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to consider all these and to draw logical conclusions. It is obvious that only a multiple approach or Anekāntic approach can accomplish this seemingly impossible miracle.
C. Co-ordinating
Modern industrial, service-sector, social, political or religious organisations are agglomerations of large number of departments and subordinate organisations. Unless all these function as organic wholes, the success of the organisation remains questionable. The top manager who has to achieve this organic integrity of the organisation has to co-ordinate their functioning. As all the departments and sub-organs have their own motives, such co-ordination is by no means a simple task. It is not difficult to see that such coordination can only be achieved through the reconciliation of the motives of various sub-organs by following the Anekāntic approach.
D. Controlling - Having co-ordinated, the top manager has also to ensure that all the sub-organs of the organisation function in accordance with the arrived at decisions. This is the function of management control. Again, for effective control the top manager has to depend on various means such as Management Information System, Systemic checks, giving timely corrections, subordinate accountability, etc. It goes without saying that an effective control can only be achieved by dealing with all these means by adopting the multiple approach or Anekantavāda.
Conclusion -
In this essay we have seen that the effectiveness of any organisation depends on its ability to function as an organic whole. This involves planning, organising, co-ordination and controlling by the manager in as diverse areas as finance, personnel, 366 JAINISM: THE CREED FOR ALL TIMES
