Dhananjaya Parkhe


My friend Ishaan caps me and watches from baby pool #ipad #humour #iphone #fun #filtermania

Taken at Bsr splendour park


What Can TNT Express Deal Do For UPS? Immediately Boost Profit – Forbes

A brief word of caution. UPS will need to win approval to the deal from regulatory organizations and labor groups. “These risks would be more speed bumps int he road than anything thesis altering,” RBC Capital Markets analysts say in a note. “As we have said before, we like this deal as it makes sense from a strategic perspective.” (The RBC analysts—John Barnes, Mike Fountaine and Todd Maiden—do assume a more down beat view on the transaction, suggesting it will take longer to merge TNT and UPS.)

UPS shares are up 2.8% at $80.57 since announcing the acquisition Monday.


Pay hefty, become part of an IIM brand – Rediff.com Business

It will soon no longer be necessary to be a Nobel laureate or a pioneer in a discipline to get a gold medal at an Indian Institute of Management (IIM) to be named after oneself.

An interested party needs to only be willing to part with Rs 25 lakh and the coveted gold medal will bear the name of the individual or corporate donor for 10 years, when the scheme at IIM Ranchi becomes operational, says director M J Xavier. His officials said Bokaro Steel and JSW Steel had already sent feelers in this regard.

The donor will not just be a sponsor of the medal but the award, given to academic achievers, will be named after the donor as well.


How to Protect Your Business Against Fraud | Reputational Compliance

How to Protect Your Business Against Fraud

ReputationalCompliance March 19, 2012 0

Elizabeth Wasserman

Smaller firms, unfortunately, can be highly susceptible to incidents of fraud. Here’s some advice on protecting your company and instituting a policy to prevent external (and internal) theft.

The amount of fraud being perpetrated against businesses is getting worse, both in terms of the number of instances and the amount of money that is being lost, and some of that can be attributed to worsening economic times, according to research. Almost half of the companies around the world surveyed by PriceWaterhouseCoopers (www.pwc.com) in 2009 reported that they suffered one or more instance of economic crimes. The survey, which involved 3,000 executives of businesses large and small in 54 countries, found that 88 percent of U.S. companies that reported some type of fraud also reported declines in financial performances. In addition, three-fourths of the crimes against businesses in the U.S. were carried out by insiders.

For small and mid-sized businesses, the vulnerability to fraud can be compounded because of the sometimes informal nature and the fact that fewer staff members can result in less oversight — and a lack of checks and balances.
‘Small businesses tend to be very informal in nature. A lot of times they’re either formed with friends or family members, and all the formalities are not in place as they would be in a larger business,’ says Elena N. Lougovskaia, co-founder of Lougovskaia Boop, LLC (www.lougoboop.com), a law practice in Cleveland, Ohio, focused on business law and commercial litigation. ‘Employees wear many different hats and perhaps decision makers should be separated from people who sign the checks or one person should be responsible for signing check and a separate person should be responsible for accounting, processing invoices, and purchasing.’

The following pages will cover the types of fraud against business, how to detect fraud in your business, and how to set up policies and procedures to prevent your business becoming a victim of fraud.

How to Protect Your Business against Fraud: Types of Fraud against Business

The media is filled with stories of consumer victims of fraud.  But the reality is that businesses, especially smaller enterprises, are more often the victims of fraud than consumers.  The types of fraud can vary wildly, from accounting scams carried out by employees to fraudulent returns from customers to data theft by outsiders. Businesses have less protection than the consumer and, in some cases, can be held responsible in a business fraud scheme, owing liability to banks, shareholders, insurers, credit card processors and other entities. New laws also hold businesses accountable for liability in the event of some types of fraud perpetrated by third parties, such as data breaches.

Sources of Business Fraud
In order to understand the types of fraud that your business may be vulnerable to, you must first understand the different sources of these crimes. Most professionals agree that the top sources of business fraud, ranked in the order of frequency and cost, are as follows:

Employees and Officers
In previous surveys, PriceWaterhouseCoopers had found that the sources of crimes against business were evenly split between insiders and outsiders. But in the 2009 survey, the numbers tipped in favor of insiders carrying out the majority of crimes — in 76 percent of the cases in the U.S., according to the survey. The increased financial pressures in many companies have also prompted a rise in the amount of fraud committed by middle managers, which now accounts for 42 percent of internal frauds globally from 26 percent in 2007, the survey found. Meanwhile, the Association of Certified Fraud Examiners (ACFE) (www.acfe.com) estimates that business organizations lose 5 percent of annual revenue to fraud by employees and officers.

‘Managers and small business owners have a tendency to trust their employees to a higher degree and, because they are doing more, they may not be as detail oriented as they should be,’ says Allan Bachman, education manager for the ACFE. ‘That level of trust is often betrayed. Sometimes employees start taking advantage of the fact that the boss isn’t looking and thinks I’m doing a great job.’

The most common types of insider frauds include theft of assets and accounting frauds, but this type of crime can also include other categories, such as fraudulent worker’s compensation claims. ‘If you’re in a no-fault worker’s compensation state, as long as they’re injured within the scope of employment, they can receive compensation for their injuries,’ Lougovskaia says. ‘That’s an area where employees could be taking advantage.’

Employees, managers, and directors have the inside track and understand how a business works. That’s why they are able to perpetrate so many different types of schemes — and how they can often go undetected. Bachman says that the biggest source of insider fraud against businesses involves purchasing and procurement of goods and supplies. Insiders may be buying more goods than a business needs and lining their own pockets or paying invoices to an external third party for fraudulent orders. Other common schemes, says Bachman, include creating fictitious vendors or no-show employees — who get paid for doing nothing. Accounts payable is another area where insiders may be skimming money by taking cash payments and failing to report them or replacing today’s payments with cash paid at later dates.

Customers can also be notorious for trying to perpetrate fraud against businesses. Whether writing bad checks, using stolen credit cards, returning items not purchased from a business, or filing fraudulent injury and liability claims, there are a whole host of schemes that customers can perpetrate that will cost your business money.

‘This is a very litigious society, so if you own a store or surface where customers walk or you have a parking lot, you are susceptible to people claiming they fell and injured themselves,’ Lougovskaia says. ‘If you don’t have any surveillance and safety procedures in place, you are susceptible to frivolous liability complaints.’

False return schemes are another type of fraud that tends to impact retailers. People sometimes bring back merchandise from one store to another or they bring back merchandise that has been used. ‘I’ve seen frauds where someone walks into a store and bought three pieces of merchandise, went out to their car and put the merchandise away, and came back into the store and picked the same stuff up and put it in a bag and walked out with it,’ Bachman says.

Businesses are often the target of unscrupulous contractors’ overcharging, over billing, kick backs, failing to perform contracted work or service, and other actions.

Some vendors you hire may try to scam you by billing for work they never complete. ‘I can come into your company to provide carpet cleaning and you give me the alarm code and I come in once a month instead of once a week but bill for providing the service once a week,’ Bachman says. ‘Of you can short out services or goods because no one is paying attention. You order 50 chairs and I send 45. There are a lot of different ways of doing this.’

Third-Party Attacks
A growing number of types of fraud are being perpetrated by electronic means.  Hacking, slamming (changing your telephone service without your knowledge), phishing (acquiring user names, passwords, credit card information), identity theft and other forms of business fraud are some of the most difficult to control. More businesses are being held accountable for data breaches perpetrated by third parties, as 45 states, the District of Columbia, and some U.S. territories now have laws on the books requiring companies to notify potential victims if their personal information has been stolen or otherwise compromised.

How to Protect Your Business against Fraud: How to Detect Fraud

Given that fraud against your business can impact the bottom line, it’s important to set up procedures to verify adherence to anti-fraud policies and to detect and deter possible business fraud. Lougovskaia says business executives should commit to talking control by developing an enterprise-wide, anti-fraud policy that:

  • Verifies that anti-fraud work practices are followed and detects fraudulent activity.
  • Develops written procedures that dictate work processes in critical areas.
  • Institutes checks and balances and divides key responsibilities.

Below are several ways to deter and detect fraud in your business:

Employee Tips and Reporting
An often overlooked, but excellent way to prevent fraud is to develop an anonymous way for employees to report suspected fraud and work practices that lead to fraud.  Businesses that institute anonymous employee reporting detect fraud earlier and significantly limit financial losses. ‘You could have an anonymous tip box,’ Lougovskaia suggests. If you do opt for a tip box, you should take steps to ensure that the process isn’t abused to settle personal grudges. One way would be to appoint one individual to investigate all claims and ensure that anonymity is protected.

Internal Audits and Surprise Audits

Work processes, inventories, and accounting should be subject to regularly scheduled and announced internal audits.  In addition, unscheduled — or surprise — internal audits also should be conducted.  Work processes, inventories, and accounting can be altered in advance of regular audits, but knowing a surprise audit may occur removes temptation and increases the chance for fraud detection.

External Audits

At a regular interval, external auditors should be employed to review company accounts, contracts, inventory and work processes, Lougovskaia says.  Depending on the size of your business and whether it is a publicly-held enterprise, this may be required by law.  Thus, it makes sense to set up external audits early in the history of your business so compliance with applicable laws and regulations can be achieved as your business grows.

How to Protect Your Business against Fraud: How to Deter Fraud

There are ways to deter fraud. One of the most important steps a business can take is to create a system of awareness at the top level of management. ‘Never think that it can’t happen here,’ Bachman says. ‘Create a level of awareness throughout the organization that we’re watching for it. Make it clear in terms of deterrents that, if we catch it, we’re going to prosecute, both criminally and civilly.’ Civil action may be needed because people who have profited from ill-gotten gains may not have the cash on hand to return – they may have bought items, such as fancy cars or jewelry.

Written procedures are necessary to develop internal consistency and to insure adherence to anti-fraud work practices and policies.  At a minimum, the business should take the following steps:

  • Hiring practices and background checks. Background checks should be a precondition to employment.  The business should secure written permission to conduct such investigations, which should include criminal background investigation, verification of education, right to work, licensure and past employment, Lougovskaia says.  A credit check should be performed on employees who will handle cash or inventory.
  • Cash and receivables and accounting. A written cash and receivables handling policy should accomplish two goals.  It should train employees to spot bad checks, counterfeit currency, and stolen credit cards and insure proper accounting.  ‘The policy should address possible discipline for cash shortages and failure to strictly follow handling guidelines,’ Lougovskaia says.  The policy should address the use of customer-provided information and the handling of vital customer data.
  • Inventory handling and tracking. A written inventory policy covers sales stock and company equipment. Pilferage is often an ‘entry level’ criminal enterprise.  Contractors and employees engaged in this activity often perceive a weakness in inventory controls as an indication that fraud will not be detected. ‘What happens to those items from the time they get off the truck to the time they hit the store shelves?’ Lougovskaia says. Put those procedures in writing and give them to employees.
  • Contract and invoice reviews and procurement. Regular reviews of accounts payable invoices, purchase orders, and payments can eliminate various types of fraud.  It is important for small businesses to be able to verify that contractors have performed the work that they bill for — before paying the invoice from that contractor. ‘You need to outline billing practices with your contractors and require them to itemize billing, including the names of employees involved and listing a quarter hour itemization for each task,’ Lougovskaia says. ‘You need to provide better oversight and you need to have it in writing.’
  • Critical data and corporate information. These days, every business that keeps sensitive data — whether about customers or employees or the company — need to have written data handling policies. These policies should spell out who has access to vital information, passwords, account numbers, databases, etc. Document retention policies should include scheduled, mandatory shredding of certain documents containing employee information or corporate data.  Use confidentiality agreements and non-compete agreements for key employees.
  • Customer returns. Customer returns can be a significant source of fraud.  Since most state consumer laws require a posted customer return policy, it makes sense to develop a written return policy that will eliminate fraud risk, Lougovskaia says.  Elements of your policy might include that you require returns to take place where the item was purchased, require a receipt, and do not issue cash refunds for credit card or check purchases.
  • Visitor/customer injuries. There are ways of deterring fraudulent customer claims of accidents or incidents involving your business property. Retail establishments should consider installing video surveillance systems and having a handheld video camera ready in the event a customer falls on the premises to protect your business. If your business is not a retail establishment, you might consider requiring visitors to sign in and wear clearly identifiable badges.  Tracking customer claims of injury via incident reports, and training employees to create reports immediately, cuts down on fraudulent injury claims.
  • Internet, e-mail, laptops, cell phones, and storage devices. Clearly defined policies need to establish that Internet access and e-mail remain the property of the business for business purposes.  Eliminate all employee access to non-work e-mail and Internet sites, Lougovskaia says. Written guidelines addressing the use of business laptops, cell phones, and storage devices will reduce the possibility of critical corporate and customer data being lost or stolen.

How to Protect Your Business against Fraud: Creating Checks and Balances

Internal controls are one of the great fraud deterrents. Internal controls involve the processes by which a business operates and goals are achieved. In accounting, it refers to the reliability of financial reporting and compliance with laws and regulations. Setting up good controls is important for a business to detect and deter fraud.

‘A lot of organizations have an internal audit department, but small organizations can’t always afford that luxury,’ Bachman says. ‘But they do have accountants and other people in charge of keeping track of accounts.’ However, small businesses may have some weaknesses in terms of controls, such as putting the same employee in charge of making deposits and reconciling bank statements. Allowing one employee/department to perform multiple critical functions is inconsistent with preventing fraud. By dividing the responsibility of certain functions, a system of checks and balances is created and this creates an environment where fraud is less likely to occur. Lougovskaia says businesses should consider the following examples to establish better checks and balances:

  • Separate the person/department writing the checks from the person/department that reconciles the bank statement.
  • Do not let the person initiating a purchase order approve the payment regardless of position within the company.
  • Separate the functions of creating databases, maintaining databases and using the data.  For example, the person responsible for generating payroll checks should not be entering employee data.
  • Require separate confirmation and storage of inventory records away from the location of the inventory and rotate responsibility for taking inventory.
  • Assign administrative access to the business data, web site, intranets, and email accounts to different individuals.

Implementing a fraud prevention plan requires commitment and also requires the business to provide the right tools and support to its employees. Businesses are better off if they build in deterrents, establish good controls, and provide oversight. It’s also important to encourage employees to have a conscientious attitude, says Bachman, such as: ‘Our business’ survival depends on employees being honest.’

Source: inc


Difference Between Business Ethics and Social Responsibility | Reputational Compliance

Difference Between Business Ethics and Social Responsibility

ReputationalCompliance March 12, 2012 0

Business Ethics vs Social Responsibility

Business ethics and social responsibility are commonly used in everyday parlance almost interchangeably. While social responsibility is self explanatory, ethics is a word that puts one in a dilemma. Social responsibility looks clearly defined and demarcated. Companies have a policy of social responsibility known as corporate social responsibility whereby they commit to follow their businesses in such a way so as to benefit the community at large. But ethics is a loose term that is dependent upon a person’s conscience. There are certain differences between the two and the two are not overlapping completely.

Business Ethics

Before we move to business ethics, we need to spell out clearly the word ethics. Derived from ancient Greek word ethos, ethics has come to mean moral character. Ethical behaviour is what is good or right. Ethical senses always make use of good, bad, right and wrong. Applying this definition to business, we come to a conclusion that though the primary objective of any business or company is to maximize the profits to shareholders, stakeholders also need to be kept in mind, they are directly or indirectly affected by the decisions taken by the company for the operation of business.

Business ethics is the behaviour of any business that it indulges in its dealings with the community or society. For some, making money is all they are interested in, and this is capitalism in its dirtiest form. These people are least concerned with the bad effects of their business practices and the harm they are doing to the society at large.

When companies do not engage in good business ethics, they are penalised by the law. But such cases are rare and the profits of companies engaging in unethical behaviour are far more than these punitive fines.

Social Responsibility

Man is a social animal and cannot live in isolation. He is expected to behave in a manner that is socially and morally acceptable to others. The same applies to businesses. Though the primary objective of any business is to earn maximum profits for the owners and shareholders, it is also expected to conduct its operations in a manner that it fulfils its social obligations also. For example, though it is not binding on any private sector company to provide employment to the disabled or weaker sections of the society, it is considered to be a part of the social responsibility of the company to absorb people from such sections of the society. Similarly though there is not written law to compel a company to engage in acts to do something to reduce pollution or to do something for the betterment of environment, taking up projects to clean up environment are considered to be a part of the social responsibility of the company.

Difference between Business Ethics and Social Responsibility

Though business ethics and social responsibility seem to be overlapping, there has always been a contradiction between the two. Companies, though they are committed to be socially responsible for their behaviour have been found to be engaging in acts that cannot be called ethical.

What is good for the society is sometimes not good for the business, and what is good for the business is almost always not good for the society.

If the society is conscious, it responds in such a way that businesses are forced to behave responsibly. The same applies to the administration and the judiciary of any country.

Selling of liquor and tobacco in any society is not against business ethics though it may be against the principles of social responsibility. The same applies to lotteries and gambling. But it is certainly against business ethics as well as against social responsibility to entice minors to engage in smoking and drinking.

Source: differencebetween


Stop Talking About Social and Do It – Nilofer Merchant – Harvard Business Review

“Leadership” has changed when a decentralized group of people can take down a government. “The Value Chain” has changed when the customer is no longer just the “buyer” but also a co-creator. “Human Resources” have changed when most of the people who create value for your organization are neither hired nor paid by you. “Competition” has changed when individuals can create value through a centralized network of resources: for example, designing a product from anywhere, producing it through a 3D factory, financing it through community and distribution from anywhere to anywhere.

Yet our business models have not changed to keep pace with these shifts.

This five-part series has shared case studies and examples of how the social era affects all areas of the business model: how we create, deliver, and capture value. (See part one, part two, part three, and part four.)

Here’s a quick visual summary of what we’ve covered so far:


These changes are not transitory or reversible, but fundamental and irrevocable. The social-era models are inherently more fast, fluid, and flexible than the models that preceded them. The big question is: how are we actually going to do this thing?

And it is a huge question: it is a life’s work-sized-question that can’t possibly be answered in a blog post, or even a series of posts. But I can offer three actionable, thought-provoking exercises that you can start with, today:

From paid to purpose-driven. In the social era, purpose precedes scale. And as we discussed in part two of the series, shared purpose allows many communities to engage with you — without you having to invest resources in controlling their actions. When TED unleashed TEDx, they created a force multiplier. Shared purpose aligns people without coordination costs.

Purpose is also a better motivator than money. Money, while necessary, motivates neither the best people, nor the best in people. Purpose does.

Actionable exercise: Have the people you work with write down the purpose of your work, then compare answers. Then ask, are any of these purposes something that would create a multiplier effect? Engage hearts and minds?

From isolated organizations to communities. The social era will reward those organizations that understand they can create more value with communities than they can on their own. Communities of proximity, where participants share a geographic location (Craigslist is an example but co-working locations are another) will allow people to organize work differently. Communities of passion who share a common interest (photography, or food, or books) can inform new product lines. Communities of purpose will willingly share a common task to build something (like Wikipedia) that will carry your brand and its offer to another level. Communities of practice, where they share a common career or field of business, will extend your offer because it extends their expertise (like McAfee mavens). Communities of providence that allow people to discover connections with others (as in Facebook) and thus enable the sharing of information, products and ideas.

Actionable exercise: Imagine that if you asked, you could get communities to co-create with you. What could you do together? What would be one way to try it out?

From centralized to distributed. While management often espouses the notion that good ideas can come from everywhere, in practice there are “thinkers” who create strategies and designated “doers” who execute those strategies. But that only leaves an air sandwich in the organization, where debates, tradeoffs, and necessary discussions are skipped. This air sandwich is the source of all strategic failure. Instead of centralized decisions, we need distributed input and distributed decisions.

Actionable exercise: Rather than making command and control a “bad” thing, discuss what areas needs which controls. Then examine how more, if not most, areas and decisions can distributed (and thus made radically more flexible). For the purpose of the exercise, say that you want 50% or 70% all decisions to be free of permission-seeking and check-ins. What would it take to get there?

When we emphasize purpose, engage communities, and distribute decision-making, we begin to stop talking about being fast, fluid, and flexible, and actually begin to make our organizations become fast, fluid, and flexible. This can change how we organize every single part of these organizations — from what we make, to how we product and distribute, to how we market and sell. Everything.

Disrupting How We Work
Many of you know of Clay Christensen’s iconic work the Innovators Dilemma. Small newcomers eat off bits of an established leader’s business through lower cost structure and a willingness to accept lower margins. This phenomenon has been seen in industry after industry, and usually focused on the cost of delivering goods and services. In other words, “Look how the steel mini-mills making rebar disrupt the established integrated steel mills making sheet steel.” At each point in the disruption, it makes economic sense for the big company to surrender that bit of the market to the disruptor, and so big companies logically put themselves out of business.

I think there is an analogous process going on with the organizational structure of businesses themselves; that aside from market-specific competition from below, there is also competition from disruptive organizations that are finding new ways to get work done. This change is just as threatening to established businesses as the process competitors Christensen identified, and just as difficult to respond to.

Where once you could reexamine the organization’s model (the how) every few years to support the rest of the business (the what), reinventing the how becomes its own muscle to develop.

How does this lead to disruption? To answer this question, let’s look at Singularity University, which I mentioned earlier in this series. You might recall that they deliver an education curriculum of 300 hours with seven full-time staff. Their organizational model lets them then fluidly reinvent what they create next, thus baking innovation in with their disruptive design. In particular some 80% of their business resources are fluid. Their purpose doesn’t change, but their “what” does. Their business model allows them to persistently review “what’s the next big thing” and adjust. Using Christensen’s metaphor, educational institutions are the sheet steel with its ever-increasing tuitions to support their tenured staff, while Singular University is the rebar. But their flexible design gives them the chance to keep being the “rebar.”

What Happens Now
Rather than try to power through with size, we’ll have to find power through shared purpose.

Rather than hiring and directing inside the walls of an organization, we’ll tear down those walls altogether and allow everyone to own a part of the big picture.

Rather than taking long stretches of time to perfect something, we’ll build fast, fluid and flexible organizations.

What we create in the end will be a different type of organization, one that embodies a culture of innovation.

Since I began writing this series, many of you have written publicly and privately asking, doesn’t this just mean the “800-pound gorilla” dies? Entrepreneurs and the startup ecosystem who embody fast / fluid / flexible attributes certainly believe that the established players are fated to die. Many think of these big organizations as the dinosaurs of our time. But one can look at the history of dinosaurs and see that dinosaurs didn’t really die. Paleontologists have suggested that dinosaurs are all around us today actually, as birds.

Applied to today’s business giants, the analogy probably holds. The “species” that adapt to the changes in the environment faster will do better. That is for sure. What is less clear is what they will become as they adapt. Perhaps the new model for a successful business should be “Nimble.” Or “Flux.” Or “Humanized.” Or “Networked.” Frankly, I find the search for naming less-than-fruitful. We have plenty of names already; will another name really help you act?

Over time, there will be a lot more dots filling out this picture. But the fundamental principles of the social era are already clear enough to form a new set of organizing principles for business. The world has changed; how we create value has changed. Organizationally we have not. It’s time to pay attention to these emerging business models now, to benefit our organizations, our economies, and ourselves.

More blog posts by Nilofer Merchant


We don’t need ( More) Clothes

WE DON’T NEED (more) CLOTHES / by @agalorda

View more presentations from Alvaro González-Alorda
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The End of Teaching – As we know it


Seth Godin newsletter

* Fifty is the new thirty – http://feedproxy.google.com/~r/typepad/sethsmainblog/~3/WplsPXjjOYc/fifty-is-… Baby boomers continue to redefine our culture, because there’s just so many of us, we’re used to being the center of attention. Add into that the fact that we’re living much longer and careers are becoming more flexible and it’s pretty clear that in just about every cultural respect, fifty year olds are living, acting and looking more like thirty year olds every day. This changes more than personal financial planning. It changes the marketing of every service and product aimed at consumers–and yet most traditional advertisers are stuck in the mindset that thirty is the end of your chance to find a new customer or build a new brand. •

Millennials Are More ‘Generation Me’ Than ‘Generation We,’ Study Finds – Students – The Chronicle of Higher Education

Millennials Are More ‘Generation Me’ Than ‘Generation We,’ Study Finds

Millennials, the generation of young Americans born after 1982, may not be the caring, socially conscious environmentalists some have portrayed them to be, according to a study described in the new issue of the Journal of Personality and Social Psychology.

The study, which compares the traits of young people in high school and entering college today with those of baby boomers and Gen X’ers at the same age from 1966 to 2009, shows an increasing trend of valuing money, image, and fame more than inherent principles like self-acceptance, affiliation, and community. “The results generally support the ‘Generation Me’ view of generational differences rather than the ‘Generation We,'” the study’s authors write in a report published today, “Generational Differences in Young Adults’ Life Goals, Concern for Others, and Civic Orientation.”

For example, college students in 1971 ranked the importance of being very well off financially No. 8 in their life goals, but since 1989, they have consistently placed it at the top of the list.

The study—by Jean M. Twenge, a professor at San Diego State University; Elise C. Freeman, a graduate research associate at the same university; and W. Keith Campbell, a professor at University of Georgia—is the latest to seek to define the behavior and traits of the millennial generation.

Views on this much-debated topic have varied widely among experts.

In 2000, the popular book Millennials Rising: The Next Great Generation, by Neil Howe and William Strauss, portrayed the group as engaged, high-achieving, and confident, among other “core traits.”

Ms. Twenge, the lead author of the new study, believes otherwise.

She has also published a book on the millennials, Generation Me: Why Today’s Young Americans Are More Confident, Assertive, Entitled—and More Miserable Than Ever Before, in which she writes: “I see no evidence that today’s young people feel much attachment to duty or to group cohesion. Young people have been consistently taught to put their own needs first and to focus on feeling good about themselves.”

That view is apparent in the new study’s findings, such as a steep decline in concern for the environment. The study found that three times more millennials than baby boomers said they made no personal effort at all to practice sustainability. Only 51 percent of millennials said they tried to save energy by cutting down on electricity, compared with 68 percent of baby boomers and 60 percent of Gen X’ers.

The study also found a decline in civic interest, such as political participation and trust in government, as well as in concern for others, including charity donations, and in the importance of having a job worthwhile to society.

The millennial generation has been raised in a culture that places “more focus on the self and less focus on the group, society, and community,” Ms. Twenge says

“The aphorisms have shifted to ‘believe in yourself’ and ‘you’re special,'” she says. “It emphasizes individualism, and this gets reflected in personality traits and attitudes.”

Even community service, the one aspect where millennials’ engagement rose, does not seem to stem from genuine altruism. The study attributes that gain to high schools in recent years requiring volunteer hours to graduate. The number of public high schools with organized community-service programs jumped from 9 percent in 1984 to 46 percent in 1999, according to the study.

Most of the study’s data point toward more individualism and less cohesion. The advantages of individualism are more tolerance, equality, and less prejudice, says Ms. Twenge. But the broader implication, she says, is not good.

“Having a population that is civically involved, is interested in helping others, and interested in the problems in the nation and the world, are generally good things,” she says. But Ms. Twenge does not believe this is happening. People are “more isolated and wrapped up in their own problems,” she says. “It doesn’t bode well for society in general.”

Dhananjaya Parkhe

Should I Send This E-mail? [infographic] | Daily Infographic

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Which MBA? | Competent? Prove it | The Economist

Thomas Hout, a Harvard Business Review blogger and lecturer at Tufts University


Customer Care?

Newsletter by Seth Godin

* Speaking when they care (reorganizing the economics and attitude of customer service) – http://feedproxy.google.com/~r/typepad/sethsmainblog/~3/ZwXFJNVTNMs/reorganiz…

Advertisers struggle to be heard through the noise. Customer service reps, on the other hand, can whisper.

A few organizations have figured out how to turn customer service into a marketing opportunity and thus a profit center. They figure if they’ve got your attention, if they’re talking to you at a moment when you care a great deal, they can turn that into an opportunity to delight. And being delighted is remarkable and worth talking about.

That means that if your organization has a stall, deny and avoid policy when it comes to customer interaction, you will almost certainly be defeated if a competitor comes up with a scalable way to delight.

Overseas call centers and online chat handled by untrained workers with no incentives seem like clever ways to cut costs during stressful times. What they actually are is scalable engines of annoyance, time-sucking processeses that raise expectations and then totally dash them. Better to not even have a phone number. (You can’t call Google but you don’t want to call Adobe–which one generates more animus–the inability to call, or the promise, unfilled, of respect and thoughtful help?)

Or consider: Some airlines are starting to realize that a delayed or cancelled flight is actually a chance to earn some remarkability. In the two hours that someone is stranded, they’re paying very careful attention to your brand. What are you doing? Notifying them by email that the flight is late, offering them free wifi, even giving them a link to a free book or movie online–none of that costs more than caring…all of them important opportunities to be heard and remembered.

Investing in delight via customer service is cheap to experiment with and easy to prove. Just siphon off 1% of your calls to a trained person who actually cares and wants to help–and see what happens to customer satisfaction and word of mouth. Cancel a few TV ads and you can pay for it–soon it will pay for itself


67. Ram Sham and Mango tree

Ram and Sham both claimed ownership of the same mango tree. One day they approached Birbal and asked him to settle the dispute. Birbal said to them: “There is only one way to settle the matter. Pluck all the fruits on the tree and divide them equally between the two of you. Then cut down the tree and divide the wood”. Ram thought it was a fair judgment and said so. But Sham was horrified. “Your Honor” he said to Birbal “I’ve tended that tree for seven years. I’d rather let Ram have it than see it cut down.” “Your concern for the tree has told me all I wanted to know” said Birbal, and declared Sham the true owner of the tree.

66. Sun and shadow

Birbal was missing. He and the emperor had a quarrel and Birbal had stormed out of the palace vowing never to return. Now Akbar missed him and wanted him back but no one knew where he was. Then the emperor had a brainwave. He offered a reward of 1000 gold coins to any man who could come to the palace observing the following condition. The man had to walk in the sun without an umbrella but he had to be in the shade at the same time. “Impossible,” said the people. Then a villager came carrying a string cot over his head and claimed the prize. “I’ve walked in the sun but at the same time I was in the shade of the strings of the cot,” he said. It was a brilliant solution. On interrogation the villager confessed that the idea had been suggested to him by a man living with him. “It could only be Birbal!” said the emperor, delighted. Sure enough it was Birbal and he and the emperor had a joyous reunion.

65. Deny rumours

One day a man stopped Birbal in the street and began narrating his woes to him. “I’ve walked twenty miles to see you,” he told Birbal finally, “and all along the way people kept saying you were the most generous man in the country.” Birbal knew the man was going to ask him for money. “Are you going back the same way?” he asked. “Yes,” said the man. “Will you do me a favor?” “Certainly,” said the man. “What do you want me to do?” “Please deny the rumor of my generosity,” said Birbal, walking away.

Story: Naughty boy

THE NAUGHTY BOY Along time ago, there lived an old poet, a thoroughly kind old poet. As he was sitting one evening in his room, a dreadful storm arose without, and the rain streamed down from heaven; but the old poet sat warm and comfortable in his chimney-corner, where the fire blazed and the roasting apple hissed. “Those who have not a roof over their heads will be wetted to the skin,” said the good old poet. “Oh let me in! Let me in! I am cold, and I’m so wet!” exclaimed suddenly a child that stood crying at the door and knocking for admittance, while the rain poured down, and the wind made all the windows rattle. “Poor thing!” said the old poet, as he went to open the door. There stood a little boy, quite naked, and the water ran down from his long golden hair; he trembled with cold, and had he not come into a warm room he would most certainly have perished in the frightful tempest. “Poor child!” said the old poet, as he took the boy by the hand. “Come in, come in, and I will soon restore thee! Thou shalt have wine and roasted apples, for thou art verily a charming child!” And the boy was so really. His eyes were like two bright stars; and although the water trickled down his hair, it waved in beautiful curls. He looked exactly like a little angel, but he was so pale, and his whole body trembled with cold. He had a nice little bow in his hand, but it was quite spoiled by the rain, and the tints of his many-colored arrows ran one into the other. The old poet seated himself beside his hearth, and took the little fellow on his lap; he squeezed the water out of his dripping hair, warmed his hands between his own, and boiled for him some sweet wine. Then the boy recovered, his cheeks again grew rosy, he jumped down from the lap where he was sitting, and danced round the kind old poet. “You are a merry fellow,” said the old man. “What’s your name?” “My name is Cupid,” answered the boy. “Don’t you know me? There lies my bow; it shoots well, I can assure you! Look, the weather is now clearing up, and the moon is shining clear again through the window.” “Why, your bow is quite spoiled,” said the old poet. “That were sad indeed,” said the boy, and he took the bow in his hand and examined it on every side. “Oh, it is dry again, and is not hurt at all; the string is quite tight. I will try it directly.” And he bent his bow, took aim, and shot an arrow at the old poet, right into his heart. “You see now that my bow was not spoiled,” said he laughing; and away he ran. The naughty boy, to shoot the old poet in that way; he who had taken him into his warm room, who had treated him so kindly, and who had given him warm wine and the very best apples! The poor poet lay on the earth and wept, for the arrow had really flown into his heart. “Fie!” said he. “How naughty a boy Cupid is! I will tell all children about him, that they may take care and not play with him, for he will only cause them sorrow and many a heartache.” And all good children to whom he related this story, took great heed of this naughty Cupid; but he made fools of them still, for he is astonishingly cunning. When the university students come from the lectures, he runs beside them in a black coat, and with a book under his arm. It is quite impossible for them to know him, and they walk along with him arm in arm, as if he, too, were a student like themselves; and then, unperceived, he thrusts an arrow to their bosom. When the young maidens come from being examined by the clergyman, or go to church to be confirmed, there he is again close behind them. Yes, he is forever following people. At the play, he sits in the great chandelier and burns in bright flames, so that people think it is really a flame, but they soon discover it is something else. He roves about in the garden of the palace and upon the ramparts: yes, once he even shot your father and mother right in the heart. Ask them only and you will hear what they’ll tell you. Oh, he is a naughty boy, that Cupid; you must never have anything to do with him. He is forever running after everybody. Only think, he shot an arrow once at your old grandmother! But that is a long time ago, and it is all past now; however, a thing of that sort she never forgets. Fie, naughty Cupid! But now you know him, and you know, too, how ill-behaved he is! THE NAUGHTY BOY Along time ago, there lived an old poet, a thoroughly kind old poet. As he was sitting one evening in his room, a dreadful storm arose without, and the rain streamed down from heaven; but the old poet sat warm and comfortable in his chimney-corner, where the fire blazed and the roasting apple hissed. “Those who have not a roof over their heads will be wetted to the skin,” said the good old poet. “Oh let me in! Let me in! I am cold, and I’m so wet!” exclaimed suddenly a child that stood crying at the door and knocking for admittance, while the rain poured down, and the wind made all the windows rattle. “Poor thing!” said the old poet, as he went to open the door. There stood a little boy, quite naked, and the water ran down from his long golden hair; he trembled with cold, and had he not come into a warm room he would most certainly have perished in the frightful tempest. “Poor child!” said the old poet, as he took the boy by the hand. “Come in, come in, and I will soon restore thee! Thou shalt have wine and roasted apples, for thou art verily a charming child!” And the boy was so really. His eyes were like two bright stars; and although the water trickled down his hair, it waved in beautiful curls. He looked exactly like a little angel, but he was so pale, and his whole body trembled with cold. He had a nice little bow in his hand, but it was quite spoiled by the rain, and the tints of his many-colored arrows ran one into the other. The old poet seated himself beside his hearth, and took the little fellow on his lap; he squeezed the water out of his dripping hair, warmed his hands between his own, and boiled for him some sweet wine. Then the boy recovered, his cheeks again grew rosy, he jumped down from the lap where he was sitting, and danced round the kind old poet. “You are a merry fellow,” said the old man. “What’s your name?” “My name is Cupid,” answered the boy. “Don’t you know me? There lies my bow; it shoots well, I can assure you! Look, the weather is now clearing up, and the moon is shining clear again through the window.” “Why, your bow is quite spoiled,” said the old poet. “That were sad indeed,” said the boy, and he took the bow in his hand and examined it on every side. “Oh, it is dry again, and is not hurt at all; the string is quite tight. I will try it directly.” And he bent his bow, took aim, and shot an arrow at the old poet, right into his heart. “You see now that my bow was not spoiled,” said he laughing; and away he ran. The naughty boy, to shoot the old poet in that way; he who had taken him into his warm room, who had treated him so kindly, and who had given him warm wine and the very best apples! The poor poet lay on the earth and wept, for the arrow had really flown into his heart. “Fie!” said he. “How naughty a boy Cupid is! I will tell all children about him, that they may take care and not play with him, for he will only cause them sorrow and many a heartache.” And all good children to whom he related this story, took great heed of this naughty Cupid; but he made fools of them still, for he is astonishingly cunning. When the university students come from the lectures, he runs beside them in a black coat, and with a book under his arm. It is quite impossible for them to know him, and they walk along with him arm in arm, as if he, too, were a student like themselves; and then, unperceived, he thrusts an arrow to their bosom. When the young maidens come from being examined by the clergyman, or go to church to be confirmed, there he is again close behind them. Yes, he is forever following people. At the play, he sits in the great chandelier and burns in bright flames, so that people think it is really a flame, but they soon discover it is something else. He roves about in the garden of the palace and upon the ramparts: yes, once he even shot your father and mother right in the heart. Ask them only and you will hear what they’ll tell you. Oh, he is a naughty boy, that Cupid; you must never have anything to do with him. He is forever running after everybody. Only think, he shot an arrow once at your old grandmother! But that is a long time ago, and it is all past now; however, a thing of that sort she never forgets. Fie, naughty Cupid! But now you know him, and you know, too, how ill-behaved he is!
Dhananjaya Parkhe

#jet #seeding #hobby #instagram #iphone #sky #clouds are the jets seeding clouds? Rains predicted on14th #ig #smile

Taken at Bsr splendour park

Dhananjaya Parkhe

#future #lol #motivation #sky #iphone #iphone #instagram #hobby Rains predicted in Bangalore on 14th

Taken at Bsr splendour park


Political Ethics of Chanakya

1. Humbly bowing down before the almighty Lord Sri Vishnu, the Lord of the three worlds, I recite maxims of the science of political ethics (niti) selected from the various satras (scriptures). 2. That man who by the study of these maxims from the satras acquires a knowledge of the most celebrated principles of duty, and understands what ought and what ought not to be followed, and what is good and what is bad, is most excellent. 3. Therefore with an eye to the public good, I shall speak that which, when understood, will lead to an understanding of things in their proper perspective. 4. Even a pandit comes to grief by giving instruction to a foolish disciple, by maintaining a wicked wife, and by excessive familiarity with the miserable. 5. A wicked wife, a false friend, a saucy servant and living in a house with a serpent in it are nothing but death. 6. One should save his money against hard times, save his wife at the sacrifice of his riches, but invariably one should save his soul even at the sacrifice of his wife and riches. 7. Save your wealth against future calamity. Do not say, “What fear has a rich man, of calamity?” When riches begin to forsake one even the accumulated stock dwindles away. 8. Do not inhabit a country where you are not respected, cannot earn your livelihood, have no friends, or cannot acquire knowledge. 9. Do not stay for a single day where there are not these five persons: a wealthy man, a brahmin well versed in Vedic lore, a king, a river and a physician . 10. Wise men should never go into a country where there are no means of earning one’s livelihood, where the people have no dread of anybody, have no sense of shame, no intelligence, or a charitable disposition. 11. Test a servant while in the discharge of his duty, a relative in difficulty, a friend in adversity, and a wife in misfortune. 12. He is a true friend who does not forsake us in time of need, misfortune, famine, or war, in a king’s court, or at the crematorium (smasana). 13. He who gives up what is imperishable for that which is perishable, loses that which is imperishable; and doubtlessly loses that which is perishable also. 14. A wise man should marry a virgin of a respectable family even if she is deformed. He should not marry one of a low-class family, through beauty.Marriage in a family of equal status is preferable. 15. Do not put your trust in rivers, men who carry weapons, beasts with claws or horns, women, and members of a royal family 16. Even from poison extract nectar, wash and take back gold if it has fallen in filth, receive the highest knowledge (Krsna consciousness) from a low born person; so also a girl possessing virtuous qualities (stri-ratna) even if she were born in a disreputable family. 17. Women have hunger two-fold, shyness four-fold, daring six-fold, and lust eight-fold as compared to men.

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63. The red shoes

THE RED SHOES There was once a little girl who was very pretty and delicate, but in summer she was forced to run about with bare feet, she was so poor, and in winter wear very large wooden shoes, which made her little insteps quite red, and that looked so dangerous! In the middle of the village lived old Dame Shoemaker; she sat and sewed together, as well as she could, a little pair of shoes out of old red strips of cloth; they were very clumsy, but it was a kind thought. They were meant for the little girl. The little girl was called Karen. On the very day her mother was buried, Karen received the red shoes, and wore them for the first time. They were certainly not intended for mourning, but she had no others, and with stockingless feet she followed the poor straw coffin in them. Suddenly a large old carriage drove up, and a large old lady sat in it: she looked at the little girl, felt compassion for her, and then said to the clergyman: “Here, give me the little girl. I will adopt her!” And Karen believed all this happened on account of the red shoes, but the old lady thought they were horrible, and they were burnt. But Karen herself was cleanly and nicely dressed; she must learn to read and sew; and people said she was a nice little thing, but the looking-glass said: “Thou art more than nice, thou art beautiful!” Now the queen once travelled through the land, and she had her little daughter with her. And this little daughter was a princess, and people streamed to the castle, and Karen was there also, and the little princess stood in her fine white dress, in a window, and let herself be stared at; she had neither a train nor a golden crown, but splendid red morocco shoes. They were certainly far handsomer than those Dame Shoemaker had made for little Karen. Nothing in the world can be compared with red shoes. Now Karen was old enough to be confirmed; she had new clothes and was to have new shoes also. The rich shoemaker in the city took the measure of her little foot. This took place at his house, in his room; where stood large glass-cases, filled with elegant shoes and brilliant boots. All this looked charming, but the old lady could not see well, and so had no pleasure in them. In the midst of the shoes stood a pair of red ones, just like those the princess had worn. How beautiful they were! The shoemaker said also they had been made for the child of a count, but had not fitted. “That must be patent leather!” said the old lady. “They shine so!” “Yes, they shine!” said Karen, and they fitted, and were bought, but the old lady knew nothing about their being red, else she would never have allowed Karen to have gone in red shoes to be confirmed. Yet such was the case. Everybody looked at her feet; and when she stepped through the chancel door on the church pavement, it seemed to her as if the old figures on the tombs, those portraits of old preachers and preachers’ wives, with stiff ruffs, and long black dresses, fixed their eyes on her red shoes. And she thought only of them as the clergyman laid his hand upon her head, and spoke of the holy baptism, of the covenant with God, and how she should be now a matured Christian; and the organ pealed so solemnly; the sweet children’s voices sang, and the old music-directors sang, but Karen only thought of her red shoes. In the afternoon, the old lady heard from everyone that the shoes had been red, and she said that it was very wrong of Karen, that it was not at all becoming, and that in future Karen should only go in black shoes to church, even when she should be older. The next Sunday there was the sacrament, and Karen looked at the black shoes, looked at the red ones–looked at them again, and put on the red shoes. The sun shone gloriously; Karen and the old lady walked along the path through the corn; it was rather dusty there. At the church door stood an old soldier with a crutch, and with a wonderfully long beard, which was more red than white, and he bowed to the ground, and asked the old lady whether he might dust her shoes. And Karen stretched out her little foot. “See, what beautiful dancing shoes!” said the soldier. “Sit firm when you dance”; and he put his hand out towards the soles. And the old lady gave the old soldier alms, and went into the church with Karen. And all the people in the church looked at Karen’s red shoes, and all the pictures, and as Karen knelt before the altar, and raised the cup to her lips, she only thought of the red shoes, and they seemed to swim in it; and she forgot to sing her psalm, and she forgot to pray, “Our Father in Heaven!” Now all the people went out of church, and the old lady got into her carriage. Karen raised her foot to get in after her, when the old soldier said, “Look, what beautiful dancing shoes!” And Karen could not help dancing a step or two, and when she began her feet continued to dance; it was just as though the shoes had power over them. She danced round the church corner, she could not leave off; the coachman was obliged to run after and catch hold of her, and he lifted her in the carriage, but her feet continued to dance so that she trod on the old lady dreadfully. At length she took the shoes off, and then her legs had peace. The shoes were placed in a closet at home, but Karen could not avoid looking at them. Now the old lady was sick, and it was said she could not recover. She must be nursed and waited upon, and there was no one whose duty it was so much as Karen’s. But there was a great ball in the city, to which Karen was invited. She looked at the old lady, who could not recover, she looked at the red shoes, and she thought there could be no sin in it; she put on the red shoes, she might do that also, she thought. But then she went to the ball and began to dance. When she wanted to dance to the right, the shoes would dance to the left, and when she wanted to dance up the room, the shoes danced back again, down the steps, into the street, and out of the city gate. She danced, and was forced to dance straight out into the gloomy wood. Then it was suddenly light up among the trees, and she fancied it must be the moon, for there was a face; but it was the old soldier with the red beard; he sat there, nodded his head, and said, “Look, what beautiful dancing shoes!” Then she was terrified, and wanted to fling off the red shoes, but they clung fast; and she pulled down her stockings, but the shoes seemed to have grown to her feet. And she danced, and must dance, over fields and meadows, in rain and sunshine, by night and day; but at night it was the most fearful. She danced over the churchyard, but the dead did not dance–they had something better to do than to dance. She wished to seat herself on a poor man’s grave, where the bitter tansy grew; but for her there was neither peace nor rest; and when she danced towards the open church door, she saw an angel standing there. He wore long, white garments; he had wings which reached from his shoulders to the earth; his countenance was severe and grave; and in his hand he held a sword, broad and glittering. “Dance shalt thou!” said he. “Dance in thy red shoes till thou art pale and cold! Till thy skin shrivels up and thou art a skeleton! Dance shalt thou from door to door, and where proud, vain children dwell, thou shalt knock, that they may hear thee and tremble! Dance shalt thou–!” “Mercy!” cried Karen. But she did not hear the angel’s reply, for the shoes carried her through the gate into the fields, across roads and bridges, and she must keep ever dancing. One morning she danced past a door which she well knew. Within sounded a psalm; a coffin, decked with flowers, was borne forth. Then she knew that the old lady was dead, and felt that she was abandoned by all, and condemned by the angel of God. She danced, and she was forced to dance through the gloomy night. The shoes carried her over stack and stone; she was torn till she bled; she danced over the heath till she came to a little house. Here, she knew, dwelt the executioner; and she tapped with her fingers at the window, and said, “Come out! Come out! I cannot come in, for I am forced to dance!” And the executioner said, “Thou dost not know who I am, I fancy? I strike bad people’s heads off; and I hear that my axe rings!” “Don’t strike my head off!” said Karen. “Then I can’t repent of my sins! But strike off my feet in the red shoes!” And then she confessed her entire sin, and the executioner struck off her feet with the red shoes, but the shoes danced away with the little feet across the field into the deep wood. And he carved out little wooden feet for her, and crutches, taught her the psalm criminals always sing; and she kissed the hand which had wielded the axe, and went over the heath. “Now I have suffered enough for the red shoes!” said she. “Now I will go into the church that people may see me!” And she hastened towards the church door: but when she was near it, the red shoes danced before her, and she was terrified, and turned round. The whole week she was unhappy, and wept many bitter tears; but when Sunday returned, she said, “Well, now I have suffered and struggled enough! I really believe I am as good as many a one who sits in the church, and holds her head so high!” And away she went boldly; but she had not got farther than the churchyard gate before she saw the red shoes dancing before her; and she was frightened, and turned back, and repented of her sin from her heart. And she went to the parsonage, and begged that they would take her into service; she would be very industrious, she said, and would do everything she could; she did not care about the wages, only she wished to have a home, and be with good people. And the clergyman’s wife was sorry for her and took her into service; and she was industrious and thoughtful. She sat still and listened when the clergyman read the Bible in the evenings. All the children thought a great deal of her; but when they spoke of dress, and grandeur, and beauty, she shook her head. The following Sunday, when the family was going to church, they asked her whether she would not go with them; but she glanced sorrowfully, with tears in her eyes, at her crutches. The family went to hear the word of God; but she went alone into her little chamber; there was only room for a bed and chair to stand in it; and here she sat down with her Prayer-Book; and whilst she read with a pious mind, the wind bore the strains of the organ towards her, and she raised her tearful countenance, and said, “O God, help me!” And the sun shone so clearly, and straight before her stood the angel of God in white garments, the same she had seen that night at the church door; but he no longer carried the sharp sword, but in its stead a splendid green spray, full of roses. And he touched the ceiling with the spray, and the ceiling rose so high, and where he had touched it there gleamed a golden star. And he touched the walls, and they widened out, and she saw the organ which was playing; she saw the old pictures of the preachers and the preachers’ wives. The congregation sat in cushioned seats, and sang out of their Prayer-Books. For the church itself had come to the poor girl in her narrow chamber, or else she had come into the church. She sat in the pew with the clergyman’s family, and when they had ended the psalm and looked up, they nodded and said, “It is right that thou art come!” “It was through mercy!” she said. And the organ pealed, and the children’s voices in the choir sounded so sweet and soft! The clear sunshine streamed so warmly through the window into the pew where Karen sat! Her heart was so full of sunshine, peace, and joy, that it broke. Her soul flew on the sunshine to God, and there no one asked after the RED SHOES.

63. Camel’s crooked back

Why is camel’s Neck Crooked? Akbar was very impressed with Birbal’s wit and wisdom. So one day Akbar promised him for many gifts. But it so happened that several days passed, but there was no sign of gift. Birbal was very disappointed. He didn’t know what to do? One day when Akbar was taking a stroll at the bank of Yamunaa with his dear minister Birbal, he happened to notice a camel. He asked Birbal, “Tell me Birbal, why the camel’s neck is crooked.” Birbal thought this is good time, so he thought for a moment and spoke, “Your Majesty, it might be possible that the camel has forgotten to honor his promise made to somebody that is why his neck is crooked. Scriptures mention that whoever will forget their promises will have crooked neck. So this might seem the reason of his crooked neck.” Akbar soon realized that he promised to give some gifts to Birbal, but has not yet done so. As soon as they arrived at the palace, the King gave him his reward. So Birbal was so wise that he got what he wanted without asking for it

62. Who is the donkey

Who is the Donkey? Once Akbar went to the river with his two sons and wise Minister Birbal. On the bank of the river, Akbar and his two sons took off their clothes and asked Birbal to take care of them while they took bath in the river. Birbal was waiting for them to come out of the river. All the clothes were on his shoulder. Looking at Birbal standing like this, Akbar felt like teasing him, so he said to him, “Birbal, you look like as if you are carrying a washerman’s donkey load.” Birbal quickly retorted, “Sir, Washerman’s donkey carries only one donkey’s load, I am carrying three donkey’s load.” Akbar was speechless.

61. Two women and a baby

Two women and the baby One day two women came to the court with a baby. Both of them were crying. Akbar said”What is your problem? Why are you crying?” One of the women said “Your Majesty! I am Sita and she is Gita. This is my baby. But Gita says that my baby belongs to her.” Gita interrupted “No your Majesty! This is my baby. I have given birth to her.” Saying so both of them started crying and quarelling. As both of them did not belong to this town, there was nobody who knew them. Everone looked at Birbal. Birbal whispered something to the soldier. He went and came back with a sword. Birbal said to the women “As both of you claim to be the mother of this child, I have decided to give it to both of you . I will cut this baby into half abd give both of you.” Saying so, he raised the sword to cut the baby. Sita came running to Birbal and held his hand. Sita said “Please spare my baby. Let Gita have this baby. Do not kill the baby.” Birbal handed over the baby to Sita and said “No mother wants to have her baby killed. She does not want to cause harm to her innocent baby. So, Sita reacted immediately while Gita did not. Hence Sita only can be this child’s mother.” Gita was arrested. Everone gave a standing ovation to Birbal.

HR Headlines – Naukri.com Newsletter

Study: India Lags In Managerial Practices
India and China scored a low rating in a U.S. study which evaluated management practices of organisations. While India’s managerial practices have been gaining global admirers, broader Indian managerial practices were below par, the study said. Also, family-run firms, especially those run by the first-born children, were more likely to have poorer managerial practices. The authors studied managers across 10,000 organisations in 20 coun tries. They were gauged on performance monitoring, target setting and incentives/people management. U.S. ranked the highest in terms of management practices, followed by Germany and Japan. U.S also did well in monitoring and target setting. Indian and Chinese firms scored low on this count, preferring to use incentives such as salaries, bonuses and perks to encourage managers. The quality of managerial practices at multinational firms was found to be better than that at domestic firms.
Source : 04-03-12   Hindu Business Line   Compiled by www.naukri.com
Domestic Recruiters Save The Day For B-Schools
The global economic scenario is prompting premier B-schools such as the Indian Institutes of Management (IIMs) to look at the domestic market for recruitment. These institutes have in the past relied largely on international offers, but are now looking at Indian companies across various sectors. Emerging sectors such as e-commerce have also attracted their attention and courses are being modified to meet the new demand. Professor Ashok Banerjee, dean, new initiatives and external relations, IIM Calcutta, says there has been a “correction” in the nature of placements after 2008. With demand from multinational companies falling, Indian companies are getting good slots and picking up the best talent. Offers from investment banks have gone down in number, but this has been offset by participation from new companies and new sectors on the campus.
Source : 04-03-12   Hindu Business Line   Compiled by www.naukri.com
India Lags In Women’s Socio-Economic Parameters: Mastercard Study
MasterCard study on the socio-economic development of women has placed India at the bottom of 14 Asia Pacific countries. The study consisted of five indicators. These were business ownership, business and government leadership, workforce participation, regular employment opportunities and tertiary education. Each indicator measures the ratio of women to men, with scores indexed to 100 (men). Though India was ranked last with an overall score of 48.4 after taking into account all five parameters, its scores have been moving upward since 2010, according to MasterCard. China, which currently has a score of 73.7, has been experiencing small declines since 2007. Australia scored the most at 83.3. The latest index shows that women are progressing across the key indicators in most markets, said Georgette Tan, group head, communications, Asia Pacific, Middle East and Africa, MasterCard.
Source : 04-03-12   Hindu Business Line   Compiled by www.naukri.com
Accenture: Women More Satisfied With Their Jobs
An Accenture study said 40 percent Indian women were satisfied with their current jobs and not looking for new opportunities outside the company, compared to 28 percent men. Brazil scored the most at 74 percent. The study put overall job satisfaction in India at 34 percent compared to the global average of 42 percent. Despite this, less than half of the respondents said they were not looking for a new job because of flexible hours. Women cited lack of opportunities and heavy workload as reasons for dissatisfaction, while men cited inadequate pay. Respondents from developing countries were taking greater charge of their careers compared to those from developed economies, the study found. In India, more than 78 percent women proactively manage their careers. Apart from India, China and the U.K., careers were not managed at all.
Source : 03-03-12   Business Standard   Compiled by www.naukri.com
Kaizen Management Advisors Names Executive Director
Private equity firm Kaizen Management Advisors has promoted Jetu Lalvani as executive director, VC Circle reports. He was previously director of the company. Mr. Lalvani has 25 years of experience across verticals including education with school and college turn-around leadership experience. In the past, he has managed business interests at senior executive roles across various industries including the TEL Group, Saab Rosemount India (Emerson Process Management) and JBA Printing Inks Pvt. Ltd.
Source : 02-03-12   VC Circle   Compiled by www.naukri.com
Manufacturing Pulls Down February PMI
The HSBC purchasing managers’ index (PMI) showed manufacturing activity slowed in February compared to January. The index fell from 57.5 points in January to 56.6 points in February due to a slight contraction in output, falling employment and rising output inflation. PMI manufacturing recorded the highest growth in eight months in January. However, the crucial eight core industries which comprise 38 percent of the index grew a mere 0.5 percent. Markit Economics, which compiles PMI, said new orders touched a 10-month high and new export business recorded a rise for the fourth successive month in February. However, economists say the index needs to be viewed with some degree of caution. The index uses a different sample set compared with the index of industrial production and does not accurately track the core or infrastructure sectors, according to HDFC Bank economist Jyotinder Kaur.
Source : 04-03-12   Business Standard   Compiled by www.naukri.com
Nine Indian women in Forbes Asia power list
Forbes magazine has named nine Indian women in its “Asia Power Businesswomen list”. Among them are ICICI Bank CEO and managing director Chanda Kochchar, Biocon founder Kiran Mazumdar-Shaw and film producer Ekta Kapoor. The list names 50 “pathbreakers” whose extraordinary business success has contributed to the region’s remarkable economic growth, Forbes said. It includes CEOs, founders and executives from China, Japan, Australia, Hong Kong, Macau and Vietnam. Most have had to overcome significant barriers to get where they are today. Their business success is a combination of capital, ideas, energy and leadership. These 50 dynamic women are not only game-changers within their respective industries, but have inspired and empowered many talented women to follow their example, Forbes added. Vinita Bali, managing director of Britannia Industries, and Shobhana Bhartia, chairperson and editorial director of HT Media, also feature in the list.
Source : 01-03-12   Financial Express   Compiled by www.naukri.com
2G Verdict: Going Gets Tough For Telco Employees
The telecom job market has taken a beating post the Supreme Court ruling on 2G licences. New players such as STel and Etisalat DB have decided to exit and are laying off staff. STel has asked most of its 500 workers to leave after paying them two months’ salary in advance. UAE-based Etisalat has offered to absorb about 80 percent of its 1,000 employees in operations in other countries. Newer entrants such as MTS and Uninor are struggling to retain their workforce. Incumbent firms such as Airtel, Tata Teleservices and Reliance Communications have restructured their operations recently, resulting in nearly 6,000 job losses. The lay-offs have led to a glut in the employment market. With new telecom companies exiting and those remaining not investing more in network expansion, there are fewer openings, according to Dony Kuriakose, director, EDGE Executive Search.
Source : 01-03-12   Hindu Business Line   Compiled by www.naukri.com
CEO Survey: Intellectual Capital To Drive Growth
CEOs across the world feel more emphasis should be placed on measuring non- financial assets such as intellectual capital and customer relationships for long-term growth. The American Institute of CPAs and Chartered Institute of Management Accountants (CIMA) conducted a survey of 300 CEOs. Just 51 percent of CEOs said their organisations currently measure the value of non-financial assets well or very well, according to the survey. Only 12 percent said they sought out their finance teams for the job. One of the main struggles faced by CEOs is building sustainably for the future when the focus is solely on financial, short-term gains, said Charles Tilley, CEO of CIMA. Management accountants, who understand the business from several perspectives, can help businesses succeed in troubled times and create long-term sustainability, he added.
Source : 01-03-12   Indianexpress.com   Compiled by www.naukri.com
Employability Study Puts Tamil Nadu At The Bottom
Only 10 percent of the engineering graduates from Tamil Nadu are employable, as per the National Employability Report 2011. The report, prepared by employability assessment company Aspiring Minds, put the state at the bottom of a list of 16 states. Tamil Nadu, with the second-largest pool of engineering students, failed on the employability scale when compared to Delhi and Bihar, which had 35 percent employability each and were among the best performers. The survey included students from government engineering colleges and self-financed engineering institutions from Chennai and colleges across the state. The other states at the bottom rung were Andhra Pradesh and Maharashtra. The results directly reflect the decline in quality of engineering graduates in states which have a high concentration of engineering colleges, said Aspiring Minds co-founder Himanshu Agarwal.
Source : 02-03-12   The Hindu   Compiled by www.naukri.com
Vodafone India Shuffles Senior Management
Vodafone India has made changes to its senior management. The company has appointed Sunil Sood as COO. Sanjoy Mukherjee as chief commercial officer will head the marketing function and Jonathan Bill business development and innovation. Anuradha Agarwal will head brand and consumer insights. Four directors have been named for the North, East, West and South zones. Rajiv Kohli is director for North, Sanjay Warke for East, Rohit Adya for West and B Singh for South.
Source : 02-03-12   The Hindu   Compiled by www.naukri.com
U.K. Tweaks Visa Rules, Places Salary Cap
The U.K. government is introducing a £35,000 annual salary cap for immigrants seeking to settle permanently in the country. Until now, permanent settlement was automatic after a stay of five years. The new rule is scheduled to be introduced in April 2016. Professionals who enter as PhD-level scientists and researchers will qualify for settlement without having to meet the threshold. The Home Office expects the number of Indians and other non-EU qualifying for permanent settlement to fall to 20,000 from 60,000 annually as a result of the changed rules. Separately, data from the Migration Advisory Committee shows that more Indian IT workers moved to the U.K. under the “intra-company transfer” route last year than in previous years, adds Times of India. The number of workers under the scheme increased from 20,000 in 2009 to 29,700 in the 12 months to September 2011.
Source : 29-02-12   Deccan Herald   Compiled by www.naukri.com
GDP Growth Slows To 6.1%, May Spur Rate Cuts
The 6.1 percent rate of economic expansion between October and December, the slowest in 11 quarters, may put further pressure on the Reserve Bank of India (RBI) to cut interest rates. However, economists at Citibank and ratings agency CRISIL predicted a 7 percent growth in the current financial year, with the services sector maintaining strong growth. Three of the four sectors clocked more than 9 percent expansion, with construction topping 7 percent. Rajiv Kumar, secretary general of the Federation of Indian Chambers of Commerce and Industry, expressed concern over the possibility of the 6.9 percent advance estimate for the entire year being missed. Aditi Nayar, economist, ICRA, also said GDP growth for fiscal 2012 was likely to be at the lower end of the expected band of 6.8 percent to 7 percent.
Source : 02-03-12   Business Standard   Compiled by www.naukri.com
Placements At Law Colleges Beat Slowdown
Law colleges across the country have had it good this placement season, with many companies participating along with the usual law firms. The Government Law College (GLC), Mumbai, has placed half of its batch of 240. In all, 65 companies visited the campus and offered annual salaries of between Rs 5,00,000 and Rs 14,50,000. That compares with salaries ranging from Rs 5,00,000 to Rs 12,00,000 last year. At Symbiosis Law School, Pune, the season was better than expected. There has been a continuous stream of companies such as IDBI Bank, for instance, which came in after a long break. A placement head of a law school said though the situation had been expected to be as bad as in 2008-09, placements have gathered pace this year and may be even better in the next two months.
Source : 01-03-12   Business Standard   Compiled by www.naukri.com
Overseas B-Schools Tap Executive Education Market
International B-schools are flocking to India’s executive education space. Harvard Business School (HBS) has become the latest to add an address in India for its management programmes. Starting this month, it will offer executive education at the Taj Lands End hotel in suburban Mumbai. HBS and its India Research Center (IRC), set up in 2006, offer three executive education programmes in India. It has already offered one executive education programme this year and will offer two more between March and May. The Wharton School of Business, University of Pennsylvania, is planning a centre here as well, said Jason Wingard, vice dean, executive education. It is present in the Indian, Chinese and Brazilian markets. Some others offering executive education programmes in India are University of Chicago, Tuck School of Business, INSEAD, Oxford University’s Said Business School and Duke University.
Source : 01-03-12   Business Standard   Compiled by www.naukri.com
Staffing Industry Pitches For Policy Change
The Indian Staffing Federation (ISF) will be presenting to the government a discussion paper on the challenges before the industrhy. The sector is growing at a rate of 10 percent to 15 percent year-on-year and can expand faster in a more conducive regulatory environment, said K Pandia Rajan, federation president. The industry has the potential to create millions of jobs in India and can play a big role in supporting the government on equipping the labour force with more skills. The paper, Rajan explained, will shed light on the challenges in the areas of minimum wages, working hours and infrastructure at work. A key issue is service tax, a big concern for most companies especially in the staffing industry, where it puts a lot of pressure on working capital, said Basudev Mukherjee, ISF executive director.
Source : 29-02-12   Hindu Business Line   Compiled by www.naukri.com
Pepsico India Foods CEO Quits
PepsiCo India Foods CEO Varun Berry has resigned. During his 18-year career, he worked in various roles in the company’s India, Asia and Middle East businesses. Prior to this, he was heading International Dairy & Juice, PepsiCo’s joint venture with Saudi Arabia-based dairy company Almarai in Dubai.
Source : 01-03-12   Deccan Herald   Compiled by www.naukri.com

60. Tit Bits

Tit Bits? Akbar’s court was famous for the witty question answer sessions On one such occasion – Akbar asked his courtiers whether they could tell the difference between the truth and the false within three words. All courtiers got busy in finding out the three words or less to tell the difference between the truth and the false. But enough time passed and they could not tell. “What about you, Birbal?” “His Majesty!” Birbal looked around and replied, “Four fingers” The King got surprised and asked him, “How, Birbal?” “Yes, Your Majesty, this is the difference between truth and false. Because what your eyes see is truth, and what your ears hear, more often than not, may be false.” “That is right, but then why do you say “four fingers”?” Akbar said. Birbal bowed a little and said, “Because Your Majesty, only four fingers is the distance between ear and eyes.” Akbar was very astonished to hear this reply. On another occasion – Akbar drew a line on the floor and asked his courtiers to shorten it without touching it. No courtier could do it. The Birbal came forward and drew another longer line beside it. Now the King’s line was shorter than Birbal’s line. On another occasion – Akbar asked what is that thing which sun and moon cannot see but others can see. As usual his courtiers could not get a even a clue. Then Birbal said, “Darkness, Huzoor.”

#smile#2T=4T #life #motivation #future #change #iphone #ig #instagram #hobby

Taken at Bsr splendour park

Dhananjaya Parkhe

#stained glass paintings #wife #hobby #change #instagram #ig #iphone

Taken at Bsr splendour park

Dhananjaya Parkhe

#stained glass paintings #wife #hobby #change #instagram #ig #iphone

Taken at Bsr splendour park

Dhananjaya Parkhe

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Taken at Bsr splendour park


59. The three questions

The Three Questions King Akbar was very fond of Birbal. This made many courtiers very jealous. One day one of those courtiers who always wanted to be the chief minister of the Emperor, got an idea. Since it was not possible as long as Birbal filled that position. One day Akbar praised Birbal in front of the courtier. This made this courtier very angry and he said that the Emperor praised Birbal unjustly and if Birbal could answer his three questions, he would accept the fact that Birbal was intelligent. Akbar knew that Birbal will win so he immediately agreed. His three questions were 1. How many stars were there in the sky 2. Where was the center of the Earth and 3. How many men and how many women were there in the world. Immediately Akbar asked Birbal these three questions and instructed him that if he could not answer them, he would have to resign from the chief minister’s position. To answer the first question, Birbal brought a sheep and said “There are as many stars in the sky as there is hair on this sheep’s body. My friend, the courtier, is welcome to count them if he likes.” To answer the second question, Birbal drew a couple of lines on the floor and bore an iron rod in it and said “this is the center of the Earth, the courtier may measure it himself if he doubts.” In answer to the third question, Birbal said “Counting the exact number of men and women in the world would be a problem as there are some specimens like our courtier friend here who cannot easily be classified as either. Therefore if all people like him are killed, then and only then can one count the exact number of men and women.” Akbar became very happy as always, and that courtier went away without saying a word.

58. Tit for tat

There was a poet named Raaydaas in Akbar’s times. He was a very good poet. And there was a rich man also in Akbar’s capital. But that rich man was enough miser too. He used to make promises to give something to somebody but never gave it to him. Raaydaas also heard this about that rich man, but didn’t believe it. So one day he went to that rich man and said to him that he had written many good poems and wanted to recite them before somebody who could appreciate his poems. He could not find any other man better than him. The rich man got very happy, and asked him to recite his poems. The poet recited his poems, some poems were written in the praise of this rich man too. The rich man became very happy to hear those poems. So he promised to give him some money and asked him to come back next day. Next day Raaydaas came to the rich man’s house to take his reward but the rich man refused to recognize him. After some references, he said, “I said it only to encourage you, not that I wanted to reward you.” Raaydaas got very disappointed and went away towards his house. On the way he met Birbal, he told his story to Birbal. Birbal thought for a moment, then took out five gold coins and gave them to Raaydaas, and said, “Arrange a dinner for that rich man on next full moon night.” Raaydaas went away. Raaydaas had a very good friend, Maayaadaas. He arranged the dinner in his house. In this dinner, food was to be served in gold pots and the guest was to take those pots to his house. Rich man was very happy for this invitation. The full moon night came. The rich man came for the dinner. Now Raaydaas and Maayaadaas have already eaten their food first, so they were not worried about it. They talked and talked a lot but did not talk about the food. Midnight fell. The rich man was very hungry. When he could bear no longer, then he reminded about the food. Raaydaas said, “What food? We don’t know anything about the food.” Rich man said, “You have invited me for the dinner.” Raaydaas said, “That is because we just wanted you to be here, not because that we wanted to offer you any food.” At that time Birbal entered the house and reminded the rich man the happening of Raaydaas. Now the rich man realized his mistake and begged for forgiveness. He said that Raaydaas was a very good poet and he will surely give his reward to him. He took out his necklace and gave to Raaydaas. Then they all sat for a happy meal. Raaydaas was also invited by Akbar and got reward from the Royal Court. Thanks to Birbal.



The fewer clear facts you have in support of an opinion, the stronger your emotional attachment to that opinion.


57. How to share bad news


The Parrot Neither Eats, Nor Drinks… A person was very fond of parrots. He used to catch parrots, train them and sell them to interested people. One time he got a good parrot, so he trained him in talking, and when he was trained he presented him to king. King liked the parrot because he used to reply his questions too. The king made special arrangements for his safety, security and care and if somebody will tell me about his death, he will be hung. Hearing this the parrot was kept under special care. But one day suddenly the parrot died. Now who should go and inform this to king? The servant went to Birbal and told him his plight. He said – “If I inform him about parrot’s death, then he will kill me, but if I do not tell him, then also he will kill me, so please save me.” Birbal thought a while and sent him back to his work, and he himself went to the king and said – “Sir, Your parrot…” King asked -“What about parrot?” Birbal again stammered – “Your parrot, Sir.” King asked – “Birbal, What happened to my parrot?” Birbal again said – “Your parrot…” King asked – “I am asking you, what happened to my parrot? Say something in the name Allaah.” Then Birbal said – “Jahaanpanaah, Your parrot neither eats anything, nor drinks water, nor speaks, nor moves his feathers, nor opens his eyes…” The king said – “What? Has the parrot died?” Birbal said – “I did not say it. You said it.” King understood why Birbal had to say this in this way. He got very happy with Birbal’s way of telling him about his parrot.


56. Noblest beggar

The Noblest Beggar One day the Emperor asked Birbal, “Birbal, is it possible to be the both “noblest” and the “lowest” together?” Birbal said, “Yes, Jahaanpanaah” “Then bring me such a person.” Birbal went and returned next day with a beggar and presenting him to Akbar said, “This is the lowest among all of your subjects, Jehanpanah” Akbar asked, “Good, that may be true, but I don’t see that how he can be the noblest?” “He has been given the honor of having an audience with the Emperor, that makes him the noblest among the beggars, Jahaanpanaah.”
Dhananjaya Parkhe

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