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Superior Modern Management Framed and Applied in Oriental India Chanakya the Management Guru
Dr. S. P. Rath, Professor, Management Studies, Institute of Hotel Management Dr. Biswajit Das, Professor, Marketing & Communication Area, School of Management, KIIT University Dr. Shivshankar Mishra, Director Academics, Institute of Hotel Management
Abstract
Indian History has a lot in its store house to deliver to the modern world management. Accepting such a reality is a tough job for the Western scholars. Maurya Period had a dynamic time, which gave the world great rulers, many philosophers, scholars, statesmen who were the masters and maestros of their scientific streams. Strategic management of that time was designed by a great visionary and pragmatic philosopher who not only gave India an ideal emperor but also united India as one empire, in realty who controlled the time not time controlled him. Such works, practices, philosophies, doctrines, arguments and logic of Chanakya were never ever delivered by any other philosopher or thinker of the world. Chanakya was the end in itself in the social science researches not his theory of End justifies the means. The world is governed by the three major management systems called American, European & Japanese. Nothing is available as Indian Management System that reflects the dominance of the Japanese Management System over the industrial, corporate and organizational practices. Quality Mantras of the Japanese are dominating the world management practices as the champion of the time and need. Oriental management of India and the theories and practices of Mauryan period were delivered by Chanakya in a systematic codified manner for corporate good governance and excellent corporate governance. More than anything Chanakyas contributions to scientific management are enormous. A systematic study conducted on the works and practices of Chanakya provides ample scope for a new disciplinary approach of management stream Oriental Indian Management System, which can be followed in the modern management system of the 21st century. Chanakyas works, doctrines and theories are valid and have scientific application for the modern management. Only the context to be modified as per the time and application needs to be ISSN: 2249-9962 March|2012 www.ijbmt.com Page | 1
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conceptualized as per the requirements. Thats what justifies Chanakya as the Modern Management Guru. Attempts have been made to synthesize Chanakyas works in management terminologies for this research paper. Contextual use of Chanakyas doctrines is examined in the context of the management validity in modern times. The results of this research justifies the pioneering efforts required by the Indian scholars to establish a new order to be called as (IMS) Indian Management System for the modern world of corporations, companies, organizations and the governments. A revival research is required for establishing IMS from the Oriental Indian Management Practices to contribute the world order in advanced management practices. Keywords: Oriental Indian Management, Chanakya, Theories of Indian origin, Doctrines of Chanakya, Practices of Maurya Period, Strategic Management, Corporate Good Governance
1. Research Methodology
Qualitative research methodology is used as the core concept of this research paper. Available sources from secondary streams are used for the comparative analysis, those include literature of ancient Indian history, philosophy of India, Greece, China and Japan, political thought of the West and the East, political economy, diplomacy, military science, Sanskrit texts, interpretation works of oriental literature and texts, and other commentary works which are found relevant to the time and the context. Some of the discourses of the specialized symposiums and seminars were used for the conceptualization of this research. Focus groups and some discussions were also used for framing the research process. Depth interviews of the experts were taken for diversified aspects of the Maurya period in the ancient Indian history. Management approach is followed in this research to rediscover and explore the core competencies of the works of Chanakya and his time. In the primary front some of the micro films and the manuscripts preserved in the private libraries in U.K. & European countries were referred as some of the authentic sources of first hand references. Many of the Pali script texts were referred for the purpose of the research and to establish the Chanakyas original management skills and strategies in delivering one of the best management systems in the period of before Christ. All the examinations of the sources were to bring out a management dimension out of the ancient Indian history, philosophy and practices.
2. Introduction
Pragmatism is the gift of the Indias logical learning system, very well felt and recognized in the contributions of Ancient Indias great learning center and university Taxila Gurukul. The professor with timeless validity, philosopher defined social sciences with scientific temper and accuracy, great diplomat who changed the time and situation with great strategic management of Ancient India, Achraya Visnugupt well known as Chanakya Kautilya was one of the brilliant scholar of Taxila University. Taxila university delivered methodical progression approach with logical validity in the streams of Social Science, Medicine, Military Science, Political Science, Political Economy, Philosophy, Psychology, Diplomacy, Public Administration and other streams like Geography and Physical Sciences and produced many statesmen of the phase of Ancient India for different Janapadas of India. As the citadel of learning, Taxila University of Ancient India was well reputed across Indian Sub-Continent. Taxila located in Punjab province, now in Pakisthan use to govern the wisdom of India up to down south Kerala in the sub continent. Army Generals, Ministers, Statesmen, Kings and Rulers, Judges, Political Economists and Professors and Teachers of the intellectual masses of the then greater India were trained in Taxila Gurukul. Taxila of the time was intellectually at par or above the contemporary Greek schools of philosophy and training institutes. Greek learning system had the influence of theosophy and dogmatism; vice versa Taxila had the strong influence of logic and scientific progression philosophy. Evidences are well depicted in the history by penalizing capital punishment to Socrates in Greece. India with historical facts of the time and evidence never tried any scholar with capital punishment for philosophical differences; historians with the influence of the contemporary literature may disagree but cannot rule out. The role of Taxila University in delivering Indian learning system from B.C. 500 till B.C. 150 is well recognized with historical and philosophical evidences. India has grown intellectually very strong with pragmatism in the Ancient Phase with contributions of centers of learning. Another contribution in learning excellence was indirect social movement factor of encountering Buddhism and philosophy which was happening in social gatherings and knowledge discourses at intellectual conferences of learning centers under royal sponsoring. Buddhism by virtue of its scientific nature, well defined philosophy has been perfectly narrated in the gospels. Preachers and trainers of Buddhism were very well trained and learned Monks who used to carry the learning background backgrounds from the great learning centers had superbly polished the logic and argument skills in support Buddhism philosophy versus existing Hinduism philosophy of social and ethical life and lifestyle. Intellectual clash of two living standards and philosophies enlightened the professors and scholars of Ancient Indian Universities. The ancient civilization of India differs from those of Egypt, Mesopotamia and Greece, in that its traditions have been preserved without a breakdown to the present day. Until the advent of the archeologists, the peasant of Egypt or Iraq had no knowledge of the culture of his forefathers, and it is doubtful whether his Greek ISSN: 2249-9962 March|2012 www.ijbmt.com Page | 2
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counterpart had any but the vaguest ideas about the glory of Periclean Athens. In each case there had been an almost complete break with the past. On the other hand, the earlier Europeans to visit India found a culture fully conscious of its own antiquity a culture which indeed exaggerated that antiquity, and claimed not to have fundamentally changed for many thousand years. To this day legends known to the humblest Indian recall the names of shadowy chieftains who lived nearly a thousand years before Christ, and the orthodox Brahman in his daily worship repeats hymns composed even earlier. India and China have, in fact, the oldest continuous cultural traditions in the world. Until the last half of the 18th century Europeans made no real attempts to study Indias ancient past, and her early history was known only from brief passages in the works of Greek and Latin authors. A few devoted missionaries in the peninsula gained a deep understanding of contemporary Indian life, and a brilliant mastery of vernaculars, but they made no real attempt to understand the historical background of the culture of people among whom they worked. They accepted that culture at its face value, as very ancient and unchanging, and their only studies of Indias past were in the nature of speculations liking the Indians with the descendants of Noah and the vanished empires of Bible. A few Jesuits succeeded in mastering Sanskrit, the classical language of India. (Basham, 1954) Classical writers show that when, in 326 B.C., Alexander of Macedon crossed the Indus, the climate of North West India was much as it is today, though perhaps a little moister. The river valleys were fertile and well wooded, though the coastal strip to the west of the Indus, now called the Makran, and much of Baluchistan, were already dry and desolate. At the courts of Ancient Indian kings careful records were kept of the events of chief importance to the realm, but unfortunately these archives are completely lost to us. The Cylon chronicle (Mahavamsa) is primarily a history of Buddhism in Ceylon, though it gives reliable information on political history. (Basham, 1954)
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strategy had clear cut plans and provisions for the future governance of the country, which he tested through logical discourses and discussions of the university. Championing such a strategy was defined by Chanakyas management tool elimination of small errors at every stage and alternative planned strategy for every stage for a successful long term strategy. In later stage Chanakya proved his pragmatism by dethroning Magadh emperor Dhananand and uniting India under Magadh empire. To some scholars such strategists are never born twice. Contemporary philosophers of Chanakya in other worlds were banking on philosophy for a possible change. Chanakya was banking on management to achieve the goal Change. Philosophy of Chanakya was logic and truth incorporation in planning, which makes his philosophy pragmatic.
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scholar of Taxila, was able to receive universitys knowledge bank support and community support for the political movement of the Nand.
From 6th century B.C. India witnessed a transition to a new historical scene in North India with the establishments of kingdoms, oligarchies and chiefdoms, and the emergence of towns. Changes in polity had begun somewhat earlier, but where they were accompanied by urbanization they were to become foundational to the flow of history in the Indian subcontinent. The preceding period had been one of the accommodation or confrontation between polities based on clan organization and others experiencing the beginnings of kinship. Permanent settlement in a particular area gave a geographical identity to a clan, or a confederacy of clans, and subsequently this identity was given concrete shape by its claiming possession of the territory, then naming it after the ruling clan. Maintaining this possession required political organization, either as a Gana-Sangha, chiefdom or as a kingdom. The emergence of Gana-Sangha might be better seen as a form of a protostate. It was unlike a kingdom, since power was diffused, the stratification of its society was limited, and the ramifications of administration and coercive authority were not extensive. The persistence of the Gana-Sangha in Indian history was quite remarkable, especially in the northern and western regions. Despite being conquered periodically, their resilience was demonstrated by their reappearance and continued presence until the mid-first millennium A.D. The emergence of a state system frequently coincides with unequal power relations and access to resources and some social disparity. Such changes would also have sought support from various ideological justifications. Reference is made to the Mahajanapadas, or great Janapadas, larger and more powerful than the earlier multiple Janapadas, and some of these conformed to the definition of the state. Sixteen of them are listedin Buddhist texts as those of Anga, Magadh, the Vrijji confederacy, and the Mallas in the middle Ganges valley; Kashi, Kosala and Vatsa to its west; Kuru, Panchala, Matsya and Surasenafurther west; Kamboja and Gandhara in the north west; Avanti and Chedi in western and central India; and Assaka in the deccan. This was geography known to earlier Buddhist Pali canon. (Thapar, 2002) Chanakyas theory of Akhand Bharat was a progressive thinking of bringing all sixteen Janapadas in to a united good governance system with contractual and obligatory agreements to unite the entire military strengths to defend Bharat against any foreign invasion, unified tax structure on trade, industry and agriculture, effective policing system for the safeguard of the human settlements cities, towns and villages from plunderers and implementing a codified legal system to maintain law and order. To establish the Akhand Bharat Chanakya propagated the doctrine as ethical in diplomacy science End justifies the means. Chanakya in his doctrine of Akhand Bharat (Unitary India) had left the democratic territory (alike democracy) Kalinga by understanding the fragile change character provisions of democratic philosophy. Chanakya had masterly measured the democracy drawbacks in the strategic leadership. In his texts he has well argued the failures of majority choices in achieving strategic goals. Short lived solutions were not the doctrine of this scholar.
As historians argue on Chanakyas choice of creating Magadh as the national power center was because of his affiliation to Magadh. Chanakya is not the character for study by historians alone. Power center proposition by Chanakya was strategically supreme out of the available choices of that period. Magadh was the only Janapada (inhabited domain) competent enough with large and dense population with uniform culturel binding to stand against any invasion as one community. Cultural uniformity was of the core prime strategy. Geographical location with agrarian economy support makes Magadh the center of Indian subcontinent. Vast stretch of Gangetic plain land with irrigation facilities had provided the kingdom with more than one crop agriculture system. Rich alluvial fertile land was providing bumper crop in agricultural production. Magadh had the advantage of a sustainable system of food and grains with surplus production to support other kingdoms for survival during natural disasters like drought and fire. With the topographical advantage of water drainage and irrigation engineering Magadh was able to achieve agro-economy excellence. Foreign invasions were highly unpredictable from North West frontiers of the land mass. Wide spread acceptance of Buddhism in the Eastern and the North Eastern kingdoms were a cultural and religious barrier to attack and invade the holy land of Lord Buddha located inside Magadh Empire. Kingdoms in this frontier were small in size and hill locked by mountain ranges. Exclusive routes for invaders were mountain passes. Magadh had control over these ancient trade routes through the mountain ranges. Greek, Persians or any other forces had the chance of invading India through North Western fronts. Chanakyas Mandala theory well argues in support of the least damage by foreign invasion to Magadh Empire. Center stage advantage of Magadh can support forefront kingdoms at the time of war. From the logistics and supply chain management perspectives, Magadh had the advantage of network strengths and supply channel strengths through river system transportation and roadways transportation. In the area of metallurgy engineering Magadh had the advantage of Kausambi iron ore open cast mines for manufacturing of war ammunitions, war gears and other equipment. Arms and ammunitions trade in the form of the exports were the biggest advantages of Magadh. Magadh was not Chanakyas choice for powers center rather his strategic selection. Contemporary state Kalinga though uses to qualify such strategic location with the ISSN: 2249-9962 March|2012 www.ijbmt.com Page | 6
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disadvantage of coastal belt and prone to frequent cyclonic storms. Kalinga was a democratic system kingdom. National powers centre strategy of Chanakya for Magadh was a perfect selection. Chanakya as a champion strategist looked for a system to deliver goals for Akhand Bharat so he opted for a tested governing system with provisions of good governance the emperor. Chanakyas nation management system very well defined the king or the emperor as the servant of the masses of the empire. Social system management devised by Chanakya was meant to arrest the monarchy movement for any vested interests. Basic minimum qualification for a king was the higest qualification of the university that was master degree specializing in military science, politics and diplomacy, economics & geography. King needs to be declared by the university as qualified. Universities were independent and autonomous, governed by regulations of the academic council comprising of only veteran professors. Chanakya founded the Nalanda University in Magadh with some changes in the operation structure in comparison to the Taxila University. Historical evidences justify the learning standards and qualifications of the Mauryan Emperors like Chandragupta, Asoka, Mahendra etc. Autonomy to Acharayas were provided in the social system to counter emperors decisions. Qualifications and professional excellence were well defined in the Chanakyas social system management for ministers, departmental heads, army generals and army officials of any rank, police officials, tax and administration officials etc. Every official were compelled by the regulatory system to test and satisfy the required improvements in knowledge and skills levels publicly before impartial professional examination boards and to receive the certification for continuing in the allotted ranks and to get promotions. Appointment of officials in any departments were conducted and governed by independent professional bodies of experts. King or the emperor, the queen, the prince, the princes, all the ranks were the salaried employees of the state with defined minimum and maximum annual salary. Salary system was meticulously defined for the emperor to the slave in the empire by Chanakya. Slavery system was salaried, defined by state regulations. King or the emperor was the official head till he performs his duties in the defined parameters and guidelines. Chanakya was the pragmatic thinker and maintained the system in the Maurya Empire. His works delivered the worlds best emperors from Magadh. Asoka undoubtedly the greatest of all the great emperors of the world and levels reached by King Mahendra is the example of benevolence management system.
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level officially and non-officially as well as in life. Chanakya defined and organized excellent corporate governance of the Magadh kingdom with regulatory frameworks through his Sutras. Chanakya Sutras are based on realities study in depth of different social sciences with utmost pragmatism. Nitisastra is a master piece work with zero defect tolerance of behavioural and social sciences. Every argument is sequenced and followed with logical synthesis for easy understanding of the common reader with lucidity of language for memorizing logicl arguments in Sanskrit language. Application of Chanakya Niti is followed in Modern India today with citations in many daily life discussions. That reflects the scientific language use and justifications defined in Sutras of Chanakya. Chanakyas dream of highly advanced India under the governance of Mauryas was well measured by his works. National character governance, public behaviour governance can provide the fuel for a scientific and advanced state with excellent governance provisions. Chanakya redefined the public character governance by getting his Nitisastra adopted as a core text of university curriculum to be memorized and practiced by the graduate students. Graduates of the time use to memorize the texts with logical arguments. Argument use to be a method of establishing the truth in the learning process in the universities. Chanakya Sutras had the legal validity for practice in the society, violations use to lead to punishments. Multiples of theories, doctrines and philosophies are the bases of Chanakya Niti. Chanakya Sutras has absolute validity in the contemporary modern era too. Out of many pillars and foundations defined for excellent corporate management of any organization company, state, kingdom or any government scientific behavioural management is the prime lifeline of achieving the mission and vision. Nitisastra was adopted as the guidelines of the Magadh state to achieve long term objectives scientifically and was duly achieved during the Asokas reign and went beyond the expectations. Evidences are King Mahendra of Sri Lanka, achieved and established benevolence management, that outstanding dignified verdict is the King Mahendra temple of Colombo. The only king of history is accepted by the public till date as God. Matchless theories and doctrines of Nitisastra with flawless applications are undoubtedly the best theories for principles of management of the modern time. Chanakya Sutras are doctrines are excellent organizational behaviour management. An argument in this context continues between Indian management scholars and Western management Gurus. More than 600 Sutras of Chanakya in the Nitisastra are available to discover the facts (Truth) logically for winning strategies of management to deliver justice to any argument of management thoughts. Application of logic in Chanakya Sutras are arranged scientifically to discover truth through research, Research as the process of search, re-search and search in continuity to achieve the right process and result of research which will ultimately lead to the discovery of truth in the reality of life. Logic as the strand of research has pragmatic and scientific validation in Chanakya Niti. The process used by Chanakya in his Sutras for search of excellence to attain absolute in social science applications. Chanakyas Nitisastra has depictions of established theories and doctrines of holistic nature of excellent corporate management with inputs of values for controlling and injecting purification methods for elimination of vices and unethical tact practices. Business ethics of management is not infused to corporate life with one attempt. Continuous attempts and processes of ethical values need continuous purification method to eliminate unethical trends and vices from the system. Tact is the biggest skill of any management system of any organization as justified with valid arguments in Chanakya Niti. Any tact at any end for the welfare of the larger part of the system is justified as ethical. In other words CEO (Chief Executive Officer) can be sacrificed or eliminated from the role play for the greater interest of the organization. Logical and greater ethical norms are justified as the champion doctrine of Chanakya Niti. Corporate management is purposefully for the benefit of the organization and its manpower, not for profit always. Profit of the corporation is meant for the greater welfare of the employees. That justifies employee comes first and customer the second. Chanakya Niti justifies the CSR (Corporate Social Responsibility) charity should begin at home. The theories that can control and govern the management system ethically and efficiently is the ethical appreciation of truth which is possible only through the transparency methods of governance and decision making justified through pragmatic logical arguments with freedom of speech and respect to knowledge. Chanakya Niti provides the best doctrines and theories for finest corporate management of its contemporary period and for modern age management too.
Arthasastra the master craftsmanship of pragmatic philosophy with time tested validity identifies Chanakyas scholastic and scientific research in diplomacy, social science, economics, politics, management etc. The text that is known to the world, the best book of pragmatic theories has in fact nothing the simple doctrine established as eternally true. The book is the outcome of scientific research made and applied on social and behavioural sciences to establish timeless validity of social science theories. Arthasastra is not about diplomacy, politics and economics its the core text of scientific and pragmatic management. Arthasastra was composed for the purpose of bringing excellent corporate governance flawlessly with excellent validation in practice for a CEO the king of Magadh with examined theories of intelligence and to deliver excellent management. Many scholars of management are of the opinion that the finest management text ever composed on the earth is Arthasastra. The precision of the approaches, meticulous examinations of regulatory frameworks and strategic ISSN: 2249-9962 March|2012 www.ijbmt.com Page | 8
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designs and compilation of the facts to deliver the best output for any corporation are the souls of the gospel of management. In the modern context, the conceptual framework of Chanakyas works and contributions in the text Arthasastra covers the following management disciplines as given below;
Doctrine of Federalism
Freedom of profession, freedom of expression, speech, logic & arguments, freedom of life in the form of liberty for the greater benefits of the organization as Arthasastra define for all the corporate citizens of the Magadh corporate empire. Concept of freedom to every member of the organization virtually aimed at getting ownership and ownership is a right. Concept of freedom designed to achieve excellence by eradication of errors and mistakes in life skills and professionalism for continuous improvisation of the system. Magadh practiced and applied the freedom as the finest theory checks and balancing of the autonomy of the administration. The concept of Gyan Sabhas was to create awareness in the masses and to
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caution the ruling elements at regular intervals in every year. Scholars were at liberty to deliver and propose modified good governance system for the council approval through logic and to get it adopted before the finishing of the session. Which was in fact resembles to the scientific parliament practices in those days. The character of federalism was dominating the governance. Every stake holder of the Magadh Empire had a say for the betterment and continuous improvement of the system.
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role, duty and moral responsibilities of officials in delivering the objectives. Framework with minute details and explanations of the concept assures the enhanced corporate good governance. Arthasastra not only logically argues in favour but also defines the penalties, fines and punishments in violation of the order as prescribed for the officials and executives. Concept of moral duties is well explained and defined by Chanakya with pros and cons. Moral responsibility is a greater responsibility which is much larger than the accountability with loyalty to the organization. Decision making is highly involved with the moral responsibility. Top officials efficiency was judged by the moral responsibility they keep and maintain. Duties to executives are defined in the role of the designation. Role play had a minimum performance level and an expected level, any one continuously exceeding the expectations level were the deserving candidates of quicker promotions and rewards with recognized awards.
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superstitions for mass opinion and beliefs. National crisis by foreign philosophy influence can jeopardize the state good governance and system. Ideological and philosophical contagion can be tactfully kept aside by managing superstitions influence. This sort of management is a transitory a method to gain time for repairing the damages in the corporate or the nation building philosophy. Chanakya was well aware of the ideological influence of republican democracy of Kalinga on Magadh, to manage the contagion of change movements he proposed technical superstition management concepts. Modern political system management by the leading political parties in democracies of the world is highly indebted to the superstitions and dogmatic beliefs of technical management for achieving political mileage and goals.
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agricultural work force. State recognizes the slaves and maintains their rights with defined minimum annual salary. Slaves do enjoy state benefits and were protected by laws. Commercial sex workers (prostitutes) were recognized by the state as a profession and were a defined profession under legal system. Every segment of professions was recognized by the state. Skills use to dominate every profession under the guidance and certification process by the trainers. Trainers status use to be controlled state statutory provisions. For upper level professionals minimum qualification was prescribed and educational institutions adherence to the norms were compulsory. Every professional segment was listed in the state defined status of minimum wages / salaries. State monitoring provisions were implemented through expert committees assigned with the tasks. Such provisions were regulated through national census of population. Every citizen was provided with identity cards for free movement within the kingdoms. Specialized professionalism of Mauryan phase was ensuring high quality specialized professional services. Concepts prescribed by Arthasastra were the life line of Magadh Empires statutory provisions for excellent corporate governance.
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farmers moral duty. Land fertility was measured through agricultural experts and changed cropping pattern was followed to maintain land fertility. Polluting the river water by putting animal and human beings dead bodies or by discharging garbage sewage materials was strictly banned. Hunting in the forests were marry making events, but it was restricted to deep forests only. Different regulations were available for pollution control. Pollution control was on disposing bio organic matters of animals to prevent contagious diseases. All dead bodies of human beings were burnt to ashes to disallow contagious afflictions through viruses and germs. Diseased dead bodies were handled through utmost care to prevent contagion. Arthasastra was a gospel of effective management for the Mauryan phase administration. Chanakya treated the kingdom or Mauryan Empire as the public property and every citizen is an equity holder and has every rights of ownership. The king by role is a CEO of the corporation. Laws, regulations, concepts, philosophies, practices, theories etc., propagated by Arthasastra were leading to improvements of the organization for the achievement of excellence. As a text of corporate governance, strategic management, application of ethical management, corporate HRD and corporate HRM, strategic finance and financial control management, Arthasastra is a master piece with flawless applications and results of consequences. As a book of management practice for any organization it explains the extremes of consequences of mismanagement. Theoretically or practically none of the concepts of Arthasastra has been proved wrong within a span of 2400 years in the history. Further to this, the principles and practices that governed Kusan period, Gupta period were blindingly following the Arthasastra. Even to a great extent Mughal administration of Akbar period followed the principles of Chanakya for achieving excellence. In simple, Arthasastra, is a matchless gospel of management for all the time of the world. Theories of Arthasastra are imbibed with intelligence and tact for practical delivery of management in its applications.
Management of Chanakya not only delivered results but also delivered excellence beyond.
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other confederacy states in the time of disasters and natural calamities. From the military strategic point of view invasions from the east and the north east were lowest due to its strategic alliances, control over the silk trade routes and trade and commerce relations with Himalayan kingdoms and Tibet. As a community the largest population by demography was living in Magadh kingdom with single cultural identity, thats the biggest strength as a military power to suppress any revolution in the greater Indian confederacy Akhand Bharat. Vulnerable North West frontiers of India can be supported by Magadh military system for wining positioning against invaders. Kingdom wealth and public wealth of Magadh justifies its supremacy to play the lead role in Akhand Bharat. Chanakyas doctrine of Center of Power Magadh was a strategic management movement and establishment.
Chanakya as a pragmatic philosopher designed and implemented his doctrine Corporate Good Governance in Magadh Empire. In the management context a stable system and a stable leader can deliver long term strategic and goals effectively. He conceived the doctrine of corporate good governance by benevolent monarchy for Magadh. System of salaried king, qualified king and regulated king through council of ministers and other regulating councils comprising wisdom can deliver corporate good governance. Stringent regulatory measures for the king assure delivery of good governance. Good governance as delivered by Mauryan kings like Chandragupta, Bindusara & Asoka are examples of the finest governance system of Indian history. Asoka went few steps forward in implementing good governance and delivered beyond Chanakyas doctrine and expectations. This kind of achievement of Asoka made him a demi-God in the history. Furthermore king Mahendra delivered the excellent corporate governance and and achieved the status of a God in Singhal (Sri Lanka). Controlled and regulated unitary system with federalism character and public private partnership with transparent provisions of administration delivered corporate good governance in Magadh historic facts are evident and the doctrine was proved and applied.
6.5. Doctrine of Action of Change to Win Over Conflict Or Revolutionary Change Management
Change is a continuous process, Chanakya argues in his theories and doctrines. Progressive change or Revolutionary change will lead to disasters as Chanakya warns in his arguments and Sutras. If a revolutionary reverses it will deliver the destruction or uprooting of the system. Superfine wisdom can manage the reversing impact of any revolutionary change. Such management is called the Doctrine of Change to win over conflict or Revolutionary change management. This doctrine of Chanakya was applied by Asoka the Great in the aftermath of of Kalinga War. Chandasoka converted to Dharmasoka as Buddhist literature represents. Chanakya had argued not to clash with opposite beneficial interests in either context monarchy will be the looser against the republican democracy. Demonic contagious philosophy can uproot any monarchical system in either context of the war, either you win or you lose, republican democracy wins. Asoka managed revolutionary change by excellent wisdom that compelled him to act as a true democratic ruler and to call Kaliga war as the last war of his career. This hardcore doctrine of Chanakya was tested by Asoka the Great. No other Indian ruler in the history attempted to examine the consequences of this doctrine. Effects of this doctrine are evident in the pages of history of India and Sri Lanka. To overcome the hard facts of the consequences of this doctrine, Chanakya has attempted to provide the democratic king in the provisions of Arthasastra with benevolent ruler to Magadh. High quality social science researches justify Chanakyas doctrines as scientific in applications and practices. Every doctrine of Chanakya defines the worst consequences of it with validations through logical arguments. Chanakya explains the worst consequences for high alerts and preparedness to manage the reversible situations. Methodically his doctrines are aimed at with suitable alternative strategies at different stages. Achieving the ISSN: 2249-9962 March|2012 www.ijbmt.com Page | 15
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objective for the greater interests and mass benefits needs to sacrifice the smaller gains or individualistic vested interests. His strategic vision and mission are for the organization benefits & development. In a short philosophical line can be said End justifies the means. Social benefit doctrines need to be established through achievements.
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writes that there were many monasteries and Buddhist images in Bamiyan. Bamiyan was on the route linking India and Balkh through which spices, pearls, ivory and raw cotton were traded. Bamiyan valley is cradeled between the mountain ranges of the Hindukush and Koh-i-Baba. On a cliff face next to Bamiyan town, three colossal statues were carved 1,200 meters apart. One of them, 52.5 meters high, was the worlds tallest statue of Buddha. It was carved in the 6th century. Once upon a time nearly 2000 monks and 12, 000 students were involved in academic learning in this Buddhist academy. Indic faiths never had a missionary movement, nor were spread by the sword. Buddhism spread throughout Asia. The Buddhist faith in this manner and was accepted with open arms.
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the world, Aristotle saw four causes responsible for making an object what it is: the material, formal, efficient and final. It is the last of these, the final cause, which Aristotle held to be most important, for it determined the other three. The goal or end (telos in Greek), the final cause, of any given substance is the key to its understanding. That means that all nature is to be understood in terms of final causes or purposes. This is known as teleological explanation of reality. Aristotles understanding of happiness is rather different from ours. Eudaimonia happiness is not a feeling of euphoria in fact; it is not a feeling at all. It is rather activity in accordance with virtue. Much of the material from the Nicomachean Ethics presented here is devoted both to clarifying the word and to discovering how this kind of happiness is to be achieved. After defining the term nature, Aristotle discusses change and necessity. Aristotle displays his teleological understanding of nature that is, that natural processes operate for an end or purpose. Aristotle as a pragmatic philosopher contributed to the nation and empire building of the Greeks but his involvement in application of management philosophy was under great question mark. Either of the two side had large deficiencies of management applications which was the execution of Socrates and repetition as expected by Aristotle. Aristotles management philosophy never delivered a changed system or changed the system in Greek society. May be his pragmatism application was missing in Alexanders coquets for the world, some firmly believe, if Alexander would have been alive, Aristotle would have been recognized more. Undoubtedly, Aristotle was a master of management philosophy of the world.
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the biggest contributions of Maurya phase to modern management system. This phase conceptualized and practiced the management system which are far superior to modern scientific management. Indology has a lot in its treasure to contribute to modern management system. In the context of management history America, Europe and Japan are greatly admired in the 19th to 21st century. European management system dominated the 19th to 20th century with large contributions in scientific production system through industrial inventions of technology. American did share much with the European system in technological advancement and scientific modern management. The entire concepts were technocentric and value propositions were missing. Thats a result produced many colonies for economic exploitations. For the sake of enriching national economy created a world of haves and have-nots, developed world and third world, which the world is paying for even today. There are lots of similarities between American management system and European management system. Migration from a dominated colonial economy started in 1940s and continued up to 1970s at the same time neo-colonialism was offered to the world through European management system. At large European management system stressed on production proliferation, maximizing profit, controlling market trends through militarization, exploitation of natural resources of the colonies, low cost labour or lower payments for profit improvements, mechanization processes of production, monitoring system for higher labour inputs were some of the championed management concepts called scientific management in the 19th & 20th century. In favour of industrialization the management concepts and theories originated in Europe and America in the 20th century those fairly missed out human aspects, values, ethics and corporate governance. Techniques were brought forward in management for and only profitability till the end of the Second World War. The outcome of Second World War had a revolutionary impact on the European industry and management thought. Liberation of dependencies from colonial controls was highly active in Asia, Africa and Latin America. Companies with heavy dependency of supply of raw materials from colonies had to shift over or to liquidate the company to native stake holders. Manpower use as machine and profit through higher manpower utilization concepts were fairly challenged. Pricing policies in closed economy trade for desired profitability entered in to competitive pricing. European companies instead of colonies as market place shifted to Europe as target markets. Europe entered in to a phase of competition by European companies. Human resource management started gaining prominence as profits were secured by market intelligence and professional vision. America with the experience of Second World War devised a market system by hegemony in Europe. Power and force of USA was the prime Unique Selling Proposition to dominate the European market and access comfortably. East Europe with the leadership of Russia (USSR) ideology movement of Bolshevik revolution moved towards a closed market economy. This barrier of ideology dominated the world market till 1990. A new phrase was adopted in the management ideologies as Cold War. The strategic alliance of America, USSR moves in the market place were as effective and exactly following the guided parhs of Chanakyas Mandala Theory as defined in Arthasastra. The new concepts of management theory of USA and Europe were adopted for the open market of the first world and its allies during 1950s to 1980s were based on many of the Mauryan systems and practices. Allies were the favoured nations and priority markets for business. USA followed the golden rules of mighty military system to capture the markets of the world. Asokan period in Maurayan phase had applied many such diamond rules of mighty military system. In this process the enemy country of the Second World War Japan adopted the oriental management policy of being an ally of the power drivers USA and Europe. This devastated economy tactfully used the ally market as the target and grabbed as much as economic power by trade investments and industrial expansions. Japanese management think tank looked at economic power as the core competency of establishing hegemony in the consortium in this regard it moved two steps forward for community economic development through public-private-community involvement. The nation as one community revived the system of oriental Samurai practices of delivering highest quality by reducing the time, time reduction by systematizing the process, systematizing from beginning to end reduces the cost of production. These are the champion doctrines to dominate the market by highest mass requirement quality through economy pricing. Highest quality is highly expensive. Mass quality can operate with the economy scale. Mass quality can expand the industry volume production. Thats the secret of the economic dominance in the competitive market. Japanese methods of revival of management theories from Samurai culture and Buddhism practices delivered quality management and quality engineering magic to the industrial world America and Europe. In 1980s and onward Japan started gaining prominence in management theories and practices development throughout the world. Either its Six Sigma, Right in Time (RIT), Kaizen, Toyota Quality Norms, Beyond Six Sigma, Quality as per Consumer Needs etc. some of the Japanese contributions to the world of management. Japanese oriental management practices have its root in the Buddhist philosophy and practices, both of these are supplied from India. Indian Buddhist monks from 2 nd century B.C. till 9th century A.D. kept on redefining many of the Buddhism practices outside India with influence of oriental management system of India. Oriental Indian management system especially, Mauryan management which was defined as a flawless system by Chanakya was followed widely by the monks. Japnese management system revived and practiced oriental methods, doctrines, and theories to deliver its finest management practice to the world of industry. Mauryan forms are by theme is a part or whole of the concepts Japanese delivered to the world in management order. ISSN: 2249-9962 March|2012 www.ijbmt.com Page | 20
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