MS Word Tutorial-II

Tables are used to display data in a table format.
Create a Table
To create a table:

• Place the cursor on the page where you want the new table
• Click the Insert Tab of the Ribbon
• Click the Tables Button on the Tables Group. You can create a table one of four ways:
• Highlight the number of row and columns
• Click Insert Table and enter the number of rows and columns
• Click the Draw Table, create your table by clicking and entering the rows and columns
• Click Quick Tables and choose a table

Enter Data in a Table
Place the cursor in the cell where you wish to enter the information. Begin typing.
Modify the Table Structure and Format a Table
To modify the structure of a table:

• Click the table and notice that you have two new tabs on the Ribbon: Design and Layout. These pertain to the table design and layout.

On the Design Tab, you can choose:

• Table Style Options
• Table Styles
• Draw Borders

To format a table, click the table and then click the Layout Tab on the Ribbon. This Layout tab allows you to:

• View Gridlines and Properties (from the Table Group)
• Insert Rows and Columns (from the Rows & Columns Group)
• Delete the Table, Rows and/or Columns (from the Rows & Columns Group)
• Merge or Split Cells (from the Merge Group)
• Increase and Decrease cell size (Cell Size Group)
• Align text within the cells and change text directions (Alignment Group)

Word 2007 allows you to insert special characters, symbols, pictures, illustrations, and watermarks.

Symbols and Special Characters
Special characters are punctuation, spacing, or typographical characters that are not generally available on the standard keyboard. To insert symbols and special characters:

• Place your cursor in the document where you want the symbol
• Click the Insert Tab on the Ribbon
• Click the Symbol button on the Symbols Group
• Choose the appropriate symbol.

Equations
Word 2007 also allows you to insert mathematical equations. To access the mathematical equations tool:

• Place your cursor in the document where you want the symbol
• Click the Insert Tab on the Ribbon
• Click the Equation Button on the Symbols Group
• Choose the appropriate equation and structure or click Insert New Equation

• To edit the equation click the equation and the Design Tab will be available in the Ribbon

Illustrations, Pictures, and SmartArt
Word 2007 allows you to insert illustrations and pictures into a document. To insert illustrations:

• Place your cursor in the document where you want the illustration/picture
• Click the Insert Tab on the Ribbon
• Click the Clip Art Button
• The dialog box will open on the screen and you can search for clip art.
• Choose the illustration you wish to include

To insert a picture:

• Place your cursor in the document where you want the illustration/picture
• Click the Insert Tab on the Ribbon
• Click the Picture Button
• Browse to the picture you wish to include
• Click the Picture
• Click Insert

Smart Art is a collection of graphics you can utilize to organize information within your document. It includes timelines, processes, or workflow. To insert SmartArt

• Place your cursor in the document where you want the illustration/picture
• Click the Insert Tab on the Ribbon
• Click the SmartArt button
• Click the SmartArt you wish to include in your document
• Click the arrow on the left side of the graphic to insert text or type the text in the graphic.

Resize Graphics
All graphics can be resized by clicking the image and clicking one corner of the image and dragging the cursor to the size you want the picture.

Watermarks
A watermark is a translucent image that appears behind the primary text in a document. To insert a watermark:

• Click the Page Layout Tab in the Ribbon
• Click the Watermark Button in the Page Background Group
• Click the Watermark you want for the document or click Custom Watermark and create your own watermark
• To remove a watermark, follow the steps above, but click Remove Watermark

There are many features to help you proofread your document. These include: Spelling and Grammar, Thesaurus, AutoCorrect, Default Dictionary, and Word Count.
Spelling and Grammar
To check the spelling and grammar of a document

• Place the cursor at the beginning of the document or the beginning of the section that you want to check
• Click the Review Tab on the Ribbon
• Click Spelling & Grammar on the Proofing Group.

• Any errors will display a dialog box that allows you to choose a more appropriate spelling or phrasing.

If you wish to check the spelling of an individual word, you can right click any word that has been underlined by Word and choose a substitution.

Thesaurus
The Thesaurus allows you to view synonyms. To use the thesaurus:

• Click the Review Tab of the Ribbon
• Click the Thesaurus Button on the Proofing Group.
• The thesaurus tool will appear on the right side of the screen and you can view word options.

You can also access the thesaurus by right-clicking any word and choosing Synonyms on the menu.

Customize AutoCorrect
You can set up the AutoCorrect tool in Word to retain certain text the way it is. To customize AutoCorrect:

• Click the Microsoft Office button
• Click the Word Options Button
• Click the Proofing tab
• Click AutoCorrect Options button

• On the AutoCorrect Tab, you can specify words you want to replace as you type

Create a New Default Dictionary
Often you will have business or educational jargon that may not be recognized by the spelling and/or grammar check in Word. You can customize the dictionary to recognize these words.

• Click the Microsoft Office button
• Click the Word Options Button
• Click the Proofing tab
• Click the When Correcting Spelling tab
• Click Custom Dictionaries

• Click Edit Word List
• Type in any words that you may use that are not recognized by the current dictionary.

Check Word Count
To check the word count in Word 2007 look at the bottom left corner of the screen. It will give you a total word count or if you have text highlighted it will tell you how many words are highlighted out of the total.

Modify Page Margins and Orientations
The page margins can be modified through the following steps:

• Click the Page Layout Tab on the Ribbon
• On the Page Setup Group, Click Margins
• Click a Default Margin, or
• Click Custom Margins and complete the dialog box.

I

To change the Orientation, Size of the Page, or Columns:

• Click the Page Layout Tab on the Ribbon
• On the Page Setup Group, Click the Orientation, Size, or Columns drop down menus
• Click the appropriate choice

Apply a Page Border and Color
To apply a page border or color:

• Click the Page Layout Tab on the Ribbon
• On the Page Background Group, click the Page Colors or Page Borders drop down menus

Insert Common Header and Footer Information
To insert Header and Footer information such as page numbers, date, or title, first, decide if you want the information in the header (at the top of the page) or in the Footer (at the bottom of the page), then:

• Click the Insert Tab on the Ribbon
• Click Header or Footer
• Choose a style

I

• The Header/Footer Design Tab will display on the Ribbon
• Choose the information that you would like to have in the header or footer (date, time, page numbers, etc.) or type in the information you would like to have in the header or footer

Create a Page Break
To insert a page break:

• Click the Page Layout Tab on the Ribbon
• On the Page Setup Group, click the Breaks Drop Down Menu
• Click Page Break

Insert a Cover Page
To insert a cover page:

• Click the Insert Tab on the Ribbon
• Click the Cover Page Button on the Pages Group
• Choose a style for the cover page

I

Insert a Blank Page
To insert a blank page:

• Click the Insert Tab on the Ribbon
• Click the Blank Page Button on the Page Group

Macros are advanced features that can speed up editing or formatting you may perform often in a Word document. They record sequences of menu selections that you choose so that a series of actions can be completed in one step.
Recording a Macro
To record a Macro:

• Click the View Tab on the Ribbon
• Click Macros
• Click Record Macro

• Enter a name (without spaces)
• Click whether you want it assigned to a button (on the Quick Access Toolbar) or the keyboard (a sequence of keys)
• To assign the macro a button on the Quick Access Toolbar:
• Click Button
• Under the Customize Quick Access Toolbar, select the document for which you want the Macro available



• Under Choose Commands: Click the Macro that you are recording
• Click Add
• Click OK to begin Recording the Macro
• Perform the actions you want recorded in the Macro
• Click on Macros
• Click on Stop Recording Macros

• To assign a macro button to a keyboard shortcut:
• Click Keyboard
• In the Press New Shortcut Key box, type the key sequence that you want and click Assign



• Click Close to begin recording the Macro
• Perform the actions you want recorded in the Macro
• Click on Macros
• Click on Stop Recording Macros

Running a Macro
Running a macro depends on whether it’s been added to the Quick Access Toolbar or if it’s been given a Keyboard Shortcut.

• To run a Macro from the Quick Access Toolbar, simply click the Macro Icon

• To run a Macro from the Keyboard shortcut, simply press the keys that you have programmed to run the MacroThe easiest way to create a Table of Contents is to utilize the Heading Styles that you want to include in the Table of Contents. For example: Heading 1, Heading 2, etc. based on the content of your document. When you add or delete headings from your document, Word updates your Table of Contents. Word also updates the page number in the table of contents when information in the document is added or deleted. When you create a Table of Contents, the first thing you want to do is mark the entries in your document. The Table of Contents is formatted based on levels of headings. Level 1 will include any text identified with the style Heading 1.
  Mark Table of Contents Entries
  You can mark the Table of Contents entries in one of two ways: by using built-in heading styles or by marking individual text entries.
  To Use Built-In Heading Styles
  
  • Select the text that you wish to be the heading
  • Click the Home Tab
  • In the Styles Group, click Heading 1 (or the appropriate heading)
  
  • If you don’t see the style you want, click the arrow to expand the Quick Styles Gallery
  • If the style you want does not appear click Save Selection as New Quick Style
  
  To Mark Individual Entries:
  
  • Select the text you wish to make a heading
  • Click the References Tab
  • Click Add Text in the Table of Contents Group
  • Click the Level that you want to label your selection
  
  Create a Table of Contents
  To create the table of contents:
  
  • Put your cursor in the document where you want the Table of Contents
  • Click the References Tab
  • Click the Table of Contents button
  
  Update Table of Contents
  If you have added or removed headings or other table of contents entries you can update by:
  
  • Apply headings or mark individual entries as directed above
  • Click the References Tab in the Ribbon
  • Click Update Table
  
  Delete Table of Contents
  To delete a table of contents:
  
  • Click the References Tab on the Ribbon
  • Click Table of Contents
  • Click Remove Table of Contents
  
  .
  Lists allow you to format and organize text with numbers, bullets, or in an outline.
  Bulleted and Numbered Lists
  Bulleted lists have bullet points, numbered lists have numbers, and outline lists combine numbers and letters depending on the organization of the list.
  To add a list to existing text:
  
  • Select the text you wish to make a list
  • From the Paragraph Group on the Home Tab, Click the Bulleted or Numbered Lists button
  
  To create a new list:
  
  • Place your cursor where you want the list in the document
  • Click the Bulleted or Numbered Lists button
  • Begin typing
  Nested Lists
  A nested list is list with several levels of indented text. To create a nested list:
  
  • Create your list following the directions above
  • Click the Increase or Decrease Indent button
  
  Formatting Lists
  The bullet image and numbering format can be changed by using the Bullets or Numbering dialog box.
  
  • Select the entire list to change all the bullets or numbers, or
    Place the cursor on one line within the list to change a single bullet
  • Right click
  • Click the arrow next to the bulleted or numbered list and choose a bullet or numbering style.
   
• Word 2007 offers great tools for citing sources, creating a bibliography, and managing the sources. The first step to creating a reference list and citations in a document is to choose the appropriate style that you will be using for formatting the citations and references.
  Style
  To choose a publishing style:
  
  • Click the References Tab on the Ribbon
  • Click the drop down box next to Style in the Citations & Bibliography Group
  • Choose the appropriate style.
  
  Citations
  To insert a citation in the text portion of your document:
  
  • Click the References Tab on the Ribbon
  • Click the Insert Citation Button on the Citations & Bibliography Group
  • If this is a new source, click New Source
  • If you have already created this source, it will in the drop down list and you can click on it
  
  • If you are creating a New Source, choose the type of source (book, article, etc.)
  • Complete the Create Source Form
  • If you need additional fields, be sure to click the Show All Bibliography Fields check box
  • Click OK
  
  Placeholders
  Placeholders can be utilized when there is a reference to be cited, but you do not have all of the information on the source. To insert a Placeholder:
  
  • Click Insert Citation
  • Click Add New Placeholder
  
  Manage Sources
  Once you have completed a document you may need to add or delete sources, modify existing sources, or complete the information for the placeholders. To Manage Sources:
  
  • Click the References Tab on the Ribbon
  • Click the Manage Sources Button on the Citations & Bibliography Group
  • From this menu you can Add, Delete, and Edit Sources (note, you can preview the source in the bottom pane of the window
  
  Bibliography
  To add a Bibliography to the document:
  
  • Place the cursor in the document where you want the bibliography
  • Click the References Tab on the Ribbon
  • Click the Bibliography Button on the Citations & Bibliography Group
  • Choose Insert Built-in Bibliography/Works Cited or Insert Bibliography
  
  Insert Footnote
  Some types of academic writing utilize footnotes. To insert a footnote:
  
  • Click the References Tab on the Ribbon
  • Click Insert Footnote (or Insert Endnote depending on your needs)
  • Begin typing the footnote
  
  Track Changes is a great feature of Word that allows you to see what changes have been made to a document. The tools for track changes are found on the Reviewing tab of the Ribbon.
  
  
  Begin Track ChangesTo keep track of the changes you’ll be making to a document, you must click on Track Changes icon.
  To start Tracking Changes:
  
  • Click Review Tab on the Ribbon
  • Click Track Changes
  • Make the changes to your document and you will see any changes you have made.
  
  Document Views
  There are four ways to view a document after you have tracked changes:
  
  • Final Showing Markup: This shows the document with the changes displayed
  • Final: This shows the changed document, without the changes displayed
  • Original Showing Markup: The original document with the changes displayed
  • Original: The original document without any changes.
  To change the view, click the appropriate choice in the Tracking Group of the Review Tab on the Ribbon.
  
  
  The Show Markup feature allows you to view different items (comments, formatting, etc.) and choose to view different authors’ comments.
  
  
  Accept or Reject Changes
  When you view the changes in a document you can either choose to accept or reject the changes. This allows you to review the document by each change to accept or reject each change.
  
  
  Comments
  The New Comments icon also lets you add comments to the document. To add a new comment, put your cursor where you would like to add the comment and click on New Comment.
  
  Simple web pages can be created in Word using the Save as Feature In a web document, you can insert pictures and hyperlinks. To view the document as you would a web page:
  • Click the View Tab on the Ribbon
  • Click the Web Layout Button in the Document Views Group
  
  Entering Text
  To enter text into the document, simply begin typing. If you want to adjust the layout of the page and text, you should use tables to format the page properly.
  Hyperlinks
  Hyperlinks, or links, allow the reader to click on text and go to another web site. To create a hyperlink:
  
  • Select the text that will be the link
  • Click the Insert Tab of the Ribbon
  • Click the Hyperlink Button on the Links Group
  • Type in the web address, or URL, of the link
  • Click OK
  
  Saving Web Pages
  To save a web page:
  
  • Click the Office Button
  • Move the cursor over Save As
  • Click Other Formats
  
  • Under Save as Type, click Web Page
  • Type in the name of the document (without spaces)
  

Message of the Bhagavad Gita for Managers

Management has become a part and parcel in everyday life, be it at home, office, factory, Government, or in any other organization where a group of human beings assemble for a common purpose, management principles come into play through their various facets like management of time, resources, personnel, materials, machinery, finance, planning, priorities, policies and practice.

Management is a systematic way of doing all activities in any field of human effort. It is about keeping oneself engaged in interactive relationship with other human beings in the course of performing one's duty. Its task is to make people capable of joint performance, to make their weaknesses irrelevant -so says the Management Guru Peter Drucker.

It strikes harmony in working - equilibrium in thoughts and actions, goals and achievements, plans and performance, products and markets. It resolves situations of scarcities be they in the physical, technical or human fields through maximum utilization with the minimum available processes to achieve the goal

The lack of management will cause disorder, confusion, wastage, delay, destruction and even depression. Managing men, money and material in the best possible way according to circumstances and environment is the most important and essential factor for a successful management. Managing men is supposed have the best tactics. Man is the first syllable in management which speaks volumes on the role and significance of man in a scheme of management practices. From the pre-historic days of aborigines to the present day of robots and computers the ideas of managing available resources have been in existence in some form or other. When the world has become a big global village now, management practices have become more complex and what was once considered a golden rule is now thought to be an anachronism.

Management Guidelines from the Bhagavad Gita

There is an important distinction between effectiveness and efficiency in managing.Effectiveness is doing the right things and Efficiency is doing things right. The general principles of effective management can be applied in every fields the differences being mainly in the application than in principles. Again, effective management is not limited in its application only to business or industrial enterprises but to all organizations where the aim is to reach a given goal through a Chief Executive or a Manager with the help of a group of workers.

The Manager's functions can be briefly summed up as under :

• Forming a vision and planning the strategy to realize such vision.
• Cultivating the art of leadership.
• Establishing the institutional excellence and building an innovative organization.
• Developing human resources.
• Team building and teamwork.
• Delegation, motivation, and communication and
  Reviewing performance and taking corrective steps whenever called for.

Thus Management is a process in search of excellence to align people and get them committed to work for a common goal to the maximum social benefit.

The critical question in every Manager's mind is how to be effective in his job. The answer to this fundamental question is found in the Bhagavad Gita which repeatedly proclaims that 'you try to manage yourself'. The reason is that unless the Manager reaches a level of excellence and effectiveness that sets him apart from the others whom he is managing, he will be merely a face in the crowd and not an achiever.

In this context the Bhagavad Gita expounded thousands of years ago by the Super Management Guru Bhagawan Sri Krishna enlightens us on all managerial techniques leading to a harmonious and blissful state of affairs as against conflicts, tensions, lowest efficiency and least productivity, absence of motivation and lack of work culture etc common to most of the Indian enterprises today.

The modern management concepts like vision, leadership, motivation, excellence in work, achieving goals, meaning of work, attitude towards work, nature of individual, decision making, planning etc., are all discussed in the Bhagavad Gita with a sharp insight and finest analysis to drive through our confused grey matter making it highly eligible to become a part of the modem management syllabus.

It may be noted that while Western design on management deals with the problems at superficial, material, external and peripheral levels, the ideas contained in the Bhagavad Gita tackle the issues from the grass roots level of human thinking because once the basic thinking of man is improved it will automatically enhance the quality of his actions and their results.

The management thoughts emanating from the Western countries particularly the U.S.A. are based mostly on the lure for materialism and a perennial thirst for profit irrespective of the quality of the means adopted to achieve that goal. This phenomenon has its source in abundance in the West particularly the U.S.A. Management by materialism caught the fancy of all the countries the world over, India being no exception to this trend.

Our country has been in the forefront in importing those ideas mainly because of its centuries old indoctrination by the colonial rulers which inculcated in us a feeling that anything Western is always good and anything Indian is always inferior. Hence our management schools have sprung up on the foundations of materialistic approach wherein no place of importance was given to a holistic view.

The result is while huge funds have been invested in building these temples of modem management education, no perceptible changes are visible in the improvement of the quality of life although the standard of living of a few has gone up. The same old struggles in almost all sectors of the economy, criminalization of institutions, more and more social violence, exploitation and such other vices have gone deep in the body politic.

The reasons for this sorry state of affairs are not far to seek. The western idea of management has placed utmost reliance on the worker (which includes Managers also) -to make him more efficient, to increase his productivity. They pay him more so that he may work more, produce more, sell more and will stick to the organization without looking for alternatives. The sole aim of extracting better and more work from him is for improving the bottom-line of the enterprise. Worker has become a hireable commodity, which can be used, replaced and discarded at will.

The workers have also seen through the game plan of their paymasters who have reduced them to the state of a mercantile product. They changed their attitude to work and started adopting such measures as uncalled for strikes, Gheraos, sit-ins,dharnas, go-slows, work-to-rule etc to get maximum benefit for themselves from the organizations without caring the least for the adverse impact that such coercive methods will cause to the society at large.

Thus we have reached a situation where management and workers have become separate and contradictory entities wherein their approaches are different and interests are conflicting. There is no common goal or understanding which predictably leads to constant suspicion, friction, disillusions and mistrust because of working at cross purposes. The absence of human values and erosion of human touch in the organizational structure resulted in a permanent crisis of confidence.

The western management thoughts although acquired prosperity to some for some time has absolutely failed in their aim to ensure betterment of individual life and social welfare. It has remained by and large a soulless management edifice and an oasis of plenty for a chosen few in the midst of poor quality of life to many. Hence there is an urgent need to have a re-look at the prevalent management discipline on its objectives, scope and content.

It should be redefined so as to underline the development of the worker as a man, as a human being with all his positive and negative characteristics and not as a mere wage-earner. In this changed perspective, management ceases to be a career-agent but becomes an instrument in the process of national development in all its segments.

Bhagavad Gita And Managerial Effectiveness

Now let us re-examine some of the modern management concepts in the light of the Bhagavad Gita which is a primer of management by values.

Utilization of Available Resources
The first lesson in the management science is to choose wisely and utilise optimally the scarce resources if one has to succeed in his venture. During the curtain raiser before the Mahabharata War Duryodhana chose Sri Krishna's large army for his help while Arjuna selected Sri Krishna's wisdom for his support. This episode gives us a clue as to who is an Effective Manager.

Attitude Towards Work
Three stone-cutters were engaged in erecting a temple. As usual a H.R.D. Consultant asked them what they were doing. The response of the three workers to this innocent-looking question is illuminating.

'I am a poor man. I have to maintain my family. I am making a living here,' said the first stone-cutter with a dejected face.
'Well, I work because I want to show that I am the best stone-cutter in the country,' said the second one with a sense of pride.
'Oh, I want to build the most beautiful temple in the country,' said the third one with a visionary gleam.

Their jobs were identical but their perspectives were different. What Gita tells us is to develop the visionary perspective in the work we do. It tells us to develop a sense of larger vision in one's work for the common good.

Work Commitment

The popular verse 2.47 of the Gita cited above advises non-attachment to the fruits or results of actions performed in the course of one's duty. Dedicated work has to mean 'work for the sake of work'. If we are always calculating the date of promotion for putting in our efforts, then such work cannot be commitment-oriented causing excellence in the results but it will be promotion-oriented resulting in inevitable disappointments. By tilting the performance towards the anticipated benefits, the quality of performance of the present duty suffers on account of the mental agitations caused by the anxieties of the future. Another reason for non-attachment to results is the fact that workings of the world are not designed to positively respond to our calculations and hence expected fruits may not always be forthcoming .

So, the Gita tells us not to mortgage the present commitment to an uncertain future. If we are not able to measure up to this height, then surely the fault lies with us and not with the teaching.

Some people argue that being unattached to the consequences of one's action would make one un-accountable as accountability is a much touted word these days with the vigilance department sitting on our shoulders. However, we have to understand that the entire second chapter has arisen as a sequel to the temporarily lost sense of accountability on the part of Arjuna in the first chapter of the Gita in performing hisswadharma.

Bhagavad Gita is full of advice on the theory of cause and effect, making the doer responsible for the consequences of his deeds. The Gita, while advising detachment from the avarice of selfish gains by discharging one's accepted duty, does not absolve anybody of the consequences arising from discharge of his responsibilities.

This verse is a brilliant guide to the operating Manager for psychological energy conservation and a preventive method against stress and burn-outs in the work situations. Learning managerial stress prevention methods is quite costly now days and if only we understand the Gita we get the required cure free of cost.

Thus the best means for effective work performance is to become the work itself. Attaining this state of nishkama karma is the right attitude to work because it prevents the ego, the mind from dissipation through speculation on future gains or losses.

It has been presumed for long that satisfying lower needs of a worker like adequate food, clothing and shelter, recognition, appreciation, status, personality development etc are the key factors in the motivational theory of personnel management.

It is the common experience that the spirit of grievances from the clerk to the Director is identical and only their scales and composition vary. It should have been that once the lower-order needs are more than satisfied, the Director should have no problem in optimizing his contribution to the organization. But more often than not, it does not happen like that; the eagle soars high but keeps its eyes firmly fixed on the dead animal below. On the contrary a lowly paid school teacher, a self-employed artisan, ordinary artistes demonstrate higher levels of self- realization despite poor satisfaction of their lower- order needs.

This situation is explained by the theory of Self-transcendence or Self-realization propounded in the Gita. Self-transcendence is overcoming insuperable obstacles in one's path. It involves renouncing egoism, putting others before oneself, team work, dignity, sharing, co-operation, harmony, trust, sacrificing lower needs for higher goals, seeing others in you and yourself in others etc. The portrait of a self-realizing person is that he is a man who aims at his own position and underrates everything else. On the other hand the Self-transcenders are the visionaries and innovators. Their resolute efforts enable them to achieve the apparently impossible. They overcome all barriers to reach their goal.

The work must be done with detachment.' This is because it is the Ego which spoils the work. If this is not the backbone of the Theory of Motivation which the modern scholars talk about what else is it? I would say that this is not merely a theory of Motivation but it is a theory of Inspiration.

The Gita further advises to perform action with loving attention to the Divine which implies redirection of the empirical self away from its egocentric needs, desires, and passions for creating suitable conditions to perform actions in pursuit of excellence. Tagore says working for love is freedom in action which is described as disinterested work in the Gita. It is on the basis of the holistic vision that Indians have developed the work-ethos of life. They found that all work irrespective of its nature have to be directed towards a single purpose that is the manifestation of essential divinity in man by working for the good of all beings -lokasangraha. This vision was presented to us in the very first mantra of lsopanishad which says that whatever exists in the Universe is enveloped by God. How shall we enjoy this life then, if all are one? The answer it provides is enjoy and strengthen life by sacrificing your selfishness by not coveting other's wealth. The same motivation is given by Sri Krishna in the Third Chapter of Gita when He says that 'He who shares the wealth generated only after serving the people, through work done as a sacrifice for them, is freed from all the sins. On the contrary those who earn wealth only for themselves, eat sins that lead to frustration and failure.'

The disinterested work finds expression in devotion, surrender and equipoise. The former two are psychological while the third is the strong-willed determination to keep the mind free of and above the dualistic pulls of daily experiences. Detached involvement in work is the key to mental equanimity or the state of nirdwanda. This attitude leads to a stage where the worker begins to feel the presence of the Supreme Intelligence guiding the empirical individual intelligence. Such de-personified intelligence is best suited for those who sincerely believe in the supremacy of organizational goals as compared to narrow personal success and achievement.

Work culture means vigorous and arduous effort in pursuit of a given or chosen task. When Bhagawan Sri Krishna rebukes Arjuna in the strongest words for his unmanliness and imbecility in recoiling from his righteous duty it is nothing but a clarion call for the highest work culture. Poor work culture is the result of tamo gunaovertaking one's mindset. Bhagawan's stinging rebuke is to bring out the temporarily dormant rajo guna in Arjuna. In Chapter 16 of the Gita Sri Krishna elaborates on two types of Work Ethic viz. daivi sampat or divine work culture and asuri sampat or demonic work culture.

Daivi work culture - means fearlessness, purity, self-control, sacrifice, straightforwardness, self-denial, calmness, absence of fault-finding, absence of greed, gentleness, modesty, absence of envy and pride.

Asuri work culture - means egoism, delusion, desire-centric, improper performance, work which is not oriented towards service. It is to be noted that mere work ethic is not enough in as much as a hardened criminal has also a very good work culture. What is needed is a work ethic conditioned by ethics in work.

It is in this light that the counsel 'yogah karmasu kausalam' should be understood.Kausalam means skill or method or technique of work which is an indispensable component of work ethic. Yogah is defined in the Gita itself as 'samatvam yogah uchyate' meaning unchanging equipoise of mind. Tilak tells us that performing actions with the special device of an equable mind is Yoga. By making the equable mind as the bed-rock of all actions Gita evolved the goal of unification of work ethic with ethics in work, for without ethical process no mind can attain equipoise. Adi Sankara says that the skill in performance of one's duty consists in maintaining the evenness of mind in success and failure because the calm mind in failure will lead him to deeper introspection and see clearly where the process went wrong so that corrective steps could be taken to avoid such shortcomings in future.

The principle of reducing our attachment to personal gains from the work done or controlling the aversion to personal losses enunciated in Ch.2 Verse 47 of the Gita is the foolproof prescription for attaining equanimity. The common apprehension about this principle that it will lead to lack of incentive for effort and work, striking at the very root of work ethic, is not valid because the advice is to be judged as relevant to man's overriding quest for true mental happiness. Thus while the common place theories on motivation lead us to bondage, the Gita theory takes us to freedom and real happiness.

Work Results
The Gita further explains the theory of non- attachment to the results of work in Ch.18 Verses 13-15 the import of which is as under:

If the result of sincere effort is a success, the entire credit should not be appropriated by the doer alone. If the result of sincere effort is a failure, then too the entire blame does not accrue to the doer.

The former attitude mollifies arrogance and conceit while the latter prevents excessive despondency, de-motivation and self-pity. Thus both these dispositions safeguard the doer against psychological vulnerability which is the cause for the Modem Managers' companions like Diabetes, High B.P. Ulcers etc.

Assimilation of the ideas behind 2.47 and 18.13-15 of the Gita leads us to the wider spectrum of lokasamgraha or general welfare.

There is also another dimension in the work ethic. If the karmayoga is blended withbhaktiyoga then the work itself becomes worship, a seva yoga.

Manager's Mental Health
The ideas mentioned above have a close bearing on the end-state of a manager which is his mental health. Sound mental health is the very goal of any human activity more so management. An expert describes sound mental health as that state of mind which can maintain a calm, positive poise or regain it when unsettled in the midst of all the external vagaries of work life and social existence. Internal constancy and peace are the pre- requisites for a healthy stress-free mind.

Some of the impediments to sound mental health are :

• Greed - for power, position, prestige and money.
• Envy - regarding others' achievements, success, rewards.
• Egotism - about one's own accomplishments.
• Suspicion, anger and frustration.
• Anguish through comparisons.

The driving forces in today's rat-race are speed and greed as well as ambition and competition. The natural fallout from these forces is erosion of one's ethics-moral fiber which supersedes the value system as a means in the entrepreneurial path like tax evasion, undercutting, spreading canards against the competitors, entrepreneurial spying, instigating industrial strife in the business rivals' establishments etc. Although these practices are taken as normal business hazards for achieving progress, they always end up as a pursuit of mirage -the more the needs the more the disappointments. This phenomenon may be called as yayati-syndrome.

In Mahabharata we come across a king called Yayati who, in order to revel in the endless enjoyment of flesh exchanged his old age with the youth of his obliging youngest son for a mythical thousand years. However, he lost himself in the pursuit of sensual enjoyments and felt penitent. He came back to his son pleading to take back his youth. This yayati syndrome shows the conflict between externally directed acquisitions, motivations and inner reasoning, emotions and conscience.

Gita tells us how to get out of this universal phenomenon by prescribing the following capsules:

• Cultivate sound philosophy of life.
• Identify with inner core of self-sufficiency.
• Get out of the habitual mindset towards the pairs of opposites.
• Strive for excellence through work is worship.
• Build up an internal integrated reference point to face contrary impulses, and emotions.
• Pursue ethico-moral rectitude.

Cultivating this understanding by a manager would lead him to emancipation from falsifying ego-conscious state of confusion and distortion, to a state of pure and free mind i.e. universal, supreme consciousness wherefrom he can prove his effectiveness in discharging whatever duties that have fallen to his domain.

Bhagawan's advice is relevant here :

"tasmaat sarveshu kaaleshu mamanusmarah yuddha cha"
'Therefore under all circumstances remember Me and then fight' (Fight means perform your duties)

Management Needs those Who Practice what they Preach
Whatever the excellent and best ones do, the commoners follow, so says Sri Krishna in the Gita. This is the leadership quality prescribed in the Gita. The visionary leader must also be a missionary, extremely practical, intensively dynamic and capable of translating dreams into reality. This dynamism and strength of a true leader flows from an inspired and spontaneous motivation to help others. "I am the strength of those who are devoid of personal desire and attachment. O Arjuna, I am the legitimate desire in those, who are not opposed to righteousness" says Sri Krishna in the 10th Chapter of the Gita.

The Ultimate Message of Gita for Managers
The despondent position of Arjuna in the first chapter of the Gita is a typical human situation which may come in the life of all men of action some time or other. Sri Krishna by sheer power of his inspiring words raised the level of Arjuna's mind from the state of inertia to the state of righteous action, from the state of faithlessness to the state of faith and self-confidence in the ultimate victory of Dharma (ethical action). They are the powerful words of courage of strength, of self confidence, of faith in one's own infinite power, of the glory, of valor in the life of active people and of the need for intense calmness in the midst of intense action.

When Arjuna got over his despondency and stood ready to fight, Sri Krishna gave him the gospel for using his spirit of intense action not for his own benefit, not for satisfying his own greed and desire, but for using his action for the good of many, with faith in the ultimate victory of ethics over unethical actions and truth over untruth. Arjuna responds by emphatically declaring that all his delusions were removed and that he is ready to do what is expected of him in the given situation.

Sri Krishna's advice with regard to temporary failures in actions is 'No doer of good ever ends in misery'. Every action should produce results: good action produces good results and evil begets nothing but evil. Therefore always act well and be rewarded.

And finally the Gita's consoling message for all men of action is : He who follows My ideal in all walks of life without losing faith in the ideal or never deviating from it, I provide him with all that he needs (Yoga) and protect what he has already got (Kshema).

In conclusion the purport of this essay is not to suggest discarding of the Western model of efficiency, dynamism and striving for excellence but to make these ideals tuned to the India's holistic attitude of lokasangraha -for the welfare of many, for the good of many. The idea is that these management skills should be India-centric and not America-centric. Swami Vivekananda says a combination of both these approaches will certainly create future leaders of India who will be far superior to any that have ever been in the world.