1) Section I: All the questions are compulsory

(2) Section II: Attempt any three out of five questions.

(3) Figures to the right indicate marks.

Section I
(1) Explain following concepts in brief (any two): (10)
(a) Karma Siddhant and Productivity
(b) Yoga Practice and Managerial Effectiveness
(c) Inner Reality and Self-Management
(d) Meditation and Managerial Decision-Making

(a) Potential Divinity (b) Atman

(c) Purushartha Model (d) Quality of work life
(e) Concept of Meditation (f) Concept of Karma (g) SRT Gunas
(h) Gandhiji’s philosophy of Trusteeship

(a) Theory of Dharma (b) Concept of Karta (c) SRT Gunas (d) BLISS
(e) Leadership (f) Social audit (g) Ethical dilemma

(a) The concept of Corporate Karma

(b) The concept of Karta (c) The concept of Divinity
(d) The concept of Dharmic Leadership (e) The concept of Sustainable
Development
(f) The concept of Social Harmony

(a) Ethical dilemma (b) The four varnas (c) Bliss (Ananda)
(d) Social Audit (e) Creativity (f) Service Attitude (g) Self Motivation

Section II
3) What roles does Indian corporate can play to harmonise human values, culture
and society? (10)
4) Comment of the reflections of Indian thought on corporate leadership of family
managed business in
India (10)
5) Define Indian ethos. Explain with examples its distinctive characteristics
influencing management
practices in India and abroad. (10)
6) Explain in brief- (10)
a) Inner personality development as per Indian view
 b) Pranayam and efficiency at work

(3) Analyse the concepts of Inspiration and Motivation in the Indian context and
compare them with the western concepts. (10)
(4) Discuss the correlation between nature, human mind and society? How does
it help in building human capital? (10)
(5) Explain the concept of Transformational Leadership Style with reference to
the Indian management Thoughts with one corporate example. (10)
(6) Explain how an organization can achieve corporate excellence through
Business Ethics? (10)

(3) Write about Motivation and Leadership from the Indian Perspective (10)
(4) Who is a mentor? Describe the importance of mentor in transforming an
organization (10)
(5) What differences exist in the practices of Management in traditional and
modern type of organizations. (10)
(6) “Yoga and Meditation can bring down the stress, and increase performance
levels” – Discuss (10)

(3) Discuss the impact of Indian culture heritage on the youth today. (10)
(4) Discuss the synthesis between nature, society and business in the Indian
context. (10)
(5) What according to you are the qualities and traits of an ideal leader? Explain
giving suitable Indian examples. (10)
(6) Distinguish between the modern and gurukul system of learning. (10)

(3) In your view which leadership theory is most effective in India? Explain.
(10)
(4) How does stress affect performance? How it can be controlled through yoga
and meditation? (10)
(5) What are different types of conflicts? How do they arise and what are the
methods of resolving them?
(6) What are the essential differences in management practices between
traditional organizations and modern organizations? (10)

(7) Write short notes on: (10)

(a) Nishkaam Karma
(b) SRT Gunas
(c) Holistic approach to Personality Development
(d) Stress management through yoga and meditation

(a) Indian Cultural Heritage

(b) Business Ethics and Corporate Governance
(c) Confluence of Individual Karma and Corporate Karma
(d) Success in Life from Indian Perspective

(a) Creative thinking

(b) Purusharth Model
(c) As the king so the people
(d) Ecological Responsibility

(a) Karta in Family Managed Business

(b) Krishna as a Management Guru
(c) Methods of Learning
(d) Corporate Governance

(a) Productivity improvement through IMTP

(b) Organizational culture

(2) Case Study:

Frank Gracia was just starting out as a salesman with Acme Corporation. Acme’s
corporate culture was top-down, or hierarchical. Because of the competitive nature
of the medical-suppliers industry, few mistakes were tolerated. Otis Hillman was a
buyer for Thermocare, a national hospital chain. Frank’s first meeting with Otis
was a success, resulting in a 2 crore contract. This sale represented a significant
increase for Acme and an additional Rs. 25,000 bonus for Frank.
Some months later Frank called in Thermocare seeking to increase the contract by
Rs. 2 crore. “Otis, I think you’ll need the additional inventory. It looks as if you
didn’t have at the end of Last quarter,” said Frank. “You might be right. Business
has picked up. May be it’s because of your product, but then again, may be not.
It’s still not clear to me whether Acme is the best for us. Speaking of which, I
heard that you have season tickets to the Cubs!” replies Otis. “I’ve always wanted
to see Sammy Sosa hit a home!”
Frank thought for a moment and said, “Otis, I know that part of your increases are
due to our quality products. How about we discuss this over a ball game?” “Well,
OK”, Otis agreed. By the seventhinning stretch, Frank had convinced Otis that the
additional inventory was needed and offered to give Thermocare a pair of season
tickets. When Frank’s boss, Amber, heard of the sale, she was very pleased.
“Frank, this is great. We’ve been trying to get Thermocare’s business for a long
time. You seem to have connected with their buyer.” As a result of the
Thermocare account, Frank received another large bonus check and a letter of
achievement from the Vice President of Marketing.
Two quarters later Frank had become one of the top producers in the division. At
the beginning of the quarter Frank had run the numbers on Thermocare’s account
and found that business was booming. The numbers showed that Otis’s business
without hurting return on assets. As Frank went over the figure enjoyed the season
tickets, but this is a big increase.” As the conversation meandered, Frank soon
found that Otis and his wife had never been to Cancun, Mexico.
Frank had never been in a situation like this before, so he excused himself to
another room and called Amber about what he was thinking of doing. “Are you
kidding!” responded Amber. “Why are you even calling me on this? I’ll find the
money somewhere to pay for it.” “Is this OK with Acme?” asked Frank. “You let
me worry about that”, Amber told him. When Frank suggested that Otis and his
wife be his guests in Cancun, the conversation seemed to go smoothly. In Cancun,
Otis decided to purchase the additional goods, ‘for which Frank received another
bonus increase and another positive letter from headquarters.
Some time later Amber announced to her division that they would be taking all of
their best clients to Las Vegas for thank-you party. One of those invited was
Thermocare. When they arrived, Amber gave each person Rs. 10,000 and said, “I
want you to know that Acme is very grateful for the business that you have
provided us. As a result of your understanding the qualitative differences of our
products, we have doubled our production facilities. This trip and everything that
goes with it for next few days is our small way of saying thankyou. Everyone of
you has your salesperson here. If there is anything that you need, please let them
know and we’ll try to accommodate you. Have a good time!
That night Otis had seen Frank at dinner and suggested to him that he was
interested in attending an “adult entertainment” club. When Frank came to Amber
about this, she said, “Is he asking you to go with him?” “No, Amber, not me!”
“well,then’ if he’s not asking you to go, I don’t understand why you’re talking to
me. Didn’t I say we’d take care of their needs?” “But what will Acme say if this
gets outs?” asked Frank. “Don’t worry’ it won’t,” said Amber.
(This case is strictly hypothetical: any resemblance to real persons, companies or
situation is coincidentaly).
Questions: (Each Question carries 5 marks)
(a) What are the potential ethical issues faced by the Acme Corporation?
(b) What should Acme do if there is a desire to make ethics a part of its core
organizational values?
(c) Identify the ethical issue of which Frank needs to be aware.
(d) Discuss the advantages and disadvantages of each division Frank could make.

(2) Case Study: (20)

In August 1997, Mumbai Police arrested a woman (Unnati) who was cultural
secretary of the Banned Militant Organization AFLA. The police of Delhi had
been following her for more than 3 months and after confirming her link with
AFLA. The police arrested her not for her link with AFLA, but was for her
association with India’s leading Coffee Company BIBI Coffee Ltd. the BIBI
Coffee Ltd. was alleged to have borne the expenses for the check-up at the Lokjas
hospital plus travel and hotel charges for her two more companions and herself.
In September, 1997 BIBI Coffee’s North Indian Plantations Division Manager at
Darjeeling, was arrested on charges of “aiding and abetting terrorism” and
assisting persons involved in waging war against the country. Charges were issued
against company’s welfare officer (Mr. Gora) too, who had accompanied Unnati
to Bombay. Many top names of India’s corporate and political circles were in
controversy. Many meetings took place between corporate Top Officials and Top
Bureaucrats.
The contraversly brought to the attention of the rest of the country and it
remembered such other happenings – (Kidnapping, murders, exortions – There
were many such victims like D. Chaudhury, Asstt. Manager Ledo Tea Estate,
Amal Barna, clerk of Coamore Estates, Mr. P.C.Scaria was gunned down who was
one of a famous tea company employees. Killing of Mr. Surinder Paul, brother of
famous Industrialist etc. and the list is exhaustive. The background of the
involvement of BIBI Coffee explained as follows: Earlier the AFLA called for a
meeting of BIBI Coffee which were attended by the BIBI Coffee Ltd.
representatives and from other companies. The representatives were threatened
further by the AFLA terrorists that if they were not paying money etc. there would
be further killings. Most of the companies accepted the demand of AFLA. The
cost of hiring, training, equipping Militants of AFLA were shared by the
companies, out of compulsion. The companies joined efforts to create a security
force to fight against the AFLA militants also went in vain. The BIBI Coffee
Company one of the companies among all, also had to support and fund the
terrorists of AFLA. The Government (State, Central) however maintained its stand
that funding extremists is an anti-social, anti-national act on the part of Business
Homes. Officials from Government side opined that “it is the moral responsibility
of companies to inform the Government, the police or CBI about exortion by
Militants”. The Chief Ministers and other higher officials also were of the same
opinion from the various State Governments.
Questions:
(1) Analyse the reason for which BIBI Coffee to strike a deal with AFLA? (5)
(2) Is it ethical and moral to help AFLA to keep its business running? (5)
(3) What are various ethical dilemmas faced by BIBI Coffee? (5)
(4) The charges on BIBI Coffee were how far correct? What options available to
the company? (5)

(2) Case Study: (20)

“I swear by Apollo, the physician and all the gods and goddesses, making them
my witness that I will fulfill according to my ability and judgment this oath and
this covenant. I will apply dietic measures for the benefit of the sick according to
my abilities and judgment. I will keep them from harm and injustice. I will neither
give a deadly drug to anybody who asked for it nor will I make any suggestions t
this effect.” – Hippocratic Oath taken by Medical Students
When lakhs of people of the quake-hit region in Gujarat State were braving the
biting cold under open skies, some 100 odd resident doctors of a hospital in Rajkot
went on a flashing strike ignoring more 100 critically injured quake victims for
almost six hours. The hospital didn’t supply blankets or given medical treatment to
the quake injured and seriously ill patients as the angry doctors assembled in the
hospital compound and chanted slogans, announcing a flash strike.
Apparently, a nurse after locking the room where blankets for doctors were stored,
had forgotten to deposit the keys with the hospital matron. On discovering that
there might be no blankets for the night, to ward of the chill in the special rooms
where the doctors had been put up, all of the doctors gheraoed the matron and the
assistants and abused them for a mistake committed by a nurse.
In a fury, they went on a strike and demanded that the matron and the nurse
tenders an apology. Finally the dispute was resolved by the Administration and the
Dean and resumed duty after almost 48 hours. Misbehavior of the doctors by
striking just when they are almost needed is indeed regrettable. A senior physician
associated with the hospital has condemned the irresponsible behavior of the
doctors.
Questions:
(1) Have the doctors violated the Hippocratic Oath? (5)
(2) Was the behavior of the Resident Doctors unethical? (5)
(3) What is remedial action would you suggest? (5)
(4) Do you believe that professionals have an ethical code of conduct? (5)

(2) Case Study: (20)

Sarita is a software engineer working with ABC technologies Ltd. at Mumbai. She
was thrilled to receive a job offer for a senior position in California U.S.A. from
their competitor XYZ System Ltd. whom she greatly admired both as Industry
Leader and as an Ideal Employer. The position that was offered was just what she
wanted.
She discussed the matter with her husband Dr. Vivek, with whom she got married
about a year back. Dr. Vivek raised couple of questions in this connection:
(a) ABC Ltd. has invested heavily on her training both in India and USA.
(b) She being a driving force behind a huge project of ABC, her quitting could
put the whole project in jeopardy.
(c) She had assembled a team of professionals who will feel left out in case she
decides to leave ABC.
On family front it was not possible for Dr. Vivek to leave Mumbai as he was
having a well established medial practices here. Therefore, they will have to
practically live as forced bachelors.
Questions:
(1) What should Sarita do? Is it normally wrong to leave the present job? (5)
(2) Will she be disloyal to the team members whom she had bought together? (5)
(3) Is there any clash between career development and family life for woman
professionals? (5)
(4) Create a tabular chart to facilitate decision making involving issues such as
loyalty, morality, professional growth, family life etc (5)

THE CONCEPT OF KARMA

“A man is born alone and dies alone. He crosses the dangerous thresh holds
without the companionship of mother, father, brother, son or friends or any other
relatives. The body is burnt by the fire, but the karma he has goes with him.” –
Maharshi Vyas

Karma is a Sanskrit word meaning “action”. According to the Law of Karma, you
shall reap in this life or the next as you have sown in this and previous lives.

Every thought, feeling and need impels a corresponding reaction. However, it is

more the motive and intent behind a deep that impels a reaction rather than the
deed itself. This is why a child only creates very little karma through his actions.
This is also why deeds seeming good, but with an egoistic motive behind, only
have a small positive effect. On the other hand, a police officer killing a potential
evildoer to save a victim’s life will only face little karma. Krishna tells us is in the
Bhagvad Gita: “One who acts by dedicating all activities to the Ultimate Truth,
giving up attachment; is not affected by sin; just as a lotus leaf in water.”

Ignorance is to a far greater extent than malice the cause of human suffering. As
long as we are attached to transient earthly things, we shall experience suffering
when we lose them. Therefore, all great and enlightened souls, who have taught
us humans about eternal values, first told us to seek the kingdom of God; then we
shall be given all that we need. Still, we have a free will to choose and learn
through our choices.

It is important to emphasize that karma not only involves all the positive effects
we have brought about through our many lives, but also the painful circumstances
we have had to deal with and learn from. Bad Karma results in suffering and the
purpose is to help man get back on the right path. Good karma on the other had
opens up for possibilities, and the aim here is for man to use his good experience
and qualities to help others. Thus he will help himself

The law of karma as understood in India does not simply mean merit is rewarded
in heaven & demerit punished in hell. It is a principle of justification in nature & is
law of action & reaction implying that every action under specific circumstances
have its corresponding reaction which is exactly proportionate to it.

Accept the result with Prasad Bhav – Lord Krishna

The studious student must remember that he has put in his 100% efforts & given
his very best performance in his exam. Inspite of that, he missed the distinction by
1 %- this is due to his Prarabdha karma & if he accepts this & studies more
rigorously, he will perform better next time.

This is the doctrine of Nishkam Karma Where he is not attached to the results of
one deeds or karma.

Corporate Karma
Karma is both collective & individual.

Employees & mangers of a company are led by the corporate mission- which tells
the world what the company stands for & goals & targets are set up they cannot be
attained individually, but only through group efforts. This is corporate karma.
Western scientists also see a relation between deeds and either well being or
suffering. Current researchers of psychological and social issues are trying to
uncover this relation. It is actually widely accepted that traumas may be traced
back to childhood and early adolescence. It is further recognized that unfortunate
decisions made by decision-makers of previous generations contribute to social
problems in later generations. All in all, it is acknowledged that suffering is an
interaction between individual psychological dispositions, hereditary genetic
factors and social circumstances. In short, individual problems are the result of
both inner and outer circumstances having root in the past.

The core issue separating Western belief from Eastern belief is whether the causes
of suffering only may be ascribed to this life or whether they may also be ascribed
to past lives. The latter belief is not accepted in academic circles today, even
though the idea was widespread in ancient Greece, the cradle of modern science

Actually it is very simple and has been known for thousands of years. The law of
Karma is known in Christian teachings, as well as in many other cultures. It says:

Whatever you do to others – will be done to you, in this or any future incarnation
of your soul.

Karma Yoga It is yoga of selfless service to others. Karma Yoga is all about
identifying your priorities and trying to achieve them. Also, a person should have
accountability i.e. he should always hold only himself responsible for whatever
goes right or wrong.

This law is so straightforward and logical; it sometimes is hard to believe, that

some persons still think they may somehow get around it. If you knock your head
against a wall, it is obvious – it may damage the wall and it may hurt your head. If
you knock someone by physically fighting – you may cause harm, pain, injury to
the person and the law of Karma requires you to experience the same pain. This is
to have you learn to behave in a way that accuses but pleasant experience to others
and yourself alike.

Whatever you do, you may attract persons around you, that have a same or similar
Karma than you have. If you are of a physically fighting nature, you may attract
such persons again and again. Until you start to become aware of your own
behavior and start to be fed up with the result of your very own actions. Until you
start to strive for a more peaceful environment. The only sure method of finding
one is changing your very own behavior.
This law applies for individuals as much as for families, groups, villages, cities,
nations, cultures or even entire planets.

Yoga Karmasu Kaushalam

Yoga means excellence at work. Seek to perform your assigned duty or work in an
excellent manner. Kaushalam denotes doing work with devotion and without
attachment i.e. without being a work-a-holic. Such detached attitude enhances its
values and improves the concentration and skill of the worker. You work with
smartness, determination and ability. Your head, heart and soul co-operate with
your hands. You do not hanker over the fruits of action. You have no anticipation
of reward, or personal gain. You become a tool of God to perform the work. Any
work carried out with full concentration, dedication and with all abilities that a
person has, becomes valuable and the person also becomes valuable to others as
well as to society. In total quality management(TQM) Karma Yoga and Yogah
Karmasu Kaushalam provide valuable contributions. Under this slogan we have
one hundred percent concentration coming from within. The extrinsic incentives
e.g., money, other perks, etc. play a very minor role as motivators.
Indian ethos for management means the application of principles of management
as revealed in our ancient wisdom brought forth in our sacred books like our Gita,
Upanishads, Bible and Kuran.
There are 6 basic principles, which come to light in the holy books applicable in
today’s management world. They are :
& Each soul is a potential God
& Holistic approach
& Equal importance to Subjectivity/Objectivity
& Karma yoga
& Yogah Karmasu Kaushalam
& Co – operation

IS IT POSSIBLE IN TODAY’S WORLD TO INTEGRATE VALUES AND

MANAGEMENT?

Ans. To answer the following question let us know the core meaning of both
values and management.

Values:
The mental contents of a good person are called ethical values. This is also called
daivi sampati or divine qualities. Some fundamental values which are universally
applicable are:

1. Cosmic unity – That the individuals’ soul or jivatvam is linked to the

universal soul/idea/energy or parmatman or Brahman.
2. Ahimsa or non-violence, derived from this unity.
3. Satya or truth
4. Chit or consciousness
5. Ananda or bliss, as a permanent state of mind.

Management:

Management is a process of designing and maintaining an environment in which

people achieve common organizational goals in most effective and efficient
manner. In short, management is getting things from others.

Now if we coagulate both the meanings then we would realize that both are
complimentary to each other than supplementary.

Our effectiveness at work is tied to exercising intrinsic human values i.e. moral
and ethical values such as communication excellence, credibility, innovation,
creativity and co-ordination, the human values help self development managerial
functions such as direction control, supervision, communication, integration, co-
ordination are much easier, the human values help good inter personal
interactions. They reduce conflicts and disputes. They are part and parcel of
achieving accelerated process of improvement, customer, worker and citizen
satisfaction they enhance the goodwill of the organization.

We seek fulfillment, happiness and success it is achievement of inner and outer

success needs holistic view. Inner spiritual, mental, emotional, physical,
enrichment.

The outer achievement is related to achieving set goals using one’s talents and
experience for the benefit of others (Employees, customers, clients and public).
Outer success fulfils social responsibilities and ecological balance. Outer success
is related to all parts of our personality thus by analyzing the above points. I come
to the conclusion that values and management can be integrated in every yug i.e.
that is in Satyug, Dwaparyug Tartyug or Kaliyug as well.
“PERSONALITY IS THE PRODUCT OF HEREDITY AND
ENVIRONMENT” EXPLAIN:

Ans. Personality is the sum total of what we are. It reflects our views,
characters, beliefs, attitude, knowledge, abilities, etc. We act/behave/think in a
particular way because that is values ethics and cultures determine to a very large
extent our personality.

Heredity:

The role of heredity in the development of personality is an old argument in the

personality theory. Heredity refers to those factors which were determined at
conception and reflexes, energy levels and biological rhythms are characteristics
that are generally considered to be imported either completely or substantially by
one’s parents. The heredity approach argues that the ultimate explanation of an
individual’s personality is the molecular structure of the genes, located in the
chromosomes.

The following classification of characteristics is said to be inherited by all

humans:

1. Physical structure
2. Reflexes
3. Innate drives
4. Intelligence
5. Temperament

Nevertheless, the role of heredity on personality development cannot be

minimized totally. Physical attributes for instance may be largely attributed to
heredity. Thus heredity plays a very important part in shaping the personality.

Environment:

Personality development owes as much to environment as it does to heredity.

Environment is a board term and includes such factors as culture. The methods by
which an infant is fed and is toilet trained and makes transition from adolescence
to adulthood are all culturally determined.

While growing the child learns to behave in ways expected by the culture of the
family to which the baby was born. One of those expectations has to do with sex
roles. Most cultures expect different behaviour from males than from females.
The cultural sub-groups exert its influence on personality. Although culture has
significant influence on personality development, linear relationship cannot be
established between personality and given culture for 2 reasons.

1. The cultural impacts upon an individual is not uniform, because they are
transmitted by certain people, parents and others – who are not at all alike in their
values and practices and

2. The individual has some experience that is unique. Each individual reacts in his
own way to social pressures, differences in behaviour being caused by biological
factors

WHAT PERSONALITY TRAITS NEED TO BE DEVELOPED BY AN

EFFECTIVE MANAGER?

Ans. Personality is the sum total of what we are. It reflects our views, characters,
beliefs, attitude, knowledge, abilities etc. We act / behave /think in a particular
way because values, ethics and cultures determine to a very large extent or
personality.

The following traits need to be developed are:

1. Authoritarianism:

Authoritarian tend to be rigid in their positions, place high moral value systems
and are strongly oriented towards conformity to rules and regulations. They
naturally prefer stable and structured work environments, which are governed by
clean rules and procedures.

2. Locus of Control:

Locus of control refers to an individual’s belief that events are their within one’s
control or are determined by forces beyond ones control. These personality traits
are manifested in different behaviors, which are significant to managers.

3. Machiavellianism:

Machiavellianism, a term refers to an individual’s propensity to manipulate

people. In jobs that require bargaining skills or where there are substantial rewards
for winning, Machiavellianism performs better.

4. Achievement Orientation:
Managers with a high need to achieve continually strive to do things better. They
want to overcome obstacles, but they want to feel their success or failure is due to
their actions.

5. Self-Esteem:

Managers should have a high self-esteem. People with high self-esteem believe
that they have abilities to undertake challenging jobs. They tend to choose
uncongenial jobs than those with low self-esteem. High-esteems are more satisfied
with their jobs.

6. Risk Taking:

High risk taking managers make more rapid decisions and use less information in
making their choices.

7. Straightforwardness and simplicity:

It refers to an individual’s ability to adjust his or her behavior to external factors.

The high self-monitor is capable of putting on different “faces” for different
audiences. Managers high in self-monitoring can show considerable adaptability
in adjusting their behaviour to external situational factors.

Managers should be emotionally stable:

1. Managers should have a very cordial relation with others in the organization
and he should build harmonious environment in the organization.

2. He should have an excellent rapport with his superiors, peers as well as his
subordinates in the organization.

3. He should be stable enough i.e. instead of getting evaluated by others he should

gain importance by his own views.

4. The decisions taken by an emotionally stable managers are rational an anxiety

levels are low.

5. An emotionally stable manager has detached involvement towards his work and
he is not worried about the consequences of actions i.e. his actions are rational.

PORTRAY SOME PERSONALITY TRAITS IN THE INDIAN CONTEXT:

Ans. Bhagwad Gita has identified different Personality Models / Traits /
Behaviors in the Indian context:

# Tamasic: Living with the values which are utterly selfish, ego-centered motives,
dull and meant to satisfy only personal interest.

# Rajasic: Living with tendencies which are extremely passionate and ambitious,
dynamic in nature but centered to fulfilling selfish desires. Motives slightly nobler
but centered on selfish etc.

# Sattvic: The attitude and motives are selfless, more balanced and discrimination
based on higher values.

The western view talks about various personality traits which are found in the
Indian context:

1) Passive personality:

Eg: Bhisma, Vidur & Dhronacharya showed their behaviour during Draupadi
Vastraharan.

2) Aggressive Personality:

Eg: Duryodhana and Dushashan.

3) Manipulative personality:

Eg: Shakuni.

4) Assertive Personality:

Krishna.

The other traits that are found in the Indian context are:

1) Respect

The respect for others as well as elders and youngsters can be figured out as a
distinct personality trait in the Indian context.

2) Trust:

Indians do trust easily and very fast on others.

3) Emotion:
Indians are very much emotional in nature and feelings affect them.
4) Straightforwardness and Simplicity:
The straightforwardness and simplicity in the life of an Indian can be clearly seen
as a special personality train in the Indian context.
5) Perseverance:
This is a unique feature of a personality trait found in Indians and along with it.
Indians have a sense of high and deep thinking

Transformational leadership from the Bhagavat Gita perspective

The issues of morality and leadership are discussed drawing parallels from India’s
ancient philosophy of the Bhagavat Gita. Analysis of various renowned scholars
are put forward and a qualitative survey has also been carried out to ascertain
modern views on transformational leadership.

Burns wrote, “I define leadership as leaders including followers to act for certain
goals that represent the values and the motivations the wants and needs, the
aspirations and expectations of both leaders and followers.” Transformational
leadership is seen as immoral in the manner that it moves members sacrifice their
own life plans for the sake of the organizational needs.

EXAMPLE: A social worker and a Gandhiyan leader said that the first definition
of leaderships to do with power and influence, and leaders must always be aware
of how the use of power affects others.

Lord Krishna has advised ARJUNA the man of the world, the seeker of moral
perfection, to follow the scriptural injunctions in planning his way of life and by
selflessly discharging his duties (as prescribed in the shastras) to reach the level
of SATVIKA BUDDHI where he attains the equable state of mind.

We acquire the right to judge others when we reach the highest level of spiritual
maturity and that is the level at which the moral leaders should operate: that is
why sometimes they do not obey social laws. Lord Krishna has advised ARJUNA
to follow his SWADHARMA and fight the righteous , war against his own
family members, although according to social law one should not fight against
one’s kith and kin.

SWADHARMA implies that an individual has the obligation to conduct his (her)
duties at a level much higher than the social norms.
GANDHIJI, a perfect sage, has shown that through unselfish service to the people,
he was able to free his mind from desires. Gandhiji was able to put away all his
desires and focus his mind and soul on the Supreme Reality. Gandhiji was a soft-
talker, a fast walker and never a quitter.’ When a STHITAPRAJNA such as
Gandhiji speaks, everybody listens. The spiritual person acts for the social cause
and for the common welfare without looking for an iota of material benefit. Such a
person attains the state of a perfect sage (STHITAPRAJNA) and for him there is
no need of following scriptural injunctions.
Here's the entrepreneurship Questions Bank for the year 2010
for TYBMS Sem 6 students.

Entrepreneurship v/s Intrapreneur v/s manager

Risk taking abilities in entrepreneurship
Types of entrepreneurs
The growth and future of entrepreneurship
Women entrepreneurship
Innovation and creativity in entrepreneurship.
Role of culture for entrepreneurial opportunities
Decision Making, Personality and leadership qualities of
entrepreneur
Business planning / project formulation and Swot

Indian Management Thoughts and Practices-

1) S. K. Chakraborthy, “Management by Values”, Oxford Press
2) Rao M. & Rao S., “Management Theory” , Kanishka Publishers Distributor
3) P. K. Ghosh, (Edt) “Indian Ethos in Management” IPR Cell, TePP. Outreach
Centre
4) S. Balachandran and others, “Ethics, Indian Ethos and Management”, Shroff
Publishers and Distributors Pvt. Ltd.
Ratiocination
a fresh approach and enthusiasm alongwith a solid skill-set which
would enable me to fulfill all the responsibilites assigned