Page:Advaiti Management.pdf/7

 ; + arial day my nephew Amit Desai came to visit 7 oka ie styl I mentioned to him publication of my Book iw Granthali (Survatache Phulpakharu Herd PetGIS published in March 2009. He said that I must translate it into English if I wanted him to read it. I express my thoughts in Marathi and therefore I wrote my book in Marathi. Another aspect of this rendering is that Most of my friends are not very conversant with the Marathi language. Since I wanted them to comment, I had to translate the original. My daughter Rca helped me with her editing skills and Dr NH Atthreya, my Guru, also encouraged me to transform my Marathi text into English. This is how my book on Indian Management Practice came, which I have called Advaiti Management, into being in the present form.

T have put the theoretical propositions in the early chapters and correlated to them my actual experience in their implementation in 30-odd years of practice in the later chapters. I cannot claim to have followed the ideal way, but I have stuck to that method in consonance with my original Marathi text based on tradition of Naradeeya Kirtan (aera aida). It consists of theoretical exposition of an idea or theme first and explanation of that theme or idea by narration of actual stories or experiences later, This book is not an exact translation of the original, since Indian tradition itself evolves with every story teller embellishing the same old story with each new experience encountered in life. In that sense this is a New book.

My experiences involved Human Resource Development and Finance-related matters as a virtual General Manager in an establishment within Private sector employing about 1500 People in various capacities between 1964 and 1994 in the city of Mumbai. I wrote down my experiences in Marathi for the benefit of new entrants in the field of human resource development and many small-scale industrialists who would be More comfortable, if the text were available in Marathi, I had observed around me many a small scale industrialist established in business, and then the inevitable ‘labour-problem * would erupt in their industrial units, and that becoming the end of the story as far as those individuals were concerned. He would make every effort to remain ‘small-scale’ and work against the basic idea of growth, in order to fly beneath the radar of the existing legal framework for organised industry. He would make a ‘bonsai’ of his enterprise with his own hands. This is one sure way of remaining insignificant in the Global Market. In Global market size matters. And now we can think only in terms of Global Market.

My Personal experiences as a manager, the roots a tions in basic Indian Philosophical assumptions (Advaiti fade) ident divergence from the theories propounded in the Westel

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