INDIAN PERSPECTIVE ON GENERAL

MANAGEMENTMANAGEMENT

• Management is a wide term. It carries

different meaning depending on the
context in which it is used to described as
an activity, process, and a group of people
to make decisions.
• Basic Functions are:
- Planning
- Organising
- Controlling
- Communication
- Decision Making
- Leadership
 Principles of Effective
Management
• Forming a vision
• Planning the strategy to realize the
vision
• Cultivating the art of leadership
• Establishing institutional excellence
• Building an innovative organisation
• Developing Human Resources
• Building teams and team work
• Delegation, motivation,and
Communication
• Reviewing performance and taking
corrective steps.
 BENEFITS OF MEDITATION
POSTALCON MEANING
• POSTALCON denotes the principles of
Management. The abbreviation is
as follows.
• P = Planning
• O = Organizing
• STA = Staffing
• L = Leading
• Con = Controlling
BHAGAVAD GITA AND MANAGEMENT


 HELP OF MEDITATION IN
MANAGEMENT
1.Planning
 a. Generating different alternatives
 b. Decision Making
2. Organizing

 a. Balanced Delegation
 b. Co-ordination
3. Staffing

 a. Eliminating the individuals bias in the

performance appraisal
 b. Managing the change
4. Leading

5. Controlling

 PLANNING
• It is deciding in advance – what to
do,how to do, when and by whom
to do.
• Planning bridges the gap between
where one is where he wants to go.
• According to Henry Fayol, “ Planning
is deciding the best alternatives
among others to perform different
managerial operations in order to
achieve predetermined goals”
 Benefits
• Planning makes objective
clear,Specific and achievable.
• Better Utilization of resources.
• Promote Growth and Improvement
• Helps in Co-ordination and Co-
operation
• Leads to Economy and efficiency
• Reduces the Risks of Uncertainty.
 Indian Perspectives on
Planning
• Planning involves selecting missions
and objectives and actions to
achieve them.
• Arthshastra suggest the stratergies ,
policies and actions to achieve
mission and objectives.
• Basic objectives is ultimately using
resources for the generation of
wealth and to be used for the
upliftment of the people living in
 ORGANISING
• It refers to the process of bringing
together Physical, financial , and
human resources and establishing
productive relations among them for
the achievement of the specific goals.
Purpose of Organising:

• Identification and Classification of required

activities.
• Grouping of activities to attain objectivities.
• Organising Management Functions.
• Establishes Relationship between
Management functions.
 Process of Organising
• DETERMINATION OF OBJECTIVITIES
• ENUMERATION OF ACTIVITIES
• GROUPING ACTIVITIES
• ALLOCATION OF FIXED RESPONSIBILITY TO
DEFINE PERSONS.
• DELEGATION OF AUTHORITY.
• CO-ORDINATION.
In d ia n Pe rsp e ctive s o f
OItrgisath
n iesipnrog ce ss o f a rra n g in g p e o p le a n d o th e r
re so u rce s to a cco m p lish a g o a l.
T h e m a n a g e m e n t fu n ctio n th a t e sta b lish e s
re la tio n sh ip s b e tw e e n a ctivity a n d a u th o rity.
 Benefits of Organizing
• It clarifies the work environment.
• It creates a coordinated environment.
• It achieves the principle of unity of
direction.
• It establishes the chain of command.
Authority is the formal and legitimate

right of a manager to make decisions,

issue orders, and allocate resources to
achieve organizationally desired
outcomes. A manager's authority is
defined in his or her job description.


Line authority gives a manager the
right to direct the work of his or her
employees and make many decisions
without consulting others
Staff authority supports line authority

by advising, servicing, and assisting,

but this type of authority is typically
limited.
Functional authority is authority

delegated to an individual or
department over specific activities
undertaken by personnel in other
 WW leadership?
Leading
people
Influencing people

Commanding people

Guiding people
 Leadership
• Leadership is influencing people to
get things done to a standard and
quality above their norm. And doing
it willingly.“
Leadership Values

Truthfulness
Liberality
Promptness
Long-Term Vision
 ORGANISATIONAL BEHAVIOUR
Organizations

Groups of people who work interdependently toward



some purpose
– Structured patterns of interaction
– Coordinated tasks
– Work toward some purpose
–
Organization behaviour
“Organisation Behaviour is concerned with the

study of what people do in an organisation and

how that behaviour affects the performance of
the organisation.”
 (Robbins: 1998)
–
Why Study Organizational Behaviour

Understand
organizational
events

Organizational
Behaviour

Influence Predict
organizational organizational
events events
 Goals of Organisational
Behaviour
Describe People Behaviour
Understand People Behaviour
Predict Employee Behaviour
Control Human Activity

IMPORTANCE OF ORGANISATIONAL BEHAVIOUR

Understanding of Self and Others

Motivation of Human Resources
Effective Communication
Effective Organisational Climate
Good Human Relations
Introduction of Change in the Organisation
 ORGANISATION BEHAVIOUR

Interrelated dimensions influencing behaviour:



• The Individual - working environment should

satisfy individual needs as well as
attainment of organisational goals.
• The Group - Formal and informal.
Understanding of groups complements a
knowledge of individual behaviour.
• The Organisation - impact of organisation
structure and design, and patterns of
management, on behaviour.
• The Environment - technological and scientific
development, economic activity,
governmental actions.
 Indian Perspectives of
Organisational Behaviour
• Indian Cultural Perspectives


• Ethical dimensions are sharing ,

respect for age, social networks,
selfless work, honesty and
truthfulness ,performance, equality,
discipline.
•
•

 Three Ethical Principles
• Utilitarianism
– Greatest good for greatest number
• Individual Rights
– Fundamental entitlements in society
• Distributive Justice
– Inequality must have equal access
– Inequality must benefit the least well
off
 Influences on Ethical
Conduct
• Moral intensity
– Degree that issue demands ethical
principles
• Ethical sensitivity
– Ability to recognize the presence and
determine the relative importance
of an ethical issue
• Situational influences
– Competitive pressures and other
conditions affect ethical behaviour
 Values at Work
• Stable, long-lasting beliefs about
what is important.


• Define right or wrong, good or bad



• Include cross-cultural, ethical, and

organizational culture values


• Important for OB -- influence

perceptions, decisions,
behaviour
Competing Values Framework
Flexibility

Internal Focus

Focus
External
Control
 Competing Values
Framework
• Internal-External Dimension
– Inwardly toward employee needs and concerns and/or
production processes and internal systems
 or
– Outwardly, toward such factors as the marketplace,
government regulations, and the changing social,
environmental, and technological conditions of the
future
• Flexibility-Control Dimension
– Flexible and dynamic, allowing more teamwork and
participation; seeking new opportunities for products
and services
 or
– Controlling or stable, maintaining the status quo and
exhibiting less change
Emotional Intelligence
Self-
Awareness
Self-
Regulation

Social
Skill
Emotional
Intelligence

Empathy
Self-
Motivation