Shukraniti (Volume 1 + Volume 2) (Set of 2) by Margie Parikh, Vinayak Buch

About the Authors
Margie Parikh
Margie Parikh is a professor at BK School of Professional and Management Studies, where she has been teaching since 1997. She received her doctoral degree for her research on Ambidexterity of organizations, which continues to motivate her explorations involving the dualities and competing goals challenging managers and leaders – and how they respond to those challenges. She has served several boards and committees in the capacity of an Independent Director, Subject Matter Expert, advisor, and an external member. In 2016, she received her bachelor’s degree with Sanskrit as the Major, and she intends to continue her study of the Indian knowledge systems and how they can inform contemporary leadership and management practices.

Vinayak Buch
An Economist academically, Administrator – Management person by profession, and a Sanskrit litterateur by passion, is how a three-sided personal profile of Vinayak Buch can be summed up. Even while working on senior & top positions in the government and public sector enterprises, for 39 years as a member of the elite Indian Administrative Service, he kept up his school days’ passion for swimming and diving in the vast ocean of heritage Sanskrit literature. After retirement, he has fully devoted himself to Sanskrit studies, mostly in Shruti and Smruti domain. He participated in this Shukraniti exposition work in spirit of ज्ञानयज्ञ – making our ancient knowledge treasure accessible to present generations.

About this book 
Governing and leading are fraught with contradictions and rival considerations. A king may be his people’s master as he shapes what prevails in his nation, but he is also a servant of the same people, as he collects taxes from them. A king should nurture and delight his people, but at the same time, he should control and discipline them. These push-and-pulls often involve not two, but three rival considerations – for example, realizing one’s desire, earning wealth in the process, and remaining ethical. A king must balance these not only for himself, but also create a context such that his subjects balance these three for themselves – that, too, as if spontaneously. A king’s throne, thus, is not only a seat of power – it is also a seat of responsibility. As responsibilities are elaborated at the levels of the king himself, then his associates, and then his subjects, a fascinating body of guidelines evolve in Shukraniti. Layers of edits and passage of centuries have not dimmed the brilliance of numerous insights into the crux of leadership and management. These are presented with translation in contemporary English, additional notes, and the meaning of each of the word in its verses.