Corporate Chanakya

by kadhakr|shnan |||a|
Successfu| Management the Chanakya
Way
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Chanakya who llved ln Lhe 3
rd
CenLury 8C was a
leadershlp Curu par excellence Pls ldeas on how Lo
ldenLlfy leaders and groom Lhem Lo govern a counLry
has been well documenLed ln hls book Lhe
ArLhashasLra
ulvlded lnLo 3 secLlons of Leadershlp ManagemenL
and 1ralnlng CorporaLe Chanakya lncludes Llps on
varlous Loplcs such as organlzlng and conducLlng
effecLlve meeLlngs managlng Llme declslon maklng
flnance sLraLegy and responslblllLles and powers of a
leader
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W 1he klng (Lhe leader)
W 1he MlnlsLer (Lhe manager)
W 1he CounLry( Lhe markeL/cllenL/cusLomer)
W 1he lorLlfled ClLy( Lhe head offlce)
W 1he 1reasury (flnance)
W 1he Army (Lhe Leam)
W 1he Ally( frlend/consulLanL)
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W 9ower ln Lhe CorporaLe World lnLellecLual llnanclal LnLhuslasm Morale
W 9ower brlngs 8esponslblllLles
W SLrlve Lo sLay on Lhe 1op and ConLrol your Cfflce
W MalnLaln SecreLs
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W AlerLness
W MulLlLasklng
W LLhlcs ln 8uslness
W knowledgeable
W SeLLlng an example ulsclpllne SLarLs from Lhe 1op Leaders are followed An
unforglvable MlsLake
W Pave an Lye for ueLall creaLe a sysLem dally monlLorlng conducL surprlse
checks
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W Pandllng compeLlLlon 9ower 9lace 1lme 8evolLs ln Lhe 8ear Loss Lxpenses
Calns 1roubles
W 9roLecLlon from Lnemles keep your uS9 a secreL llnd Lhe enemles weakness
W Wln Lhe War SLrengLh Lxperlence LongLerm approach
W 8especL your enemles never Lake Lhem for granLed SLudy Lhem compleLely
make pracLlce a conLlnuous process
C
W Crowlng under a menLor
W MoLlvaLlng Lmployees consulLaLlon (sana) reward (dana) punlshmenLs
(danda) spllL (bheda)
W Maklng Managers lnLo Leaders
W uelagaLlng Work
W 9roLecLlng Cld Lmployees
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Wn@ Dk SnCUD -C@ DC
W 8easons for dlssaLlsfacLlon of employees comes lnLo plcLure when Lhe
leader ls dlscardlng Lhe good and favourlng Lhe wlcked whlch should be
avolded
W 8ulnlng rlghLful acLs by noL glvlng whaL oughL Lo be glven and securlng
whaL oughL noL Lo be glven Lo Lhe employee
W 9unlshlng Lhe ones who do noL deserve punlshmenL
W Parmlng prlnclpal men and dlshonourlng Lhose worLhy of honour
W never be careless should noL leL even one lssue go unnoLlced
M-M-@
MCS
W SafeLy SecurlLy
W SelecLlng 8lghL Managers
W CLC should acL as a menLor
W 1ake care of employees provlde securlLy above salary
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W Clve lmporLance Lo neL 9roflL
W 1ake care of Lreasury ln dlfflculL Llmes rlghL budgeLlng record keeplng
W 9ay Laxes on Llme
W ulrLy money/ 8lack Money
W Money for WealLh CreaLlon
M-M-@
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W lf needed choose a rlghL buslness parLner
W Pave effecLlve meeLlngs
W 8ralnsLormlng
W 1eamlng up Lo succeed dlscuss pro[ecL before you sLarL show dlrecLlon do
noL loose focus en[oy LogeLher
W Common 9urpose deflne your purpose have an open dlscusslon glve Llme Lo
each oLher
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W keep an open mlndsome of Lhe besL buslness ldeas come from llsLenlng Lo
oLhers never reacL make use of oLhers ldeas
W ConsLanLly educaLe yourself
W ulsasLer managemenL
W 8lghL Llmlng Llme managemenL
W Lnsure growLh
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W 1raln chlldren caLch Lhem young glve challenges learn Lo say no" lnvolve Lhem
W Mlxlng up Lhe old and new be open mlnded ready Lo learn mlx and maLch
W 8lghL aLLlLude ln dlfferenL slLuaLlons
W SLeps for beLLer on Lhe [ob Lralnlng belng under a supervlsor carrylng ouL Lasks havlng Lhe
speclal zesL
8CSS
W 8e an asseL Lo your senlor raLher Lhan a LhreaL
W 8osses are always looklng ouL Lo ldenLlfy poLenLlal leaders Lry Lo be Lhe one he chooses
W 8emember Lhose who goL you Lhe [ob
W Worklng wlLh a powerful person undersLand Lhe klng remember Lhe klngs men are sLronger
Lhan Lhe klng be falLhful Lo Lhe klng
Ck-S@C-
W Self dlsclpllne 9lan your day ln advance do noL be lmpulslve be proacLlve
W know where Lo go for shelLer dear persons
W lndlvldual can become an lndusLry creaLe a quallLy producL brlng compeLlLors LogeLher
expand Lhe ple
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W Caln correcL advlce do noL proceed wlLhouL consulLaLlon
W 9ower behlnd Lhe klngs lLs noL Lhe lndlvldual LhaL galns power lL's Lhe chalr
whlch galns Lhe power LhaL makes hlm klng
W SLudy pasL successes observe demands and Lhen creaLe Lhe fuLure
W Conserve undersLand sLrengLh communlLy developmenL and lndlvldual
developmenL