Asoka - Application of Oriental Indian Management System in Modern Management

109

Transcript of Asoka - Application of Oriental Indian Management System in Modern Management

AsokaGreat Indian

Management System(Application of Oriental Indian Management System in Modern

Management)

Dr. Siba Prasad Rath2012

Contents

1. Asoka - Great Indian Management System 1

The Maurya Rulers Succession 5

Asoka the Great – Career Path 6

2. Asoka- Winning the Race Strategies 9

Advanced Corporate Governance Model of Maurya Phase 11

Empire Governance through Zero-Failure Alternative Mechanism 11

Garrisoned Strategic Townships 12

Confederacy Governing Mechanisms & Successful Management 15

Asoka’s Economics of Public Life – Commerce & Trade (Model) 17

High Traffic and High Trade Routes – Effective Management 18

Highway Mainland Roads – Trade and Logistics Management 19

Industry and Production Control Management 20

Asoka’s Economics of Public Life – Industry (Model) 22

Strategic Alliance with Ceylon and Custodian of Buddhist

and Hindu Holy Sites – Supreme Tact in Management 22

3. Military Organization Management – Second to None 24

Military System Supply Chain Management

(Zero-Failure & Zero-Defect) of Asokan Army 28

Supply Chain Management of Asoka’s Maurya Empire 30

4. Management of Finance, Agriculture, Judiciary,

Welfare State & Social Order by Asoka the Great 31

Financial Management 32

Agriculture Productivity and Infrastructure Management 34

Asoka’s Economics of Public Life – Agriculture (Model) 36

Judiciary and Welfare State Management 37

Social Order Management of the Empire 38

5. Revolutionary Change Management – Kalinga War 40

Historical Links of Odisha & Sri Lanka 40

Culture Transmission 42

Kinship Relationship of Kalinga with Sri Lanka (Vijayan) 44

Aftermath Effects of Kalinga War – The Stronger Sri Lanka Link 45

Revolutionary Change Management - KALINGA War &

Establishment of Corporate Benevolence Governance 48

Asoka’s Communication Management Model of

Philosophy, Mission & Goals 53

Management of Strategic International Trade

Relations through 3rd Buddhist Council - Asoka 54

6. Management of Life Excellence- the World of the Great 59

Third Buddhist Council – A Stepping Stone 60

Dhamma – The Inclusion and Management of Life Excellence 62

7. Asokan Management Theorization 66

Military Management 67

Public Administration & Corporate Governance 68

Welfare System Management 68

Agriculture, Industry & Trade Management System 68

Efficient Financial Control and Treasury Management 69

Human Resource Management & Development 79

Corporate Governance Model 70

Revolutionary Change Management 74

Acknowledgement

I strongly acknowledge the critics, commentators, friends, scholars,

colleagues and students who have shared their valuable time and energy in

understanding and interpreting the works and actions of Asoka the Great.

Management Gurus like Dr. Biswajit Das, Dr. Shivshankar Mishra,

colleagues & friends like Dr. S. K. Baral, Prof. Archana Chaudhury, Prof.

S.P. Kabi Satpathy, Prof. L. N. Das, Prof. A.K. Shaw, Prof. Meena Sinha,

Prof. Priya Puthan, Prof. Gerard D’Souza and students deserves special

thanks. In the attempt of researching and producing Indian Management

System a step further is this book – Asoka – Great Indian ManagementSystem (Application of Oriental Indian Management System in Modernmanagement). Aditya and Siddharth (sons) & Ranjita (wife) have a special

mention owing to their patience, support and encouragement in producing

this manuscript.

Dr. Siba Prasad Rath

PrefaceModern management has its roots of origin in the military science &

management. World’s greatest management principles are derived from

the techniques and tact of wars. Great rulers of the world are known for

their management achievements. Only a few figures have qualified to the

list of the “the Great” rulers of the world like Alexander the Great, Asoka the

Great, Julius Caesar the Great. Amongst them the last was Napoleon the

Great of the 19th century. India has produced two the Great emperors –

Asoka the Great and Akbar the Great; one from the Maurya dynasty and

the other from the Mughal dynasty. Asoka was the Great ruler of the 3rd

century B.C. with unique achievements to exceed any other great ruler of

the world. Historically Asoka used the most advanced techniques and

applications of Chanakya or Kautilya - the greatest philosopher and the

pragmatic management philosopher of the world, who created the Mauryan

Empire under his philosophy of the Unitary India, the first empire of India.

Under the pragmatic management application Chanakya designed and

developed a third party army and defeated the Greek generals of

Alexander the Great at several battlefronts. Chandragupta Maurya the first

emperor of the Maurya Empire was the disciple of Chanakya. From

Chandragupta his able son Bindusara succeeded the throne of the Maurya

Empire. Asoka was the son of Bindusara and occupied the throne of the

Magadh the capital of the Maurya Empire through power struggle.

Chanakya had made the empire – a large corporation with a King, who was

a C.E.O. (Chief Operating Officer). Chanakya can be claimed as the

“Modern Management Guru” due to his excellent management strategies of

winning any problems of empire management and management of life and

society. Before Asoka, Mauryan Empire was governed for more than 53

years by the scientific and advanced management principles of Chanakya.

The size of the Maurya Empire by demography was the world’s largest and

by the 2nd largest by the land mass size. Asoka was trained to be the Prime

Minister of the Maurya Empire, with the prevalence and disorder in the

ruling system he proceeded to occupy the throne as the emperor for which

it is evident that he had to assassinate his 99 brothers. Asoka at every

stage wanted to excel in the existing systems of management. His phase of

conquests ended with Kalinga War, which happened in the first decade of

his career. The outcomes of this war made him a Great ruler and he proved

his stride with achievements in almost every field of the empire

management. Asoka the Great championed the management applications

in the areas of – Corporate Governance, Supply Chain Management,

International Business, HRM of the empire employees and the subjects /

citizens of the empire, Welfare Management, Corporate Communication

Management, Safety and Security Management on the Wealth and Life of

the citizens, Production and Operations Management, Public Relations,

Life Excellence Management, Revolutionary Change Management etc. No

wonder his achievements at many stages exceeded the prescribed limits

by the definitions of Chanakya. Zero failure and Zero defect management

in the army supply chain management and cross docking system of

operation with alternative back up mechanism has not yet been achieved

by the modern management of the 21st century in any operational activities,

which Asokan army practiced in the 3rd century B.C.

The world of the modern corporations has a lot to borrow and practice from

the Asokan management practices to achieve excellence. Military

management of Asoka can be claimed as above the standards of Six

Sigma. Asoka proved the concept of Corporate Benevolence Management

by practice when the world of 21st century corporate management is trying

to achieve the corporate excellence management two steps below the

Asokan corporate management. Asokan management is one of the most

significant chapters of the Indian Management System. Indian

management has the opportunity and excellence to be the new world

management practice in the 21st century with revival as a concept that has

the greatest human touch with the pragmatic application. Asoka the Great

will be recorded for the management practices of Indian System.

This book attempts to bring the historical facts of Asoka the Great with

management applications for the readers and professionals of

management to apply in the real life corporate management. Asoka’s

management system and mechanisms are analyzed in the context of the

modern management for the convenience and understanding of the

readers with care. A practical approach is followed much away from the

historical analysis and orthodoxy for the scholars and professionals of

corporate management for application orientations in this book.

Dr. Siba Prasad Rath

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1Asoka - Great IndianManagement System

The 21st century management principles and practices have gone through

a sea change in comparison to the 19th and 20th century. This new

millennium looks for concerns of human beings and greater interests. All

those management practices of European model and American model

have started clearing up of the black spots of industrialization from the

corporate governance and system practices. Japanese management

practices have started delivering the value base management principles for

the greater world with high level of quantification for quality improvisation

by borrowing the concepts from the oriental principles and practices with

revival and new coinage methods. As a matter of fact the oriental practices

of management principles with human touch and greater social concern are

the driving forces of change in the modern management. Indian

management practices, principles, doctrines and arguments are in the store

house of the history. It’s the right time for revival of the management

practices for application in the modern methods and philosophy of

management. India in its oriental texts has the treasury of knowledge

wealth for rephrasing and moderation as per the disciplinary streams needs

for application.

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This in fact is one of the most advanced pragmatic philosophies for revival

and reapplication for the benefits of the governance mechanisms of

corporations and non commercial corporations of the 21st century. Maurya

phase of the Indian history was the most pragmatic phase of 136 years of

governance. Chanakya, the man, created the applied philosophy and the

first empire. Asoka the Great (C 268 – 233 B.C.) championed the

application beyond the texts that defined the future trends and both

Chanakya and Asoka made the history that the world remembers as the

excellent governance. Management is being re-searched in this book from

the Asokan governance mechanisms and applications of principles, that’s

the great management system for the greater world.

Emperor Asoka is one of the Great rulers of the world history and the first

Indian ruler to be counted in the list of the Great rulers of the world. The

first Indian Empire credit goes to the Mauryan dynasty founded by the

grandfather of Chandragupta Maurys by the strategic plan of the world’s

greatest pragmatic philosopher Chanakya. Chanakya designed and

developed the establishment and the future of an empire in India to unite

the nation under unitary provisions with federal character aiming to provide

prosperity and power to defend the civilization against the foreign

invasions. Chanakya had faced the invasion of the Greeks under the

generalship of Alexander the Great. Taxila the stand alone University of

India in the North Western front of the nation with high level influence over

all the provinces, kingdoms and settlements was governing the

philosophical wave of Indian statesmen. The university with its intellectual

capital and knowledge management was the training ground of the

statesmen, kings, ministers and high level officials of the kingdoms and the

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great scholars of the Indian subcontinent. Chanakya was the professor of

Political Science, Economics and Strategic Diplomacy of the university. The

invasion of Alexander to the subcontinent especially the kingdom which

housed the university was under the clutch of war experience. The

intellectual community agitated to such military intervention of a foreign

power and Chanakya devised the doctrine of Unitary India – “Akhand

Bharat” to defeat the foreign power and raised a third party army and

defeated the Greek army in many battle fronts. The third party army was

under the commandership of his disciple Chandragupta Maurya. Chanakya

had differences with the ruling principles of the Nand rulers of Magadh –

the central India, due to unethical practices and opposition to the doctrine

of Unitary India of Chanakya. India was divided in to Janapadas –

“Provinces” & Kingdoms and cities, under the governorship of kings,

chieftains, and public rulers i.e. a crude form of republican governorships.

Every independent unit of the governed territories was against a common

ruling code and a common army and police system due to the vested

economic and social interests. To counter the political instability Chanakya

designed the first Indian Empire and implemented his governing system

through force and diplomacy by establishing Maurya Empire. Asoka was

the third ruler of the Maurya Empire not by succession but by power

struggle. He was one of the highly qualified rulers of the Indian history.

Asoka inherited a large empire with stable foundations led by

Chandragupta and his father Bindusara under the guidelines of applied

strategy of Chanakya.

Asoka always exceeded the end quality of the governing system of the

Mauryan administration and management. As a war veteran he had the

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complete knowledge of the empire geography and demography. His search

for excellence to exceed the best practices of Mauryan Management made

him the great ruler. Asoka maintained the biggest army of the subcontinent

and maintained the best management practices for the welfare, benefits of

the empire in industry, trade, taxation, police system, international

business, education system and institutions etc. with steps forward as

defined by Chanakya in his texts and guidelines for excellent governance.

In the modern management scales if his activities to be measured, Asoka

has exceeded the Six Sigma in quality and operation practice of his army,

established the corporate benevolence governance – which modern

management has not been able to achieve, used the disaster management

preparedness with alternative strategies to sustain and counter at any

extreme stage, used one of the most powerful navy for peace keeping in

the high seas for high traffic naval trade in international exports and

imports, as a reformer devised the code of conduct and implemented in his

empire governance with success, used the best knowledge management

practice by conducting the 3rd Buddhist council in Pataliputra. He received

prominence in managing post war crisis and through welfare measures

after the Kalinga War that defines him as the great manager of the human

civilization. He was an enigma of the modern management by his actions

and success. His greatness lies in his great management system.

History repeats in itself, Asokan history was never repeated in the last two

thousand two hundred years plus time. Many great rulers delivered

wonderful mechanisms of management, Asoka exceeded the highest

orders of management practices of the 21st century in the areas of

governance, supply-chain management, quality control system, operations

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management, etc. Perhaps it will not be wrong to say that he was above

the great rulers of the world in the holistic achievements of the best

management practices, which the modern world is yet to practice and

implement with the help of the advanced technology and super

computerization and communication equipment.

The Maurya Rulers Succession

Chandragupta C 321 – 298 B.C.

Bindusara C 297 – 272 B.C.

Asoka the Graet C 268 – 233 B.C.

Kunal (Blind Emperor) 8 Years

Dasaratha C 232 – 224 B.C.

Samprati C 224 – 215 B.C.

Salisuka C 215 – 195 B.C.

Devavarman C 202 – 195 B.C.

Satadhanvan C 195 – 187 B.C.

Brhadratha C 185 B.C.

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Asoka the Great – Career Path

Year After Coronation Sri Lankan Pali Sources

Asokan Inscription

4th Year Conversion by Nyagrodha 5th – 7th Year Construction of 84,000

Viharas6th Year Mahinda becomes a monk

under Moggaliputta TissaandSanun.

suspensionof ecclesiastic actions of theSa gha.

8th Year Kalinga War followed byremorseand repentance (RE XIII).

9th Year Lay follower of the Buddhabut without much exertion(MRE I).

10th Year Pilgrimage to sacred Bodhi‘ Tree(RE VIII). Begins teaching theDharma tothe people (Greek /Aramaicversionsof MRE IV). Provides in borderingterritories(Cho a, Pa ya,

i, Greekkingdomof Antiyoka and territoriesadjoining it), medicaltreatment for human beings andanimals;grows medicinal herbsthere; digs

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wells and plants trees alongthe road (RE IV).

10th – 11th Year Sa closeassociationwith the Sa gha (MRE I), Tourof the empire lasting 256days(MRE I).

12th Year Beginning of the practice of inscribing edicts for thepropagationof Dharma. Orders Rajjukas

out on circuits every fiveyearsboth for inspection and forthespecial purpose of preaching theDharma (RE III).

13th Year Creates the post of

(REV). 14th Year

of Buddha Kanakamuni (PI II).

17th Year Gets concerned overindisciplineand laxity in the Sa gha; commences the purificationof the Sa gha, which resultsinthe Third Buddhist Councilat

aliputra under thepresidencyof Moggaliputta Tissa.

18th Year Buddhism: Mahinda to SriLanka, Majjhantika toKashmir

to Mahisama ala(Mysore?);

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Dhammarakkhita the GreektoAparantaka (i.e. WesternIndia);

Greek country; Majjhima totheHimalayas;. So a andUttara toSuvaBurmaand Thailand?).

19th Year Sa sent to SriLankawith a sampling of sacredBodhiTree to found the Order of Nuns

Donates the Khalatika Caveto asceticsto enable them to liveabovethe flood level during rainyseason.

20th Year placewhere the Buddha wasborn(PI I). Pilgrimage to the

Buddha Kanakamuni (PI II).26th – 27th Year Moggaliputta Tissa’s death. Writing of Pillar Edict IV and

V, Pillar Inscription I. Writing of Pillar Edict IV (the lastof his dated inscriptions).

29th Year Queendeath.

32nd Yearrankof Queen.

34th YearsacredBodhi Tree at Buddha Gayato bedestroyed on account of jealousy.

37th Year Death of Asoka

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2Asoka- Winning the Race

StrategiesIn the World of History King Asoka is known for his veteran management &

dynamism of change. The drive for change or the revolution for change in

any management order is fire. Managing change and surviving with change

of socio-political & economic order is not a difficult task rather impossible if

reviewed the pages of the history. Few philosophers have been able to

define and redefine time. Asoka is one among them, that’s why the world

conferred on him “the Great” title. Out of the great rulers of the world,

Asoka is regarded as the top of the list by his contributions to the society

and mankind. Chandragupta Maurya, who founded the Mauryan dynasty

and the first empire about 324 B.C.E., Asoka being the grandson inherited

the empire about 268 B.C.E. after a four year power struggle. Asoka

extended the Maurya Empire further south of India by defeating many

kingdoms including the arch rival Kalinga. This empire was second in the

history of the world, after the Mongol Empire. The Mauryan Empire was a

political unit of a new order of magnitude in India, the first of its kind, for

example, in which there were speakers of Indo – Aryan languages

(derivatives of Sanskrit language) so far apart that their dialects must have

been mutually incomprehensible. Asoka ruled almost 30 years (268 – 239

B.C.E.) on the Indian subcontinent with towering achievements. Mighty

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military system with excellent supply chain management he maintained the

successful empire structure.

Asoka at the age of eighteen was appointed as the viceroy of Avnti Rashtra

with its capital Ujjayini. When Bindusara died in 272 B.C.E. Asoka captured

the throne with the help of ministers headed by Khallataka or Radhagupta.

That led to a war of succession for the throne of the empire between

Susima and Asoka. Susima was helped by his 98 brothers except Tishya.

Asoka defeated his brothers and occupied the throne, that’s why he was

titled as Chandasoka. Contest for the throne delayed his coronation for four

years after the death of Bindusara. There is no independent historical

evidence for such a struggle and bloodshed except some literature of the

nearby period. During the first thirteen years of his reign he carried out

traditional policy of expire expansion within India and friendly relations with

foreign powers. He was aggressive at home and passive abroad. The last

battle he fought was Kalinga war on the thirteenth year of his reign as per

his rock edict XIII, i.e., B.C.E. 261, with the Kalinga war his era of military

conquest or Digvijaya was over and the era of spiritual conquest or Dharm

Vijay was about to begin. Kalinga war opened a new epoch in the history of

India. As an emperor he was able to balance such an opposite change in

the management of the empire. As an able ruler he was great in managing

control over all the parts of the empire. Many historians argue in favour of

his foresight and knowledge. Management scholars of Indian management

system very well see the knowledge management excellence of Asoka the

Great. As per some historical evidences Asoka was trained to be a Minister

of the Mauryan Empire with adequate master level qualifications for the

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purpose. His management excellence reflects his knowledge in geography,

economics, philosophy and military science in the empire management.

Advanced Corporate Governance Model ofMaurya Phase

Source: Conceptualized Model through Research (2012)

Empire Governance through Zero-Failure AlternativeMechanism

The world has experienced the dynamic management characteristics of the

Mauryan Empire, Chanakyas strategies, the scholastic contribution of the

Governance System- (Working

Governance)

Re-Modelling withApplied Philosophy- (Corporate Good

Governance)

Re-Shaping withPhilosophical

Heights -Elimination ofVices & Virtue

Rules for GreatestSocial Benefits

Re-Designing withGreater Degree of

Application -(CorporateExcellent

Governance)

Nand –

Dhananand

Chanakya&

Chandragupta

Asoka, Upagupta &

KingMahendra

Asoka

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prominent scholars of the ancient India especially that of the Maurya

period, Asoka and his conquests of wars and annexations. Asoka had a

distinct advantage out of the prominent Mauryan rulers as management

scholars see through. Asoka used the doctrines of Chanakya to the end

limits and experimented with his prescribed theories to win success and he

did it. Some of the Chanakya’s doctrines none of the Mauryan Emperors

dared to attempt before Asoka, which Asoka used to its end limit.

Garrisoned Strategic Townships

Maurya Empire during the reign of Asoka was a full proof through

garrisoned strategic townships. Frontiers were chosen with geopolitical

strategies with adequate communication links or roads, ports, river ports

and large human settlements. Every strategic location to check foreign

invasion was garrisoned with military forces, such townships were backed

by human settlements to support the army needs by agrarian and

metallurgical productions. In the time of need during the war the agrarian

community was trained for policing, paramilitary and army services.

Provinces were equipped to support the army camps in materials and

manpower. Banking on Mandala theory each provinces were well equipped

to extend immediate support to military stations in the time of war and

emergencies. Federalist character of provinces with unitary empire system

were the military hegemony strategies for the protection of the frontier

Himalayan and mountain range passes in the North, North-West and North-

East parts of the empire. Strategic locations in the mainland of the empire

were developed with military hubs through navigation and roadways

connectivity for the efficient movement of the army for support of any

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battlefield and war locations. Every military station was backed by civilian

settlements and skilled community for self sustainability of the garrisoned

towns. Army townships were also in-charge of trade ports and trade town’s

protection, security and policing. Geopolitical army stations were

permanent in nature with activity supports by civilian settlements, agrarian

community and industrial villages, trade towns and province capitals. Army

intelligence, highway patrolling were the activities of large army camps

garrisoned towns. Navy was a part of the Asokan military system to protect

the coastal territory and maritime traders’ ships and properties. Routine

transfers of army officials and regular inspections were keeping the army

with wartime readiness.

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India under Mauryan Rule of Asoka B.C.E. 250

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Confederacy Governing Mechanisms & Successful Management

Political character of the empire was federal with unitary approach. Many

kingdoms were also part of the confederacy for greater strengths and

security. Foreign kingdoms like Ceylon (island), hinterland Himalayan

kingdom like Tibet, Nepal, Burmese forest kingdoms, South Indian

kingdoms Cholas, Pandyas, Keralaputras and Satyaputras were

independent but parts of the confederacy of Asokan Empire. Asoka was

pacific in the foreign relations. Confederacy was designed by Chanakya for

the Mauryan Empire for long term delivery of good and effective

governance. Chandragupta and Bindusara had established the Chanakya’s

model of confederacy and Asoka added the extra life by establishing

garrisoned towns. Asoka had a movable army of huge size under his

command. Asoka was aggressive at home and was able to crush and

suppress any revolution against the empire. Confederacy used to

command an army of twenty two Lakhs, more than two Lakhs of cavalry,

more than twenty thousand elephants and nearly twenty thousand camel

army and navy was of nearly two Lakhs soldiers as per some estimations.

These military strengths were supported by more than the army size

service personnel, who were equipped to join the army at the time of need.

Army was under regular and routine mobility to gain expertise in

geopolitical strategic warfare. With good agrarian and industrial production

in the empire with high volume international trade in the forms of exports

were contributing for high per-capita income and national income.

Provinces of confederacy had a uniform revenue sharing by unitary

mechanism controlled at the center in Pataliputra. Regulatory provisions

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including taxation structure were controlled by the center, that’s how

governing system was in the order.

Sea Trade Routes and Connectivity of India with Ancient Western &Eastern Centers

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Asoka’s Economics of Public Life – Commerce& Trade (Model)

COMMERCE AND TRADE BASE SUPPORT SYSTEM

Source: Conceptualized Modeling through Research (2012)

QualityManagement

• (A) Consumer Goods *(B) Consumer Durables• (C) Industrial Goods *(D) Services Products

TechnologyManagement

• (A) Industrial Equipment *(B) Consumer Equipment *(C) Transport Equipment

• (D) Infrastructure Equipment *(E) Military Equipment

Price &Regulatory

System

• (A) Uniform Pricing with Profitability * (B) Controled Weights& Measures * (C) Fraudulance Prevention * (D) Guilds forFunding Business * (E) State Controlled Interest rates of 2% to12% Per Annum * (F) Transit Damage and Lost Insurance * (G) Goods Guarding and Protection System * (H) UniformTaxation

Transportation &

Infrastructure System

• (A) Highways and Main Roads to Ports & Trade Cities * (B) Urbanisation for Trade * (C) River Ports & Sea Ports * (D)Army Protection of Trade Routes * (E) Transport Caravans andCarriage Services * (F) Garrisoned Towns for Trade CenterSafeguarding * (G) Empire Services Against Taxes * (H) International Trede control through Foreign Policy

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High Traffic and High Trade Routes – Effective Management

During the reign of Asoka many trade towns of the empire were at the peak

of trade activities and links were largely with the international market. Cities

had international reputation with specialized trade and manufacturing

activities. The famous cities like Saravasti, Varanasi, Champa, Rajagriha,

Ujjayin, Kosmabi, Kusinara, Saket, etc. grew around market places and

attracted artisans from far and near with the allurement of easy availability

of raw materials and easy market for the disposal of their products. With

the consolidation disposal of markets, cities multiplied in number and

became the storehouse of wealth. These cities (Kubernagari) were so

much coveted and prized by the adventuring spirits that they became the

capitals of new states. Archeological data shows that many townships were

built according to a certain plan. Sea trade and maritime trade were linked

to different destinations outside India like Ceylon, Java, Borneo, Angkor,

Aden, Kisanmyu, Kilwa, Sofala, Siam, etc. covering South Asia, Africa, and

Middle East countries. Ships of Kalinga were dominating the Bay of Bengal

and Ceylon destinations, Keralaputras and Pandyas were on high trades

with Africa and Middle East Asia. Mauryas were in good trade links with all

the independent kingdoms. More than 60 sea ports were busy on the East

and West coasts of India. River ports were used for transportation to

different cities in the empire. Roadways were widely connected to every

city in the empire. Mountain passes were used for international trade with

China, Afghanistan, Iran, Iraq, Egypt, Greece and Rome. Maurya phase

experienced huge commercial international traffic. Mauryan Empire was

receiving huge Buddhist pilgrimage traffic. Muryan Empire was the

custodian of the Buddhist relics and holy places. All the trade routes by sea

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and land were safeguarded by the empire officials and army. Sea trade

routes and ports were guarded by the royal navy of the empire. Trade and

commercial activities were large revenue generators for the empire.

Highway Mainland Roads – Trade and Logistics Management

Mauryan Empire was well known for its road connectivity inside the empire.

National highways and trade highways were the roads of wealth of the

empire. Trade routes were marked by convenient stages and served as

links up to the most distant parts of the country with one another. One trade

route was from the Eastern part to the western part. This ran principally

along the great rivers. From Champa, bats and river ships plied to Banaras.

From Banaras they led up the Ganges as far as Sahajati and up the Jumna

as far as Kausambi, further west, the route led by land tracts to Sindhu.

The second route was from the North to South-West. This route extended

from Saravasti, the capital of Kosala, to Pratishthana on the Godavari and

the stations lying on it in the reverse direction included Ujjayini, Vidisa and

Kausambi. The third rote was from North to South-East. This route was

engaged from Saravasti to Rajagriha and had a number of stations

including Kapilavastu, Vaisali, Pataliputra and Nalanda. The fourth trade

route stretched along the land of the five rivers (Punjab) to the great

highways of Central and Western Asia. There are references to merchants

travelling from Kashmir and Gandhar to Videha, from Banaras to Ujjayini,

from Magadh to Sauvira etc. A lot of wealth came from inland trade. The

trading connections of Anathapindika of Saravasti extended to Rajagriha on

the one side and Kasi on the other. Forest guards were hired by the

merchants to protect the wealth from the robbers and forest tribes. Deserts

were crossed at night with the help of land-pilots guiding the caravans by

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the stars. Some of the roads were called royal roads (Rajpath or

Mahamagga). There are references to merchants travelling from Banaras

to Baveru (Babylon). The Conquest of Kalinga by Asoka destroyed the only

possible rival for the mastery of the Eastern trade. The Mauryan Empire

maintained a special department for the construction of roads. At every ten

stadia the empire set up a pillar to show the bye-road & distance. The most

famous road of that time was the Royal Road connecting the North – West

frontier with Pataliputra and leading thence to the mouth of the Ganges.

Roman writer Pliny in his work called “Natural History” discussed the

distance and stages of this road. The state controlled foreign trade licenses

were given to the merchants of sea trade and caravan trade. External trade

was carried with Syria, Egypt, Greece, etc. in the west. Principal articles of

export were spices, pearls, diamonds, sandal wood, ivory, cotton cloth, silk

yarn, muslin, etc.

Industry and Production Control Management

Mauryan state exercised a rigid control overall trade and industry which

yielded profit. Prices of commodities were fixed and state intervened

wherever there was a glut of any commodity. The superintendent of

weights and measures enforced the standards of weights and measures.

Markets were safeguarded against the fraudulent practices of the trading

class. Ships were regulated in the river traffic and ferry charges were

collected by the state. The state regulated the industry through its

superintendents. The state was the biggest owner of the industry. Both the

state servants and private traders were delt with the goods produced by

the state. Mauryan economy was the state monopoly of mining and

metallurgy. It was a source of a great income. The state enjoyed

21

unrestricted monopoly in the trade of salt and rock salt mines. The silver

mines were worked becomes clear from the large number of silver punch-

marked coins assignable to the Mauryan period. There was a

superintendent of iron and he looked after the manufacture of things from

iron. The state controlled prices and protected the public, customers and

consumers against unauthorized prices and fraudulent transactions.

Severe punishment was given to those who were guilty of smuggling and

adulteration of goods. Strikes by workers for an increase in salaries and

wages were declared illegal because the state was monitoring adequate

minimum wages system. Mauryan industrialization may be claimed as

primitive industry by modern management scholars. Production control

system during the period of Asoka was at its excellent craftsmanship.

Timber and wood works in the structure building and ship building was one

of the primary large industries in the empire. Quality control processes

were of higher standards, even those quality marketing systems can be

compared with any industrial procedures in modern period without

robotics, automation and computerization.

22

Asoka’s Economics of Public Life – Industry (Model)

INDUSTRIAL PRODUCTION

Source: Conceptualized M odeling through Research (2012)

Strategic Alliance with Ceylon and Custodian of Buddhistand Hindu Holy Sites – Supreme Tact in Management

Strategic alliance theory propagated and practiced by Chanakya was

championed by Asoka by maintaining the finest and friendly relations with

Agrobase Production

* Domestic Market Goods* International MarketGoods

* Disaster ManagementReserves* Lifesaving Products

Minebase Production &Metallurgy

* Equipment for Public Life* Equipment forInternational Trade(Exports)

* Equipment for MilitaryUesand War Gears forInternational Trade* Luxury Goods forDomestic Market andExport

23

Ceylon. Asoka as one of the wisest emperor of the world managed the

aftermath effect of the Kalinga war through revolutionary change

management i.e., war widows remarriage and resettlement in Ceylon. He

literally converted Ceylon as a Buddhist state. Asoka always expected an

arm revolution or a silent war to bring to an end to the Mauryan dynasty

after the Kalinga war. With his foresight he maintained the extraordinary

friendly and family relations with Ceylon. Ceylon in fact parted with

Mauryan family by allowing King Mahendra and Sanghamitra to spend

their life in Ceylon. Third Buddhist council at Pataliputra was a landmark in

his strategic management of a possible revolution. This in return,

established Asoka as a democratic ruler and assured the army generals of

no war after Kalinga war. Third Buddhist council assured Asoka of a

protégé status in Sri Lanka with power. Asoka himself adopted Buddhism

in his personal life and turned as the custodian of Buddhist relics, holy

places and Hindu holy places. He maintained high satisfaction Buddhist

and Hindu community in his region in and outside the empire. His status of

Devanampiya or Piyadasi was a supreme management strategy of

managing dissatisfaction and possible revolutions. Similar strategy was

adopted by Akbar of Mughal dynasty in mediaeval period, which also

made him Akbar the Great. Asoka had very strong strategic alliances with

Cholas, Pandyas and Keralaputras in India and outside India with Greeks,

Persian, Siam kingdoms too. None of the great emperors of the world had

managed so successfully different religions in their empire in the world;

this makes Asoka the Great with a great difference.

24

25

3

Military OrganizationManagement – Second to None

Asoka the Great in Military Management of the history was an enigma. He

was an able general & efficient commander of war successes. Under his

individual command he use to march across the empire with fighting forces

of 6 Lakhs infantry, 30 thousand cavalry, 9 thousand elephants, 20

thousand camel fighters and 2 Lakhs army support service staff. The

Mauryan army consisted of four limbs viz., the infantry, the cavalry, the

elephants, and chariots having mobility across the empire. North – Western

mountain forces were maintained to safeguard the mountain passes and

trade routes. Navy was deployed in the ports, sea ports & maritime coastal

trade routes. In addition to this the army was having compliments of

laborers, transport workers, scouts & sappers & miners. The ambulance

corps with doctors carrying their medicines & surgeons their instruments

helped by bands of nurses carrying balms & bandages is also referred in

the texts of contemporary Maurya period.

Asoka maintained a large efficient and well equipped army which was

composed of six sections those were, the hereditary army which was most

loyal, reliable and composed mainly of the fighting classes, the hired army

consisting of mercenaries who were recruited from various countries, the

army formed of corporations of people (Sreni) or Guild of Levies consisting

26

of soldiers provided by trade and craft guilds for short expeditions, the army

of the king’s friend (Mitra), the army belonging to an enemy (Amitra),

obviously deserters and the army composed of wild tribes (Atavi Balanam)

whose business was to distract or detain the enemy. There were details

regarding the procedures of deployment of different kinds of army in the

Mauryan battles of Asoka.

The military administration of the army was looked after by the war office

comprising of thirty members who were divided in to six divisions of five

members each. The first division was in-charge of the navy, coast guards,

river route guards and high sea naval forces. The second division was

concerned with transport, commissariat and army services including the

provision of drummers, grooms and mechanics and grass cutters. The third

division was to deal with the infantry. The fourth division was concerned

with cavalry. The fifth division was in-charge of elephants. The Asokan

army had four arms (Chaturangi Sena). The addition of coordinate supply

and Admirality of departments appears to be an innovation due to the

genius of Asoka. The army had a separate espionage system which was

intended for military intelligence.

Asokan army had a very efficient and specialized supply chain

management and logistics system. Movement of the army was cleared by

the pilot service and parallel back up of the navy through rover ways and

maritime system. Army was supplied with food, accommodations, cloth,

tenting equipment, and special carpenters and metal workers through navy.

Navy was involved in maintaining logistics. Army movements were

supported with by garrisoned towns and army stations. Different army

stations were available to increase the army strengths by double. In the

27

time of war emergencies, army support service staffs were well equipped to

join the army immediately. The concept of paramilitary force system was

another innovation of Asoka’s military organization management.

Professors of military strategy and warfare, diplomacy, politics and policy

matters were the parts of army in think tank. Think tank of Asoka’s Mauryan

army was highly effective in crucial war decision makings. The available

and unavailable sources of information justifies the cross docking system of

Asoka’s military system.

The army was constituted mostly by the Kshatriyas community. To say the

army was in the hands of the Kshatriyas. Meghasthenes writes “The fifth

class, among Indians, consists of the warriors who were second in point of

numbers to the herdsmen, but had a life of supreme freedom and

enjoyment during the reign of Chandragupta Maurya. They had only

military duties to perform. Asokan period witnessed high involvement of the

army in structured duties and responsibilities. Army was widely used in

policing and patrolling duties of the infrastructure and trade activities of the

empire. Army jobs were lucrative and honourable during Asoka’s reign.

Asoka had meticulously structured the army functioning. Comparatively,

Asoka had a superior military organization than that of the Greeks, Romans

etc. who maintained huge and large armies. Military strength of Asoka’s

army was larger than any great emperors of the world starting from

Alexander to Napoleon the Great. Asoka’s army was governed by stringent

moral code of conduct and regulations to deliver high ethical values. It’s

logically argued that, the army compelled Asoka to end his war policy after

Kalinga war. Some military scholars argue that Asoka was made as a

democratic ruler after Kalinga war by the army of his empire. As Asoka is

28

known for his great military management skills, his army is also known for

high ethical value mechanisms delivery. Many strong views support the

argument that Asokan army delivered the high moral value by conducting

the mass war widows remarriage of one hundred fifty thousand numbers

and their resettlement in Tamraparni (Sri Lanka). Army supported Asoka in

the social system change and made Asoka successful in his drive for

Dharmasoka which ultimately made Asoka the Great. Such great

constructive role of army history has never repeated in this world in the last

2250 years after Asoka’s reign.

29

Military System Supply Chain Management (Zero-Failure & Zero-Defect) of Asokan Army

Source: Conceptualized M odeling through Research (2012)

• Extra LogisticsSupportfrom Hub Stations

• Uninterrupted SupplyChain to Royal Army

throughCross-Docking• Extra Ordinary Backup of

Logistics& (SCM) toattain Zero-Defect

Mechanism

• Multiple LogisticsConnectivity between

Hub Stations• Multiple Connectivity to

attain Zero - Failure(SCM) by Internet &

Intranet

• Defined StrategicArmyMovement

MightyMilitary Force

of AsokanArmy

DifferentLines of

Logistics -Roadways &Waterways

DifferentHubs of

LogisticsSupport and

Supply

Multiple Linesof Sources

and Supply toHub Stations

30

Asoka the Great, (B.C.E. 268 - 233)

31

Supply Chain Management of Asoka’s Maurya Empire

Source: Conceptualized Modeling through Research (2012)

Supply Chain ManagementEconomics of Public

Life(Agriculture, Industry ,

Trade & Commerce)

S.C.M.Military System(Zero-Failure & Zero-

Defect)

S.C.M.Sustainable Chain

(Maintenance,Degradation Preventation,Recovery & Preparedness)

ASOKA’S

EMPIREMANAGEMENT

- (S. C. M.)

32

33

4Management of Finance,

Agriculture, Judiciary, WelfareState & Social Order by Asoka

the GreatCorporate Governance and Corporate Good Governance is comparatively

a modern concept with its impacts and forces on companies from 1980s

and onward. Mauryan Empire had established corporate good governance

in the period of Chandragupta Maurya and Asoka enhanced this to the

level of corporate excellent governance. Such concepts were utopian as

was proposed by Greek Philosophers, where as Chanakya had

conceptualized it as practical and the adoption was carried forward by

Chandragupta to Bindusara and Asoka further. Asoka’s son King Mahinda

(Mahendra) to it to the level which can be called as Corporate Benevolence

Governance (C.B.G.) perhaps, it will not be wrong to claim that no one has

achieved till 21st century. Asoka can be regarded as the champion follower

of Chanakya, who applied good governance management beyond

expectations. That’s how the great ruler who devised excellent

management practices for the greater world. Empire or the state used to

act as a corporation in the Asokan reign. Employee numbers of the Maurya

Empire was exceeding forty Lakhs. Huge infrastructure, maintenance and

34

safeguarding were the state responsibility. State was managing many non-

profit organizations and departments to achieve welfare state status.

Financial Management

Kautilya had designed the financial management system of the Mauryan

Empire. Great emphasis was given on fiscal matters because the Mauryan

state maintained a large army which had to be paid in cash. Mauryan

Empire put emphasis not only on collection of revenue but also on the

management of finance. The government was very cautious so that the

money collected was not embezzled by its officials. History is evident,

many great empires of the world were destroyed by the corruption and

manipulation practices by its officials. Chanakya in his doctrine has argued

that as with fish moving in water it is impossible to know when they are

drinking water, so it is impossible to know when they take money for

themselves. Asoka had revenue intelligence and vigilance department to

restrict financial corruption. Primary sources of income for the state were

land revenue. The royal share of the produce of the soil called the Bhaga

generally amounted to one sixth, but it differed also and ranged from one

fourth to one eighth. It was based on the land used by each individual

cultivator, not on the village as a whole, and also in accordance with the

quality and fertility of land. Such a scientific land revenue policy was used

till the Gupta period in the Indian history. After that the British government

used such a land revenue policy in India with structured taxation system.

There were various other sources of income of the state. The state was

engaged in huge livestock trading internationally, shepherds and livestock

breeders were taxed on the number of produce of the animals. The empire

charged toll tax and trade tax on the articles sold. There were other taxes

35

like forest tax, tax on intoxicants, mine tax, fish tax, irrigation tax, license

tax etc. the state managed and owned vast estates and forests. Empire

had monopoly of mines and traded on mineral products. The empire had its

own factories managed through cooperative management of all sorts of

articles. Manufacturing of cotton and silk cloths were high revenue

generating products due o very large export trade. Silk yarn and silk cloth

was a very high priced and profitable article during Asoka’s period. The

mountain trade passes were named in the geography as “Silk Route” due

to the export of silk from India to other countries. Trade by waterways was

controlled by the empire. River and sea ports were owned by the state and

state was investing in construction, maintenance and safeguarding of the

ports. State was directly participating in the organization and development

of agriculture, industry and trade. State enterprises were provided with

additional income. During Asoka’s reign state was earning huge revenue

and profit from industry and trade at domestic and international fronts.

State treasury had provisions and reserves of funds for the purpose of

different contingencies and emergencies like natural calamities, disaster

and famines. Cash reserves were maintained for war time situations and

for the purpose of war. A separate provision of cash reserves were

maintained for any kind of extra ordinary disasters. Welfare state functions

like infrastructure development, education, public health and charity to the

needy people were parts of the book of account. Such a scientific financial

management of Asoka was few steps ahead of Chanakya’s financial

management provisions. Maurya period was marked by administrative

change and innovations. Within this period, Asoka’s reign saw an important

shift in the priorities of governance.

36

Agriculture Productivity and Infrastructure Management

Excellent management procedures were followed during the ruling of the

Asoka in Maurya period. The lifeline of the empire being agriculture, it was

the responsibility of the state was undertake the irrigation projects and also

to construct and maintain public highways. Large river ports were

constructed and maintained by the empire governance. Large numbers of

river canals projects were undertaken and maintained in the empire.

Monsoon dependence was shifted to round the year agriculture activities by

three and four types of cropping patterns per year. Agriculture products

were large parts of inland trade practices. Agrarian produce commodities

prices were controlled by the state to ensure substantial profit to the

producers, that’s how large agricultural villages were set up on the river

banks. Grass route economy being agriculture in the empire, several

departments were engaged to assure higher productivity and good

economic conditions of the farmers. To maintain the public economics

balance state was taking care of the agricultural commodities transportation

to distant market places and ports. Megasthenes has described the

highway which ran from the North-West to Pataliputra and beyond towards

East, it was 1150 miles and quite wide. Trees were planted on the

roadsides and milestones and direction posts were erected along that road.

Arrangements were made for its proper maintenance. A governor of the

empire was responsible for building a dam across a river near Girnar in

Western India. State bureaucracy had twenty six departmental

superintendents to monitor the functional activities. Universities, Gurukuls

and colleges of education were part of state infrastructure development.

Urbanization was very high in the Mauryan Empire. The fortified capital was

37

a prime element of the state was to protect the urban settlements. There

seems to have four provinces in the empire under governors to look after

administration and development activities – a Southern one with its center

at Suvarnagiri, a Northern with its headquarters at Taxila, a Western one

with its headquarters at Ujjayini and Eastern one with its center at Toshali.

Pataliputra was the biggest city in the empire; even its size was larger than

the Rome. The state took general care of the health of the people.

Hospitals were built and maintained not only for human beings but also for

animals and birds. There was a separate department for public census. A

record of births and deaths were kept at every place.

38

Asoka’s Economics of Public Life – Agriculture (Model)

AGRARIAN PRODUCTION

Source: Conceptualized Modeling through Research (2012)

Food Production

* Food Grainsproduction*1/4th to 1/8th - EmpireReserves*1/8th DomesticConsumption

*1/th Domestic sale forWealth Generation*1/8th DomesticEmergency Provisions*1/8th Reinvestment inAgriculture

Cash Crop Production

*Consumable &Tradable Cropping*1/4th to 1/8th StateCooperative IndustryConsumption*1/10th DomesticConsumption

*1/4th DomesticCommerce for WealthGeneration*1/8th International Commerce for WealthGeneration*1/4th National Industry for WealthGeneration

39

Judiciary and Welfare State Management

Mauryan state was very particular about delivering impartial justice.

Recognized courts for the administration of justice were available

throughout the Empire. The highest court of appeal was the King in the

Council and not the King alone. There were two types of courts –

Dharmasthiya courts or Civil Courts to decide cases relating to contracts,

agreements, gifts, sales, marriages, inheritances, boundary disputes etc.

and Kanatakasodhana courts or Criminal Courts to decide cases of thefts,

robbery, murder, sex offences etc. The Supreme Court was at the capital

Pataliputra presides over by the King or the chief justice. Villages were

having popular courts consisting of village elders and representatives to try

minor cases. The Maurya penal code was very severe. It used to order for

torture, trial ob ordeal, mutilations of limbs etc. Jails were under the

management of department of justice. Pardoning criminals and reduction of

penalties and punishments were in the hands of Asoka. As per the justice

and order system the royal family members even the emperor’s family

members were tried by the courts of justice and penalized. Asoka’s son

Kunal was blinded by force as per the justice delivery mechanism, who also

ruled Magadh as an emperor. Welfare state system was monitored by the

legal system and judiciary was delivering prompt and quick justice. The

state regarded itself as trustee of the people. It maintained a structured

salary system of different skilled and unskilled labourers. State had

regulations to take care of the employee and the emperor interests. It

protected the consumer by preventing the merchants from cornering

commodities and raising their prices. Prices of articles were regulated in

the interests of the general consumers. Fraud on customers was minimized

40

by making the use of the standardized and stamped weights and measures

compulsory. Adulterations of goods were minimized through severe

punishments. Merchants were compensated for articles lost through any

theft in transit. State recognized its responsibility to the destitute and

diseased. Public hygiene was paid full attention by the state. Adequate

measures were taken against epidemics. At the time of famine state was

providing relief from state reserves and which was structurally provisioned

in the state budget and adequate grains were store in the state

warehouses. The government looked after the moral welfare of the people

by keeping gambling, drinking and prostitution under strict control. All these

large public welfare measures with negligible failures in delivery make

Asokan management as “Corporate Excellent Governance”. Asoka

maintained an empire which was neither unitary nor federal in character.

Social Order Management of the Empire

Varna was the basis of the Mauryan social order and social organizations

of the empire. The four Varnas became endogamous with their traditional

rigidity. Brahminical system and Vedic way of life was dominating Mauryan

social conditions. The society was divided in to four categories of traditional

status, Brahmanas, Kshatriyas, Vaisyas and Sudras. Megasthenes refers

to seven casts or classes functionally; Philosophers, Farmers, Soldiers,

Herdsmen, Artisans, Magistrates and Councilors. Eventually he confused

caste with occupations. There was the prevalence of mixed caste system in

Mauryan Empire. Marriage between the members of the same caste was

preferred through intermarriage between different castes were prevalent.

Remarriage was followed by the rules of the Dharmasatra. Marriage on

contract and divorce was permitted. Women were educated. Participation

41

in social and religious functions was the rights of the women. They were

also employed as spies and bodyguards. However, those privileges were

restricted only to upper strata of society. The murder of a woman was

regarded as equal to the murder of a Brahman. Ganikas or courtesans

enjoyed a good social standing. There was a superintendent to look after

prostitutes. Women were permitted to convert religion, Buddhism was

accepting nuns also.

42

43

5

Revolutionary Change

Management – Kalinga War

Historical Links of Odisha & Sri Lanka

There are number of traditional sources of history which helps to study the

relationship between Odisha and Sri Lanka and in connection with the

introduction of Buddhism to Sri Lanka. These sources are of two origins,

Indian and Sri Lankan. Sri Lankan historical sources are; the Dipavarmsa

(4th Century AD), the Mahavamsa (5th Century AD), the Samantapasadika,

the commentary to the Vinaya Pitaka by Achraya Buddhaghosa (5th

Century AD), the Vamsatthappakasini, the commentary to the Mahavamsa

(9th Century AD), the Mahabodhivamsa (10th & 11th Century), the

Thupavamsa (13th Century AD), the Dhatuvamsa (14th Century AD) and the

historians texts of 19th & 20th century. In the Indian sources the most useful

are the Asokavadana (2nd Century AD), the Asokasutra, the pillar and rock

edicts of Asoka, the account found in A-yu-Wang-Chuan, the Chinese

version of the Asokavadana is also important. The Sri Lankan sources are

dominated and are the product of Theravada School and Indian Sources

except Asokan inscriptions, are the product of other Buddhist schools of

Northern tradition that includes the two leading Buddhist universities of

44

Kalinga. The Sri Lankan Pali sources, the Dipavamsa, Mahavamsa,

Samantapasadika, and Vamsatthappakasini are heavily dependent on the

single source: Sihalattakatha, the Sinhalese commentaries. A number of

oriental scholars like Oldenberg, Geigre, Bechert, Malalasekera Mendis

and Godakumbura have different opinions about identification of the

sources of the early chronicles. Despite all these differences, all the

scholars and historians on the early historiography of Sri Lanka agree that

the early sources have common theme. Sri Lanka is the Land of Buddhism

(Dhammadipa).

Kalinga Monks on Buddhist Missions through Sea Trade Routes B.C.E. 200 -200 A.D.

45

In the Buddhist missions the Kalinga monks played the lead role in

spreading Buddhism in Sri Lanka.

Culture Transmission

Kalinga from 5th century B.C.E. has established its supremacy in naval

trade through the sea routes to East Asia and Sri Lanka. Number of

prosperous sea ports for trade and commerce on the coast line were

engaged in handling sea traffic. Lake Chilika was the big hub of anchoring

of wooden ships, repairing and dry docking. The Buddhist scripture Seuki

mentions a number of ports on the Utkal coast. Greek geographer Plolemy

has mentioned some other ports on the Kalinga Coast such as Pitundra

(Pithunda), Ganje (Ganjam district), Tamalites (Tamralipti) as prime ports

through which Kalinga intercourse with outside world culturally and

commercially. Other prime ports of Kalinga coastline were Konark, Chilika,

Kalinganagara, Chelitalo, Harispur, Sambha Dipa etc. Archeological

excavations have established Manikapatana as an international sea port of

Kalinga and Utkal.

46

Kalinga Independent in Chandragupta Maurya Empire B.C.E. 200

47

Kinship Relationship of Kalinga with Sri Lanka

(Vijayan)

Sri Lanka in the ancient history was known as Tamaraprani. Kalinga had

cultural and commercial relationship with Singhal (Sri Lanka) much before

the Kalinga War. The relationship dates back to B.C.E. 500 as per historical

evidences. As per record of Mahavamsa, Vijay was the first king of Singhal

(Ceylon) migrated from Kalinga. Paurani tradition holds that Vijay was the

son of Simhabahu of Simhapur. Vijay was banished from the kingdom by

his father due to misconduct & was set afloat on a wooden ship with his

700 companion. They landed near the Puttalam on the North West coast of

Sri Lanka. With the passage of the time he colonized the island. The newly

occupied island was called Singhal Dipa after the name of Simhabahu, the

father of Vijay. That’s how the Vijayan dynasty was in Singhal. The names

like, Vijaya, Simhabahu & Simhapura seemed legendary but were from

Kalinga, Simhapura was a historical city from pre-Christ time to Ganga

dynasty. The episode of Vijay cannot be separated from Sri Lankan history,

so is his ancestry inseparable from Kalinga. The Dathavamsa a Buddhist

work depicts the friendly relations between King Guhasiba of Kalinga &

Mahadisena (277-304 A.D.) of Sri Lanka. Trade, commerce, matrimonial

alliances between Kalinga & Sri Lanka was at a slow pace before Kalinga

War.

48

Aftermath Effects of Kalinga War – The

Stronger Sri Lanka Link

History as recorded by epoch making Kalinga war happened in B.C.E.

260-261 on the bank of River Daya, the present City Bhubaneswar. The

outcome of this eventful war, which brought death and destruction to

thousands of people, filled the king with remorse. In the words of the

Maurya Emperor: “A hundred and fifty thousand people were deported and

hundred thousand were killed and many times that number perished in

other ways” as per the XIII rock edict of Asoka. As believed, deep

sensitivity to the cruel consequences of war worked a revolution in the

character of Asoka. As per Professor Radhakumud Mookerjee, that the

violence of war seen in all its nakedness made Asoka turn completely

towards non-violence (Ahmisa) as his creed. He changed his personal

religion and definitely adopted Buddhism, which of all the then prevailing

religions of India stood most clearly for the principle of non-violence. Many

other variations on the theme of Asoka’s conversion are found in the

Asokavadana and Divyavadana. In other logical argument, bloodshed and

war victory was so frequent in the Asokan army that a silent revolution was

getting prepared by the army commanders to engulf the Maurya dynasty

and dethroning Asoka. As Chanakya had warned and restricted Magadh to

have any war with the republican democratic state Kalinga. Philosophy of

democracy had enough power to destroy any monarchical empire. The loss

of life was so huge in the Kalinga war that the Asokan generals were in

arms against the emperor by keeping two end line options – “repair the war

damage & deliver democracy” to Magadh. As one of the most qualified

49

emperor of the world, Asoka applied the “Revolutionary Change

Management” to control the rebellion. The wisdom of Asoka delivered the

third path to satisfy the both parties of the war. War damage was repaired

and democracy was delivered by the king. As the brilliant emperor he

consulted scholars for widow remarriage. Buddhist scholar and monk

Upagupta permitted widow remarriage under Buddhism provisions and

Hinduism veterans refused the social system change. As the emperor

Asoka managed the war widows for conversion in to Buddhism and

arranged unmarried male youth from the community for remarriage after

conversion of religion. Such amass remarriage event happened in Kalinga.

Remarried widows settlement either in Kalinga or in Magadh was

vehemently opposed by the existing society, so Asoka decided to resettle

them in Singhal (Sri Lanka) by deputing his son Mahinda (Mahendra) as

the royal representative and later on his daughter Sanghamitra as the royal

representative of the women community. Asoka initiated the process by

converting himself as a Buddhist. More than two Lakhs of families were

transported from Kalinga to Sri Lanka for resettlement. Buddhist mission

spread in Sri Lanka in a large scale in the aftermath stage of Kalinga war.

Tamralipti was the principal port and was an important place in this mission

and Jambukola – Gokanna ports in Sri Lanka were at the receiving ends.

Mauryan power in South India is identified by the presence of Asokan

inscriptions not far from South Mysore. Cholas, Pandiyas, Satyaputras and

Keralaputras maintained friendly terms with Asoka. This attitude made

Asoka as “Dhammasoka” especially when he was dealing with Sri Lanka,

which was outside his dominion (Vijita). Another argument that depicts in

the post Kalinga war by resettlement drive nearly six Lakhs of people

50

migrated from Kalinga to Sri Lanka. Such a revolutionary change in the

social system made Asoka the great a demi-God.

Empire of Asoka and Sites of Rock Edicts & Buddhist Sites

51

Revolutionary Change Management – Kalinga War &Establishment of Corporate Benevolence Governance

Mauryan Empire achieved excellence in governance mechanism because

the empire was not inherited; it was created by pragmatic philosophy of

Chanakya which was strategically designed and drafted by the world’s

greatest strategist. The system and administration mechanism was

followed without failures. Asoka being the grand disciple of Chanakya

modified and upgraded many Chanakya’s doctrines and strategies.

Akhand Bharat doctrine of Chanakya was almost achieved by Asoka.

Factoral improvements and experience of zero failures in wars in India

was instigating factor of Asoka to conquer the neighbouring state Kalinga

(Modern Odisha). Chandragupta and Bindusara never attempted to invade

Kalinga by violating Chanakya’s philosophy of keeping democracy away

from monarchy in any form of conflict. Democracy speaks the language of

the masses and comes from the heart of the masses. Democracy may not

deliver the best in the public interest but guarantees that worst are never

delivered. Kalinga was a crude republican democracy of that time and was

delivering the best in governance and public wealth generation through

trade, commerce, industry and agriculture. Kalinga was dominating the

Bay of Bengal and Indian Ocean through its well established trade links

with Burma, Ceylon, Java, Sumatra, Borneo, Thailand and other island

countries. Many of the economics historians argue that Kalinga was the

largest trade economy of India and used to dictate the commodity trading

price to Mauryan Empire. Per-capita income was to somewhat four times

higher than the Magadh. Public rich wealth and huge buying power of

52

Kalinga was diverting the high priced commodities of Mauryan Empire to

go international through the trading community of Kalinga. At the same

time Kalinga was maintaining a large army of more than three Lakhs of

soldiers to safeguard its territory and maritime trade routes. Mauryan

Empire sea trades through Bay of Bengal in the East Asian countries were

negligible. Kalinga had community and matrimonial alliances with Ceylon

and a parallel economy was growing in Sri Lanka. In the matter of

international relations Kalinga was at a dictating position to Mauryan

Empire through any negotiations. With the advantage of the republican

democratic structure Kalinga was not in favour of territorial expansion.

Chanakya as a strategist had well measured the political ambitions of

Kalinga and never considered it a threat to Mauryan territorial expansion

drive. In his doctrine Chanakya had explained the wealth as the greatest

interest of any state, so far Kalinga’s wealth generation mechanism is not

disturbed it will never raise any conflict with Magadh. That’s why Mauryan

Empire was conducting international trade with the East through Silk Trade

Routes.

On the eighth year after coronation Asoka waged Kalinga war in B.C.E.

261. A detailed enumeration of this was gleaned from rock edict XIII found

at Sahabazgarh in Pakistan near Pak-Afghan border. During Asoka’s

period Magadh Empire had surrounded Kalinga in the north, west and

south. The existence of Kalinga on the border of Magadh was definitely a

threat to the power and potentiality of the later. Asoka with a superior and

mighty military force supported with a zero-failure supply chain

management won the Kalinga war on the battle ground near river Daya in

the present Bhubaneswar. Rock edict XIII describes the horrors of Kalinga

53

war. In this war, 150,000 thousand soldiers from the Kalinga side were

taken as captives by Asoka, 1000,000 were slain and as many as that

number (150,000 + 100,000 = 250,000) died of injuries and pestilence in

the aftermath of the war. The war brought miseries not only to these who

took to arms but also to a large number of civil population including

Brahmanas, Sarmanas, their relatives and friends. As believed the

sanguinary Kalinga war changed Asoka’s mind. Management scholars

argue that Asoka gained the wealth of this war was that of more than the

double of total wealth of the Mauryan Empire. By the war economics

Kalinga war was the biggest financial war business for Asoka to gain out of

victory. Asoka was a warrior, and to the extent he slain his 99 brothers for

the throne of Magadh. Management research has a different view of the

aftermath effects of Kalinga war. In the war more than 450,000 people

from the side of Kalinga died by the war at the same rate of war reverse

effect Magadh had lost nothing less than 200,000 soldiers. Kalinga was

maintaining a large elephant battalion to contest Magadh in any battle

field. Asoka almost used his total army strength to conquer Kalinga. War

reactions estimations of Asoka failed to measure his own army and army

commanders’ reactions after Kalinga war. Asokan army challenged the

emperor to dethrone the Mauryan dynasty. Asoka reused Chanakya’s

principles to handle this revolution of his gallant army. As per some literary

sources Asoka asked for 22 days lead time to replace and repair the war

casualties and damages. Chanakya’s doctrine that a revolution can be

diverted by another revolution, a change can be conquered by another

change, a nail can be removed by another nail – Asoka used the doctrine

to change the Mauryan army revolution by another revolutionary change

management. Soldiers are society members, restructuring the social order

54

can change the cause of their revolution. Asoka as a great scholar used

Chanakya’s theories for diverting his army revolution. The aftermath

effects of Kalinga war are evident in the history with Asoka’s policy

changes to restore Mauryan dynasty back to its power and position. War

victims were young and soldiers who left behind war widows and the

family in grief. Asoka decided to change the war effect by changing the

social order. Repairing and reversing the war damage possible through

social system change. Asoka decided to be a democratic monarch and

declared himself as the Dharmasoka. After Kalinga war, he converted to

Buddhism by Upagupta, a Buddhist top order monk. Upagupta permitted

for widow remarriages for greater social benefits. Asoka organized widow

remarriage by converting the widows and agreed youth to be Buddhist. He

also declared Kalinga war as the last war of his conquests. Social system

of Kalinga and Magadh rejected the appeal of Asoka for their resettlement

in either of the kingdoms. Such a huge resettlement was agreed by the

Ceylon on its land. Asoka deployed his son King Mahinda (Mahendra) and

after sometime his daughter Sanghamita to Ceylon with a plant of the holy

tree for the spreading of Buddhism and representative head of the

resettled families. In this connection he brought some changes in the

Mauryan penal code by eliminating the death penalty and royal pardon to

convicts after conversion to Buddhism in selected cases. Mauryan dynasty

adorned Buddhism after Kalinga war and Asoka declared himself as

Devanampiya and Piyadasi – the servant of the God to take care of the

subjects of the empire. Combined exercise of power and wisdom Asoka

applied Chanakya’s doctrines of diverting an arm revolution by bringing a

revolutionary change movement in the society. Buddhism acted as the

instrument to help Asoka for his Dhammavijay. Asoka declared to conduct

55

the 3rd Buddhist Council in Pataliputra & invited the King of Ceylon

(Tamrapani) Megaliputtatissa as the President of the third Buddhist

Council. Asoka is regarded as the only emperor of India who applied

Chanakya’s doctrines the most to its best. Revolutionary Change

Management by Asoka paved his path to greater heights of Corporate

Governance. From Corporate excellent governance, Devanpiya or

Piyadasi Asoka moved towards “Benevolence Corporate Governance”.

This in fact was achieved by his by his son King Mahendra in Ceylon- the

standing epitome is the temple of King Mahendra in Colombo, who

excelled his father Asoka the great to the status of a God by the public

through “Corporate Benevolence Governance”.

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Asoka’s Communication Management Model of Philosophy, Mission & Goals

Source: Conceptualized Model through Research (2012)

Application of CommonLanaguage for

Information - PrakritLanguage in Brahmi, Pali

& Kalinga Scripts

Rules of Management, Codeof Conduct, Details of

Regulations(Reference Text and UniformSourcing for Elimination of

Misinterpretation and WrongInterpretation)

Defined CorporatePhilosophy -

(All are Equal, Rights forEveryone, Duties of

Everyone)

Structured Mission Plan& Mission

Accomplishment(Subjects are Children,

Ruler and the King is theTrustee and Custodian ofPublic Happiness, Life to

be Lived in Harmony)

Defined Goals forContinuous Attainment -

(Public Wealth & Life i Protected by Empire

Officials, Justice Delivered, Moral Values Carried on by

Subjects, Empire andEmperor are at your Service -

Dharmevijaya)Excellent Corporate

Governance AttainedContinuously

UniformCommunication

Model ofPhilosophy,Mission &

Goals – Asoka’sRock Edicts

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Management of Strategic International Trade Relationsthrough 3rd Buddhist Council – Asoka

Maurya Empire by the time of Asokan reign had accumulated the cultural

change from a feudatory system to a progressive culture. The conceptual

framework and the applied practice of Chanakya – King a C.E.O. had its

strongest impact on the empire management system. The disastrous

consequences of Kalinga war in the context of the war damages so far lives

of the human beings are concerned was one of the biggest war event in the

history of India. Asoka with his champion management skills adapted the

revolutionary change management to control the aftermath effects of

Kalinga war. Inheriting the trade contacts from Kalinga was the prime motto

of the war. Magadh trade guilds were not competent to take over the

massive international trade operations and networks of Kalinga merchants

successfully. Prior to Kalinga war, Kalinga had seven hundred years of

international trade activities. The business goodwill and corporate

commitments established by Kalinga in other countries were stumbling

blocks for Maurya Empire trade guilds. International acceptance of

products and brands with made in Magadh identity were finding tough

competitions distributor process rejections. Kalinga’s foreign goodwill

networks were over weights to Maurya activities. In addition, Maurya

Empire was looking out for an economic system that will enhance the

national income and increase the per-capita income of the country. In the

order of the large corporation style and system of operation Maurya Empire

was banking on wealth management. Asokan regime had well understood

the need of prosperity of the empire to safeguard the interest of the empire

and the Maurya dynasty in future. Prosperity was in the wealth generation

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activities. War business is one time wealth generation action and the same

is a future liability. Neglecting the liability brings uprisings and revolutions

within the empire, which finally results in building up of new and

independent kingdoms. Wealth generation as a continuous activity was

only possible through wide network of international trade and commerce.

The Kalinga war was an initiative of the Asokan administration to gain a

continuous access to the international market and trade activity. With the

war effects and resistance of Kalinga army, Asoka measured and realized

the power of wealth. A second war alike the Kalinga war will happen if he

will invade the territories of the other trade powers of the down South India

– Cholas, Pandiyas, Satyaputras & Keralaputras, so he decided to find a

new avenue without incurring war coasts and damages. Vic versa though

strategic management methods it can be argued that such a war after

Kalinga war would have destroyed the Maurya Empire immediately. These

three powers of South India were involved in large international trade

activity through sea routes like Kalinga. The impacts of trade powers were

felt by the Mauryan administration after the Kalinga war. Maurya traders

were almost facing a boycott and in some part an embargo in international

overseas trade due to occupation Kalinga. A complete of the damaged

international relationas was inevitable for the Maurya Empire.

Buddhism was gaining grounds in the overseas destinations of the Asia

continent as a religion, cult and a new philosophy. Asoka had sought the

help of Buddhism for his strategic revolutionary change management for

resettlement of the war affected kin and families of Kalinga. As the emperor

he deputed his son Mahendra and daughter Sanghamitta to Sri Lanka to

manage the revolutionary and progressive group under the cloak of

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Buddhism. Asoka strategically segregated the powerful revolutionary group

of Kalinga and resettled them in Sri Lanka – at the far off overseas location

to safeguard the Mauryan territorial interests. As Buddhism preaching are

non-violence (Ahimsa) became their religion to pacify their wills and

interests. The fire brand community was taken out of Kalinga to reduce the

risk of an immediate revolution or a war for Magadh. It was obvious,

Kalinga with its wealth power and supports of the other kingdoms could

have revenged against Maurya Empire. As veteran of military management

Asoka pushed the chance of an immediate war far off. A return war by

Kalinga would have resulted in the destruction of the Maurya Empire

completely. In history, such a chance was only avoided for 200 years.

Kalinga under the governorship of Kharavela revenged and attacked

Magadh after 200 years.

In the international business front Asoka organized the 3rd Buddhist Council

under the convener of Moggaliputta Tissa and patronage of Ajatasttu in

Rajagriha and Pataliputra for a balance of power of Mauryas in the

overseas and establishment of political hegemony to permit Maurya trade

guilds open access and up lift of embargos in the overseas markets.

Territories like Java, Sumatra, Bali, Siam, Burma, Tamraparni (Sri Lanka),

China, Cambodia, Vietnam, Malaysia, Thailand where Kalinga had

operated for 700 years through international trade and commerce, were big

markets for Mauryan products. Sri Lanka being the biggest supporter of

Kalinga due to trade and kinship received the priority of the convener. Third

Buddhist council had lots of political agenda and trade agenda apart from

the religious and philosophical conferencing. More than 60,000 delegates

from all sections of the society and profession from international territories

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participated in the great council. Representations from the ruling families,

courtiers, trade guilds, religious groups, Buddhism, intellectual community

were made to the forum of the council at two venues. The council exposed

the delegates to the industrial products, equipment, raw materials of mines

and metallurgy, silk and textile, agriculture and forest products,

craftsmanship in jewellary etc. and many trade negotiations were

conducted. At the royal official fronts many diplomatic ties, secret deals and

alliances were organized. Opposing nations of Maurya trade activities were

exposed to military strength of Asokan army and Maurysn supremacy was

imposed to provide free passage to Mauryan trade. International tourism,

especially Buddhism holy places passage permission and pilgrimage

facilities with tourists’ life and security provisions were granted by the

custodian of the holy shrines – Asoka the great. Pilgrimage facilities to

Buddhist religious sites were a trade deal for Mauryan trade guilds. Mighty

military power and huge industrial production capacity for international

trade were used for the purpose of ‘Balance of Power’ with Siam, Bali, and

Sumatra etc. countries in exchange to receive unrestricted trade access to

Mauryan ships. As per historical records some 60,000 high power

delegates from 72 countries were invited to this 3rd Buddhist Council to

guarantee unrestricted trade access to the Kalinga’s international trade

markets. This council provided the platform to establish Mauryan military

hegemony and use of Balance of Power tact to lift all the embargos on the

Mauryan ships, products and commerce guild and opening up of Maurya

Empire market for the reciprocation overseas trade. The outcome of the

council was recorded as successful from both religious and political

grounds. The event that led to the Third Council are important since the

Buddhist monks of Sri Lanka gave credit to emperor Asoka for supporting

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the Theraveda School, there by preserving the orthodox form of Buddhism.

After the council held at Pataliputra, the elder Mahinda, the son of Asoka,

was sent to Sri Lanka to head Buddhist mission, followed later by

Sanghamitta. Political grounds were used for international relations and

international trade. This council set the backbone of Maurya Empire right

through agreed trade negotiations. Extra pampered support to Sri Lanka

pacified the rebel interests of Kalinga. Cholas, Pandiyas, Satyaputras &

Keralaputras joined hands with Mauryan trade guilds in providing support in

their existing international trade markets apart from accepting memberships

of the Mauryan trade guilds.

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63

6Management of Life Excellence-

the World of the GreatMauryan period had witnessed and experienced the excellent

management application in the empire administration in the regime of

Asoka. The creation to the phase of glory of the empire was designed by

the veteran strategist Chanakya. Able generalship of Chandragupta and

Bindusara established the vast and first empire by his expansion drive.

Asoka added extra glory to the empire by his expansion drive and the last

battle of Kalinga war. Asoka, in fact, the man who knows the most,

Chanakya and his management doctrines and he had gone beyond in

applying Chanakya’s theories. Chanakya was a strategist and pragmatic

philosopher; his views are not untrue that religion opiates people.

Chanakya maintained a secular part in his theories and proposed to use

superstitions in the the benefit of the state and empire management.

Asoka very well examined Chanakya’s doctrine of revolutionary change

management in which he had to take shelter in Budddhism. Soon after

Kalinga war Asoka attempted to achieve “Management of Life Excellence”-

all his patronage and governance modifications are vivid examples of it.

Asoka added value, virtues and extraordinary good will to the

management and corporate governance. Buddhist traditions consider

Asoka as an exemplary king and Upasaka. He had a close connection with

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the Sangha and the leading monks of his time such as Upagupta. His

generosity as a patron of the Sangha is reflected in many legends.

Third Buddhist Council – A Stepping Stone

In a comparative analysis it can be claimed that Asoka attempted to bring

out a new cult of philosophy and human values with highest of its order to

the corporate governance. He identified the very high ethical values as

suitable for incorporation to Maurya management system. Asoka’s

conversion to Buddhism was sudden transformative event. The Pali

Chronicles asserts that Asoka convened a great Buddhist council at

Pataliputra, presided over by Mogaliputta Tissa, in order to purge the

Sangha of certain unacceptable practices - which was accepted as the third

Buddhist council. Asoka is supposed to have built 84,000 Stupas &

Viharas. Prior to Pataliputra 3rd Buddhist council two other Buddhist

councils were held at Rajagriha and Vaishali. Soon after the Buddha’s

death at the 1st Buddhist Council in Rajagriha Upali, one of the chief

disciples, recited the Vinaya Pitaka or rules of the order. A second general

council is said to have been held at Vaisahali, one hundred years after

Buddha’s death. Numerous such differences appeared at the 3rd great

council, held at Pataliputra under the patronage of Asoka, which resulted in

the expulsion of many heretics and the establishments of the Sathviravada

School as orthodox. At this council it is said that the last section was added

to the Pali scriptures, the Kathavatthu of the Abhidhamma Pitaka, dealing

with psychology and metaphysics. Asoka classified all the religions of his

empire under five heads: The (Buddhist) Sangha, the Brahmanas, the

Ajivikas, the Nirganthas (or Jainas), and other sects. He further declared

65

that, while gave his chief patronage to the Buddhists, he honoured and

respected them all, and called on his subjects to do likewise.

The Spread of Buddhism in Asia, 400 B.C.E. – 600 C.E.

The Mahavamsa mentions a number of Buddhist missions dispatched by

Asoka at the conclusion of the 3rd council – Himalayan region, Yona (in the

North-West), Western Malwa, Varanasi, Maharrattha (Western Deccan),

Suvarnabhumi (perhaps Myanmar or South East Asia), Sri Lanka. Other

records and cannons confirm that missions were sent to Greece, Babylon,

Syria, Egypt, Arab, Afghanistan, Indonesia and coastal China. Third

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Buddhist council strengthened Asoka’s international relations and most

favoured nation status with Sri Lanka. Since Sri Lanka turned a Buddhist

nation. That justifies Asoka’s Dhammavijaya over Sri Lanka. Secondly, the

removal and reduction of orthodox school influence on Buddhism provided

Asoka an upper hand in the religious sect and community. Asoka’s

intentions of virtue induction for the common masses in Buddhism were

fulfilled. Asoka received a change in the image of the emperor from the war

veteran status to knowledge veteran. Wide spread social acceptance of his

Dhamma was possible by the preaching of a knowledge master. Third

Buddhist council conveyed and established Asoka as a knowledge master

internationally and also with his subjects. At the same time the feel good

factor enhanced within his army, which may have brought a revolution to

dethrone the Maurya dynasty during his life time. This council endorsed his

preaching of virtue in to the Mauryan administration. The retaliation by

Kalinga in the near future was avoided. To keep Kalinga in good will he

appointed a governor and a Dhamma monitor in Tosali of Kalinga. Sri

Lanka was in a special status of most favoured nation of Asoka with utmost

care, financial grants and developmental activities to pacify the anguish

and anger of Kalinga, in which he succeeded for some time but Kalinga

retaliated under the ruling of Kharavela.

Dhamma – The Inclusion and Management of LifeExcellence

Most of Asoka’s inscriptions are about Dhamma (the Prakrit form of

Dhamma). Pillar edict VI reveals that the practice of having inscriptions on

Dhamma (Dhamma Lipi) inscribed in various parts of the empire began 12

(expired years) after his coronation. The theme of Ahimsa (non-injury) is an

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important aspect of Asoka’s Dhamma and his frequently mentioned and

emphasized in his rock edicts. It bans animal sacrifices and killing of

animals. The good conduct and social responsibilities that were part of

Dhamma were anchored to certain key relationships. The ceremony of

Dhamma is described as consisting in proper courtesy to slaves and

servants, respectful behaviour to towards elders, restraint in one’s dealings

with all living beings, and liberally to Sharmanas and Brahmanas. Even

Asoka declares the gift of Dhamma is best of all gifts. Pillar edict –II

describes Dhamma as consisting of the least amount of sin, performing

many virtuous deeds, compassion, liberality, truthfulness and purity. The

Asokan edict presents the king as exemplifying Dhamma in his ideas and

actions. As the patriarch of his empire, Asoka projected himself as the

proclaimer and teacher of Dhamma par excellence. One of the most

remarkable innovative aspects of Asoka’s idea of his own Dhamma and

Dhamma of a king was his renunciation of warfare and his re-definition of

righteous conquests, the Dhamma – Vijaya of Arthasastra. Asoka seems to

have taken the Buddhist idea of Dharma – Vijaya one step further, with

Dhamma missionaries replacing the king and his army. Dhamma- Vijay is

described as the best kind of conquest, and the king claims to have

achieved it over the Yavans, Kambojas, Nabhakas, Nabhapankits, Bhojas,

Pitinikas, Andhras, Cholas and Pandyas. Outside the subcontinent, he

claims to have attained Dhamma – Vijaya in the dominions of Antiochus II,

Ptolemy II, Philadelphus of Egypt, Megas of Cyrene (in North-Africa),

Antigonus Gonatas of Macedonia, and Alexander of Epirus or Corinth. The

XIII major rock edict ends with Asoka expressing the hope that his

successors would not embark on any fresh conquest by arms, and if they

could not avoid it, they should at least not be harsh to conquered people.

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Asoka created a special cadre of Dhamma-Mahamattas 13 years of his

coronationto spread Dhamma within the kingdom and among the border

people. Dhamma was an ideological tool used by Asoka to weld and

consolidate his far-flung empire that focused on the relationship between

the individual and society; however it failed as a unifying strategy in the

rulership of future emperors. Dhamma was one step further to Buddhism

and was borrowing the principles of virtue from Hinduism. Dhamma had a

holistic and welfare approach to empire management as was conceived,

designed and strategized by Chanakya. Asoka attempted and to a great

extent delivered his Dhamma principles.

As observed through management analytical techniques, Asoka’s

achievements were far superior and much ahead of time and period.

Highest quality governance mechanism was adopted by Asoka and

excellent governance was delivered to the empire. Life Excellence

Management may not be utopian but ultimately demands an environment

an environment at global level, simply which was missing in his period.

Asoka devised the principles of Dhamma without empirical strategies to

control the malfunctioning. Achieving life excellence management under

dynastic monarchical order is impossible for a long run. Chanakya always

followed counter strategies and alternative strategies with legal

enforcements for large corporate governance, which Asoka missed out.

Asoka delivered life excellence management for duration of two decades

under his governorship of the empire. If Dhamma would have been

followed for more than two hundred years in India, arguably it can be said

that sufficient to eliminate any religion of that time. Dhamma application in

its totality is beyond “Benevolence Corporate Governance”, perhaps,

69

Dhamma was applied more in Sri Lnaka than in India as history recognized

King Mahinda’s governance mechanisms and practices. Comparatively

none of the Great rulers of the world history had ever attempted such a

noble practice its true sense. The second Great ruler of India, Akbar the

Great attempted a similar tact to unify the empire and to gain confidence of

the subjects. Asoka in fact a true secular ruler and practiced the life

excellence to the height of virtues.

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7Asokan Management Theorization

Achievements of three decades of Asoka can be theorized in to different

management concepts and systems. Contributions of his period are

superior management theories of attainment that needs revival

management research for the strong hold of the Indian Management

System (I.M.S.). As Indian management begins from the Pre-Vedic period

till the end of 11th century A.D., Mauryan period has championed many

theories system. Asoka had taken up many management theories to the

height of its order. Eventually Asoka was the only personality who

experienced most of the doctrines of Chanakya. In the period of before

Christ the technology, environment, scientific developments etc., were

nothing more than the primitive methods. It sounds very difficult to compare

the modern management of 20th & 21st century with Mauryan period of

Asoka. In comparative methods when the applications of dynamism are

compared it astonishes that with limited resources and technology the

Mauryan army had achieved Zero-Defect and Zero-Failure Supply Chain

Management. International trade with more than 18 countries through sea

route on wooden ships were frequent, more than 6000 K.M. long national

highway was maintained, metallurgy and steel making were achieved –

2250 years old Asokan metal pillars are available rust free for our

references, unbelievable scientific progression are available in the Mauryan

texts, quality engineering and quality management were industrial

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production norms, disaster management preparedness and adequate

financial planning and reserves of Mauryan period were even more

advanced than many of the developed countries of the world today. HRM

and Corporate Governance mechanism had excelled many steps ahead of

the contemporary world in delivering corporate good governance,

Corporate Excellent Governance & Corporate Benevolent Governance,

what the present world has failed to deliver. In a broad spectrum of

management theorization of Asokan phase seven headlines are provided

here with brief divisions of achievements and comparison with modern

management of today’s world. These are; (1) Military Management, (2)

Public Administration & Corporate Governance, (3) Welfare System

Management, (4) Agriculture, Industry & Trade Management System, (5)

Efficient Financial Control & Treasury Management, (6) Human Resource

Management & Development, (7) Corporate Governance Model etc.

(I) Military Management

(a) Zero – Failure Supply Chain Management of the army

(b) Zero – Defect army Supply Chain Management at war

(c) Cross Docking Supply Chain Management at war

(d) Contingency and Extra Ordinary requirements meeting supply chainmanagement

(e) Alternative strategies and alternative positioning system

(f) Over flow and Super flow strategic arrangements for winning positioningsystem

(g) Internetworking & Intranetworking of army supply chain management

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(h) Knowledge Management & Intellectual Capital Management of armyand war time decision making

(II) Public Administration & Corporate Governance

(a) Public – Private – Partnership in Agriculture, Industry, Trade &Commerce

(b) Guilds and Banking System for trade and commerce finance

(c) International trade to more than 18 countries

(d) State trade and Industry support – Infrastructure support management, insurance coverage, commercial hub & ware-housing, roadways andwaterways safeguarding & surveillance system

(e) Trade facilities taxes for security, price control, weights & measurescontrol, fraudulence and adulteration control, diplomatic envoys for healthyinternational trade facilities

(III) Welfare System Management

(a) Provision of CSR – Corporate Social Responsibility – health care, education, old age care, social care

(b) Corruption control and anti corruption vigilance mechanism

(c) Natural disaster mitigation and preparedness

(d) Natural calamities handling, shifting and demand management

(e) Social courts, social justice & social policing

(IV) Agriculture, Industry & Trade Management System

(a) Surplus agrarian production of 3 to 4 times more per year

(b) Contingency agricultural products reserves

(c) Domestic and international trade for Demand – Supply control

(d) Fair pricing for adequate profitability

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(e) Cash cropping for national cooperative industry – international anddomestic trade for market control

(f) Agro-base industry for domestic and foreign markets

(g) Life saving products for domestic markets

(h) Mine base production and metallurgy for public life use equipment, military equipment and war-gears, luxury goods for domestic andinternational markets

(i) Quality management of consumer goods, consumer durables &industrial goods

(j) Technology management for industrial equipment, military equipment, transport equipment, consumer equipment, infrastructure equipment, etc.

(k) Transportation and infrastructure system maintenance, management and upgradation of roadways and waterways

(V) Efficient Financial Control and Treasury Management

(a) Scientific budgeting with provisions of reserves for disaster, famine, warrecoveries

(b) Currency circulation and defined salary systems for all services

(c) Cross coordination between departments of administration andregulations

(d) Adequate documentation for decision making, sourcing and referencing

(e) Uniform and defined tax structure

(VI) Human Resource Management & Development

(a) Public census and citizen identification for national policy making

(b) Awards, rewards and promotion system in work

(c) Defined wage and salary system with limited minimum wage system

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(d) Prompt and efficient civil, criminal and social court justice deliverysystem

(e) Human capital retention and intellectual capital management system

(f) Public institutions & universities of education & specialized skills training

(VII) Corporate Governance Model

(a) Working Governance

(b) Corporate Good Governance

(c) Corporate Excellent Governance

(d) Corporate Benevolent Governance

(e) Management of Life Excellence

In the late 20th century and 21st century, in the world of management,

Japanese theories and concepts are dominating the world of industry.

Japanese management concepts are admired as the best applications in

production, quality engineering and management, quality control, cost

minimization, value for money, continuous improvement, etc., by the world.

These concepts are revival of oriental management practices of Samurai

cult with new coins of modern management. Indian Management System

(I.M.S.) has started gaining little attention in the 21st century for a revival of

modern management applications. Mauryan phase especially Asokan

period had achieved excellence in application. Mauryan period has a lot in

its store house to offer dynamism to Modern Management in practice and

application. Asoka the great as had applied the theories and doctrines of

the Maurya period scholars and schools in his governance and

management mechanism of the empire. Empire was managed as a

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corporation to achieve the excellence in management and at some points

had exceeded the limits. Indian philosophies in the forms and features of

religions and cults were dominating the social order and the social

practices. Asoka used the religious philosophies and ethics in the empire

administration through the officials in charge of Dhamma application, which

are evident in his rock edicts. As a ruler he is the first emperor who had

gone beyond human consideration of declaring all his subjects as his

children. Asoka had taken care of the best of the human values by

eliminating the sacrifice of the animals in the social practice for the

betterment of the ethical practices and high order social system in the later

part of governance. As an emperor he was not defeated in any front of the

war – war of aggression or the war of the social values and ethics. Kalinga

war was a land mark event in his empire administration and soon after it he

acclaimed as a benevolent ruler in order and practice. In the leadership

standards and values he acted as the Demi-God and delivered the finest

social peace and tranquility in the subcontinent. His involvement in the Sri

Lanka as a reformer of social order and system are astonishing factors of

change process. In compensating the Kalinga war victims Asoka set the

order to have the public title of Dharnasoka. His action processes in

safeguarding the interests of the resettled Kalinga war affected families in

Sri Lanka as a welfare measure of any administration is of the highest

order and the best output if examined from the effective management

evaluation scales of the modern management. Welfare measures of the

subjects of the empire in the reign of Asoka if compared with the modern

management practices of any large corporation will find little significance. In

the philosophy and possible achievement practices of employee welfare

measures Asoka had exceeded the any limit, that none of the corporations

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of the modern world can achieve. This kind of public welfare perhaps

caused the Maurya Empire to decline after the Asokan reign. As a matter of

learning, Chanakya had set many limitations for the empire management of

the Mauryan period with the last notes of not going beyond. Emperors like

Chandragupta and Bindusara never crossed the limits to maintain the

perfect order of management in the empire. Asoka with achievements

experimented the beyond philosophies for delivering the last best order of

any emperor. Maurya Empire period in India is considered as the phase

that set the best management order for the subcontinent. Before Maurya

period the Vedic and Pre-Vedic periods were of high significance in

delivering the best practices of life and social management system with

confinements and limitations. The management of the large nation, public

of different cultures, class, clan, creed and social beliefs and the

management of the empire with the available best system of governance

and representation was first devised in the Maurya period and practiced.

The Maurya period was a phase where the scholars and schools of

management were available for evaluation, examination and

recommendation of the best management practices for the empire

administration as corporation with nation participation directly and

indirectly. The King of the Maurya period was a C.E.O. as per the

Chanakya’s definition and action. The empire was a large corporation.

Asoka had the credit of ruling the world’s second biggest empire in land

mass size and the biggest empire in the demography. Asoka maintained

the conquests in two methods – wars and aggressions and peace through

religious practices. Dharmavijaya of Asoka is well recognized by his actions

in the aftermath of the Kalinga war. He conquered the world – the

78

subcontinent through force and peace. That’s an unique achievement by

any great ruler of the world.

After Asoka the Indian subcontinent during the periods of the eminent

dynasties and governance followed his mechanism to deliver the best

systems in managing the empires. Kusan period of Kaniska, Gupta period

of Chandragupta II or Vikramaditya, period of Harshavardhan, Kharavela

period of Kalinga, many periods of the Chalukyas, Cholas, Pandyas,

Satvahanas, were highly indebted to the management practices of Asoka

the great. The Mughal period of the India in the medieval time under the

emperorship of Akbar the great followed many of the basic principles of

Asoka’s management and governorship for the Mughal Empire. Akbar also

followed the Asokan method in public welfare, secularism, religious policy,

taxation structure, judiciary management etc. to make the Mughal Empire a

great phase in the history of India. Mughal phase had acquired a big

landmass of for the empire as big as Asoka with high enmity with the

neighbouring kingdoms. Asoka during his time had great friendship with

neighbouring kingdoms and also with Sri Lanka. In the international

relations front Asoka was a champion in maintaining the finest trade and

political relations with the neighbouring and far off countries. Rather

Mauryan Empire was dominating the international trade for with products of

industrial application, mine products, metallurgy, textiles, books and

learning stationary, agricultural outputs, forest products, animals’ trade etc.

Mauryan navy was the custodian of the safe sea route for the traders and

pilgrims of Buddhism. Asoka’s international diplomatic relations with China,

Sri Lanka, Greek territories, Egypt, Africa were one of the finest to augment

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the international trade of the empire. Maurya period was with one of the

highest per-capita income during the Asokan reign.

VIII. Revolutionary Change Management

One of the finest and dynamic concept practices of Asoka was his

Revolutionary Change Management. He successfully used the doctrine of

Chanakya and managed meritoriously for the resettlement of the Kalinga

war affected victims’ families in Sri Lanka after addressing many social

resistances. This movement of Asoka was to eliminate a possible armed

revolution by the royal army against the emperor due to his conquests and

aggression policies of annexing the independent kingdoms or the republics

who were potential threats to Magadh politically or economically. Kalinga

the province, by its community and trade excellence was dominating the

international trade of India with the Far East and Asia Pacific region of

greater Asia in the time of Chandragupta and Bindusara. Kalinga being an

independent republic state with democratic patterns of operation was able

to dominate the maritime trade routes in the Bay of Bengal, which was

called as the Kalinga Sea those days. Industrial production, large

shipbuilding industries, large numbers of sea and river ports, shipping hub

in the Lake Chilika, professional seafarers villages for voyages of trade,

strong army of the ruling class to safeguard the merchants wealth and

properties were contributing factors of high per-capita income of the

general masses of Kalinga. On the main land trade and hinterland trade

system Kalinga was able to dominate the transactions heavily and had the

economic power to decide the buying price and trade prices, which affected

the interests of the merchants of Magadh. In the matters of bulk buying and

bargain buying Kalinga was eating out the margins of the Mauryan Empire

80

trade activities. The economic super power position of Kalinga in the Indian

subcontinent was against the greater interests of Mauryan Empire. Kalinga

was able to maintain a very large army considering its size and was

capable of sabotaging Mauryan supremacy both politically and

diplomatically. Magadh had a tough time with the rising activities of

Kalinaga in the business. Mauryan Empire was depending on the trade

economy for the enrichment of the kingdom treasury and local public. In

many fronts Asoka was unable to sidetrack the dominations and influences

of Kalinga through diplomacy. Kalinga at the same time had supported

many rebellion forces of the Magadh Empire. Some of the scholars

estimate that Kalinga was enjoying the per-capita income to an extent of

four times more than the Magadh during the period of Asoka. With the

power of trade and distribution, investment and overseas operations the

branding of rich and luxury was coming from Kalinga. Land masses like

China, Indonesia, Thailand, Sri Lanka, Siam etc. in Asia and the other parts

of North Africa and East Europe were having huge markets of Kalinga

brands in luxury and expensive life style products. Magadh had mastered

the mining, metallurgy, fine crafts and fine textile products but trading

channels were through the hands of the merchants of Kalinga. Business

monopoly of Kalinga in international and national market was the major key

factors of the Kalinga war. Chankay had strategically measure the

potentiality of Kalinga, that’s why never initiated any war against it. Asoka

had a different vision and decided to wage a war against Kalinga for the

political and economic benefit of the Maurya Empire. Winning the territory

of Kalinga was most expensive for Asoka. Kalinga war created an untold

revolution in the Asokan army that forced Asoka to be a democratic ruler

and to go beyond in delivering the public welfare. Welfare measures at that

81

time were almost impossible for Asoka; with the application of high caliber

intelligence and Chanakyan doctrine he de-routed the possible revolution

and diverted the mass attention to a greater social change i.e. widows’

remarriage and resettlement. With noble initiatives and attainment of the

noble cause Asoka was able to divert the mass attention from the core to

the decided center by the emperor. To change a revolution another

revolution is the method. A greater revolutionary idea and action can only

change the course of a revolution. Revolutionary change dominates the

revolution. Managing a revolutionary change has more with the skills and

knowledge rather with the operation and power. Asoka used the wisdom

and portrayed himself as a common man for the causes of the common

men and acted immediately for the change course and process. His man

management skills were used in the application of Chanakya’s doctrine of

revolutionary change management to control the aftermath situations of the

Kalinga war. Such a dynamic management technique and mechanism was

never used in any period of the history by any ruler or emperor.

Revolutionary change management is seen nowhere in any corporation.

Revolutionary change management is more of technological changes in the

modern management rather than in the human management. Such a

strategy may never be used in any corporate management in future. This

clearly signifies the great Indian management system of Asoka.

82

83

Further Readings & References:

Barua, B.M., (1946) 1955, 2nd Edition, Asoka and his times, New AgePublications, Calcutta. Chakravarti, D.K., (1995), The archeology of ancient Indian cities,Oxford university press, New Delhi. Hultzsch, E., (1925) 1969, Corpus Inscriptionum Indicarum, Vol.1., Inscription of Asoka, Rep. Edn., Indological Book House, New DelhiHuntington, S., (1985), The Art of Ancient India, Buddhist, Hindu, Jain, Yokyo Weather Hill, New YorkJayaswal, V., (1998), From stone quarry to sculpting workshop: Areport on archeological investigations around Chunar, Varanasi andSarnath, Agam Kala Prakasan, New DelhiRay. N., (1975), Maurya and post Maurya art: A study on social andformal contacts, Indian council of Historical research, New DelhiSingh, U., (1998), Texts on Stone : Understanding Asoka’s epigraph– monuments and their contexts, Indian Historical Review, New DelhiChandra, M., (1977), Trade and trade routes in ancient India, AbhinavPublications, New DelhiGethin, R., (1998), The foundations of Buddhism, Oxford universitypress, New YorkWarmigton, E.H., (9128), Commerce between the Roman Empire andIndia, Cambridge University Press, U.K. Wheeler, R.E.M., (1951), Rome beyond imperial frontiers, Pellican, London. Rhys Davids, T.W., (1923), Buddhism, its history and literature, LondonMajumdar, R.C., (1918), Corporate life in Ancient India, CalcuttaNath, P., (1929), a study in Economic Conditions of Ancient India, LondonAdhya, G.L., (1965), Economics of ancient India (C.200 B.C. – A.D. 300), BombayRawlinson, H.G., (1916), Intercourse between India and the Westernworld, Cambridge university press, U.K.

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Mookerji, R.K., (1912), History of Indian Shipping, LondonRenou, L., (1953), Religions of Ancient India, LondonDas Gupta, S. N., (1923 – 49), History of Indian Philosophy, 4 Vols., Cambridge University Press, U.K. Chattopadhaya, D.P., (1959), Lokayata: A study in ancient Indianmaterialism, New DelhiJairazbhoy, R.A., (1963), Foreign influence in ancient India, BombaySuzuki, D.T., (1932), (trn.), The Lankavaratara Sutras, LondonSir Leigh Ashton and others, (1950), The art of India and Pakistan, LondonAchrya, p.K., (1921), Indian Architecture according to Manasara, oxford university press, U.K. Adikaram, E.W., (1953), Early History of Buddhism in Ceylon, Colombo. Beal, Samuel, (1985), Buddhist Records of Western World, Boston. Bhasam, A. L., “Prince Vijaya and Aryanisation of Ceylon”, CeylonHistorical Journal, Vol.1, 1951, University of Ceylon. Cowell & Neil, eds., (1986), Divyavadana, Cambridge Universitypress, pp. 370-409. Dipavamsa XIII, 5ff. Eggermont, P.H.L., (1956), The Chronology of the Asoka Moriya, Leiden. Eggermont, P.H.L., (1966), New Notes on Asoka and HisSuccessors, Persica, Leiden. Epigraphia Zeylanica, London, (1921 – 1927). Faruwallner, E., (1956), The earliest Vinaya and the Beginning of Buddhist Literature, Rome. Geigre, Wilhelm, trans., (1960), Mahavamsa (Mhv.). Colombo. Jayawickrema, N.A., trans. & ed., (1986), The Inception of Disciplineand the Vinaya Nidana, London, PP. 40-43. Karunaratna, T.B., (1988), The Symbols of Royal Authority of EarlySinhalese Kings, JRAS (CB), Colombo. Kiribamuna, S., “The Kalinga Period of Ceylon History”, (M.A. Thesis;University of Ceylon, 1956).

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Kosam, Sanchi & Sarnath. Lokuliyana, Lionel., ed. (1970), Sinhala Bodhivamsaya, Colombo. Malalasekera, G.P., (1935), eds., Vamsatthapakasini (Vmp.), London. Mishra, P.K., (1997), Ed., Comprehensive History and Culture of Orissa, (Vol. 1), New Delhi. Mookerjee, R., (1962), Asoka, Delhi. Nicholas, C.W., (1961), A Concise History of Ceylon, Colombo. Nigalisagar Inscription. Norman, K.R., Pillar edict (P.E.) IV, Asoka and Capital Punishment, Journal of Royal Asiatic Society, No. 1. Oldenberg, Hermann, ed. Dipavamsa, (Dpv.), VI; Mhv. V, 37-72. Panigrahi, K.C., (1981), History of Orissa Hindu Period, Cuttack. Paranavitana, S., “The Kalinga Dynasty of Ceylon”, Journal of theGreater Indian Society, Vol. III, 1956. Pillar Edict VII. Rahula, W., (1956), History of Buddhism in Ceylone: TheAnuradhapura Period, Colombo. Rock Edict I. Rock Edict II. Rock Edict III. Rock Edict IX. Rock Edict No. XIII Rock Edict V. Rock Edict V. Rock Edict VI. Rock Edict VII. Rock Edict VIII. Rummindei Inscription. Saddhatissa, H., (1970), Buddhist Ethics, London. Sarkisyanz, E., (1965), Buddhist Background of Burmese Revolution, The Hague. Sastri, K.A.N., (1957), A Comprehensive History of India, (Vol. II), Calcutta.

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Sauraweera, A.V., (1967), ed., Rajavaliya, Colombo. Sirisena, W.M., “The Kalinga Dynasty of Ceylon and the theory of itsSouth East Asia Origin”, Ceylon Journal of Historical and SocialStudies, Vol. 1, No.1, 1971Strong, John, (1983), Legend of King Asoka, Princeton UniversityPress, USA. Thapar, R., (1961), Asoka and the decline of the Mauryas, OxfordUniversity Press, New Delhi. Thapar, R., (1984), From Lineage to state, Oxford University Press,New Delhi. Thera, Welivitiye Sorata, (1960), Amavatura, Colombo.

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