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Chapter 1

I ndian management

- An introduction


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INTRODUCTION

In Indian organisation, many working who are of

Indian origin. But although these so-called Indian

managers are quite knowledgeable about Maslows

need hierarchy theory, Theory X and Theory Y,Total Quality Management, Restructuring, which

are the concepts related to western ethos, they are

little concerned about holistic approach of

management, concepts based on ageless Vedas.


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Chapter 2

I ndian Ethos

I ndianCulture


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INDIAN ETHOS

Ethos is related to the part of the psyche of the community. It is

related to the behavior that is normal, spontaneous & unplanned.

Ethos results from the lessons, beliefs, values that are there

within individuals depending on various kinds of experiences they

are facing in their day-to-day life.

Ethos is an important factor as far as the management is

concerned.

Indian ethos emphasizes, management of selfis the mostimportant task before managing others.

The ideas of Indian philosophy are love, give, serve, meditate,

purity and realise.


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Indian Ethos emphasizes onHolistic Approach to Life

It insists as is interconnection among all of us, there should beno kind of disharmony and conflict.This will generate co-operation and team spirit which will ultimately lead toefficiency and effectiveness.

Seva or Service AttitudeAs one of the managers of wiprowho has just returned from weekend at a spiritual centre

says, seva should be the mantra in the businessorganisation.

Perfection in workwe have to work with perfection & alsoat the same time we should take care that it would bring

some benefit to the society.

Ma Phaleshu Kadachanathis concept emphasises that

while doing our work we should not bother about the results.


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Self Motivationself motivation means you have to motivateyourself & that is possible when you will love your work.

Dignity of Work- dignity of work is very much important as far

as indian ethos is concerned.

Ends Do Not Justify Meansends indicate profit making &means are the ways & process one is following while runningthe business.

Creator and CreationCreator i.e. Gold is subjective whom wecan not see, we can not touch , but we feel that he exists.Creation ie.our body, senses, intellect etc. are objective

Sarva Dharma SamabhavaAll the religions in the world teach

us to have spirit of sacrifice, to respect others, to know our trueself, to discard our ego, anger etc.

Blissthe concept of bliss or ananda goes beyond happinesss.It mens attainment of eternal happiness


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INDIAN CULTURE

Culture is the integral sum of values which individuals, groups of

individuals and the society at large conceive and practice.

DEFINITION :

C. Raja Gopalacharidefines culture as the sum total of the

ways of living built up by groups and human-beings and transmittedfrom one generation to another.

It includes values, attitudes, belief, perception, behavioural

norms and expectations of a particular organisationof aparticular society.

Our culture which is related to our own perception, belief,

thought are based on our precious ancient scriptures like the Vedas,

Upanishads and epics like theRamayanaand the

Mhabharata


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DIFFERENCE BETWEEN INDIANCULTURE AND WESTERN CULTURE :

Emphasis on personalrelationship.

It is Family-oriented. Family-members provide suggestionsand guidance to young ones in

decision-making.

It believes in joint-family. Herefamily members includegrand-parents, uncle, parentsand the children.

A unique combination ofmaterialism and spiritualism.

It insists to maintain a balancebetween profit making andsocial welfare.

Professional relationship.

More individualistic inapproach. Members cantake decision on their own.

It emphasises on nuclearfamily I. E. a family consistsof the parents and theirchildren.

More materialistic in itsapproach.

It believe in give and takerelationship.


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Chapter 3

personali ty and personali ty

Development


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CONCEPT OG PERSONALITY :

Cambridge International Dictionary of

English, defines personality in the following manner :

Your personality is the type of person you are, which

is shown by the way you behave, feel and think.

How a person behaves in a give set of situation

depict his personality condition. Only appearance or

communication style does not reflect ones true personality.


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CONCEPT OF PERSONALITYACCORDING TO INDIAN ETHOSE :

According to Indian ethos, the reality of a human being is supreme

consciousness or param brahma. In Kathopaneshad human structure is

described as a chariot with five horses controlled by an expert driver.

The chariot is physical body.

The charioteer is the intellect or buddhi.

The reins is the mind or manas.

The person sitting inside is the conditioned self

The five horses are the five sense organs-ear, skin, eyes, tongue and

nose which give the knowledge of objects in the world.

The roads are the desires, or sense and objects.

The supreme goal or the ultimate destination is brahman, the

unconditioned self.


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HIL ISTIC APPROACH TO

PERSONALITY

He should have positive world-view.

He should be ready to do good without mentioning about it.

He should have sahanshilata or tolerance.

He is ready to forgive personal insults but not the insult of the

members of the society.

A satvik personality is a man of principle, there is no gap

between what he is advising to others and what he himself is

doing e. g. Mahatma Gandhi.

He is a life-long learner.

He develops certain mental, moral and spiritual power and to

resolve any conflict.


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PERSONALITY DEVELOPMENT:

INTRODUCTION

Personality development is related to change our old habit and

yield place to new ones

According to Indian Ethos, we have to develop ourselves in

such a manner, that will lead to maximise the anand or joy and

happiness within us, it will lead to a blissful state and it is

possible when we are alone and unattached.


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DEFINITION :

Come up, lions and shake of the delusions

that you are sheep, you are souls, immortal,

spirits free, blest and etrnal, ye are not matter,

ye are not bodies, matter is your servant, not

you the servant of matter.

- Swam i Vivekananda


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FACTORS THAT NEEDS TO BETAKEN CARE OF TO DEVELOP OUR

PERSONALITY

Know thyselfthe need of the hour is to know yourself,understand your true self, your divine nature.

Introspectit is one of the most important factors todevelop our personality.

Be Religiousthe religion does not mean mere bellringing or lightening the lamp in front of god or going to

the temple.

Souls Developmentdevelopment is more oriented tothe growth & development is more oriented to theindividual.


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No Egoismit can lead to innumerable problems like poorinternational relationship, conflict & disharmony, ineffectiveorganisation & even a disastrous society.

Remove Fearsone of the most important criteria todevelop oneself is to attain the state of fearlessness.

Have Faith in Yourselfindian ethos emphasises that wemust have faith in ourselve, in our potential.

Develop Positive Attitude towards Life- it is a continuousproccess. We must have possitive attitude towards life.

Self-less Serviceselflessness, doing everything for others

sake, not expecting anything in return from them is animportant factor as far as self-development is concerned.

Be Detachedto develop the personality in the true sense ofthe term, ie developing overall personality


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Chapter 4

Motivation


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In t roduct ion

A person may have the required skill, knowledgeand experience to get the job done in the best possiblemanner, but that does not mean he will give his bestoutput. He may not be interested or he may not havewillingness to do the job. Here comes the importance ofmotivation.

As far as Indian philosophy is concerned,

motivation is more related to internal factors.

Internal motivation that comes from withinmakes all the difference.


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SELF-MOTIVATION :

In todays hectic and stressful life need of the hour

is sel f-motivat ion. Nothin g can motivate you for

long, unless and unt i l you are mot ivated on your

own. Indian ethos in management emphasises that

people sho uld b e internal ly mo tivated. Ind ian

phi losophy teaches u s th at ul timately i t is no t

money, power, and posit ion th at motivate us .


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HOW TO BE SELF-MOTIVATED

To become self-motivated personality, we have to change

the attitude.

We have to look at things from a different perspective

We have to look at things from a different perspective, from

others point of view, from others perspective.

Understand the purpose of your action

Ask yourself why you are doing a particular job?


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Techn iques for Self-Motivat ion

Think how important the work is for you.

Set a target of how much you have to perform each day.

Visualize the end (think about the third stone cutter already

the story is given) you want to attain.

Work hard with full concentration as ifwork is w orksh ip .


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LEADERSHIP CHALLENGES IN ANERA OF GLOBALISATION :

To motivate and to make the organisation effective, the following

strategies to be taken.

As Mr. Kumar Mangalam Birla of Aditya Birla Group says :

People Count

Everyone is important

Be Creative

Effective Communication

Attitudes

Values


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DIFFERENCE BETWEEN JAPANESESTYLE AND AMERICAN STYLE OFMOTIVATION :

1. The employees get motivatedby long-term relationship. Theylook at things from longtermperspective.

2. Japanese people are self-motivated. They are partriots.

3. The managers tries to fulfill theself-actualisation or self-fulfillment need of theemployees.

4. Management does not alllow

the employees to carry theirwork at home. Thus it helps tomaintain a balance betweenprofession and personal life.

5. Informal relationship in anorganisation motivates

Japanese people.

1. American does not believe inlong-term relationship

2. American are not always self-motivated. They want alwaysmore and more.

3. American follow Maslowsneeds hierarchy theory. Self-esteem need and self-actualisation needs have tobe fulfilled.

4. Employee can carry their

work at home. This attitudemotivates them.

5. They prefer formalrelationship in theorganisation. Too muchinformal relationship can

demotivate them.


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Chapter 5

Leadership, Leadership

Role Model


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In t roduct ion

Even in todays organisation, the leader are leading the

organisation or a nation to move ahead through proper

planning, organising, directing, controlling and motivating.As

for as the responsibilities are concerned, the kind (leader)

should consider first the people, nations interest, and isresponsible for the welfare of his subjects. Todays leaders

must think of the nations interest, the business organisations

interest and also for the welfare of all the stakeholders who

are directly or indirectly related with the business. Leadermust understand the attitude of each follower. The leader must

not be a selfish person. For the leader work is workship.

Leader is the change agent.


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ATTITUDES, QUALITIES ANDSKILLS OF A LEADER

Service attitudea leader should provide benefit & service tothe society but never talk about it.

Happy when others are happyhe never feels happy whenhis followers are unhappy, depressed or dejected.

Forbearancethe leader must have forbearance as far hisown life or work is concerned.

God fearingthe leader according to indian culture & traditionshould have firm faith on god.

Observer- he observes the strengths & weaknesses, thepositive & negative traits in everyones character.

Man of principlehe believes that he is a man of word. Thereis no gap between whatever he advises &the action he takes.


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Time managementhe manages the time very effectively & isalways punctual.

Asks fundamentalhe works diligentiy but he also spends

sometime in seeking answer to some fundamental questions

Know thyselfit indicates one should understood oneself.

HR skillthe leader has to master the human relation skills & whenhe skillfully handles human resources.

Equanimousthe leader has to maintain equanimity ie he shouldbe balanced, serene & calm all the time, under all circumstances.

Welfare of othersthe leader tries to search what is good for thewelfare of common men & for the society at large.

Macro visionthe leader should have the macro vision Developing individualsthe leader helps the people to understand

their true hidden potential.


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THE DIFFERENCES IN FAMILYMANAGED BUSINESS AND MNCs IN

INDIA

In family based enterprisemanagement is in the hands of

family members.

Generally autocratic & manyare benevolent autocrat.

Centralised- leader takes thedecision.

Generally family members.

Sometimes does not fulfillsocial obligations.

Leaders expect employeeloyalty to the owners.

Business is run by the peoplewho are professionallyqualified & capable to

manage. People-oriented, democratic.

Participative-employees areinvolved.

Quite experienced &knowledgeable professional.

Generally expected to fulfillsocial responsibility.

Expect employee-loyalty to theorganisation.


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DIFFERENCE BETWEEN BORNLEADER AND MADE LEADER

A person who is having allthe skills, abilities andattitudes of a leader from

the very beginning of hisearly childhood. No one hasmade him leader but he hasbecome leader because ofhis qualities.

Swami Vivekanand was aborn leader. While playingwith friend in his earlychildhood, he was alwaysthe leader and others werefollowers.

A person who has beenturned into a leader due tocircumstances, he is made

leader. Anyone can becomethis type of leader if he isinterested and determinesto acquire all the skills andqalities required to becomea leader.

JRD Tata, Narayan Murthy,Bill Gates, MahatmaGandhi are made leaders.


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INDIAN STYLE OF LEADERSHIP

Autocratic Leader

Democratic Leader Laissez-faire Style

Functional/Intellectual Style

Bureaucratic Style

Situational Style


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DIFFERENCE BETWEENTRANSFORMATIONAL LEADER ANDTRANSNATIONAL LEADER

Brink changes in the mindsetof the organisationalmembers.

Provides vision and sense ofmission-followersunderstands the values oftheir output.

He transforms them in such

a manner that for themorganisation goals becomemore important than theirown personal goals.

Manages transactionbetween the organisationand its employees.

Gets the job done andexchanges rewards for theinitiatives taken by theemployees.

Promises contingent rewardsif performance isoutstanding or better thanaverage.


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Conservat ive Style o f Management

This type of management believes to maintain the status

quo

A managers who is not ready to take any risk and challengein life is known as a conservative.

He is very cautious and skeptical about change.

Generally manager who follows this style is guided by

customs, religion and tradition and old practices.


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Entrepreneurial Style of Management

He likes to make experiments, is creative and innovative.

He is ready to learn from past failures

His energy level is very high.

He is a visionary who perceives the opportunity, arranges

funds and fulfills other business requirenments on his own

and starts a venture.

He can anticipate change and accordingly take action.

He knows success will not come immediately but he moves

ahead to attain his goal with mission and zeal.


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Organic Style of Management

The management believes that each is unique withspecific skill and knowledge and is required to attain thegoals of the organisation

It believes team-spirit is essential in organisations

It is quite flexible

It generates an atmosphere of openness and trust andprovide autonomy to the employees to express theirviews.

It also develops hierarchical teams.


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Profess ional Style o f Management

When the management of an organisation is progressive

and management of an organisation is progressive and

scientific, ready to introduce new methods and techniquesas per the demands of the market is known as professional

management.

They are quite competent and knowledgeable in their field.

This style of management belives to accept new challengesand as per the demands they adopt changes


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Chapter 6

Learning


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In t roduct ion

Learning is a relative permanent change in behaviour thatoccurs as a result of experience.

The process of having ones behaviour modifiedmoreor less permanently by what he does & the consequencesof his action or by what he observes.

Indian concept of learning leads to make individualsenlightened ones.

Learning is a stimulusresponse mechanism that bringstransformational changein attitude or behaviour.


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DEFINITION

According to Stephen Robbins, Learningis any relatively permanent change inbehaviour that occurs as a result ofexperience.


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TYPES OF LEARNING

CLASSICAL CONDITIONING:

Classical conditioning involves forming association through

learning.

APPARENT CONDITIONING:

Apparent conditioning means that if the consequences arefavourable, they repeat the behaviour & thus learning takes

place.OBSERVATION LEARNING:

Observation learning takes place by observing othersbehaviour or through interaction with others & analysis ofthe situation in which one operates.


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BENEFITS OF LEARNING

Learning helps to understand others.

Learning can help to bring disciplinein theorganisation.

Learning helps to face competitionmore confidently.

Learning helps to growas individual.

Learning helps a manager to learn how to manage

others.

Learning also helps us to understand that organisationmust fulfill the social responsibilityas business belongto society.


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F ive Discipl ines of a LearningOrganisation

Systems Thinking

Personal Proficiency

Assumption, Perception and Belief

Shared Vision

Team Learning


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Distinction between ancient method oflearning & morden method of learning

After the learning is over, thestudent become a completeman having knowledge in allaspects of life.

In the gurukul, all the studentswere having equal status.

The disciples or students hadto learn virtues like vinaya,viveka, respect to others, etc.

Students studied at daytime. Students used to go to gurukul

or ashrama and stayed withthe guru and learnt a lot fromhis day to day life.

But a modern student havingspecialisation in one field isquite ignorant or have littleknowledge of other fields.

Rich ones, powerful onessometimes may get extraprivilege although as per normsevery one is having equal status.

Modern method does notemphasise on learning all these

virtues. No specific time is set for

studies.

Modern students go to schools &then colleges where they do not

get the proper attention from theteachers and lecturers.


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Chapter 7

Productivity


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INTRODUCTION

Productivity is an important factor for any organisationat the micro level and for the nation itself at the macrolevel. It is the ratio between output I.e end result or

finished goods & inputs I.e. resources.to improve theproductivity level business organisations need to workefficiently and effectively. Productivity concept providesthe relationship between quantity of goods produced or

services provided and the quantity of various inputs or

resources used in the process of production.


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What is p roduc t iv i ty

At the micro level or as far as industry is

concerned, productivity is the ratio between

output of finished goods and service and input ofresources utilised in the production process.

It is the ratio between output and input of a

production process.

Productivity=output/input

Productivity=x/y


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FACTORS INFLUENCINGPRODUCTIVITY

The factors can be classified into two parts HUMANFACTORS & NON-HUMAN FACTORS.

Human factors can be further divided into Jobmaturity& Psychological maturity.

Non-human factors can be divided into Plant location,standardisation, production planning & control,material handling, inventory , maintenance system,

waste mgmt, quality control, research &development, transportation, availability of rawmaterials & fuels etc


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How to improve the productivity levelfol lowing ethos:

Do Yoga

Developing SQ or Spiritual Quotient

Organisations Commitment to Develop Individuals

Follow Ethics

Karma Yoga

Selfless Work

Dignity of work

Dhatmic

Self-Motivation


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Role of leader to improve the productivitylevel

Leader should always be Dharmic Leader.

Leader having values always manages business ethically

Leaders having values is a man of not mere principle

and idealism, but a man of action who never wastes timeand thus become the role model.

He does not only work but also tries to seek answers ofbasic fundamental question.

He is having a balanced mind free from any innerturmoiland conflict, as the action he is taking are value based.

He is poised, serene, calm and balance.

He works with a sense of purpose


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Chapter 8

Confl ict Management


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in t roduct ion

The term conflict comes into existence from the Latin

wordconflictuswhich means to come into collision or

clash.

This clash may be at individual level, may be at grouplevel or maybe with the society at large.

Conflict can also arise due to inner-turmoil with in

oneself.


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LEVELS OF CONFLICTS

I NTRAPERSONAL CONFLICT:

When there is a gap between the path one wants to follow& what actually he is following & intrapersonal conflictarises.

I NTERPERSONAL CONFLICT:

When clash or collision takes place between twoindividuals, it is known as interpersonal conflict.

I NTERGROUP CONFLICT:

Conflict between two or more groups maybe within theorganisation or within the society at large is called asintergroup conflict.


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CONFLICT: GOOD OR BAD

In todays organisations and within the society at large,

conflict and clashes are always there.

The question arises whether conflict is good or dad I.e.,

whether the organisation or society at large attains goals

and objectives or suffers due to conflict.

Depending on this conflict can be subdivided into threesegments.


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TRADI TIONAL APPROACH:

Conflict is always bad, it creates obstacles in performance.Therefore it is dysfunctional i.e. destructive & creates

hindrances.

HUMAN RELATION APPROACH:

It lays stress on the fact that conflict can be beneficial.

Therefore it is functional i.e. can do good to the organisation.

I NTERACTIONI ST APPROACH: It emphasis that conflict is essential. Therefore it is functional.


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TYPES OF CONFLICTS

FUNCTIONAL CONFLICT:

Conflict which is constructive, which improves the

performance level of the organisation is known asfunctional conflict.

DYSFUNCTIONAL CONFLICT:

Conflict which is destructive, create hindrances to attain

organisations goals is known as dysfunctional conflict.


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Social isat ion

Through this process the employees adjust in the neworganisation culture. It has three stages:

Pre-arrival stageit includes the values, perceptions,

attitudes, mentality which were developed in hisinteraction with his surroundings.

Encounter stageif there is a major gap between hisexpectations and the real organisation, he may leave.

Metamorphosis stageto reduce this disequilibriabetween the individual and organisation, individualshave to transform themselves, they should developmacro vision.


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Chapter 9

ORGANI SATIONAL EFFECTIVENESS


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In t roduct ion

Effectiveness means doing the right the thing. Oftenterms like efficiency, productivity, growth, vitality or

profit making are used to explain organisationaleffectiveness.

To set up an effective organisation one has to Setstandards, Develop team spirit, Facilitateimprovement , Develop right attitude to work, Beethical, fare & just, Be socially conscious, Trust theemployees, Fulfill social responsibilities, Take care ofthe environment etc..


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HOW TO BE EFFECTIVE?

Success includes not only financial benefits &

prosperity, but also health, harmony, happiness &

bliss.

Organisation will attain success & become effective

when they fulfill social responsibility, will work

as a trusty & aim at sustainable development.

A balanced combination of values & skillswill

enhance the effectiveness of the organisation.


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Organisations perspective

Development of man

Selfless work with full concentration

Managements based on values

Be ethical

Treat employees as human being

Reflect being calm and poised

Happy and congenial atmosphere

Co-operation

Encourage creativity and innovativeness

Create a learning organisation

Respect diversity


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How an ind iv idual shou ld managehimsel f

Development of consciousness

Know thyself

Reduce tamas qualities

Self-management through Yoga and Meditation Develop love, compassion for fellow beings

Right attitude

Work is worship

Self-Motivation

Sound mental health

Working without fear


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FACTORS IN ORGANISATIONALEFFECTIVENESS

CAUSAL FACTORS :

It includes leader, organisations philosophy, objectives, policies,strategies etc

INTERVENING FACTORS: It includes commitment, motivation& morale skills of the leader.

Intervening factors are the effect of causal factors.

END RESULT FACTORS:

It includes cost of production, relationship between mgmt &union, turn-over etc They are the result of causal variable &intervening variable.


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CREATIVITY

In todays competitive scenario, business organisationare focusing on creativity & innovation.

Creativity is ones ability to find new & innovative

solution to the existing problem or developing orevolving something new.

Creativity is 10% inspiration & 90% perspiration.

Creativity involves a lot of hard work, initiative &drive.


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BUSINESS EXCELLENCE

Transparent Culture and Excellence:

When the culture of trust, openness, honesty and

compassion for other fellow being evolved, team spirit is

developed. A positive synergy is created within the

organisation productivity level improves which in turn helps

the organisation to be an excellent one.


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I ntegr ity in Character and Excellence:

All the people associated with the organisation

should have integrity in their character. Itimplies that they should be honest. Then only it

is possible to develop a good impression in the

society which will help to make an organisation

an excellent one.


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Doing Ones Own Duty and

Excel lence:

If the members of the business organisation

listen to their conscience and take actionaccordingly, there would not be any

interpersonal conflict. Consequently their mind

will be serene and calm and they can do their

duty effectively. This in turn will make theorganisation an excellent one.


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Cou rage and Excel lence:

People should work without any fear. Fear leads t

bondage, lack of freedom. They are working asslaves slaves mind is under the control of the

master therefore they cannot do judgement,

cannot be curious and cannot think in a creative,

indigenous manner, cannot provide best servicebecause they are scared.


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Concentration and Excellence:

Eklavya is the best in his field and he attainedthat. He did get the opportunity to learn archery

from Guru Dronacharya, but he accepted him asthe guru. Keeping his image and focussed toattain his goal he was doing his Sadhana and weknow the result. He became the best archer in his

time. This concetration is very much important toattain excellence in any field.


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Transfo rmat ion and Excel lence:

Mr. Narayan Murthy of Infosys emphasizes

business organisation must have a sense of

improving everything they do, whether it is

customer satisfaction, quality, productivity, cost

reduction and employee satisfaction. That will

lead to operational excellence.


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Quali ty and Excel lence:

In todays business world the organisations haveto give quality product. So the business

organisations have to provide quality product intime, as per their demand. This will add value tothe business. The management must work to

serve the quality, which will give surprise and

ecstasy to the customers.x


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Social Aud it and Excel lence:

It is related to how the business organisations are

performing as far as the social responsibility is

concerned.

Social audit measures, analysis, evaluates and preparesreport of performance in the context of social

responsibility.

It makes the organisation consclous for the society and

accountable for the way they are running the business.

Social audit is not compulsory, but it is desirable


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SOCIAL RESPONSIB IL ITY

Since organisation exists and operates within society andis a part of the society, it definitely has to fulfill itsresponsibility to the society. So if any company considers

from long-term perspective I.e. for a long-term existence

has to sustained profitability run the business ethicallyfulfilling its obligation, providing best quality service to allits stakeholders, etc. in the 21stCentury only the businessorganisations which are doing business ethically are goingto survive and grow, while unethical ones will growquickly and even more quickly they will be dying and

forgotten.


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Soc ial responsibi l it ies towardsdi f ferent segments of the society:

1. Social Responsibilities towards Suppliers & Creditors

2. Social Responsibilities towards Employees

3. Social Responsibilities towards Consumers/Costomers

4. Social Responsibilities towards Government

5. Social Responsibilities towards Competitors


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Chapter 10

Creativity


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In t roduct ion

In todays competitive scenario, business organisation

are focusing on creativity & innovation.

Creativity is ones ability to f ind new & innovative

solution to the existing problem or developing orevolving something new.

Creativity is 10% inspiration & 90% perspiration.

Creativity involves a lot of hard work, initiative &drive.


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FACTORS OF CREATIVITY

Generation of new ideas.

Unconventional thinking

Patience & high motivation& abil i ty to persistwith theproblem in hand.

Solution has to be found in a situation of ambiguitywhenthe problem is ill defined & vague.

Thus creative is link to think beyond the norm, rules &regulations, to uti l ize ski l ls & potentials & solve theproblems in a new manner.


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How to become creat ive?

Be a unconventional thinker

Be flexible and curious

Carry a note book

Collect data from various sources

Connect dissimilar objects

Have positive attitude


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Techn iques o f creat iv i ty

Brain storming

Brain stilling

Stepping back

Cross-functional team and creativity Systematic creative thinking

Effective trainer

Organisation structure

Empowerment

Intrapreneurships culture

Customer surprise and ecstasy

QUALITIES OF A CREATIVE


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QUALITIES OF A CREATIVEPERSONALITY

A creative person should have originality in his thought.

He should be able to resolve novel ideas &solutionto

the problems.

He should look at the same things or objects like others

but will think in a dif ferent manner.

He should be able to visualise.


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Chapter 11

Natu re, Natu re Syn thes is


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In t roduct ion

Natural environment influences societal valuesto a greatextent.

Mother earth is the treasure house of various resources. Disbalanced ecosystem affect badly over all the living

entities.

Therefore we must take care of nature, we should show

respect to her because she is always providing self lesshelp to us through its various resources, withoutexpecting anything in return.


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NATURAL RESOURCES

There are basically 4 resources available.

Water

Land

Air

Vegetation

We, the human being can inculcate the quality of

forbearance & patiencefrom nature.


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GLOBAL WARMING

Global warming is a matter of great concern in todaysscenario.

Average temperature all over the world is 0.6 C more ascompared to the temperature of hundred years ago.

The total quantity of greenhouse gases is increasing dayto day.

Next is methane (20% of the total greenhouse gasespresent in the atmosphere).


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Chipko Movement

Chipko movement focuses on these issues:

Tree required by the villages on regular basiswould be planted near the village and thus

prevent them to enter into reserved forest.

To control rate of migration, forest based village

industries to be developed in the village.

Contract system should be abolished.


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Narmada Dam Project:

The project was to construct 30 major, 135 medium and3000 minor dams over Narmada river in Maharashtra,UP and Gujarat.

It includes Sardar Sarovar project which will irrigate187 lakh hectares of land.

26000 hectares forest land and 11320 hectares ofagricultural land will be submerged and 67000 peoplewill be displaced.

The leader of the Narmada Bachao Andolam is MedhaPatkar who started movement against this project.


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Silen t Val ley Hyd roelec tr icProject

In 1973, Kerala Government started Sillent Vally

Hydroelectric Project, which created a lot of

controversy.

A bio-diversity of the rain forest in Asia

In 1976, suspension of the project was advised by

National Committee on Environmental Planning

(NCEP). Kerala High Court issued a stay order.

Ultimately, the then Prime Minister Smt. Indira Gandhi

ordered to stop the project.


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Sustainable Development:

The term Sustainable Development was adopted at theUnited Nations Conference on Environment and

Development held in Rio de Janeiro in 1992.

Sustainable development is a process of change in whichthe exploitation of resources, the direction ofinvestments, the orientation of technologicaldevelopment and institutional change are all in harmonyand enhance both current and future potential to meet

human needs and aspirations. It focuses that life is precious and its value is not

dependent on material wealth.


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Harmony

Harmony means ekabhava.

it s related to understand the basic life principles

and live life accordingly.

Harmonious living with our external situations will

give inner solace and peace.

Peace harmony better human beingbetter decision-making for the welfare of all.

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