Indian Ethos and Ethics - NMIMS SOLVED ASSIGNMENTS June 2026

 

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Indian Ethos and Ethics

Jun 2026 Examination

 

 

Q1. A family-run retail enterprise in India is known for unity and shared responsibility, much like the joint family model described in the Itihasas. During the pandemic, divisions arise as some members advocate for prioritizing short-term financial gain, while others urge maintaining staff salaries and customer trust even at a loss. Due to this differing views, Internal bonds are threatened, putting business continuity at risk. Taking insights from the joint family model and the examples of how Bharata conducted administration during Rama exile in the Ramayana, what leadership lessons would you propose that would enhance resilience and ethical unity in the enterprise during crisis. (10 Marks)

Ans 1.

Introduction

The joint family model as described in the Itihasas is not merely a domestic arrangement. It is a governance structure built on shared dharma, collective responsibility, and the subordination of individual gain to family wellbeing. When this model is applied to a family business, the same principles govern how disagreements are managed, how resources are allocated in times of scarcity, and how leadership maintains unity when self-interest threatens cohesion. The pandemic-era crisis faced by this retail enterprise mirrors the dilemma of Ayodhya during Rama's exile: the institution faces an existential threat not from outside but from within, as differing views on what constitutes the right action divide those who must act together to survive. Bharata's conduct during

Q2 (A). A major Indian pharmaceutical firm, Sanvita, discovers through an internal audit that some supply chain partners are violating environmental standards, causing hidden waste and minor regulatory issues. The operations team suggests quietly replacing these suppliers and issuing a general sustainability statement to avoid panic. The ethics officer proposes a dharmic approach of truthful disclosure, corrective action, and supplier education. Evaluate Sanvita's situation and suggest an approach with justification of expected outcomes. (5 Marks)

Ans 2(A).

Introduction

Sanvita faces a choice between two responses to a discovered ethical violation: a pragmatic concealment approach and a dharmic transparency approach. The operations team's suggestion to quietly replace suppliers while issuing a vague sustainability statement is a form of strategic silence that avoids short-term discomfort but perpetuates the underlying problem. The ethics officer's dharmic approach is grounded in the Indian philosophical principle that satya, or truthfulness, is not merely a moral virtue

 

Q2 (B). You are the Chief Strategy Officer of a technology company, is leading the executive team during a high-stakes product launch. The team is divided: one group insists on strictly following established best practices and industry benchmarks, another group relies heavily on analytical data and structured reasoning, while a third group supports bold decisions based on prior managerial experience and intuition. How would you apply sruti (authoritative wisdom), yukti (logical reasoning), and anubhava (lived experience) to harmonise these perspectives to decide on an approach? Justify your approach with expected outcomes. (5 Marks)

Ans 2(B).

Introduction

The three factions in the executive team are not actually in fundamental disagreement about the goal. They are disagreeing about the epistemological basis for decision-making: what constitutes valid knowledge for a high-stakes decision. Indian philosophical tradition addresses this question directly through the framework of pramanas, the sources of valid knowledge. The three sources most relevant here are sruti, authoritative wisdom from established sources; yukti, logical reasoning and structured analysis; and anubhava, lived experience and intuitive judgment. As Chief Strategy Officer, the task is not to choose one faction's approach but to establish a decision framework that treats all three

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