type. Based on the above understanding, personalities are
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categorized into three viz. sattvic, rajasic and tamasic types
• Sattva is that element of prakrti which is of the nature of pleasure, and is buoyant of light (laghu), and
bright or illuminating (prakasaka)। Pleasure in its various forms ,such as satisfaction, joy, happiness, C
bliss, contentment, etc. is produced by things in our minds through the operation of the power of sattva H
A
inhering in them both.
P
T
• Rajas is the principle of activity in things. It always moves and makes other things move. It is of the E
nature of pain, and is mobile and stimulating. It helps the elements of sattva and tamas which are inactive R
and motionless in themselves, to perform their functions. -
1
• Tamas is the principle of passivity and negativity in things. It is opposed to sattva in being heavy (guru)
and in obstructing the manifestation of objects. By obstructing the principle of activity in usit induces
sleep, drowsiness, and laziness. It also produces the state of apathy or indifference (visada). Hence it is
that sattva, rajas and tamas have been compared respectively to whiteness, redness, and darkness.

• The gunas are in the state of both conflict and co-operation with one another.
The gunas are in the state of both conflict and co-operation with one another. They always go together
and can never be separated from one another. Nor can any one of them produce anything without the help
of other two. The nature of things is determined by the predominant guna, while the other others are their
in a subordinate position. The classification of objects to in good, bad and indifferent, or into pure, impure
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and neutral, or into intelligent , active and indolent, has reference to the preponderance of sattva, rajas and
tamas respectively.
 C
H
TRIGUNA AND PERSONALITY PSYCHOLOGY A
•The theoretical expositions on triguna and their manifestations in human nature P
have attracted the attention of Indian psychologists. The concept has been examined T
theoretically E
•It is model of personality and development of consciousness rooted in concept of R
triguna. -
1
•It is the extent to which the qualities of mind vary(sattva) called as stability; rajas
called as activation and tamas called as inertia that help differentiate an individual’s
mind from the other minds.
 THEORY OF IE
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OSHA MODEL (TRIGUNA THEORY) H
A
The OSHA model identifies three gunas as spiritual, human and animal. An P
T
individual possesses all the three gunas in varying degrees. Depending upon
E
the dominance of a particular guna, an individual acquires dominant R
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tendencies of behaviour that is guided by this particular guna. Such dominant
1
tendencies are reflected both in the inter-personal interactions as well as
other social interactions.

O S H A
S (S,S) (S,H) (S,A)
H (H,H) (H,A) -
A (A,A) - -
 C
O S H A
H
S (S,S) (S,H) (S,A) A
H (H,H) (H,A) - P
T
A (A,A) - - E
R
Matrix represents an inter-personal interaction, indicating the various -
modes of interactions. In this matrix, the following six modes of behaviour 1
have been identified namely, (S,S), (S,H), (S,A), (H,H), (H,A) and (A,A).

Thus, (S,S) represents interaction between two individuals, both of

them being dominant in spiritual guna;

(A,A) represents an interaction in which both individuals are

dominant in animal guna,

(H,A) represents an interaction in which one individual is dominant in

human guna and the other individual is dominant in animal guna. Other
interactions have similar interpretations.
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Social Implications of OSHA Model T
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The "violence of the market place" may find its expression in organizations. As a result R
of this effect, the work-places may become places for (A,A) type of interactions. Further, the -
workplace stress and alienation may find its expression in homes. Thus, market place violence 1
may lead to inter-personal violence at the work place, which in turn may lead to domestic
violence. Once this happens we can visualize the emergence of a "violent society".

In such a society, workplace frustration, anger and distrust find their expression in non-
workplace situations. Further, the domestic and social anger is taken back to the workplace situations.
As a result of such transferences of distrust, stress and frustrations, the (A,A) type of interactions may
dominate the workplace. Modern societies seem to be trapped by such interactions. This partly
explains as to why affluence and violence tend to coexist in modern societies. Matrix presents a psycho-
economic model that indicates the affluence- violence co-existence.
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 C
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A
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T
The above discussion indicates that if further fall of man is to be prevented, and
E
the affluence-violence nexus in modern societies is to be broken, it would be R
necessary to consciously promote those institutions that will lead to (H,H) and -
1
(S,S) type of interactions. Further, within each institution, it would be necessary to
create mechanisms that will facilitate these types of interactions. While the
ultimate aim of human civilization and the institutions created by it, is to achieve
the (S,S) level; given the current state of affairs, even (H,H) level’s achievement
would be a definite progress.
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Work Ethos is at the heart of why we work, what drives us and H
A
gives us purpose and meaning in the workplace. It is a state of mental being
P
that leads to what describes as employee engagement (or disengagement). T
E
According to Experts, the far majority 82% of employees in the US R
are not engaged or actively disengaged leading to about $450 to $550 -
1
Billion in lost productivity every year, and this situation has continued to
worsen for a dozen years.
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WE at Different Levels of Management
H
A
BASIC LEVEL TOP LEVEL P
• Punctuality • Work Culture T
• Rapport Building • Loyalty E
• Professional Approach • Sense of Commitment R
• 3 D Approach (DisDetDedi) • Belongingness -
• Justice • Goal Congruence (Org and Emp) 1

Reasons for poor WE Dimensions of WE

• Lack of Commitment • WE through appropriate system

• Lack of discipline • WE and Communication System
• Inferior Working Condition • Safeguarding Organization Interest
• Political Intervention
• Dearth of Moral Standards
 Values C
H
A
Values are considered as MORAL, IDEAS, INTERESTS, ATTITUDES, PREFERENCES,
P
NEEDS, SENTIMENTS AND DISPOSIONS. T
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Values added with PRECISE SENSE – RIGHTIOUSNESS, GOODNESS, INHERENT -
1
DESIRABILITY

CONVICTION, MODE OF CONDUCT – SUCH VALUES LEAVE BEHIND INFLUENCE ON

PERSON’S BEHAVIOR AND ATTITUDE

Value – Something ranked in terms of desirability, worth or goodness that the ends
of action are selected
Collective conceptions of what is to be good, desirable, proper and bad, undesirable
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and improper in culture
TYPES OF VALUES NEED OF VALUES
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TERMINAL H
• Diversity A
Most important and Desirable to human P
and instrumental ones are views of how • Market Pressure T
human desires to be achieved. • Remote Workforce E
R
Refer to end state of existence, human • Globalization -
likes to achieve during his life time • Conglomerations 1

Examples happiness, self respect, • TEAM BUILD

recognition and son • Entrepreneurial Capability
INSTRUMENTAL

Acceptable modes of conductor

means of achieving the terminal
values.

Refer to honesty, sincerity, ethical,

ambitious. 18

These are inevitable of personality

traits and character
KEY VALUES within BUSINESS SETTING • Integrity
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• Golden Rule Treatment H
A
• Straight Forwardness
P
• Mutuality T
E
• Transparent Communication
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• Sense of Gratitude -
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• Passionate
• Simple Approach

VALUE SYATEM AND WORK CULTURE

VALUE SYATEM – The network of organizations and value producing activities
involved in the production and delivery of an offering.
Vale stream brings focus onto the value creating activities regardless of business
organization that own them.
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Work Culture – Set of shared values, beliefs, and attitude that dedicate how things
are done and people interact. (Work culture is dictated by the style of leadership)
VALUES STATEMENT – A specific set of publicity stated organizational C
H
belief/concepts, Organizational ,core and corporate vales. A
These statements are only the tip of ice berg, in reality only a fraction of those made P
T
visible to everyone. E
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IMPACT OF VALUES ON STAKE HOLDERS :- INTERNAL AND EXTERNAL

INTERNAL EXTERNAL
• Managers • The Owners
• Employees • Customers
• Other strategic Partners

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 TRANS- CULTURAL HUMAN VALUES – Values at the core human being, basic inherent
values (truth, honesty, loyalty, love, peace) bring fundamental of goodness of human
being and society.

The Impact of Values Statement on Different Stakeholders

Stakeholders
The Managers Employees Owners Customers Strategic Partners
Im
pac
t of
the
existence Moderate Moderate High Low Low
of
VS
The
High High Low Moderate Moderate
conte
nt of
VS

TYPES OF HUMAN VALUES –

1) Individual Values 2) Family Values 3)Professional Values 4) National Values
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5) Moral Values 6) Spiritual Values
As value is a belief (worth, merit, usefulness, importance on which a person
acts by preference.

A shared general beliefs and values that defines what is right and what is
wrong, good and bad – Culture

Combination of Values and Culture across brooders

The values that are same across the different cultures in the whole world are
referred as Trans-Cultural Human Values.

(Cooperation, Loyalty, Unbiased Personality, Agreeableness, Clear objectives,

Self-disciplined, Interpersonal, Social and Motivational)
Ethics and Ethos

Ethos Ethics
• Distinguishing character, • A system of moral values
sentiment,, moral nature, guiding for a particular society
belief of group or an institution
• Description of character of attitude • Moral principals that can
and belief of a certain group be used as guidelines for

• Comparatively More customized a person, society and

since it shows the identity and group
beliefs that can be distinguished • Featured with universal
from others look
 Eastern and Western Manager
Eastern Manager
• Puts greater value on seniority,
relationships and family tie ups
• Supports life time employment and
opposes hire-and-fire practice
• More importance of corporate
loyalty
• More resistant to woman assuming
positions of management
• More likely to stress quantity than
quality
• Asians
Western Manager
• More open, direct and confrontational
• More flexible and creative
• Encouragement and empowerment to
line workers
• Favors database and statistics and
resists intuition
• More productivity oriented and than
people oriented
• Proactive and works on short term
profits
• Caucasian
Thank you!!!