Chanakya on ManagementCanakya’s Arthasastra deals with the different aspects of managing a kingdom, including management of men. The principles contained in Canakya’s work have the unique distinction of being used successfully in practice to achieve good results on a sustainable basis. The management principles used in the USA or in Japan are derived from their own cultural background. There exists enough evidence to show that these systems, even when meticulously and earnestly adopted in India, rarely take roots or produce the desired results. We need to look for those principles that make sense in our own social and work culture and which would hopefully deliver better results for all concerned - the customers, the investors, the employees and the society. This book on the management philosophy and practice of Canakya is the author’s earnest attempt to help Indian readership to become familiar with the great work of the First Total Management Guru of the world. |
Common terms and phrases
accomplishment achieve acquiring action acts of commission adversaries adverse advice Ahmedabad amongst anger appropriate artha Arthaśāstra aspects assignment becomes behave Bertrand Russell bhavati boss Cāņakya capable Chapter chief collaboration colleagues conquering consequences considered context Dāna decision dharma difficulties doer duties effective efforts emphasise employees enemy enforcement ensure enterprise ethical behaviour fault feel Fifth Element friends gained give given goal Guru happiness human humility hurt ideas India individual Jaico juniors kāma Kautilya kind king kingdom knowledge lazy lead Mahabharata managerial mantra market economy moral Mumbai Nanda Dynasty non-friends oneself organisation person policy/project political position of power prakrti previous sūtra project planning protect punishment reason right means role śakti sānkhya sense situation skills society specific statement strategy strong success Sūtra Summary task thinking Thirukkural unethical verb vinaya weak wealth word अपि कार्यम् न अस्ति भवति


