Seven Rules To Be A Good And Successful Manager: A Jain View

The non-violent Jain tradition attaches utmost importance to an individual’s emotional competence as the key to success is his life. It does not ignore the intellectual side too and pleads for a balanced developments of both the right and the left parts of the human brain. In order to enhance a manager’s emotional competence as well as intellect I consider the following seven principles vitally significant.they will ensure that both the right and left parts of a manager’s brain get equal attention for their development and thus enable him to be both a good and successful manager.

1. Non-absolutist attitude (anekant dristi)
   
   The first principle to be a successful manager is non-absolutist attitude. The truth derived from an absolutist view makes a problem more complicated and it cannot solve it. The manager who looks at a problem from a relative standpoint can make progress in process of development. The manager who looks at it from a biased angle cannot succeed in his work. A biased person does not see what is rational but is inclined towards that which is irrational. In activities relating to industry and business several persons work together. They do not have the same views. On account of their divergent views an environment of opposition crops up. In a situation like this what is imperative for a manager is concord and conciliation. One angle of the philosophy of non-absolutism (anekant) is that the opposite views can be reconciled, an environment of peaceful co-existence can be created.

   
   

2. Good behavior
   
   The second principal to be a successful manager is good behavior. How does a businessman behave with another businessman? One can assess the success or failure of a person merely on basis of his amiable or temperamental disposition. Courteous, sincere and compassionate behavior attracts the heart of another person who becomes instrumental in manager’s progress.

3. Alertness or vigilance
   
   The third principle to be a successful manager is alertness or vigilance.
   It has three dimensions i.e.

   • review of the past
     • introspection of mistakes made in past,
       
   • self-criticism of the present.
     • For example:
       • what did I do today?
       • what remains to be done for me today?
       • What is that which I can do but I am not doing on account of lethargy or laziness?
       • Does someone observe my lethargy or do I observe my lapse myself?
         
   • What is that weakness which I cannot give up?
     
     
4. Control over impulsive acts
   
   The fourth principles to be a good and successful manager is exercising control over one’s impulsive acts. The manager who is not able to control his impulsive behaviour will not be able to get the work done by his subordinates. He will also make mutual and human relationship bitter.
   
   
5. Self-restraint
   
   The fifth principles to be a good and successful manager is self-restraint. Addiction to sensual pleasures and fickleness of mind create obstacles in one’s professional competence. It is imperative for a manager to restrain his sensual desires and mind. The manager who doesn’t practice how to restrain his senses and mind cannot fulfill his responsibilities properly and for him even the door to corruption opens.
   
   
6. Human solidarity
   
   The sixth principle to be a good and successful manager is human solidarity. I am a social creature. I am not alone. This trend of thinking awakens one’s consciousness. “ Just as my right are dear to me, similarly others also like to uphold their rights, hence I shouldn’t be an impediment in the way of the right of others livelihood.”
   
   
7. Freeing oneself from tension
   
   The seventh principle to be a good and successful manager is to free oneself from tension. The person who doesn’t know how to live in present invites tension knowingly or unknowingly. Memory is good but inessential memory causes tension, hence it is imperative to restrain one’s memory too. Imagination is essential but unnecessary imagination creates tension hence it is imperative for a manager to restrain his imagination too.
   The greatest cause of today is the reactive violence. Many times it happens that a subordinate official murders his superior officer. Its cause lies in reactive violence. He who doesn’t react angrily to a situation and doesn’t give his subordinates a chance to react angrily becomes highly successful.