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Human Values At Work "Universal Manager"



4. Universal Manager  Manager – Spiritual outlook

4. Universal Manager  Manager – Spiritual outlook
 Swami’s definitions / Teachings  120 minutes



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      Human Values At Work   "Universal Manager" Human Values At Work "Universal Manager" Presentation Transcript

    • The Universal Manager
    • Universal
      • widespread Pervasive all encompassing
      • total Whole Integral
      • complete absolute utter thorough
      • unanimous undisputed acknowledged unquestionable
    • Arrangement of this Presentation [“Value” is the driving force ]
      • Education (‘Educare’)
      • Manager (‘Human Values’)
      • Business (‘Value’ based)
      • IIA Code of Ethics
    • Value based Education
      • * SECULAR
      • Collection of facts & knowledge
      • Earning degree for livelihood
      • Getting & forgetting
      • Establish ‘rights’
      • Not visible
      • # ‘ EDUCARE’ –
      • Deep understanding & assimilation of knowledge
      • Life
      • Giving & forgiving
      • Discharge responsibility to society
      • Self confidence
      • Learn self-sacrifice
      • Self discovery
      • Spiritual uplift
    • EDUCATION EDUCARE Taste less water Sugar (Divinity) TUMBLER (Heart) Stirring Process (Enquiry) Spoon (Intelligence) Sweetened Water (all pervasive divinity) (Unity of all creation) (This recognition of Unity in multiplicity is the ultimate goal of education) TRUE WISDOM
    • Proceed from Superficial Knowledge To Discrimination Knowledge General Knowledge To To Changeless Practical Knowledge (This is ‘WISDOM’) [where in heart is filled with compassion, becomes sacred and aspires for the welfare of one and all.]
    • Value based Manager
    • Wholesome Personality Complete Man Integrated Personality Father Son Citizen Husband Brother Manager ROLES THAT A MAN PLAYS
    • Universal Manager
      • M - Mind of Man
      • A - Awareness of “Atma”
      • N - Nature of Nation
      • A - Aspects of Environment
      • G - Guidelines of Goodness
      • E - Enquiry of Ethos
      • R - Role of Rules
    • “ M”
      • Mind of Man
      • As distinct from animal mind, devil mind, evil mind
      • Conglomeration of thoughts  induce actions  results are joys & sorrows
      • What types of thoughts and deeds should man develop?
      • Human qualities – Truth, love, patience, sacrifice, compassion etc.
      • Unity of thoughts / words / deeds
    • Synchronisation With these ‘Values’ Without these ‘Values’ Thought Word Deed Thought Word Deed
      • Awareness of ‘Atma’
      • Awareness is ‘Atma’ and ‘Atma’ is awareness
      • One says ‘there is a snake’ - it means he has said it with ‘full’ awareness. There is no doubt whether it is a snake or a rope.
      • ‘ NARAHA’ (man)
      • NA-RAHA (No destruction) [that which cannot be destroyed]
      • ( Recognising of the all pervasive ‘Atma’ is awareness)
      “ A”
    • 3 ASPECTS OF “SELF’ CONCEPT BODY * What you think you are -> Body Personality MIND * What others think you are -> Individualized Self SOUL * What you really are -> Universal Soul ‘ Atma’ Principle
    • BODY, MIND & SOUL 4 2 1 0 3 BODY MIND (Nearer to BODY- dictated by ‘Senses’) SOUL Meeting Point of Body, Mind & Soul -Merge with Paramatma Towards Intellectual Thinking (Soul Searching) MIND - (nearer to SOUL - Controlled by ‘Intellect’) 1 2 3 4 ……………………………………… . ……………………………………… . ……………………………………… . ……………………………………… . ……………………………………… . ……………………………………… . ……………………………………… . ……………………………………… . ……………………………………… . ……………………………………… . ……………………………………… . ++++++++++++++++++++++++++++ ++++++++++++++++++++++++++++ ++++++++++++++++++++++++++++ ++++++++++++++++++++++++++++ ++++++++++++++++++++++++++++ ++++++++++++++++++++++++++++ ++++++++++++++++++++++++++++ ++++++++++++++++++++++++++++ ++++++++++++++++++++++++++++ ++++++++++++++++++++++++++++ ______________________________ ______________________________ ______________________________ ______________________________ ______________________________ ______________________________ ______________________________ ______________________________ ______________________________ ______________________________ ______________________________ ______________________________ ______________________________ ______________________________
    • “ N ”
      • Nature of Nations
      • Each country has its own nature
      • Nature of Nation should be reflected in the Business relationship
      • Speak truth, follow the path of ‘Dharma’ (Righteousness), live with integrity & morality
      • From where can we get this kind of nature?
      • M..A..N. (combination of Mind, Atma & Body)
    • “ E”
      • Aspects of Environment
      • Environment concerning man (Political, Spiritual or Physical)
      • Environment related to Business and its activities
      • Environment suited to man and which fosters human nature - ie. good company. (Absence of this, man will become an animal / demon)
    • “ G”
      • Guidelines of Goodness
      • Pure feelings should come from our hearts as guidelines (ie. conscience)
      • “ Conscience” is God. (Atma) - ‘SWABHAVA’ (Natural Feeling)-- ‘SWA’ - means Atma .
      • Enquiry into origin of ‘Conscience’ leads to ‘consciousness’ (conscience is with in oneself while consciousness is everywhere)
      • Whatever feelings we get, if we discriminate between good & bad, right & wrong and then follow it that itself becomes goodness.
    • Human Values Watch Your Essence & Nature of Human Beings (sheaths ) Truth (Satya) Righteousness ( Dharma ) Peace (Shanti ) Love (Prema) Non-Violation (Ahimsa ) Word Act Thought Character Heart Intellect (Sense of discrimination ) Physical (Body) Psychic (Energy / Breath) Spiritual (Divine ego) Emotion (Mind)
    • “ E”
      • Enquiry of Ethos
      • Ethos - has come from ‘ITIHASA’ (History)
      • History of those noble men - who followed morality & truth without giving up integrity
      • Chatrapati Shivaji - did not have any want - financial, physical, spiritual why did he follow ‘Samartha’ Ramadoss ?
      • By following people of integrity & ideal, their qualities are reflected in our lives.
    • “ R”
      • Roles of Rules
      • Without violating, changing, manipulating or creating any conflicts in conscience, rules should be followed
      • Recognise the course for any change in environment (If we change quality of materials, market changes)
      • Who is an “UNIVERSAL MANAGER” ?
      • P erson who understands the essence of these seven principles becomes an “Universal Manager”
      • Enquiry—Practice---Experience
    • LET’S SEE
    • Managers’ quality of “respecting” the leadership "þ¨ÇÂ÷, þÉÓ¨ÈÂ÷ ±ýÚ þ¸Æ¡÷ ¿¢ýÈ ´Ç ¢ ¢§Â¡(Î) µØ¸ôÀÎõ” -’ÁýɨÃî §º÷óÐ µØ¸ø' (º¢Ä÷ ±õ¨Áì ¸¡ðÊÖõ þ¨ÇÂ÷ ±ýÚõ, ±ÁìÌ þýÉ Ó¨È¢¨É ¯¨¼Â¦ÃýÚõ «ÅÁ¾¢Â¡Ð, «ÅÃÐ ¿¢¨ÄìÌô ¦À¡Õó¾ ´Ø¸§ÅñÎõ) “ The follower should behave and act in such a way that no disrespect is shown to the ‘leader’, because he is younger or he is related”
    • Managers’ quality of “respecting” the leadership "À¨ÆÂõ ±Éì ¸Õ¾¢ô ÀñÒ «øÄ ¦ºöÔõ ¦¸Ø¾¨¸¨Á §¸Î ¾Õõ“ -’ÁýɨÃî §º÷óÐ µØ¸ø' (¾¨ÄÅÛìÌ Â¡õ À¨ÆÂõ (¯Ã¢¨Á ¯ûÇ ¿ñÀý) ±Éì ¸Õ¾¢ò ¾ÁìÌò ¾Ì¾¢ «øÄ¡¾Åü¨Èî ¦ºöÔõ ¯Ã¢¨Á, §¸ðʨÉò ¾Õõ) “ Doing things which are not within one’s authority because the leader is a close friend / associate will bring only bad and worthless results”
    • Manager should have “high” thinking “ ¯ûÙÅ(Ð) ±øÄ¡õ ¯Â÷× ¯ûÇø ÁüÚ«Ð ¾ûÇ¢Ûõ ¾ûÇ¡¨Á ¿£÷òД -°ì¸õ ¯¨¼¨Á (¿¢¨ÉôÀÉ ±øÄ¡õ ¯Â÷¨Å§Â ¿¢¨É츧ÅñÎõ. «ó¿¢¨É× ÓÊ¡Áø ¾ôÀ¢Ûõ, ÓÂýÚ ¦ÀüȾ§É¡Î ´ìÌõ) Always one should think “high”. Even if he is not able to achieve this excellence, the ‘very thought’ will be considered equivalent to the achievement one could have got by putting all his efforts.
    • Manager should be a good “minister” “ ¦¾Ã¢¾Öõ, §¾÷óÐ ¦ºÂÖõ ´Õ¾¨ÄÂ¡î ¦º¡øÄÖõ ÅøÄ(Ð) «¨ÁîÍ” -«¨ÁîÍ (´Õ ¦ºÂ¨Ä ¿ýÈ¡¸ ¬Ã¡ö¾Öõ, «¾¨É ÓÊÔÁ¡Ú ±ñ½¢î ¦ºö¾Öõ, ³ÂÁ¡¸¢Â ¦ºÂ¨Äò н¢óÐ ¦º¡øÖ¾Öõ ÅøÄÅý «¨ÁîºÉ¡Å¡ý) Definition of a ‘minister’ or an ‘adviser’: “ One who analyses the work well, does the same with an aim to complete it and also when in doubt, has boldness in talking”.
    • Manager’s ability to execute the plan “ ¦º¡øÖ¾ø ¡÷ìÌõ ±Ç¢Â «Ã¢ÂÅ¡õ ¦º¡øĢ Åñ½õ ¦ºÂø” -’Å¢¨Éò¾¢ðÀõ’ (Å¢¨É¢ý¸ñ ¯Ú¾¢Â¡É ÁÉò¾¢Éá¾ø) (¡õ þî¦ºÂ¨Ä þùÅ¢¾ò¾¢ø ¦ºö§Å¡õ ±É Å⨺ô ÀÎò¾¢î ¦º¡øÖ¾ø ¡Å÷ìÌõ ±Ç¢ÂÐ. «¾¨É «ùÅ⨺ôÀÊ ¦ºö¾ø ¡Å÷ìÌõ «Ã¢Â¾¡õ) “ It is easy for a person to tell in an orderly manner what he will do and how he will do. But it is difficult for everybody to carry out the same in that order”.
    • “ Perseverance” – an important quality for the Manager “ ¦¾öÅò¾¡ý ¬¸¡(Ð) ±É¢Ûõ ÓÂüº¢¾ý ¦ÁöÅÕò¾ì ÜÄ¢ ¾Õõ” -’¬ûÅ¢¨É ¯¨¼¨Á’ (ÓÂýÈÅ¢¨É, Å¢¾¢Åºò¾¡ø ¸Õ¾¢Â À¨Éò ¾ÃÅ¢ø¨Ä¡¢Ûõ, ÓÂüº¢ ¾ÉìÌ þ¼Á¡É ¯¼õÒ ÅÕó¾¢Â ÅÕò¾ò¾¢ý ÜÄ¢ÂÇ× ¾Õõ. Å£½¡¸¡Ð) “ Even if one’s endeavour did not yield the desired results due to some destiny, the strain & stress put in by him in that effort will certainly pay him back. That will not go waste.”
    • Managers ability to finish the task that he has undertaken “ ¸¨¼ì ¦¸¡ð¸î ¦ºö¾ì¸(Ð) ¬ñ¨Á þ¨¼ì ¦¸¡ð¸¢ý ²üÈ¡ Å¢ØÁõ ¾Õõ” -Å¢¨Éò¾¢ðÀõ (´Õ ¦ºÂ¨Äò ¦¾¡¼í¸¢É¡ø, ÓÊ× Å¨Ã ¦ºýÚ Á£ûÅÐ ¬ñ¨Á ¬Ìõ. þ¨¼Â¢§Ä Á£ûšɡ¢ý «Ð ÐýÀò¨¾ì ¦¸¡ÎìÌõ) “ Having started the work, seeing that through until the end is considered braveness. If one quits in the middle, it will bring unhappiness.”
    • Manager’s delegating ability “ þ¾¨É þ¾É¡ø þÅý ÓÊìÌõ ±ýÚ ¬öóÐ «¾¨É «Åý ¸ñ Å¢¼ø” -’¦¾Ã¢óРŢ¨É¡¼ø’ (¦¾Ã¢ÂôÀ𼡨à ¬Ùõ ¾¢Èõ) (þî¦ºÂ¨Ä þì¸ÕŢ¡ø þÅý ÓÊôÀ¡ý ±Éì ÜÚÀÎò¾¢, ¬Ã¡öóÐ, ãýÚõ ¾õÓû ¦À¡Õó¾¢É¡ø «î¦ºÂ¨Ä «ÅÉ¢¼õ ´ôÀ¨¼ì¸ §ÅñÎõ) “ After analysing well that “this person can only complete this job in this manner” and also after making sure that all these ‘three’ elements coexist , then the work should be entrusted to that person.”
    • Manager’s delegating ability “ Å¢¨ÉìÌ ¯Ã¢¨Á ¿¡Ê À¢ý¨È «Å¨É «¾üÌ ¯Ã¢Âý ¬¸î ¦ºÂø” -’¦¾Ã¢óРŢ¨É¡¼ø’ (´ÕÅ¨É ¾ý ¦ºÂ¨Äî ¦ºö¾üÌ ¯Ã¢ÂÅÉ¡¸ ¬Ã¡öóРн¢ó¾¡ø, À¢ý «Å¨É «¾üÌ ¯Ã¢ÂÛÁ¡Ú ¯ÂÃî ¦ºö §ÅñÎõ) “ If one analyses and decides that ‘he’ is the right person who could do his job, then that person (who decides to entrust the work) should make (help) the other person raise to that perfection.”
    • Manager’s delegating ability “ «ýÒ «È¢× §¾üÈõ «Å¡ þý¨Á þó¿¡ ý Ìõ ¿ýÌ ¯¨¼Â¡ý ¸ð§¼ ¦¾Ç¢×” -’¦¾Ã¢óРŢ¨É¡¼ø’ («ýÒ, «È¢×, ¸Äí¸¡¨Á, ¬¨ºÂ¢ý¨Á ¬¸¢Â ¿¡ýÌ Ì½í¸¨ÇÔõ ¿¢¨Ä ¦ÀÈ ¯¨¼ÂÅÉ¢¼õ ¦ºö¨¸¨Â Å¢ðÊÕôÀ§¾ ¦¾Ç¢Å¡Ìõ) “ It is wise to leave the work to that person who has these four qualities viz., love, knowledge, desirelessness, and unperturbed /unagitated mental attitude.”
    • Manager’s delegating ability “ «È¢óÐ ¬üÈ¢î ¦ºö¸¢ü À¡ü(Ì) «øÄ¡ø Å¢¨É¾¡ý º¢Èó¾¡ý ±ý(Ú) ²Åü À¡ü(Ú) «ýÚ” -’¦¾Ã¢óРŢ¨É¡¼ø’ (¦ºöÔõ ¯À¡Âí¸¨Ç «È¢óÐ, ÐýÀí¸¨Çô ¦À¡ÚòÐî ¦ºö ÅøÄ¡¨ÉÂøÄÐ, þÅý «ýÒ¨¼Â¡ý ±ýÚ À¢Èý ´ÕÅ¨É ¦ºÂø ¦ºö ²Åì ܼ¡Ð) “ It is not appropriate to entrust a job to a person because he is a ‘lovable’ person, but he should be one who is capable of withstanding all odds and also understanding as to how to go about doing that job.”
    • Value based Business / Management
    • Value based Business
      • The life breaths of business
      • The Human element
        • Attitude based costing (ABC)
        • Business - Process reengineering (BPR)
        • ( Self reform before business reform)
        • ‘ Creative’ market
        • International Marketing
        • (Avoid ‘shady’ deeds)
        • Total Quality Management
        • (Mental quality before material quality)
    • ‘ Attitude’ based Costing
        • Manufacturers should not adopt questionable means in the manufacturing process to enhance profit.
        • It is not proper to sacrifice consumer interests for the sake of profit maximisation
        • Cost should be reduced without compromising on quality
        • Business should be based on the principle of fair exchange
        • Part with fair amount and get worthy product
        • [ If a devotee offers an unconditional / pure and steady love, “God” will also bestow full grace]
    • Business Process Re-engineering (“ Self reform” before business reform)
        • It is not possible to reform anything without first reforming one’s own self
        • ‘ Veda’ is the source of business, education, employment, cultivation etc.
    • ‘ Creative’ Marketing
        • “ Create” Market for products / services which are not in existence so far
        • ‘ Indigenisation efforts’ should be taken
        • ‘ Human element’ predominant in creative marketing
    • What is a ‘Market’?
      • ‘ Market’ is one which provides to the
      • customers all their requirements.
      • Man (Customer) needs air for survival and
      • wherever he goes it is made available.
      • The Almighty God (Business owner) who is
      • ‘ omnipresent’ arranges for it.
    • ‘ International Marketing’
        • Foreign exchange transactions will have to be managed with a great deal of prudence
        • Shady deals will have to be shunned at all costs and in all circumstances.
        • Intermediaries (middle men) change the complexion of marketing by questionable practices. Their influence should be reduced.
    • ‘ Total Quality Management’
        • Give importance to ‘mental’ quality besides material quality
        • Mental quality ensures material quality as everything around is the reflection of the mind
        • Manager should not confine himself to air-conditioned office. He should cultivate the art of managing by walking around (MBWA)
        • Manager should internalise the formula: “Be good, Do good & Tell good.”
        • Managers should have compassion and forgiveness
      • is to be treated as a
      • where in the entire work force
      • by means of sincere work
      • offers worship to
      TEMPLE GOD A Business Organistion
    • ‘ Learn from the “The Limited Company” called ‘MAN’
      • ‘ MAN’ is a Limited Company
      • (In the body, there is a limit for everything)
      • ‘ Buddhi’ (Intellect) is the Managing Director
      • ‘ Mind’ is the Manager
      • They ‘communicate’ well with every part of the body (ie. proper understanding)
      • Any disequilibrium in the balancing act of body, life will be thrown out of gear. (Cycling, Walking, Speaking etc)
    • ‘ Learn from the “The Limited Company” called ‘MAN’
      • Workers are like organs of a body & the proprietor,the heart
      • If there is no heart, the organs cannot function
      • Link between heart & organs is the blood
      • Blood passes through the lungs (Managers) & finally to the heart (proprietor)
      • Lack of co-ordination leads to numbness in
      • the body (Organisation)
      • “ The fundamental principle of economic activity
      • is that no man you transact with will lose,
      • then you shall not”
    • Å¡½¢¸õ ÀüÈ¢ ÅûÙÅ÷ Å¡ö ¦Á¡Æ¢ “ Å¡½¢¸õ ¦ºöÅ¡÷ìÌ Å¡½¢¸õ §À½¢ô À¢È×õ ¾Á §À¡ø ¦ºÂ¢ý” - ¿Î× ¿¢¨Ä¨Á (À¢È÷ ¦À¡Õ¨ÇÔõ ¾õ ¦À¡Õû §À¡Äì ¸¡òÐî ¦ºö¢ý, Å¡½¢¸õ ¦ºöÅ¡÷ìÌ ¿øÄ Å¡½¢¸õ ¬õ) (In business, if one safeguards others’ ‘goods’ as his own goods and conducts his business, then this will be considered as a good business.)
    • ‘ Business & Ethics’
        • Develop & foster purity of heart -
            • Daiva Preethi’ (Love for God) &
            • ‘ Paapa bheeti’ (Fear of sin)
            • Business men, Lawyers, Doctors’ Judges, Administrators, Politicians & Teachers
            • [should conduct themselves according to the code]
    • ‘ Work Ethics’ - Duty to God
      • (Need for understanding Indian Culture & values and
      • integrating them in the study of management)
      • Culture:
      • Anything that is processed is called cultured. Process by which you transform an object from raw form to a particular form, which is useful & has a value
      • Balanced Business:
      • Entire life is based on balance. Foster and develop this balance properly
    • Value based guiding principles of Management
      • Practice ‘oneness’ while working - Regard work as Divine - then work will be transformed into worship
      • ‘ Information’ should lead to ‘transformation’
      • Practice everything you expect others to implement in their work
      • Past is past, future is not certain, present is not ordinary present but ‘omnipresent’, use it well. (Past & Future are akin to a ‘tree’ and present is to a ‘seed’)
      • Essence of all values is ‘love’. Love everybody
      • Character is very important for managerial excellence.
    • ‘ Knowledge - Skills - Balance’
      • Transform “Knowledge” into “Skill”
      • When there is a proper balance, our vision turns inward. (Misused / wrongly used knowledge means ‘killing’ the knowledge and causing imbalance)
      • Our Values and Beliefs
      • Adhere to ethical norms in all dealings with
      • shareholders, employees, customers, suppliers,
      • financial institutions and government.
      • Provide value for money to customers through quality
      • products and services.
      • Treat our people with respect and concern; provide
      • opportunities to learn, contribute and advance;
      • recognise and reward initiatives; innovativeness and
      • creativity.
      • Maintain
      • - An organisational climate conducive to trust, open
      • communication and team spirit.
      • - A style of operations befitting our size, but
      • reflecting moderation and humility.
      • Manage environment effectively for harnessing
      • opportunities.
      • Discharge responsibilities to various sections of
      • society and preserve environment.
      • Grow in an accelerated manner, consistent with
      • values and beliefs, by continuous organisation
      • renewal.
      • [A document that is heavily tested.]
      • These ethical obligations are important not only to internal auditors but also to all professionals both personally and professionally.
      • Objectivity, integrity, confidential and disinterested use and protection of information and competence.
    • ‘ Perspective on Ethics’
      • 1. Definitions
      • Business ethics - an organisation’s policies and
      • standards established to assure certain kinds of
      • behavior by its members
      • Individual ethics - moral principles and standards of
      • conduct adhered to by an individual
      • 2. Areas of Concern Regarding Business Ethics
      • General business understanding of ethical issues
      • Compliance with laws
      • Conflicts of interest
    • ‘ Perspective on Ethics’
      • Entertainment and gift expenses
      • Relations with customers and suppliers (should gifts or kickbacks be given or accepted?)
      • Social responsibilities
      • 3. Factors that may lead to unethical behavior
      • In any normal population, some people have less than
      • desirable levels of ethics. If these people hold
      • leadership positions, they may adversely influence
      • subordinates.
    • ‘ Perspective on Ethics’
      • Organisational factors
        • Pressures to improve short-run performance may
      • promote unethical behavior
        • Emphasis on strict adherence to chain of command
      • authority may provide excuses for ignoring ethics
      • when following orders.
        • Informal work-group loyalties may subvert ethical
      • behavior
        • Committee decision processes may make it possible
      • to abstain from or avoid ethical obligations
    • ‘ Perspective on Ethics’
      • External factors
        • Pressure of competition may compromise ethics in
      • the interest of survival.
        • Wrongful behavior of others may force a
      • compromise of ethics
        • Definitions of ethical behavior may vary from one
      • culture to another. For instance, bribes to overseas
      • officials or buyers may be consistent with some
      • countries’ customary business practices
    • ‘ A. Perspective on Ethics’
      • General Guides to Ethics
        • Golden Rule - Do unto others as you would have them do
      • unto you.
        • Maximise good - Act to provide the greatest good for the
      • greatest number
        • Fairness - Act in ways that are fair or just to all concerned.
        • Maximise long-run outcomes - Act to provide the best long-range benefits to society and its resources
        • General respect - Act to respect the planet and the rights of
      • others because business decisions have widespread effects
    • ‘ Perspective on Ethics’
      • Simplified Criteria for Evaluating Ethical Behavior
        • “ Would this behavior be acceptable if people I respect knew I was doing this?”
        • “ what are the consequences of this behavior for myself, other employees, customers, society?”
      • Ethics are individual and personal, influenced by
        • Life experiences (rewards for doing right, punishment for
      • wrong)
        • Friendship groups (professional associations, informal
      • groups)
        • Organisational pressures (responsibilities to superiors and
      • the organisation)
    • ‘ Perspective on Ethics’
      • Codes of Ethical Conduct
        • An organisation’s code of ethical conduct is the established general value system the organistion wishes to apply to its members’ activities by
          • Communicating organistional purposes and beliefs
          • Establishing uniform ethical guidelines for members
          • [Including guidance on behavior for members in making decisions]
        • Because laws and specific rules cannot cover all situations, organisations benefit from having an established ethical code.
    • ‘ Perspective on Ethics’
      • The code,
      • Effectively communicates acceptable values to all members
        • [including recruits and subcontractors]
      • Provides a method of policing and disciplining members for
      • violations,
        • through formal review panels
        • through group pressure (informal)
      • Establishes high standards against which individuals can
      • measure their own performance
      • Communicates to those outside the organisation the value
      • system from which its members must not be asked to
      • deviate
    • ‘ On Ethics’
      • Ethical dilemma of a Manager- Law will be silent!
      • Eg:
      • Take a favour from one’s dealer to get your child admitted to a good school?
      • Use your office service provider to set up your home computer / cooling system?
      • Are you making off with company funds, if your travel agent can exchange your entitlement to a business class ticket in such a way that you and your spouse can travel together by paying economy fare?
    • ‘ On Ethics’...
      • if the decision does not entail a monetary loss for the organisation, then is it okay?
        • Company may not lose money, but a bad precedent is set!
        • The integrity of records has been tampered with. (It is the first wrong step that is most critical on most occasions)
      • Each organisation must find adequate answers & develop common policies
      • Creating a definite cultural norms which can be translatable in practice. (culture is what one does in the open)
    • ‘ On Ethics’...
      • Rules for exceptions:
        • Seeking exception must not be made easy
        • Sanction at a very high level
        • Criterion of transparency
        • Exceptions should not break the law of the land
        • No exceptions should tamper with the integrity of records
        • [Thus achieve : Uniformity & Fairness]
      • Business ethics works best when you are happy, comfortable & content to be in a fish bowl.
    • ‘ Manager to take the lead!
      • opportunities for exercising leadership!
      • Eg: trivial, but demonstrative exercise in leadership has quite an impact down the line
        • Misuse of office stationery
        • Office punctuality
        • personal calls on the company paid phones
      • Bigger you are the harder you fall!
      • (those in high levels of market respectability should be more clearer than those around them. Transparency & integrity)
    • ‘ On Ethics’...
      • Rule of thumb
        • imagine what it would be like if the act you are contemplating were to appear as ‘headline news in the morning papers!
        • Would you be able to face the work? Your friends? Your subordinates? Your colleagues? Your family?
        • If you can, then go ahead, if you cannot stop right there!
    • THANK YOU This presentation is a service in “Love”. I humbly surrender “ THE fruits of this endeavour” to ‘Sri Sathya Sai’ who is the true author of all these teachings and the driving force in my life.