A lot of changes have taken place in the world. Human perception is changing. New avenues are opening up. The agricultural civilisation - ruled the world for a longtime. Then came the industrial culture. And now the post-industrial era. But what about the human face? Production, growth, business, profitability...for whom? Ultimately all these are for mankind. Change is a must. But is there nothing permanent? Only transition and no foundation?

The problem is that we lack a strong foundation. And this ‘we’ does not mean only Indians, but the whole world. We have to question many of our theories, business management needs to be re-defined. This book will show you the changes required, based on a strong foundation. Instead of quoting shlokas and giving their detailed meanings, Business Management the Gita Way concentrates on the implementation of these teachings. For example, the Gita says: Yagnar that Karmanah (work is to be done in the spirit of yagna) and Parasparam Bhavayantah (yagna is nurturing each other). A chapter is also devoted to The Gita Business Growth. All the chapters are adopted from the lectures delivered by the author.

About the Author

Swami Someswarananda is the chairman of Vivekananda Centre for Indian Management (VCIM), and Director of the Consortium Consultants, India. He is spreading the message of Indian Management through VCIM. Swamiji has conducted in-house Management Development Programmes for more than 70 companies including Crompton Greaves, Larsen & Toubro, Ranbaxy, Torrent, Eicher Motors, JK Group, TVS, TCS, GEC, Kirloskar, SAIL, BHEL, Indian Oil, etc.

Swami Someswarananda is the chairman of Vivekananda Centre for Indian Management, and Director of the Consortium Consultants, India. He is a leading exponent in Indian Management. And has developed the Appropriate Management Style based on Indian values and wisdom.

His books ‘Indian Wisdom for Management’ and ‘Meditational Techniques for Managers’ are published by AMA (Ahmedabad Management Association). Presently he is the editor of Vivek Management, a management journal which regularly publishes articles, modules, case studies, theory and practices of Indian Management. Swamiji conducted in-house Management Development Programme for more than 70 industries including Crompton Greaves, Larsen & Toubro, Ranbaxy, Torrent, Eicher Motors, MC Group, TVS, TCS, GEC Alsthom, Indo-Rama Synthetics, Kirloskar, SAIL, BHEL, Indian Oil, etc.

He is spreading the message of Indian Management through VCIM (Vivekananda Centre for Indian Management). The movement has spread over 16 cities in India. Recently a Leadership Award was conferred upon him by an American organisation for his commendable service. Some of the unique modules he has developed are Buddha-model of Corporate Strategy Arjun-model of Value-addition Rajarshi-concept of Leadership Gearing up a Department : Ekalavya approach Ethno-marketing: Namaskar-model Vaaman-avataar Project: A Breakthrough Strategy Sahaveeryam: Self-managing Teams.

A lot of changes had taken place in the world. Many more are emerging. Human perception is changing. New avenues are opening up. The Agricultural civilisation ruled the world for a long time. Then came the Industrial culture. And now the Post- industrial era.

But what about the Human Face? Production, growth, business, profitability, re-engineering,.. .for whom? Ultimately all these are for the people, for the mankind.

Change is a must. And it is inevitable. But is there nothing Permanent? Only transition, and no Foundation? In this book we have noted down the changes required. But, based on a strong Foundation First, let us identify’ the changes:

* As human behaviour is the most important factor in management science, industry and business management today has become more culture-specific, specially with the rise of 3° world countries.

** Holistic approach: A professional is not merely an employer / employee, but a total human being - a parent, a spouse, a friend, a relative, a citizen, a social being etc. So the focus should be on the development of all the aspects instead of one-dimensional growth.

*** Value-based: Many are still doubtful in implementing human values in industry and business. What is needed is to highlight the practicality of ethical values viz. honesty, cooperation, transparency, truthfulness, etc. In todays world it is clearly demonstrated that human and ethical values pay better results in industry and business. A profession is not for mere earning money but to discover the meaning of life.

**** A new paradigm in economic functions: Marxian socialist economy has failed, but western capitalism is not the alternative. We are to integrate the positive aspects of both capitalism (which makes people enterprising) and socialism (which stresses commitment to the society). We are to focus on generating wealth rather than making money.

We an understand and cope with changes when there is a strong foundation. The West is offering us a new tool every two or three years. These, it seems, are to solve temporary problems. In the West 68% of TQM experiments had failed. Michael Hammer himself is now apprehensive of BPR. So the question is: What is the way out?

Indian industries are reeling, are crying out for help. Recession has put them in a very bad shape. But the question is: Why could not they anticipate the future? Why could not they feel that recession is approaching? My organisation, like an individual, should have a vision, must have foresight. Did we lack it because of which we are thoroughly confused today? The organised sector is asking the government to bail it out. Why so? Do we still depend upon the government for growth? When we are in a bad shape, we blame government policies. If so, for our success and achievement we should thank the government and not us! The hangover of 50 years of protectionism is eating us up even today but will protectionism help us in the changing scenario? Or, should we be more proactive? More visionary?

The problem is, we lack a strong foundation. And this ‘we does not mean only Indians, but the whole world. We have to question many of our pet theories. Business management needs to be re-defined. We took the cue from the Gita to search for the answers. There are many books on Gita & Management. So, instead of quoting shlokas from the Gita we focused on the solutions to the above problems. For example, the Gita says: Yagnarthat karmanah (work is to be done in the spirit of Yagna) and parasparam bhavayantah (Yagna is nurturing each other). In this book we tried to concentrate on the implementation aspect of these teachings instead of giving a detailed meaning of these shlokas. However, a chapter is devoted to that scripture (Gita & Business Growth) to make the readers acquainted with the basic principles.

All the chapters are adopted from the lectures delivered by the author in various places I am grateful to Ahmedabad Management Association Crompton Cleaves Larsen & Tourbo Tata Consultancy Services Ranbaxy GEC Alsthom for allowing me to use my text materials, delivered for in- house programme at their places, for this book.

I do not claim any originality here. Many consultants and practising managers helped me in searching for the answers presented in this book I thank Suresh Pandit (Pandit Associates), Sameera Komulkar (Voltas), Soumen Chatterji (Unique Metamed), Tanima Datta Choudhuri (JIM-C), P.N. Murthy (TCS), B.D. Mewada (L&T) and others in this regard. I am grateful to RH. Sharma, Chief Editor, Jaico Publishing House, for showing keen interest in this book.