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SPECIAL FEATURE FEBRUARY 24, 2023 | The Indian Eye 14

TOWARDS BETTER LIVING

Wisdom from the life and talks of HH Pramukh Swami Maharaj

Pramukh Swami Maharaj and

Modern Management

ramukh Swami Maharaj, the erly pronounce the letters ‘sh’ that
fifth spiritual leader and pres- appeared in the word ‘polish’. This
Pident of the BAPS Swamina- was remarked on by the others pres-
rayan Sanstha, was able to consoli- ent there, but still the disciple was
date the fundamental spiritual values, unable to correct it. Observing this,
workflow systems, and organizational Swamishri said, “Once you know the
activities of BAPS on a global level limitation of a person with whom you
during his tenure, an achievement work and have a long-lasting relation-
that has been attributed to his exem- ship, you should immediately adjust
plary leadership qualities and man- to his shortcomings.” This highlight-
agerial skills. Despite having studied ed his flexible approach in accepting
only up to sixth grade, Swamishri’s in- people’s shortcomings, which made
nate managerial skills blossomed un- them love Pramukh Swami Maharaj
der the guidance of his gurus Shastriji till their last breath.
Maharaj and Yogiji Maharaj. He or- Swamishri managed resources
ganized festivals and celebrations and efficiently by using them judiciously
oversaw the general administrative af- and preventing waste. This was done
fairs of all mandirs and activities. through his value management prin-
As defined by academia, modern ciples, which ensured that every re-
management is a process of getting adjusted, managed and positively en- free of cost and if there is a mismatch source was used to its full potential.
things done with the aim of achiev- gaged all the working generations and in relationship, we have to adjust our He had a system in place to make sure
ing goals effectively and efficiently. delivered extraordinary results. In- mindset and consider other humane every resource was used to the fullest
The congruence of modern manage- deed, a rare feat. Swamishri, even at intangibles. This ability to deliver re- extent possible, making it possible to
ment and Pramukh Swami Maharaj’s the age of 85 years, would work with sults and execute world-class projects get the most out of every investment.
method of management can be part- sadhus of 30–35 years with the preci- globally under this setup made Swa- In addition, he believed in using tech-
ly understood through the following sion and mindfulness of a CEO of a mishri special and unique. This was nology to make things easier and
three aspects: People Management, multinational working with his execu- possible as Swamishri used to func- more efficient, and he encouraged his
Resource Management and Value tives. tion on the principle of ‘Flexibility to followers to do the same.
Management. Another critical aspect to note is Firmness’, similar to water. Water can In conclusion, Pramukh Swami
Modern management gurus the work culture and delivery model be extremely flexible as it can take the Maharaj’s ability to deliver results and
opine that if you care for your people, in a non-profit organization compared shape of any vessel it is filled in, and at execute world-class projects globally
your people will care for your work. to corporates. Corporates work on the the same time can be extremely firm under a spiritual NGO set up made
“People First,” in the words of re- principle of ‘Pay and Smile,’ wherein and strong as it can cut an aluminium him special and unique. He func-
nowned American management con- the employer likes the work of the or iron bar when unleashed from a tioned on the principle of ‘Flexibility
sultant Tom Peters, is the key to suc- employee and compensates him mon- water jet with immense pressure. This to Firmness,’ and he had a rare ability
cess in today’s ever-changing times. etarily, whereas the employee likes quality of Pramukh Swami Maharaj to adapt to new people and ideas. His
His management methods are the monetary compensation paid by was witnessed on a number of occa- methods of management are congru-
congruent with modern management his employer and thus works for him. sions. ent with modern management and
and can be understood through the There is less human touch in this re- In 1995, Swamishri was having can be understood through people
following aspects: people manage- lationship and more pay and work. lunch at the Sankari mandir. As per management, resource management,
ment, resource management, and val- The day when there is a mismatch in routine, one of the disciples was read- and value management. His leader-
ue management. this relationship, it is called off and ing the Swaminarayan Prakash – the ship and managerial skills are a model
Pramukh Swami Maharaj, during they part ways. However, this is not so BAPS monthly magazine in Guja- for managers and leaders worldwide.
his tenure as the organizational presi- in the case of a spiritual nonprofit. It rati. He was reading a 1995 report
dent (1950–2016) and spiritual leader works on the principle of ‘Serve and of the London murti-pratishtha ma- Gnanvatsaldas Swami
(1971–2016) of BAPS, understood, Smile’. Volunteers offer their services hotsav. The reader could not prop- BAPS Swaminarayan Sanstha

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