ࡱ> [bjbj 4ΐΐA&   iii}}}8q,}C "BBBBBBB$EKHB]i$$$BCC)))$8iB)$B))8|Q: ӝѩ}t'$9BYC0C9H(H$::Hi:b)!""`BBD)C$$$$H :DHARMIC MANAGEMENT  Education for the 21st Century Ph.D. Ljubica Baki-Tomi, Giovanna Kirini, Nataaa Rogulja University of Zagreb, Faculty of Teachers Education, Savska 77, Zagreb, Croatia. ABSTRACT Some recent theories are dealing with transformational management, innovative management, transaction management, dharmic management, management in the quest for excellence. But management is about doing things right. The moral inflation is creating senseless environment in people everywhere these days and it is manifesting itself in the form of stress, dysfunction and lost of spirit. People yearn for the life rooted with qualities as integrity, character, belief, and reverence. The values are essential and fundamental elements for human to understand and live humanness in every aspect of life and work, too. Jack Hawley developed the way how to reawaken morality and ethics in the world business. His model showed very successful in US and on the other continents, and the same model is implemented through workshops by Croatian Managers Association. Key words: management, values, dharma, righteousness. INTRODUCTION The concept of management is so widespread on the planet earth that almost no country or area of human activity is not dealing with the term - management. In performing managerial tasks, managers play different roles, such as a strategist, organizer, supervisor, assistant manager and manager, personnel manager innovator, and all take places in a multicultural environment. F. Luthans defines management as the ability to understand, predict and control human behaviour in the organization. (F. Luthans 89/18) There are different approaches or concepts that are relatively formed and management is seen from different points of view: scientific approach, the exact applied mathematics methods of management, statistics and simulation; behaviourist approach in which the managers are assigned with the role of a communicator, then a systemic approach, which deals with complete control, communications, and modelling all types of processes within the organization and its environment. In recent times a situational approach is more and more present that starts from research specific situations in which an organization exists and adapts methods of management. Some recent theories are dealing with, for example, transformational management, innovative management, transaction management, dharmic management, management in the quest for excellence, etc. In an attempt to unite these different approaches and sometimes conflicting concepts, V. Srica entitled Innovations Manager, means the manager who is expected by any modern society and who can deal with all the negative developments and products of the historical development of mankind as a whole. Management is the process of performing work through other people, or with them, in order to achieve organizational goals in a dynamic environment, with effective use of limited resources.(V. Srica, 95/12). THE MANAGEMENT IN THE CRISIS To see management from the real side and to get closer to that practical thought mindedness, Jack Hawley called on a group of thought talking managers and asked them to honestly tell like it is about the real lowdown on integrity and morality in their lives and executives. The following are their responses: Management is live or die! It's warfare! We live in the jungle. Business is the bottom line. It's cheat a little even. It means gaining the competitive advantage and that means advantage over somebody else. Management simply isn't about cooperating, it's about competing. You've got expand, always expand. Growing is living, standing still is dying. If you're getting bigger you're shrinking. You're making sure you are the hero, not the victim. You've got to be a tiger not a sheep! It's passion. It's aggressiveness! It's being out there on the field with the taste of blood in your mouth and the smell of churned-up grass. It's playing hard and playing to win. (J. Hawley, 93/6-7). Today's extremely dynamic society has a very high level of interdependence among people, cultures and nations, and regardless of the technological development that offers so-called high level of prosperity of life and wellbeing, it shows a great uncertainty of the sustainability of such system and its development. Prosperity of the society and its future development depends on the social intelligence of people working in moral, ethic and humanness way on every field of life. Every human yearns for spiritually rooted qualities at work integrity, character, belief, and even reverence qualities that are key factors in an enterprise's success (J.Hawley,93). Today's managers usually have a vision that is not compatible with a vision of their enterprise. Without such a unique vision people tend to fell discontent and not fulfilled at their workplace. The workplace of managers-executives, as they describe it, is warfare and a jungle, not a place for a self actualization. The key question for today's managers and leaders are not longer issues of task and structure, but are question of spirit. (J.Hawley, 93). In a Fortune survey, the really wealthy Americans, with six-figure incomes, were asked to list their heroes and Mother Teresa and Albert Einstein were one of the most often mentioned (J. Hawley, 93/3). WORKPLACE where dreams come true? The perception of one's life is build through social intelligence, through cultural, national and religious aspects of society. To change the perception, in order to expand it and include awareness of the spirit, means to become aware of life as one's own creation driven by thoughts build in character. Today, man is aware of the finality of the bookish-conceptual knowledge and he is in hunger for experiencing a rich life, a life based on his inner vision and dreams. Driven by ambitions and visions of others, man forgot himself and his life is based on other opinions and limitations. Workplace has become a battlefield and competition in every aspect. Such a life which disconnects man from himself is an empty life full of discontent. This relationship between reality and concepts is given by F. Capra, who believes that most of us are not aware of the limitations and relativity of conceptual knowledge. Given that our perception of reality is more understandable from reality itself we often consider our terms and symbols as our own reality. Conceptual learning is limited and relative, and it must have access to the experiential content (M. Bratanic, 01/27). Conceptual knowledge gives information. Living that information through everyday life situations opens a space for inner transformation and vision fulfilment. (RE)EDUCATION Knowledge is the starting point, but it is not self-sufficient (Celli, 2006). Pedagogical approach in developing human potential can enrich social and cultural aspects of an individual by encouraging awareness and open-mindedness. Through different pedagogical programmes/workshops managers could develop useful tactics and strategies for communication skills and conflict resolutions which for them is an everyday office challenge. This may help them to discover their own strategic and communication style and make them more interested and motivated for a life long learning concept. Managers have all the skills of survival in their battlefield, but no skills for life filled with spirit and lifelong vision. We learn through experience, where information becomes transformation. To re-educate means to awake a new dimension, called spirit, into their thinking and acting. This way management will be transformed into dharmic management. Dharmic management means to act and to do the managers work with the inner truth which combines elements of integrity, values and one's character. It means to act on the right way, it means to apply righteousness. The main focus is on the self; self-awareness, self-analysis and self-development. The individual is the cornerstone of all changes and transformations at the organizational as well as the societal level (B.Gustavsson, A.N. Tripathi, G.P. Rao, 05/12). As Mahatma Ghandi said: Be the change you want to see. According to B.Gustavsson, A.N. Tripathi, G.P. Rao they successively attested Hawleys idea for the re-education of managers through three workshop models. These three models are: Module I (foundational model), Module II (focus on leadership and teamwork using Vedantic and Buddhist literature, Mind-stilling technique), Module III (covers the topic stress, counselling and communication). They also research the values from the theistic, humanistic and empiric sources and put them in the relations with individual, sociological and ecological level of implementation. THE REVERENCE CONTINUUM IN ORGANIZATION One of the authors that work on reawakening the spirit in work is Jack Hawley. He was the founder of the team Climate Associates and the president of his own management consulting firm that works with large private and government organisations on matters of organizational transformation the infusion of new energy, heart, and spirit for raising productivity and creating improved working environments. The word dharmic is Sanskrit for deep, deep integrity living by your inner truth and dharmic management means bringing that truth with you every day. It means fusing of spirit, character, human values, and decency in the workplace and in life as a whole. (Hawley, 93/1). According to Jack Hawley the organizations basic personality is strongly related to general pattern of human relationship. Generally, he divided organizations on uncivilized and civilized organizations (Picture 1: The Reverence Continuum in Organization). By term uncivilized organization he meant those without real human relationship; mean-spirited, indifferent, and apathetic. Here is the focus on the organizations that are basically civilized. For the most elementary civilized organizational personality he used term Polite Organization, wherein people are at least minimally considerate and attentive to another. These are organizations with manners, because theres a whiff of common courtesy.  Picture  SEQ Slika \* ARABIC 1. Taken from Reawakening the Spirit in Work: The Power of Dharmic Management (Hawley, 93/46) In further explanation the Polite Organizations and their persisting improvement can lead and convert into real caring. The Caring organization, says Hawley, is the Polite Organization thats even more so. If in the Caring Organization those behaviours become a habit, care will grow into respect. The respect is one of those qualities we can feel it, but that are not something thats thought about or talked about much. If we ask ourselves what are the important human interactions and feelings of a respectful environment certainly well name: consideration toward another, holding others in esteem, admiration, genuine politeness, kindness, valuing others, people liking each other. An on the end, if the respect becomes a habit, and when it eventually deepens, it becomes reverence. The overarching point is reverence as the key component of excellent management nowadays. Reverence consists of dedication, eagerness, and enthusiasm. Theres deep admiration and respect in it. Theres devotedness, if not outright devotion in it. Theres deep conviction and earnestness in it, too. There are the qualities of great organizations. Reverence is an intensified state of commitment and commitment it he grail that managers are eternally seek. (Hawley,93/46) When someone talks about his organization he will not tell about last week widget yield, but for sure he will tell how he feels about the humanness of the organization. People may not think of or talk about affection, caring, respect, devotedness, and so, but they sure feel those things. Stephan Cowey cites Isaac Tiggrets case, the owner of the Hard Rock Cafs chain restaurant. It is about the application of character traits of managers in work through culture and ethics. Isaac Tiggret didnt know anything about the theories of leadership and management, and he did precisely what many scientists have been meditating on a theoretical level. Isaac Tiggret in its 20 years of work, managed to create a world economic giant, who was a few years ago sold for $ 108,000,000. He became the concept and wonder of the Eastern and Western culture. With only 19 years Isaac moved from USA to England and started to work in his father's factory. He was stunned with working conditions that existed in the factory and even more taunted by class segregation in England. It was a kind of radical segregation similar to the one in the USA between blacks and whites. Company management had no contact with workers who were separated in clubs and bars. Exasperated with father's injustice Isaac led people in a strike against the factory authorities against his father. Isaac decided to break segregation in British society. His ideal and his vision were: All people are equal! Isaac decided to open in London, one of the most conservative 60's city, a restaurant in which a baker and a banker can sit at the same table. Along with that time, popular music Hard Rock Caf was established. Thanks to the polite and friendly cafs stuff a great success was currently achieved. Soon the guests of different ways of life, or classes waited patiently in a line to get a table at the restaurant. Isaac has worked intuitively and hard, using his common sense and care for people. He has developed a Hard Rock Cafs culture. Workers were linked by the pride of their role in this enterprise; all employees have become one big family. His staff spoke 25 languages and was of all skin colours and from different cultures. On the joint meetings with the staff he asked them to express their experiences and suggestions how to achieve even better success. The cafs motto was Love all, serve all! It was based on selflessness. His restaurants have become a place of human transformation for the employees and for the guests. He frequently employed ones who nobody wanted to employ, what was rewarded by a great commitment to work. Isaac simply loved his employees and his guests. His care and self-sacrifice was rewarded on the material plane too. CONCLUSION As our institutions become more and more dysfunctional, what's needed is a stronger sense of integrity, purpose, and wholeness in our lives. The modern authors offer different programmes and concepts and education for bringing back those human and moral qualities. The dharmic management gives the managers the experience and insight that will be helpful to the ever-expanding population of leaders and managers who are engaged in their own search for meaning and empowerment. Knowledge is the starting point, but it is not self-sufficient. Managers have all the skills of survival in their battlefield, but no skills for life filled with spirit and lifelong vision. To re-educate means to awake a new dimension, called spirit, into their way of thinking and acting. This way management will transform into dharmic management. Dharmic management means to act and to do the work of a manager with the inner truth which combines elements of integrity, values and one's character. REFERENCES Bratanic, M. (2001): The Paradox of Education, Croatian University Edition, Zagreb Capra, F. (1986): Vrijeme preokreta, Znanost, druatvo i nastupajua kultura, Liberata, Zagreb Capra, F. (1998): Mre~a ~ivota, Novo znanstveno razumijevanje ~ivih sustava, Globus, Zagreb Celli P.L., Prefazione. Gli equivoci della conoscenza, in GABRIELLI G. (a cura di), Conoscenza, apprendimento, cambiamento. La gestione dei programmi di knowledge e change management, FrancoAngeli, Milano 2006 B.Gustavsson, A.N. Tripathi, G.P. Rao: Teaching Managers Human Values, 2005 UN-HABITAT and Global Dharma Center Chibber, M.L. (1997): O vodstvu, KKSSCH, Zagreb Cohen, S.G., Ledford, G.E., Spreitzer, G.M. (1996): A predictive model of self- managing teameffectiveness, Human Relations, 49, 643-676 Collins, E.G.C., Devanna, M.A. (2000): Izazovi menad~menta u XXI stoljeu, MATE, Zagreb Covey, R.S. (1994): Sedam navika uspjeanih ljudi, Mladinska knjiga, Zagreb Goleman D. Intelligenza sociale, RCS Libri S.p.A. Rizzoli, Milano 2006 Hawley, J. 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(1889): Organizational Behavior, McGraw Hill, New York Sria, V. (1992): Principi modernog menad~menta, Poslovna knjiga, Zagreb Sria, V. (1995): Inventivni menad~er: putokazi za hrvatsku gospodarsku obnovu, Croman, MEP Consult, Zagreb Stern D. (2005), Il momento presente. In psicoterapia e nella vita quotidiana, Cortina, Milano  The word Dharma (Dhrma) is a Sanskrit word for inner integrity in every act. It means to do everything in life with full awareness of one's inner truth. It means to apply the righteousness in every work we do.     PAGE  PAGE 1 lK~9mnpqstvwyz h]hgd-p &`#$gdk{gdDi $ & Fa$gdUR$ & F a$gdUR $ & Fa$gd $ & Fa$gd_]9AHlmnoqrtuwxz{Խh\vh0J&mHnHuh,2 h,20J&jh,20J&UjhUhhDi6]mH sH hDimH sH hDijhDi0JUhKhBh~CJaJmHsHhKhBhURCJaJmHsH$ $ & Fa$gdUR $h]ha$gd-p21h:pO. 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