Indian Ethos and values-“The characteristic Spirit and Beliefs of community/ people” which distinguishes one culture from the other.

Indian Ethos

1. Indian Ethos and
Values
402 Ch.1 IEBE

Dr. P.T Boraste

2. Meaning of Ethos
“The characteristic Spirit and Beliefs of community/ people” which
distinguishes one culture from the other.
Indian ethos is drawn from the Vedas, the Ramayana, Mahabharat,
the Bhagwadgita, and Upnishads.
They are guiding Principles of a person.

3. Ethos Vs. Ethics
●Ethos is a discipline that examines one’s morality or the moral
standard of the society. It is set of belief , ideas about social behaviour
and relationship with personWhere as ;
●Ethics means expected standards in terms of your personal and social
welfare. It includes honesty, morality, responsibility etc.

4. What is Indian
Ethos For
Management?
It means application of principles of management revealed in our ancient wisdom
described in Upanishads and Gita.
The following basic principles of management are as per ancient Indian Wisdom
and Insight :
●Each Soul is a Potential God
●Holistic Approach
●Equal Importance to Subjectivity/Objectivity
●Karma Yoga (selfless work)

5. Each Soul is a Potential God
●Each Soul is a Potential God A human being
has a soul, a spark of Divine.
●The Divine resides in the heart of a person.
●The Divine means perfection in knowledge,
wisdom and power. Therefore, a human
being has immense potential power or
energy for self development.
●The partnership of God and Man can bring
about extraordinary or miraculous result.
Indian wisdom indicates that productivity of
human being is more important than plant
capacity. Hence, management is helping
ordinary people to produce extraordinary
results

6. Holistic Approach
●Holistic approach in Management is based on spiritual principle of unity,
oneness, non-dual or Advaita concept.
●Under this principle of unity, the universe is an undivided whole where every
particle is connected with every other particle. Hence, entire Humanity is
ONE.
●Management must recognise Oneness of Humanity. Respect the Divine in all
beings.

7. Equal Importance to Subjectivity/Objectivity
●Indian ethos for management distinguish subject and object. Subject is subtle and
intangible. Object is gross or concrete, and tangible or invisible. Human and ethical values
or qualities such as courage, vision, social awareness, fearlessness and clear mind, truth,
etc are subjective, subtle and intangible concept.
●These represents divine wealth. Inner resource of human being are more powerful than
external resources. Eg- Japan could prosper in industry, business and trade due to
optimum utilisation of inner resources. Japan does not have coal, mineral and petroleum.
●‘Creator is subjective. Creation is objective’. Therefore, manager must develop third eye,
the eye of vision, intuition, foresight and such other divine qualities or values. This is the
essence of Indian ethos for management.

8. Karma Yoga (selfless work)
●It is yoga of moral endeavour, self-less service to others. It brings about union of human
being with the Divine.
●Work is done as worship to the Divine in human beings who is also all pervading in the
universe(which is just a projection of the Divine).
●Gita evolves moral and ethical theory of human conduct and expounds the art of right
living- the doctrine of duty with discipline and devotion without attachment to work and
agency.
●Do your duty without ego and without calculations of gain or loss. Let not the fruit of action
motivate you. Let not the fruits divert your concentration on work.
●Pour your heart and soul in the performance of your assigned duty. Concentrate your
attention only on your present job.

9. Components/Features of
Indian ethos
●Ego sublimation rather than ego assertion
●Sacrificing spirit rather than fighting spirit
●Team achievement rather than individual achievement
●Spiritual attainment rather than material prosperity
●Self control rather than outside control
●Concept of duties rather than concept of rights
●Yielding rather than dominating
●Concern for this age world and improvement
●Respect for and search for all truth whatever be its source

11. Management Attitude
Top management must have firm belief in values-oriented holistic management of
business. The management is called upon to meet expectations of all
stakeholders, e.g., employees, customers, citizens and shareholders and fulfill the
social responsibility. Profit is earned through service and satisfaction of all these
interested parties

12. Humanizing organization
There are three aspects of humane organisation :
1. Interpersonal relations
2. Manmachine equation and
3. Inner management- mental and spiritual.
An organisation can create best interpersonal relations based on promotion from within, equality, autonomy, self-esteem and
fraternal affection. Unity, harmony and effective communication can assure team spirit and team work in an organisation.

13. Interiorizing (self) Management
The manager is first a man and then a manager. The manager should first
learn to manage and control himself. Without self management and control,
how can he manage and control others? The first need is to understand
and know himself.

14. Self introspection
●We have to embark upon self-study, self analysis and self criticism to locate
areas of friction and disharmony.
●We should prepare a balance sheet of our own strengths and weaknesses.
●Our mind and heart may indicate weak spots.
●By regular introspection we would find out solution to problem so that the
concerned parts of our being can be persuaded and guided to play the
desired role.

15. Brain stilling
(Decision-making in silence)
●The western management resorts to brainstorming, i.e., loud thinking by
managers for decisions to solve management problems.
●The Indian insight advocates a better alternative in the form of brain-stilling.
●For rational and enduring decisions, silent mind is a much more effective
medium to get sound and lasting solution to all management problems.
●By this method the manager and his employees come into contacts with the
inner mind or higher consciousness for arriving at proper solution to their
problems.

16. Stepping Back
●The stepping back or drawing back into yourself is another device of learning to go
deep within and look; you can remain quiet and call on the inner consciousness
force and wait for a while for an answer. Then you know exactly what to do.
●Remember therefore, that you cannot receive the answer before you are very
peaceful. The stepping back from a situation for a while enables you to control and
even master the situation.
● When you have a problem to solve, when you are caught in a difficulty, try this
method. ‘Never decide anything, never speak a word, never throw yourself into
action without stepping-back.’

17. Self Dynamising Meditation
A dynamic meditation is meditation of transforming of lower consciousness into higher
consciousness. Hence we call it transforming meditation.
It opens the third eye of wisdom through insight. Through meditation, in a silent and calm mind,
you are able to contact this centre or higher consciousness. This is called consciousness
approach to management, a process of ‘within to without’ management.
The management and workers must have absolute faith or trust on the Supreme’s Infinite Power.
Our inner being has the true knowledge. It says, “ I know, I cannot give reasons, but I know.”

18. Role of Intuition (Feeling)
●Intuition is the act of coming to direct knowledge or certainty without
reasoning or inference.
●It is immediate cognition by the inner mind and when fully developed is
efficient and effective for taking prompt and sound decisions.
●Intuition skills enable one to cope with confidence the fluctuating environment
and rapid changes. Faith is Prerequisite to develop and realize the power of
intuition

19. Relevance of Indian ethos
●Indian ethos provides that “Business‟ need not be regarded evil, tainted and
unethical.
●Business is sacred. It is a matter of attitude, approach and level of
management consciousness.
●One can do business, make money, earn profit, build up property and even
then it can be managed with due recognition to human and ethical values and
respecting all persons in the enterprise and in the society as human beings.
●Indian ethos demands subjective management system, giving due
importance to virtues like compassion, honesty, co-operation etc.

26. Role of Indian Ethos in Management
●Organizations following, Indian ethos consider humanity
as supreme. This provides a strong bond with internal as
well as external customers, resulting in improved
performance. Indian ethos focuses on, if a person is
good, then the whole world is good. Any organization
which follows the above ethical thought automatically
gets converted into an ethical organization, with less
conflicts and hindrances. Indian ethos impacts the
performance of business while sacrificing individual
desires.

27. Role of Indian Ethos in Management
●Self-motivation and self-development helps a lot in the
development of business and its quality. Indian ethos
helps in problem solving and develops self-reliability. The
process of management involves four aspects; maximum
utilization of resources, leading with efficiency,
materializing the organizational goals towards
effectiveness and value addition to the world through
Corporate Social Responsibility (CSR). All these aspects
are possible only in a healthy environment. Ethics and
ethical behavior are the main ingredients of healthy

28. Role of Indian Ethos in Management
●Our ancient wisdom literature in the Vedas,
Vedanta, Upanishads, Ramayana, Mahabharata
Bhagawad Gita or the Arthashastra are a
storehouse of comprehensive and powerful
philosophy to be applied in all ages for the benefit of
mankind. Since Indian Philosophy extols unity
amidst all diversities, belief in tolerance, quest for
freedom, we can become better performers by
imbibing knowledge from these scriptures on the art
of management.

29. Triguna Theory-
OSHA Model.

30. Triguna Theory
●Triguna theory has its roots in Bhagavad
Gita (chapter 17).
●Triguna theory is a composite framework of
tri-dimensional personality to aid the
understanding of the mental make-up of the
person.
●The term guna refers to the inherent energy
or tendency with which ‘prakriti’ is created &
with which human mind functions.
●The individual is vital collection of powerful
energies which drives people to work.

31. Tri Gunas
The dynamism of prakriti is due to the continuous
flux of three qualities(gunas):
i) Sattva (balanced),Balance of peace, cleanliness,
truthness, discipline, dutiful and determined.
ii) Rajas (passionate),agitation, anxiety,
desire,envy materialistic mentality.
iii) Tamas (dull). Lethargy, mental imbalance anger,
arrogance, helplessness..

32. Personality & Tri Gunas
●These three gunas in different proportions influence
the mental & intellectual caliber of every individual.
Guna indicates the attitude with which human mind
functions.
●Dominance of guna determines the individual’s
personality

33. Sattva Guna
●It is the ‘spiritual quality’.
●Steady, calm mind.
●Non-violent, has inherent desire to be good & caring.
●Capable of vast knowing & deep understanding.
●Work done as a duty w/o expecting for fruits.
●Free from attachment to objects. Not affected by success or failure.
● Non-egoistic, firm, enthusiastic

34. Rajasic Guna
●It is an ‘active quality’.
●Greed, restlessness.
●Desire to acquire things & attachment to acquired things.
●Rajas guna binds person to bodily activities & selfish interest.
●Thrust for more & more.
●Filled with joy in success & sorrows in failures.

35. Tamasic Guna
●It is the ‘material quality’.
●Arises from hope & illusions.
●Attachment to myth, immorality & rest.
●Revengeful, win by demolishing others.
●Actions are directed for their own welfare.
●No consistency of purpose, brilliance of thought, tenderness of emotions.

36. Tamasic Guna
●Views world as if it exists for him alone.
●Narrow & limited vision.
●Careless & irresponsible actions because of some delusory misconception of
the goal. E.g._ smoking, drinking, etc.
●No self control, stubborn, arrogant.
●Creates disputes & quarrels.
●Wrong judgment of ethical & unethical.

37. OSHA Model of Management
and Leadership
This model with roots in Triguna theory of Tamas, Rajas and Sattva qualities of nature and human beings
identifies four levels of human behaviour. These four levels are as follows:
O: Oneness
S: Spiritual
H: Humanistic
A: Animalistic/ Aggressive

38. OSHA Model
As a theory of personality, this model identifies
four types of persons viz. 'O', 'S', 'H' and 'A'
type depending upon the presence of the
most dominant component. It may be
indicated that S element has its close
equivalent in sattva. H in rajas and A in tamas.

39. Osha Model
●"O" level or oneness is metaphorically described through "Oceanic experience".
●It implies oneness with self and oneness with nature. This may find its manifestation
in an individual's inner quest for SOS - Search Of Shanti.
●O level also incorporates within itself mystical meaning of shunya and its
counterpart ananta (infinite). Experience of such "fullness of void" i.e. experience of
infinite at O level is variously described in spiritual literature.
●Symbolically, O also stands for a circle - a circle of consciousness. As an
individual's' circle of consciousness expands, creativity shows its continuous natural
flow.
●For an atheist, "O" level simply implies oneness with nature. When oneness with
nature is disturbed, ozone layer disappears and acid rain becomes a reality!

40. OSHA Model
"S" level indicates the spiritual aspect indicative of supreme goodness in human nature, represented
by values of love, amity mercy and so on. These arise as a result of seeing self in others and seeing
SELF in everyone. This also represents the connecting thread between various spiritual
philosophies influencing the human psyche.
"H" level stands for the humanistic dimension and is represented by humanistic values such as
empathy, dignity, liberty and so on.
"A" level stands for "animalistic" or aggressiveness aspect of human nature that can be easily seen
in many conflict situations. "A" level also stands for authoritarian as well as "asuri" (fascist /
demonic) tendencies.

41. Work Ethic
●Work ethic is a belief that work and diligence have a moral benefit and an
inherent ability, virtue or value to strengthen character and individual abilities.
●It is a set of values centered on importance of work and manifested by
determination or desire to work hard.
●Social ingrainment of this value is considered to enhance character through
hard work that is respective to an individual's field of work.

42. Factors /Dimensions of a good work ethic


1.Goal-oriented actions: It is not about making plans or the next logical steps; it's about
getting things done so that the work invested wouldn't be counter-productive.
2.Prioritized focus: Focusing on qualitative activities that a person is responsible for and in
areas where they can make a difference or a high impact based on objectives.
3.Being available and reliable: Spending time on the work and building oneself up for the
task.
4.Conscientiousness: A desire to do a task well, being vigilant and organized.
5.Creating a rewarding routine/system: Engaging in tasks that provide strength and energy
which can be transferred to your ultimate goals, creating a habit and a habitat for success.
6.Embracing positivism: Shape a problem with the statement "good, (action) (problem)",
e.g. "I'm tired and it is time for a workout" leads to "Good. Workout tired".

43. Concept of Values
●Values are basic and fundamental beliefs that guide
or motivate attitudes or actions. They help us to
determine what is important to us. Values describe
the personal qualities we choose to embody to guide
our actions; the sort of person we want to be; the
manner in which we treat ourselves and others, and
our interaction with the world around us. They
provide the general guidelines for conduct.
●Values in a narrow sense is that which is good,
desirable, or worthwhile. Values are the motive
behind purposeful action. They are the ends to which
we act and come in many forms. Personal values are
personal beliefs about right and wrong and may or
may not be considered moral. Cultural values are
values accepted by religions or societies and reflect
what is important in each context.

44. Values in Business
Values should be at the core of every business. They're what your business stands for,
your philosophy, your reason for being. Your business's values will help to steer your
business, management and employees in the right direction.
Business values can be:
●The principles you stand for personally – for example, integrity, perseverance,
determination, innovation, respect, passion and fair-mindedness
●The beliefs and attitudes you and your staff have in common in the workplace
– how people should behave, the way managers should act, how work should be
done, how staff should treat each other at work
●Your organisation's standards of behaviour – what is acceptable business
practice. From a customer viewpoint, values are the kind of service they can expect
to get when they deal with your business.

45. Value System
in Work
Culture
●A system of beliefs that helps one to make decisions
(personal/business) is known as a value system.
●In a professional environment, such core values form
the foundations that build any business.
●These values need to be upheld and implemented
across the entire business.
●The employees need to treat such value systems as
sacrosanct and use them regularly throughout the
decision-making process.
●When they are used optimally, these core values can
provide benefits to a company to grow fast and evolve
into a larger organization.

47. Implementing
Value System
System And Surrounding (PPP)
Implementation shall include people, the process that the
company follows, and the procedure. Some of the points
that will cover "System and Surrounding" are:
●Recruitment
●Onboarding
●Performance and reward
●Talent review
●Selection and promotion
●Step-up recognition
●Learning and Development

48. Training And Engagement (CIRE)

Your training and engagement should be continuous, as learning
is a journey of events and not a single 30-minute event. To create
your training, one should carefully identify a role model who
would be the best to cascade a value system further.
●Role-based training
●Weekly/monthly articles or magazines around values
●Preferably publish success stories, podcast, videos,
etc., rather than text
●Include the identified role models to help you to
cascade this behavior in the organization
●Target social environments where people exchange
thoughts and generate content
●Reflective games

49. Internal Communication
(GARV)

The internal communication should be generic to a point
without being too complex or too dull. Attention grabbers,
easy-to-remember acronyms, easy-to-recall graphics, and
visibility everywhere should be the key features of your
internal communications.
Some of the practices under this are:
●Leader videos
●Screensavers
●i-Cards/visiting cards
●Stationary

50. Values for
Indian
Managers
●Respect for Individual
●Cooperation and Trust
●Non- Jealousy
●Purification of Mind … for noble thoughts
●Top quality product/service
●Work is worship
●Ethical & moral soundness
●Self discipline & Self restraint
●Customer satisfaction
●Creativity
●The Inspiration to give Renunciation and
Detachment….from selfish demands

51. Value Based Management
●Value Based Management (VBM) is a management philosophy that states management should foremost
consider the interests of shareholders in its business actions. This framework encompasses the
processes for creating, managing, and measuring value.
●It is important to note VBM differs from a profit-focused way of managing business. Specifically, VBM
means that the decisions that you make today are not simply driven by short-term profit. Instead, we
consider the longer-term effects that the decisions will have on organizational sustainability and
profitability, reflected in future cash flows.
●VBM asks people within a company to think like owners and to make decisions that will ultimately
benefit the owners. Managers and executives must constantly look for investment and growth
opportunities that will create value—and use the company’s capital in ways that ensure long-term,
sustainable success.

52. Management Processes & Systems
Managers must establish processes and systems that bring this mindset to life in the daily activities of the organization.
1.Strategy Development
First, our company or business unit develops a strategy to maximize value.
2.Target Setting
Next, we must translate this strategy into short- and long-term performance targets. These are defined in terms
of our key Value Drivers.
3.Action Plans and Budgets
We then develop action plans and budgets to define the steps that will be taken over the next year to achieve
these targets.
4.Performance Management
Lastly, we need to institute performance measurement and incentive systems in place to monitor performance
against targets and to encourage employees to meet their goals.

53. Values for Stakeholders
https://www.youtube.com/watch?v=6xH6yTrFcnU

54. Transcultural Human Values
Trans-cultural practices & values have become
significantly important in corporate business.
The synergy between corporate culture &
managerial values gives rise to cross-cultural
practices which helps in making effective
strategic options & performing the business
tasks successfully.
Skills, capabilities, knowledge, technology &
experiences are better facilitated by
cross-cultural approach particularly in
multinational organizations.
Compatibility between societal values &
managerial practices influences the critical
organizational success.
Institutions of higher education can serve as the
sources for providing global perspectives of
multicultural education.

55. Expert Session
https://www.youtube.com/watch?v=Gpk2QdXWg30

58. Thanks