Subhash Sharma

A Brief History of History Some Models of History and Lessons for Leadership and Management

Taking a managerial perspective, this article presents some models of history with a view to draw lessons for leadership and management of organizations and institutions. The suggested models include: evolution of human thought in terms of religions, science and spirituality and their convergence; transitions in society from kingdom–state to nation–state to corporates as state and beyond; creativity view of history; dignity struggle and liberation view of history; ‘fall of the fittest’ view of history; and the swastika analysis of history. The article explores the implications of these models for providing enlightened leadership to organizations and society by creating synergy between influences from the West and the East.

Three paradigms in management: American, japanese and indian

This paper presents an evolutionary journey of management thought through four phases viz. scientific management, human side, ethics and values and spirituality in management. Further, it presents three paradigms of management viz. American, Japanese and Indian in term of three key ideas viz. Kola (derived from Cola), Kaizen and Knowledge. It suggests that Indian paradigm is rooted in the spiritual view of human beings and there is a need to bring this view to management and leadership literature. This paper also makes a comparative analysis of three paradigms in terms of vision of life, influencing thinkers, dominant ethos and foundational theories. For future direction of management thinking, an integration of these three paradigms in terms of a holistic approach to corporate management is suggested.

Unfolding of a Holistic Vision of the World: Towards New Directions for Development of Management Thought

Management thought has been largely rooted in the capitalistic vision of society. A correction in the capitalistic vision was introduced through the notion of ‘sustainable development’. Now the need to move towards a holistic development paradigm is being felt. In the holistic vision, spiritual and ethical concerns are given due considerations in addition to efficiency and equity. This vision could be referred to as the MS (Material-Spiritual) vision wherein an integral and integrative view of life is taken through an unfolding of the material and spiritual dimension of life. While the two views have been unfolding as independent paths, the need for their convergence is being felt to achieve a balance between ‘per capita income’ and ‘per capita happiness’. In the capitalistic vision, business organizations are viewed as ‘economic entities’. In contrast, the holistic vision considers business as ‘sacro-economic activity’ and organizations as ‘sacro-economic entities’. Thus, the holistic vision takes us in the direction of sacro-civic society and an ecoterian view of the world. The paper explores the historical unfolding of this vision through MS matrix. It also explores the implications of the holistic vision for the future development of management thought and suggests three fundamental equations of holistic development to convert this vision into reality.

Western Enlightenment and Eastern Awakening: towards a holistic character

In its desire to achieve progress, Enlightenment has been the key Western approach whereas the East has preferred to highlight the aspects of Awakening for the progress of mankind. A journey from Enlightenment to Awakening could be construed as that of matter to consciousness. Building a holistic character would imply a synthesis between the two. Convergence between science and spirituality and building the rishi-character would create a sustainable society. A corporate world that wants to achieve the height of excellence and yet maintain and preserve harmony among social segments needs to identify a rishi-consciousness. Enlightenment united with the spirit of Awakening would infuse in individuals and corporations the elements of holistic character-competence would ultimately lead to the formation of a new age in managing society and enterprises. This paper tries to trace the roots of a holistic character through the symbiosis of Western Enlightenment and Eastern Awakening.

Poverty in Rural India: Issues and Perspectives

Nearly three fourth of Indias 300 million poor live in rural areas, most of them are daily wagers, landless labourers and self -employed householders. A large number of these people live in the countrys semi-arid tropical region. A major cause of poverty among Indias rural people. both individuals and communities, is lack <~f access to productive assets and financial resources. High levels of illiteracy, inadequate health care and extremely limited access to social se1Tices are common among poor rural people. Micro-enterprise development, which could generate income and enable poor people to improve their living conditions, has only recently become a focus of the government. It is suggested here that a proactive facilitator state and a regulated market should mutually work in a complementary and interdependent way to provide maximum opportunities to the rural poor in India. Poverty is not a technical problem, rather a socio-economic, spatial and political problem; hence it urgently requires a radical socio-economic, spatial and political solution.

Development for whom and at whose Cost: Displacement Due to Dams in India

The construction of large dams is not desirable in India from the viewpoint of the original land owners, especially the tribals in remote areas who are the ultimate losers, whereas, upper crest industrialists, rich farmers (interested in cash crops) as well as urban water and electricity consumers corner most of the benefits of dams. This article is divided into four sections: rationale of the building of dams, process of land acquisition, procedure of compensation, and the package of rehabilitation of the oustees.

Governance and Ethics in India

In order to fight corruption, the state is expected to promote integrity, honesty and responsibility among its public officials in accordance with the fundamental principles of its legal systems. In a democracy all public functionaries derive their legal authority from the people, hence they are the trustees of the latter. The ethics is more than the absence of corruption as it is a positive and ideal parameter and frame of reference. Any state functions through a government that has three armsLegislature, Executive and Judiciary and there is a clear separation of powers between them. This article is an attempt to discuss the prime issues of ethics and corruption in the context of these three wings.

From indus (India in US) to indus (India in US): A new age of India’s soft power

During recent years India’s rising status has received international attention largely due to its economic success story. However, one needs to take a historical perspective to understand the deeper roots of India’s impact at the global level through its soft power. Different periods of India’s history have been influencing the world in different forms. For example, current popularity of yoga and meditation, acceptance of non-violence as a way of life reflected in ecological awareness and contribution of knowledge workers to the world economy represent distinctive contribution of India’s soft power. Emergence of Indiapuras through Indian Diaspora, reflects the impact of India’s soft power at the global level through her force fields originating from her consciousness, heart and head. This paper provides a new perspective on India’s history with a view to understand its emergence as a soft power.

Three Roads to Development: Need for Grounded Praxis Approach to Strategic Management and Policy Making

The approach to strategic management in case of development organisations essentially involves honing of core competencies. The focus of this approach should be on establishing close linkages on developing the organisation through institution building approach; preparing short and long term policies through forward engineering; and periodical measuring of performance improvement. This article discusses how these approaches can be effectively interlinked and suggests a general framework of strategic management for developmental context and development organisations.

Radical Change Management (RCM): From Managing Pyramids to Managing in Chaos

The nature of organisations has been changing over the last fifty years. At one point of time, the paradigm of the pyramid provided the basis for the creation and development of organisations. ‘Design of Organisations’ was based on the pyramid metaphor. However, in due course, a new paradigm evolved. The pyramid gave way to the matrix. Matrix organisations became the buzzword. Empiricists provided new formulations of hypotheses for ‘design of organisations’. With the advent of Information Technology, a new concept and a new metaphor for ‘design of organisations’ was evolved. Now, organisations are experiencing chaos, leading to ‘dissipative structures’ and ‘amoeba structures’ as a basis for organisations to operate in a chaotic environment. This calls for flexible structures, team work and trust. The metaphor of ‘dissipative structures’ captures the essence of ever changing organisations. There is a paradigm shift from managing pyramids to managing dissipative structures. Hence, the need for Radical Change Management.