Difference between revisions of "Arthashastra (अर्थशास्त्रम्)"
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Arthashastra (अर्थशास्त्रम्) | Arthashastra (अर्थशास्त्रम्) | ||
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| + | Tirupati Balaji Namaha | ||
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| + | Sri Ganeshaya namaha | ||
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| + | The veracity of application to Kautilya's Arthashastra ranges to limitless boundaries of knowledge and learning from medicine to education to philosophy and even to contemporary management sciences. Kautilya's Arthashastra is a masterpiece of the 326 BC in the Mauryan Era which is a ''Gupta Mantra'' not only for political governance but also for corporate governance. The preaching and mandates of Kautilya elevate human thinking beyond his sixth sense to gain complete control over management of self , and institutions. The human personality must manifest multi dimensional adaptive roles several times in a day if he is a decision maker like being like how a corporate leader should be, like being secretive about his incubating strategies, new product developments etc. but being offensive and defensive to rivals (Competitors) as the threat perception may be and fearing his survival due to enemy attack (presence of substitutes and complementary products and disruptive technologies). | ||
Revision as of 13:00, 20 December 2018
Arthashastra (अर्थशास्त्रम्)
Tirupati Balaji Namaha
Sri Ganeshaya namaha
The veracity of application to Kautilya's Arthashastra ranges to limitless boundaries of knowledge and learning from medicine to education to philosophy and even to contemporary management sciences. Kautilya's Arthashastra is a masterpiece of the 326 BC in the Mauryan Era which is a Gupta Mantra not only for political governance but also for corporate governance. The preaching and mandates of Kautilya elevate human thinking beyond his sixth sense to gain complete control over management of self , and institutions. The human personality must manifest multi dimensional adaptive roles several times in a day if he is a decision maker like being like how a corporate leader should be, like being secretive about his incubating strategies, new product developments etc. but being offensive and defensive to rivals (Competitors) as the threat perception may be and fearing his survival due to enemy attack (presence of substitutes and complementary products and disruptive technologies).