One of the greatest contributions of India to the world is Holy Geeta. It is the song of god sung by sri krishna to arjuna as a counseling to do his duty in the battlefield of kurukshetra.
The bhagvad Geeta’s approach to management focuses on exploring the inner world of the self.
Implications of bhagavad gita in management.This presentation shows the relationship between management and bhagawad gita.Lord krishna's sayings are explained in this presentation with respect to the management studies.
Bhagwad gita and its relation with Motivationmuktaichavan
This presentation explains the relation of various motivational theories with characters from Mahabharata. It also tried to explain the relevance of Geeta in today's organizations.
One of the greatest contributions of India to the world is Holy Geeta. It is the song of god sung by sri krishna to arjuna as a counseling to do his duty in the battlefield of kurukshetra.
The bhagvad Geeta’s approach to management focuses on exploring the inner world of the self.
Implications of bhagavad gita in management.This presentation shows the relationship between management and bhagawad gita.Lord krishna's sayings are explained in this presentation with respect to the management studies.
Bhagwad gita and its relation with Motivationmuktaichavan
This presentation explains the relation of various motivational theories with characters from Mahabharata. It also tried to explain the relevance of Geeta in today's organizations.
Bhagvad Gita chapter 12 ,(Revised 2021) Bhakti Yoga (The yoga of devotion) ,F...Medicherla Kumar
Revised-2021
Dr.Medicherla Shyam Sunder Kumar.
samc108@gmail.com
Chapter 12: Bhakti Yoga (The yoga of devotion) - 20 verses. It describes Bhakti Yoga in detail. Krishna extols the benefits of devotion (12:1-12).
He also explains different forms of devotions and spiritual disciplines. Arjuna inquires whether it is better to worship Krishna (incarnate God) through devotional service or the impersonal God (Ningana Brahma). Krishna clarifies that one who is engaged in active service is the highest (12:20).
Learn from the finest battle of wits in mankind's history, insights from the greatest Indian battle in history. See how its relevant in today's complex and evolving business world and learn to win your work battles too. Send in your queries to me at anshumali.saxena@soilindia.net
Application of ramayana to management principlesdhamechadk
Ascertaining the goals, or job to be done.
Getting mentally prepared for it.
Having a right plan.
SWOT Analysis (strength, weakness, opportunities and threats) of your business.
Leading a team- 'Leadership'.
Organizing the resources required.
Coordinating with the people.
Controlling: checking things are happening as per the plan.
Revised-2021
Dr.Medicherla Shyam Sunder Kumar.
samc108@gmail.com
Chapter 6: Dhyana Yoga, or Atmasamyama Yoga (The yoga of self-control) - 46 verses.
Krishna explains the correct posture for meditation (6:11-15) and
how to achieve samadhi (6:24-27).
BHAGVAD GITA CHAPTER 6 FLOWCHARTS
Chapter six of the Gita,
Abhyasa Yoga,
alternately entitled in Sanskrit
“Dhyan Yoga” (“The Yoga of Meditation”)
UNITIVE CONTEMPLATION,
or “ Atma Sanyam Yoga”
(“The Yoga of Complete Concentration on the Self”),
the "yoga of controlling the Âmâ
Bhagvad Gita chapter 12 ,(Revised 2021) Bhakti Yoga (The yoga of devotion) ,F...Medicherla Kumar
Revised-2021
Dr.Medicherla Shyam Sunder Kumar.
samc108@gmail.com
Chapter 12: Bhakti Yoga (The yoga of devotion) - 20 verses. It describes Bhakti Yoga in detail. Krishna extols the benefits of devotion (12:1-12).
He also explains different forms of devotions and spiritual disciplines. Arjuna inquires whether it is better to worship Krishna (incarnate God) through devotional service or the impersonal God (Ningana Brahma). Krishna clarifies that one who is engaged in active service is the highest (12:20).
Learn from the finest battle of wits in mankind's history, insights from the greatest Indian battle in history. See how its relevant in today's complex and evolving business world and learn to win your work battles too. Send in your queries to me at anshumali.saxena@soilindia.net
Application of ramayana to management principlesdhamechadk
Ascertaining the goals, or job to be done.
Getting mentally prepared for it.
Having a right plan.
SWOT Analysis (strength, weakness, opportunities and threats) of your business.
Leading a team- 'Leadership'.
Organizing the resources required.
Coordinating with the people.
Controlling: checking things are happening as per the plan.
Revised-2021
Dr.Medicherla Shyam Sunder Kumar.
samc108@gmail.com
Chapter 6: Dhyana Yoga, or Atmasamyama Yoga (The yoga of self-control) - 46 verses.
Krishna explains the correct posture for meditation (6:11-15) and
how to achieve samadhi (6:24-27).
BHAGVAD GITA CHAPTER 6 FLOWCHARTS
Chapter six of the Gita,
Abhyasa Yoga,
alternately entitled in Sanskrit
“Dhyan Yoga” (“The Yoga of Meditation”)
UNITIVE CONTEMPLATION,
or “ Atma Sanyam Yoga”
(“The Yoga of Complete Concentration on the Self”),
the "yoga of controlling the Âmâ
I designed this guide to help entrepreneur's navigate the opaque world of coaching. I also created this guide to help them assess and find an amazing coach who is a strong match. Fit is incredibly important because it has a direct impact on the strength of the alliance and quality of outcomes.
This guide is broken up into a number of sections. First, I provide an overview on what coaching actually is. I then share insights into the coaches toolbox. Said another way, the experiences, skills and certifications that a coach may have. From there, we'll dive into how you can run a process and determine fit. I then highlight coaches and organizations that have been recommended by your peers. On our way to wrapping up, I share how you can think about pricing and ROI. Finally, I leave you with some resources if you want to go deeper into coaching.
Working with a coach is a big investment in time, money and energy. Both sides should feel charged to co-create a partnership, embark on a life-changing journey and grow together over time. That's why going into the process armed with guidance and information is so critical. Good luck!
“People will have the greatest influence on productivity, excellence, and quality, but only if leaders can empower employees and give them more autonomy while maintaining effective accountability.”
~ The Coach: Creating Partnerships for a Competitive Edge
From Peer to Leader: How to Develop Your First-Time ManagersBizLibrary
The transition from individual contributor to manager can be a daunting task. A survey by CEB, now Gartner, revealed that more than 50% of new managers fail. Balancing new responsibilities while learning how to lead former peers is a common challenge that most first-time managers struggle to overcome.
During this webinar, Learning & Development Manager Libby Mullen will discuss this challenge and five others that new managers face. She’ll explain why management training is a crucial element to success as your newly promoted managers transition to roles that require new, and frequently unfamiliar, skills and competencies.
Key takeaways:
Identify key strengths and improve weaknesses of first-time managers
Improve the relationship of new managers and their employees through emotional intelligence development and coaching techniques
Create a training plan that builds confidence and increases productivity for your new managers
Managers - Understanding Management (Theory and Approaches)Seta Wicaksana
Average managers play checkers, while great managers play chess. The difference? In checkers, all the pieces are uniform and move in the same way; they are interchangeable. You need to plan and coordinate their movements, certainly, but they all move at the same pace, on parallel paths. In chess, each type of piece moves in a different way, and you can’t play if you don’t know how each piece moves. More important, you won’t win if you don’t think carefully about how you move the pieces.
هناك العديد من نماذج القيادة إلا أن القيادة الموقفية تعتبر من النماذج الأوسع انتشاراً وتطبيقاً لدى العديد من المنظمات. حيث تستخدم القيادة الموقفية ويطلق عليها أيضاً (القيادة التكييفية) لتحسين وتطوير مهارات العاملين والتميز نحو السلوكيات الإيجابية المطلوبة في منشآت العمل المختلفة . وتعد القيادة التكيفية أداة عظيمة للاحتفاظ بالعاملين في حالة من التحفيز والالهام.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
1. Management Lessons from Bhagavat Gita
Submitted by:
Shivram G Krishnan 163040052
Jothish R 163040035
Rifan C 163040040
Guided by
Prof. Ratikanta Panda
07-04-2017 Management Lessons from Bhagavat Gita 1
2. Introduction:
• the average life expectancy of Fortune 500 companies was 40-50 years.
• One-third of companies listed in Fortune 500 in 1970 vanished by 1983
• 40% of new companies lasted less than 10 years
• Modern companies showing high infant mortality rate
07-04-2017 Management Lessons from Bhagavat Gita 2
3. Introduction:
Why is this happening ?
• Stress
• struggle for power and control
• cynicism
• work environment that suffocates human imagination
07-04-2017 Management Lessons from Bhagavat Gita 3
4. The critical question to all Managers
how to be effective in the job??
Gita Answers:
"you must try to manage yourself."
07-04-2017 Management Lessons from Bhagavat Gita 4
5. चञ्चलं हि मन: कृ ष्ण प्रमाथि बलवद्दृढम् |
तस्यािं ननग्रिं मन्ये वायोरिव सुदुष्किम् || 34||
"Mind is very restless, forceful and strong, O Krishna, it is more difficult to
control the mind than to control the wind ..." ......Arjuna to Sri Krishna
(chapter 6, verse 34)
07-04-2017 Management Lessons from Bhagavat Gita 5
6. Why Lessons from Bhagavat Gita ?
Gita offers a framework for stimulating
high levels of motivation
07-04-2017 Management Lessons from Bhagavat Gita 6
7. Alternative Paradigms from Gita
• Notion of time
• Performance Metrics and Assessment
• Work and Efficiency
• Leadership
07-04-2017 Management Lessons from Bhagavat Gita 7
8. Notion of time- Short termism
• quarter-on-quarter guidance
• project a positive outcome quarter after quarter
• create stress, and a short term oriented approach
• Outcome –Negative results in the long run
07-04-2017 Management Lessons from Bhagavat Gita 8
9. Notion of time
• “ time is essentially long term” – First lesson to Arjuna
• feel less pressurized of performance targets in the short run
• create a balance between short term and long term
• People come and go but good principles and ideas must remain and
drive choices in organizations
07-04-2017 Management Lessons from Bhagavat Gita 9
10. Performance Metrics and Assessment
• Biggest constraint for modern management is the mind set towards
performance metrics and assessment
• Modern management practices approach this issue in the context of a
world of duality.
• Actions and outcomes are classified dually
Good Vs Bad,
Desirable Vs Undesirable,
07-04-2017 Management Lessons from Bhagavat Gita 10
11. Performance Metrics and Assessment
• It works at two stages.
• First stage- the dual perspectives are first established
Expectations are for Positive aspects
• Second stage - develop a false notion that only good things are going
to happen
07-04-2017 Management Lessons from Bhagavat Gita 11
12. • In modern management - it is a bad thing to expect negative outcomes.
• Consequently NO skills to expect negative outcomes
• Understand why these happen and evolve no methods to face these.
• This is clearly unrealistic.
• In the absence of these, managers develop needless tension,
• Stress in their work place,
• Deal with their sub-ordinates in non-managerial and at times unprofessional
ways
• Even carry these negative emotions and stress back home and spoil their
family life as well.
07-04-2017 Management Lessons from Bhagavat Gita 12
13. Gita Suggests
• To rise above the plane of duality.
• Sri Krishna urges Arjuna to learn to tolerate the ups and downs that
characterized the world of duality.
• Developing a sense of equanimity (calmness)
• Quality of leadership will dramatically improve and so will the quality
of management.
07-04-2017 Management Lessons from Bhagavat Gita 13
14. what is EFFECTIVENESS ?
&
what is EFFICIENCY ?
07-04-2017 Management Lessons from Bhagavat Gita 14
15. Work and efficiency
Important distinction between effectiveness and efficiency in managing.
• Effectiveness is doing the right things.
• Efficiency is doing things right.
07-04-2017 Management Lessons from Bhagavat Gita 15
16. Work and efficiency
Management Lessons from Bhagavat Gita07-04-2017 16
Work as Defined by Gita (chapter 2):
1. The Doer has the Right to Work
2. The Doer has no control on outcome
3. The Doer has no control on the root causes of the fruits of Actions
4. There is No choice to revel in Inaction
Source: B Mahadevan, Professor, Indian Institute of Management, Bangalore
17. • On seeing the first three components, may choose not to engage in
work.
• Managers will revolt at the idea of doing work but having no control
on outcomes
• But during our life time several occasions we practiced this virtue
• Good work - 'I was lost in the work'?
• we ceased to look for outcomes and enjoyed moment
07-04-2017 Management Lessons from Bhagavat Gita 17
18. Reasons to consider practicing this idea:
• Result orientation breeds - a sense of fear and discomfort – failure
• A desire to have control on fruits of action will invariably force us to focus
on ends instead of means.
• Process orientation will give way for result orientation.
07-04-2017 Management Lessons from Bhagavat Gita 18
19. • Results and outcomes is the matter of future &
• work is the matter of present.
• Therefore with excessive result orientation one tends to escape the
dynamics of 'present' and go after ‘future'.
07-04-2017 Management Lessons from Bhagavat Gita 19
20. Leadership
Management Lessons from Bhagavat Gita07-04-2017 20
• Powerful enabler that can leverage an organization to great heights
• One of the major issues concerning Business Organisations, Government and Society
• There is continuous interest in organizations to understand how great leaders are
identified, created and nurtured
• Modern research has proposed several theories on this.
Source: B Mahadevan, Professor, Indian Institute of Management, Bangalore
21. Leadership- Current styles
• Market contract
• Leaders believe that they have the freedom to take decisions the way
they think is right and have the authority to execute things accordingly
• Leaders having position, power and endowment of resources at their
disposal
• Leader feels he/she can deliver the intended results.
• Not very promising in bringing the best performance in an organization
07-04-2017 Management Lessons from Bhagavat Gita 21
22. Leadership- Current styles
• Psychological contract
• Leaders believe that the unique position that they have obtained and the
endowment of resources at their command provides them a great
opportunity to enable others do their best.
• Nourishing leadership talent around by creating space and agenda for
others.
• People respond to the call of duty and work beyond the norms
07-04-2017 Management Lessons from Bhagavat Gita 22
23. Leadership Lessons from Gita
• Lord Krishna emphasizes to Arjuna in the issue of leadership
• Leading by example
• Developing a sense of equanimity
• Principle of Mutual Dependence
07-04-2017 Management Lessons from Bhagavat Gita 23
24. Leading by example
• ‘Do as I say, not as I do ‘ philosophy
• Leaders think that they are “above law”
07-04-2017 Management Lessons from Bhagavat Gita 24
25. Gita suggests
• Krishna warns Arjuna that he needs to lead by example
• unwavering commitment to walking the talk
• leaders hands are tied, they lose the degrees of freedom and the whole world
will keenly watch the leaders’ action and blindly follow the leaders
07-04-2017 Management Lessons from Bhagavat Gita 25
26. Developing a sense of equanimity
• Problems
• inability to take bad outcomes
• Modern leadership theories have not even recognized this issue
07-04-2017 Management Lessons from Bhagavat Gita 26
27. Gita suggests
• According to Lord Krishna, the world is full of dualities
• leaders are not able to accept the fact that life has both aspects
• master the art of handling the world around us by managing the world
within very well
07-04-2017 Management Lessons from Bhagavat Gita 27
28. Principle of Mutual Dependence
• dominance of individuality as a value of life
• Joint families to nuclear families
• society views individual rights as an important element of growth and
progress
• The idea that begins as individuality will soon transform into selfishness
• the way we approach life will be dominated by “what is in it for me?”
07-04-2017 Management Lessons from Bhagavat Gita 28
29. Gita Suggests
• To achieve ultimate prosperity and success in whatever we do we need to
honor the principle of mutual dependence.
• The spirit of sharing and unconditional giving (the virtue of Yajna) is the
basis on which everything in the world sustains.
• Paraspara Bhava, Lord Krishna says, is the one that guarantee us ultimate
prosperity (Param Shreyas).
07-04-2017 Management Lessons from Bhagavat Gita 29
33. Conclusions:
Management Lessons from Bhagavat Gita07-04-2017 33
• “ The best leader is the one who leads like a baby. The baby, though apparently
depending on everyone, is the king of the household”_ Swami Vivekanada.
management is a body
of knowledge that enables entities to deal with
a multitude of situations involving people
From
Cynicism: a belief that people are motivated only by self interest
Bhagavat Gita is text for spiritual progress and self realization
But Gita can also be considered as the World’s First Text on Management
Here Arjuna is common man, who has the same doubt as you and me
magic transformation that
Arjuna has gone through from a state of fear,
mental agony and hair raising experience to one of waging
a war against a battle of most credible and
competent leaders in the society and
eventually winning the war.
Comparative analysis between Gita and current management philosophies.
Current Management scenario:
that they inform the market players and their stakeholders what can be expected of them in the next quarter.
to cut costs & show impressive results, it is customary in several organizations to slash training budgets and expenditure on
Research and Development
Suggession by Gita
IF we are targeting long term goals
all actions and outcomes are first classified using a framework of duality; good Vs bad,
desirable Vs undesirable,
it is a bad thing to expect negative outcomes in this scheme of duality.
Consequently, they develop no skills to expect negative outcomes
managers develop needless tension,
experience stress in their work place, deal with
their sub-ordinates in non-managerial and at
times unprofessional ways and even carry
these negative emotions and stress back home
and spoil their family life as well.
Equanimity=calmness and composure, especially in a difficult situation.
If managers can develop a sense of equanimity
as indicated in the Gita, the quality of
leadership will dramatically improve and so
will the quality of management.
In a market contract people work for the pay and no
more. They feel that additional work is not worth unless they are compensated more. This model of
leadership is not very promising in bringing the best performance in an organization.
In a psychological contract people respond to the call of duty and work beyond the norms if
situations demand such a response. They own their place of work much more and feel more
involved in many things in their work place.
In several
chapters in the Gita there are interesting references to the quality of leadership. If we carefully
analyze them three interesting ideas emerge
Consider what Mahatma Gandhi accomplished through his actions: He spent most of his adult life living what he preached to others. He was committed to nonviolent resistance to protest injustice, and people followed in his footsteps. He led them, and India, to independence – because his life proved, by example, that it could be done.
A child looks upon the parents, elders and the
teachers very closely and derives its value systems very early in life.
When everything goes well the leadership is fine. However the moment some unexpected things happen (such as losing something significant, defeat of one kind or the other etc.) they just lose their balance.
Leaders derive their credibility, respect and power from their unwavering commitment to walking the talk
One of the biggest problems that leaders face is their inability to take bad outcomes as it unfolds at
times.
Not afraid of anyone and not generating any sense of fear in others
shown by Krishna by guiding Arjuna
( pic: Ronald Reagan, President of USA)