Many Indian companies have shown a strong fight to get out of the epidemic

- Management-Dhawal Mehta

- Resilience in English is the courage to survive in any situation instead of feeling defeated or frustrated in adverse circumstances.

Ray Zillians means sticking to the goal and fighting against adversity to bounce back, stumble, not get nervous. The Corona epidemic has hit micro and small businesses the hardest, but the management of India's largest companies has patiently bounced back. This 'resilience' attitude of the company management to survive at any cost in the long run works. Here are a few examples. Speaking of individuals, Resilience can be considered as the best example of Gandhiji's self-government in politics.

South Indian TVS Group's TVS Motor Company, which manufactures various types of mopeds, scooters, premium motorcycles, etc., made a loss of Rs 15 crore in the April-June 2020 quarter. Reported.

The Hero Motor Company studied the Mexican market during that period, rather than panicking over the Covid epidemic. The company is the largest manufacturer of two-wheelers in India. Outside India, Mexico will now be the company's main customer base.

Tech Mahindra also focused on manufacturing and sales during the Covid epidemic. Its June quarter profit was Rs 4.5 crore a year ago. Its profit for the June 2018 quarter rose to Rs 12.5 crore. The company is futuristic.

"Our biggest focus in 2021-202 will be to nurture the talent of our workforce," said Gurnani, head of the company. We will enhance the expertise of our staff in the areas of Artificial Intelligence, Internet of Things and Space Technology. The company hired 200 people in the last quarter and now has a total staff of 1.5 lakh.

Sunpharma is a well known company in the pharmaceutical industry in India. He showed admirable resilience in business. In the last quarter of April-June 2020, the company had incurred a net loss of Rs 12.5 crore. With such a huge loss, the company feels that we can never be a profitable company again. However, due to the company's resilience in overcoming such depressing thoughts, the company made a profit of Rs 12.1 crore in the April-June 2018 quarter. The company's total sales increased by 3% in a single year to Rs 3 crore.

This is no small achievement. One of the characteristics of resilience managers is that they have realistic ideas about themselves. They do not live in fantasy or daydreams. Thus self-awareness or self-awareness is indispensable in cases of company crisis. In another difficult situation, a company whose management becomes pessimistic or depressed does not have the power to rise.

In short resilience managers or supervisors are optimistic. Moreover, these types of people are socially associated with many people. Their publicity is huge. They patiently deal with the overwhelming mental strain or stress that comes to them in difficult situations. The biggest symptom of this is tolerance for stress, which means that instead of panicking in a state of mental stress, he thinks about problems in a healthy way. In Gujarati, the word elastic is used for resilience. Which is totally useless.

Exide India, India's leading car or other vehicle battery maker, lost Rs 12.5 crore in April-June 2020 due to the Covid epidemic. Fa of 2021. The company had posted a net profit of Rs 21.5 crore in the same quarter last year.

As Dabur turned the effects of the Corona Recession into a lucrative opportunity, Kovid invented more than 30 new products during the epidemic and began distributing them in the villages, thus saving the company from the ill effects of the epidemic due to its innovative activities.

Most of the textile mills in Ahmedabad were shut down due to lack of resilience in management. The Calico Mill, which is considered to be one of the top mills in Ahmedabad, also closed. If these mills had changed their management style, they would probably have survived.

We are not yet fully aware of the psychological reasons why certain individuals or organizations are resilient when some organizations or individuals become nervous even when a small disaster strikes and that person or organization has to sit still. Resilience is a mental trait and does not occur in all of them.

Therefore, the company should not be intelligent in difficult times, but should open up to other people and hand over the management of the company to them. It also happens that intelligent people get very nervous in times of disaster. Resilience and intelligence are two different characteristics of human beings. So putting aside brilliant men in difficult times and handing over decisive power to religious men in the organization.