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A KEY TO ALLEVIATE BUSINESS RELATED CHALLENGES: CRUNCHING MEDITATION SCIENCE AND ITS INFLUENCE ON BRAIN & PHYSIOLOGY

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India is being widely acknowledged as one of the most matured and exciting emerging economics in the world. (India growth rate rises to 8.8% | 31 August 2010 Last updated at 11:31 GMT | http://www.bbc.co.uk/news/business-11135197). More to the point
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  International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 – 6510(Online),Volume 3, Issue 2, May-August (2012)  348 A KEY TO ALLEVIATE BUSINESS RELATED CHALLENGES:CRUNCHING MEDITATION SCIENCE AND ITS INFLUENCE ONBRAIN & PHYSIOLOGY Shubhashish Banerjee*HR - Dish TV India Ltd. Noida, India ABSTRACT1. Challenges / Description of problem: India is being widely acknowledged as one of the most matured and exciting emerging economics in theworld. (India growth rate rises to 8.8% | 31 August 2010 Last updated at 11:31 GMT |http://www.bbc.co.uk/news/business-11135197). More to the point of becoming a global focal point of outsourcing, Indian firms are diffusing globally through international mergers and acquisitions (Indianpredators pursue M&A prizes | By James Lamont in New Delhi |Published: January 5 2011 17:26 | Lastupdated: January 5 2011 17:26 | FT.Com Financial Times | http://www.ft.com/cms/s/0/562a5072-18ef-11e0-9c12-00144feab49a.html#axzz1XwOAEi7G). Various studies suggests that by the year 2020, Indiais anticipated to add about 250 million to its labor pool at the rate of about 18 million a year (Tutorial-Reports.com | Advantages of Off shoring to India | http://www.tutorial-reports.com/business/outsourcing/india/advantages.php), which is more than the entire labor force of Germany. Its always not about the quantity but also the quality of the mass which matters, in this context,the world competitiveness report rated India’s human resource capabilities as being relatively weaker thanmost of the other Asian nations (The Global competitiveness Report |http://www3.weforum.org/docs/WEF_GCR_Report_2011-12.pdf). Employee’s knowledge issignificantly weighed when it comes to employee performance, agility and their efficiency in performingtheir tasks i.e. their professional skills. Based on this fact we can now consider training to be a vital factorwhen it comes to competency, agility, performance and effectiveness of an employee towards his/her job.(http://www.dartmouth.edu/~hrs/pdfs/discussion_worksheet05.pdf). Also, the business history haveshown us the decline of the srcinal brilliance of family industries due to lack of proper managementtraining (Family businesses on the wane Research has proven that the third generation is the point when afamily begins to break (up) | Maulik Pathak | http://www.livemint.com/2011/05/24214906/Family-businesses-on-the-wane.html | LiveMint.com | The Wall Street Journal ), which focuses basically oneconomics, the temperament of managing intelligence i.e. the Creative Intelligence in any individual andlack of full expression of the evolutionary quality of awareness (consciousness). Now, when weacknowledged the importance of training various questions have started to preoccupy my mind, is to whatfield or subject should one organization train their employees? What is the right amount of time for thetraining? Which methodology to be used to train employees? how effective it would be to the employees?All these questions are of paramount importance to any business firm and growing organizations. We   INTERNATIONAL JOURNAL OF MANAGEMENT (IJM ) ISSN 0976 – 6367(Print)ISSN 0976 – 6375(Online)Volume 3, Issue 2, May- August (2012), pp. 348-369© IAEME: www.iaeme.com/ijm.htmlJournal Impact Factor (2012): 3.5420 (Calculated by GISI)www.jifactor.com     IJM © I A E M E  International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 – 6510(Online),Volume 3, Issue 2, May-August (2012)  349 know quite a many organizations keep various areas of training, such as communications, computer skills,customer service, diversity, ethics, human relations, quality initiatives, safety, sexual harassment,organizational behavior, time management training (Soft Skill Training as well as technical Trainings) astheir training module.This Study contemplates about the possibilities of, What if we train our mind which directly controls allthe aspects mentioned above. This will not only increase our ability to learn the things but also suffice allthe benefits of training employee at a very low cost. INTRODUCTION If we see the routine work of managers, we will find that there is a lot of brain functioning every day tomeet organizational goals, be it any department or function (finance, marketing, human resource, IT,sales, commercial, legal, technical or administration). Decision Making and Critical Thinking are the twoextremely significant elements in the business world where every single person in the organizationalhierarchy uses these abilities during their course of work. It’s not just we use it during our professionalwork but quite frequently it helps us even in our personnel life as well, kind of a latent force (Foundationfor Critical Thinking | http://www.criticalthinking.org/print-page.cfm?pageID=430). Business Week reported that 95% of Americans reject the idea that a corporation’s only purpose is to make money. 39%of U.S. investors say they always or frequently check on business practices, values and ethics beforeinvesting. The Trends Report found that 75% of consumers polled saying they are likely to switch tobrands associated with a good cause if price and quality are equal (Spirituality and Ethics in Business |http://www.visionarylead.org/articles/spbus.htm ). In Indian context, Hindustan Times came up with‘You Read, They Learn’ initiative, similarly companies like Tata Steel, ITC, Suzlon and the MahindraGroup have shown various initiative to woe investors on similar lines. Organizations are also showingtheir serious concerns over the various issues related to their employees, to name few - Stress-relatedailments, health care costs, productivity, absenteeism, team building, attention, focus, commitment,compassion, healthy environment. These issues are of huge pain to deal with the high end existingcompetition. Apart from this when we talk about a society, bullying, low pay, contracts , long hours work , unfair dismissal , health & safety , holidays , racial harassment and discrimination , sexual harassmentand discrimination and age discrimination are few serious social concerns giving birth to lowproductivity, low motivation, stress, depression, attrition, (Bullying: surveys, facts, figures and costs| http://www.bullyonline.org/workbully/costs.htm ). MATERIAL AND METHOD To study the possibilities here I have reviewed scientific researches, research papers, various blogs andonline text of meditation science, management concepts, business literatures and ancientliteratures/Online. This paper traces remarkable evidence for the need of managerial training and theircognitive development using a fabulous cocktail of ancient Indian sources of meditational withcontemporary advance neuroscience, psychology and management for various organizations.Employee’s knowledge and its application to what he/she does are significant. To learn this we need toknow how to train our mind. Training mind is a major aspect, when it comes to performance enhancementand effectiveness and efficiency of the job in hand. It is totally the quantity and quality acquisition of knowledge which improves the efficiency, effectiveness, efficiency of organization. It is in loop withimproving the existing skill sets and exploring the potential skills for the job of an individual i.e.upgrading the employees’ skills and extending their knowledge database. Therefore, training mind is akey to optimizing the utilization of human intellectual, technological and entrepreneurial skills. Trainingand Development here is referred to the attainment and sharpening of employee’s capabilities to build  International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 – 6510(Online),Volume 3, Issue 2, May-August (2012)  350 themselves as a brand. Not only on the personal ground but that they are required to perform varioustasks, functions and obligations. Developing the employees quality output and discover their extremepotential to make the most of their qualities to meet organizational development is the purpose, This willalso help us developing an organizational culture where superior- subordinate relationship, team work,and collaboration among different sub units are strong and contribute to organizational wealth, dynamismand pride to the employees (http://traininganddevelopment.naukrihub.com/training-development.html).We discussed few question in the introductory part - what field or subject should you train youremployees? What’s the right amount of training? Which method of training works best for youremployees? And how effective was the training provided? Trying to find answers to the questions I cameto a simple conclusion to answer them. What if, we train our mind, which directly controls all the aspectsmentioned above, It is the genesis of all our thoughts which transforms to our action. This will suffice allour needs, be it, employee welfare strategy, Employee Benefit Strategy or Employee Training andDevelopment, and that too, with almost no cost involved. The recent studies have shown meditationIncreases job satisfaction and morale among employees, Increased employee motivation, Increasedefficiencies in processes, resulting in financial gain, Increased capacity to adopt new technologies andmethods, Increased innovation in strategies and products, reduced employee turnover, enhanced companyimage, risk management (e.g. training about sexual harassment), diversity training etc.Many companies around the globe are attracted to different style of Meditation tuning to improve thecaliber of their managers, executives and staffs. Those employees who are much more creative,intelligent, healthier, rational and energetic automatically will contribute more to the company.Productivity increases, absenteeism decreases and teamwork improve these has been researched and hasbeen proved by various research institutions. In a study of “Mindfulness-Based Stress Reduction”(MBSR), one of the most widely used mindfulness training programs is reported to produce positiveeffects on psychological well-being and to ameliorate symptoms of a number of disorders (Mindfulness-based stress reduction and health benefits: A meta-analysis | Paul Grossman Corresponding Author,Ludger Niemannb, Stefan Schmidtc, Harald Walachc | a Freiburg Institute for Mindfulness Research,Konradstr. 32, 79100, Freiburg, Germany | b Department of Psychology, University of Freiburg,Freiburg, Germany | c Institute of Environmental Medicine, University Hospital Freiburg, Freiburg,Germany | Samueli Institute, European Office, Freiburg, Germany | Received 5 March 2003; Accepted 8July 2003 | Available online 20 July 2004). I have tried to take a step ahead to define how mediationwork out as part of training and development in our organization will considerably help making itsemployees to take most compatible decisions for its business affairs and achieve the organizational targetssuccessfully. Hence, in my research I have stressed on training the mind with the help of meditationscience. Meditation will lead to an increase in the brain functioning (discussed further down the researchpaper) and resulting a better position of mind during any decision making or critical thinking (DoesBuddhist Meditation Promote Rational Thinking? Written by- The Daily Heal on | August 11, 2011 |http://dailyheal.com/meditation-news/does-buddhist-meditation-promote-rational-thinking/). At thispoint of time it is critical to understand our brain functioning, so that we may then work on its application.This research is a blend of multiple subject to draw out the best out of human resource and hence itbecomes a mandate to understand the thinking process of the resource functionary. Thinking Process isthe translations of the data captured by our sensations and then those data’s are transferred to the brainthrough the biological cables i.e. nerves which then translates, decodes and encodes messages and sendsthem out through the nervous system through the biological and psychological dimensions of the thinkingprocess of the perceptions and reactions into concepts, ideas, assumptions, suppositions, inferences,hypotheses, questions, beliefs, premises, logical arguments, etc [Abelson, R.P. (1979). Imagining thePurpose of Imagery. Behavioral & Brain Sciences (2) 548-549. • Ahsen, A. (1965). EideticPsychotherapy: A Short Introduction. New York: Brandon House. • Ahsen, A. (1977). Eidetics: AnOverview. Journal of Mental Imagery (1) 5-38. • Ahsen A. (1984). ISM: The Triple Code Model for  International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 – 6510(Online),Volume 3, Issue 2, May-August (2012)  351 Imagery and Psychophysiology. Journal of Mental Imagery (8) 15-42. • Ahsen, A. (1985). UnvividnessParadox. Journal of Mental Imagery (9) 1-18. • Ahsen, A. (1993). Imagery Paradigm: ImaginativeConsciousness in the Experimental and Clinical Setting. New York: Brandon House. • Ahsen, A. (1999).Hot and Cold Mental Imagery: Mind over Body Encounters. New York: Brandon House. • Aleman, A.,Van Lee, L., Mantione, M., Verkoijen, I. & De Haan, E. H. D. (2001). Visual Imagery Without VisualExperience: Evidence from Congenitally Totally Blind People. NeuroReport (12) 2601-2604.Evidence suggesting that the congenitally blind can have visual mental imagery; but see Kerr & Domhoff (2004) for critique of such claims. • Amedi, A. Malach, R., & Pascual-Leone, A. (2005). Negative BOLDDifferentiates Visual Imagery and Perception. Neuron (48) 859-872.Non-visual sensory brain areas show reduced activation during visual imagery (but not during visualperception). • Amorim, M.-A., Isableu, B., & Jarraya, M. (2006). Embodied Spatial Transformations:“Body Analogy” for the Mental Rotation of Objects. Journal of Experimental Psychology: General (135)327-347. • Anderson, J.R. (1978). Arguments Concerning Representations for Mental Imagery.Psychological Review (85) 249-77.Argues that the analog vs.propositional (picture vs. description) question is ill posed. • Anderson, J.R.(1979). Further Arguments Concerning Representations for Mental Imagery: A Response to Hayes-Rothand Pylyshyn. Psychological Review (86) 395-406. • Anderson, J.R. (1983). The Architecture of Cognition. Cambridge, MA: Harvard University Press. • Anderson, J.R. & Bower G.H. (1973). HumanAssociative Memory. Washington D.C.: Winston/ New York: Wiley. ]. One may also refer to researchesof Philippe Goldin on Psychology, Cognitive neuroscience and Meditation. BACKGROUND Over centuries India has imbibed in itself the managerial thoughts and practices from the diversifiedworld. Early records of trade, from 4500 B.C. to 300 B.C. show the evolutionary pattern which not onlyindicates international business and political links, but also, the ideas of various social & publicadministrations and strategies to deal with foreign affairs. The world’s first management book, titled‘Arlhãshastra’, was written three millennium before Christ and codified many aspects of human resourcepractices in Ancient India (Conceptualistic Questions In Performance Evaluation | Jyotirmaya Satpathy |Doctoral Candidate Dept of Management, F M University Odisha, India |http://www.oppapers.com/essays/Conceptualistic-Questions-In-Performance-Evaluation/535149?topic).This treatise unfolds the notions of the financial administration of the state, diverse guiding principles fortrade and commerce, as well as the management of people which shows the trait of human resourcemanagement in that primitive period which was supposed to be significant. These ideas were to beentrenched in organizational thinking for centuries (Rangarajan 1992, Sihag 2004). Increasing trade withthe rest of the world including engagement with the Romans, led to prevalent and systematic governancemethods by 250 A.D. Then after 300 years, the first Indian empire, the Gupta Dynasty, encouraged theestablishment of rules and regulations for managerial systems, and later from about 1000 A.D. Islaminfluenced many areas of trade and commerce (Human Resource Management In India |http://www.oppapers.com/essays/Human-Resource-Management-India/143090?read_essay). Theevolution of management did not end with this, but a significant impact of British system of corporateorganization for over 200 years had powerful effect on the managerial history of India. Clearly, the sociocultural roots of Indian heritage are diverse and its gene has multiple sources including ideas broughtfrom other parts of the ancient world which were essentially secular even when they srcinated fromreligious bases (Research and Practice in Human Resource Management | Dec, 2007 | Humanresource management in India: 'where from' and 'where to?' | by Samir R. Chatterjee |http://findarticles.com/p/articles/mi_6769/is_2_15/ai_n28479859/).  International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 – 6510(Online),Volume 3, Issue 2, May-August (2012)  352 In the modern-day context, the Indian management dynamics continues to be opinionated by thepersistent traces of ancient acumen as it faces the complexities of global realities. One stream of holisticwisdom, identified as the Vedantic philosophy, pervades managerial behavior at all levels of organizational hierarchy. This philosophical tradition has its roots in sacred texts from 2000 B.C. and itholds that human nature (human behavior) as a capacity for self transformation and attaining higestspiritual ground while facing real time complexities of our day to day challenges [(Lannoy 1971) | ( AsianJournal of management Research | Research Article ISSN 2229 – 3795 |ASIAN JOURNAL OFMANAGEMENT RESEARCH 40 |Future of HR management in Indian scenario: Issues & Challenges|Saleena Khan 1 , Bhawna Chahar 2, 1 Professor | Institute of Management Technology, Nagpur, India2Sr.|Lecturer, Institute of Management Studies, Dehradun|http://ipublishing.co.in/ajmrvol1no1/sped12011/AJMRSP1005.pdf)]. Such cultural based conventionalbelief and legacy can have a substantial impact on current managerial mindsets in terms of diversifiedcultural bonding, family bonding and mutuality of obligations in an organization. Exposed with theconfront of responding to the underlying principle of Western organizational ideas in the changing socialand economic state of affairs of Indian organizations and practitioners are increasingly taking a wider andreflective perspective of human resource management (HRM) in India but on the same time we cannotdiscount the rich quality in the history of Indian HRM.It was Chanakya, (A professor in University of Taxila , A Writer, An Indian Politician and A Strategist,350 BC-275 BC) quoted “Before you start some work, always ask yourself three questions - Why am Idoing it, What the results might be and Will I be successful. Only when you think deeply and findsatisfactory answers to these questions, go ahead . ”( http://thinkexist.com/quotation/before_you_start_some_work-always_ask_yourself/342039.html). Inanother words he insisted to use the rational mind before practicing any business or making any decisiontowards business. The managerial ideologies in Indian dates back at least four centuries. Arthãshastrawritten by the celebrated Indian scholar-practitioner Chanakya had three key areas of exploration, 1)public policy, 2) administration and utilization of people, and 3) taxation and accounting principles(Chatterjee 2006). Parallel to such pragmatic formulations, a deep rooted value system, drawn from theearly Aryan thinking, called Vedanta, deeply influenced the societal and institutional values in India.Overall, Indian collective culture had an interesting individualistic core while the civilization values of duty to family, group and society was always very important while vedantic ideas nurtured an innerprivate sphere of individualism ( The System of Vedanta by Paul Deussen. 1912. Reprint 2007. | The Eyeof Shiva. New York, William Morrow & Co. 1981. Amaury de Reincourt | Forgotten Truth: ThePrimordial Tradition by Huston Smith | Theology After Vedanta by Francis X. Clooney | Sankara andIndian Philosophy, by Natalia Isayeva | A History of Early Vedanta Philosophy by Hajime N ā k  ā mura |Encyclopedia of Indian Philosophies and "Vedanta Sutras of N ā r ā yana Guru" by Karl Potter andSibajiban Bhattach ā rya | Isherwood, Bowles, Vedanta, Wicca, and Me by Lee Prosser. 2001. ISBN 0-595-20284-5 | The Upanishads by Sri Aurobindo [2]. Sri Aurobindo Ashram, Pondicherry. 1972. |Vedanta Treatise- The Eternities by Swami P ā rthas ā rathy [3] | Vedanta: A Simple Introduction byPravrajika Vrajaprana [4]).There has been substantial interest in the view that managerial values are a function of the behaviors of managers. England, Dhingra and Agarwal (1974) were early scholars who contended that managerialvalues were critical people who all helped shape organizational architecture. The relevance of managerialvalues in determining modern organizational lifestyle is reflected in scholarly literature connecting themto corporate culture (Deal & Kennedy 1982), organizational commitment and job satisfaction (O’Reilly,Chatham & Caldwell 1991), as well as institutional governance (Mowday, Porter & Steers 1982). Thus,understanding the source of these values and in particular societal cohesiveness & societal work values(which link the macro-micro relationships and in turn organizational practices) had become a popular line
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