Hindu Deep July 2016.compressed (1)

Om Namah
Shivaya
Ancient Mantra from
the Yajurveda
Om Namah Shivaya is one of the most beloved and ancient Hindu mantras. It comes from part of a Hindu prayer, the
Shri Rudram Chamakam, which is found in the second oldest of the vedic texts, the Yajurveda. It is a hymn to Shiva,
the deity of destruction and transformation, and it is said that chanting this mantra helps to get rid of internal
imperfections, limitations, and sins. It is also a mantra that elevates the psyche and awakens higher states of
consciousness.
The mantra's mystical or more esoteric meaning is multi-leveled and quite complex. Om Namah Shivaya is a
panchaskara mantra, meaning it's made up of ve syllables or literally the ve holy letters (na – mah – shi – vaa – ya). It
is preceded by Om or Aum, which is said to be the sacred primordial sound. The ve holy vowels are the seed sounds
of the ve elements of creation—earth, water, re, air, and ether—and as one chants it, one is working through the
process of creation in reverse, hence perhaps the mantra's reputed power of destroying manifestations of sin and
imperfections. Another interesting interpretation is that these ve syllables represent aspects of a person within the
different dimensions, beginning and culminating in “Om,” the sacred primordial sound that is a symbol of the eternal
divine.
7 Management Lessons
That Entail Ramayana
Be it business or human ac vity, the act of bringing people
together, popularly known as 'management', is broadly
defined by four func ons—Planning, Organizing, Leading,
and Coordina ng.
Management books and journals may appear to be an en
vogue trend. However, the actuality of the same finds its
roots in eras that epically existed ages ago. Seers like
Tulsidas and Valmiki through Ramayana brought sure-shot
management lessons to fore for all and sundry in the
contemporary entrepreneurial era.
1. Provide a concrete vision to followers
Like Rama, it is important for all the employers to set and
share vision with the followers. This would enable
mo va on in them to perform because there would be
clarity of goals. Even Rama shared vision of bringing Sita
back home and for the same he delegated various
responsibili es; he sent some as search par es and asked
some others to work on the bridge construc on.
2. Believe in the ability of subordinates to achieve
an aim and inspire them to do so
Against the sophis cated army of Ravana that had
vanquished many kings and celebrated a past of defea ng
devtas, Rama led a mul tude of aboriginal tribes which
could not be called anything more than a rag-tag army.
Even a er the constant mocking and jeering, Rama ins lled
confidence and sustained faith in his troops against the
seemingly impossible-to-defeat demonic fleet of Ravana. A
leader's trust in his team is paramount.
3. Treat all people equally
Unlike many princes of that me, Rama mingled with
everyone alike regardless of the prevalent norms of lower
and upper strata. The untouchability issue never touched
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