EMPLOYEE RESPONSES TO THE COMPANY'S INTERNAL
"FEEDBACK FORM" ABOUT THE TRAINING AND THE PRACTICE
OF MAHARISHI'S TRANSCENDENTAL MEDITATION

How was the quality of training? 93% said "above Average"
Is Transcendental Meditation beneficial to you? 97% said "Yes"
Did you practice Transcendental Meditation after training? 93% said "Yes"
Do you recommend your colleagues be trained? 100% said "Yes"

Do you suggest TM be included in work culture?              

91% said "Yes"

 
 

India

Transcendental Meditation is widely practiced by the industrial and governmental leaders of India. Recently Maharishi Corporate Development Programme has been introduced to the multinational giants of India, Tata Tea Ltd. and Tata Chemicals. 20,000 managers and employees of Tata Tea and 6,000 of Tata Chemicals have taken part in the programme. Other renowned companies enjoying the benefits of this unique programme include: Associated Cement, Indian Aluminum, Reckitt & Colman, Oriental Bank of Commerce, SRF, Eveready, Tata Unisys, BHEL, Jindal Polyester, Indian Petro Chemicals Ltd., Anand Group, DCM Shriram, Finolex, Hewlett Packard India, DCM Financial Services, Indian Sugar and General Engineering Corporation, SWIL, Williamson Magor and Co., and Kribhco.

South India Research Institute Ltd.

South India Research Institute Ltd. (SIRIS) comprises 16 industries manufacturing basic chemicals, pharmaceuticals, pesticides and edible oils. A total of 3,000 employees are working in the SIRIS group of industries. A large majority of employees practice Transcendental Meditation.

After implementation of the Maharishi Corporate Development Programme, G.S. Raju, chairman of the corporation, noted: 'Transcendental Meditation is practised during working hours twenty minutes twice a day. Apart from improving performance, this has helped the progress of the company. Workers now work only 7 hours but produce 10 hours worth of output. Before learning Transcendental Meditation in 8 hours of work the productivity was equivalent to only 6 hours -- an increase of productivity by 57%. In addition, there was a marked reduction in stress, reduced absenteeism, and the workers reported less fatigue, worries, and anxiety. We have found a more relaxed, peaceful and comfortable atmosphere and working climate in our companies.'

Successful Founders of
Family Industries

There is a need for the preservation and constant revitalization of the original creativity of the successful founders of family industries.

The history of the decline of the original brilliance of family industries is due to lack of proper management training, which, focusing basically on economics, shadows the managing intelligence of Nature -- the Creative Intelligence in any individual -- and hampers the free and full expression of the evolutionary quality of consciousness.

Not enough emphasis on the element of consciousness, the managing intelligence of each individual, results in the decline of health and creativity: a flower without water naturally fades.

India Business Intelligence (newsletter of the FINANCIAL TIMES), 2 November 1994, in its article 'Why some Indian business families are in decline' reports:

  • The old order changeth. A recent survey of Indian business families shows that many of the most eminent names of a couple of decades ago are no longer at the top of the totem-pole. Among the dropouts are the Bangurs, the Kirloskars, the Modis, the Scindias, the Sarabhais, and ICI.

  • Some, like ICI and the Scindias, were victims of muddled management. These factors, and the lethargy evident in older groups, did play their part in the decline of business families. But the most important reason remains the tendency to fission given the slightest chance. Most groups when they reach the third generation have been carved up by the various family factions; even the Birlas had to go through such a division. In the west, by the time the third generation comes along, ownership gets divorced from management. In India, unfortunately, that does not happen. The third generation, with none of the talents of their entrepreneur grandfather, allow their companies to quickly go to seed.
    More interesting than looking at the dismal failures are the success stories. In 1976, the Ambanis of Reliance were a lowly 67th. Today, they not only preside over India's largest private sector company, they occupy the third spot as a group (after the Tatas and the BK-Aditya Birla combine). The Ruias (now No 4) were not even ranked in the earlier survey. R.P. Goenka (now No 6) was 60th.

  • These success stories have been well documented. Not so well known, perhaps, are the likely candidates on the top-20 list a decade down the line. While this can only be a matter of conjecture, some industrialists stand out because of the track-scorching pace they have set. Among them are the Dhoots of Videocon, the Nambiars of BPL, the Mehtas of Torrent, the Handas of Core Parenterals, the Lohias of Indo-Rama, the O.P. Jindals, the Sanghis, the Parasrampurias ....

  • The rise and fall of business families is of course as inevitable as the seasons. Fortunately for the rest of us, few of them are able to establish dynasties. One can be certain that many of today's leading names will vanish from tomorrow's league tables.

Maharishi Corporate Development Programme has been established to save all companies and corporations in the world from decline.
Through the programmes of Maharishi Corporate Development Programme there is no need for any rising industry today to be the falling industry of tomorrow. Now there is no reason why the original brilliance exemplified by the founder of any successful family company or any other company should fade over generations.
A small percentage of profit spent on the welfare of the company -- to maintain the health, vitality, and creativity of the company -- will go a long way to ensure the ever-progressive performance and success of the company.
Maharishi Corporate Development Programme will maintain the vitality of the company by aligning the managing intelligence of the company with the ever-progressive, ever-evolutionary managing intelligence of Nature, ensuring that the company always continues to progress on the waves of success.

Through the programmes of Maharishi Corporate Development Programme, the personnel department of the company will maintain good health, vitality, and creativity; the employer-employee relationship will be fulfilling to all, and the company will maintain progress without stress.

The emphasis that is laid on the programmes of Maharishi Corporate Development Programme has its basis in Maharishi's reinterpretation and revival of Vedic Knowledge, and research in the field of consciousness, which is the most basic element of life, from where all areas of life are administered.

Everything depends on the quality of management. Maharishi Institute of Management trains the manager to achieve rising levels of economy without allowing stress, strain, and problems to overshadow the life of anyone involved in the company.