Contribution of Ancient Indian Ethos In

Contribution of Ancient Indian Ethos in Developing Global Mindset in Leadership and Management

Narendra Y. PhadnisInstitute of Management Technology (IMT), NagpurE-mail: [email protected]

ABSTRACT

Ancient Indian Ethos has potential to make significant contribution in developing global mindset in business leadership and business management. This conceptual cum theme paper focuses on the doctrines and ideas from the ancient Indian scriptures like Vedanta, Bhagavad Gita, Kautilya’s Arthashastra etc which are relevant to global mindset development with specific reference to business leadership and management. These ancient Indian scriptures apart from philosophy & spirituality deals with topics like leadership, teambuilding, motivation, emotional intelligence, mind management, organizational skills, Administration and strategic approaches to management like decision making and problem solving etc which will be useful to modern business leaders & managers in managing their businesses as well as in their personal and social life. The ideas presented in these scriptures also have global perspective and relevance. The paper attempts to connect the concepts and ideology of these old Indian scriptures with contemporary management principles and practices and to suggest handy tips and techniques to business leaders and managers for efficiently managing their organizations and also focusing on their personal effectiveness. The ideas presented and the tips recommended are multidimensional in nature & aims at interface between multiple aspects of Business Management in general & Human Resource Management in particular. The paper is aptly relevant to the conference theme and would qualify for inclusion under the topics: Human Capital Management & Leadership, Business Ethics, Organizational Behavior, Strategic, Innovations & Knowledge Management and Human Resource Management & related areas.

Keywords: Ancient Indian Ethos, Global Mindset, Business Leadership, Business Management, Business Ethics

Introduction

Ethos is a Greek word meaning “character” that is used to describe the guiding beliefs or ideals that characterize a community, nation, or ideology. It can simply mean the disposition, character, or fundamental values peculiar to a specific person, people, culture or movement. Ethos forms the root of ‘ethikos’ meaning ‘moral, showing moral character’ which is the origin of the modern English word ‘ethics’ (Wikipedia – a free encyclopedia).The word ‘ethics’ which in Latin is called ‘ethicus’ and in Greek called ‘ethikos’ has come from the word ‘ethos’ meaning character or manners. (Blackie’s compact English dictionary)

The expression ‘Indian Ethos’ is an overreaching concept to capture the experiences of Indian civilizations over the centuries. As a result it is an expansive expression with its beginning in ancient times. (Subhash Shrama 2007) ‘Ancient Indian Ethos’ has potential to make significant contribution in developing ‘global mindset’ in business leadership and business management. This conceptual cum theme paper focuses on the doctrines and ideas from the ancient Indian scriptures like Vedanta, Bhagavad Gita, Kautilya’s Arthashastra etc which are relevant to global mindset development with specific reference to business leadership and management. These ancient Indian scriptures apart from philosophy & spirituality deals with topics like leadership, teambuilding, motivation, emotional intelligence, mind management,

Proceedings of the International Conference on Business Management & Information Systems, 2012

424 Business Management and Information Systems

organizational skills, Administration and strategic approaches to management like decision making and problem solving, etc., which will be useful to modern business leaders & managers in managing their businesses as well as in their personal and social life. The ideas presented in these scriptures also have global perspective and relevance.

The paper attempts to connect the concepts and ideology of these old Indian scriptures with contemporary management principles and practices and to suggest handy tips and techniques to business leaders and managers for efficiently managing their organizations and also focusing on their personal effectiveness.

Definitions

The terms/expressions referred to in this paper are defined as under:

Global MindsetFinancial Times Lexicon defines Global Mindset as one that combines an openness to and awareness of diversity across cultures and markets with a propensity and ability to see common patterns across countries and markets. In a company with a global mindset, people view cultural and geographic diversity as opportunities to exploit and are prepared to adopt successful practices and good ideas wherever they come from (let knowledge flow from all directions—Rig-veda). The twin forces of ideological change and technology revolution are making globalization one of the most important issues facing companies today. As such, cultivating a global mindset is a prerequisite to becoming a global company. Companies exhibiting global mindsets include GE, P&E, Nestle, Unilever, and Colgate.

Global LeaderFinancial Times Lexicon defines ‘Global Leaders’ as an emerging class of professionals that are adept at operating in international and multicultural contexts. Initial research shows that global leaders are a unique breed with identifiable traits. They have a natural curiosity about the world and interest in people different from themselves. This interest inspires visionary initiatives and organizations that span national boundaries. Furthermore, real global leaders recognize the impact of their actions on surrounding communities and constituencies. They understand that personal prosperity is dependent upon the prosperity of others and that they play a role in transforming not only their companies, but also the societies in which they operate. Evidence indicates global leaders are not just born, but can be made. Global leaders become who they are by cultivating particular ways of looking at the world, thinking about problems and opportunities and acting with integrity in pursuit of solutions. Research shows that global leaders share three common characteristics: they have a global mindset which allows them to connect across boundaries, they are global entrepreneurs driven to create new solutions and seize opportunities, and they are global citizens inspired to contribute to the communities they touch.

Leadership and Management Leadership is defined as a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent. This definition is similar to Northouse’s (2007, p. 3) definition—Leadership is a process whereby an individual influences a group of individuals to achieve a common goal. Leadership has been described as “a process of social influence in which one person can enlist the aid & support of others in the accomplishment of common task. (Wikipedia – the encyclopedia)

The term ‘Management’ has variety of definitions. In the context of this paper it refers to ‘Business Management’ with all its attributes and the expression ‘Leader” refers to a ‘Business Leader’.

Contribution of Ancient Indian Ethos in Developing Global Mindset in Leadership and Management 425

Features of Leadership, Management and Work Ethos

There are distinctive features of leadership in Indian ethos & western concept of leadership, while there are several similarities, the spiritual orientation and non-desire motivated action distinguish leadership in Indian ethos from that in the western ethos (P.N. Murthy – Leadership – A comparative study of Indian Ethos & Western Concepts).

1. A new global leadership paradigm is gradually emerging, spiritual-based leadership. A spiritual approach to leadership is presented as integrating leader’s inner perspective on the purpose of life and leadership such that this inner perspective is the foundation for decisions & actions in the outer world of business. Empirical research based on interviews with 31 top leaders from 15 countries in six continents demonstrates that leaders can obtain happiness, respect, peace of mind and success while at the same time serving the needs of those affected by their leadership when they lead from a spiritual basis. It also indicates that spirituality can serve as foundation for leadership that considers ethics, social responsibility and concern for environment not just as instruments to protect corporate reputation and income generation but as fundamental principles and values in their own right (Peter Pruzan & Dr. Polit Spiritual-based leadership).

2. Leaders are continuously confronted with their abilities to innovate, reengineer and to be vision oriented. Strategic leaders now inculcate global mindset of reasoning tailored towards short-term (6 to 15 months) planning. Due to technology innovativeness, political and environmental sea changes in long-term (5 to 7 years) planning. Leaders must be ethical and good corporate citizens around their global communities.

3. The most important outcome of holistic approach to management is the creation of great leaders of ability, foresight and capacity to inspire spontaneous obedience of others in the right direction. Today when the purely profit making managements in many countries like Japan & USA are ending in failure and frustration, when 75% of Indian leaders & managers are feeling “skill strong but value week”, when a major chunk of grants for the poor are lost in pockets of bureaucrats, politicians, the rich or conniving middlemen, there is urgent need to train leaders who would be inspired to serve the millions (Swami Jitatmananda, p. 93).

4. Corrupt bureaucrats in all countries are jeopardizing even the well-planned national goals. “The fact is that no matter how many political parties run against one another in elections, and no matter who gets most votes, a single party always wins, it is the invisible party of bureaucracy” (Alvin Toffler – The Power Shift, p. 257). Today if at least a portion of leaders are inspired by holistic approach in management, things will be different. (To show how Ancient Indian ethos has contributed in developing holistic approach in management). History is not created by selfish majority, but by unselfish creative minority (Indian co-relate with Indian Ethos). There is no allegiance possible where there is no character in the leader and perfect purity ensures the most lasting allegiance and confidence (SV-CW-8: 135).

5. Work ethos in India is based on the holistic vision of life. It is on the basis of the holistic vision that Indians have developed the work-ethos of life. They found that all work, be it physical, mental, management, leadership, administration have to be directed towards a single purpose- the manifestation of the essential divinity in man by working for the good of all beings. Enjoy & strengthen life by sacrificing selfishness; by not coveting other’s wealth (Isha Upanishad). One should not covet even one’s own wealth (Shankaracharya).

Kautilya’s Arthashastra

The relevance of and the contributions made by Kautilya’s Arthashastra in developing global mindset in Leadership and Management is as follows:


1. Kautilya also known as Chanakya and Vishnugupta, wrote the Arthashastra in the second century AD. ‘Artha’ literally ‘wealth’ is one of the four supreme aims of life prescribed by ancient Indian (Hindu) philosophy the other three aims being Dharma (Righteousness), Kama (Desires) & Moksha (Liberation). The Arthashastra has much wider significance and the material prosperity of individual is just a part of it. It is an ancient Indian treatise on statecraft, economic policy & military strategy. It is an extraordinary manual & pioneering work in public administration. The commentaries on Kautilya’s Arthashastra highlight its political, diplomatic and administrative insights. The Arthashastra covers numerous topics that are relevant even today: structure of the state, consumer protection, salaries of govt. servants, property laws, labour laws, duties of king etc, Exploring it from management-ideas view point, it is a source book for number of such ideas. The key management ideas, whose origin can be traced to Arthashastra are theories of motivation & leadership, training & development, decision making, financial administration, information systems and strategic management.

2. Arthashastra views the man in leadership position as ‘Vijigsu’, i.e. desirous of vijaya (victory/achievement). It is an all encompassing phrase denoting ‘overall achievement orientation’. However this achievement orientation is not guided by the narrow self interest but by the ‘yogakshema’i.e. well-being, happiness, prosperity and security of the ‘subjects’ or the organizational members. In this context ‘yoga’ refers to successful accomplishment of the object while ‘kshema’ refers to peaceful, undisturbed enjoyment of that object. Thus a leader ensures that his team mates carry on their tasks successfully in a peaceful and undisturbed environment.

3. On the use of authority or power to punish (danda), Kautilya cautions his ‘ideal king’ to use it judiciously and to protect the weak from the stronger. Thus a leader is advised not to misuse his power or authority. Kautilya prefers to use the power to instill the order and protect the weak. He suggests that the leader should have concern for protecting the weak. He prohibits excessive use of power and authority entrusted to an individual. He indicates that an unjust or improper use of authority may lead to serious consequences, the most serious being a ‘Kopa’ (Frustration & Revolt) of the subjects against the ruler. A king (leader) who has no self control and gives himself up-to excessive indulgence in pleasures will soon perish, even if he is the ruler of all four corners of the earth (global business empire). [1.6.4].

4. Arthashastra deals in detail the qualities & disciplines required for a ‘Rajarshi’- A wise & virtuous king (a prudent & ethical business leader) [1.7.1-8] • Has self-control, having conquered inimical temptations of the senses. • Cultivates the intellect by association with elders (domain experts) • Improves his own discipline by (continuing his) learning in all branches of knowledge. • Keep his eyes open through spies (vigilant about happenings in the business world) • Is ever active in promoting the security & welfare of his people (organizational • Ensures observance by the people (employees) of their dharma (organizational rules, policies,

procedures & systems) by authority & example• Endears himself to his people (employees) by enriching them and doing good to them • Avoid daydreaming, capriciousness, falsehood and extravagance. • Avoid association with harmful people and indulging in harmful (illegal & unethical) activities. • Practice ahimsa (non-violence) towards all.

5. Kautilya says artha (sound economics) is the most important as dharma (righteousness) & kama (gratification of desires) are both dependent on it. If the king (leader) is energetic, his subjects (followers) will be equally energetic. If he is slack and lazy in performing his duties the subjects (followers) will also be lax thereby eat into his wealth. Besides a lazy king (leader) will easily fall into the hands of his enemies (will be overpowered by business competitors). Hence the king (leader) should always be energetic. [1.19.1-5]


6. Kautilya’s leader is guided by reason & experience. Leader’s action should be based on both reason as well as past experience. “With the aid of former he analyses and with the help of latter, draws general conclusions (Mehta et al., 1980, p. 15). Thus Kautilya emphasizes the importance of rationality as well as past experience in decision making. Further the need for bridging the theory- practice gap has also been emphasized. “One conversant with the science, but not experienced in practical affairs, would come to grief in carrying out undertakings” [1.8.24]. Thus the importance of the practical experience has also been emphasized.

7. The most important component of leadership is the futuristic vision. No planning succeeds without this vision. Chanakya said; “Ministers are those who can decide what should and what should not be done” A visionary leader must also be a missionary, extremely practical, and intensely dynamic, capable of transforming his dreams into reality. Manager should be a man of action, able to translate his ideas into action and young enough to keep working towards his goal for at least another decade (Konosuke Matsushita).This dynamism and strength of a true leader flows from an inspired and spontaneous motivation to help others. A leader is one who has learnt the art of drawing different kinds of people towards him and extracting the best from each one according to his qualities and aptitudes. This quality to draw all people towards oneself is a function of few factors like (a) followers or team-mates must know that the leader sincerely feels for them, (b) they must see that the leader himself loves to share the work with team members, (c) A leader must be pure in body & mind. A pure body-mind develops a rare bio-magnetism which draws all people spontaneously toward him and compels them to do what he (leader) rightly desires.

8. Arthashastra provides a comprehensive definition of management. The following are identified as basic elements of management and administration [1.15.42]

• The means of starting undertakings/assignments. • Excellence of men and material. • Suitable apportionment of time and place. • Provision against failures, and • Accomplishment of the work. These five elements are basic to management planning and management process which indicate

the most crucial elements in any management process. The emphasis on excellence is critical to the management. It is also interesting to note that adequate attention is paid to the provision against failures. Thus contingency planning is considered as very important. The above five elements reads like a first lesson on project management [15.11.42].

9. Arthashastra indentifies four different methods of motivation, viz. sam, dam,dada and bheda. ‘Sam’ is persuasion method of motivation, ‘dam’ is incentive system or reward method of motivation, ‘danda’ is the punishment method by use of power/authority/force and ‘bheda’ is the internal competition method of motivation. ‘Danda’ or punishment theory corresponds to motivation theory ‘X’ in today’s context. Arthashastra also suggest the sequencing of the use of above methods. Sam (persuasion) and ‘dam’ (incentives) comes first. Internal competition comes next and use of the force comes as the last method. It is also suggested that different situations requires use of different types or combinations the motivation techniques. Use of particular technique will also depend upon the personality or typology of persons. For a ‘good’ type person sam & dam will be the preferred methods of motivation. For work shirker type internal competition, i.e. ‘bheda’ will be the appropriate technique for motivation. For a corruptive type of person, ‘danda’, i.e. punishment will be the proper method of motivation. In many organizations there is greater reliance on bheda & danda rather than persuasion & incentive systems. The current researches in social sciences are rediscovering the importance of ‘sam’ approach. In management terminology ‘sam’ approach may go by motivation theory ‘Y’ This approach finds its expression in human relationship approach to life. ‘dam’ approach is the economic approach to motivation and ‘danda’ is the brute force approach to motivation.


10. Arthashastra also suggested the idea of managing by contracting out (i.e. ‘outsourcing’ in the modern context). States (or organizations) should contract out (i.e. outsource) its activities when it is costly to run the activity itself.For example it is stated that a mine costly in its working should be leased out for a fixed share of output or for a fixed rent and only light mine should be worked by state (organization) directly [2 12.22]. The concept of contracting out (outsourcing) was practiced in case of number of sate activities for example salt-mines were leased out for a share or on hire [2.12.28]. The most common feature of contracting out (outsourcing) was the system of labour contract (as is prevalent today) through the institution of sanghas. The sanghas or associations/unions of labourers were allowed to negotiate with the employers In case of disputes the matter was referred to the state. The ideas presented in the Arthashastra can be updated and further developed in the light of experience

of modern organizations. The study indicates that Arthashastra could be considered as a foundation book for managers & leaders.

Bhagvad Gita

Srimad Bhagavad Gita, the divine song cum dialogue of Lord Krishna with his disciple- friend Arjuna just before the start of Mahabharata War historically dates back to 3102 bc. The dialogue appears in the Bhishma Parva of Mahabharata. Bhagavad Gita popularly known as Gita contains 18 chapters &700 stanzas (verses). This dialogue cum song was recorded by author of Mahabharata Poet Seer Maharshi Ved Vysa. Bhagavad Gita is the essence & summary of the Vedanta & Vedic philosophy of the ancient India. It the gist of Vedic & Upnishadic knowledge of the ancient India & hence Bhagavad Gita is the most appropriate & authentic representation of ancient Indian ethos.

1. Business Leadership is ability of a manger to influence the behaviour of his subordinates or team mates and to direct, control & motivates their performance to the desired goal/target. The essence of leadership lies in leading by example & leader’s skill to transform the followers. Management needs heroes who practice what they preach. In India the concept of a leader is ‘Acharya’ which originates from the root word ‘Achara’ which means practical behavior & discipline. A leader is one who practices what he lead an ideal life worth imitating, both inwardly and outwardly.

The following verses in Gita deals with concept & technique of leadership. • Whatever a great man does, that very thing others also do: whatever standards he sets up, the

generality of men follow the same. [3.21] • There is nothing in all the three worlds for me to do. Nor there is anything worth attaining,

unattained by me, yet I continue to work. [3.22] • Should I not engage in action, scrupulously at any time, great harm will come to the world for

Arjuna men follow my way in all matters. [3.23]• If I cease to act these world will perish. Nay, I should prove to be the cause of confusion & of the

destruction of these people. [3.24] • Arjuna as the unwise act with attachment, so should the wise men seeking maintenance of the

world order act without attachment. [3.25] • A wise men established in self should not unsettle the mind of the ignorant attached to action but

should get them to perform all their duties, duly performing his own duties. [3.26] • Lord Krishna indicates himself as an example. The lord though already a liberated soul (mukta)

is acting diligently without attachment as a role model for his generations to rise up above the slothfulness of the age into vigorous activity. The life of lord Krishna had been a perfect life of complete detachment & even though there was nothing he had not gained, nor had he anything further to gain – he was spending himself constantly in activity as though work was to him a rapturous game of enthusiasm & joy. The masses always imitate their leaders & heroes in their dress, in their behaviour, in their moral values, in their actions, in all branches of their activities.


They fix their measure of perfection always by watching the standard of life of their leaders. The wise man should work without attachment desirous of guiding the world.

2. An organization that is functioning in a particular line of activity should not be suddenly arrested in its flow but a leader should fall in line with followers & slowly & steadily guide & steer them to act in the right direction by his own example. A leader must himself diligently perform the ordinary actions & must make himself an example to the world so that lesser folk automatically imitate him to follow his unfailing footsteps. The leader should not only direct but should himself act as a team member with his followers setting an example for them to follow.

3. Absolute fearlessness, freedom from hypocrisy, Straightness of body, mind & speech, absence of egotism, steadfastness, uprightness, non- injury, truth, absence of anger even on provocation, gentleness, modesty, absenting from malicious gossip & frivolous pursuits, boldness, forbearance, fortitude, forgiveness, absence of hatred, absence of pride, bearing enmity with none, constant equipoise of mind both in favourable & unfavourable circumstances are the divine virtues/qualities/traits recommended for a business manager/leader (Ch. 13-V7 to 9 & Ch.16- V-1 to 3).

4. Motivating performance of subordinates or team mates is key function of a business manager or leader. To motivate means to inspire, encourage, stimulate performance by offering or assuring incentives (both positive and/or negative). These incentives could be material or psychological & extrinsic or intrinsic. Motivational techniques of stick (fear), carrot (rewards in the form of worldly/material benefits) & psychological boosting by creating a sense reorganization & achievement & appreciating his competencies are applied by lord Krishna to encourage & inspire depressed & frustrated Arjuna to perform. (To fight a war) The relevant verses for reward/carrot (benefits of Performance) are Ch-II- V- 2, 32, 37. For threat/stick, i.e. –ve (negative) consequences of non- performance (not doing assigned duty/not fighting a war) are Ch-II- V- 33, 34, 35 & 36. For encouragement & assurances are Ch-II-V-3, 31, 38. • Arjuna how this infatuation has overtaken you at this odd hour (crucial stage of performance, i.e.

war) it is shunned by noble souls: neither will it bring heaven nor fame to you. [2.2]• Yield not to unmanliness, Arjuna; ill does it become you. Shaking off this paltry faint-heartedness

stand, O scorcher of enemies. [2.3]• Besides considering your own duty too you should not waver for thers is nothing for a man of the

warrior class than a righteous war. [2.31]• Arjuna happy are the Ksatriyas who get such an unsolicited opportunity for war; which opens

door to heaven. [2.32]• Now if you refuse to fight this righteous war then shrinking your duty & loosing your reputation,

you will incur sin.[2.33]• Nay, people will also pour, undying infamy on you; and infamy brought on a man enjoying

popular esteem is worse than death.[2.34]• And the warrior-chiefs who thought highly of you, will now despise you, thinking that it was fear

which drove you from the battle.[2.35]• And your enemies disparaging your might will speak many unbecoming words; what can be

more distressing than this? [2.36]• Die & you will win the heaven; conquer, and you enjoy sovereignty of the earth; therefore stand

up Arjuna determined to fight. [2.37] • Treating alike victory & defeat, gain & loss, pleasure & pain, get ready for the fight, then fighting

thus you will not incur sin. [2.38] 5. Corporate Social Responsibility (CSR) is key function of modern managements today. The

contribution of Bhagvad Gita on CSR is viz. He who earns wealth only for themselves and enjoys the gifts bestowed on them, without sharing or giving it in return is undoubtedly a thief and eats sin and leads to frustration and failure. He who shares the wealth generated only after serving the people,


through work done as a sacrifice for them, is freed from all sins [BG-III-8, 12, 13, 17]. These verses are applicable to social obligations & responsibilities of corporate world (CSR). The productive potential when cherished through self-dedicated work performed in a spirit of sacrifice will provide the worker with desired objects. When we earn profit due to our sacrifices, we have every right enjoy that profit, but no one should enjoy the benefits of other’s actions without contributing his own share to the total effort. In the capitalistic system of production & economy we notice the wrong tendency of amassing of profits produced out of the collective efforts of millions of workers. This ultimately creates sad maladjustments in all spheres of activity and the national & international peace is threatened upsetting the law of social harmony. This idea is familiar to modern finance, i.e. a member of the society who consumes without producing & without returning is a liability to the nation. He is termed as social thief implying the wickedness & disrespectful nature of such a social criminal who eats without producing & returning. In contract to such social criminals those who work hard & receive their legitimate & due share after disbursing the shares of all the stake holders is absolved from sins. Thus all the causes for the sorrows in the social life would no doubt be removed if the good & socially conscious members of the community feel satisfied in enjoying the remnants of the wealth produced through their cooperative work. Gita is against the arrogation of private property & wealth & hoarding the same motivated by lust meant only for selfish enjoyment.

6. Vasudhaiv Kutumbhkam (World as a family) is an ancient Indian thought wherein the entire world is considered a family – a global family. Advances in Information Technology (IT) has reduced the world to a ‘global village’ which is essentially a market oriented economic metaphor and is indicative of reduction in market distances, where as ancient Indian concept of Vasudhaiv Kutumbhkam (Global Family) is a cultural, emotional, psychological, human relations and a spiritual concept. The global family concept aims at reducing ‘heart to heart’ distances. It emphasis emotional & spiritual integration. We need to go beyond the concept of ‘global village’ to the concept of ‘global family’ for overall welfare of humanity and wherein there is no hegemony of any one family member. If we can absorb & imbibe this idea of global family it would certainly lead to development of global mindset.

Conclusions

The philosophy and ideology as revealed in the ancient Indian scriptures is consistent and corroborative with the concepts of ‘Global Mindset’ and ‘Global Leader’ as defined in the paper.

The guidelines laid down by these scriptures are very much relevant in today’s contexts of globalization and world economy.

Based on the concepts & themes discussed in the foregoing pages & the practical tips & techniques suggested, it can well be concluded that Ancient Indian Ethos in general & the Kautilya’s Arthashastra & Bhagvad Gita in particular has made an immense and significant contribution to the development of global mindset in leadership and Management.

References [1] New Mantras in Corporate Corridors, Shubhash Sharma, New Age International Publishers. [2] Indian Ethos for Management, Swami Jitatmananda, Ramkrishna Ashrama Rajkot. [3] Kautilya, The Arthashastra, L.N. Rangarajan 1987, Penguin Books. [4] Aspects of Management in Ancient Indian Text with special reference to Personal Excellence through

Bhagvad Geeta, A Ph.D thesis by Dr. Kapil Chaturvedi, IMT Faculty. [5] Management Concepts, Principles & Techniques: Revelations from Bhagavad Gita, A Research Paper by

Dr. N.Y. Phadnis, IMT Faculty.

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