Professional Documents
Culture Documents
2. Learned responses
The human beings live in society having certain cultural characteristics, which
prescribes them to behave in a particular way. Their behavior is represents a set of
stimuli to an individual and also a set of responses appropriate to those responses
or alternatively punished for not adopting or indirectly associated with other
stimulus situation that are rewarding. Thus through the learned experiences the
individuals are uncultured or socialized. Cultural items learned early in life tend to
resist change more strongly than learned late in life
3. Inculcated
4. Social phenomenon
5. Gratifying responses
Values exist to meet the biological and other needs of the individuals in the society.
Thus elements in the culture become extinguished when they no longer are grafting
to members of the society. The society rewards behaviors which are grafting to
members of the society. The society rewards behaviors which are grafting for its
members.
6. Adapative process
Culture is adaptive either through a dialectical process or evolutionary process.
Dialectical or sharply discontinuous change occurs when the value system a culture
becomes associated with gratification of only one group or class in the
environment. In system and replace it with a new value system such as through
revolution or other methods
Qualities of values
1. Fearlessness
2. Courage
5. Straight forwardness
6. Generosity
9. Creativity
11. Patience
12. Faith
14. Calmness
20. Harmlessness
21. Modesty
Work ethos
Work ethos refers to certain norms of behavior governing the conduct of
workers involved in workers involved in work situations to achieve
certain desired objectives. In other words work culture is the
involvement of workman with work.
The degree of ones involvement impacts his performance to give high
or low productivity, high or low quality i.e. higher the degree of
involvement, higher well be the productivity and quality.
Works ethos at different levels of management:
Work ethos will be different at different levels.
At Basic level
1. Discipline
2. To maintain punctuality
3. Coming to work on time
4. Behaving properly with superior, colleagues and subordinates
5. Not wasting time during working hours
6. Dignity in relating to peers, semorn and subordinates
7. To do things those are morally good or sight
At Top level
At the top level, it is about commitment and accountability feel
responsible for the task assigned to him. Some more points related to top
level are
1. Work culture
Good work culture means one is fully devoted towards work and has
high morale. On the other hand, poor work culture results in high rate of
wastage, poor quality, low productivity and low morale
2. Loyalty
Work culture is also concerned with a workers loyalty and sense of
belongingness to the organization. One should protect the interest of thee
organization. No employee should make any adverse comments about
the organization in the public
3. Commitment responsibility
Every man should work like a master not like a slave. The workers
should take full responsibility for the task assigned to them and furthest
efforts to achieve what is expected from them.
4. Sense of belongingness
The worker should exhibit by his behavior a sense of belongingness of
the organization. A feeling of respect should be there for the
organization. One should maintain good relationship with peers, sub
ordinates and superiors and treat them well
5. Protecting the interest of organization
6. No adverse comment about the organization in public
On the other hand in the same way employee also has rightful
expectation from the employer
It is regarding their service condition for career advancement
and recognition and rewards for their work. So this called
ethical employee employer relationship
3. Discipline
4. Ps of work ethics
Delegation of authority
Although delegation of authority is a significant function of mgmt but it
is nearly an informal activities. Excessive centralization is present in it.
Subordinates are always or in most of the case unwilling to accept
responsibility due to such condition decision are always centralized.
Trade union
In Indian corporate sector trade union are always dealt as an enemy of
employers. The trade union on their parts is always pressuring the
employees for the benefit of their member. Trade union are now just a
formality and to enjoy political influences
Transfer policy
In Indian public sector there are rare transfer policies. Such policies exit
only on papers, transfer is basically done on the punishment, favoritism
and recommendation. In private sector some transfer policy still exist but
thats to for top level employees
Performance appraisal
It means evaluation of performance of an employee. In Indian
management model there is no concrete appraisal system. Appraisal is
not done on the basis of actual performance
Customers grievances
In practical situation such system seldom (rarely) used and grievance are
dealt mostly on the basis of mutual settlement. But now days due to
excessive competitive atmosphere companies have started giving
preference to customer grievance
Planning:
India has a well established planning commission under prime minister
which formulate five year plan. In private corporate sector an especially
a medium and small scale farms only short ranged planning is existence.
India has hardly been able to achieved any five year plan objective in
a successful manner due to lack of proper implementation of
programs. Profit maximization is the sole consideration of business
organization neglecting other aspect of planning
Recruitment and selection
In public sector most of the recruitment and selection is done on the
basis of recommendation reference of present employees are giving
the priority providing less importance to the performance of the desired
candidate
Human resources development
No proper policy of employees motivation and leadership exist in
reality. Decision on promotion and tenure of service are based on
recommendation and reference rather than performance. An ambiguous
human resources policy is a main cause of employed dissatisfaction
Training and development
No proper policy to determine the need of training and development.
Expenses allocation for training is very less. No atmosphere to learn and
understood the importance of the concept of training and development
Employer employee relationship
Relationship between employee and employer are not very cordial and
comfortable. Employer at lower level is given very low autonomy
(power authority). They hardly participate in all management function;
employees are threatened just as commodity or cost centres
The main job of management is not producing results. Workers are to produce
results; mangers produce performers. Top management is visionary. They plan 5 or
10 years ahead and perform 2 duties
1. Divinity of a human being is not merely a notion but a truth which can
be experienced in the stillness of the mind.
minimize your fixed and variable costs by checking for better deals
than you currently have, eg with utilities providers, contractors and
suppliers
manage your relationship with suppliers more effectively
assess suppliers' performance and seek the best possible deal
review your bank charges quarterly
LAWS OF KARMA
"As you sow, so shall you reap". This is also known as the "Law of
Cause and Effect. Whatever we put out in the Universe is what comes
back to us. If what we want is Happiness, Peace, Love, and
Friendship...Then we should BE Happy, Peaceful, Loving and a True
Friend.
What you refuse to accept will continue for you. If what we see is an
enemy, or someone with a character trait that we find to be negative,
then we ourselves are not focused on a higher level of existence.
If you believe something to be true, then sometime in your life you will
be called upon to demonstrate that particular truth. Here is where we put
what we CLAIM that we have learned, into actual PRACTICE.
History repeats itself until we learn the lessons that we need to change
our path.
All Rewards require initial toil. Rewards of lasting value require patient
and persistent toil. True joy follows doing what we're supposed to be
doing, and waiting for the reward to come in on its own time.
You get back from something whatever YOU have put into it. The true
value of something is a direct result of the energy and intent that is put
into it. Every personal contribution is also a contribution to the Whole.
Lack luster contributions have no impact on the Whole, nor do they
work to diminish it. Loving contributions bring life to, and inspire, the
Whole.
1. Self-purification and Self-development.
2. Individual growth and welfare.
3. Collective growth and welfare.
4. Minimum play of passion, jealousy, hatred.
5. Team spirit and Teamwork.
6. Autonomous management, minimum control and supervision.
7. Manager acts as a Mentor.
8. Self-motivation.
9. Perfection
10. All round happiness and prosperity.
11. Skills and values united.
12. Conflicts resolved by integration
Vedanta:
The four Vedas (Rig, Yajur, Sama and Atharva) are divided into two
parts. The beginning part (Vedapoorva), talks about rituals. Vedanta, the
concluding part reveals the ultimate knowledge on God, Universe and
Living Beings. Vedanta is a collection of many Upanishads (108 of them
are considered important).
The purpose of Vedanta is to guide the human beings to reach the goal of
life.
Vedanta in Management:
Source of knowledge:
Knowledge on management is gained by the author from his two
decades of managerial experience working in various capacities in many
leading industrial organizations.
In addition, he has learnt Upanishads, sitting by the side of his masters
(Swami Suddhananda, Swami Paramarthananda, Swami Guruparananda
and Swami Omkarananda).
It result of reflecting on the Western Management practices observed by
the author in the light of the Vedantic knowledge gained from these
enlightened spiritual masters.
Conceptual difference
It is not possible to introduce Vedantic Management as a supplement or
add-on to the Western Management practices that are currently followed
in most of the organizations. The current management system has to be
completely replaced by the new system since it is fundamentally
different.
Individual Goal Oriented:
Vedantic Management requires the organization to consider the personal
goals of the employees as the stepping-stones to achieve the goals of the
organization. This means the primary task of the organization is to
facilitate the fulfillment of the personal goals of the employees. Vedantic
Management assures that if this primary task is performed well the goals
of the organization will be achieved as a by-product.
Self-motivation:
Western Management employs different techniques to motivate the
employees. Not all such efforts make any lasting effect on the employee.
This is due to the reason that the basic requirement of the employee is
not addressed. It is not that the organization does not correctly judge the
basic requirement of the employee. In most cases, even the employee
does not know what he wants.
Vedantic Management guides the employee to find out his/ her ultimate
goal of life and then shows a path, which will lead them to that goal. If
the employee gets clarity on the goal and the path, then the journey is
performed through self- motivation. It is ofcourse a difficult task to
educate the employee and give clarity on the goal and means. However,
when it is done, there is nothing more to be done to motivate the
employee. He will perform to the best of his ability without ever
requiring any prompting from the organization
Vedantic Management prescribes that the employees are compensated
at industry standards and they are provided with a work environment
that is conducive for performing Karma Yoga. This will ensure that the
employee is retained in the organization. In such an environment, the
performance of the individual will continuously increase, without any
expressed or implied demand. This phenomenon happens because as a
part of Karma Yoga, the employee is expected to increase his
performance continuously
Thus, the employee will work harder and smarter for reaching his
personal goal, which will result in continuous improvements in his
performance. There is no need to employ any motivation
tools/techniques at all.
Role of leadership:
Western Management gives undue importance to the top management in
achieving the goals of the organization. Clarity in vision, appropriate
structuring of the organization, understanding of the market environment
and such functions are the responsibilities of the top management and
they continue to be so even under Vedantic Management. However,
Western Management expects the top management to lead the entire
organization towards the organizational goals.
Vedantic Management absolves the top management from this
responsibility of leading the organization. Once all other functions of the
top management are done to the best of their abilities, the organization is
set on motion by enabling each employee to perform Karma Yoga in the
workplace. Employees will then drive the organization in the chosen
path. They need not be inspired by their leader. They do the work
because they want to reach their personal goal of Joyful Living.
Under Vedantic Management, customer satisfaction is a by-product of
employee satisfaction. The employee is aware that if he does Karma
Yoga he will reach his personal goal. Karma Yoga requires that the
employee put his heart and soul in the work aiming at perfection all the
time. In addition, he is happy doing his job. This happiness spreads at all
directions and incidentally the customer is satisfied. As against pulling
the organization under Western Management, the entire team of
employees pushes the organization towards its goal. This results in far
superior performance. Vedantic Management enables the entire
organization move forward on its own momentum without expecting a
few individuals (top management) to do a Herculean task of pulling the
organization towards its goal.