Capacity Building through Knowledge Management: How Vedic Concepts Can Interpret the Occurrences at Maruti Suzuki India, Manesar

Capacity Building through Knowledge Management: How Vedic Concepts Can Interpret the Occurrences at Maruti Suzuki India, Manesar

Shampa Chakraberty (NSHM Knowledge Campus, India)
Copyright: © 2015 |Pages: 23
DOI: 10.4018/978-1-4666-8259-7.ch025
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Abstract

This chapter talks about the history of Maruti which is marked by exploitation of workers through extraordinary work pressure, harassment by arbitrary issuing of show-cause notices and charge-sheets, transfers, suspensions, criminal intimidation, terminations without inquiry, reducing the labour costs by contractualisation of work-force, devising mechanisms to extract maximum work effort from workers, getting rid of the relatively older workers or those with disabilities or medical condition etc. are methods that act against the interest of workers. In this chapter one of the Vedic philosophy's systems namely Karma- Mimamsa is explained by the author who thinks that karma alone awards fruits to the performer of Vedic ritual and the reward is consistent with the karma of the performer of the ritual. Where there is good karma, there is good fruit and vice versa. Dharma comes from the Lord, karma comes from the Lord, but the fruit comes from karma itself.
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Background

Maruti Suzuki manufactures and sells a complete range of cars for every segment of the population. As of November 2012[update], Maruti had a market share of 37% of the Indian passenger car market. Originally, 18.28% of the company was owned by the Indian government, and 54.2% by Suzuki of Japan. The BJP-led government held an initial public offering of 25% of the company in June 2003. As of May 2007[update], the government of India sold its complete share to Indian financial institutions and no longer has any stake in Maruti Udyog Ltd.

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