Everything does pass, and we can endure and we can survive!! – Rahul Dravid
The Mimamsa theory of Bhavana offers an interesting conceptual model for comprehending the multitude of activities coming within the purview of modern management. According to the Mimamsakas, all knowledge has a pragmatic significance and even the so-called descriptive sentences should be interpreted in an imperative context. Thus, the Vedic statement that “Vayu is the quickest of all the deities” would imply that it is easy to please him. Taking a clue from this, we can interpret a multitude of data in different practical contexts with a view to utilize them. More important is the Mimamsa-interpretation of linguistic statements prescribing specific duties to specific individuals. Let us take the example of a prescription like the following. “A person desirous of heaven should perform sacrifice”. This sentence prescribes a particular activity, called Bhavana, which is defined as “the specific action on the part of the agent towards the fulfillment of a task.” This can be analysed into the following three components:
1) What is to be accomplished? (SAADHYAM)
2) By means of which is it accomplished? (SAADHANAM)
3) How it is to be accomplished? (ITIKARTAVYATAA)
In the above example, the object to be accomplished is the ultimate aim of conducting a sacrifice, like attaining heaven. The second question concerns the means of achieving the intended goal VIZ: the sacrifice, which is the means of attainment of heaven. The third component is the performance of the ancillaries which constitute a sacrifice.
The above model can serve as the structure of any complex task requiring management. The following points should be spelt out first.
1) The goal to be achieved.
2) The means for achieving it.
3) The operational procedure4.
Bad management is more than often due to the lack of any clear-cut vision on any of these components. Thus, lack of clear-cut policy or vision, inadequacy of the means employed to achieve the ends, and muddling in procedure are the real villains which spell disaster for corporate institutions. It will be highly illuminating if we do some sort of soul-searching, in the light of the above checklist, in our sick units and malfunctioning PSUs.
Abstract | Introduction | Important Heritage Texts | Organizational concepts in Indian Heritage | Conceptual Model of Management | Governance and Administration | Governance and Administration in Tamil Sangam Heritage | Duties of a ruler as in Tamil Heritage Text | Fiscal Administration in Tamil Heritage Texts | SWOT Analysis | Knowledge Management | The learning of attitudes | Leader’s role in learning culture | Learning Models | The need for holistic knowledge | Conclusion | References