An academic course in management obviously does not offer lessons in managing the affairs of the heart. But the Class of 1977 broke through the academic shackles, with some of its members walking out of the campus with a clear strategy as to who their future soul mate shall be.
The stiff-upper-lip approach
Management education is all about the stiff-upper-lip approach of the mind. Analytical skills rule supreme, leading to rummy situations where analysis often leads to paralysis. Linear programming models get worked upon. Statistical techniques get dished out by stern looking professors who might have been hotter in their jobs more as police officers or as judges.
Hapless students are made to understand exponential smoothening techniques so as to be able to forecast business parameters in an uncertain business environment. Those with an engineering background struggle to match their debits and credits. The lucky ones who have had a background in commerce twiddle their fingers trying to grasp the complexities of quantitative techniques in decision-making.
The neglected need to boost our EQs
The behavioural sciences do provide a little bit of cheer to the tormented souls undergoing a typical MBA course. But to understand the psychology of an individual is no mean task. Mere case studies and management tips for handling an industrial strife do not improve one’s EQ substantially. Handling a tough boss eventually gets learnt only in the corporate world outside. The real world also teaches us to handle errant subordinates whose emotional blackmail upon reporting for work after a spell of French leave needs deft handling. The harsh realities of business world provide a high quality learning which can surely not be replicated within the stifling confines of a classroom.
The dashers and the rabbits
In fact, for some of those who formed the batch of 1977, the beautifully laid out campus outside provided a far better laboratory to test their hypotheses on the softer matters of the heart. These were the chosen ones who were smitten by the tender arrows of a smart Cupid.
The snag in the business of falling in love is much like that of mixed up career choices. Take an introvert and put him in a marketing assignment and the results could be disastrous. Take an extrovert used to making tall claims and put him in charge of manufacturing. The customers could soon melt away, leaving the company grappling with a credibility gap.
Same is the case in matters of love. As per the Bertie Wooster doctrine:
“….parties of the first part so often get mixed up with the wrong parties of the second part, robbed of their cooler judgment by the parties of the second part’s glamour. Put it like this. The male sex is divided into rabbits and non-rabbits and the female sex into dashers and dormice, and the trouble is that the male rabbit has a way of getting attracted by a female dasher (who would be fine for the male non-rabbit) and realizing too late that he ought to have been concentrating on some mild, gentle dormouse with whom he could settle down peacefully and nibble lettuce.”
The USP of the Class of 1977
The batch of 1977 had as many as five members of the tribe of the delicately nurtured. Since the previous one, the Class of 1976, had none, they were the cynosure of all eyes. They were invariably the prime focus of attention for many of us in the batch of 1976. All we seniors required was an inane excuse to pop up and try to grab the attention of at least one out of the five pairs of eyes we could feast on. The faculty members simply loved them – not necessarily for their academic proficiency, but merely for ensuring some discipline amongst the men folk loitering around.
Some of the members of our tribe of the so-called sterner sex were the shy and silent kind. Some were busy chasing their academic pursuits and kept their hormones under check. Others were benignly interested but limited their interactions to admiring gazes alone. Very few were the dashing types who, their puny chests all puffed up, attempted to indicate a more than passing interest in the parties of the other part.
Managed walks down the aisle
Those were traditional times when the distinction between an ‘arranged marriage’, a ‘love marriage’ and a ‘love marriage which had to be managed’ was pretty clear. Live-in relationships were not heard of.
The majority amongst us believed in the straight and narrow path that life offered then – the comfort of an ‘arranged marriage’ where the parents take the flak for subsequent problems, if any, and where love blossomed, albeit hesitatingly in some cases, much after the walk down the aisle took place. The time on the campus was, therefore, used by the members of this tribe merely to exchange furtive glances, suffer the pangs of transient infatuations and a silent admiration for the physical profile of the party of the other part.
Then there were the dashing types, the risk takers who could use their time on the campus to firm up their affection for each other and concoct some dreamy plans for their future together. To avoid inquisitive and prying eyes, they would often vanish in thin air, possibly to land in such distant locales as the Sukhna Lake or the Rose Garden.
Management knowledge put to loving use
These were indeed the souls which put most of their management knowledge to actual use. No manual has been published till now, but it is clear that strategic decisions were taken by them with due diligence. Flawless planning and execution followed. Regression Analysis was applied to ensure that respective parents fell in line with the wishes of their wards. Soft-nosed commerce was used to draw up joint P&L Accounts and Balance Sheet, so the planned merger would face little financial turbulence. Principals of Materials Management were applied to ensure that the eventual stock transfer of one party to the abode of the party of the other part was carried out in a smooth and cordial fashion. Inspiration was drawn from a random sample of other couples who had successfully handled their affairs in an exemplary fashion.
Managing the Affairs of the Heart
Cupid, when it chooses to strike, is pretty democratic in nature. If one of the Class of 1977 decided to hitch her lot with a classmate of hers, yet another signed and sealed a merger deal with a senior of the Class of 1976. Both lived happily thereafter!
Close to forty years down the road, looking at the success of these mergers and alliances, it is highly regrettable that management academics still continue to adopt the stiff-upper-lip approach which focuses on analytical skills alone.
A day should surely dawn when ‘Managing the Affairs of the Heart’ gets introduced as a compulsory full semester subject across all management institutes; a time when doctoral theses on such subjects shall be encouraged.
After all, there are as many management lessons to be drawn from the works of Shakespeare, Thomas Hardy, P G Wodehouse, O Henry and Jane Austen as can be gleaned from the tomes dished out by such luminaries as Peter F Drucker, McGregor and Philip Kotler.
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