Lord Shiva fought with Lord Krishna

Why Both Fought each other

Love story of Aniruddha & UshaAniruddha,(अनि�रुद्ध), meaning "uncontrolled", "unrestrained" or "without obstacles", was the son of Pradyumna and the grandson of Krishna. He is said to have been very much like his grandfather, to the extent that he may be a jana avatar, avatar of Vishnu. The e four are considered to be vishnu-tattva or Vishnu's plenary expansions. Aniruddha is present in every soul as Supersoul.

A Daitya princess named Usha, daughter of Banasur, Saw Aniruddha in Dreams then she ask her friends Chitralekha she made lots of painting to recognized many man at last she made painting of Aniruddha that she love that man earlier she never know who is that man but she desperately fell in love with Aniruddha and had him brought by magic influence to her apartments in her father's city of Sonitpura in Assam. However, according to some legends, Shonitpur is also identified with Sarahan in Shimla district ofHimachal Pradesh. Going by their legends, Pradyumna was made the king of Shonitpur & subsequently the Bushahr state by Lord Krishna himself. Bana sent guards to seize him, but the valiant youth, taking an iron club, slew his assailants. Bana then brought his magic powers to bear and secured him.

When the four months of the rainy season passed and still Aniruddha had not returned home, all the members of the Yadu family became much perturbed. They could not understand how the boy was missing. Fortunately, one day the great sage Narada came and informed the family about Aniruddha's disappearance from the palace. He explained how Aniruddha had been carried to the city of Sonitapura, the capital of Banasura's empire, and how Banasura had arrested him with the nagapasa, even though Aniruddha had defeated his soldiers. This news was given in detail, and the whole story was disclosed.

Intense Battle , Lord Shiva & Krishna Then the members of the Yadu dynasty, all of whom had great affection for Krisna, prepared to attack the city of Sonitapura. Practically all the leaders of the family, including Pradyumna, Satyaki, Gada, Samba, Sarana, Nanda, Upananda and Bhadra, combined together and gathered eighteen aksauhini military divisions into phalanxes. Then they all went to Sonitapura and surrounded it with soldiers, elephants, horses and chariots. Banasura heard that the soldiers of the Yadu dynasty were attacking the whole city, tearing down various walls, gates and nearby gardens. Becoming very angry, he immediately ordered his soldiers, who were of equal caliber, to go and face them. Lord Siva was so kind to Banasura that he personally came as the commander-in-chief of the military force, assisted by his heroic sons Karttikeya and Ganapati. Seated on his favorite bull, Nandisvara, Lord Siva led the fighting against Lord Krsna and Balarama. We can simply imagine how fierce the fighting was--Lord Siva with his valiant sons on one side and Lord Krsna, the Supreme Personality of Godhead, and His elder brother, Sri Balaramaji, on the other. The fighting was so fierce that those who saw the battle were struck with wonder, and the hairs on their bodies stood up. Lord Siva was engaged in fighting directly with Lord Krsna, Pradyumna was engaged with Karttikeya, and Lord Balarama was engaged with Banasura's commander-in-chief, Kumbhanda, who was assisted by Kupakarna. Samba, the son of Krsna, was engaged in fighting with the son of Banasura, and Banasura was engaged in fighting with Satyaki, commander-in-chief of the Yadu dynasty. In this way the fighting was waged.

News of the fighting spread all over the universe. Demigods such as Lord Brahma, from higher planetary systems, along with great sages and saintly persons, Siddhas, Caranas and Gandharvas--all being very curious to see the fight between Lord Siva, Lord Krisna and their assistants--were hovering over the battlefield in their airplanes. Lord Siva is called the bhuta-natha, being assisted by various types of powerful ghosts and denizens of the inferno--bhutas, pretas, pramathas, guhyakas, dakinis, pisacas, kusmandas, vetalas, vinayakas and brahma-raksasas. (Of all kinds of ghosts, thebrahma-raksasas are very powerful. Brahmanas transferred to the role of ghosts become brahma-raksasas.)The Supreme Personality of Godhead Sri Krsna simply drove all these ghosts away from the battlefield, beating them with His celebrated bow, Sarngadhanur. Lord Siva then began to release all his selected weapons upon the Personality of Godhead. Lord Sri Krsna, without any difficulty, counteracted all these weapons with counter-weapons. He counteracted the brahmastra, similar to the atomic bomb, by another brahmastra, and an air weapon by a mountain weapon. When Lord Siva released a particular weapon bringing about a violent hurricane on the battlefield, Lord Krisna presented just the opposing element, a mountain weapon which checked the hurricane on the spot. Similarly when Lord Siva released his weapon of devastating fire, Krsna counteracted it with torrents of rain. At last, when Lord Siva released his personal weapon, called Pasupata-sastra, Krisna immediately counteracted it by the Narayana-sastra.

Lord Shiva Battles for His Devotee Banasur, Krishna Fought for his Grand Son Anuriddha

End of Battles Banasur become friend of Lord Krishna

At Last Krishna pray Lord Shiva he said I can not fight you ,with out your defeat he can not fullfill his cursed to banasur and he came here to fight banasur only for Lord Shiva cursed, Then lord Shiva advised him making him yawn with a yawning weapon, For a while Lord Shiva Sleeps then Lord Krishna proceeded to strike down Banasura's army with His sword Now having the opportunity to use his one thousand hands, he rushed towards Krishna, simultaneously working five hundred bows and two thousand arrows. Such a foolish person could never measure Krishna's strength. Immediately, without any difficulty, Krishna cut each of Banasura's bows into two pieces and, to check him from going further, made his chariot horses lay on the ground. The chariot then broke to pieces, club and arrows. Through Sudershan chakr chopping off all the thousand hands of bananasur less then a second ,when he try to cut his head Lord Shiva woke up and ask Krishana to Stop Because as a devotee of Lord Shiva sudershan chakra can not harm any more so take it back ,Krishana Take it back sudershan Chakra .Banasur needed was the lesson to rectify his ego and he had got it by then. Now the Lord asked Krishna to spare Bana with four hands and so did Krishana.

After stop this battle Krishna and Bana became friendly towards each other (afterall they both are the ardent devotees of Lord shiva). Bana married his daughter to the grandson of Krishna - anirudda, in a grand manner.Gratefully, Banasura prostrated before Krishna and then had Aniruddha and his bride, Usha, brought to Krishna in a regal chariot. All then returned to Dvarka, where Krishna’s victory in the combat with Bana was celebrated with festivity Afterwards Banasur went to the banks of river narmadha and worshipped God there very ardently. When the Lord appeared, he asked the boon of being one of Lord's Gana and wanted to be the exclusive player of drum when the Lord dances. He also asked the boon that the shivalingas worshipped by him in the banks of river narmada be called BANNalingam and the world worship them with great reverence. God gave him both the boons and took him one in His ganas Mahakaal . The devotion that Banasur had for Lord shiva brought him to the great level in spite of his ego

Lord Shiva, Taught Lesson Never take it for Granted Ethics first the concept of Internal Equity in management terms. Commitments First, The Strategist, motivator, a guiding force, the qualities a good manager ought to have. In-spite of a smaller workforce, he guides them to success, purely based on his management skills. Skills, which no one taught him, which cannot be imparted,

They Use Hierarchy to Get Their Way Many times managers leverage their authority because they can get away with it. In other words, power and greed overshadow their real role as a manager of others. As such, they irresponsibly exercise their place in the hierarchy in a selfish manner to advance their own goals – while minimizing the wants and needs of their employees. This often leads them to take their employees and teams for granted (much like my boss did). Managers like this assume that their employees are not paying attention or don’t have the courage to speak-up and confront them. These types of managers find themselves losing their top talent and over time respect in their leadership. This is why managers should never abuse their hierarchy or rank.

They Are Know It All’s Managers that believe they have all of the answers and solutions to problems (even when they know that they don’t) often take their employees for granted. Instead of utilizing the real experts on their team, they will take it upon themselves to be the hero in every situation. Managers like this will have short term tenure. They Let Jealousy Creep In Just because your manager is your superior on the organizational chart doesn’t mean that they aren’t intimidated by your presence, capabilities and potential.

When managers become jealous of their employees, many times they begin to act like they are taking them granted. You know your manager may be jealous when they don’t invite you to an important event or they make it difficult for you to gain access to information that will potentially expose their lack of understanding, engagement or know-how. Jealousy can be a tremendous distraction and inhibitor to your career advancement. They Take Excellent Performance for Granted

When an employee’s performance is consistently good, it becomes expected and may unknowingly be taken for granted. These types of employees are the first ones a manager goes to when important work needs to get done. Many managers know that high performing employees enjoy being challenged and thus know how to manipulate them to achieve more.

If you have a manager that takes you for granted – hold them accountable for their actions. Accountability fuels how a manager naturally thinks and acts. You can manage your manager and help them course-correct by making them more mindful of what really matters: execution, coordination and implementation of results focused on building strong teams that prepare employees for success and ultimate significance.

They Don’t Really Know Them When a manager doesn’t really know their employees, they make assumptions that in many respects falsely lead them towards taking employees for granted. When they don’t really know an employee’s “back story” – where they are from, how they naturally think, what wires and drives them to perform – then a manager takes them at face value. This is when they begin to take employees for granted. When employees feel that they are not being properly recognized and rewarded, it’s because their managers may not know who they really are and how to best enable their full potential. Don’t hold your manager fully accountable for this point. It’s your responsibility as an employee to help your manager get the most out of your performance and to assure that it’s never taken for granted.

Lord Shiva ,Tough Decision MakerManagers often rely on fact-based analytical decision making. Rational decision making can be very beneficial in the business world and differs from intuitive processes in several ways. Learn more about both decision-making tools, and find out which process provides the best solutions.

Rational Decisions Business people are faced with decision making ever day. Intuitive and rational decision making are the two ways that an individual can approach problem solving. Some people are very aware of feelings or instincts and use them as guides to decision making. These types of feelings are instinctive and rely on intuition and not facts. In fact, intuition is the ability to have a grasp on a situation or information without the need for reasoning. In business, people use this type of decision making when facts are unavailable or when decisions are difficult in nature.

A clear and unambiguous problem. Rationality assumes that the decision maker fully understands the problem. In reality, problems are typically complex, with considerable ambiguity as to what’s cause and what’s effect. The result is that we often end up focusing on the wrong problem, confusing the problem with its symptoms, or ignoring or denying that there even is a problem.

Rational decision making, which is when individuals use analysis, facts and a step-by-step process to come to a decision. Rational decision making is a precise, analytical process that companies use to come up with a fact-based decision. Let's take a look at how the rational decision-making process can work in an organizational environment.

Just because we all have difficulty being rational doesn’t mean we’re destined to constantly screw up the decisions we have to make. In spite of our limitations, many of us actually do a pretty good job of decision making. Part of the reason is that some people have learned the tricks to “managing irrationality.”

High Commitments Value ,Lord Krishna

High-commitment management emphasizes personal responsibility, independence, and empowerment of employees across all levels instead of focusing on one higher power “calling all the shots

A high commitment system is unusual in is its job design and cultural structure. These practices emphasize getting the tasks complete, but do it in a way that their employees enjoy doing it. “leaders develop an organizational design, business processes, goals and measures, and capabilities that are aligned with a focused, winning strategy.”. Technology also plays a role in this system. Recently, technology has slaughtered barriers of communication, which makes this high commitment model fit that much better..

Another focus of high commitment practices is their employee relationships. They only hire people who are flexible, determined, and are willing to handle challenges. Because this system relies on individual performance, there is a big emphasis on hiring the right people for the jobs.

High commitment workplaces are successful through their importance on an individual’s responsibility in order to help the team prosper. By creating a culture that motivates individuals to want to succeed while sustaining high commitment, “firms stand out by having achieved long periods of excellence. when the organization established experimental work groups, “the individuals became a team and the team gave itself wholeheartedly and spontaneously to cooperation.” Through a natural system of collaboration, the teams are not only responsible for the work but also the management of their group.

By: Ashu Dubey dubeyashu@gmail.com