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Introduction

The Concept of DharmaSri Krishna explains to Arjuna that one's duty is of paramount

importance, for it is the means to fulfill the purpose of life.

That which supports the fulfillment of one's duty is called

Dharma. Dharma is not comparable to religion; it encompasses

all the dimensions of life. It refers to duties doneharmoniously, skillfully, selflessly and lovingly. It supports one

in fulfilling the purpose of life and helps one to relate to others

and to society in a harmonious way.

But Dharma does not only mean fulfilling ones duty. The word

Dharma is derived from the root Dhr which means to uphold.Thus Dharma means to uphold ones duty, to uphold truth at

all times. Thus whosoever speaks the truth is said to fulfill

their Dharma. This one point is constantly referred in the

Mahabharata, where Bhishma Pitama mentions that those who

are on the side of truth in the battle of Kurukshetra are on the

path of Dharma. Bhishma Pitama also mentions to Yudhistirawhatever creates conflict is Adharma (antonym of Dharma),

and whatever puts an end to conflict and brings about unity

and harmony is Dharma.


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Dharma therefore means to be on the path of righteousness.

Those following such a path are at all times in sync with the

truth. Ideally the aim of Dharma is to make one reach Moksha

or Nirvana or self-realization and in this process Dharma aimsto elevate the characters of men.

The rules of Dharma have been laid down for regulating the

worldly affairs of men. Dharma is the means of preserving

ones self. If you violate the law, it will kill you. If you protect

it, it will protect you. It is your soul companion after death. It isthe sole refuge of humanity.

Dharma is classified into

y Samanya Dharma

y V isesha Dharma

Samanya Dharma is general and Universal Dharma and V isesha

Dharma is specific and personal Dharma.

Elements of Samanya Dharma

1. Contentment (santosh)

2. forgiveness

3. self-restraint

4. non-stealing

5. purity

6. control of senses


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7 . discrimination between right and wrong, as also between

the real and the unreal

8. spiritual knowledge

9. truthfulness10. Absence of anger comes under the general or universal

Dharma

V isesha Dharma includes duties toward one's birth, age,

family, society, career, job and spiritual life

Thus Dharma shows people the correct path to follow

throughout their lives. It is an unwritten law that guides man inconducting himself with good behavior. This is why Dharma is

so vital. The teachings havent withered with time but the

same has only gotten stronger.


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Dharma and Karma:W e should avoid even the smallest negative actions, and we

should perform even the most insignificant positive actions

without underestimating their value. The reason for this is that

the happiness we all want and the suffering we all try to avoid

are produced precisely by our actions, or karma.

The Dalai Lama, a Flash of Lightening in the Dark of Night

All religions of the world have certain commonalities in them.

One such commonality is not to commit any sort of sins or

crimes. Society has made rules and regulations to ensure that

all those committing such action are going to be met with

justice.

Sins are negative actions for which there will be negative

repercussions. Similarly there are positive deeds that one is

always expected to do. Such deeds lead to positive

repercussions. They say your action decides your future. The

kind of consequence one faces purely depends upon their

action. Thus the concept of Karma says that one must at all

times continue pursuing what he/she is supposed to do. One

must ensure to try and do things which lead to a positive

consequence. Consequences of actions are known as


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Karamphala. A positive Karamphala is Poonya and a negative

Karamphala is known as Paap.

According to Hindu Scriptures, the life a person lives is basedon his/her past actions. The present will shape the future.

Thus the law of Karma always advises people to ensure that at

all times theyre trying to make a positive difference in their

daily lives by which everyone benefits.

The concept of Karma makes one fully responsible for whathappens to him/her. One is not subject to the tyranny of

destiny or fate. One can determine ones own destiny. Action

or Karma is the route

Popularly it is said that one must not worry too much about the

results but must continue doing what theyre supposed to do.Students are supposed to study, doctors are supposed to

diagnose etc. No matter what the work one has to do, one

must make sure that it is done with utmost sincerity,

wholeheartedly and lovingly.

These are the elements of Dharma as explained by Shri Krishna

to Arjuna. This is where Dharma and Karma come together.

W here there is dharma you cannot avoid karma. Karma does

not exist independently of dharma, and only dharma makes


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karma work. The concept of karma is that if you go against

dharma, you have to pay the price for it.

Even Gods and kings get affected by their Karma. According to

the Ramayana, the great Ravana, king of Lanka also had to face

the repercussions of his karma. The result of his sins was hisdeath at the hands of Lord Rama.

Therefore if kings cannot escape the results of their past

actions, what can be said about us mere mortals? The aim of

life is to perform your work in a way by which positive deeds

are created. For that to happen one must at all times be on thepath of righteousness. That is Dharma.

Karma bound by Dharma, leads one to happiness and bliss.

The objective is to achieve Moksha or self-realization.


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The rest of the world may not know this but Karma can be

seen everywhere. Today, some companies are successful is

because they have done work in the past which has led topositive consequences that has proven beneficial for

companies, stakeholders and society.

y The Tata Group built Jameshedpur and set up industries

there, that was positive Karma.

y Sony made a contribution to change the perception of people in the 50s of the brand Made in Japan. This has

proven to be beneficial for Japanese industries. This is

also positive Karma.

Companies need to inculcate the teachings of Dharma and

Karma in order to bring scientific changes in theirmanagement whereby performance and behavior of employees

is guided by these teachings.

Different people have different duties by virtue of their

positions. This concept is known as Swadharma. This is what

companies need to understand and can be used as a strong

HRM tool where by each and every employees role becomes

well defined.


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Corporate leaders can very well use these concepts of Dharma

and Karma to build characters of their employees. Such

concepts can help companies build on a long lasting

reputation in industry and society. They can positionthemselves as the company that is on the path of

righteousness.

Thanks to an enlightened mindset, the bottom line is not the sole

criterion that fires corporate thinking these days.

There is a clear crosscurrent based on Indian ethos and eastern

spiritual values that's quietly pervading boardrooms across the

globe. The grit and gumption of Oriental nations is creating a

strong undercurrent that's holding back western domination of

markets. Japan led the way. Now it is the turn of China and India

Modern management is increasingly adopting V edic precepts

to stay in the race for market share. The V edas are a

systematic and formulated study of the science of life. V edanta

literally means the end (anta) of knowledge (ved).

Says Anuj Bahl of Logic Control: "Indian ethos is more vital to

modern management than any other management theory for thesimple reason that it takes in to account a 'whole' man rather than

approaching man in a partial fashion as the other theories do. Each

and every situation can be met with effectively if one takes time to

reflect over it. Reflection with a tranquil mind helps in drawing out


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solutions from within. Such guidance from within, helps a manager

look at the perceived problem situation in a creative manner. It

leads to a more coherent and complete understanding."

Advaita V edanta (monism) advises us that we should determine

our goals, identify our capabilities and focus our actions upon the

goals. V edanta identifies key areas where man suffers on various

fronts due to the ignorance of various laws of life and nature. Such

ignorance leads to a loss in physical and mental energies causing

tremendous damage in the effective implementation of thedecisions and actions of an individual.

The first point we need to understand is the importance of

reducing the Ego as it fosters self-centered, separatist tendencies.

A practical way to control the ego at the workplace is to emulate

what the public relations company IPAN (Indian Public AffairsNetwork) does. Here the staff's visiting cards do not mention their

designation, simply the names. This goes for the CEO, Rajeev

Desai too. In this manner a misplaced sense of hierarchy is

discouraged and though every executive handles a certain number

of clients only, each is in principle responsible for all.

As we all know, human desires never end. And as salaries,

aspirations, expectations, workloads, work hours and deadlines

rise, the body and mind of employees across all levels of the

spectrum are increasingly coming under strain. Putting in 16 to 20


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hours a day is not uncommon in IT, foreign banking, advertising,

public relations and some segments of the media. W hile this may

boost company profits, there are unwanted consequences for

management and employees alike. The primary one is thathypertension, diabetes, cardiovascular disease, obesity, nervous

breakdowns, viral infections, cancer and other stress-induced

ailments are making a much early appearance with more alarming

frequency of dharma.


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"Ex ternal situations only mirror

what employees are within.

If employee lives are unwholesome, distressed, imbalanced,

disintegrated and out-of-sync with the laws of nature, the external

situations for themselves and their organizations cannot be

otherwise."

To protect bottom line interests, corporates are hiring consultants

to help safeguard and promote the well being of employees. In

tackling stress-induced ailments, New Age practices such as yoga,

meditation, V ipassana and prayer are finding wide acceptance

Dr. M.B Athreya (management consultant) says that in many

companies these workshops are open to all employees, and even

unions.

In fact, sometimes it is the managers and senior executives

who are gyaan paapis (resisting the light of knowledge). "The

utilization of New Age principles has brought balance in the

minds of union leaders about their broader responsibility tostakeholders, including society. Thanks to this thinking, at

least some workers refrain from making populist demands on

their representatives. Line executives acquire more


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compassion in their human relations. The relationship between

line and personnel managers moves towards cooperation."

Dr. Athreya also says that at the top management level the

ideas of organizational dharma, including social responsibility

and good corporate governance, are finding global favor.

Companies using such principles are the Godrej group, the

V ardhaman group, Indian Oil Corporation, Lupin Laboratories,

Excel Industries, Yash Paper, Eicher, et al.

This is a line echoed by V ikas Malkani spiritual guide andauthor. Malkani says that the social aspect is increasingly

being accorded more prominence. W henever the me-too

syndrome has consumers confused about which brand to opt

for, they will gravitate towards companies that have fostered

an image of responsible corporate citizens by supporting

social and environmental issues. W hat we in India term "publicservice" promotions. Here, the Tatas, Godrej, the Birlas and

others have exhibited a high level of social and environmental

consciousness.

And discounting a popular notion, Athreya says that

liberalization since 1991 is changing the rules towards

dharma. Companies with kaushalam, samatva, sevaa and

keerti (skill, equanimity, service and fame) will thrive. Despite

rivals sometimes hitting below the belt, organizations that


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follow ethical business practices need not suffer a dip in

profits.

Two companies that have steadfastly promoted and practiced

ethical precepts in management are W ipro Corporation and

Infosys Ltd. It's no coincidence that both have scaled dizzying

heights and can proudly claim the largest market capitalization

amongst Indian corporates. The lesson in the twin success

stories is loud and clear: those who take the long, hard but

ethical road to success are assured of long-term dividends that

aren't eroded with the next Union Budget. Short-cut success is

short-lived success.


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Athreya insists that to view ethics and business as

incompatible is to take a superficial and cynically convenient

view. "Long-term, sustainable profits can only come through

dharma. Profit coming from adharma will disappear due to

competition offering better value for money. In a pluralistic,

open economy, dealers, vendors and employees have the

choice of leaving for another organization. Lower tax rates and

better enforcement make compliance and dharma more

feasible."

Bhatnagar argues that "the correct index of success should not

be money. It should be a 'sense of abundance' that an

individual or organization feels they are enjoying. Again,

abundance does not mean resources, turnover or net profits

alone. It means abundance of everythingpeace, happiness

and harmony within and without, not just for the top few but

for everybody in the organization. Seen in the above context,

ethical and spiritual principles are not only compatible with the

profit motive, they are the only means to ensure it".


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environment, corporates must be whole-heartedly committed

to human resource development and corporate social

responsibility.

BUDDHA DHARMA:

Buddha Dharma does not have any bearing to god or any

religion whatsoever, it is in fact an interpretation of the

Dharmic way of life according to Gautam Buddha and other

Buddhist scholars.

Here, Buddha Dharma does not reflect the personalities of these leaders rather it signifies the importance of the attitude

of mind that enables a practitioner of Dharma to re-harmonise

his personal nature with the principles of Dharma which will

lead him/her towards the undoing of all egoistical falsehood

and ultimately make him achieve Moksh or as we would say

in English liberation.


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Q UALITIES OF BUDDHA-

DHARMA:

y Dharma is not a speculative philosophy it is the universal

law found through self enlightenment.

It deals with moral principles, concentration, self

control, willingness and wisdom to do the right thing.

y Dharma can be tested by practice alone.

You cannot expect to read up on teachings or listen to

others experiences and hope to experience it yourself.

You have to make a conscious effort to practice the

Dharmic way of life to get results.

y Dharma is able to bestow timeless and immediate results

here and now for which there is no need to wait until the

future or next existence.

Nobody says that you must be Dharmic and only after you

reach a certain level of enlightenment you will be at

peace or that if you are dharmic in this lifer you will reap

results in the next. Dharma like everything else related to

spirituality is a state of mind and comes from within. If

you chose to lead a good life the results will be


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immediate. There is no conditions apply factor present

here.

y Dharma welcomes all human beings to put it to the test.

There is no discrimination here. All human beings can

strive to lead a dharmic way of life no matter what walk of

life they come from and reap the results of their efforts.

y Dharma is worthy to be followed as a part of ones life.

Trying to be dharmic is not a short-term practice. To truly

lead a well-balanced and fruitful life we must makedharma a part of ones life.

It is said that by knowing these attributes, practitioners of

dharma will attain inner peace and happiness. Each person


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here is individually responsible for himself to put these

principles into practice.

Here, these leaders who have interpreted Dharma arecompared to doctors whereas the Dharma is compared to

medicine. However skillful a doctor is results will be apparent

only if the patient makes efforts to administer the medicine

himself.

In conclusion, we can say that Buddha Dharma is used torefer to the teachings of Buddha, not in the context of the

words of one man but as a reflection of a natural law that was

re-discovered by this man and shred with the world. So a

person who lives their life with an understanding of natural

law, is a dharmic or righteous person.


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How the concept of dharma is

useful to practicing managers:

The most central and core concept of Hindu philosophy is

known as Dharma. There is no accurate translation of the word

into English but we may have a glimpse of its vast scope by

translating Dharma as right action, right conduct, virtue, moral

law etc. Every form of life, every group of people has its

Dharma, which is the law of its being. Dharma or virtue isconformity with the truth of things; adharma or vice is

opposition to it.

Dharma is a strategy not a religious thought or superstition.

Corporate image depends upon the dharmic management

followed. Dharmic management becomes a practice in the

entire organization right from CEO to Class-I V employees.

Dharma helps managers from becoming Hippocrates.

Managers and management becomes more transparent. There

may be short term losses or loss of profit but in long run firm

will be profitable. Indian Examples: Narayana Murthy, Aziz

Premji, TATAs.


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Dharma helps managers to enjoy his work to attain any useful

purpose", "belief in the conservation of moral values", " a mode

of life or a code of conduct which regulate a manager's workand activities as a member of company and as an society to

bring about his gradual development and enable him to reach

what was deemed to be the goal of human existence".


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scheme or code of laws which bind together managers in the

bonds of mutual rights and duties, of causes-and-

consequences of actions arising out of their temperamental

characters, in relation to each other and company as well associety.

In the insolvable problem when a manager faces-na

dharmasaukshmyat subhage vivektutm shaknomi te prasnam

imamyatthaavat;

"I am unable to answer your question because Dharma is

subtle"A manager is able to define the boundaries of Dharma

through interactions, discussions, reading of scriptures, the

great epics, legends, mythologies, history, drama and a wide

variety of stories heard throughout the formative years. These

experiences help constitute personal measures and yardsticks

that an individual may use in making decisions throughout thelifetime. In a sense this is the manager's conscience and it is

perhaps the only available light that guides his actions. There

are no other readily available manuals that can serve to

distinguish our actions.

In India it is important for us to profit by modern technical

processes and increase our production but in doing so wemust not forget that the essential objective to be aimed at is

the quality of the managers and the concept of dharma

underlying it.


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Managers practicing dharmic management will be able to

develop following characteristics-

y He who hates no creature, who is friendly and

compassionate to all, who is free from attachment and

egoism, balanced in pleasure and pain, and forgiving.

Lord Krishna enumerates the characteristic feature

of a Man-of-Perfection, and thereby prescribes the correct

mode-of-conduct and way of life for all seekers.

y He by whom the world is not agitated(affected), and who

cannot be agitated by the world, who is freed from joy,

fear and anxiety-

He by whom the world is not agitated- a Man-of-

Perfection is one who will not create any agitations in the

world around him. W ho cannot be agitated by the world-

not only does a Man-of-perfection queiten the very worldaround him, into a dynamic peace, but also the world,

however chaotic, revolting cannot create any agitations in

him.He is completely freed from all the usual causes for

inward agitation such as joy, envy, fear and anxiety. A

person ever peaceful with himself and the world, who

rules the circumstances and never yields to be victimizedby them, who has crossed over the usual weaknesses of

the mortal heart is dear to Lord Krishna.


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y He who is free from wants, pure, alert, unconcerned,

untroubled develop his inspiration, equanimity within

himself.who is pure(sucih)- dirt has no place within or

without a true and honest manager. It is well known thatthe condition of a mans table can give a great insight

into the mental nature, discipline and culture of that man.

Alert (Daksah) - enthusiasm is the key to success in any

undertaking. Managers should be intellectually vigorous.

He should be ever on his toes to take up the activity.

Unconcerned (Udasinah) - this means to economize ourmental energies. Managers should realize the importance

of difficulties, wants, discomforts arisen in completion of

the project in order to have a positive way to deal and

solve these problems. Untroubled (free from trembling)-

the inward tremors are experienced only when any

burning desire has conquered completely. Managersshould never allow their inner person to enter into any

such fears or agitations.renouncing every undertaking-

Manager should have a strong feeling that he is

beginning an activity for the purpose of achieving a

definite goal whereby he is fulfilling a specific desire or

will thereby be gaining a positive profit.


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Managers should follow Hindu of dharma:

"O Indra, lead us on the path of Rta, on the right path

over all evils."

This means the logical progression of an early course of things

into an all encompassing moral order, a path and way of

righteousness, an all encompassing harmony of the universe,

in the V edic of Rta.


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A Few S alient Aspects For

Managers In Management:

1. Rights Orientation Displacing Duty Orientation: The

need of the hour, on a priority rating is of recognizing the

importance of human duties than human rights. For

example, Only if the teacher does his duty, are the

students rights satisfied, or, Only if the boss does his

duty of caring for the subordinates, can their rights of

participation and autonomy be better taken care of.

Indeed, if duty-oriented doesnt predominate our

endeavors, ugly things will always continue to occur &

come to light. It has been observed that today more

intellectuals from premium Indian institutes migrate

outside for the sake of comfortable living. Their

inclination is less for the country and their duty towards

society. Such a change is replacing the traditionally Indian

concept of duty-orientation.

2. Exteriorized Orientation Displacing Interiorized

Orientation: W e in India are missing an essential insight

of our inner-self. The eastern temperament is essentially

introvert as compared to the western, who are dominantly


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extrovert. Though we show sincerity, goodwill, gratitude,

love, but these shouldnt be restricted to only flow of

words or gesture. W e are missing the realization of our

self-sufficiency factor. W e depend on others for ourinternal satisfaction which is indeed a

corruption/vulgarization of the depth of inner feelings.

This is what V iktor Frankl diagnoses as the gravest

psychological problem called existence vacuum, which

alienates us from our inner essence.

3. The Secular Orientation Displacing the spiritual

Orientation: Unfortunately the meaning of both

secularism and spirituality is not clear in our minds today.

Maurice W ilkins, a Nobel laureate regrettably says that

today world is increasingly focusing on the material

aspects of life and on technical solutions to humanproblems. Further it is observed that how western youths

come to India today to revive the sense of inner meaning

of life, now lost to the W est, and laments that due to the

current wave of modernization, India also is in danger of

losing this sense of the sacred the holy, the spiritual in

everything.

4. Skills Orientation Displaying V alues Orientation: It is not

difficult today to visualize that the mistaken priority of

learning to do, i.e. skills, is now acknowledged as such,


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and rectified by admitting the priority of learning to be,

i.e. values. The chief hurdles working against excellence

on the human side of Indian organizations dont seem to

be centered around paucity of any skills. They areprimarily centered in values. Quality of products &

services is dependent not so much on the quality circles

but on the quality of the minds of the member of the

circle.

5. Quality of Domestic Life Messing up Quality of W ork life: The Quality of domestic life transmits its inevitable

impact to the quality of work-life. The quality of domestic

life lies in a deep and serene home atmosphere, which

should douse the scorching flames of stress stroked by

work life. Today in Indian scenario, where both husband

and wife work for more than 8 hours, they hardly gettime for each other and their family or their children who

need them the most. This imbalance between the work-

life and domestic-life definitely affects ones inclination

towards its work.

6. The New breed Displacing the Old breed:

Today, there is a clear distinction made in the minds of

the two generations of people in Organizations. Senior

professionals see lack of commitments and values

towards a company, in the new generation of


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professionals, because these people change jobs very

frequently. Such a thinking is based on no knowledge or

depth of the matter. Hence there needs to be bridging

between the thoughts of the two breeds of people toinculcate co-ordination and co-operation in organization.

7 . Self Actualization Orientation Displacing Self

Transcending Orientation:

Many writings on motivational psychology have drawn our

attention towards knowing Self Actualization. Somewriters have pointed out that self actualization in practice

actually coverts most interpersonal relationships into

instrumental transactions for self-advancement. In Indian

scenario, right from a senior professional to a clerk, the

spirit of grievances is identical. They crave for satisfying

their lower-end needs.W

hile there are some people whoare contrary to this. In large, people have an inclination

towards fulfilling their lower-end needs which is called

Self transcendence which will in result into Self

Actualization.

8. Uniform Culture ensures co-ordination between

departments:

People in an organization, as employees,

work for the ultimate organizational goal. His constant

endeavor should be inclined towards serving the


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organization first and then personal objectives. If every

employee thinks this way, it would bring cohesiveness in

the different parts of the organization thus ensuring

coordinated effort among all the departments to fulfillorganizational goal.

9. Culture avoids conflicts:

W e, Indians have the ancient culture of family ties and

bonding among the people. W e value relationship

forming thus giving importance to the other person aswell. This builds loyalty in the minds of the other people

towards ones relationship, which in turn reduces conflicts

and misunderstandings to a large extent. On the

contrary, the foreign culture believes in hire-fire policy,

which doesnt support the idea of relationships hence

work culture conflicts are seen to a great extent in suchcase. Thus a healthy culture avoids conflicts.

10.Importance of Honesty of the CEO:

An organization is largely a reflection of the character

and vision of the leader. His every action is reflected in

the results of his followers. If the leader is honest, actions

will taken in the overall interest of the company and its

employees and if not, then wrong/unethical decisions will

percolate down the system thus mainly affecting the

overall goodwill of the company and its workers. Since a


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ACT S OF GOD AND M E N:

Casestudy:Mr. Manik an employee of G-four India, exports garments to

South Asian buyers. Among the many third parties the

company work with, there is one named Skanda Garments (SG)

in the south. A small factory, which employs some 80 people.

Its owner, Selvan, was tragically washed away in the tsunami

when he had gone to Nagapattinam to deliver a consignment

with three other senior managers.

W hen the company heard of this, like any company devoted to

cost and benefit, strategy and time planning, it shifted their

orders to other stitchers.

Last month, one of their employees, Lingam, called mr. manik

to ask if G-Four India, would help them. Being a small

businessman, Selvans papers were not in order; loans he had

taken and those he hadnt taken were being attributed to him.

His family was in a state of despair. His father, Arumugam, has

to now settle his sons family, which includes a daughter, Lata.He decided that the best thing to do was to sell off Selvans

business and pay off the bank. Also Lata being a young girl,

who was dark, was taken as a liability and the family was

merely using her to come out of financial crisis by making her


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get married to her maternal uncle, Sethu, who was 30 years

old and also claimed that his father owed him some money

which he would write off if Lata marries him and the business

operations are given to him.

But there was chaos unfolding at the factor too. Four months

after the tsunami, there was hope that somebody would take

up the plant and run it, bringing back some stability into the

workers lives. There were few orders they had begun work on,

seeking more time for fulfilment. But they needed money for

raw material, and the clients were unwilling to help as they

claimed that 50 per cent advance had been paid to Selvan.

During the one year that the whole thing dragged on, the

Skanda Garments factory absolutely deteriorated. The floods

that followed the tsunami did the rest playing havoc on the

plant and inventory. Meanwhile, Sethu began to informally askthe workers to start accepting pay cuts as he had found girls

who were willing to work for less money. This would result in

40 men losing their job and also women were exploited in an

unethical manner.

Realising the entire scenario which had an impact on several

lives, Mr. Manik decided to approach Mr.Jatin Dayal to provide

them with 25 lakh loan as a part of social responsibility

towards suppliers and more importantly for humanity. A

meeting was called for this purpose where initially only Mr.


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Manik was fighting against the inhuman approach of the

company towards its suppliers. However, later he was backed

by other employees too.

On the other hand Mr. Jatin here is an adamant person and is

purely business minded. He takes this entire issue as a mere

social issue and he considered it charity and not responsibility

to look into the social problems of his suppliers. He is simply

profit oriented and treats business different from human life.

However, at the end of the meeting Mr. Jatin had no other

choice but to agree. However during the meeting the following

issues were discussed which led to a favourable outcome.

1. The issue is not only concerned with Selvans daughter

and his deteriorating business operations but it is

concerned with his 7 5 colleagues at Skanda Garments?

W hat happens to the smaller businesses who supply to SGand their families? W hat happens to overall growth?

2. It was only when Lingam informed Mr. Manik about the

daughter that he came to know that there are hundreds

of such young girls out there who are being sold and

transacted to repay all kinds of obligations. Is developing

that community not part of their life, especially since thecompany has been dealing with that community? That Rs

25 lakh which it hesitates to spend will mean that the

children of those workers will not go back to school;

hopes that were there will get destroyed; lives which were


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community suffers and when the community suffers, the

business suffers in the long run.

6. W e need to see our vendor as our customer and not our

supplier. He is a customer of the relationship we havetransacted with him. This is not about welfare. Its a case

of rights. Suppliers have rights on the company. Even if

rights are infringed, they remain rights.

And thus with the help of the following points it was decided

that Skanda garments would be given 60- 7 5 lakh of loan. The

point here is that it was the understanding and application of

dharmic management that provoked Mr. Manik to approach

the issue to the authority. It was Mr.Manik who knew that the

management was completely wrong here and it was very

important to explain them the truth since it had an impact on

the entire community of their suppliers. He did not vision his

business as mere profit oriented but at the same time

understood his social responsibility towards the society and

thus took step in favour of truth against managements

unsympathetic approach.

However, there were many employees who knew that the

management was being insensitive but could not do anythingabout it. At the end of the meeting two employees conclude

the entire issue saying W hy dont these things occur to us

naturally? W hy do we go through week-long debates to arrive

at a decision that we already know in our hearts? Is it because


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corporates are surrounded by rules and rights and wrongs, dos

and donts? Or is it simply that we in our minds separate

business from life? W e do not think of it as a part of life and

thats because our education also separates work from life.

However, reading this surely forces us to ponder our attitude

too.


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www.i nd ian et os.o gr .i nd// h ttp

www.im age s.i ndra .com

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s.comic of

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www.c as e s tudy .dh ar m a.com


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