SlideShare a Scribd company logo
GURUKULA KANGRI
UNIVERSITY (HARIDWAR)
THEORY OF MOTIVATION
BY CHANAKYA
INTRODUCTION
We all are aware of motivation theory given
by Maslow, but we are also unknowingly
using Chanakya theory evolved in third
century in India. Arthshastra written by
Kautilya/ chanakya/ vishnugupta (different
names of same person) has reference of “
Sama, Dama, Danda & Bheda ”. Here is the
illustration of applications for motivation.
though right from our childhood, we are
listening words, SAMA, DAMA, DANDA,
BHEDA.
THEORY OF MOTIVATION
•Sama (counseling)
•Dama (offering of gifts)
•Danda (Punishments)
•Bheda (creating a split)
SAMA
 This word has two meaning first is to advice and
second is to manipulate.
 Things can be shorted by discussion and words.
 When we detail the work, person gets deeper
knowledge and develops interest as well. We need
to listen and understand their problem, convince
them about management perspective.
 Solutions can be worked out to complex problems
through negotiations. Sometimes expertise from
external or internal agency also can help.
SAMA
‘‘DEEPER KNOWLEDGE’’
DAMA
 This word basically means value(in rupees),but in
this context, it means to bribe.
 To pay for works in businesses.
 The point to be noted here is that the concept of
‘daam’ is not just about money. It’s about exploiting
all type of greed in that person by declaring a
reward for job well done.
 Chanakya suggested rewarding employees
sufficiently in order to get the work done.
 Organizations decide to facilitate by cash or kind,
depending upon the policy formulated.
DAMA
“START WORK BY MONEY”
DANDA
 This word means to punish. It also refers to harass.
 Chanakya says “ King with rod becomes a terror. A king
with mild rod is despised, king just with rod is honored”.
 Punishment is always prescribed for view to improve not
to deteriorate, hence there are many ways of punishments
like warning, show cause notice, suspension or salary
cutting. Depending of level of irregularity, type of
punishment needs to be used in view of maintaining
discipline.
 Take this a step further and tell him that he will be
punished if he does not do what you want.
DANDA
BHEDA
 The whole idea is about exploiting the secrets of
the targeted person. Which simply means to
blackmail.
 The various kind of implementations will vary as
per the situations
 Much abused neeti, divide and rule, Chanakya
says something very important. When no weapon
works, then this the hard option, though not
encouraged at all, it is final step.
 It is concluded that employee and organization
cannot work together and hence it is the best
way for the benefit of both.
 Government officers, mostly policemen or IAS
officers often face transfer under this policy.
BHEDA
THANK YOU

More Related Content

What's hot

HR Policy and HR Practices of Tata Motors
HR  Policy and HR Practices of Tata MotorsHR  Policy and HR Practices of Tata Motors
HR Policy and HR Practices of Tata Motors
PavanJadhav33
 
ORGANISATIONAL BEHAVIOUR ,O.B, ORGANIZATIONAL BEHAVIOR
ORGANISATIONAL BEHAVIOUR ,O.B, ORGANIZATIONAL BEHAVIORORGANISATIONAL BEHAVIOUR ,O.B, ORGANIZATIONAL BEHAVIOR
ORGANISATIONAL BEHAVIOUR ,O.B, ORGANIZATIONAL BEHAVIOR
DevadattaSai Cheedella
 
Theories of Group Formation lec 3.pptx
Theories of Group Formation lec 3.pptxTheories of Group Formation lec 3.pptx
Theories of Group Formation lec 3.pptx
AMBIKABHANDARI5
 
Contemporary issues of management
Contemporary issues of  managementContemporary issues of  management
Contemporary issues of management
Ayushprasad19
 
Organizational Conflict
Organizational ConflictOrganizational Conflict
Organizational ConflictShagun Lidhoo
 
Group Decision Making
Group Decision MakingGroup Decision Making
Group Decision Making
mohinee
 
Organisational conflicts and resolution
Organisational conflicts and resolutionOrganisational conflicts and resolution
Organisational conflicts and resolution
renujain1208
 
A true leader mr. ratan tata
A true leader  mr. ratan tataA true leader  mr. ratan tata
A true leader mr. ratan tata
Gaurav Kumar Sharma
 
Management Lessons from Mahabharat
Management Lessons from MahabharatManagement Lessons from Mahabharat
Management Lessons from Mahabharat
Subham Jena
 
Types of groups
Types of groups Types of groups
Types of groups
DisneyPrincesses
 
Organizational Citizenship Behavior
Organizational Citizenship BehaviorOrganizational Citizenship Behavior
Organizational Citizenship Behavior
Sharath g
 
Attitude- Organisational Behaviour
Attitude- Organisational BehaviourAttitude- Organisational Behaviour
Attitude- Organisational Behaviour
shrinivas kulkarni
 
Organization Culture (OCTAPACE)
Organization Culture (OCTAPACE)Organization Culture (OCTAPACE)
Organization Culture (OCTAPACE)Mayank Singhal
 
ORGANISATIONAL BEHAVIOUR- Organisational conflict
ORGANISATIONAL BEHAVIOUR- Organisational conflictORGANISATIONAL BEHAVIOUR- Organisational conflict
ORGANISATIONAL BEHAVIOUR- Organisational conflict
Trinity Dwarka
 
Bhagwat gita management lessons from gita
Bhagwat gita  management lessons from gitaBhagwat gita  management lessons from gita
Bhagwat gita management lessons from gita
Kinjal Shah
 
Organizational Agility for Sustainable Competitive Advantage in VUCA
Organizational Agility for Sustainable Competitive Advantage in VUCAOrganizational Agility for Sustainable Competitive Advantage in VUCA
Organizational Agility for Sustainable Competitive Advantage in VUCA
Seta Wicaksana
 
Chanakya niti for ethics
Chanakya niti for ethicsChanakya niti for ethics
Chanakya niti for ethics
apurva oza
 
Ob+Stress Management
Ob+Stress ManagementOb+Stress Management
Ob+Stress Management
mayankswami
 
Kautilyas Arthashastra In Contemporary Management
Kautilyas Arthashastra In Contemporary ManagementKautilyas Arthashastra In Contemporary Management
Kautilyas Arthashastra In Contemporary ManagementDr. Balakrishnan Muniapan
 
Hr case study
Hr case studyHr case study
Hr case study
anmolgarg12
 

What's hot (20)

HR Policy and HR Practices of Tata Motors
HR  Policy and HR Practices of Tata MotorsHR  Policy and HR Practices of Tata Motors
HR Policy and HR Practices of Tata Motors
 
ORGANISATIONAL BEHAVIOUR ,O.B, ORGANIZATIONAL BEHAVIOR
ORGANISATIONAL BEHAVIOUR ,O.B, ORGANIZATIONAL BEHAVIORORGANISATIONAL BEHAVIOUR ,O.B, ORGANIZATIONAL BEHAVIOR
ORGANISATIONAL BEHAVIOUR ,O.B, ORGANIZATIONAL BEHAVIOR
 
Theories of Group Formation lec 3.pptx
Theories of Group Formation lec 3.pptxTheories of Group Formation lec 3.pptx
Theories of Group Formation lec 3.pptx
 
Contemporary issues of management
Contemporary issues of  managementContemporary issues of  management
Contemporary issues of management
 
Organizational Conflict
Organizational ConflictOrganizational Conflict
Organizational Conflict
 
Group Decision Making
Group Decision MakingGroup Decision Making
Group Decision Making
 
Organisational conflicts and resolution
Organisational conflicts and resolutionOrganisational conflicts and resolution
Organisational conflicts and resolution
 
A true leader mr. ratan tata
A true leader  mr. ratan tataA true leader  mr. ratan tata
A true leader mr. ratan tata
 
Management Lessons from Mahabharat
Management Lessons from MahabharatManagement Lessons from Mahabharat
Management Lessons from Mahabharat
 
Types of groups
Types of groups Types of groups
Types of groups
 
Organizational Citizenship Behavior
Organizational Citizenship BehaviorOrganizational Citizenship Behavior
Organizational Citizenship Behavior
 
Attitude- Organisational Behaviour
Attitude- Organisational BehaviourAttitude- Organisational Behaviour
Attitude- Organisational Behaviour
 
Organization Culture (OCTAPACE)
Organization Culture (OCTAPACE)Organization Culture (OCTAPACE)
Organization Culture (OCTAPACE)
 
ORGANISATIONAL BEHAVIOUR- Organisational conflict
ORGANISATIONAL BEHAVIOUR- Organisational conflictORGANISATIONAL BEHAVIOUR- Organisational conflict
ORGANISATIONAL BEHAVIOUR- Organisational conflict
 
Bhagwat gita management lessons from gita
Bhagwat gita  management lessons from gitaBhagwat gita  management lessons from gita
Bhagwat gita management lessons from gita
 
Organizational Agility for Sustainable Competitive Advantage in VUCA
Organizational Agility for Sustainable Competitive Advantage in VUCAOrganizational Agility for Sustainable Competitive Advantage in VUCA
Organizational Agility for Sustainable Competitive Advantage in VUCA
 
Chanakya niti for ethics
Chanakya niti for ethicsChanakya niti for ethics
Chanakya niti for ethics
 
Ob+Stress Management
Ob+Stress ManagementOb+Stress Management
Ob+Stress Management
 
Kautilyas Arthashastra In Contemporary Management
Kautilyas Arthashastra In Contemporary ManagementKautilyas Arthashastra In Contemporary Management
Kautilyas Arthashastra In Contemporary Management
 
Hr case study
Hr case studyHr case study
Hr case study
 

Similar to Theory of motivation

Dharma Imtp Presentation
Dharma Imtp PresentationDharma Imtp Presentation
Dharma Imtp Presentation
sweeteshu
 
Screaming Employees
Screaming EmployeesScreaming Employees
Screaming Employees
Compass Rose Consulting, LLC
 
eBook_ConflictResolution
eBook_ConflictResolutioneBook_ConflictResolution
eBook_ConflictResolutionsss3k69
 
Hackbright Girl Geek Dinner - Julia Grace on Mentoring
Hackbright Girl Geek Dinner - Julia Grace on MentoringHackbright Girl Geek Dinner - Julia Grace on Mentoring
Hackbright Girl Geek Dinner - Julia Grace on Mentoring
bayareagirlgeekdinners
 
The five learning disciplines senge
The five learning disciplines  sengeThe five learning disciplines  senge
The five learning disciplines sengeRick Coulter
 
ILLUSTRATIONS BY ROB.docx
ILLUSTRATIONS BY ROB.docxILLUSTRATIONS BY ROB.docx
ILLUSTRATIONS BY ROB.docx
alanrgibson41217
 
How Teams Work Influence Strategies
How Teams Work Influence StrategiesHow Teams Work Influence Strategies
How Teams Work Influence Strategies
Mike Cardus
 
COUNSELING TECHNIQUES BY SAJJAD AHMAD AWAN PhD SCHOLAR
COUNSELING TECHNIQUES BY SAJJAD AHMAD AWAN PhD SCHOLARCOUNSELING TECHNIQUES BY SAJJAD AHMAD AWAN PhD SCHOLAR
COUNSELING TECHNIQUES BY SAJJAD AHMAD AWAN PhD SCHOLAR
Malik Sajjad Ahmad Awan
 
"How to werk: Tips from Collaboration Experts.", a dosage collaboration project
"How to werk:  Tips from Collaboration Experts.", a dosage collaboration project"How to werk:  Tips from Collaboration Experts.", a dosage collaboration project
"How to werk: Tips from Collaboration Experts.", a dosage collaboration project
Dosage LLC
 
Sri lankan model for management
Sri lankan model for managementSri lankan model for management
Sri lankan model for managementJayadeva de Silva
 
Leadership, Power & Coalition
Leadership, Power & CoalitionLeadership, Power & Coalition
Leadership, Power & Coalition
Mirza Arif Jeelani Baig
 
Assignment 2 Week 9 Practicum Journal State Practice Agreements.docx
Assignment 2 Week 9 Practicum Journal State Practice Agreements.docxAssignment 2 Week 9 Practicum Journal State Practice Agreements.docx
Assignment 2 Week 9 Practicum Journal State Practice Agreements.docx
braycarissa250
 
So You've Been Fired (Aug 2014)
So You've Been Fired (Aug 2014)So You've Been Fired (Aug 2014)
So You've Been Fired (Aug 2014)Rani Zahed
 
The Leader in You- Dale Carnegie - Book Summary
The Leader in You- Dale Carnegie - Book Summary The Leader in You- Dale Carnegie - Book Summary
The Leader in You- Dale Carnegie - Book Summary
PakeezaTehmuri
 
chanakya-nitippt.ppt
chanakya-nitippt.pptchanakya-nitippt.ppt
chanakya-nitippt.ppt
KrushalLamba
 
Work climate
Work climateWork climate
Work climate
BrittneyLausas
 
Thomas-Kilmann model
Thomas-Kilmann model Thomas-Kilmann model
Thomas-Kilmann model
Aakash Raj
 
Authentic Conversations for OD Net Conference 2008
Authentic Conversations for OD Net Conference 2008 Authentic Conversations for OD Net Conference 2008
Authentic Conversations for OD Net Conference 2008
mshowkeir
 

Similar to Theory of motivation (20)

Dharma Imtp Presentation
Dharma Imtp PresentationDharma Imtp Presentation
Dharma Imtp Presentation
 
Screaming Employees
Screaming EmployeesScreaming Employees
Screaming Employees
 
eBook_ConflictResolution
eBook_ConflictResolutioneBook_ConflictResolution
eBook_ConflictResolution
 
Hackbright Girl Geek Dinner - Julia Grace on Mentoring
Hackbright Girl Geek Dinner - Julia Grace on MentoringHackbright Girl Geek Dinner - Julia Grace on Mentoring
Hackbright Girl Geek Dinner - Julia Grace on Mentoring
 
Iti awosika
Iti awosikaIti awosika
Iti awosika
 
The five learning disciplines senge
The five learning disciplines  sengeThe five learning disciplines  senge
The five learning disciplines senge
 
ILLUSTRATIONS BY ROB.docx
ILLUSTRATIONS BY ROB.docxILLUSTRATIONS BY ROB.docx
ILLUSTRATIONS BY ROB.docx
 
How Teams Work Influence Strategies
How Teams Work Influence StrategiesHow Teams Work Influence Strategies
How Teams Work Influence Strategies
 
COUNSELING TECHNIQUES BY SAJJAD AHMAD AWAN PhD SCHOLAR
COUNSELING TECHNIQUES BY SAJJAD AHMAD AWAN PhD SCHOLARCOUNSELING TECHNIQUES BY SAJJAD AHMAD AWAN PhD SCHOLAR
COUNSELING TECHNIQUES BY SAJJAD AHMAD AWAN PhD SCHOLAR
 
"How to werk: Tips from Collaboration Experts.", a dosage collaboration project
"How to werk:  Tips from Collaboration Experts.", a dosage collaboration project"How to werk:  Tips from Collaboration Experts.", a dosage collaboration project
"How to werk: Tips from Collaboration Experts.", a dosage collaboration project
 
Sri lankan model for management
Sri lankan model for managementSri lankan model for management
Sri lankan model for management
 
Leadership, Power & Coalition
Leadership, Power & CoalitionLeadership, Power & Coalition
Leadership, Power & Coalition
 
Assignment 2 Week 9 Practicum Journal State Practice Agreements.docx
Assignment 2 Week 9 Practicum Journal State Practice Agreements.docxAssignment 2 Week 9 Practicum Journal State Practice Agreements.docx
Assignment 2 Week 9 Practicum Journal State Practice Agreements.docx
 
So You've Been Fired (Aug 2014)
So You've Been Fired (Aug 2014)So You've Been Fired (Aug 2014)
So You've Been Fired (Aug 2014)
 
The Leader in You- Dale Carnegie - Book Summary
The Leader in You- Dale Carnegie - Book Summary The Leader in You- Dale Carnegie - Book Summary
The Leader in You- Dale Carnegie - Book Summary
 
chanakya-nitippt.ppt
chanakya-nitippt.pptchanakya-nitippt.ppt
chanakya-nitippt.ppt
 
Work climate
Work climateWork climate
Work climate
 
Sales_Pro
Sales_ProSales_Pro
Sales_Pro
 
Thomas-Kilmann model
Thomas-Kilmann model Thomas-Kilmann model
Thomas-Kilmann model
 
Authentic Conversations for OD Net Conference 2008
Authentic Conversations for OD Net Conference 2008 Authentic Conversations for OD Net Conference 2008
Authentic Conversations for OD Net Conference 2008
 

More from Agam Sharma

AWS
AWSAWS
Self management
Self managementSelf management
Self management
Agam Sharma
 
Vedas Vedic Management
Vedas Vedic ManagementVedas Vedic Management
Vedas Vedic Management
Agam Sharma
 
Role of manager
Role of managerRole of manager
Role of manager
Agam Sharma
 
Purusharthas ppt
Purusharthas pptPurusharthas ppt
Purusharthas ppt
Agam Sharma
 
Presentation on managerial_excellence__and_organisational_effectivnesss
Presentation on managerial_excellence__and_organisational_effectivnesssPresentation on managerial_excellence__and_organisational_effectivnesss
Presentation on managerial_excellence__and_organisational_effectivnesss
Agam Sharma
 
Individual disciplane
Individual disciplaneIndividual disciplane
Individual disciplane
Agam Sharma
 
Manu smriti
Manu smritiManu smriti
Manu smriti
Agam Sharma
 
Generation of computer
Generation of computerGeneration of computer
Generation of computer
Agam Sharma
 
Financial accounting
Financial accountingFinancial accounting
Financial accounting
Agam Sharma
 
Ethical decision making
Ethical decision makingEthical decision making
Ethical decision making
Agam Sharma
 
Decision making
Decision makingDecision making
Decision making
Agam Sharma
 
Contract of sale
Contract of saleContract of sale
Contract of sale
Agam Sharma
 
Conditions and warranties
Conditions  and warrantiesConditions  and warranties
Conditions and warranties
Agam Sharma
 
Business ethics
Business ethicsBusiness ethics
Business ethics
Agam Sharma
 
Purusharthas
PurusharthasPurusharthas
Purusharthas
Agam Sharma
 
Kautilyas arthashastra for corporates
Kautilyas arthashastra for corporatesKautilyas arthashastra for corporates
Kautilyas arthashastra for corporates
Agam Sharma
 
Business ethic Fundaments
Business ethic FundamentsBusiness ethic Fundaments
Business ethic Fundaments
Agam Sharma
 
Business Ethics
Business EthicsBusiness Ethics
Business Ethics
Agam Sharma
 

More from Agam Sharma (20)

AWS
AWSAWS
AWS
 
Self management
Self managementSelf management
Self management
 
Vedas Vedic Management
Vedas Vedic ManagementVedas Vedic Management
Vedas Vedic Management
 
Role of manager
Role of managerRole of manager
Role of manager
 
Purusharthas ppt
Purusharthas pptPurusharthas ppt
Purusharthas ppt
 
Presentation on managerial_excellence__and_organisational_effectivnesss
Presentation on managerial_excellence__and_organisational_effectivnesssPresentation on managerial_excellence__and_organisational_effectivnesss
Presentation on managerial_excellence__and_organisational_effectivnesss
 
Individual disciplane
Individual disciplaneIndividual disciplane
Individual disciplane
 
Manu smriti
Manu smritiManu smriti
Manu smriti
 
Generation of computer
Generation of computerGeneration of computer
Generation of computer
 
Financial accounting
Financial accountingFinancial accounting
Financial accounting
 
Ethical decision making
Ethical decision makingEthical decision making
Ethical decision making
 
Decision making
Decision makingDecision making
Decision making
 
CSR
CSRCSR
CSR
 
Contract of sale
Contract of saleContract of sale
Contract of sale
 
Conditions and warranties
Conditions  and warrantiesConditions  and warranties
Conditions and warranties
 
Business ethics
Business ethicsBusiness ethics
Business ethics
 
Purusharthas
PurusharthasPurusharthas
Purusharthas
 
Kautilyas arthashastra for corporates
Kautilyas arthashastra for corporatesKautilyas arthashastra for corporates
Kautilyas arthashastra for corporates
 
Business ethic Fundaments
Business ethic FundamentsBusiness ethic Fundaments
Business ethic Fundaments
 
Business Ethics
Business EthicsBusiness Ethics
Business Ethics
 

Recently uploaded

Modern Database Management 12th Global Edition by Hoffer solution manual.docx
Modern Database Management 12th Global Edition by Hoffer solution manual.docxModern Database Management 12th Global Edition by Hoffer solution manual.docx
Modern Database Management 12th Global Edition by Hoffer solution manual.docx
ssuserf63bd7
 
Leadership Ethics and Change, Purpose to Impact Plan
Leadership Ethics and Change, Purpose to Impact PlanLeadership Ethics and Change, Purpose to Impact Plan
Leadership Ethics and Change, Purpose to Impact Plan
Muhammad Adil Jamil
 
SOCIO-ANTHROPOLOGY FACULTY OF NURSING.....
SOCIO-ANTHROPOLOGY FACULTY OF NURSING.....SOCIO-ANTHROPOLOGY FACULTY OF NURSING.....
SOCIO-ANTHROPOLOGY FACULTY OF NURSING.....
juniourjohnstone
 
一比一原版杜克大学毕业证(Duke毕业证)成绩单留信认证
一比一原版杜克大学毕业证(Duke毕业证)成绩单留信认证一比一原版杜克大学毕业证(Duke毕业证)成绩单留信认证
一比一原版杜克大学毕业证(Duke毕业证)成绩单留信认证
gcljeuzdu
 
Training- integrated management system (iso)
Training- integrated management system (iso)Training- integrated management system (iso)
Training- integrated management system (iso)
akaash13
 
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...
CIOWomenMagazine
 
Founder-Game Director Workshop (Session 1)
Founder-Game Director  Workshop (Session 1)Founder-Game Director  Workshop (Session 1)
Founder-Game Director Workshop (Session 1)
Amir H. Fassihi
 
W.H.Bender Quote 65 - The Team Member and Guest Experience
W.H.Bender Quote 65 - The Team Member and Guest ExperienceW.H.Bender Quote 65 - The Team Member and Guest Experience
W.H.Bender Quote 65 - The Team Member and Guest Experience
William (Bill) H. Bender, FCSI
 
TCS AI for Business Study – Key Findings
TCS AI for Business Study – Key FindingsTCS AI for Business Study – Key Findings
TCS AI for Business Study – Key Findings
Tata Consultancy Services
 

Recently uploaded (9)

Modern Database Management 12th Global Edition by Hoffer solution manual.docx
Modern Database Management 12th Global Edition by Hoffer solution manual.docxModern Database Management 12th Global Edition by Hoffer solution manual.docx
Modern Database Management 12th Global Edition by Hoffer solution manual.docx
 
Leadership Ethics and Change, Purpose to Impact Plan
Leadership Ethics and Change, Purpose to Impact PlanLeadership Ethics and Change, Purpose to Impact Plan
Leadership Ethics and Change, Purpose to Impact Plan
 
SOCIO-ANTHROPOLOGY FACULTY OF NURSING.....
SOCIO-ANTHROPOLOGY FACULTY OF NURSING.....SOCIO-ANTHROPOLOGY FACULTY OF NURSING.....
SOCIO-ANTHROPOLOGY FACULTY OF NURSING.....
 
一比一原版杜克大学毕业证(Duke毕业证)成绩单留信认证
一比一原版杜克大学毕业证(Duke毕业证)成绩单留信认证一比一原版杜克大学毕业证(Duke毕业证)成绩单留信认证
一比一原版杜克大学毕业证(Duke毕业证)成绩单留信认证
 
Training- integrated management system (iso)
Training- integrated management system (iso)Training- integrated management system (iso)
Training- integrated management system (iso)
 
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...
 
Founder-Game Director Workshop (Session 1)
Founder-Game Director  Workshop (Session 1)Founder-Game Director  Workshop (Session 1)
Founder-Game Director Workshop (Session 1)
 
W.H.Bender Quote 65 - The Team Member and Guest Experience
W.H.Bender Quote 65 - The Team Member and Guest ExperienceW.H.Bender Quote 65 - The Team Member and Guest Experience
W.H.Bender Quote 65 - The Team Member and Guest Experience
 
TCS AI for Business Study – Key Findings
TCS AI for Business Study – Key FindingsTCS AI for Business Study – Key Findings
TCS AI for Business Study – Key Findings
 

Theory of motivation

  • 3. INTRODUCTION We all are aware of motivation theory given by Maslow, but we are also unknowingly using Chanakya theory evolved in third century in India. Arthshastra written by Kautilya/ chanakya/ vishnugupta (different names of same person) has reference of “ Sama, Dama, Danda & Bheda ”. Here is the illustration of applications for motivation. though right from our childhood, we are listening words, SAMA, DAMA, DANDA, BHEDA.
  • 4. THEORY OF MOTIVATION •Sama (counseling) •Dama (offering of gifts) •Danda (Punishments) •Bheda (creating a split)
  • 5. SAMA  This word has two meaning first is to advice and second is to manipulate.  Things can be shorted by discussion and words.  When we detail the work, person gets deeper knowledge and develops interest as well. We need to listen and understand their problem, convince them about management perspective.  Solutions can be worked out to complex problems through negotiations. Sometimes expertise from external or internal agency also can help.
  • 7. DAMA  This word basically means value(in rupees),but in this context, it means to bribe.  To pay for works in businesses.  The point to be noted here is that the concept of ‘daam’ is not just about money. It’s about exploiting all type of greed in that person by declaring a reward for job well done.  Chanakya suggested rewarding employees sufficiently in order to get the work done.  Organizations decide to facilitate by cash or kind, depending upon the policy formulated.
  • 9. DANDA  This word means to punish. It also refers to harass.  Chanakya says “ King with rod becomes a terror. A king with mild rod is despised, king just with rod is honored”.  Punishment is always prescribed for view to improve not to deteriorate, hence there are many ways of punishments like warning, show cause notice, suspension or salary cutting. Depending of level of irregularity, type of punishment needs to be used in view of maintaining discipline.  Take this a step further and tell him that he will be punished if he does not do what you want.
  • 10. DANDA
  • 11. BHEDA  The whole idea is about exploiting the secrets of the targeted person. Which simply means to blackmail.  The various kind of implementations will vary as per the situations  Much abused neeti, divide and rule, Chanakya says something very important. When no weapon works, then this the hard option, though not encouraged at all, it is final step.  It is concluded that employee and organization cannot work together and hence it is the best way for the benefit of both.  Government officers, mostly policemen or IAS officers often face transfer under this policy.
  • 12. BHEDA