Ethics in management

DHARMIC VALUES AND HUMAN RESOURCE MANAGEMENT: R. C. Sastry; Vikas Publishing House Pvt. Ltd., 576, Masjid Road, Jangpura, New Delhi-110014. Distributors: UBS Publishers' Distributors Ltd., 5, Ansari Road, New Delhi-110002. Rs. 475.

PETER F. DRUCKER, in his locus classicus, The Practice of Management, stresses that modern managers should lend the "dynamic, life-giving element" to business. Prof. Amitav Bose, Director, IIM Calcutta (which prescribes a module on "values") observes: "Professionalism does not mean goodbye to ethics". While Maharishi University of Management refers to "the self- referral consciousness" of the manager, the Indian School of Business, Hyderabad, makes a holistic study of "mind, body and soul" compulsory. Thus, value-based management, with focus on the individual, has become the mantra of the new millennium.

The author of this autobiographical-cum-professional book under notice adds yet another dimension to human resource (HR) problems and perspectives. The main feature of this book is its offbeat approach in application of dharmic values to modern managerial practices. The book has seven chapters.

Chapter one, "Trials and tribulations" is the curtain raiser to the author's eventful corporate career. His early contacts and purposeful dialogues with senior managers, trade union leaders and grassroots level workers at the Aluminium Industry Ltd., (ALIND) and the Indian Leaf Tobacco division of India Tobacco Company (ITC) went a long way in laying firm foundations for future growth. Experiments and experiences shaped the writer to become a vital link in the employee-management chain instead of a cog in the industrial wheel. Development of industrial culture embedded with noble qualities like duty, character and loyalty treating all employees as associates was discovered to be the hallmark of a good HR manager.

Chapter two, "Speak-up and at the right time" draws inspiration from a host of spiritual texts. For instance, Vidura's counsel to Dhritharastra in the great epic, Mahabharata, on decision-making is eminently applicable to the present day corporate scenario. Another precept is a king (read manager) should have integrity, consult seniors and seek consensus, be discreet in choice of words and maintain equanimity. Managers who practise these qualities motivate others and become leaders before long.

Chapter three, "Confrontation and collaboration" provides guidelines for settlement of conflicts and disputes. It highlights how different yogas of the Bhagavad Gita (an outstanding exposition on self-management), serve as several disciplines in the art of living for survival in the oppressive organisational world. One is also constantly reminded of Kartavya (duty), the cardinal message of the Gita. Similarly, Adi Sankara's sane advice in dealing with fear and desire is very helpful in the development of human resources.

Chapter four, "Nice to be tough" proclaims the need of "loose- tight" and "nice-tough" approach in developing leadership capacity. A case study "The way we want to manage" structured by C. R. Jagannathan, former Deputy Chairman, ITC (annexure I), comprehensively deals with various topics like organisational diagnosis, need for paradigm shifts, employee involvement in strategic planning and total quality management (TQM) et al. The anecdote of Ramarao, an ILTD employee, walking 16 km in deep water of cyclone-affected Ongole area to provide succour to colleagues in distress, is an enlightening HR lesson worthy of J. Krishnamurthy's saying "first a human being". That this employee had no career growth speaks ill of corporate ethics. Chapter five, "Commitment to truth" reminds the well-known Sanskrit slogan (of the Government) "Satya meva jayathe" of Mundakopanishad. According to Valmiki's Yoga Vasishta, Lord Rama's ministers include Hanuman, Sushena, Indrajith as well as dispassionate, deteached, above greed and possessiveness. Besides listening to advice, a ruler should have noble qualities. The prevalent craze for lofty titles, such as chairman, vice- chairman, president and vice-president et al look ridiculous, since this sort of ego trips threaten the fundamentals of participatory management. Service to customers, employees, community and stakeholders becomes meaningful only if openness, empathy and trust are spread all around.

Chapter six, "Principles do pay" emphasises that formal corporate communication through group induction and common development programmes have to be fine-tuned towards achievement of spirit of cohesion and common culture. The phenomenon of top jobs going to outsiders can be reversed, if employees become more career conscious than job (for money) conscious. Providing future leaders from within the industry should become the sheet anchor of corporate philosophy.

Chapter seven, "Truth prevails" relates how America's greatest leadership problem i.e. "arrogance" also plagues the Indian chief executive officers (CEOs), who practise the "Ahameva Brahma" (I am the ultimate person) concept. Jack Ebbels categorises people as big-big men and big-little men; while the former are genuine and human, the latter gets puffed up about nothing.

Annexures at the end of the text, illustrated with diagrams and flow charts, explaining different aspects of management like stakeholders' image, organisation climate survey and environment are interesting and instructive. The author has four decades of managerial experience in a number of prestigious organisations.

His interactions with stalwarts lend authenticity to issues discussed and solutions arrived at. It may be difficult to agree with all that the author says; Ganguly's projection as a leader (sports) is a case in point. At places, the text appears to be didactic and repetitive.

A list of abbreviations (found throughout) and a sum-up at the end of each chapter should have made the book more reader- friendly.

Despite these minor hiccups, this excellent treatise will be of immense use to business management students, faculty and practising HR managers. With a blend of tradition and modernity, theory and practice, here is a role model of Indian management as distinct from the American and Japanese brands. A valuable addition to the corpus of management literature.

P.V.L.N. RAO

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