Role-play, role clarity and role-related words are much talked in the present corporate scenario. Conflict between role perceptions, expectations and status positions are inevitable in the present complex organizational structure. This article elucidates the role to be played by a manager to address these conflicts.

In the quiet hours of an evening, men, women and children having finished the day's work, assembled in the courtyard of the village temple and were listening with rapt attention, to the exposition on the Ramayana being made by a specially trained storyteller- Harikatha bhagavatar. The day's discourse was centered on the post-kidnapping scenario of Sita. When Rama returned to the cottage after killing the golden deer, the usually welcoming Sita was not to be seen at the entrance to the cottage, nor could Rama and Laksmana see her inside the cottage. The bhagavatar was saying that for Rama and Laksmana, the surroundings of the cottage bore a barren look in absence of Sita and their hearts were throbbing with fear at the turn of destiny.

On account of his separation from his noble beloved, the bhagavatar said, "Rama's heart was filled with longing and grief; he lost his cool for a while and asked Laksmana to go back to Ayodhya and take care of his mother Kausalya while being friendly with Bharata." Unmoved by his brother's crestfallen feelings, Laksmana said "Rama, you are a wise man and a scholar. You must not grieve like this. My inner voice assures me Sita is safe. The wily Raksasas must have kidnapped her to threaten us. I do not have to tell you that we must bear with fortitude all such upsets and face up to life's challenges with courage and confidence. Then we are sure to achieve success in all our efforts". The narration of the pathos undergone by Rama and Laksmana was so powerful and touchy that the audience too were engulfed in a cloud of sorrow: Some were sobbing, some were silently wiping out their tears and the rest were perhaps, cursing the God for the fate meted out to the noble brothers.

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