This paper was presented at
Psychology: The Indian Contribution
National Conference on
Indian Psychology, Yoga and Consciousness
organised by the Indian Council of Philosophical Research
at the Sri Aurobindo International Centre of Education
Pondicherry, India, 10-13 December 2004

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Putting people at the heart of corporate strategy: Implications of Integral psychology

Mugdha Gangopadhyay — University of Delhi, Delhi.

India has been independent for close to six decades now. However we still haven’t achieved as much political, social and economic development as we should have had, leading to such a dilemma - “Lilliputian” progress as compared to the “elephantine” potential. One reason for this is that we have repeatedly failed to exploit our vast potential. This is reflected in the way our organizations have functioned. Organizations (the government, schools, colleges, industries, MNC's, factories, etc.) undoubtedly have a key role to play in the economic, political and social development of the country. The way they function directly affects the development of the country in all spheres. Keeping this background in mind, this paper explores the idea that utilizing Indian concepts lead to a better functioning of the organizations for the benefit of both the employer and the employees and has larger implications for the socio-cultural milieu. Thus, in short, the main focus of this paper will be to bring to the vanguard that Indian Psychology in itself has a huge ocean of management thoughts and values, which if applied to the organizations will not only lead to a better organization, happier employees, fulfilled society, more development in all spheres, but also more economic profits. Only by changing our orientation from “economic” to “human”, we can reverse the curse of modern day problems, both at work and life in general. And since Indian Psychology offers a more integral human psychology, this can be of use to not only organizations in India, but also outside India.

Eamil the author: "Ms. Mugdha Gangopadhyay" <>