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CONTENTS
INTRODUCTION
WHY VALUES?
IPCL
BILWARA
IMPLICATIONS OF WORKSHOP
LIMITATIONS OF WORKSHOP
CONCLUSION
INTRODUCTION
Man in a manager, man in the worker is primarily a spiritual and mental being,
or in other words a soul and a mind, and only instrumentally a vital and a physical
being or a mere life and a body. In a similar way, the long term viability and progress
or the sustainable all round development of a nation depend not so much on its
material, ecological or technological resources but primarily on its human resources
having ample potential energies spiritual and psychological resources of our
people.
Fortunately, in India we have the immense potential of our insight, and culture
for motivating, managing and leading of our abundant human resources. Values and
ideas in our ethos and culture are based on and evolved form the deepest truth of
Man, Life and Nature, i.e., on holistic approach.
WHAT ARE VALUES?
Human and ethical values constitute the wealth of character. Values express
dharma or divine nature as understood in the East, particularly in the Indian ethos
and insight, and the ideas of integrity as understood in the west.
Moreover, values provide a common language for aligning a companys
leadership and its people.
WHY VALUES?
Our effectiveness at work is tied to exercising intrinsic human values i.e.,
moral and ethical values. These human values support established business values
such as service, communication, innovation, creativity, excellence, credibility and coordination. The human values help self- development. Managerial functions such as
direction, control, supervision and communication, integration and co-ordination are
much easier. These values help good interpersonal interactions. They reduce
conflicts and disputes. They are the part and parcel of achieving accelerated process
improvement, customer, workers and citizen satisfaction. They enhance reputation
and goodwill of the organization.
We seek fulfillment, happiness and success. It is a combination of inner and
outer achievement. Inner fulfillment is related to our spiritual, mental, emotional and
physical enrichment. The outer achievement is related to achieving set goals, using
one's talent and experience for the benefit of others (employees, customers, clients
and public). Self- development is the development of the whole being.
And thus it can be said that world class modernization, high sales turnover is
supported by a strong value system. Therefore rightly said in the words of Robert D.
Hass of Levi Strauss,
"Values provide a common language for aligning a company's leadership and
its people."
BILWARA
Bilwaras value-system efforts began in 1980, when the author MR.L.N.
Jhunjhunwala was introduced to this subject by a monk of the famous Ramakrishna
mission. Mr. Jhunjhunwala had spoken to Ramakrishna about the disturbing trends
in industry today; he narrated that today the atmosphere was such that honesty
could not co-exist with industrial & business prosperity. He has also given examples
of lot of people who had reached the peak of prosperity through wrong ways.
The monk has narrated the story of Jamshedji & Swami Vivekananda, that
once J.R.D. TATA & Swami Vivekananda was together travelling on ship from India
to Japan. J.R.D. Tata talked to his companion about the necessity of science &
technology in India & his ambition for creating a big research institute in Bangalore.
He wanted Swamiji to implement this vision in order to build up our backward
country. But Swamiji told that he could not join him, but influenced him to go ahead &
complete his vision. Which brings Mr. Jhunjhunwala the light of inspired value
system & character of Tata Empire, which is still surviving.
With few meetings with monk, the author has experienced instances of house
of Ambalal Sarabhai & house of Birlas.
Also, Swami Buddhananda tried to explain that businessman was not an
exception to the law of truth & that the prosperity of the span of house depends on
the Tapasya of the founder & the team which creates the organization.
In 1983, the first corporate experiment on INDIAN INSIGHTS FOR VALUES
seminar was organized in the forest of Siriska in the atmosphere similar to that of
hermitage.
The three profit center heads hint that all these talks of INDIAN INSIGHTS
FOR VALUES were for those who could not deliver the goods. They have no
relevance to corporate life. The programme did not seem to be valued by the
company.
At this, the workshop was resumed from 1987 onwards where other
colleagues were asked to initiate the particular subject. The workshop was based on
three pillars of Indian ethos doctrine of karma, the theory of samskars and the
dynamism of guna system. This is how the efforts continued on limited scale. This
has helped in the last two years. Their centers of operation are now much more
profitable. All this had happened for the best.
In a nutshell it can be said that the values & dedication automatically brings
skill & raises employees efforts & improve their behavior.
Managerial Effectiveness
Value
Orientation
Pure Mind
Four traditional methods of
1. Janna
Yoga
2. Raja
Yoga
3. Bhakti
Yoga
4. Karma
Yoga
Yoga
BRAIN STILLING:
Improved cooperation
Increased creativity
Improved quality
Enhancing generosity
CONCLUSION
Chakraborty's innovative approach to value education for practising managers
is impressive. He has culled out selected psycho-spiritual values from the traditional
wisdom literature of India, suitably reinterpreted them and woven them together to
form a coherent theory of human values. This theory is then utilised to explain the
problems and tensions of both personal and work life of modern professionals and to
indicate the way for a better quality of life. That this approach finds deep resonance
in the hearts and minds of Indian managers is evident from our observations of the
course participants' enthusiastic, and at times deeply moving, articulations at the
conclusion of the workshops.
"At the beginning of section II we raised the question whether human values
can be taught and with what degree of effectiveness". Judging from the course
participant's responses, Chakraborty's approach seems to have met with mostly
deep appreciation. Such response undoubtably provides a fertile soil for reexamining
and developing one's human values. To that extent it is evident that the workshops
have been effective in influencing the human values of the course participants.
However, it is difficult to reach any conclusion as to what extent the course
objectives have been interiorised by the course participants and the general learning
effects of the workshops in the daily lives of the participants. What are the effects in
the managers' work and family lives, and do their decisions reflect an increased
awareness of human values? Neither can we draw any conclusions about the
duration of the effects, i.e. whether it will last for a day or week and then vanish, or if
the effects are stable and enduring.
It is also evident from the responses and the stated objectives of the course
that the main focus is on the self; self-awareness, self-analysis and selfdevelopment. It is consistent with the view that the individual is the cornerstone of
all changes and transformations at the organizational as well as the societal levels.
While the necessity of this self-development as a precondition for the value
transformation in society may not be in doubt, the emphasis on it may convey the
message that it is also sufficient for all the value problems of today's living. At the
organizational level the difficulty may be posed in terms of two distinct, though
related, categories of intra-personal and inter-personal values. The latter are of vital
significance to managers' organizational role of a team leader, a change agent or a
member of a work group. A heightened sensitivity to personal virtues, which is very
effective at the intra-personal level, in itself may not be sufficient for values needed
for effectiveness at the inter-personal level. Additional emphasis on humanistic
values like human warmth, friendliness, acceptance of the other person as she/he is,
trusts, empathy etc., may help bring about a better value balance. As indicated in our
study, the emphasis on the inter- and intra-personal levels, as also the extent to
which other approaches to human values should be emphasized, may have to be
adjusted depending on the type of organization that is approached.
The manager significantly affects, and is affected by, the value culture of the
society, through the mediating agency of organizations and other social institutions.
Proper appreciation of this value dynamics requires understanding, and
interiorisation, of the operation of human values at the societal and ecological levels
of our categorization. It is not clear as to what extent values at these levels can be
developed and nourished through the present structure and approach of the human
value workshops. An evaluation of the impact of the workshops, including long-term
effects and effects on different levels of human values, may help clarify the position
and lead to suggestions for expansions and alterations in the course contents as well
as the methodology of the workshops.