INDOLOGY AND BUSINESS STRATEGIES

Rajinder Kapil MBA, M.Phil (Commerce)Gold Medalist CDLU & Panjab University Chandigarh

Research Scholar Chaudhary Devi Lal University, Sirsa (India)Rajinderindu@yahoo.com Mobile: 093160-73982

INTRODUCTION

“Out of righteousness springs wealth, Out of Righteousness springs happiness, Through righteousness one obtains everything. This world has righteousness as its essence.”

Aranyakanda –ValmikiRamyana

Indology is the ideological vision. It has a physical and psychological

viewpoint for regulation of human life and business environment.

Indology as positioned in a number of books, stands and

investigates and has a particular vision full of humanitarian and

philanthropical ideology which may guide the modern human

being and business strategists alike.. Indology deals with the

fourfold principle while disseminating the knowledge to the human being

whether it is spiritual, psychological, political, business administration or

the like. Indology works like the headlight and provide the directional

navigation for the human being for smooth life journey. The human

being has an estimated life span of hundred years which has been

rightfully divided in four parts termed as Dharam, Arth, Kaam and

Moksha. According to the Indian traditions, these fourfold values of life

viz. Dharma, Artha, Kama and Moksha, which everybody needs to, lead

an ideal individual happy life irrespective of the caste, creed, time and

place. Man has a matter of right to understand the intricacies of

existence and to have a glimpse of the ultimate truth and reality

from whereone seems to have emerged. Journey of human

consciousness starts from outer to inner existence. The day man

opens his eye on this planet; he has witnessed nonstop march to

knowledge. The study of the time could put human being on the

line of start of eternal path of evolved knowledge and intellect

which is rightfully inherited by every individual born on this planet.

Therefore, it would not be improper or strange to peep into the Vedas to

know the economic policy, too, formulated by the seers, the law-makers

of the society. Moreover, it would be significant to see the relevance of

these Vedic Economic policies in the contemporary world, especially when

the entire world is facing economic crisis.

Key words: Indology, Business Strategies, Indian economy

Vedas, Shastras, Religious scriptures are the Indian heritage and

are repositories of knowledge. “Vedas pervade the management

domain universally cutting across the contours of cultural

dualities, inspiring one to act with excellence, foresight and

vision coupled with moral and ethical values. Vedas impart

stainless, priceless and immortal management wisdom with

practical relevance which always stands the test of time. They

cover a broad spectrum of management principles which are

applicable to the individual, societal, environmental and

universal levels. The wisdom is refreshingly relevant and more

meaningful today in the complex, dynamic and competitive business

situations across countries.

The Rishis (Saints) wanted that knowledge to be stored for

posterity as well as to be disseminated to the entire population.

Rishis with remarkable foresight, acumen and an absolute

understanding of human nature synthesized the entire process and

came out with Vedic scheme of Indology. Their approach was

holistic.

The study of this sub-continent in terms of language, Culture,

Environment and History is termed as Indology. The study of

people will never be sound without study of its inhabited land

and also of its contiguous or neighbouring lands as the

neighbouring influences always create forces to be reckoned with

in moulding the character and culture occupation of the people.

Consequently, the Vedic knowledge, study of Indology comprises of

four elements viz Language, Culture, Environment and History,

influence directly or indirectly the trade and commerce of

economy.

“Indology is a science which makes multidimensional investigation and study about

India. It also studies the Indians to unravel the mysteries and secrets which enable the

Indian culture and civilization to stand unique in the history of mankind.”

Indology“the complex of disciplines associated with the study of

the history of the peoples of the Indian subcontinent, their

cultural inheritance, ideological views, literature, art, and

languages, as well as, in more recent times, the economic,

social, and political problems of India”

Classical and Modern Indology

A section of some scholars distinguish Classical Indology from

Modern Indology. They focus on Sanskrit and other ancient

language sources, whereas, the others focus on contemporary

India, its politics and sociology. Indology is the academic study

of the languages, environment, cultures, history, literature and

art of the Indian subcontinent (most specifically the modern-day

states of India, Pakistan, Bangladesh, Sri Lanka and Nepal), and

as such is a subset of Asian studies. Indology may also be known

as Indic studies or Indian studies, or South Asian studies.

Origin of Indology

Ancient Indian literature whether Sanskrit, Pali or the Prakrit

presents a well-systematized and established norms of knowledge.

During the Golden Age, the Sanskrit Literature developed from the

Epic to Brahmans to Sutra period witnessing numerous stalwarts

contributing to its tremendous growth that resulted in, the

development of Puranas, Smritis, Sutras, Dharam Sastras, Arthasastra, literary

writings, poetics, drama, fables, exicography, grammar, various

sciences along with final touches to various epic period

literature. Among them the Vedas and Upanisads were the bases of

education. Vedas are unique and priceless guides in opening

before human eyes, tombs of thought richer in relics than the

royal tombs of Egypt and more ancient and primitive in thought

than the oldest hymns of Babylonian or Acadian poets.

The philosophers, the humanists and the scientists from all over

the western world demanded that one should not look beyond Greece

because, according to them, all human knowledge came from that

nation; as for priests, who at one time burned or murdered those

who disobeyed them, they demanded that one not look beyond

Judaea. For the former, all that was nor Greece was barbarian;

for the later, all that was not Judaism or Christianity was

paganism, idolatry or witchcraft.

That is why when, at the close of the 18th century, the first

Europeans interested in India and in Sanskrit, Sir William Jones

– father of Indology (1746-1794), H.T. Colebrook (1765-1837),

C.E. Wilkins (1759-1836) and others set to work and met under the

banner of Bengal Asiatic Society on 15th January 1784 in

Calcutta (India). Charles Wilkins wrote the first direct and

complete translation of the Bhagavad Gita, published in London in

1785, Hitopadesa, Sakuntla by Jones in 1789 and Gita Govinda in

1792. The Europe was dumbfounded came into contact with Indian

thought and Indian poetry through these works. On reading these

books, the others enthusiastically had sung their praises and

Sanskrit triumphantly entered on the stage of universal culture.

The remarks of Baron Thomas Babington Macaulay (1800-1859) on the

then education system in India were derogatory and refused to

study saying that the Western sciences cannot be compared to

those of Indian sciences since they differ to European sciences

and established England’s education system in India with the

result that Indological philosophy got a serious setback.

Macaulay in an address to the British Parliament on 2nd Feb 1835

said, ‘‘I have travelled across the length and breadth of India

and I have not seen one person who is a beggar, who is a thief ,

such wealth I have seen in this country, such high moral values,

people of such caliber, that I do not think we would ever conquer

this country, unless we break the backbone of this nation,

which is her spiritual and cultural heritage and therefore, that

we replace her old and ancient education system, her culture,

for if the Indians think all that is foreign and English that is

good and greater than their own, they will loosen their self-

esteem, their native culture and they will become what we want

them, a truly dominated nation.”

History of Indology

By nature the human mind is in thirst of knowledge and various

people engage themselves in different studies based on their

knowledge, need of the era, availability of resources and leaving

behind the treasures of epistemology, research for next

generations to further the study of exploration. The Greek

ambassador Megasthenes in 350-290 BC appeared during the regime

of Chadragupta Mauryan Empire and composed four volumes based on

his life in India. Various other visitors started visiting India

and laid their hands on Indian Culture, Scientific, religious,

political and History. Abū Rayhān al-Bīrūnī presented his

finding in the form of Cross Cultural Comparison in 973-1048.

Indology as an academic subject emerges in the 19th century, in

the context of British India, together with Asian studies.

Systematic study and editorial activity of Sanskrit literature

became possible with the St. Petersburg Sanskrit-Wörterbuch during

the 1850s to 1870s. Translations of major Hindu texts in the

Sacred Books of the East began in 1879. Otto von Bohtlingk's

edition of Pāṇini's grammar appeared in 1887. Max Müller's

edition of the Rig-Vedaappeared in 1849–75. In 1897, Sergey

Oldenburg launched a systematic edition of key Sanskrit texts,

"Bibliotheca Buddhica".

Many foreign thinkers of good eminence have eulogized Indian

philosophy. In his convocation address at Benaras, Mr. Hugo-

Valvanne, Minister for Finland in India said, “ In the search for

ultimate solution of the questionings of human mind about life

and death, you had found results which surpassed those of the

Grecian philosophers. In the field of religion your mystics and

devotees penetrated deep in the unfathomable problems of life.”

Basically the study of Indian literature started when the English

Empire was planning to dispatch its business class to explore the

business activities in the Indian sub-continent. Well before this

Max Muller during his tenure in Oxford University started

teaching the class of administrators about the tactics of

business and Indian administration in the wake of rich Indian

culture and Vedic possessions. Max Muller composed six chapters

on Rig-Veda, the respiratory of knowledge. They were taking every

step with a systematic strategy with regard to entering India on

strong footing. At times they were scared of rich Indian

knowledge and started appreciating initially and later started

advocating its non utilization in social progress. By this time,

millions of Hindus were familiar in varying degree with legendary

themes and traditional beliefs which the ancient sages and poets

of India invested with much beautiful symbolism, and used as

medium for speculative thought and profound spiritual teachings.

They initially offered their products free of cost to the Indian

population and in return acquired the knowledge of the sub-

continent. They offered scientific innovations of electricity,

communication equipments and other such related products which

made the life of Indian people comfortable in those days of

financial scarcity.

Born as a free spirit, the man is likely to be able to access the

reality of Vedic source of knowledge through the vehicle of the

accumulated wisdom, intellect and unrevealed vistas of Vedic

education.

The individual is the store house of infinite energy emanating

from that supreme consciousness (Tatavmasi) the unfragmented

supreme house of the Truth, knowledge and bliss. Gita, Samhita,

Brahmana, Upnishada and six Vedanga, the four up-Veda,Smirits including two

great epics and Puranas describe the same consciousness. So Vedic

work is the world of universal brotherhood, universal equality

and universal interdependence. It is high time both the Vedic

world view and science create a new world of peace, tranquillity

and establish an all round happiness.

Having truthfully and sincerely learning of Vedic intellect is

not merely for the self-esteem only but the intricacies of this

knowledge has to be disseminated to the world at large and in

this research an effort has been made to place the record of the

strategies for implementation in routine business enterprises.

Code of Maharishi Manu

In the code of Manu detailed instructions regarding the then

social rules and practices are given. The metaphysical and

cosmological speculations found in Manu are of much importance

since they are mentioned only to give the intellectual background

of the social code. In Manu’s system there is scope for some

progress the main emphasis is on the conservation of the social

order. It glorified customs and conventions at a time when they

were being undermined. There are however, flashes of great

insight in literature books.

The science found in Vedic literature is the source of all kinds

of knowable objects. Therefore, Vedas are revealed texts rather

than man-made (pauruseya).

‘Unless we learn to understand this metaphorical or hieroglyphic language of the

ancient world, we shall look upon the Upnishads and most of the sacred books of the

East as mere childish tweddler; but if we can see through the veil, we shall discover

behind it, not indeed, as many imagine profound mysteries or esoteric wisdom, but at

all events intelligent and intelligible efforts in an honest search after Truth.’

Vedic Management Principles

The Vedas intrinsically deal with the subtle management principles,

processes, concepts and practices. The Vedic principles have a

broader perspective and scope as they apply to all situations,

circumstances and environments wherein human interfaces are

involved at the individual, family, societal and global levels

cutting across caste, creed, colour, gender, religion or race.

These are fundamental doctrines of the ultimate reality which

have universal application without being barred by territorial

frontiers or time restrictions or resource constraints. They are

multifaceted with a multi-dimensional perspective catering to the

needs of one and all in the human society. Vedic Management has

following four dimensions- Self Management, Relationship

Management, Cosmic Management and Spiritual Management.

Vedic knowledge in Management

The management is concerned with the future planning therefore an

assessment of the future trends become necessary. If a manager

has fairly good Vedic knowledge,he can anticipate long range

trends with a fair degree of accuracy. If the top personnel

management knows, they may be in a better position to evaluate

each one of different categories of personnel and work would be

able to remove the obstacles for smooth running of the business

and obtain optimum results.

Reason stands aghast at finding that all the difficult problems

in region and metaphysics with which it has been grappling for a

solution through all these years have already been solved by

sturdy old minds of India, and not only solved but carried into

practice in daily life. Indological and philosophical differences

in the country were a glory and not a hindrance. Indians have

seen a spirit of synthesis working behind all diversity and this

is one of our most conspicuous national peculiarities.

India is a cradle of philosophy. Nowhere are made so bold and

daring attempts to solve the riddle of the universe as in India,

where there lived kings like Raja Janaka, and Ajat-Shatru,

Brahmins like Yagayavolkya and Nachiketa, scholars like Sankara

Acharya and Kumarila. Bhatt Even the birds, it is said here used

to talk of Brahma-Vidya, Svatah Pramanatva and Partah-Pramenatva

of the Vedas.

Review of Literature

Gupta (1996) Ancient Indian seers felt that education should

broaden one’s mind by providing information of various aspects of

life (i.e. subject) improving capacity to understand and analyze

things, take judicious decisions and train up to do a better job

in a better way. This should help in leading a better life.

Hill et al. (2004) strategy originated from the necessity of

people to defeat their enemies. Without enemies the need of

strategy is nonexistent. Keniche Ohmae, acclaimed Japanese

business strategist, has also said that the sole purpose of

strategy is to enable a company to gain, as efficiently as

possible, a sustainable edge over its competitors. When no

competitor exists, there is no need to strategize. In business,

strategy is seen as a way of integrating the activities of the

diverse marketing, production, finance, procurement, research and

development etc. This internally consistent set of goals and

policies aligns the firm’s strengths and weaknesses with the

external (industry) opportunities and threats. Strategy is the

act of aligning a company and its environment. Environment and

business capabilities are subject to change, therefore, the task

of strategy is to maintain a dynamic balance. It also consists of

the competitive moves and business approaches that managers

employ to direct and please customers, complete successfully,

grow the business, conduct operations and achieve targeted

objectives.

Herrmann (2005) explains the development of strategic management

from an evolutionary perspective which sees technology as the

product of evolving cycle of variation, selection and retention.

In an industry, breakthrough innovations, or technological

discontinuities, initiate eras of ferment/excitement that end

when a dominant design, or standard of the industry, starts an

era of incremental change. The emphasis on product that helps in

developing an industry standard is replaced by an emphasis on

process. A new era of ferment in strategic management was

generated by the notion of competitive advantages based on core

competencies and resources. Overtime, the increasing attention

given to intangible and invisible assets has emphasized the role

of new sources of competitive advantages. The cycle of this

evolutionary perspective provide an explanation of the ever

evolving nature of the field.

Sharma (2006) Describes that macrocosmic principle is

omnipresent. It is beyond the visible world of the Sun, the moon,

and fire. It does not need any other light for its illumination.

In fact, all luminaries derive their light from it. It does not

need the mind to think the eyes to see or to hear. In fact all

the senses derive their respective attributes from it. The author

relates the co-existence of the two birds- the voluptuous and the

fasting one embracing the same three points to the same

philosophical, intellectual and universal liberality. He

describes the entire universe as a play of the one and only one

unfragmented consciousness in the form of its cycle of

manifestations and submersions.

Thite (2007) In the modern period i.e approximately for the last

two centuries we find two streams of Vedic interpretations

simultaneously Indian as well as Western. These two ways of

interpretation can be described in two words:

i) Fruit Oriented

ii) Root Oriented

The Indian way of Vedic interpretation has remained fruit

oriented. The Indian interpretations have always used

Vedas to solve their problems in their periods. On the

contrary the western interpreters always try to seek the

original meaning of Vedic text irrespective of the fact

that it may or may not be relevant.

Strategy

We are the guides to the world on the ethical approach and its

valuesystem and the world has started listening to our religious

discourses and social standards and are on the verge of revising

their business rules and regulations where as we now ourselves

forgotten our own age old virtues and have started imitating

western culture in terms of modern living system, wearing

costumes at social functions, marital systems and other fun and

frolic dimensions. The secret and sacred knowledge of Maharishi

Vatsayan of conjugal relations of men and women are being

unethically practiced and the Srngarasatka of Bhartrahari and

other aesthetic knowledge sources are being manipulated for

extracting money instead of physical and mental satisfaction. We

have now not only starting ignoring our own established and time

tested ethics but have started falling pray to the western

cultural dominations, due to which our own moral has diminished

and the resultant position is that the administrative policy,

ideology, social ethical structure, financial implications and

social statistical formulation of Maharishi Manu got adversely

affected. We have not only borrowed business approaches from the

western shores but have also forgotten the original philosophy of

Indology and now the time has come when our intelligencia has a

duty to educate our youth for moral education and debar them from

going down for business ethics. The western style management

education has further aggravated the situation and has created an

illusion before the customers to choose facilities from the

markets.

Genesis of Strategy

Many of the concepts that form the basis of present day

understanding of business strategy were developed during the

first half of the twentieth century. After that the competitive

space has been drastically altered. Since the origin of business

policy fields in 1950s, researchers have concerned themselves

with the attributes and impact of strategic planning and the

concern increased with the expansion of modern strategic

management research.

The theories and concept of strategic management in fact follow

evolutionary cycles that explain alternating emphasis on process

or content research as well as shifts of attention, first to the

environment, then to the firm, and now to the human potential of

individuals. Firms now compete in a complex and dynamic

environment transformed by the flow of and need for instant

information, where knowledge is increasingly becoming the most

valuable resource.

Competition

The impact of technology and globalization increasing determines

that high capabilities of firms, to acquire information, create

knowledge and innovate, is essential to competing successfully.

Through 1960 and 1970s, the study of strategy was assumed that

firms with better leaders would make better choices and would

ultimately do better than their competitors. Porter turned the

paradigm on its head. Michal Porter provided the first dominant

design in strategic management with his classic book “Competitive

strategy” considered the most influential contribution to the

field. In 1980 the focus shifted from strategic planning towards

strategic management. In transforming the study of imperfect

competition into the analysis of competitive advantage, Porter

shifted the focus of strategy research outwards, towards the

analysis of firm’s microeconomic environment. Strategic

management saw the strategy of firms as one of adaptation to

rather vague environmental forces until Porter (1985) developed

the five forces model/ framework.

“A common view today is that the formation of strategy is easy,

but the real issues and problems are those of implementation and

that the conventionally prescriptive approach to strategy ignores

the degree to which strategy in real business is emergent rather

than directed”.

Competitive Strategy

The research instrument pertaining to competitive strategy was

basically drawn from the works of Porter (1980, 1985).Following a

review of these books, an instrument was inductively derived to

evaluate the various competitive methods that might be used to

characterize a particular generic strategy.

Porter recognizes that the strategies that compares use to

compete in industry can differ in a wide variety of ways, and he

proposes a number of “strategic dimension” that should capture

the possible differences among the strategic options of companies

in a given industry. These dimensions are comprised of

competitive methods that include brand identification, channel

selection, technological leadership, cost position, service and

leverage among others. These competitive methods provide a means

for characterizing the strategies of competitors within industry.

A group of firms within an industry that follows the same or a

similar strategy will comprise a strategic group. (Porter 1980).

Other inputs were also taken through a review of questionnaire

items used by previous strategy researchers and the top

competitive weapons identified by Bourgeois (1980) were also

included in the questionnaire. Based on review of literature the

following variables were finalized.

a) Differentiation Strategy

b) Cost leadership strategy

c) Focus strategy

A differentiation strategy calls for the development of a product

or service that offers unique attributes that are valued by

customers. The value added by the uniqueness of the product may

allow the firm to change a premium price for it. In order to

identify the differentiation based competitive strategy, the

respondents were to indicate the extent to which their company

engaged in competitive activities involving:

i) Collecting and evaluating information concerning general

social traits that might affect the business.

ii)Periodically reviewing product development efforts to ensure

that they are in line with customer’s expectations and

whether business plans are driven by market research.

iii) Taking corrective action, if customers are found to be

unhappy with the quality of service.

iv)Whether quality of their products and services is source of

competitive advantage.

v) Whether policy features are their products biggest

selling point.

Differentiation Strategy

A differentiation strategy calls for the development of a product

or services that offers unique attributes that are valued by

customers. The value added by the uniqueness of the product may

allow the firm to change a premium price for it. In order to

identify the differentiation based competitive strategy, the

respondents were asked to indicate the extent to which their

company engaged in competitive activities involving:

i. Collecting and evaluating information concerning general

social trends that might affect the business.

ii. Periodically reviewing product development efforts to

ensure that they are in line with customer’s expectations

and whether business plans are driven by market research;

iii. Taking corrective action, if customers are formed to be

unhappy with the quality of service.

iv. Whether quality of their products and services is source

of competitive advantage.

v. Whether policy features are their products biggest selling

point.

Cost Leadership Strategy

Cost leadership strategy aims to achieve the overall lowest cost

structure in an industry. This can be achieved by having

efficient business system by economy of scale and cost

efficiencies. Cost leadership not only helps a firm to undercut

competition but also gains market share along with competitive

strategy, the respondents were asked to indicate whether:

i) Their organization makes efforts to effectively

co-ordinate the activities of each employee and

each department.

ii) The company is concerned with the performance

of agents.

iii) Competition in market concerns items.

iv) Whether their products are similar as that of

competitor.

v) A periodically comparison is done to gauge the

effectiveness of alternative method of

distribution.

vi) Price/premium is an important determinant in

the buying decision.

vii) Low cost is their products biggest selling

point.

Focus Strategy

Focus strategy is based upon the choice of a narrow competitive

scope within the industry. The rationale behind this strategy is

that a firm can be more effective and efficient by focusing its

efforts to a narrow target. It aims to engage either cost

leadership strategy or differentiation strategy in a segment of

the market. Focus strategy was measured by asking respondents

whether their company is:

i) Targeting specific market segments.

ii) More focused on specific group of customers

than competitors.

Development of corporate strategy by staff members

Staff members and the development of corporate strategy. Staff

members help companies and organisation in aiming. For

sustainable growth as well as for segment leadership in their

respective industries. They help companies and organisations to

establish its broad leadership usually by redefining their

corporate strategies and their products and services. The change

or reactivation of corporate strategy of an organisation or

company may include the company operations and the introduction

of new technology, and then reinforces the position of various

products of the company.

The role of the staff members in the development of the corporate

strategy is to help that particular company or organisation in

securing the growth of their business in a sustainable manner,

while at the same time constantly improving the company’s

profitability. The strategy being employed by the staff members

to achieve this involves four elements:

i) Encouraging companies and organisation to strive in order to

reach a leading position in attractive markets.

ii)Development of a corporate strategy focusing on securing a

competitive share of the market segmentation.

iii) Working in order to improve the company’s efficiency

and cut costs in operations.

iv)Aiming for continuous growth through selective acquisition

for as long as the company can create shareholders value.

A strategy is typically an idea that distinguishes a course of

action by its hypothesis that a certain future position offers

an advantage for acquiring source designed gain. The word

derives from the Greek ‘Strategos’ which referred to a

‘military commander’ during the age of Anthenian democracy,

reflecting the military roots of strategy. The American

Heritage dictionary defines strategy as “the science and art of

Military Command as applied to the overall planning and conduct

large scale combat operations.” Alfred Chandler defines

strategy as “the determination of the basic long term goals and

objectives of an enterprise and the adoption of course of

action and the allocation of resources necessary for carrying

out their goals.”

Applicability of Indological vision in Business

There is no denying the fact that Vedic education has a wide

variety of its application to the present day business and has

various dimensions such as:

1.0.1 Culture, Civilization and Strategic Cross-CulturalRelationship1.0.2 Strategic Management Techniques for Environment andsocial Development1.0.3 Strategic Social Business Responsibility and TaxationLaws1.0.4 Management of Art, Literature and Cultural inheritance1.0.5 Strategic Product Development and Materials Management1.0.6 Strategic Government Management Techniques and GeneralCode of Conduct1.0.7 Practical Vedanta and Dynamic Management Techniques inContemporary business

1.0.1 Culture, Civilization and Strategic Cross-Cultural

Relationship

Business is the outcome of human relationship management. It has

a holistic approach to know the most graphic and life like

picture of the civilization, the cross cultural relations, the

political and social life, character and culture occupation of

people which forms the basis of strategy formulations.

1.0.2 Strategic Management Techniques for Environment and

social Development

They cover a broad spectrum of management principles which are

applicable to the individual, societal, environmental and

universal levels.These are fundamental doctrines of the ultimate

reality which have universal application.

1.0.3 Strategic Social Business Responsibility and Taxation

Laws

Privileges, obligations and responsibilities of business houses

including social responsibility, crimes, punishments, taxation

procedures, judicial procedure, etc.

1.0.4 Management of Art, Literature and Cultural inheritance

Ideological views, literature, art, and languages, as well as, in

more recent times, the economic, social, and political problems

of India as applicable to business.

1.0.5 Strategic Product Development and Materials Management

Utilization of natural resources for business purposes, products

and product development, the sphere of substantive law such as

contracts, partition, inheritance andbusiness adoption.

1.0.6 Strategic Government Management Techniques and General

Code of Conduct

Dharma-sutras specify the duties of a Government (or the king)

and dilate upon civil law, criminal law, taxation, system of

government administration of justice and laws ofwar.

1.0.7 Practical Vedanta and Dynamic Management Techniques in

Contemporary business

To deal with competitive business situations across countries.

Vedic Knowledge represents immortal management wisdom with

practical relevance which always stands the test of time.

REFERENCES:

Kannan. S. (2009). Vedas and Modern Business Management Principles, VedicManagement: New Delhi; Taxmann Publications Pvt. Ltd. p.235

http://www.crossref.org/05researche www/Indology.org, doi. retrievedon December 03, 2011.

Farlex Definition of Indology by free on line dictionary The Great Soviet Encyclopedia, 3rd Edition (1970-1979). © 2010 The Gale Group retrieved on 27th Jan 2013

Mukhopadhya M. (2005). Preface, A New Book of Vedic Education. Jaipur:ABD Publishers.

Jarocka Maria Ludwika (2002). Indology’s mistaken Past: Indology Past Present and Future- Saroja Bhate: New Delhi; Sahitya Akademi, pp.17-22.

Foster George, (1785), Mythology and Customs of the Hindoos:Delhi, Deepak Publications

G. Bubler (1886). The Law of Manu translated: Sacred books of the East, Oxford: Clarendon Press

Panday Ramnath (2011). Vedic science: mind and life body (prona sarire): Vishveshvaranand Indological journal vol xlix pts i-ii Pp23.

Muller. F. Max (1892) Mythogical Language misunderstood; Theosophy of Psychological Religion; New Delhi, Asian Educational Service. Pp 142-143

Kannan.S. (2009). Vedic Management:. New Delhi; Taxmann Publications (P) Ltd. Pp 5-7

Gupta S.S. (1996). Intellectual Development, Time Honoured Hindu practices, New Delhi: Sunil Printers, pp.114-115.

Hill C.W. and Jones G.R. (2004). Strategic Management, New Delhi, Biztantra Publshers.

Hermann (2005), Evolution of strategic management: the need for new dominant design” International Journal of Management Review, 7(2), pp.111-30

Sharma Ram Karan (2006). Vedic World View and Modern Science: NewDelhi; Pratibha Prakashan, pp.17-21

Thite G.U.(2007). School of Vedic Interpretation. Sanskrit Studies: Delhi Special centre for Sanskrit Studies, Jawaharlal Nehru University.

Porter. M.E. (1985). Competitive Advatage: New York, Free Press.

Faulkner David .O. and Campbell Andrew (2003).Oxford Handbook of Strategy: New York, Oxford University Press.