A Study of Hrm Concepts In tamil

A STUDY OF HRM CONCEPTS IN 'THIRUKKURALIntroduction: Thirukkural, one of the ancient scriptures in Tamil, encompasses wisdom in capsule for all walks of life. It was universally acclaimed as a great piece of literature, both by the West as well as the East. Dr. Albert chweit!ewr proclaimed, "There hardly e#ists in the literature of the world, a collection of ma#ims in which we find so much of lofty wisdom". The works contemporary to Thirukkural lack the ideal perception and ethical vision. $ural goes beyond the reporting of the actual and encompasses the paradigms for the future. %odern management could be read in con&unction with $ural and analogies could be drawn between them. The new theories in 'uman (esource %anagement are e#pressed in an abstract form in $ural. Administration and %anagement are age)old concepts and they started, whatever in a small form right from the days of settlement and cession of nomadic life. The important elements found in $ural with reference to general administration are applicable without any alteration at any point of time. The ob&ective of this paper is to study the '(% concepts in $ural and their importance in today*s administration. The relationship between the advocacies of $ural in the present day conte#t will also be highlighted. HR Functions Four Pillars: '(% has got four important functions vi!. ac+uisition, development, leadership , motivation, and maintenance functions. Employees were &ust as much a resource as any other asset and needed to be carefully ac+uired, used and maintained.- 'uman resource planning, &ob analysis, selection and recruitment, placement, orientation and outsourcing could be grouped under ac+uisition function. Training and development, knowledge management, organisational learning, carrier planning, fair treatment and +uality circles could be categori!ed under development function. %otivation, &ob enrichment, performance appraisal, rewards, promotion, communication etc. can be classified as leadership and motivation function. .ompensation administration, transfers, discipline, safety and health, and grievance redressal could be brought under the title %aintenance function. HRM is common sense: %anagement is a practice, rather than a science or a profession, though containing elements of both./ 'ence management is more of common sense and logical deduction. %anaging the human resources is the most crucial element in the administration of any organisation. It is clear that the *resources* capable of enlargement can only be human resources. All other resources stand under the laws of mechanics. A country which is unable to develop skills and knowledge of its people and employ them effectively will be unable to develop anything.0 %eticulous planning in orchestrating all the four functions of '(% will obviate the future problems and accelerate the progress of the institution. %ost organisations waste enormous amounts of time, money and energy cleaning up the mistakes they have made by hiring people without due diligence.1 The acid test for the competence of a company lies in assessing the efficacy of the '( department. The successful personnel department is one that is recogni!ed as contributing to the overall T analysis. They are a#iomatic in form and are compressed in terse verse with scope for of elaborate deliberation and in)depth rumination.T analysis is to comprehend the strength. and polity. W.5 The '( %anager has to play the roles of a counselor. 477 couplets beautifully woven with very profound nuances form the soul of the magnum opus. leadership +ualities. . It may be launching a product or e#pansion of the business or closing a unit.an overall view: Thirukkural consists of -667 couplets short and sweet.ne who has reached the pinnacle. The age Thiruvalluvar has dwelt upon various dimensions of life ranging from domestic life to penance. the strength of our opponent and our aides are to be weighed before we act. state.-6 Application o mind: 8ature is filled with tendencies and obstructions. selecting. The great monumental literature falls into three categories vi!. The strength of the task. timeliness. A thorough reading of the work with an open mind will indicate the foresight of the author in deciphering certain issues.performance and results of the management. from bravery to benignity." Eight ingredients have been identified as essential pre)re+uisites for a good &ob.-7 Valluvar . It occupies a ma&or part of the composition. weakness. communication skills. interviewing. from re&oicing to renunciation. They are 9-: Direct feed back 9/: a client relationship 96: learning function 90: the opportunity for each person to schedule his own work 91: uni+ue e#pertise 92: control over resources 94: Direct communication and 95: personal accountability.ne should be watchful as he goes up in the ladder of progress and mindless advancement will result in debacle.T Analysis is made on a comparative basis weighing the competition prevalent.4 All managers are in a sense '( %anagers. and love. spokesman. place of action etc. role of e#perts. pro&ect management. which will affect the operations of a concern. who get the best out of their subordinates and who thereby produce positive results for their organisations.A Visionary: The intuition and insight of Thiruvalluvar had a vision for future. W. W.-0 . team management. which will stand as immortal ma#ims for humanity. E#tremes beget limitations. wealth. virtue. are the keys to an organi!ation*s success. the problem solver. financial management. in detail. Therefore. 3ood managers. The second category includes economy. It has been nicely brought out in the couplet 04-. even as a river by its own swiftness creates obstructions for itself. opportunities and threats for managerial decisions. administration. the mediator. since they get involved in activities like recruiting. impartiality. the organisation with a long)term focus has to view '( as an investment to be reaped over a time. and training. Profi ! of T"iru##ur$ Administration . should watch his steps before he goes further. of which it is a part.2 It is true that management strives to get ma#imum output from minimum resources. and a change agent. wealth. M$n$%!&!nt $nd $d&inistr$tion $s'!cts in Kur$ SWOT analysis: Thirukkural has dealt about the general traits re+uired for an administrator. . our own strength.. The sagacious advice given by Thiruvalluvar to kings and ministers and even citi!ens of ancient Tamil 8adu still holds good for the managers of the modern world.All these points are stressed with clarity in the second part of the $ural. Thiruvalluvar might not have contemplated the modern democracy but his basic human approach makes his work best suited for democratic government. decision making. It is beautifully brought out in the couplet.<alluvar advises us not to despise any person on seeing his appearance and compares this tendency to underestimate the a#le)pin of the mighty rolling car. =usiness is on par with war due to the heavy competition and many a time the survival of the fittest may not be the survival of the best. Aeople often reveal that inner most selves in the most innocent of situations. !ecision ma"in#: A. The importance of placement lies in the fact that a proper placement of employees reduces employees turnover.ne who discerns the good and the bad.lear)cut placement is also vital in deciding the success of a candidate. The barriers must be removed.67 Placement: ./6 The '( %anager who recruits for a vacant &ob is seldom the one responsible for supervising its performance. =rain torming. 8obel >aureate. 047 -@ and 024 /7 respectively. In deep waters the crocodile will be victorious and in terrestrial land the other beasts will subdue the reptile. un)T!u in his *The Art of War* talks about the terrain as one of the factors. but astute in preferring the good should be given the employment. <alluvar codifies the importance of timely action in $ural. They say that the mind is like a parachute and is useful only when it is open. breaks the decision making process into three activities. The employers very often &udge the people by their appearance. imon. accidents and dissatisfaction. on . $ural emphasises the selection such incumbents for the organi!ation. It is also said that the optimist invented the aero)plane and the pessimist.peration research and other techni+ues. ./5 ome people may be good in ideal situations but fail in field conditions. -1 The place is e+ually important in deciding the success of the market forces. They are intelligence activity. the parachute. not &ust moved./@ $ural underlines the fact that many a candidate may pass all the selection tests but have to be dismissed as dismal failures in the actual performance of duty. absenteeism./4 The person who manages the affairs of the kingdom should be capable of enlarging its resources. The owl will con+uer the crow in day time and the obverse will occur in the night. design activity and choice activity. tereotyping is another version of this attitude.-2 The law of marginal diminishing returns is an important concept in economics./2 It is common place but true that if wrong people are selected. All these three activities have been dealt in the couplets 022 -5./0 <alluvar is for proper selection process after sub&ecting the recruits to severe trials. E+ual &ob opportunity is more than putting a black man in a white man*s &ob. Alacement involves assigning a specific &ob to each one of the selected candidates./1 Optimism %onoured: When we select an individual. 'e is of the opinion that nepotism and favouritism will land us in endless troubles. colour and creed. increase its wealth and tackle the problems that creep in. we sho uld give preference to the optimists. which propounds that even if the cart is laden with e#cess of peacock feathers. 3ame theory. The whole of '(% specialist and operating manager activity hinges on this point. 'e or she must therefore know e#actly what the &ob entails and this means speaking with the supervisor involved. .-6 Decision)making has been decentrali!ed by Delphi ?uestionnaire.The timeliness in carrying out the actions is the reason for phenomenal success. the a#le will break. then no amount of development through good management will make them effective. which determine the warfare. It is like &udging a book by its cover./.// Even today discrimination is found on the basis of race. Ac+uisition function Selection $ Recruitment: election and recruitment is the) most crucial function in '(% and it decides the performance. 65 It will reduce the e#penditure and fulfil the purpose of outsourcing. attainments.04 . Everyone is a potential winner.ouplet 1@@ says that the elephant though mammoth in si!e gets scared when assailed by a fearless tiger. career development and to update his acumen for knowledge management and talent management. This is argued in the .01 <alluvar is for flawless learning and application of the knowledge earned in real life.61 8on craving for property is one of the four components for trusting an employee. the physical make up. the past record has to be taken into account.07 "The one minute manager" vouches *The best minute I spend is the one I invest in people*.0. E#ecutives wanting to lower overhead e#penses who sacrificing the knowledge and service levels of their 'uman (esources departments are outsourcing the functionB contracting with 'uman (esources %anagement firms.0/ . =ut the same species when trained for warfare becomes courageous and is ready to encounter a mighty army with enthused mind. The .Thiruvalluvar underlines the necessity of considering the weightage of the deed and ability of the e#ecutive and matching them. sacrifice his integrity.ost cutting often leads to corporate anore#ia. Training is viewed as a benefit or a perk.utsourcing the e#pertise is one way of improving the delivery of services without causing much financial burden. The trainee should be asked to start the &ob or operative procedure. Employee benefits fall for short of employee*s real needs. will ac+uire more skill. a vital task is to identify the training needs in order to define the gap between what is happening and what should happen. nor as an investment. . <alluvar tries to impress that by imparting trainingB even a dull and depressed individual could be motivated into an elated enthusiastic entity. special aptitudes.00 Training is to relate what we have learnt to life. 'earnin#( a continuous process: =efore deciding a training program. &o un its: There are no unfits and we have only misfits. It is essential for the growth of the employee to attain self)development. $ural advises the consultation of able man with outstanding e#perience in taking key decisions as and when re+uired. ome people are disguised.6/ even point plan of Alec (odger comprising the components vi!.62 The over ambitious employee will start a rival unit. particularly if the operation involves any danger. .06 A careful observation demystifies the contradiction. through repetitive practice. =y choosing outsourcing. may embe!!le public property and shall misuse or abuse the government machinery. The trainee. interests and disposition.the one hand and improves their morale on the other.60 Arovision of opportunity is important for bringing out the best in a person.66 stressed by modern management are e#pressed in a subtle fashion in $ural.6@ D!(! o'&!nt Function Trainin#: Training is an important mechanism for inculcating organisational knowledge and values in the minds of the employees.ouplet saying that prosperity will desert the ruler who resents the liberty taken by the e#ecutive in the &ob. as losers and their appearance could not befool us. Too many organisations value profit over people. The elephant in the forest is timid and is frightened of the ferocious tiger despite its huge si!e. intellectual capacity. general intelligence. ome instructors prefer that the trainee e#plain each step before doing it.There are two contradictory couplets under the chapter 27 titled Ceal.6.64 They are dispensable at our convenience.ouplet 1@4 says that the resolute minded do not lose their !est and are like the elephant that stands firm even being pierced with a shower of arrows. It is the act of increasing the knowledge and skills of an employee for doing a particular &ob.02 The same point is highlighted by the recent management studies. It should be so irrespective of the fact that the other person is his hero. really to hear what some one is saying has far greater business implications.15 These functions are covered by the couplets 217. and more recently in the D$.)nowled#e mana#ement: $nowledge management embodies several distinct motions that it involves continuous cycles of creativity and innovation that it is e#periential and primarily driven by knowledge workers facilitated by organi!ational vision and support. <ery often the '( %anager is e#pected to negotiate with the employees as well as the clients. The most important challenge to knowledge management is how to persuade people to share it and let it be part of the organi!ational knowledge repository. effectiveness.ommunication special*. .10 .0@ The urge for learning ultimately decides the +uantum of knowledge.communication.11 L!$d!rs"i' $nd Moti($tion functions +ommunication demysti ied: . Flawlessness. lucidly deals with the power in speech and could be called *.ommunication has got the information function. subordinate. and 202 respectively. In the business of releasing tension. the adage *laughter is the best medicine* is true. colleague or society at large. suppliers and buyers. %ost of the organisations have of late realise that emotional involvement and commitment of the employees determine the contribution to the company rather than their intelligent +uotient.1@ =usiness communications are aimed at particular individuals or groups.hapter 0/ profusely deals with all the segments of listening. pleasing disposition. the more likely is the entrepreneur to sociali!e in a variety of milieus. analyse or persuade.16 $ural has devoted an entire chapter 926: for this purpose and epitomi!es how a manager could remain undaunted by troubles. of course than simply .ommunication skill is pivotal in deciding the success of a manager in a concern.ne gets e#hilarated to find a similar reference in the book *What they don*t teach you at 'arvard =usiness chool*. he will be ama!ed at how smooth his formerly awkward writing becomes. .17 >evel of education is supposed to be correlated with social skills and bridging social net work. every nation becomes the home town.14 . it is better for him to cultivate the habit of laughing it away and not falling a prey to it. Whenever an administrator comes across any sorrowful incident or an irksome trouble. influence and persuasion function.2/ The entire chapter 21.27 Those who do not know how to speak precisely will be verbose in2. 205. In the D A. 206. and integrative function. They have a particular practical purposeEto inform. The higher the level of education. electivity.Thiruvalluvar declared that for the learned. An astute communicator spells out his ideas in elo+uent and sweet language so that his ideas reach the persons at the other end.nce a person has mastered the art of placing related words and sentences as close as possible to each other. It reminds that the wealth of listening is the chief of all treasures.20 The ability to listen. and precision and self)e#planatory delivery are all highlighted in this chapter and it is worth emulating by an administrator. laughter therapy sessions are being used to treat patients suffering from stress. T%e art o listenin#: >istening is considered as the forgotten skill in communication.1.05 $ural wants to educate us by saying that water will spring from the sandy well depending upon the depth of diggingB similarly the knowledge hori!on of person increases with the height of learning. It is clear that knowledge resides between the ears of the people.12 This aspect of communication is covered in the couplet 205 which says that the gift of the gab will make a person charismatic. invincibility of speech. The style is subservient to content and lucidity.26 In Thirukkural.1/ *motional intelli#ence: Today people have very high intelligent +uotient but low emotional +uotient. commandant and instructive function. e#citement and meaning to the department*s work.oco .. race and culture. Alacing an ideal goal for achievement is important for succeeding in business enterprises.The !eal of the individual plays a ma&or role and gets manifested in all his actions.24 Even the manner of crossing the legs can communicate so many clues like the nativity. 8eedless to say that such e#ploitation results in greater efficiency. . "the man*s reach should e#ceed his grasp". .ouplet 0-@. hakespeare in his tragedy %acbeth utters through Duncan.ompany coined its slogan.4/ . higher production and better standard of living. The way a handshake is e#ecuted can speak volumes about the individuality of a person. It is a bare fact that most of us use only a small portion of our mental and physical abilities. To e#ploit the unused potential in people. <alluvar +uotes the water borne plants to appreciate this aspect. "we compete with water" and achieved in turning around a thundering success.ne of the key components for the %anager as developer in reaching e#cellence is the establishment of an overarching goal for the unit.22 The humility of speech is rarely possible for them who are not the listeners of subtlety. @6G of our feelings are e#pressed in a non)verbal way and our words only convey 4G of what we are saying.ften the difference between successful and mediocre organisations. .42 Ac%ievement motivation: The . 'e also points out that eyes are crucial in reading the mind of a person.ne should have very high ob&ective and aim at the sky so that by striving he can at least reach the top of the tree. they are to be motivated. which serves to give coherence. During the econd World War. .70 Motivation: %otivation is one of the easiest concepts to understand yet one of the most difficult to implement.41 The employees with unshaken vigour will become affluent not by fortitude but by attitude. .E. =rowning in his dramatic monologue. . ears open and mouth closed. keeping the eyes peeled.. <alluvar had devoted a chapter for understanding the mind . which is strikingly different from the European way of crossing their legs. is that the people in successful organisations are motivated and the management is engaged in giving "The E#tra taskB motivating employees to e#ceed e#pectation" and a plan for keeping employees motivated.25 Today the sitting posture itself can give hints about the authority.f the king and is relevant for administrators of the present day. Insight demands opening up our senses. simply by watching and listening.gaining insight into people. the Americans who went to 3ermany to do espionage were identified by virtue of the figure four positions. $eeping the spirit high is called "%otivation" in the management parlance. 'e appreciates great failures instead of a simple victories. An overarching goal can motivate and provide direction for change in the department.s of top American Firms identified four characteristics basic to the leadership styles. 9-: They set difficult goals for themselves 9/: They are single mindedly.ne can learn almost everything one needs to know and more than other people would like one to know.ody lan#ua#e: %ost of the human communication is by non)verbal means. 96: They need continuous feedback. Andrea del sarto says.onse+uently they set goals that will provide immediate results.46 The same concept is advocated in the couplet [email protected]. 90: They want their achievements to bear the stamp of their uni+ue ability and drive.44 <alluvar is also a vociferous advocate for having a mighty goal in mind and continuous striving towards it. position and attitude. whether he is firm or daisy.ola .21 This is what $ural stresses in the .40 . almost slavishly committed to achieving their goals. The body language signifies the stand taken by an individual in the negotiation table. 'There is no art to find the mind's construction in the face' <alluvar differs by2@ saying that the face is the inde# of the mind. 54 =ut this will fail in the long run and the organisation will come back to s+uare after some time. They tend to suspend &udgment until they collect ample facts.45 'eaders are sel -created: >eadership paves the way for roaring business. catego ri!ation is important by performance appraisal for various reasons. diagnosing deficiency. and a si!eable profit in any organisation. They are original in thinking. <alluvar also specifies that performance is the sole indicator of caliber and stature. <alluvar is very careful to specify that the pre&udices and preconceived notions like 'alo effect.@/ .50 The same point is highlighted by the statement that creative people tend to be brighter than the brilliant.5@ Dr. huge turnover. generosity. A good leader gets his group moving so smoothly toward its goal that it continues to move even when he is absent. counseling. motive hunting villain in the play . enumerating both the positive as well as negative points of an individual. o.thello cites the lack of performance appraisal as one of the reasons for his heinous behaviour. managerial skills are important for a leader. It does not believe in management by terror and management by firing. feedback. and 651 in Thirukkural. devotional maturity. / These +ualities are e#pressed in the couplets 65@. If we do not do this e#ercise. @0 M$int!n$nc! function . They are non)conformists. 'e is of the opinion that innate intelligence will prevail over the bookish knowledge. ac+uire. lago.@6 It shows how democratic Thiruvalluvar was in his approach in the days of monarchy with un+uestionable authority.diorne in his famous Human Resources Portfolio classifies the employees into four categories 9-: Dead Woods ) Aersons with low potential and low performance 9/: Workhorse ) Aersons with low potential and high performance 96: Aroblem children ) Aersons with low performance and high potential 90: tars ) Aersons with high potential and high performance. uperior intelligence. usually adopted by hardnosed managers is the deep stress approach. (egency Effect and Aersonal pre&udices should not &eopardi!e the appraisal done. It should be based on a pragmatic pattern.diorne clarifies. motivation drive. 3eorge . 65/. problem solving schemes.$ural says that it is better to carry the spear that missed an elephant than the arrow that killed a hare. the award procedure may be somewhat different. there would not be any difference between the staff and all of them would become obsolete in the long run. conserve and apportion wealth. wisdom and energy are the four characters enunciated by Thiruvalluvar for a good captain.@-It is not only for ranking but also for information. the motiveless. The simplest but crudest method. the leader is e#pected to use soft words and be liberal in his magnanimity. Award procedure helps in motivating workers because positive reinforcements is the best method for motivation. They are interested in the nature of the problem itself.ud#in# upwards: 8owadays the superiors are also assessed by the subordinates under various systems.55 Per ormance mana#ement: Aerformance appraisal helps the employees in making them aware of their limitations and the employers in ranking their staff for the future use.ourage. 'e is for proper analysis done in an ob&ective way.56 <alluvar is not for &ust borrowed knowledge. 'e also wanted the promotions to be given according to the degree of performance and merit and not due to the mere kinship. placement and for preventing grievances and indiscipline.51 Mana#ement -y accessi-ility: Thirukkural subscribes for an easily accessible and soft)spoken leader.4 .@7 As . $ural emphasises that the $ing also would be assessed by the citi!ens by stability to produce.57 In case of modern management. safety needs. promotion. written memo. a situation where a single person sitting in a corner room takes all the decisions. it works miracles. Punis%ments $ penalties: <alluvar is of the opinion that one should return to be severe in one*s posture but mild in actually penali!ing the delin+uent.-70 They become nervous and commit mistakes even in the known areas and familiar tasks. pecuniary penalty. <alluvar cautions that the information gathered from one source should not be totally relied upon and should be confirmed by another source. however may use a foul language to abuse the employees. There are a whole set of punishments like oral warning. Even such harsh words may inflict severe in&ury in the minds of the individual and their self)respect may be eroded. increment stoppage. calls *spider web*. to motivate the employees. 'e should see that the people do not suffer from starvation.-76 . The chief of the organisation has to know about the behaviour of the staff. It may be negative by way of enforced conditioning. acceptance needs.-7/ The same sentiment is e#pressed in the book "the one minute %anager". Delegation may appear to be time consuming but a short)term sacrifice will lead to a long)term advantage.@5 Maslow and Valluvar: %aslow*s hierarchy of needs comprises physiological needs. and dismissal. an abrasive person seems to have a natural knack for &abbing others in an imitating and sometimes painful way.hapter 1@ e#clusively for narrating the salient features of espionage. . During a study. appreciation. which is on par with the vigilance wing of today*s administration. It re+uires the creation of an atmosphere to rewards. Thirukkural has devoted . punitive suspension.-7.-77 !isciplines t%e wor"er: The ideal goal of any disciplinary programme is to strike a balance between an overly rigid and heavy handed approach that presents management as hard and unreasonable and a too)la# one that given employees the impression of poor control in an organisation. eight out of ten e#ecutives reported having made a ma&or mistake with respect to trusting the wrong person at least once in their careers. safety and health needs as well as the acceptance needs. their loyalty to the organisation.harles 'andy. epidemics and hostilities. <alluvar codifies that the chief should fulfil the physiological. .ne should not go to the last rung without taking recourse to the other steps of the penal ladder. >ike the proverbial porcupine.@1 If they are diametrically opposite to each other. 9-: to get the &ob done by the deputy 9/: to develop the deputy 96: to enrich the &ob content. The proceedings are intended only to punish and not to finish the individual. constructive support etc. the corrupt practices etc. discharge. if we are first tough on the behaviour and then supportive of the person.@4 !ele#ation: Delegation is an important maintenance function and it done for three reasons. .Discipline could be positive by way of self)imposed orderly behaviour. That is why he should be simple and soft spoken.@@ atisfying the first three needs are the responsibility of the organisation and the other two falls under the arena of the individual. censure. <alluvar is all for proper delegation after clearly ascertaining the talents of the individual. esteem needs. The chief should be accessible to receive necessary feed back from various agencies.ne may not actually punish. to rectify the defects and punish the delin+uents. they should be verified by a third source. we may form wrong opinion on right people. demotion. incentive payment. and self)actualisation needs. 'e is for entrusting both authority and responsibility to the officer designate.Feed-ac": Feedback is important for understanding the psyche of the employees and to have a vigil over their activities.@2 Without feed back. <alluvar fails not to emphasise the essentiality of this trait even in domestic life. working primarily at 'arvard. the study of relationship between people working together though in human relation. Dealing with the people is the most arduous &ob. It is like the laws of gravitation with the application resulting in sending the spacecraft. If the manager is companionate. 'e should keep an optimum distance like those who warm up near the flame of fire during the chill weather. Thiruvalluvar has dealt with all the four functions of '(% in a subliminal way leaving the comprehension to the ingenuity of the individual who peruses them. developed 'uman (elations. 'is findings and human behaviour are not based on research or e#perimentation but by his genius. &ob rotations. that is. The entire maintenance function re+uires a '( %anager to be considerate in all his actions. .-74 At this &uncture. but learnt them from the universe. the task to be done.-72 )indness wor"s: <alluvar had allotted a separate chapter 915: for envisaging the importance of compassion and benignity./mpartiality: Impartiality is an important tenet of an administration. he would be unbiased and more matured in dealing with the personnel. 'is pro#imity may distance him from the personnel and he will be viewed as the voice of the management.-75 '( %anager should delay certain decisions where they are re+uired and e#pedite the urgent decisions to accentuate the progress. (epeated reading of Thirukkural in con&unction with modern management will help us in understanding the aesthetic aspects and literary . The fundamental aspects have remained uniform through out the human history and only the finer aspects have been designed with finesse. welfare services. acumen and analytical power.ne should not be carried away by what the others e#aggerate about the facts. Frederic W. uch a finding may tantamount to stretching the analysis too far and blowing it out of proportion. The idea is not to conclude that modern management is nothing and everything has been already said in ancient scriptures. The study reveals that management has evolved over a period of time with basic concept being the same. Taylor was the first person in recorded history who deemed work deserving of systematic observation and study.hapters on knowledge of the Truth and the possession of knowledge these points have been highlighted. The importance of empathy is essential for listening to the problems of the employees and solving them.-71 Impartiality is the pre)re+uisite for &udging the events in management. sage Thiruvalluvar was able to identify the importance of '(% and he went on to impress us with well stated aphorisms amenable for various interpretations.=ut long before these scholars. The manager should e#plore. Elton %ayo. <alluvar does not hesitate to point out that one should not be too considerate at the e#pense of the organisation. e#periment and e#perience before he comes to the conclusion. 'e should be performance oriented by matching the ob&ectives of the organisations with the needs of the employees. received almost no attention. In the . transfers.-75 '( %anager should not be too close to the management. 'e did not study in any university.--7 Conc usion: 'uman (esource strategies make a greater contribution to the performance of any firm. The labour relations.--. %anagement is a growing discipline and inputs are added every minute to enrich it. fringe benefits. 'e should have been a keen observer of human nature and their basic behaviour. en+uire. (ock Feller once said *I will pay more for the ability to deal with the people than any other ability under the sun*. that is. ome of the aspects of administration covered in Thirukkural are astounding and are relevant even for the present day administration. and grievance redressal will all be achieved without any friction and faction. work itself. as they cannot be precisely predicted at any point of time. planning. uch an e#ercise becomes interesting and awe inspiring when we have in the back of our mind that it was contributed by a single individual. organi!ing.Tamil 8adu HHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHH H . Thiruvalluvar tatue in $anyakumati.dimensions of the four management functions. nearly /777 years ago. It will make us more effective apart from remaining more efficient. leading and controlling.