Upload
harshit-krishna
View
542
Download
4
Tags:
Embed Size (px)
DESCRIPTION
Citation preview
Group Project
CREATIVE EXCELLENCE IN MANAGEMENT – INSIGHTS FROM INDIAN
ETHOS
ENTREPRENEURSHIP AND BUSINESS PRACTICES FROM ANCIENT AND MEDIEVAL INDIA
Group 4
• Hemant Sankhla• Happy Saini
• Harshit Krishna• Himanshu Kumar• Kavish Barapatre
• Kunal Singh• Tejas Padalkar
2
C R E A T I V E E X C E L L E N C E I N M A N A G E M E N T
Historical
Context
• Facts• Interpretat
ions
Vedas and
Arthshastra
• Sayings• Lessons for
Business
Appendix
• A study of India’s contributions to business
AGENDA
3
C R E A T I V E E X C E L L E N C E I N M A N A G E M E N T
HISTORICAL PROCESS OF INNOVATION
Innovations
Adaptations and
Intermixing
Practices
Social System
4
• Indus Valley Civilization
• Early Vedic Era
Prehistory
• Later Vedic Era
• Ancient Kingdoms
Ancient History
• Muslim rulers
• British rulers
Medieval
onwards
TIME AND PLACE
The Harappan
sThe
BritishThe
Vedics
The Mauryas
The Guptas
The Mughals
280
0 B
C
150
0 B
C
100
0 B
C
321
BC
240
AD
712
AD
185
7 A
D
• Science in the same tradition as philosophy
• Sophistication in intuition
The learned
• Ever adapting to foreign forces and rulers
• The forefront of innovationsThe
common man
• Patronized all innovations and progress
• Innovation by decree
The ruler
• Influential as a priest, and advisor
• Base of societal knowledgeThe
philosopher
• Overarching background of all thought systems
• Overlaps over the yearsThe
religious authority
• A late entrant to the Indian social system
• Subject to many influencers
The businessman
SOCIETY
6
C R E A T I V E E X C E L L E N C E I N M A N A G E M E N T
• Two distinct cultures: a town system and a village based system
• Anthropology: Poto-australoids in north and Homo sapiens in south
• Started with planned cities that traded with Sumeria / Mesopotamia
• Administrative class (planners and policymakers) akin a welfare association
• Potters, laborers and workers continuously relegated to lower strata
• Art and dance forms initially patronized but slowly ousted of nobility
• Inability to absorb advanced culture and systems of foreign society
PRE-HISTORY : I – INDUS VALLEY
Resource exhaustion
and progressive destruction
Intermixing with invasive
civilizations
Division of
labor in
towns
Planned
towns
Agricultural
Settlements
Hunter
Gatherer
• Failure to support human capital development• Inability to manage across cultures
• Management by combining opinions
• Efficient factory shops and sourcing
• Utilitarian self-sufficient society
7
C R E A T I V E E X C E L L E N C E I N M A N A G E M E N T
PRE-HISTORY : I – INDUS VALLEY
8
C R E A T I V E E X C E L L E N C E I N M A N A G E M E N T
• Ascent of the Aryas (group of warriors and their knowledgeable priests)
• Influenced by and intermingling with the North-Western civilization
• Demigod and war-figure worship as providers of elemental necessities
• Colour based segregation entrenched in occupation• Early vedas written and passed on by shruti (Guru-
Shishya parampara)• Tribal rulership, no big capitals, aboriginal settlers
enslaved (Dasyus)
PRE-HISTORY : II – EARLY VEDIC ERA
• Formalising best practices in an anthology
• Social stratification causing division of labour and specialisation
Conflict for supremacy, epic battles
Creation of several tribes
Creation of RigVeda as a
religious sacrosanct
Travelling horse riding
invaders
• Knowledge an elite object, no dissemination
• People (employee) productivity reduced by downgrading some sections
9
C R E A T I V E E X C E L L E N C E I N M A N A G E M E N T
PRE-HISTORY : II – EARLY VEDIC ERA
10
C R E A T I V E E X C E L L E N C E I N M A N A G E M E N T
HISTORY : I – LATER VEDIC ERA
• Slow expansion the East and onset of large kingdoms (Mahajanpads)
• Nature revered and sacrificial worship of elements sacrosanct
• New vedas, puranas, upanishads and brahmanas written; the age of epics
• Occupation based segregation entrenched in heredity• Kings patronized hermits, philosophers, scriptures
(Videha’s Raja Janak)• Influential courtiers (Ratnins), consistent policy making
(Manusmriti)• Growing body of scientific knowledge: Vedangas
• Power just for the sake of it leads to overall loss of welfare
• Development of innovations and new knowledge needs top management push
• Precursors to corporate governance and external oversight in organisations
Scientific developments
Ossified caste system
The great epicsMahajanpads
11
C R E A T I V E E X C E L L E N C E I N M A N A G E M E N T
HISTORY : I – LATER VEDIC ERA
12
C R E A T I V E E X C E L L E N C E I N M A N A G E M E N T
• Division of labour, mercantilism and beaurocracy emerged (Arthashastra)
• Direct integration with Cental Asian empires and clans, hence practices
• Time of Buddha, Mahavira, royal affinity towards asceticism and religion
• Buddhism influenced Mauryas who patronized arts and culture
• Hindu Guptas with large empires travelled from province to province
• Court hearings, moderate taxation, peaceful re-invention of Hinduism
• More learned kings found eras in their names (Vikram, Sakya etc)
HISTORY : II – ANCIENT KINGDOMS
• The Golden age of India! • Top management’s involvement (management by walking around)
• Aligning management’s incentives with that of shreholders Kusanas,
Sakas, Mauryas and
Guptas
Religious ethics,
rational policy
making
Tradition of philosophers
First vast kingdoms
13
C R E A T I V E E X C E L L E N C E I N M A N A G E M E N T
HISTORY : II – ANCIENT KINGDOMS
14
C R E A T I V E E X C E L L E N C E I N M A N A G E M E N T
HISTORY : III – MEDIEVAL KINGDOMS
• Too much decentralization with insufficient resources leads to conflicts of interest and failure
• Stability at top management leads to success
• Openness of ideas leads to new knowledge, the surest way to innovation
India becomes a multi-cultural
nation
Fusion of Hindus and Muslims
Small unstable ethnically different kingdoms
• Rajputs were small, lacked unity, organization as against invading Turks
• Rise of feudalism in India and re-fragmentation of land• Followed by consolidation and movement from
oppression to amalgamation• Development of Sufism, first Hindu Muslim schools of
thought fusion• Creation of new forms in architecture, music, literature,
and religion• Benevolent rulers soon overshadowed by successors
(Aurangzeb, Acyuta)• Very rapid successions and unstable kingdoms• Increased complexity and rigidity of castes
15
C R E A T I V E E X C E L L E N C E I N M A N A G E M E N T
HISTORY : III – MEDIEVAL KINGDOMS
16
C R E A T I V E E X C E L L E N C E I N M A N A G E M E N T
VEDAS AND ARTHASHASTRASayings and Interpretations
17
C R E A T I V E E X C E L L E N C E I N M A N A G E M E N T
Wealt
h a
ccu
mu
lati
on
• Present wealth
‘vittam’ and future wealth
‘vedyam’: equitable
consumption
• Wealth accumulatio
n by 100s and
distribution to 1000s:
equity
• Prosperity as one of
principal ‘dhyeyas’
and accorded
divine status: hard
work
Cap
ital
Str
uct
ure• All debts to
be cleared and debt
free expansion followed
• Equal partnership
through commonality interpreted as equity shares
Kn
ow
led
ge M
an
ag
em
en
t
• Prameya (objective),
Pramata (seeker) and
Pramana (means) are necessary
• Owner of knowledge
owns power, knower of ‘ayatanam’
(resort) becomes so for others
• Progress from Avidya
to Vidya then Vijnanam for
effective results
Hu
man
Reso
urc
e
• Employees’ prosperity
should follow employer’s prosperity
• Women deserve
equitable treatment
• Personality types:
Annamaya, Pranamaya, Manomaya,
Vijnanamaya,
Anandamaya
THE BUSINESS WISDOM FROM THE VEDAS
18
C R E A T I V E E X C E L L E N C E I N M A N A G E M E N T
Bu
sin
ess
an
d S
elf
• Wealth through
propriety and not
miserliness and greed
• Interpreting ashrams
as managerial
posts of similar virtues
• Organisational
behavior as per the advised personal
conduct in Vedas
Soci
al
Resp
on
sib
ilit
y• No
profiteering at others’
expense
• All men to be
protected and served as part of business objective
• Caring for all
dependents, provide benefits
and stable employmen
t
Corp
ora
te G
ove
rnan
ce
• Values to be pursued as an end
in themselves: internal
audits
• Fully transparent and ethical vision and policy, and
thus actions
Pro
du
ctiv
ity
an
d Q
uali
ty
• An enterprise
is all encompassi
ng (jad, chetan, atman),
should be constatly improved
(TQM)
• Only good practices of others to be
emulated (benchmark
ing)
• Competition to be fought
with conviction
and truthfulness
THE BUSINESS WISDOM FROM THE VEDAS
19
C R E A T I V E E X C E L L E N C E I N M A N A G E M E N T
Whatever is done with knowledge and faith that becomes more effective. Therefore whatever man contemplates in his mind, that he expresses in words and does in action.
-Rig Veda
At birth all are shudras, but the true birth or second birth has to be achieved through education. A shudra could
qualify to a higher class by remaining clean, polite behaviour and in the company of other three varnas while
a brahmin would be classified as a shudra, even if he consumes liquor once or he is uneducated.
-Yajur Veda
IMPORTANCE OF KNOWLEDGE
20
C R E A T I V E E X C E L L E N C E I N M A N A G E M E N T
• Idealized Influence: Loyalty and adoration for Sri Rama, citizens
followed Him and request Sri Rama to return to the Kingdom.
• Intellectual Stimualtion: The intellectual stimulation provided by
Rama to Bharatha.
• Inspirational Motivation: Motivation for Hanuman to cross the
ocean to Lanka and to the vanaras in the bridge construction.
• Individualized Consideration: Rama vows to provide shelter and
protection to any living entity in fear; even to Ravana
“Sakrudeva prapannaya tavasmiti cha yachte;
Abhayam sarva bhutrbhyo dadamyetadh vratam mama”
RAMAYANA ON TRANSFORMATIONAL LEADERSHIP
21
C R E A T I V E E X C E L L E N C E I N M A N A G E M E N T
THE BUSINESS WISDOM OF ARTHASHASTRA
Lead
ers
hip
• Control Over the senses, by
giving up lust (Kaam),
anger (Krodh),
greed (Lobha),
pride (Mana),
arrogance (Madh) and
overexcitement (Harsha)
• Leadership by example showing
energy in the work
motivates other to do the
same
Dis
cip
lin
e• Arthshashtra
documents all the roles
and procedures
which should be
followed by everyone in a kingdom
or a company.
• Only through
following practices
and remaining in
discipline one can achieve
excellence
HR
pra
ctic
e
• For employee
motivation
• Sama• Dama• Dand• Bheda
• Kautilya mentions
happy employees benefit the company and the
money spent on
employees is for the
company only
Poli
cies
• In a work that can be achieved with the
help of an associate, he
should resort to a dual policy
• Win win situation for both parties
• Consult everyone
every opinion counts
• Policies should be
well defined and
documented
22
C R E A T I V E E X C E L L E N C E I N M A N A G E M E N T
• Gana & Samgha – political and religious entities
• Puga & Vrata – entities whose members had economic motivation, were members of village devoted to a profession
• Pani – group of caravan travelling merchants, for the purpose of trade
• Nigama & Sreni – economic organization of merchants, craftsmen and artisans, includes para-military organizations
DRAWING A PARALLEL: ANCIENT INDIAN CORPORATIONS
23
C R E A T I V E E X C E L L E N C E I N M A N A G E M E N T
A legal entity composed of collection of people engaged in similar trade belonging to various castes similar to guilds of medieval Europe but more complex with detailed rules• Separate Legal Entity – similar to the modern concept of
corporation• General Prevalence – 18 to 150 sreni covering both trading
and craft activities• Structure – General Assembly, Headman(Sreshthi) supported
by few executive officers(karya chintakah)• Internal Governance – Rules(sreni dharma) written on a
document(sthitipatra)• Formation – kosha, sreni dharma, madhyastha• Accumulation, Use & Division of funds
SRENI
24
C R E A T I V E E X C E L L E N C E I N M A N A G E M E N T
“When all laws are perishing, the king here is the promulgator of laws by virtue of his guarding the right conduct of the world consisting of the four varnas and four
asramas”
Leading in times of recession and austerity: When there is chaos and situation of unrest in the world or in organization, the leaders have to promote law and order which is equal for every one in the organization favoring only the right.
KAUTILYA
25
C R E A T I V E E X C E L L E N C E I N M A N A G E M E N T
KAUTILYA
“Time comes but once to a man waiting for an opportunity; that time is difficult for that man to get again when he wants to do his
work”
Swami Vivekananda said: “Awake, arise! Stop not until thy goal is
reached.”
Entrepreneurship: A good entrepreneur should not get disappointed by failures. Favourable times come for everyone but he must use that opportunity because once its lost cannot be regained
26
C R E A T I V E E X C E L L E N C E I N M A N A G E M E N T
“Treat your kid like a darling for the first five years. For the next five years, scold
them. By the time they turn sixteen, treat them like a friend. Your grown up children
are your best friends”
Training & Development: In various stages the propensity of an employee to learn changes. Hence, the HR manager or the top managers need to use different tactics at different stages. Develop human capital and organization through ongoing developmental process and incentives.
KAUTILYA
27
C R E A T I V E E X C E L L E N C E I N M A N A G E M E N T
“As between a small proximate land and a big land that is distant , the small proximate land
is preferable”
Core competence & Outsourcing: Do whatever you are good at. Many corporate failure happens because companies diversify into other businesses which are profitable for others but unknown to them. Hence, companies are focusing on whatever they are best at and rest they are outsourcing to third parties. i.e. Ford Motors, Nike etc
KAUTILYA
28
C R E A T I V E E X C E L L E N C E I N M A N A G E M E N T
“Each king should have councillors because king cannot have expertise in
everything”
Ancient McKinsey’s and BCG’s: Kings had counsellors who were well rewarded for their opinions on critical matters. Similarly, companies now hire consultants to take an opinion. The ancient system has evolved into a whole industry.
KAUTILYA
29
C R E A T I V E E X C E L L E N C E I N M A N A G E M E N T
“Wealth and power comes from the country side, which is the source of all activities”
Bottom of pyramid: Current marketing strategies focussed on rural India (by HUL, P&G etc) discussed by Kautilya. Mentioned countryside as source of all material and finally the real customer lies there. Those who want strong market position or economies cannot ignore villages.
KAUTILYA
30
C R E A T I V E E X C E L L E N C E I N M A N A G E M E N T
“Time for catching elephants is summers”
Investment decisions: Must wait and yet be aware of the right opportunity, and learn well about a situation before deciding else one may give up just because of bad timing
KAUTILYA
31
C R E A T I V E E X C E L L E N C E I N M A N A G E M E N T
“One conversant with the science, but not experienced in practical affairs, would come to
grief in carrying out undertakings”
Internships: To become a successful businessman you must be aware of the practicalities. An engineer may not run an automobile factory successfully unless trained. That’s why we have internships. One of the biggest success factors of MBA as a degree is that it makes you aware of the practical situations in the business world which you would have otherwise learned in years.
KAUTILYA
32
C R E A T I V E E X C E L L E N C E I N M A N A G E M E N T
CONCLUSIONInsights in brief
Manage by taking all
opinions but follow the learned
Knowledge management is
knowledge development
Stability and patience at the top required for team’s success
Leaders should push
innovation and incorporate
ideasEmployee Benefits; Benefits
the company
Train employees
and develop human capital
Focus on Core
Competency
Be prepared; Seize the moment
Listen to your
consultants
Equitable laws &
application starts from
top
Leadership starts
with sacrifice &
control
34
C R E A T I V E E X C E L L E N C E I N M A N A G E M E N T
APPENDIXMaterial contributions of India to business
35
C R E A T I V E E X C E L L E N C E I N M A N A G E M E N T
India started trading with the Romans around 1 CE, during the reign of Augustus and following his conquest of Egypt, which had been India's biggest trade partner in the West. During the time of Augustus, up to 120 ships set sail every year on the Red Sea to India.
Location of Cities
The largest cities and towns were situated along major river systems and coastal areas where people could control the movement of goods and raw materials along the trade routes.
a) Local trade b) Sea trade was probably heaviest with Oman
Trading System: Trade was conducted through a barter system and through the exchange of standardised system of cubical stone weights. The smaller weights were used for taxation.
Period of Trade - and weather considerations i). Overland trade were undertaken after the monsoon rains were over.ii). Maritime trade were determined entirely by the monsoon winds.
INNOVATIVE PRACTICESANCIENT TRADE
36
Maritime Trade RoutesBy the first century C.E., regular maritime traffic connected India to the Malay Peninsula Passage through Southeast Asia became especially important to international traders when the overland routes were disrupted by political turmoil in China. By the late fourth and early fifth centuries the maritime route between India and points east made regular use of the Strait of Malacca and the South China Sea.
Overland Trade Routes
a.) An extensive network of roads connected India with various points on trading routes of Silk Road
b.) Main path of the western Silk Road during the first two centuries C.E. passed through central Asia to the Indus Valley.
Role of Buddhism in Trade Expansion
i) Buddhism, unlike Hinduism, did not view commercial activity negatively, and many Indian merchants became Buddhists.
ii) Trading ships and caravans from India were transporting Buddhist missionaries along with their primary cargos of good
TRADE ROUTES
37
C R E A T I V E E X C E L L E N C E I N M A N A G E M E N T
Maintaining Product Quality: Final processing was done in workshops located at the settlements where both quality and style of the manufactured objects could be controlled.
Maintaining Uniformity in craft production: With final processes being done in workshops, certain control measures and trading standards ensured consistent quality and style.
City Planning: Remains found at Harappa and Mohenjo-Daro suggest that the cities were laid out in grids, with straight streets. The houses they lived in were mostly the same in size and shape. Each one had walls surrounding a courtyard, with its own well and bathroom. Pipes led to sewers.
Food Security: Each city had its own storage area for food. The people grew all kinds of different crops, including wheat, peas, and dates; and they stored the food in the town granary, for everyone to eat.
Public Sanitation: Mohenjo-Daro had its own central bath, with several surrounding buildings. This setup resembles the Roman bath, which came much later
INNOVATIVE PRACTICES
38
C R E A T I V E E X C E L L E N C E I N M A N A G E M E N T
• ‘Hundi’: indigenous bill of exchange
• Employment generation: through manufacture of arts and crafts, perfumes
• Trade practices: Numerous ports, clearing houses
• Laws: Stringent laws passed for market reforms and unfair trade practices
• Mathematics: Numeral and Decimal system
• Business structure: Joint Hindu business family, besides others discussed
• Division of labour through castes
• Fine quality wares, seals and coinage
INNOVATIVE PRACTICES
Thank You