Hava Nagila!

Everything does pass, and we can endure and we can survive!! – Rahul Dravid

Organizational Concepts in Indian Heritage

Indian tradition has visualised complex organisational structures in a variety of tasks involving the coordination of activities of several functionaries with specific duties.   The performance of Yagna which was one of the primary activities during Vedic times had also demanded a perfect co-ordination among various activities, involving men and materials.  It involved a perfect co-ordination between the four primary agents called Hota, Udgata, Adhvaryu and Brahma, with various sub-agents and various materials.  All these activities  had to be perfectly co-ordinated and interlinked,  which is all the more difficult since the co-ordination also has to be performed to a particular schedule which itself has to be in harmony with certain astronomical and astrological phenomena.  Hence Yajamana (Sacrificer) has got a very important function similar to that of Chief Executive Officer.  The structure of the Yagna performance spells out the specific duties of the Corporate Executive and their unambiguous role-functions.

The system of such perfect management enveloped not only the areas mentioned in the Sruti and Smriti, but also in the field of Fine Arts, whose performance also requires perfect co-ordination and management. The term ‘Sutradhara’ used in Bharata’s Natya Sastra represents a manager involved in coordination.  The Sutradhara has to plan and delegate various duties to functionaries and to supervise their functions in the staging of a play.

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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

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