1)Develop a distinct vision for your audience.

All employers, like Rama, must define and communicate their vision to their employees. They would
be more motivated to perform if they had defined objectives to strive for. Even Rama decided that
Sita should return home, and he assigned her a number of responsibilities. For example, he
instructed some employees to assist in the construction of a bridge and dispatched others as search
and rescue teams.

2. Have faith in your subordinates' capacity to finish a task and encourage them to do so. Rama led a
huge number of indigenous tribes that hardly constituted an army against Ravana's well-trained
army, which had toppled numerous monarchs and had a track record of overthrowing devtas. Rama
earned faith and confidence in his men despite continual jeers and mockery in order to overcome
Ravana's demonic armada, which appeared unbeatable. It is critical for a leader to believe in his
people.

3. Be just to everyone.

Unlike many other monarchs of the period, Rama socialised with everyone, regardless of what was
accepted among the lower and upper classes. He was able to form relationships with both fishermen
and tribal members because he was never subject to the untouchability problem. This takes us to a
key lesson suggestion: Equality fosters loyalty.

4. Retain your fearlessness in the face of hardship.

When Sita was taken, Rama had lost his money and was trapped in the forest. Rama describes his
sadness at Sita's disappearance in very graphic detail in the Ramayana. Even in the face of a fight and
an unknown antagonist, he continued in forging relationships with Sugriv and others. 5. Maintain
values while avoiding judgmental behaviour.

Rama, recognised for his high moral code, attempted to protect the ideas he stood for. He was never
portrayed in the Ramayana as a blind puritan intent on imposing his code of behaviour and driving
everyone else out. No! Rama was a tenacious individual. He resolved never to judge again. Even his
father's ideas differed from his own because Rama only had one wife, unlike many previous
monarchs, including his own father. Because "suspending judgments" is still the best tactic, a leader
who regards his team's innovation as an open field is seen more favourably.

6. Request and encourage comments from subordinates on critical issues.

Rama pledged to defend Ravana once Vibhishan revealed his identity. When Rama met with his
army chiefs, some of them warned him about trusting a demon, especially if the victim was the
victim's brother. Instead of criticising or condemning their ideas, Rama assuaged their scepticism and
urged them to agree with him. Because everyone felt heard, this teaches an essential lesson. He
gave authority to his employees. Employer-employee power disparities may be significantly
decreased.

7. Follow an ethical code and be willing to suffer for it.

Rama advocated for the Utopic way of life by making moral decisions in all aspects of his existence.
Many leaders develop their image by first making sacrifices and then adopting immoral means. After
capturing power, the generation who fought for the country's liberation became wheelers and
merchants. Political leaders continue to boast about their great predecessors while seeking for
government. Underneath that vote appeal, they continue to mislead the population in the name of
previous sacrifices. Rama never did anything like that. Rama disarmed the haughty Ravana on the
first day, but because Rama thought that an unarmed person should not be harmed, he let him go.
The Mahabharata is the world's largest epic. Everything that is not found in the Mahabharata is
thought to be impossible to find elsewhere. The epic story continues to govern all forms of art and
captivates us today. The Mahabharata narrative may teach us a lot. The Mahabharata has a wealth
of knowledge and insights.

The corporate world is one of the finest places for applying the epic's teachings. The Mahabharata is
the finest handbook for managing professional relationships and accomplishing goals! Here are a
few lessons we can take from the epic.

1) Effective coaching and guidance

A lone man headed the Kauravas. One guy had overall command of the entire army. The Pandavas,
on the other hand, had several generals in command of the operations and the authority to make
decisions. Lord Krishna was with the Pandavas, whereas Karna was with the Kauravas. Duryodhan,
on the other hand, was quite weak without Karna.

Shri Krishna's assistance in guiding the Pandavas was one of the key factors in their success.2) A
targeted and astute strategy

War is the ultimate goal of both the Kauravas and the Pandavas. Karna travelled to conquer other
nations in order for the Kauravas to prosper. Arjuna, Bheema, and Yudhisthra, on the other hand,
went out to gain Divyastras, strength, and tactical experience. The Pandavas would not have won if
Krishna and his brilliant plan had not been available to them.

3) Growth and Learning

Arjuna accepted whatever was placed in front of him. He was eager to learn about celestial
weaponry from Indra, as well as the most about battle from Drona. Because he viewed Yudhishter
and Krishna as mentors, he continued to learn from their teachings.

4) Dedication and a Common Goal

Everyone had a personal leaning toward the Kauravas. The Pandavas, on the other hand, were
entirely dedicated and eager to fulfil the common objective. The Pandavas never gave up their
pursuit of what was properly theirs. It's tough not to respect and be inspired by their tenacity and
perseverance.

5) Women's Involvement

Women's decisions have traditionally been respected by pandavas. The Mahabharata features three
significant female characters: Kunti, Draupadi, and Subhadra. The Kauravas, on the other hand, lived
in a patriarchal civilization. Women were not involved in decision-making and were not heard by
Gandhari.

Hinduism as a whole has no genesis; rather, it has evolved over time, owing mostly to the Vedic
scriptures.

Hinduism as a whole has no genesis; rather, it has evolved over time, owing mostly to the Vedic
scriptures. In case you missed it, the Vedas are the fundamental writings on which this "-ism" is built.
In this language, the phrase "Vid" means "knowledge."

Rig Veda, Yajur Veda, Sam Veda, and Atharva Veda are the four Vedas. Simply said, the Upanishads,
Vedas, and other subsequent writings all feature comments and analyses influenced by these books
of wisdom in various combinations. Because they do not address a specific manifestation of God, the
idea is that these scriptures are universal in nature and the result of many years of thought by highly
educated Rishis.

From an academic standpoint, the content in these works is intended to promote harmony between
humans and the natural world in order to promote the general environment of love, peace, and
progress, which is a common topic in practically all major global religions.

As I mentioned in my previous essay, the Vedas are regarded to be of universal character and do not
expressly address any one religion or god, thus I believe Hinduism should play a greater role in this
period of globalisation. The usage of a "ism" may be seen as mocking.

The following passage from one of the numerous hymns in the Yajur Veda finest exemplifies the
Almighty's universality: "O world creator, giver of all things all wealth, and source of all joy, kindly
take away from me everything that is wicked, immoral, and a source of misery and give it to me
instead."

With a civilised society and competent administration as its goals, the Yajur Veda lays forth the
monarch's or community organization's duty in the following ways: To keep people motivated to
achieve better, the leader should spend more money and riches, notably on intellectuals, military
commanders, and diplomats. In terms of philosophy, Hinduism is founded on four pillars: Dharma
(way of life), Artha (wealth and prosperity), Kaam (desires), and Moksha (nirvana). Furthermore, the
Vedic teachings, Smriti (particularly Manusmriti), the two epics Ramayana and Mahabharata, as well
as other sacred writings, have made significant contributions to civilization's growth from every
imaginable angle.

"Karma" is a key element of Hinduism and the teachings of the Gita.

One is free to carry out their karma without regard for the repercussions.

The philosophy discusses behaving with detachment and selflessness, the consequences of which
are secondary to the objective of the common good and basic human obligations.

The Mahabharata discusses the function of the leader in great detail.

Leaders must be more cautious in their actions since followers will follow them.

There is no question that this emphasis on conduct, as opposed to the emphasis on appearance of
behaviour in Machiavellian theory, has fundamental consequences for modern organisations and
how they work. It connects with the outrage recently expressed by senior business executives and
political leaders throughout the world, in my opinion.

The following speech, delivered by a queen to the king, provides insight on gender equality.

I could be able to decide what happens to the women in my kingdom, just as you do with the men in
yours.

The study of "Artha" (wealth and prosperity) is highly valued in the scriptures as a method of
developing both society and the individual. Mentioning Manusmriti

Money transactions are the most common ethical infractions.

In this regard, Kautilya's "Arthashastra" deserves special attention. The framework for the art of
leadership in the book is founded on the two pillars of nyaya (justice) and dharma (ethics). The book
examines the use of organisational justice theory and the study of ethics in the fourth century B.C. It
requires, for example, that all government employees' personnel files be reviewed weekly and that
duties in the field of public services be task-oriented rather than target-oriented.

In this light, studying the Tata Group situation may be beneficial. It is one of India's most
recognisable business houses, with 80 companies operating in the sectors of services, materials,
engineering, energy, consumer products, chemicals, communication, and information systems.

This organisation exemplifies the genuine spirit of Indian principles since it has built centres of
excellence in both the social and economic areas of Indian society. To begin, Tata (Philanthropic)
Trusts control 63% of the parent company, Tata Sons Limited, and have sponsored and supported a
number of prominent public institutions, including hospitals, education and research facilities, and
scientific and cultural organisations. The following five key values govern the definition of Tata's
operational processes:

Integrity is acting in a way that can survive public scrutiny by being fair, honest, and open in all
commercial interactions.

Understanding: To always operate in the best interests of India while treating colleagues and clients
from all around the world with kindness, respect, and humanity.

Excellence is defined as the ongoing pursuit of the highest standards in one's day-to-day job and the
calibre of the goods and services one delivers.

Unity: To build strong connections with workers from throughout the organisation, as well as
consumers and business partners across the world, based on acceptance, understanding, and mutual
assistance. The Sangathan Sutras (formulae of unity), which emphasise the importance of oneness in
mind and action, are a magnificent example of this Vedic ideal.

Continue to be accountable, to be cognizant of the societies, neighbourhoods, and surroundings in

which they operate, and to ensure that what comes from the people comes back to the people many
times over.

All five of these aspects are evident in the labour ethic advocated by the scriptures and other
relevant works.

The components of business and commercial ethics may find their own footing within the vast
framework that Hinduism provides. As a result of severe restructuring and increased job insecurity
brought on by globalisation, there have been numerous somatic complaints, leave-intentions, less
organisational commitment, poorer work satisfaction, and so on.

Religion, in this case, provides instructions for proper organisational behaviour while also working as
a stress relief. Sharing, respect for age, social networks, selfless effort, honesty and sincerity, and
other core ethical concepts are likely to be mirrored in attitudes and behaviours at work.

As proven in Indian organisations, elements such as hierarchical viewpoint, power dynamics, a

proclivity for personalised relationships, social networking via the own-other dichotomy, and
collectivist orientation have a significant impact on organisational success.
These ethical aspects derived from religious meditations and texts must be combined with those of
industrial democracy in order to increase the efficacy of Indian organisations.