Course Name: INDIAN ETHOS AND VALUES

FOR MANAGEMENT
Course Code : T2729 Faculty : Management
Course Credit : 2 Course Level : 5
Sub-Committee (Specialization) : General Management

By Dr. Rashmi Hebalkar

Director, Prabodhan Management Consultancy and Research
Fellow, ISTD
rashmihebalkar@rediffmail.com
9822590354
 INDIAN ETHOS AND VALUES FOR MANAGEMENT
Learning Objectives :
• To comprehend the incredible, timeless, universal nature of Indian ethos
and values.
• To explain the art of living, enriched by wisdom and value.
• To understand and view the concept of business by ethics and value.
• To understand the Indian perspective on functions of management.
• To emphasize the concept of personal growth by self management as
per Indian context.
1 INDIAN MODEL OF MANAGEMENT ( hours 4 )
Syllabus
•Need, purpose, relevance of Indian Ethos 5 INDIAN PERSPECTIVE ON FUNCTIONS
•Model of Management in the Indian Socio-political OFMANAGEMENT(5)
environment Planning
•Distinctive features of Indian ethos of management. Organizing
2 INDIAN HERITAGE IN BUSINESS AND MANAGEMENT ( 4 ) Leadership
•Concept of Quality Control
•Economics of giving Communication
•Law of Karma Holistic Approach of Decision Making
•The matrix of vedantic philosophy and wisdom that aid to Organization Behaviour
•contemporary management 6 SELF-MANAGEMENT (6)
3) ETHICS AND BUSINESS ( 3 ) Personal growth and lessons from Ancient Indian Education
•Religious view System
•Ethics policy Lack of Clarity about Role and Goal
•Scholars view on ethics Techniques for Time Management
4 ) VALUES IN LIFE AND BUSINESS ( 3 ) Stress management
•Purpose Anger management
•Science and human values Lack of Clarity about Role and Goal
•Application of Values 7 EMERGING TRENDS (3)
•Holistic Approach for Managers in Decision Making Indian Ethos and Corporate Governance
•Trans-cultural Human Values in Management Relevance of Gandhian Thought for the contemporary
•Secular Versus Spiritual Values in Management managers
•Stakeholder perspective Total 30 hours
Pre Requisites :
• Basic reading on Indian tradition of living and education,
Bhagavad Gita.
• Basic Components of Human Resource Management

Evaluation :
1. Submission-Value statement: 10 Marks- January 2024
2. Class test(descriptive): 20 Marks- February 2024
3. Presentation : 20marks – March 2024
 Books Recommended
• An Introduction to Business Ethics. Joseph Des Jardins, Tata Mc Graw Hill,2009
• Ethics In Management And Indian Ethos. Biswanath Ghosh, Vikas Publishing
House.,2009
• Indian Ethos and Values for Managers. Khandelwal, Himalaya Publication.
• Indian Ethos and Values in Management Nandagopal, AjithShanker, Tata Mcgraw
Hill,2010
• The Story of My Experiment with Truth. Gandhi M K. Navjivan Publishing House,
Ahmedabad,1972
• Business Ethics and Professional values. Rao A.B, Excel Books, 2000
• Ethics and Values in Business Management. Rinku Sanjeev, Parul Khanna. Ane
Books Pvt. Ltd., 2009
• Management by Values. Oxford University Press, New Delhi,2008
 Indian tradition of living and education
Ancient education During the ancient period,
two systems of education were
Indian ethos developed, Vedic, and Buddhist. The
• Bhagwad Geeta – Mahabharat medium of language during the Vedic
system was Sanskrit, while those in the
• Ramayan Buddhist system were Pali. During those
• Upanishad s times the education was of Vedas,
Brahmanas, Upnishads, and
• Vedas Dharmasutras.
• Puranas The systems of learning were in the form of
Gurukul system.
• Literature in vernacular Vocational training Students were given
languages training in occupations of animal
• Kautilya husbandry, agriculture and dairy farming
etc. by tending his teacher’s cows and
• Vivekanand serving him in diverse ways.
• Art of Living… Evidently, the ancient Indian education was not
merely theoretical but was related to the
realities of life.
 The Bhagavad Gita: 18 aaddhyay -700-verse.Yyasa to Ganesh
Narrative framework of a dialogue between PandavaThree gunas(11.8, 16.1,2,3,4,8,9)
Prince Arjuna and his guide and charioteer Krishna. sattva (brings enlightenment. ..
At the start of the Dharma Yudhha (righteous war) goodness, constructive,
harmonious),Satvik-full of
between Pandavas and Kauravas. forgiveness, patience, pure
Arjuna is filled with moral dilemma and despair thoughts and action
rajas (creates desire. ..passion,
Krishna counsels Arjuna to "fulfill active, confused)Rajasi-do not
his Kshatriya (warrior) duty to uphold the Dharma" believe in anything higher than
through "selfless action" ath the war will cause in the ordinary material life
tamas (ignorant pleasures and
battle against his own kin. laziness. ..darkness,
Ethical dilemmas and philosophical issues that go far destructive, chaotic).Tamasi-
anger,cruelty..
beyond the war Arjuna faces.
Krishna : the first motivational speaker in human
history.
Management guidelines
from Bhagavad Gita
• Forming a vision.
• Planning the strategy to realize the
vision.
• Cultivating the art of leadership.
• Establishing institutional
excellence.
• Building an innovative organization.
• Developing human resources.
• Building teams and teamwork.
• Delegation, motivation, and
communication.
Vision and Leadership from Bhagavad Gita
• First Know Thyself. (be aware of the self
and the surroundings.)
• Leadership must retain balance
• Embrace rather than avoid formidable
challenges because they bring out the
leaders’ greatest strengths
• Be resilient in actions and not be
weakened by pain and pleasure.
• Selfish desires and animosity obscure the
purpose of leadership.
• Leaders achieve lasting power and glory
by exercising compassion and selfless
service.
• Do not lead by fear or anger.
• Character is core to effective leadership.
Renunciation – the ultimate leadership challenge: 18th ..Moksha-Sanyas
Yog
Renunciation-abstaining from selfish acts , selfless giving and
striving for the common good.
• Renounce negative thoughts, words, and actions
• Renounce inequality and promote equality
• Renounce selfish desires and exercise selfless
service
• Renounce indiscipline, dishonesty, and lazy attitude;
and exercise integrity and proactive-ness
• Renounce arrogance and ignorance, and be open-
minded
• Renounce momentary happiness that is derived from
selfish behaviors. Instead, seek happiness that is
long-lasting and beneficial to all.
Indian ethos in management: revisiting ‘management & HRM
Management is Planning, Organizing, Controlling, Directing, and Co-ordinating,
supported by leadership, communication motivation and morale.
Management is the process of designing and maintaining performance environment through
relations building within and outside organzations by utilizing optimally, all resources
including human, available to it ,and manage effective and efficient use for attaining
selected purpose for which the organization has been established and then to achieve
economic surplus so as to promote the best interests of customers in competitive
conditions-Koontz O Donnel
 HRM is the function that helps managers to recruit, select, train and develop
members of an organization.
 HRM is a series of decisions that affect the relationship between the employees and
employers.
 HRM is planning, organizing, directing, controlling and coordinating the functions of
procurement, compensation, maintenance and development of human resource of
an organization in the light of its goals and objectives.
 Principles of HRM
Individualistic approach
Make employees feel worthwhile – feeling of
accomplishment & pride
Fair and just policies – uniformity, equal opportunities
Rewards should be earned – not be demanded.
Performance based
Access to organizational information -
Judge the strength – to avoid resentment & frustration
Equal pay for equal work
Do what you preach – set example
 Unit 1:MODEL OF MANAGEMENT(4)

• INDIAN
 Need, purpose, relevance of Indian Ethos
 Model of Management in the Indian Socio-political
environment
 Distinctive features of Indian ethos of management.
 Ethos & Indian ethos
Ethos defines a culture, a people and even a country. It is the
characteristic spirit of a culture, era or community as is reflected in
its attitudes and aspirations.
Indian ethos refers to the core values, beliefs, and principles that
have been a part of Indian culture and tradition for centuries.
These values are deeply rooted in the spiritual and philosophical
traditions of India, and are reflected in various aspects of Indian
society, including religion, art, literature, and philosophy.
Indian Ethos in Management refers to the values and practices that
the culture of India ( Bharatheeya Sanskriti) can contribute to
service, leadership and management.
 Features of Indian Ethos
1. Divinity of Human Being: Indian ethos focuses on the existence of human being
as truth. There is nothing more perfect than the supreme soul.
2. Balance or Equilibrium: Balance or equilibrium is a stable state of Indian thought,
i.e., balance between desire and desireles ness, spiritual and secular values,
subjective and materialistic world.
3. Balance of Personal and Work Life: Indian ethos focuses on the concept that if
you are good then the world is also good for you. So, 2 Indian Ethos in Management
every individual should have an effective management and balance of personal and
work life in the organisation.
4. Cosmic or Pure Consciousness: The divine element, which is an inner part of an
individual, is a part of cosmic or pure consciousness. It gives a base for mutual trust,
cooperative, teamwork and common good.
5. Importance to Character: The Indian ethos gives much importance to character
not to the knowledge. It is the character, which is the real power and wealth.
 Features of Indian Ethos
6. Whole-Man Approach: Indian ethos is based on Indian scripture like-Shruties of
Gita and Upanishad and Smruties of Puranas. Indian thought provides the whole-man
approach through knowledge of creation, cosmos and internal relation between
spiritual and materialistic life.
7. Work in Worship: Indian ethos works with the fact that all work is worthy and
honourable. ‘Work is worship’ is the guiding principle for all effort as advocated in the
Indian ethos.
8. Duty and Responsibility: Indian ethos rarely talks of rights and prevails ages. It
always emphasises only on the duties and responsibilities of human beings.
9. Knowledge: Indian ethos deals with two types of knowledge: Knowledge of
creation Knowledge of creator
10. Excellence at Work: According to Indian ethos, total quality management can be
assured through excellence at work, through self-motivation and self-development.
the Creator determines the creation. In the order of thought and being the Creator, but in the order of knowledge,
creation is prior. Knowledge begins in experience, but as the Creator never appears to human experience, and if
knowledge must be restricted within experience, individuals can never know the Creator.
 Western and Indian Culture
Some of the Key points of Western culture are:
a) Self-centered – motivated by principle of personal benefit
b) Exploitation of nature – to satisfy their desires
c) Capital intensive –industrialization and large scale production
d) Market oriented – creating fresh needs to expand market
Some of the Key points of Indian Culture are:
a) Development of self – spiritual pre eminence
b) Harmony with nature – living with nature
a) Labour intensive – importance to individual skills of production
b) Society oriented – importance family and community as a unit
 Relevance/ Need/Purpose of Indian Ethos (in life & in Management)
We need Indian Ethos in modern corporate management.
1.To develop proper foundation f life, work life and business.
2. To assure all round growth in productivity, marketing, profitability and that too on a
sustainable basis.
3. To gain worldly achievement along with enriched quality of life .
4. To synchronies private and public benefits.
Indian Ethos:
• helps managers in resolving ethical issues/dilemmas as they arise.
• helps managers in setting highly responsible tone for the organization – in individual judgments and
decisions whether ethical or not.
• provides conscientious managers with morally responsible approach to business.
• helps manager to realize their social responsibility.
• Business ethics make managers more accountable for social responsibility.

Conscientious: Careful to do something correctly and well with great care and attention व वसनीय, कत यद , ववेक न ठ
 Model of Management in the Indian Socio-political environment
Indian Model of Management.
Indian model is based on two important principles
1.Human values: spiritual, ethical and moral.
Spiritual Values: benevolence, charity, dignity, forbearance, hope, humility,
kindness, loving, modesty, peace, perseverance, piety, repentance, righteous,
sacredness, sincerity, steadfastness, striving, trusting, truthfulness, unity, and
wisdom.
Ethical Values: Integrity, Honesty, Fidelity, Charity, Kindness, Responsibility,
Self-Discipline, including. Acting with reasonable restraint.
Moral Values: truth, courage, Keeping promises, not cheating, not being
judgemental, being dependable.

These values form a foundation for thoughts, actions, skills and behaviour and
eventually lead to formation of a good character.
These values will create a good man, a good manager, a good organisation and
ultimately remove disarray from the minds of the people.
 Indian Model of Management.
Two important principles of Indian Model of Management: contd..
2. Holism (harmony amongst soul, body, mind and intellect).
Holism refers to the concept of oneness or unity.
Holism is much broader than the systems approach to Western
model of management.
• A human being has a soul, body, mind and intellect.
• It is essential that all the above components of our personality
are proper and mature.
• Holism is unity, i.e., the absence of duality; hence the absence
of conflict and disharmony.
• Attainment of dharma is calmness of mind, self-control,
moderation in consumption…
 Chakraborty model of Indian ethos in management
• Indian management scholar and philosopher Professor S. K.
Chakraborty, the pioneer of Human Values and Indian Ethos in
Management and the Founder Convener of Management Centre for
Human Values (MCHV), Indian Institute of Management (IIM)
Calcutta.
• Chakraborty’s efforts of incorporating Indian Ethos into professional
management drew respectful attention from abroad also. He was
invited by many universities and institutions in the UK, the US,
Australia to conduct programs and deliver lectures.
• Chakraborty was following the Vedantic assertion that the cause is
always superior to the effect and the individual is the cause, while
the organization or society is the effect, hence his focus has been
always on individual development
 Unit 3 : Ethics and Business(3)

 Religious view
 Ethics policy
• Scholars view on ethics
 Ethics : Greek word ethos (Character),
Ethics: the philosophical science that deals with the rightness
and wrongness of human
• It is the study of right and wrong in human
endeavors(deeds).
• Ethics is a set of moral principles, standards or values which
is concerned with the righteousness or wrongness of human
behavior and which guides your conduct.
• Ethics is the activity of examining the moral standards of a
society, and asking how these standards apply to our lives
and whether these standards are reasonable or
unreasonable, that is whether they are supported by good
reasons or poor ones
 Religion
• The belief in and worship of a superhuman power or powers,
especially a God or gods
• Human beings’ relation to that which they regard as holy, sacred,
absolute, spiritual, divine, or worthy of especial reverence.
• Religion is a range of social-cultural systems, including designated
behaviors and practices, morals, beliefs, worldviews, texts,
sanctified places, prophecies, ethics, or organizations, that generally
relate humanity to supernatural, transcendental, and spiritual
elements—although there is no scholarly consensus over what
precisely constitutes a religion.
 constituent elements of the religious life.
In many religions, texts are deemed to have scriptural status, and
people are esteemed to be invested with spiritual
or moral authority. Believers and worshippers participate in
and are often enjoined to perform devotional or contemplative
practices such as prayer, meditation, or
particular rituals. Worship, moral conduct, right belief, and
participation in religious institutions are among
the constituent elements of the religious life.
 Ethics and Business Ethics: Religious view
Religion: The belief in and worship of a superhuman controlling power,
especially a personal God or gods.
Ethics are universal decision-making tools that may be used by a person of
any religious persuasion, including atheists. Ethics are based on logic and reason
Religion makes claims about cosmology, social behavior, and the “proper”
treatment of others, etc.
Religion is a means towards attaining individual spiritual enlightenment. Religion is
based on tradition or injunction.
Religious belief: attitudes towards mythological, supernatural, or spiritual aspects
of a religion. Religious beliefs are usually codified have been a stable and wide-
reaching force in human culture.
Religious traditions believe that their faith represents a path to enlightenment and
salvation. By contrast, ethics are universal decision-making tools that may be used
by a person of any religious persuasion, including atheists.
Religion provides us with ethics, but we are selective about what we follow.
 Ethics and Business Ethics: Religious view
Religious beliefs play the following role in ethics ( individual &
public life)
• Religion helps in establishing ethical conduct in individuals which is
reflected in public life of individuals as summation of individuals is
public. For example, Buddhist religious ethics has helped in
harmonising public life in Bhutan where happiness of everyone is
emphasised over material possession.(Gross National Happiness)
• Religious belief is at the root of charity efforts (even in capitalist
countries). efforts of Tatas, Warren Buffet and Bill Gates.
• Struggles for justice (especially downtrodden) generally inspired
from religious beliefs of individuals. For example, Mahatma Gandhi’s
efforts during India’s struggle for independence have religious basis
like Ahimsa (Non-Violence), Satya(Truth), etc.
• Religious beliefs can be great motivators for bringing in social
changes in the country. For example, Sant Gadge Baba in
Maharashtra inspired many towards cleanliness drives at local level
using religious symbolism.
• Vinoba Bhave: Bhoodaan
OBJECTIONS TO RELIGIOUS APPROACHES TO BUSINESS ETHICS
Religion is a social-cultural system of designated behaviors and practices, morals,
worldviews, texts, sanctified places, prophecies, ethics, or organizations, that relates
humanity to supernatural, transcendental, or spiritual element

Transcendental: Beyond the limits of all possible normal or physical experience and
knowledge..
1) Religious and theological approaches cannot be imposed, as well as any
particular philosophy
2) Religious business ethics is only relevant for the believers,
3) In a secular society no religious approach is acceptable,
4) Respect for the plurality of religions and people with no any particular
religion. In plural society, different religious beliefs co-exist, as do people
without any particular religion. Requires an attitude of tolerance which
might be best expressed by leaving any religious faith in the background.
 Ethics Policy
Policy: Policy is a general statement , a deliberate system of guidelines to
guide decisions and achieve rational outcomes.
A policy is a statement of intent and is implemented as a procedure or
protocol.
Code of Conduct: A formal statement that describes what an
organization expects
from its employees.
Ethics policy/ Ethical Code of conduct: The purpose of this policy is to lay
down rules and regulations regarding code of ethics and
professional conduct so as to maintain the trust of employees in the
organization they are working for and to increase transparency which in turn
help bring good name to the company.
A code of ethics encourages ethical conduct, business honesty, integrity, and
best practices.
 Scholars’ views on Ethics: Kautilya/Chanakya/ Vishnugupta

Kautilya was the minister in the Kingdom of Chandragupta Maurya during

317 – 293 B.C.
The Mauryan Empire was larger than the later British India which
expanded from the Indian Ocean to Himalayas and upto to Iran in the
West. After Alexander left India, this was the most powerful kingdom in
India and Kautilya was minister who advised the King.
He has been considered as one of the shrewdest ministers of the times
and has explained his views on State, War, Social Structures, Diplomacy,
Ethics, Politics and Statecraft very clearly in his book called Arthashastra

• Philosophy keeps the mind steady in adversity and prosperity

• Control of senses is essential. Give up lust, anger, greed, arrogance
overjoy.(EQ…).
• Those in the judiciary should have a hightened sense of fairness.
 Scholars’ views on Ethics:
Kautilya/ Chanakya/ Vishnugupta
The concept of Rajrishi envisaged by Kautilya is very important for a good King. This
concept is very close to the concept of “Philosopher King” by Plato. In this concept,
Kautilya has identified indicators of good governance.
 An ideal king must merge his individuality with duties.
 An administrator must guide properly.
 An ideal king must avoid extremes without missing the goal.
 The king and public servants must get fixed salaries and allowances.
 The main duty of the king and servants is to maintain law and order. The losses due
to theft and corruption should be made good from kings’ and his servant’s salary.
 An important duty of king is to carry out preventive and punitive measures against
corrupt officials.
 Another important duty of king is to find replacement of ministers by good ones.
 Disciplined life with a code of conduct for king and ministers
 Kautilya also lays great stress on appointment of Amatyas who were the highest in
status. They were selected on merit with great care
 Qualities of ‘ competent ministers: leadership, intelligent, good moral conduct and
physical powers
Unit 4: VALUES IN LIFE AND BUSINESS(5)

 Purpose
 Science and human values
 Application of Values
 Holistic Approach for Managers in Decision
Making
 Trans-cultural Human Values in Management
 Secular Versus Spiritual Values in Management
 Stakeholder perspective
 Values of a person /
Core values of business
Values: a person's principles or standards of behavior; one's • Respect
judgment of what is important in life.
• Equality
Character is the foundation of values.
The sequence being: • Hard work
Character -> Values -> Attitudes -> Behaviour • Integrity
Core Values of a business: beliefs /Philosophies/ princilpes • Consideration
that guide an organization’s internal conduct as well as • Appreciation
it’srelationship with the external world. guides
Company values are company's DNA and they help differentiate
• Openness
your business from the competition. You can't make any important • Empathy
business decisions without having them in mind.
• Gratitude.
Human values: spiritual, ethical and moral.

Spiritual Values: benevolence, charity, dignity, forbearance, hope, humility, kindness,

loving, modesty, peace, perseverance, piety, repentance, righteous, sacredness,
sincerity, steadfastness, striving, trusting, truthfulness, unity, and wisdom.

Ethical Values: Integrity, Honesty, Fidelity, Charity, Kindness, Responsibility, Self-

Discipline, including. Acting with reasonable restraint.

Moral Values: truth, courage, Keeping promises, not cheating, not being judgemental,
being dependable.

These values form a foundation for thoughts, actions, skills and behaviour and eventually lead to
formation of a good character.
These values will create a good man, a good manager, a good organisation and ultimately
remove disarray from the minds of the people.
 Purpose of VALUES IN LIFE AND BUSINESS
Direction: Guide to life, profession, and character
moral, ethical and professional values determine the character of employees and managers. They guide
their profession and life. They should guide the real character of our lives as we serve our nations.
Value can become the basis for the behavior of its members sets the direction for individual life and
organizational life.
Determine behavior: Managerial Behavior:
values to a large extent determine behavior in the organization. provides conscientious managers with
morally responsible approach to business.
Consistency in behaviour: gives direction and consistency to behavior. Thus, the manager can bring
change in the desired way through the behavior of employees.
Development of Employees, Personality development:
Managers can use the value system for the all-round development of their employees. Values aid to
vision. These help to develop the knowledge and moral growth of employees.
Motivation:
Values give a right support in staying motivated all the time, no matter how de-motivating and stressful
situations are there.
Develops Cultural and Spiritual Intelligence: resulting in better communication and the efficiency of teamwork
 Purpose of VALUES IN LIFE AND BUSINESS
• Work ethics:
skill, initiative, habits, attitude, work manners, interpersonal vision, a challenge to
change, and the quality of work produced constitute important elements in the
mindset of any worker today. Ethical and timeless value place a strong role in
doing a good job. Values can create a belief that work has intrinsic value for its
own sake.
helps you know what to and not to make/devote time for.

• Decision making: ValuesProvides good basis to management for better business

decisions. Gives clarity about of business/ organization KPIs
• Resolving ethical issues/dilemmas : Values helps managers in resolving ethical
issues/dilemmas as they arise.
• Setting tone: helps managers in setting highly responsible tone for the organization – in
individual judgments and decisions whether ethical or not.
• Responsible stakeholder and image building: Values Improve services to all the
stakeholders and their needs. It helps manager to realize their social responsibility.
VALUES are for Self-Regulation TRUST & RESPECT whether at individual
level or organizational level.
 Purpose of Values
Promote leadership
managers are people who exercise their ‘leadership by values’. They can be effective leaders
by practicing the spiritual values in their managing jobs.
Bring creativity
managers can remain creative in uncertain and ever-changing times by observing many ethical
values. Many classic values help increase cognitive abilities that results In a new way of
viewing some problems and situations.
Managing in Borderless
Business and management are no longer confined to a national state but are really borderless.
Managerial task and decisions are not regulated by various international governments. In
many “lawless lands” the responsibility of managers is greater than ever. Hence, value-
based management has become a prime necessity. Managers must perform by the need of
moral and professionals values, not merely laws.
Helps in bringing change
organizations are united through values. Values are facilitated organizational change when
they are re-assessed and brought in line with the organizational structure objectives. This
practice has already transformed several individuals and organizations.
 Science and human values
1.Science: a branch of knowledge or study dealing with a body of facts, principles or
truths systematically arranged and showing the operation of general laws.
2. Most scientists believe that one basic characteristic of science is that it deals with
facts, not values.
3. Science is objective, while values are not.
4. Scholars have challenged the notion of science as value-free, and thereby have
raised questions about the authority of science and its methods.

Pseudoscience: Pseudoscience consists of statements, beliefs, or practices that claim to be both

scientific and factual but are incompatible with the scientific method. e.g. counseling
Abhor: regard with disgust and hatred:
 Science and human values
1. By furthering knowledge, utility, and nature, science enhances its value for humanity.
1. Values, can be objective when they are based on generally accepted principles.
2. Methods of evaluating knowledge include controlled observation, confirmation of predictions, repeatability, and
statistical analysis. Such values are generally derived from our experience in research.
3. Science is a process and process should add value.
4. Scientists need to integrate scientific values with other ethical and social values. Obviously, science can help
identify unforeseen consequences or causal relationships where ethical values or principles are relevant. In
addition, individuals need reliable knowledge for making informed decisions.
5. Scientists can articulate where, how, and to what degree a risk exists. But other values are required to assess
whether the risk is acceptable or not. Communicating the nature of the risk to non-experts who participate in
making decisions can thus become a significant element of science.
6. There are certain moral values, such as concern for people, empathy, and kindness that are important in setting
research priorities in science and in determining the uses of science. There is a need to incorporate these
humanitarian values into the science and technology spheres, while maintaining and reinforcing the intrinsic
values of science. In the quest for scientific and technological development, ethical values should not be
neglected.
The humanitarian values found in moral education can complement the intrinsic values found in science, such as objectivity,
rationality, practicality, honesty, and accuracy. The problem of ethics and morality is the concern of all mankind.
8. Scientists strongly abhor fraud, error, and pseudoscience, while they value reliability, testability, accuracy, precision, generality, and
simplicity of concepts.
 Application of values : value statement & it’s Benefits

A value statement is a brief declaration that describes a company's priorities and

values. It informs others, including customers and employees, of what principles
are most important to the business. It can also serve as a guide when making
important internal decisions.
A value statement offers the following benefits:
• Creates unity among team members. A value statement can create unity among
team members, as it encourages them to work together with the same priorities.
• Encourages transparency: These statements can encourage communication and
transparency among employees of all levels. A company that shares what it
believes in encourages all team members to do the same.
• Connects with customers: A value statement can help larger brands connect with
their customers on a more intimate level.
• Sets a guide for how employees should respond: A simple statement of values
can provide employees with a guide on how to respond to different situations.
 Application of values: Creating a value statement
• Select the right team(leadership team) for the following .
• Organize a meeting to reflect on the core values. Topics or prompts might include things like:
• To what extent are we living up to our core values? Where are we succeeding and why? Where are
we not and why?
• Are we finding tensions between the values? How are we navigating that tension? (Discuss
examples.)
• Taking one value, what are some actions your colleagues have taken over the course of the past
month that bring the true meaning of this value to life?
• Think about the goal or purpose of the business
• Identify the values that are aligned to your business purpose
• Narrow down your list of values
• Define each value
• Decide and write the behavioral indicators for each value for each level of employee. (Consider actions
that demonstrate values)
• Create an addendum to your core values
Behavioral indicators are traits or behaviors that employers and managers can use to assess the competencies of their employees.
Competencies are the key abilities necessary to perform certain job roles, and leaders can often use behavioral indicators to
determine the presence or absence of competency.
Addendum: additional material added at the end of a book or document, typically in order to correct, clarify, or supplement
something.
 Application of Values: creating a culture
• core values awards :In recognizing staff, consider having core values
awards where staff nominate one another and the leadership team selects one
staff member to honor per value.
• visuals : Create visuals to display in key areas that include the values and their
descriptions.
• video: Create a video of staff exemplars of your values describing them with
their own words and stories; use this with prospective and new staff to help
them internalize the values and send a signal about their importance to the
organization.
• Hiring process : Let there be questions in hiring interviews relating to values.
• On boarding: In onboarding of new staff, facilitate a session designed to help
new staff internalize the core values. Many organizations have their CEOs/EDs
lead these sessions, which sends a powerful message about their importance to
the organization.
• Training: There should be specific trainings on values
• Performance evaluations : Include the core values in performance evaluations
(as in our sample) and role expectations
Integrity
Definition: Gains the trust of others by taking responsibility for own actions and telling the truth.
Key Behaviours & Proficiency levels/ performance indicators
Key Behaviors
•Follows through on commitments Proficiency Levels/ performance indicators
Expert (5) : Models, leads, trains, and motivates multiple levels of
and agreements
•Respects confidentiality personnel to have a high level of trustworthiness.
Advanced (4) : Habitually maintains confidentiality regardless of
•Maintains confidentiality regardless
of pressure from others pressure from others, admits mistakes and takes stands based on
principles and values in spite of the potential for negative
•Admits mistakes in spite of the
consequences, and challenges others who are not acting with integrity.
potential for negative consequences
Intermediate (3) : Usually maintains confidentiality regardless of
•Admits mistakes when in low risk
pressure from others, admits mistakes and takes stands based on
situations
principles and values in spite of the potential for negative
•Consistently tells the truth
•Challenges others who are not acting consequences, and challenges others who are not acting with integrity.
Basic (2) : Sometimes follows through on commitments and
with integrity or telling the truth
•Takes stands based on principles and agreements, respects confidentiality, tells the truth, and admits
mistakes in low risk situations.
values despite personal or
professional risk Awareness (1) : Occasionally demonstrates integrity, but may avoid or
miss opportunities to take responsibility for own actions and tell the
truth.
Value: DIVERSITY AND INCLUSION . Definition:
1. Demonstrates behaviors that include fairness, respect, inclusiveness, empathy, integrity, and ethical conduct.
2. Practices behaviors that promote diversity and inclusion in dealings with all the stakeholders.
Proficiency levels/ performance indicators/ Key Behaviors

MET FEW EXPECTATIONS MET SOME SUCCESSFULLY MET FAR EXCEEDED

(MFE) EXPECTATIONS (MSE) EXPECTATIONS (SME) EXPECTATIONS (FEE)
1 2 3 4

1.Does not demonstrate Is often not aware of or Respects, includes, and .Highly inclusive; encourages,
inclusiveness; fails to recognize the interested in diverse recognizes differences recognizes and incorporates
value of differences backgrounds or points of diverse points of view
view
2 Is not welcoming or respectful; Is reticent to include new Includes and welcomes Actively creates an inclusive
coworkers and campus partners people or ideas. diverse individuals and and welcoming environment
often ‘work around’ to avoid groups. for diverse individuals and
interaction groups across campus.

3. Neither understands nor
promotes opportunities to
experience diversity on campus
Needs to develop better
understanding and
awareness of opportunities
to learn about and
experience diversity on
campus.
Participates in range of Actively creates opportunities
opportunities to learn for others to learn about and
about and experience experience diversity on ca
diversity on campus;
encourages others to do
the same
 Values
1. To ‘become’, we need values.
2. Values should act as the basis of the skills acquired
3. Values are the means of perfection.
4. Values are internal, dealing with internal
development of a person, purifying mind and
heart. Values are the means of perfection of
personality.
5. The field of values is governed by union, holism
and relatedness.
6. Values bring about excellence and universal good.
7. Values are enduring , skills are not enduring
Fundamental values & principles do not change
with passage of time. values.
Skills
To ‘do’, we need skills.
Becoming’ (needing values) must precede ‘doing’ (needing
skills).
Skills must have sound system of values as the base. Otherwise, one
can manipulate skills for ulterior motives.
Skills on the other hand only make a person proficient.
More often than not, skills are used to bring about division,
fragmentation and separation.
Skills see us through mechanics of management.
Skills are not enduring, values are enduring
Skills change with passage of time.
“Skills must pass through the corridors of values and the
corridors have to be kept not dark and untidy, but well lit
and clean.”
 Values – Skills matrix
Values Values
Strong Weak

Most Dangerous
Skills
Strong Desirable

Skills Tolerable Useless

Weak
 s
Reports, Budgets, Ratios, Premising
SWOT, Research Data

Decision making is a cognitive process

resulting in choosing
a course of action among
several alternative possibilities

Understanding Limiting Factors

Holistic Approach for Managers in
Decision Making

Holistic approach in Management is based on spiritual principle of unity,

Oneness, the 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.
The Divine interpenetrates this Jagat like pearls on a string. Hence, Entire
Humanity is ONE.

Based on Indian ethos
Decision Making: a long journey.
Demands widening our horizons
• Holistic decision making encourages us to be
aware of our actions and their impact on
the whole;
• It ensures that we take responsibility and
accept accountability for the decisions
• It empowers team with humanitarian aspect
and values.
• Decisions be consisting of honesty, simplicity,
transparency, being fearful, disciplined,
minimising unintended negative
consequences
Driven Major Characteristics
by
Mana Intuitive, Holistic, Non-rational
Buddhi Rational, Analytical, Objective
Ahankar Irrational, Subjective
 Steer clear of Ambiguity.
‘when your values are clear
to you, making decisions is
easier.’
 Allow your decision to rest
in your subconscious mind
for a day or two . The correct
solution may emerge on its
own.
 Take that leap of faith.
 Weigh the consequences.
 Seek the trustworthy
opinion.
 There is always an another
way to make things happen.
 Guide to Action and Decision Making in Management: Bhagwadgeeta
We are our decisions
Bhagwat Gita has also shown the path to modern management in relation to Decision making
 Focus: unnecessary details could lead to getting out of focus and thereby it could lead us to wrong decisions.
Hence, it is necessary to concentrate on the proper choices and alternatives.
 Mental state of the decision-maker: The mental state of the decision-maker is critical to decision making.
Anger is considered as the root cause for delusion and confusion in decision making hence it is suggested that
critical decisions should be made in anger free mental state.
 Five factors have been identified as influencing factors in decision making
 seat (body) or the right place,
 the doer (ego) or the competency,
 Ethos (Business Ethics)
 23 organs of perceptions or the instruments,
 functions of various organs of action or
 the effort an the presiding deity or the chance factor.
In Bhagwat Gita too it is said that “one‟s own self is one‟s friend, and one‟s own self is one‟s enemy”. If a
person take a correct decision he can set him on the top and if the decision is incorrect then it will make him
fall down. So Bhagwat Gita has also shown the path to modern management in relation to Decision making.
उ धरे दा मना मानं ना मानमवसादयेत ् ।आ मैव या मनो ब धरु ा मैव रपरु ा मनः ॥ ५ ॥
Steps for Making Ethical Decisions

1.Identify the ethical issue or problem.

2.List the facts that have the most bearing on the decision.
3.Identify anyone who might be affected by your decision and how.
4.Explain what each affected person would want you to do about the
issue.
5.List three alternative actions and identify the best and worst case
scenario for each alternative, anyone who would be harmed by this
choice (and how), any values that would be compromised by selecting
this alternative, and any automatic reasons why this alternative should
not be selected (legal issues, rules, etc.).
6.Determine a course of action.
 Trans-cultural Human Values in Management
Monocultural: cultures are segregated into their own homogenous culture.
Transcultural: "extending through all human cultures"
"involving, encompassing, or combining elements of more than one culture“
Various cultures have moved beyond their cultural variations into common ground,
transcending cultural differences.
Transculturalism: seeing oneself in the other. Bringing together elements of different
cultures.

Intercultural learning does not consist in changing one's own culture, but in
understanding that other ways of seeing are also valid and that for effective interaction,
a compromise needs to be found.

Multicultural teams are more complex to manage than homogeneous teams, but they
present real advantages for the acquisition of intercultural competencies. Diversity, if
correctly managed, is a valuable resource as:
• offers highest learning potential.
• creates tacit knowledge.
• offers intrinsic multiple views
• reservoir of talents.
 Trans-cultural Human Values in Management
The goal/Challenges/ Opportunities for transcultural organizations:
•Creating &Developing an environment in which employees and managers alike from diverse
backgrounds effectively operate as an integrated, focused team, working towards common directions
which are meaningful in contemporary globalism .
•Diversity to be included in the vision, mission and objective of organization.
•Developing diversity management policy
• Developing Cultural intelligence cell
• Conducting Diversity Audit, Cultural Intelligence Audit(CIA)
•Organizing Cultural Fairs, making reading literature of other cultures available, foreign language
course, Cultural Exchange Programs to be conducted.
•Cross- Cultural sensitivity workshops. (online and offline) on the given areas: Communication skills,
Tolerance to ambiguity , Empathy, Open mindedness, Flexibility , Ability to adopt dual forces: Task &
relationship, Positive attitude for learning, Tolerance for different styles of culture, Cultural knowledge,
Ability to succeed in multiple & diverse environments etc & coaching, mentoring, counseling on
cultural issues
•Online awareness programs and certification in CQ, Diversity, Equity Inclusion(DEI).
• Developing and retaining managers who can effectively mould together these diverse organizational
groups into sustainable, productive units. This requires CQ.
Cultural Intelligence (CI) or Cultural Quotient (CQ) means having a capacity or ability to interact in cross cultural teams
 Secular Versus Spiritual Values in Management
Secularism is the principle of seeking to conduct human affairs based on naturalistic
considerations, uninvolved with religion of or pertaining to worldly things or to things that are
not regarded as religious, spiritual, or sacred; temporal: secular interests.
1) Freedom to practice one's faith or belief without harming others, or to change it or not
have one, according to one's own conscience. The one religious community does not
dominate the other.
2) The State does not enforce any particular religion and cannot take away the religious
freedom.
3) all citizens are equal before the law and parliament.
4) Free speech and expression
5) A chance to create a society in which people of all religions or none can live together
fairly and peacefully.
• Secular values, as opposed to traditional values, base morality on human faculties such as logic, reason, or moral
intuition, rather than on purported supernatural revelation or guidance (which is the source of religi
• Spiritual values are human values. The values of truth, righteousness, peace, love and non-violence are found in all
major spiritual paths. These spiritual values are also human values and are the fundamental roots of a healthy, vibrant,
and viable work career.)
 Stakeholder perspective
A stakeholder is a party that has an interest in a company and can either affect or be affected
by the business.
Internal Stakeholders: : Owners-Shareholders, employees,
External Stakeholders: Customers, Suppliers, media, Government, Pressure groups, Society.
The stakeholder perspective argues that the corporation exists not only for the benefit of
shareholders but also for that of employees, suppliers, customers, and to some extent, for the
benefits of society.
The Stakeholder Value Perspective emphasizes
• responsibility over profitability
• ethical business decision-making
• long-run sustainability by emphasizing
 a stable customer base,
 employee well-being,
 a better corporate image, and
 corporate social responsibility.
• social acceptance and sound relationships between companies and stakeholders are a prerequisite
for economic value creation and sustainable development.
• Responsibility towards Employees
– Treatment with dignity and respect
– Fair wages / salary
– Good working conditions
– Conducive work culture
– (Labour) welfare activities – housing,
medical, pension, retirement
– Recognition and rewards
– Opportunity for better career prospects
• Responsibility towards Customers
– Quality Goods
– Variety of Products
– No monopolies
– After Sale Service
– Non unfair trade practices
– Information
– Regular supply
– Safe products
• Responsibility towards shareholders
– Fair and regular dividend
– Information
– Fair operations
– Safety of investments
– Conducting meetings
– Consultation
• Responsibility towards Debenture-holder
– Information
– Payment of interest
– Timely Redemption
– Meetings
• Responsibility towards Government
– Payment of taxes
– Observance of legal provisions
– Support to Government policies
– Cooperation with the Government
– No anti-social practices
 Dr. Rashmi Hebalkar
Founder Director,
Prabodhan Management Consultancy and Research
rashmihebalkar@rediffmail.com
9822590354