spirituality in management

A PROJECT ON:

SPIRITUALITY IN MANAGEMENT

CONCEPT AND LESSONS FROM INDIAN AND WESTERN LITERATURE

Under the guidance of:

Prof. Radha Sharma

Group 3

Kuntal Das (10P025)

Manali Subramaniam (10P026)

Pradeep V (10P038)

Rajat Gururaj (10P043)

Sidhanth Hota (10P052)

Vishal Shah (10P060)

TABLE OF CONTENTS

1. Introduction...................................................................................................................................2

1.1. What is Spirituality.............................................................................................................2

1.2. Aspects of Spirituality........................................................................................................3

1.3. Spiritual Intelligence..........................................................................................................4

2. Spirituality in Business and Management......................................................................................5

2.1. Need for Spirituality in Organizations................................................................................5

2.2. Managing in the New Spiritual Workplace.........................................................................6

2.3. Spirituality and Management Ideologies...........................................................................6

2.4. Principles of Spirituality in the Workplace.........................................................................7

2.5. Benefits of Spirituality in Management...........................................................................10

3. Spirituality in the Indian context..................................................................................................11

3.1. Purusharthas – Four Fold Fruits of Life............................................................................12

3.2. Vedic Knowledge.............................................................................................................12

3.3. The BHAGVAD GITA.........................................................................................................13

4. Buddhism and Management.......................................................................................................16

5. Classification of Organizations based on Spirituality...................................................................18

5.1. The Soulful Organization..................................................................................................19

5.2. The Ascetic Organization.................................................................................................19

5.3. The Holistic Organization.................................................................................................20

5.4. The Professional Organization.........................................................................................20

6. Examples from the Industry.........................................................................................................20

6.1. The Art of Living Foundation............................................................................................21

6.2. Management Centre for Human Values..........................................................................21

6.3. Southwest Airlines...........................................................................................................22

6.4. Maharishi Mahesh Yogi's transcendental meditation......................................................22

7. Conclusion...................................................................................................................................23

Page 1 of 22 Spirituality in Management

8. References...................................................................................................................................24

1. http://www.merriam-webster.com/ [Accessed28 August 2010]................................................24

2. New Renaissance Magazine,[online],Available at http://www.ru.org/ [ Accessed 28 August 2010]...................................................................................................................................................24

3. http://kidshealth.org/ [Accessed 29 August 2010]......................................................................24

4. http://www.itstime.com/rainbow.htm [Accessed 30 August 2010]...........................................24

5. http://www.wisdompage.com/rutte01.html [Accessed 30 August 2010]..................................24

6. What-is-spirituality-at-work, [online],Available at http://managementhelp.org/blogs/spirituality [Accessed 30 August 2010]..................................................................................................................24

7. Value-of-spirituality-in-the- workplace ,[online], Available at http://managementhelp.org/blogs/spirituality/ [Accessed 31 August 2010]......................................24

8. Can Spirituality Pave the Way to a New Paradigm for Management and Business,[online],Available at http://www.nyenrode.nl/businesstopics/entrepreneurship/[Accessed 30 August 2010].......................................................................................................................................24

9. http://www.businessweek.com/magazine/content/06_44/b4007091.htm [Accessed 1 September 2010].................................................................................................................................24

10. http://www.cmseducation.org/visitor/art_bhagvad.htm [Accessed 1 September 2010].......24

11. Pujan Roka , Uncovering the leadership lessons of the Bhagavad Gita,[online],Available at http://www.chiefexecutive.net/ [Accessed 1 September 2010]..........................................................24

12. Buddhism-for-business,[online],Available at http://blag.biz/ [Accessed 1 September 2010]24

13. http://fesrvsd.fe.unl.pt/WPFEUNL/WP2004/wp452.pdf [Accessed 1 September 2010].........24

14. Business-spirituality ,[online],Available at

http://www.lifepositive.com/mind/work/corporate-management [Accessed 1 September 2010]....24

9. Appendix......................................................................................................................................25

1. Introduction

1.1. What is SpiritualityIt would be unfair to try and give a definition of spirituality as a concise concept whose essence has been fully captured because various facets of spirituality are yet to be ascertained by mankind. Spirituality is changing its form and dimensions and also the place that holds in people’s minds.


The Webster dictionary defines spirituality as “something that in ecclesiastical law belongs to the church or to a cleric as such” and” “sensitivity or attachment to religious values.” 1

We, however beg to disagree with this definition since we believe it is a narrow definition. Spirituality is a superset of religion, but not in a mathematical way, in a rather complex dynamic.

The essence of spirituality can be captured in the following quote:-

“We can no more do without spirituality than we can do without food, shelter, or clothing.”-Ernest Holmes

Spirituality usually involves:-

i) an experience of love and connection to the world and others

ii) a recognition of the ultimate Unity of All Being, and through that, of the preciousness of the earth and the sanctity of every human being on the planet

iii) a conviction that the universe is not negative or neutral but tilts toward goodness and love

iv) a joyous and compassionate attitude toward oneself and others

v) a deep trust that there is enough for all and a feeling of fairness towards equality in distribution

vi) a sense that the world is filled with a conscious spiritual energy that transcends the categories and concepts that govern reality and inclines the world toward freedom, creativity, goodness, connectedness, love, and generosity

vii) a deep inner knowing that our lives have meaning through our innermost being as manifestations of ultimate goodness of the universe. 2

1.2. Aspects of Spirituality

1.2.1. Spirituality and Religion

Spirituality is not just Religion however Religion is also not completely a Spiritual concept. Spirituality is a lived experience, a set of practices and a consciousness that aligns us with a sense of sanctity of All Being.

Traditionally, religions have regarded spirituality as an integral aspect of religious experience. Many do still equate spirituality with religion, but declining membership of organized religions and the growth of secularism in the western world has given rise to a broader view of spirituality.

Secular spirituality carries connotations of an individual having a spiritual outlook which is more personalized, less structured, more open to new ideas/influences, and more pluralistic than that of the doctrinal faiths of organized religions.

The main difference between Spirituality and Religion is the freedom to choose your own path towards enlightenment and ultimately, recognition of our Divine selves.


There is absolutely nothing wrong with many religions and belief systems, except that they are exclusionary and limiting. The main goals and ideals of most world religions are very much the same, but in most we are taught that as followers of a particular belief system, we are right, we will be saved and the others, well, poor unenlightened ones, they will be left behind.

1.2.2. Spirituality and Health

Recent medical studies indicate that spiritual people exhibit:-

i) fewer self-destructive behaviours like suicide, smoking and drug and alcohol abuse

ii) less stress

iii) a greater total life satisfaction 3

1.2.3. Spirituality and Sports

The desire to experience spiritual well-being is one reason we play sports. According to psychologist Mihaly Csikszentmihalyi, sport is important because it’s one of the most readily available ways of generating the state of “Active Absorption”.

1.3. Spiritual IntelligenceHoward Gardner opened the door to discussion of “multiple intelligences” with his book Frames of Mind in 1983. Gardner added “philosophical intelligence” to his discussion on multiple intelligences in his book, “Intelligence Reframed” in 1999.

This is a model by Cindy Wigglesworth, President, Conscious Pursuits, Inc. (CPI) depicting four intelligences and how the needs for these intelligences develop as life progresses for any individual.

The flow chart depicts the shift in focus as a human being ages. It can be succinctly described as follows:-


i) As babies we first focus on controlling our bodies.

ii) Then our linguistic and conceptual skills develop (IQ) and are a key focus of our school work.

iii) We do some early development of relationship skills, but for many of us “EQ” or emotional intelligence becomes a focus area only later when we realize we need to improve – usually based on feedback in romantic and work relationships.

iv) “SQ” or spiritual intelligence typically becomes a focus later – as we begin to search for meaning and ask “Is this all there is?”

The Four Intelligences- Cynthia Wigglesworth

2. Spirituality in Business and Management

2.1. Need for Spirituality in OrganizationsThe world of organizations is undergoing a period of change from employment relationships characterized by security, continuity and loyalty, to relationships denoted by exchange and future employability. These changes have made clear the need to view people as the creators of knowledge and thus as a valuable organizational resource. Considering both the need to treat people with dignity and the relationships between psychological well-being and organizational results, people


should not be treated as “human resources” but as “integral human beings”. To treat people in their entirety means to understand and correspond to both their material and immaterial needs. These may be said to include spiritual needs.

What would a more spiritual workplace mean for people? It would mean that work would move from merely being a place to get enough money to survive — from just earning our daily bread — to being a place of livelihood. By livelihood we mean a place where we both survive and are fully alive. We are alive in that our spirit fully expresses itself. And through our contribution, we allow other people's spirits to be nourished and to flourish. Livelihood has, at its core, three meanings for work: survival (you are alive), enlivening of the individual Self (your aliveness) and enlivening of the collective Self (their aliveness).

As we move more into a service and technological economy, we want to continually expand innovation and creativity. But you can't demand that of people. "Human capital" has to be treated differently than "Financial capital." You have to create an atmosphere in which creativity and innovation flourish; and that is accomplished through the bountiful expression of spirit. When we are more in touch with the Source of creativity, there is also revitalization, renewal and resilience. 8

2.2. Managing in the New Spiritual Workplace Today, we live in the transition period between the old definition of work as survival and the new definition of work as livelihood. New management techniques and new organizational structures are needed to handle this emerging context.

Management in the survival mode has been based on command and control. The way you get people to produce is by telling them what to do and making sure it gets done. But in a spiritual workplace, productivity is achieved through nurturing the expression of the self and the spirit. Our job, as leaders, is to facilitate the discovery of spirit, to esteem it, to celebrate it, and to hold others accountable for their expression of it. Support your employees and colleagues in being clear that part of their job responsibility is to fully express their spirit, their life purpose, and their gifts.

Another new management function will be helping people unleash and express their full, creative spirit. One of the ways to do this is to reconnect people with their artistry, whether that's music, painting, dancing, poetry or cooking. Another great way to reconnect with your creativity is to read and do the exercises.

2.3. Spirituality and Management Ideologies A long yet turbulent relationship between spirituality and management can be identified. Organization theories tend to be approached from a secular perspective. Sandelands wrote that “Without God management theory is nonsense and we who teach it are charlatans or worse.” Tinsley draws managerial lessons from the Old Testament Book of Proverbs. Mitroff argued that religion is an inappropriate form of expression in the workplace. Spirituality, on the contrary, may be a relevant component of life in organizations. 4 Some authors consider it integral to new economy, knowledge-based organizations.


Sometimes workers are portrayed as being a-spiritual, at least on matters related to the workplace. At other times they are conceived as dependent people, waiting to receive the principles of spiritual or religious growth from their illuminated superiors. On still other occasions they are represented as individuals whose spiritual needs should be addressed by organizations.

Management ideologies can be analyzed with reference to the intersection of two major influences:1) a pendulum swing between spiritual and secular approaches2) a progression from the view of workers as dependent to independent.

We consider that workers are taken as dependent when they are viewed as not being able to devise the best for themselves. If that is the case, someone (e.g. the manager) has to take care of them (e.g. to help them escape from undesirable behaviours). People are viewed as independent when they are expected to make their own autonomous choices. They are treated as organizational citizens, not as passive-reactive employees. To understand the shift from the first to the second view, we have to consider the transition from Taylorist to post-Taylorist organizations. In the first case, with the exception of the professional elite, workers were expected to execute orders as obediently and diligently as possible. Passive dependence was congruent with the organizational model. In post-Taylorist organizations, employees became expected to be active and intelligent participants. The employee as a “passive cog” gave place to the “active and willing accomplice”. In other words, dependence gave place to independence. Regarding the spirituality dimension, management is represented as spiritual practice when it assumes that there is a spiritual component in the managerial activity that should be taken as an integral part of the profession. Management is viewed as secular practice when it is taken as a-spiritual and limits its influence to the work sphere of an individual’s life. 5

Combining these two dimensions (model of management as spiritual or secular and model of the person as dependent or independent) results in a framework that supports a theoretical analysis of organizational spirituality. Such a framework helps us to understand why organizational spirituality may be a source of human development and also a mechanism of compliance.

2.4. Principles of Spirituality in the WorkplaceSpirituality in the workplace can be defined using seven principles: Creativity, Communication, Respect, Vision, Partnership, Energy and Flexibility. 6

All Seven Principles are related; all are important.

We recognize that each person has their own beliefs. We respect each individual's belief and their right to hold their beliefs sacred and private. Spirituality - as we define it - has no religious component or preference; it is a way of expressing more humanity.

i) Creativity

Creativity includes the use of colour, laughter and freedom to enhance productivity. When people enjoy what they do, they work much harder. Creativity includes conscious efforts to see things differently, to break out of habits and out-dated beliefs to find new ways of thinking, doing and being. Creativity is a natural, normal aspect of healthy human beings.


Suppression of creativity leads to violence - people are naturally creative. When they are forced to crush their creativity, its energy force turns to destructive release - their inherent humanity must express itself.

ii) Communication

Communication is the vehicle that allows people to work together. In our society, our learning process is based on learning to communicate with teachers and parents. When we go out into the world, most of us have not learned how to communicate with our peers for the purpose of achieving something beneficial for all of us. We constantly try to win the favour of the "parent" or "teacher" or "adult" - usually a management figure. We try not to get punished. This behaviour leads to subterfuge among employees - trying to figure out how to beat the system, gain extra favours, say the "popular" thing or to keep our views to ourselves rather than "rock the boat."

Learning to listen to others and really hear them, speak the truth - your own truth, and come together in a human understanding leads to powerful productivity for all involved. Whether a personal relationship or a work relationship, one of the most important skills anyone can learn are good communication skills.

Lack of communication leads to isolation, confusion, conflict, unnecessary anxiety, mistrust, suspicion and much more.

iii) Respect

Respect of self and of others. It includes respect for the environment; other people's personal privacy, their physical space and belongings; different viewpoints, philosophies, religion, gender, lifestyle, ethnic origin, physical ability, beliefs and personality.

When we go out into the world, most of us have not learned how to work together as equals. The old patterns and training come forth through lack of respect for our peers, our management, our employees, and our customers. We try to compete with them, and we try not to get punished.

When we learn respect for our peers, we can come to acceptance of their differences. We can learn to use those differences for our mutual benefit. For example, the person who can sit all day in front of a computer and be productive can help the person who works best by talking and moving around. Both functions are important. Rather than criticizing the other for being different, we can learn how different people see the world. Our Personality Game is one way to do this

Along with Respect comes Acceptance, which includes acceptance of the inherent right of each person to follow their chosen life path, and acceptance that diversity and variety lead to a rich mixture of humanity.

Lack of respect and acceptance lead to conflict and hostility.

iv) Vision

Vision means seeing beyond the obvious - seeing the unseen. It is a trait used to describe leaders and entrepreneurs.


For some people, vision is an inborn trait. They have always seen things that others cannot see. Others learn to broaden their perspective, to question the obvious, to reach beyond where they are, to follow a dream. They see a vision of what can be, of possibilities beyond the status quo. They follow their vision in spite of obstacles or non-believers.

Vision can be learned. The only requirement is a strong desire to want to learn, coupled with a strong desire to grow and expand beyond where you are.

v) Partnership

Partnership encompasses individual responsibility and trust that other people will perform according to their commitments for the good of the team and partners.

Partnership accepts that different people have different viewpoints and beliefs; those differences are used as positive aspects for broadening the team experience.

Partnership encourages a balanced and fair way of being and working together, as well as honest disagreement without hostility or warfare.

Partnership encourages the female and male aspects of us to work together, without either one over-ruling or dominating the other.

Lack of partnership leads to isolation and unhealthy competition.

vi) Energy

Positive energy forces are released when people feel creative, have the freedom to express their opinions, and feel respect from their management and their peers.

The opposite energy force creates hostile workplace situations including violence, sexual harassment, discrimination, verbal abuse, lack of respect, loss of productivity as well as all dysfunctional or addictive work situations.

Your contribution to the collective positive energy is using your own creativity, communicating well, having respect for others, adapting to changing situations, working well with others and enjoying what you do. Your contribution to the collective negative energy is withholding your talents, communicating without respect, fighting and arguing with others, resisting changes, creating tension with others and hating what you do.

You play a significant role in the overall energy force - each person can contribute positive energy or negative energy.

vii) Flexibility

Flexibility includes the ability to adapt to changing situations and allowing one's own beliefs and habits to change as needed. As our world changes at an ever-rapid pace, we need to find ways to adapt and change ourselves with it.


Learning to see trends and prepare for them is one way of learning flexibility. Another is to learn about ourselves, our own strengths and our weaknesses. Then, work to operate from our strength, allowing others to help us with our weaknesses.

viii) Fun

People who enjoy their life work harder, make more money, have more confidence in themselves, have more friends and are far healthier than people who worry constantly, fight with others, feel frightened all the time, abuse their health and have low self-respect.

Reducing stress requires a willingness to appreciate nature, to see what others are too busy to see - the peaceful way that nature changes and grows all around us.

ix) Finding Yourself

Learning about who you are, how you can control your world by changing your attitude, and learning to respect and accept others helps unite us together, strengthening that universal energy that keeps us alive.

What you call this universal energy is unimportant. It is there, whether we see it, feel it or believe it. When we are in harmony with it, our lives are smoother and easier. When we fight it, we are only fighting our self.

Our attitude about the world defines how our life unfolds. Make a choice today to live the fullest life possible - filled with friends and enjoyable work. The world will be a better place for all of us.

2.5. Benefits of Spirituality in ManagementResearch shows the impact spirit in the workplace can have for individuals and organizations. The key outcomes that everyone can benefit from are:-

i) Boosts morale - Engaging in practices that support spirit in the workplace can uplift the spirits of everyone involved.

ii) Influences satisfaction - Since spirit in the workplace encourages each individual to bring their whole self to both work and home, it increases the satisfaction level in both areas.

iii) Strengthens commitment - Being aligned with an organization that fosters the essence of who you are enables you to feel and display a tremendous sense of loyalty.

iv) Increases productivity - When you feel a greater sense of connection to your work, you are more motivated to produce good work. This in turn increases the overall productivity of an organization.

v) Improves the bottom line - According to a nation-wide study on spirituality in the workplace, organizations which integrate another bottom-line into its practices – like spirituality – actually increase the financial bottom-line. These organizations believe that spirituality could ultimately be the greatest competitive advantage. 7


3. Spirituality in the Indian contextToday, in the business world, the profit bottom line is not the sole criterion that fires corporate thinking. There is a clear crosscurrent based on Indian ethos and eastern spiritual values that is quietly pervading boardrooms across the globe. The grit and gumption of Oriental nations is creating a strong undercurrent that's holding back western domination of markets. Japan led the way. Now it is the turn of China and India. Indian IT personnel are fanning out to all corners of the globe, further popularizing not just curries, chutneys and dosas, but yoga, meditation, Vipassana, ayurveda and


other holistic Indian traditions. As materialism, consumerism and an I-centric mindset spread their tentacles through the Internet and satellite channels, the spiritual eastern response spearheaded by India is inculcating traditional values and work ethics.

3.1. Purusharthas – Four Fold Fruits of LifeSpirituality is deep rooted in Indian culture. We are unlikely to come across some literature from ancient India having no reference whatsoever to spirituality. These ancient literatures talk about the meaning of life and the concept of existence, consciousness and happiness, values, purpose and ethics. The value of the question pertaining to the purpose of life coincides with the achievement of ultimate reality.

Since the dawn of human existence, four aims have brought purpose and meaning to our lives. These are the same aims that the poet Tulsidas wrote about in the Hanuman Chalisa centuries ago when he called them "The four-fold fruits of life." These are the four "Great Goals" or "Purusharthas" recognised by the ancient rishis and documented in the Mahabharata and the Bhagavad-Gita. These are:-

i) ARTHA or PURPOSE

ii) KAMA or PLEASURE

iii) DHARMA or DUTY

iv) MOKSHA or LIBERATION

3.2. Vedic KnowledgeModern management are increasingly adopting Vedic precepts to stay in the race for market share. The Vedas are a systematic and formulated study of the science of life. Vedanta literally means the end (anta) of knowledge (ved). Says Anuj Bahl of Logic Control:

"Indian ethos is more vital to modern management than any other management theory for the simple reason that it takes in to account a 'whole' man rather than approaching man in a partial fashion as the other theories do.”

Advaita Vedanta (monism) advises us that we should determine our goals, identify our capabilities and focus our actions upon the goals. Vedanta identifies key areas where man suffers on various fronts due to the ignorance of various laws of life and nature. Such ignorance leads to a loss in physical and mental energies causing tremendous damage in the effective implementation of the actions.

One can start to find and develop his own purpose and intentions by stopping for a moment and asking to self two questions: "What is most important to me in my life? What are my deepest values and beliefs?" Answers to these questions are much needed in the world of management today when it has become the most materialistic. Give time to explore these questions and notice what comes up that touches and inspires one most deeply.


3.3. The BHAGVAD GITAWhen we look around to seek the life's purpose or goals in the Indian contexts, we consider Mahabharata, the great epic, as an authentic source to know one's life purpose, considering its immense importance to culture in the Indian subcontinent. The Gita has lessons for everybody on the world today more so in the field of management.

The Gita is considered to be one of the greatest contributions of India to the world is spirituality, which is considered to be one of the first revelations from God. The spiritual philosophy and management lessons in this holy book were brought in to light of the world by the great Saints of India and the philosopher of India. Maharishi calls the Bhagavad-Gita the essence of Vedic Literature and a complete guide to practical life. It provides "all that is needed to raise the consciousness of man to the highest possible level." 9

Arjun, a warrior prince struggling with a moral crisis before a crucial battle, gets mentally depressed when he saw his relatives with whom he has to fight (Mental health has become a major international public health concern now). To motivate him the Bhagavad-Gita is preached in the battle field Kurukshetra by Lord Krishna to Arjun as counselling to do his duty while multitudes of men stood by waiting.

One key message is that enlightened leaders should master any impulses or emotions that cloud sound judgment. Good leaders are selfless, take initiative, and focus on their duty rather than obsessing over outcomes or financial gain. "The key point," says Ram Charan, a coach to CEOs such as General Electric Co.'s (GE ) Jeffrey R. Immelt, "is to put purpose before self. This is absolutely applicable to corporate leadership today." 10

The modern (Western) management concepts of vision, leadership, motivation, excellence in work, achieving goals, giving work meaning, decision making and planning, are all discussed in the Bhagvad Gita. There is one major difference. While Western management thought too often deals with problems at material, external and peripheral levels, the Bhagvad Gita tackles the issues from the grass roots level of human thinking. Once the basic thinking of man is improved, it will automatically enhance the quality of his actions and their results.

The management philosophy emanating from the West is based on the lure of materialism and on a perennial thirst for profit, irrespective of the quality of the means adopted to achieve that goal. This phenomenon has its source in the abundant wealth of the West and so 'management by materialism' has caught the fancy of all the countries the world over, India being no exception to this trend. Gita does not prohibit seeking money, power, comforts, health. It advocates active pursuit of one's goals without getting attached to the process and the results.

3.3.1. Lessons from the BHAGVAD GITA

i) First Know Thyself

The Bhagvad Gita suggests that leaders cannot lead effectively unless they know their own selves. This understanding of the self does not limit itself only to knowing the physical and psychological states but goes further down to our deepest levels of consciousness.


Deep levels of consciousness can be understood by going into a deep meditative state. When we meditate, we experience absolute stillness. Many define this state as the state of nothingness - something that has no physical dimension to it. Today scientists have found remarkable psychological and physiological improvement of the human body when the mind is in a meditative state.

The Bhagvad Gita suggests that we can find our true potential and purpose by understanding our quantum self. The same principle applies to leadership. We can become effective leaders when we understand our quantum self. Today, we understand leadership as something that is not only about leading a nation, a corporation, or a big entity, but it is about influencing and guiding others. Leadership is about helping others to find their potential and purpose.

ii) Utilization of available resources

The first lesson of management science is to choose wisely and utilize scarce resources optimally. During the curtain raiser before the Mahabharata War, Duryodhana chose Sri Krishna's large army for his help while Arjun selected Sri Krishna's wisdom for his support. This episode gives us a clue as to the nature of the effective manager - the former chose numbers, the latter, wisdom.

iii) Work commitment

A popular verse of the Gita advises "detachment" from the fruits or results of actions performed in the course of one's duty. Being dedicated to the work has to mean "working for the sake of work, generating excellence for its own sake." 11

Working only with an eye to the anticipated benefits, means that the quality of performance of the current job or duty suffers - through mental agitation of anxiety for the future. In fact, the way the world works means that events do not always respond positively to our calculations and hence expected fruits may not always be forthcoming. So, the Gita tells us not to mortgage present commitment to an uncertain future.

iv) Meditation

Meditation is the state of being in peace with our inner selves regardless of our physical state, events, or surroundings. By meditating, we tap into the vast amount of energy that is available to us simply by connecting to the deepest level of our existence. By harnessing the potential of our quantum self, we can understand our potential and purpose in this world. This knowledge is essential if we wish to be effective leaders.

The Bhagvad Gita also suggests that true meditation is not possible without practicing good discipline and developing a good character. This is an important topic in today's world when leadership is tainted by unethical and immoral issues.

The Bhagvad Gita repeatedly talks about developing a sattvic character. In Sanskrit, sattvic is righteousness. The Gita defines sattvic as the character of harmony and purity. Sattvic character radiates peace and happiness. It offers selfless service and has a high level of emotional intelligence. Without a high level of emotional intelligence, the Gita suggests that we cannot attain a true


meditative state. Today's leadership authorities also suggest that effective leadership flourishes only when leaders have a high level of emotional intelligence. Emotional intelligence, abbreviated as EQ, is a discipline of understanding our selves, especially the emotions that brew in our mind. EQ is the awareness and ability to manage our emotions in a healthy manner.

3.3.2. Leadership Lessons from the Gita

The Bhagvad Gita contains many leadership lessons that are similar to contemporary leadership theories and practices. Some of these lessons found embedded within the Gita are:-

i) Visionary Leader

"Whatever the excellent and best ones do, the commoners follow," says Sri Krishna in the Gita. The visionary leader must be a missionary, extremely practical, intensively dynamic and capable of translating dreams into reality. This dynamism and strength of a true leader flows from an inspired and spontaneous motivation to help others. "I am the strength of those who are devoid of personal desire and attachment. O Arjun, I am the legitimate desire in those, who are not opposed to righteousness," says Sri Krishna in the The Gita.

ii) Renunciation - the ultimate leadership challenge

The Bhagvad Gita advocates an important lesson for effective leadership; this lesson is about leadership renunciation. The Gita defines renunciation as abstaining from selfish acts (sanyasa in Sanskrit) and detaching from the results of an action (tyaga in Sanskrit). Krishna mentions specific areas where true renunciation must be practiced, such as:-

a) Renounce negative thoughts, words, and actions

b) Renounce inequality and promote equality

c) Renounce selfish desires and exercise selfless service

d) Renounce indiscipline, dishonesty, and lazy attitude; and exercise integrity and proactiveness

e) Renounce arrogance and ignorance, and be open-minded

f) Renounce momentary happiness that is derived from selfish behaviours. Instead, seek happiness that is long-lasting and beneficial to all.

The definition of renunciation, according to the Bhagvad Gita, suggests that leaders must practice selfless giving and strive for the common good. This concept is ironic in today's context as leadership in general is shrouded with deceit, dishonesty and selfish acts. We hardly see leaders who sacrifice their authority, position and incentives for the benefit of their employees and staff.

Leaders should embrace rather than avoid formidable challenges because they bring out the leaders' greatest strengths


Leaders should be resilient in their actions and should not be weakened by pain and pleasure.

Selfish desires and animosity obscure the purpose of leadership.

Leaders achieve lasting power and glory by exercising compassion and selfless service.

Effective leaders do not lead by fear or anger.

Character is core to effective leadership.

Leaders need to be aware of the self and the surroundings.

Many contemporary leadership topics such as emotional intelligence, situational leadership, character and integrity were already discussed in the Bhagvad Gita thousands of years ago. These topics were discussed in a philosophical context, as management science as we know today did not exist then. It is also intriguing to find other management concepts embedded in the Gita. Thousands of years before Frederick W. Taylor defined work and worker, and Peter F. Drucker defined knowledge and knowledge worker, the topics of work and knowledge were already in the Bhagvad Gita.

The leadership lessons of Krishna, as described in the Bhagvad Gita, attest that the subject of leadership was profound in the ancient East and its principles are still applicable to business and organizations today.

The aim is not to suggest discarding of the Western model of efficiency, dynamism and striving for excellence but to tune these ideals to India's holistic attitude of "lokasangraha" - for the welfare of many, for the good of many. There is indeed a moral dimension to business life. What we do in business is no different, in this regard, to what we do in our personal lives.

4. Buddhism and ManagementBuddhism is a religion and philosophy encompassing a variety of traditions, beliefs and practices, largely based on teachings attributed to Siddhartha Gautama, commonly known as the The Buddha. He lived and taught in the north-eastern Indian subcontinent sometime between the 6th and 4th centuries BC.

Buddhism, with its practical focus on happiness and communal harmony in this lifetime, has a great deal to offer today's business world, which is often full of confusion and difficulty.


The four noble truths say that suffering exists everywhere, that it has a cause, that it can be cured, and that there is a remedy in the practices of balance and awareness.

Businesses suffer in much the same way that people do. Here are some examples:

i) Businesses fail; people die

ii) Some businesses run inefficiently, wasting time and money; some people get sick

iii) Some business work environments are full of conflict; some people and families are, too

iv) Businesses often have wonderful products or services, but can't get them to market; people often have wonderful dreams, but can't make them real.

This list could go on and on. In the last several years, the American economy has seen the costs of greed in the actions of companies like Enron, Comcast, and Adelphia. We have witnessed the terrible effect of fear on businesses - particularly in New York City - after the terrorist attacks of September 11, 2001. To deal with these very real problems, businesses need to be strongly directed, and also flexible and adaptive to circumstances. Balance allows for strong direction and flexibility for a business, just like it does for an athlete.

Buddhist teachings and practices can help business. The key is that we all - as businesses and as people - acclimate to our problems and let them remain. The Buddhist approach is to bring awareness to these problems and say "this is suffering, and there is a cure." Then we get to work - in a clear, directed, and harmless way - to resolve issues, eliminate problems, and achieve goals. That's the business language. The Buddhist language for the same idea is to practice in awareness and balance to eliminate suffering. 12

There are several basic ideas in Buddhism that are valuable to business. It is useful to translate these foreign terms into business language:-

i) Our suffering (issues, problems, and long-standing conflicts) matters. In Buddhism, this isincluded in the First Noble Truth.

ii) We can stop suffering. In Buddhism, this is the Third Noble Truth.

iii) There is a relationship between our actions and the results we get, in terms of suffering, and also in terms of business results. In Buddhism, this is called karma. In Western terms, this is called the law of cause and effect, and is a key part of diagnosing and solving problems. If we correct the cause, the problem (the suffering) goes away.

iv) Being aware of our thoughts, feelings, and actions helps us change them. Then we suffer less and get better results. In Buddhism, this is the purpose of meditation and of inquiry into us.

Here are some common business notions that open the door to healthier, more effective workplaces:-

i) Teamwork


People can learn to work together, and that is good for results. Buddhism has 2,600 years experience creating structured team environments adapted to local culture. The Buddhist term for these communities is Sarigha.

ii) Stress reduction

Excess tension and anger in the workplace create problems for each person and for the entire company, and there are things we can do about that. The first beneficial effect of meditation is relaxation; the second is awareness of the sources of stress, allowing diagnosis and effective response.

iii) Personal and team effectiveness

Those who are willing to change to be effective are more open to observing their own behaviour. Buddhism, particularly the Zen tradition, has a long history of working together, defining problems, and achieving goals through effective leadership and teamwork.

iv) Preventing a hostile work environment

Laws and regulations now require that the work environment not be hostile to women, minorities, and other cultural groups. Allowing a hostile or discriminatory work environment has become very costly to companies. This opens a door to companies spending money on behaviour change. Buddhism offers a 2,600 year old set of personal growth tools. The primary focus of these trainings is awareness of the effects of one's behaviour on others. In Buddhist terms, this is two core practices: awareness of us and our situation, and awareness of karma.

v) Business ethics

We were all hurt by the corporate scandals that became apparent in 2001. Laws were changed, and the question of how to change business culture is a hot topic now. Buddhist practice is a tool for individuals and teams to effectively make ethical behaviour real in life and in the workplace. Businesses suffer and cause suffering. Here are some examples: When a business that offers value to its customers does not run well, benefit is lost for customers, employees, and owners or stockholders. When a business is poorly run, people do not find joy in their work. And when a business is misguided, it participates in increasing suffering in the world. Engaged Buddhism in business is a practice of cultivating awareness of suffering and joy, and the causes of suffering and joy, in the business realm.

Thus, Buddhism has a lot of relevant lessons for today’s management professionals from leading a team to conducting business in an ethical way.

5. Classification of Organizations based on SpiritualityThere are four types of organizations resulting from the combination of the two variables considered: the soulful organization, the ascetic organization, the holistic organization and the professional organization. 13


5.1. The Soulful Organization The organizational spirituality as resource perspective opens up many avenues for research, consulting and practice, given that it promises to fuse organizational interest with individual growth and development. In this case, organizations reclaim “the soul” of the individual, more than the body. Managing with soul implies the alignment between the organizational vision and employees’ sense of purpose. If there was already a research stream on the organization of exclusion, the “managing with soul” perspective represents an effort to understand the organization of total inclusion.

Soulful organizations may take different shapes, from new age organizational thinking to alienating systems of control. Soulful, inclusive environments can be a source of plenitude for some people, and a totalitarian experience for other people. They can be thought of as a path to a meaningful organizational life, but also as the imposition of pastoral power, depending on the interpretation. For this reason companies that have been too successful in their efforts to create bonds with employees tend to be viewed with both fascination and fear. When employees in this type of organizations perceive the existence of discrepancies between the rhetoric and the practice of managers, the soulful approach may be a path to organizational cynicism.

The management of inclusion in the soulful organization can be achieved through several ways: organizational missions and visions, “cult managers”, transformational leaders, practices of indoctrination, physical space (e.g., creating spaces for praying and meditation), the creation of spaces conducive to spiritual awareness (e.g., management retreats), and even best spiritual practices.

5.2. The Ascetic Organization The ascetic organization combines the perspective of management as secular practice and a view of the worker as dependent. These organizations can be viewed as being founded upon rationality and technique. They may develop when a professional and highly-qualified group of managers leads a less-qualified workforce. The rational orientation precludes the will to manage the spiritual side of the organization; in turn, the company is managed according to the principles of technique and rationality. The management project is viewed here as an ascetic one, in the sense that it should be austere, rigorous, and efficiency-oriented.

The focus on the technical a-spiritual side of the organization may bring process clarity and goal orientation. These, in turn, may facilitate goal attainment, being potentially functional from an effectiveness perspective. Goal clarity, as evidenced by goal setting theory, may facilitate good performance. There is one likely downside, however, in the ascetic approach to organizing. Organizations where people share a common set of values and experience some kind of emotional bond with the company, may stimulate a sense of membership that will be valuable internally as well as a competitive tool in the business arena. In order to satisfy psychological needs, jobs must provide employees with a sense that they are contributing to social welfare in a meaningful way. This contribution may not be explicit in the ascetic organization.

Ascetic organizations, due to their nature, may in fact develop psychological contracts of the transactional type. Given the link between organizational flexibility and the willingness of the


employees to exhibit conduct of the organizational citizenship type, ascetic organizations may not be the most competent in the elicitation of extra-role behaviours. Additionally, people may feel themselves as employees, not as members, given the combination of a lack of emotional inclusion and the potentially low autonomy and empowerment granted to workers in organizations where they are viewed as a dependent workforce.

5.3. The Holistic OrganizationThe search for the best companies to work for usually points to organizations that are spiritual in the sense that they try to create meaning in an expressive fashion. These organizations can be distinguished from the previous organizational types because they emphasize the individual, not the organization. There is a clear, explicit and voluntary investment in development practices. It is the individual’s development (on the personal, spiritual and professional grounds) that supports organization development. As such, organizational efforts should emphasize personal growth and progress. Consequently, a focus on issues such as work/non-work balance, work-family conflict, and individual psychological well-being, are sources of meaning and development. In spite of the potentially thin line separating the authentizotic organization and soulful companies, the distinction lies in the spiritual locus: the individual in this case, the organization in the former.

5.4. The Professional OrganizationWhen the organization does not manage its spiritual side and the independent view of the worker prevails, it can be described as professional. This perspective corresponds to the notion that the business of business is business. As such, organizations should be treated as instrumental, a-spiritual and legally respectful places, where ethical cultures and behaviours may prosper regardless of the management of spirituality. Work organizations, in this view, have not been conceived to satisfy the spiritual and religious needs of people. The fulfilment of those needs is the mission of religious and voluntary organizations, not of business firms. This position is thus closer to the scientific management or system rationalism approaches, with their emphases on the instrumental side of the organization. Good management does not necessarily imply an explicit focus on the creation of “spiritual workplaces”. It is through the adequate management of people that organizations may aspire to be viewed as meaningful places.

In this organization, spiritual development is not the object of a managed approach, but rather an individual initiative. Individuals will pursue their personal motives and the organization will be as ethical as its members. When personal unethical agendas multiply, corporate scandals may erupt. But this is also a potentially fruitful working environment for the voluntary professional whose professional ethic derives more from personal reputation and professional socialization than from organizational indoctrination and control.

6. Examples from the IndustryMany organizations around the world now lay a lot of stress on work-life balance and consequently a lot of emphasis is placed on training programs designed for improving the holistic - i.e. physical, mental and spiritual make up of the employees. This section presents specific examples from the


corporate world where spiritual trainings are incorporated into the very fabric of the organizational culture to bolster employee well being.

6.1. The Art of Living FoundationThe Art of Living Foundation is one of the world’s largest volunteer based humanitarian and educational Non-Governmental Organizations (NGO). It was founded in 1981 by Sri Sri Ravi Shankar with the vision of creating a stress-free, violence-free society. The Art of Living has reached out to over 300 million people in over 140 countries with its various programs’. The Foundation is working in special consultative status with the United Nations Economic and Social Council (ECOSOC of the United Nations. The International Association for Human Values] is the sister NGO that Shankar founded, that focuses on the upliftment of human values at the grass roots level.

The Art of Living organizes many courses to foster the growth of spiritual well being in people. Designed specifically for the corporate sector, APEX is a practical training program that has been shown not only to reduce workplace stress and burnout but to increase mental clarity, creativity, awareness, and overall happiness. Independent studies that have been done on the core APEX Course techniques found significant increases in health, energy, well-being, depression relief, and an increased ability to be both relaxed and focused. This course has been in heavy demand by corporates in the industry. APEX concentrates not only on the physical and the mental well being of the participants but also in making the life of the employee easier by assisting him to be more productive in his day to day activities. it is hardly surprising that Companies in the US like Juniper Networks, NASA, and IBM have benefitted to a large extent from this course as evidenced by the testimonials present here:

“As an engineer, I need to be both analytical and creative. Mental clarity and stamina are also essential. The APEX Course has given me the tools to enhance these abilities. An additional plus is a better sense of health and well-being.” 14

- William Hayden (Senior Systems Analyst - NASA)

“The criminal defence and death penalty litigation work we do in our office is very high pressure and filled with stress. Because the stress level of the job affects our health and effectiveness at work, our office has sponsored several different stress management programs. The APEX Course has by far been the most useful, enjoyable, and best received. Our attorneys found the breathing techniques and processes in the Course to be extremely relaxing, and beneficial to their state of mind and their ability to work effectively.”

- David L McColgin (Supervising Appellate Attorney - US Federal Defenders)

6.2. Management Centre for Human ValuesAnother person who uses Vedic principles in management is Professor S.K. Chakraborty of the Indian Institute of Management, Calcutta, India. He heads the Management Centre for Human Values, a research body based on traditional Indian ethos. The centre is supported by the Bhilwara Group, HDFC, the Tata Group; UTI et al. Chakraborty opines that a lack of depth in the modern value system


leads to a high level of stress. Some of the companies that have tapped the research of the centre include BHEL, TELCO, Salora and Shriram Fibres.

6.3. Southwest AirlinesSouthwest Airlines is often described in terms that would identify it as a spirit-driven organization. This was the only airline to be profitable after the September 11th tragedy that had an incredible financial impact on the airline industry and continues to remain profitable. They have a triple bottom line – People, Performance & Planet. “It takes a lot of dedication, perseverance, and hard work to do the right thing for our Customers, Employees, and Planet. We began operations in 1971 with a revolutionary idea that everyone should be able to afford to fly instead of drive and to enjoy the Safety, comfort, and convenience of air travel. For the past 38 years, we have devoted ourselves to meeting that goal.”

Since 1987, when the Department of Transportation began tracking Customer Satisfaction statistics, Southwest has consistently led the entire airline industry with the lowest ratio of complaints per passengers boarded. Many airlines have tried to copy Southwest’s business model, and the Culture of Southwest is admired and emulated by corporations and organizations in all walks of life.

According to their Southwest Cares Report: Doing the Right Thing, “To better understand why we at Southwest try to do the right thing, it is important to understand how we do business and how we integrate our Core Values into everything we do. It is the Southwest Culture that sets us apart.” 14

The 35,000+ employees of Southwest Airlines are the heart and soul of our Company. Doing the right thing for these employees includes providing them with a stable work environment with equal opportunity for learning and personal growth. “As we ‘Live the Southwest Way’, our employees are recognized through several employee recognition programs for the hard work and caring Spirit they show to each other and our Customers. Not only do we work hard with what we call a Warrior Spirit, we work smart.” Part of living the Southwest way is also by having a servant’s heart and a fun loving attitude.

6.4. Maharishi Mahesh Yogi's transcendental meditationOne of the front-runners in gaining universal acceptance was Maharishi Mahesh Yogi's transcendental meditation. The role of meditation in calming the mind, controlling stress and creating a wholesome personality enjoys wide recognition. This in turn helps boost productivity by cutting down on absenteeism and reducing medical bills. The Maharishi Institute of Management has a separate cell that deals with corporate development programs. Companies such as ACC, Reckitt & Colman, Indian Petrochemicals Corporation, the Oriental Bank, SRF Ltd, Tata Tea and Tata Chemicals are some companies that have availed of these programs.

In many companies these workshops are open to all employees, and even unions. In fact, sometimes it is the managers and senior executives who are ‘gyaan paapis’ (resisting the light of knowledge). "The utilization of New Age principles has brought balance in the minds of union leaders about their broader responsibility to stakeholders, including society. Thanks to this thinking, at least some workers refrain from making populist demands on their representatives. Line executives acquire


more compassion in their human relations. The relationship between line and personnel managers moves towards cooperation." 14

7. Conclusion

People who practice Spirituality at work are custodians of a discipline that might be a commendableforce for good in the lives of people. An average individual spends 60%of his life at the workplace. Helping individuals integrate their work and spiritual lives might mean that the 1, 00,000or so hours that an individual will work in their lifetime are more joyful, balanced andmeaningful and nourish their spirit rather than drain it.

By following the principles proposed by the Bhagavad-Gita and practicing meditative andother spiritual techniques it helps the individual to observe himself, just like watching himself inthe mirror. By observing himself the person witnesses his own behavior and actions, because onlyafter studying one’s own behaviour he realizes his faulty actions at the workplace and at home.This simple act of observation leads to self-realization. Self realization is a very important requirement for the employees in an organisation to give their best.

Spirituality has so many benefits to offer that it has become an integral part of management and business as a whole. As more and more organizations are acknowledging this fact and modifying their way of working to include the fundamental aspects of spirituality, the awareness of spirituality is increasing. It is expected to grow in importance more and more in the coming days.


8. References

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,


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9. Appendix

Work Distribution:

Section Topic Person

1 Introduction Sidhanth

2 Spirituality in Business and Management Vishal

3 Spirituality in the Indian Context Manali and Pradeep

4 Buddhism and Management Manali and Pradeep

5 Classification of Organizations Kuntal

6 Examples from the Industry Rajat

7 Conclusion Kuntal


spirituality in management

Documents

definition of spirituality

essence of spirituality

aspects of spirituality

principles of spirituality

benefits of spirituality

various facets of spirituality

ernest holmes spirituality

management centre