Opole, Poland

Holistic Self-Development Management: Yoga and Ayurveda for Managers

Holistyczne zarządzanie samorozwojem. Joga i ajurweda dla kadry menadżerskiej

Language: Polish Studies in Polish
University website: po.edu.pl/?lang=en
Management
Management (or managing) is the administration of an organization, whether it is a business, a not-for-profit organization, or government body. Management includes the activities of setting the strategy of an organization and coordinating the efforts of its employees (or of volunteers) to accomplish its objectives through the application of available resources, such as financial, natural, technological, and human resources. The term "management" may also refer to those people who manage an organization.
Yoga
Yoga (; Sanskrit, योगः, pronunciation) is a group of physical, mental, and spiritual practices or disciplines which originated in ancient India. There is a broad variety of yoga schools, practices, and goals in Hinduism, Buddhism, and Jainism. Among the most well-known types of yoga are Hatha yoga and Rāja yoga.
Management
In the long-run the workman may be as necessary to his master as his master is to him, but the necessity is not so immediate.
Adam Smith (1776) The Wealth of Nations Chapter VIII, p. 80
Yoga
Yoga practitioners advise the times around sunrise and sunset, well before eating a meal, as the best time for yoga and meditation practice. The science of biometeorology (the study of natural forces on human and animal life) tells us that the sun has a tremendous impact upon the lives of plants, animals, and human beings. Even our blood chemistry changes with the rising and setting of the sun! Therefore, there may be a chemical basis for the thousands of years of belief, in every spiritual tradition, that to meditate and pray at sunrise and sunset is somehow more effective, more auspicious.
Vimala Schneider McClure, in A Woman's Guide to Tantra Yoga, p. 106.
Management
Poorly managed corporations, disorganized businesses, and badly led service agencies experience crisis daily and most will eventually fail. In contrast, the danger is to well organized, smooth running institutions that may not recognize a building crisis. Too often, sound organizations rely on their normal modus operandi to pull them through a crisis. It might. But at what cost? And what if it does not pull them through?
Wheeler L. Baker, Crisis Management: A Model for Managers (1993), p. 6

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76 Prószkowska Street,
45-758 Opole,
Poland
phone: +48 77 449 80 00
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