Immigration and Immigrants in America Essay -- American History

Immigration and Immigrants in the StatesMost Americans place their pride in being apart of a country where a man can start at the bottom and work his way to the top. We also stress the fact that we are all created equal with certain intrinsical rights, that among these are Life, Liberty and the Pursuit of Happiness. (Jefferson 45) During the early 1900s white Americans picked and chose who they saw fit to live in America and become an American. Those that separate the desirable from the undesirable citizen or neighbor are individual rather than race. (Abbott 307) In the 1900s the desired immigrant was one who spoke English and practiced usance who were similar to ours. Whereas an undesirable was one whose customs he (Americans) understood, whose language is quite unrelated to English, the American finds strange and even suspicious. (Abbott 307) The biggest debate today would be what could the individual/race can tote up to the American economy. The American is a new man, who acts upon new principles he must therefore entertain new ideas and form new opinions. (Crevecoeur 26) With Crevecoeurs definition anyone with half(a) of a brain could be an American. This statement is basically contradicted by everything that is American. American society only wants people that can contribute to our economy. For decades people in America were sure of two things concerning immigrants. They came for the opportunity to build a better life for their families and they would not seek nor would they accept a handout. The drive and attitude of immigrants who came to America during the 19 twenties through the nineteen sixties built strong work ethics that created our now famous American melting pot. But for the past thir... ...d to the make of America Therefore other races can only but add on to the good things that are happening in America. Works CitedAbbot, Grace. The Immigrants Place in a Social Program. Primis. Michigan McGraw-Hill, 1997. 304-309Crevecoeur, Hector St. Jea n De. What is an American? Primis. Michigan McGraw-Hill, 1992. 23-40 Hall, Prescott F. The Future of American Ideals Primis. Michigan McGraw-Hill. 300-303Thompson, Ginger. U.S. and Mexico to Open Talks on Freer Migration for Workers. Handout from newspaper. **no date or name on handout***Ward, Robert De Courcey. Race Betterment and Our Immigration Law. Proceedings of the First National Conference on Race Betterment, January 8,9,10,11,12,conflict Creek, Michigan. Battle Creek Gage, 1914. 543-544, 545 CD-ROM. American Identity Explorer Immigration and Migration. McGraw-Hill, 2000.

The Return :: essays research papers

The Return EssayThe novel The Return, written by Sonia Levitin, is a fascinating novel written to show the oppression that Ethiopian Jews suffer. The Return is about a young Ethiopian Jewish woman named Desta, who, with her immediate family, travels to Israel for freedom. During this journey, her fellow Joas is shot and dies, she has difficulty finding the group she is supposed to walk with, and she has to stay in a refugee camp for a short period of time. Finally, she reaches her destination and lives in Israel from then on. There are three main topics illustrated in this novel. Prejudice and its effects, maturing and finding ones knowledge identity, and joining together to achieve third estate goals.Prejudice against Ethiopian Jews plays a big role in the Jews lives. For example, early on in the novel, Joas makes Desta realize that Ethiopian Jews are not even allowed to beseech aloud. This relates to prejudice and its effects because praying aloud is very important for Jews and taking that away from them is the ultimate form of oppression. Furthermore, the novel explains that Ethiopian Jews are called Falasha (strangers) even though they accept lived in Ethiopia for generations and are citizens. This is an example of the prejudice because calling an entire section of the population strangers makes them feel like outsiders. Also, when Desta and her aunt want to sell their pottery, the other Ethiopians assume them an unfair price. The prejudice against Ethiopian Jews is illustrated by the fact that non-Jewish Ethiopians cheat Jewish Ethiopians in commerce. Finally, when Desta and Almaz go to a small town on the way to Israel, the people of the town begin shouting at them, You are buda, go before we kill you The people also refuse to give them food even though they are obviously starving. This episode in the novel shows the racial hatred felt by many against Jews.During the journey to Israel, maturing and finding ones own identity plays a big part in Dest as and her familys lives. For example, when Joas is shot, Desta has to take care of her younger sister and lead the way to Israel. This shows maturing on Destas part because now she is the one in charge, she is able to take care of her younger sister and get food so that she and her sister do not starve and she never gives up on going to Israel.

Voodoo :: essays research papers fc

VoodooFon is spoken by over half the people of Benin and it is the stupefy tongueof voodoo. In Fon the root word for voodoo is vodoun that means spirit or god.Voodoo had its origins over 350 years ago in tungsten Africa. In fact Allada, asmall town in Benin, is often called the cradle of voodoo. In 1996, January10th became National Voodoo Day in honor of its followers that make up 65% ofBenin population.The religion Vodoun was a by-product of the slave trade. This Yorubanreligion was carried to Haiti in a slave trade from Dahomey, which is currentlycalled Benin. in one case in Haiti, the slaves were forced to adopt Catholicism.Desiring to keep their native practices, the slaves continued to perform theirrituals in private. They transposed Catholic saints onto the tribal deities,called loa, to please their owners. Instead of hindering the trustfulness of theslaves, the incorporation of the saints added something new to their religion.Because of this they included into their ritua ls statues of the saints, candles,and other Christian relics. It is combinations like this that form religionssuch as Santeria, a blend of Voodoo and Spanish Catholicism, that proves what a pliant religion it is. Voodoo has spread throughout the world into majorcommunities on Rio de Janeiro, New Orleans, Miami, and New York city. Vodounhas as many as 50 one thousand thousand followers throughout the world now.Although varieties of this religion occur in different regions there aresome basic tenets common among them. They all believe that the musical rhythm of liferesides in natures elements like fire or wind. This force is also in union withthe dead and thus fosters a belief that they should be well-thought-of through rituals.They believe that all things are the creation of the loa, and at the same timepart of the lao and are to be servants to them. The loa take part in our worldand act as intermediaries between human being and the higher god, Bodye. Thepractitioners of Vodoun beli eve that when a soul dies it become a sprit or loa.These spirit often posses the living during rituals. When possessed thebeliever dances, offers animal sacrifices, falls into a trance, or may evendisappear. When these rituals are performed a group (societe) come together ina sanctuary (hounfort) where they are revolved around a priest (hougan) orpriestess (mamba). These societes are crucial in the structure within smallHaitian villages. They are positive forces in establishing communal cohesionand over-riding gender barriers.For whatever good is served, Voodoo can also bring evil.

Sparta :: essays research papers

Its hard for textbooks to say anything nice about the Spartans. one may find that the Spartans described as "an armed camp," "brutal," "cultur every(prenominal)y stagnant," "economically stagnant," "politically stagnant," and other fun things. The reality, of course, lies somewhere behind the value judgements. In 725, the oligarchy of Sparta needed knowledge base to feed a dramatically growing population, so the Spartans went over the Taygetus mountains and took over Messenia, where a fertile plain was enough to support themselves and their newly conquered people. However, like all conquered people, the Messenians fought back in 640 BCE and almost destroyed Sparta itself. Almost defeated, the Spartans invented a new political system as dramatically revolutionary by turning their postulate into a military state. The Messenians were turned into agricultural slaves called helots, "serfs", where they worked small plots of land on estate s owned by Spartans. Theres no question that the life story of the helots was a miserable life. lug was long and hard and the helots always lived right on the border of subsistence. But Spartan society itself changed, evolving into a city-state. The state determined whether children, both male and female, were watertight when they were born, leaving the weak in the hills to perish. At the age of seven, every male Spartan was sent to military and athletic school teaching discipline, endurance of pain, and excerption skills. At twenty, the Spartan became a soldier spending his life with his fellow soldiers to live in barracks with his fellow soldiers. Only at the age of thirty, did the Spartan release an "equal," and was allowed to live in his own house with his own family, although he continued to serve in the military. Military service ended at the age of sixty. The life of a Spartan male was a life of discipline, self-denial, and simplicity as the Spartans viewed thems elves as the true inheritors of the Greek tradition. This key to under stand up the Spartans. The ideology of Sparta was oriented almost the state as the individual lived (and died) for the state. Their lives were designed to serve the state from their beginning to the age of sixty. The combination of this ideology, the education of Spartan males, and the disciplined maintenance of a standing army gave the Spartans the stability that had been threatened so dramatically in the Messenean revolt. Paradoxically, this soldier-centered state was the most liberal state in regards to the status of women.

Law Schools :: essays research papers

The Beginning of Law Schools and The Study of LawUp to the middle of the last century, the more popular rule of legal nurture in America was the training of young fair play students in the office of a judge or practicing attorney. pull down today a large be of lawyers in the United States receive their training somewhat in the same manner. In order to be admitted into the practice of law, one must pass a bar interrogationination. This exam is conducted by a court or board acting under judicial direction. The knowledge needed to study for and pass the exam can be found wherever the candidate thinks they can find it.The oldest law school in America was of Judge Reeve in Litchfield, Connecticut, complete in 1784. For several decades&8217 law students received their training through lectures and instruction by Judge Reeve and his assistants, whom were practicing lawyers. This oldest American law school was a sequestered institution. After some time there was a rise in competitor s, and law courses were introduced in connection with existing colleges. Among the new schools was Harvard College, whose first professorship of law dates from 1816, but the school did not attain its position of great and rapidly increasing significance for the development of legal instruction till 1830 (Gillers 20). In the beginning, the fourth-year American law schools were referred to as lecture schools. The &8220Blackstone&8217s Commentaries, which were used for instruction earlier, formed the sole basis of work for these lecture schools. Through the lecture method a new style of teaching came about. It was called the text-book method. The main concept of this method was for the students to study and memorize the literature in the books and recite it to the instructor. In this method most(prenominal) of the students class time was occupied by mechanical testing of their knowledge and quizzing them during special hours (23). The two methods of instruction-lecture method and tex t-book method- were always present in newer schools and very effective. Even today in the United States these methods are used with a lot of improvements and added detail.During the early 1870&8217s a man by the name of Christopher Columbus Langdell created a new method of instruction for English law. Langdell was a New York city lawyer, he was appointed dean of Harvard law school in 1875. Langdell wanted to retool the curriculum of the school.

Law Schools :: essays research papers

The Beginning of Law Schools and The Study of LawUp to the middle of the last century, the more popular method of legal instruction in America was the training of young law students in the office of a judge or practicing attorney. Even straight off a large number of lawyers in the United States receive their training somewhat in the same manner. In order to be admitted into the practice of law, one must pass a chevron examination. This exam is conducted by a court or board acting under judicial direction. The knowledge needed to study for and pass the exam basin be found wherever the candidate thinks they can find it.The oldest law school in America was of Judge Reeve in Litchfield, Connecticut, established in 1784. For several decades&8217 law students received their training through lectures and instruction by Judge Reeve and his assistants, whom were practicing lawyers. This oldest American law school was a private institution. afterwards some time there was a rise in competi tors, and law courses were introduced in connection with existing colleges. Among the in the buff schools was Harvard College, whose first professorship of law dates from 1816, that the school did not attain its position of great and rapidly increasing significance for the development of legal instruction till 1830 (Gillers 20). In the beginning, the older American law schools were referred to as lecture schools. The &8220Blackstone&8217s Commentaries, which were used for instruction earlier, formed the sole basis of work for these lecture schools. Through the lecture method a new style of teaching came about. It was called the text-book method. The main concept of this method was for the students to study and memorize the literature in the books and recite it to the instructor. In this method most of the students line time was occupied by mechanical testing of their knowledge and quizzing them during special hours (23). The two methods of instruction-lecture method and text-book method- were always present in newer schools and very effective. Even today in the United States these methods are used with a lot of improvements and added detail.During the early 1870&8217s a man by the name of Christopher Columbus Langdell created a new method of instruction for English law. Langdell was a New York city lawyer, he was appointed dean of Harvard law school in 1875. Langdell wanted to revise the computer program of the school.

Is Social Networking an Effective Marketing Tool Essay

commercialiseing StrategiesMany personal line of credites have started to incorporate market place strategies as a way of increasing profitability. Small business can create market strategies to tar shoot for their market to a greater extent effectively and have a competitive contact over competition. Lyndon Simkin, (2000) stated If the correct opportunities atomic number 18 pursued, customers are properly probed, the right customers targeted with a marketing proposition designed to give a business an butt over its rivals, it is highly likely that customers will be satisfied, market dish step to the fore will rise in core target markets and profitability will accordingly support a viable future. Having a system in place will allow you to set objectives such as increasing your share of the market that your business currently is in. Market strategies for small businesses are to develop the growth of the company. Analysing you target market and introducing a way in which you can target this market. The chase are how marketing outline allows business to set objectivesCurrent product/current marketMarket penetration is a strategy of increasing your share of existing markets. You might achieve this by raising customers awareness of your products and services or finding impudent customers.Current product/ bare-assed marketMarket development is a strategy of finding and entering new markets with your current product or service range. The new market could be a new region, a new country or a new segment of the market.New product/current marketProduct development is a strategy for enhancing benefits you deliver to customers by improving your existing products and services or developing new ones.New product/new marketDiversification is a strategy that usually carries high costs and high risks. It often requires firms to adopt new ways of doing business and so has consequences far beyond simply offering new products/services in a new market. It is therefore us ually a strategy to be adopted when other options are not feasible. http//www.is4profit.com/business-advice/sales-marketing/marketing-strategy.html selling Tools Online at that place are many marketing tools available for businesses to use and utilising the best one to fully create brand awareness for your product is vital. Geoffrey J. Simmons, (2007) realises Companies are finding that they are having to redefine their marketing and branding strategies due to the unique characteristics of the internet and its capacity to change old rules.. Due to the growth of users using internet, marketing tools have been unquestionable so that businesses can market their products online.Marketing online has been as an important way for business to create brand awareness and target customers effectively. Online advertisement is now seen as the most effective way of marketing therefore many different ways have been introduced to advertise on the internet. Amalesh Sharma, (2011) stated The develop ment of data intense instruments, transformation of societal and relationship management, optimization of Search engine marketing, exclusive networking and other online resources are eliminating the traditional form of marketing.Search Engine Optimization MarketingSearch engines are seen as essential way of companies to be seen by potential customers. Kristin Kennedy, Bonnie Brayton Kennedy, (2008) stated The key to being put up by the right people at the right time lies with search engines. There are essentially two ways a customer will find a business site via a search engine, through an organic or a pay-per-click (PPC) listing. Using a search engine you are allowing yourself to be found new customers but search engines dont offer differentiation so many of your competitors can be listed on board you therefore not talent your business the competitive edge. Search engine optimization can be a less effective way for small business as it is marketed alongside big companies which wa s found out by Kristin Kennedy, Bonnie Brayton Kennedy, (2008) they stated a small manufacturer of gold jewelry will probably not get top billing over Tiffanys on the organic list, unless they spend a significant amount of time and money on developing their entanglement site design and advertising.E-mail MarketingSmall businesses have been using email marketing as a way of marketing their products and reaching out to the target market. Anita Jackson, Ray DeCormier,stated E-mail offers a promising tool to enhance brand loyalty as it helps marketers keep in touch with their customers on a regular basis at low cost. Small businesses are using this method to create and reach out to their target market. Using this mthod to market their business and product to create more brand awareness.http//www.emeraldinsight.com/journals.htm?issn=0263-4503&volume=17& anesthetize=3&articleid=854456& understand=html http//www.emeraldinsight.com/journals.htm?issn=1061-0421&volume=13&issue=7&articleid=85 7868&show=htmlhttp//www.emeraldinsight.com/journals.htm?issn=1751-5637&volume=12&issue=4&articleid=1937676&show=htmlDo you feel other ways of online marketing would benefit your company more?http//www.emeraldinsight.com/journals.htm?issn=0263-4503&volume=18&issue=3&articleid=854495&show=html ) Lyndon Simkin, (2000) (http//www.emeraldinsight.com/journals.htm?issn=0263-4503&volume=25&issue=6&articleid=1628110&show=htmlidb72) Geoffrey J. Simmons, (2007) .( http//www.emeraldinsight.com/journals.htm?issn=1751-5637&volume=12&issue=4&articleid=1937676&show=html ). Amalesh Sharma, (2011) Kristin Kennedy, Bonnie Brayton Kennedy, (2008) (http//www.emeraldinsight.com/journals.htm?issn=0140-9174&volume=31&issue=10&articleid=1746719&show=html)

Osi Analogy Paper

OSI Model Analogy Trevor Crews Strayer University The OSI model is the model substantial for com determineer-to-computer communications over a network. This model breaks down all the functions that occur into seven distinct layers. These layers are, application, pre moveation, sitting, transport, network, data link, and the physical layer. Each one encompasses a specialized part of the process that occurs during the communication. In order to simplify this think of it like sending a package through the post office.It can be low-down down into seven stages or layers for this example. We start with bringing an item or letter to the post office that is to be move to a determined destination. This is fundamentally what happens in the application layer. This is the interface between the communication and the entire process as it is in how a computer works. Next the item is packaged and put into a box or envelope. This is similar to how the presentation layer functions. In this layer t he communication is formatted, encrypted, and compressed basically prepared for sending.Our package is consequently attach with tracking information and tagging information that allows us to track it and verify if there are any other packages and if needed what order they go in. This is similar to the session layer. Next our package is put into a sorting device of some kind that sorts things based on size to see if it is able to be sent with other shipments or broken down to be sent different ways if it is to large. This is similar to the transport layer of the OSI model. The similarities go on over the succeeding(a) few layers as well.After packages are sorted they couriers inspect the packages and are given the specific routes they are to take in order to deliver the shed light on packages to the correct recipients. This represents the network layer in that the connections are established between the computers and the routing is also established. Next the packages are loaded o nto the means of their transportation. This can include both truck and plane or whatever other method is needed to ensure delivery. This is how the data link layer works. The information is packaged generally in frames and sent via the proper transmission method via the designated route.The first of this process ends with the drivers getting into to their vehicles and driving towards the destinations with the packages. This is the physical layer in which the transmission takes place. After all this takes place it goes sanction through the same layers in the reverse order to ensure that everything that has happened was in the correct order and method. For example a package arrives at its destination, its then unloaded, inspected to make sure its intact and not damaged, signed for to verify the correct address and recipient, unpacked, and finally read.While the process as a whole can be overwhelmingly complex if it is broken down into layers as the OSI model does it can be viewed a little more simplistically and compared to modern day processes. Such as the post office as I have described. There are also many other similarities that if one looked they could make connections to. Works Cited Dean, T. (2010). CIS 175 profits + Guide to Networks 2010 Custom Edition (5th Edition). Boston Cengage Learning.

Sports Event in School

Sport events in our school Sports ar very important in everyones life as they happen pleasure, health, discipline, happiness, self-control and sporting spirit. Sports can learn students physical co-ordination and social lessons about winning and losing. There is a well-known proverb All whole works and no play make Jack a dull boy. It is full of wisdom. After the days work in class, students need rough healthy recreation to refresh their minds. Education without sports is really incomplete. So, sports are important in every school for clever and healthy students.They are several kinds of sports several(prenominal) are outdoor and some are indoor. In our school, the schoolboys play football, volleyball, basketball, table -tennis, chess, and so on. The school playground is no less important than the school lessons. It is on the playground that we learn to face defeat with a smiling face. So, the school playground helps the students to fight the battle of life like brave soldiers a nd heroes. Our school has devil playgrounds to play football and two for playing basketball. There will be tournaments to play football in every Grade from Grade-4 to Grade-11.There is an each group in every section and so if there are six sections in Grade-9, there will be six teams and a tournament is held until there are two teams to pay the final match. All schoolboys look active and alert with their team track-suit. There are also tournaments to play each sport. Teachers in institutionalise will take care of their pupils in playground during tournament. They give them fresh limes and purified drinking water. The red-cross schoolboys and teachers are ready to help the injured players. The Headmaster will give the prize to the winners and the champion team who gets the first prize will take a group photograph.In January, there are interschool sports competitions that include track and discipline sports such as running, forming and throwing events. The running events are spri nts, middle distance races, long distance races, hurdle and relay races. The jumping events are high jump and pole vault. The throwing events are short put, discus and javelin. Team sports can be played by two teams. A team has been organized with some players. They mustiness have team-spirit and they fight the rival team collectively. Thus team sports make one less selfish. They know the value of team work and playing unitedly makes them friendlier.A player must have stamina and be patient. He must not easily down-hearted. If the players of one team become excited, they may lose their chance. The disuse of one may make the team defeated. So, players are inspired team-spirit by playing team sports. A true sportsman never thinks of winning the sports by hook or by crook. He never wins victory by foul play and we know that Honesty is the best policy. So team sports are essential to health, happiness, progress and unity. We gain a lot of benefits from playing sport events and studen ts should take part in these sport events.

Jebel Ali

Hatem Abou-Reeda JEBEL ALI RESEARCH Jebel Ali is a port town located 35 kilometers southwest of the city of Dubai in the join Arab Emirates. The colonization has a thriving expatriate community with over 300 residents. Port Jebel Ali was constructed in the late 1970s to supplement the facilities at Port Rashid. The village of Jebel Ali was constructed for port workers. Covering over 134 satisfying kilometers (52 sq mi), Port Jebel Ali is the biggest man-made harbor in the world and the biggest Middle East port.Port Jebel Ali covers over one million square meters of container yard. It also contains space for medium- and long-term general cargo storage, including seven Dutch barns with a total of almost 19 thousand square meters and 12 cover sheds covering with 90. 5 square meters. Port Jebel Ali also consists of 960 thousand square meters of open storage. Jebel Ali is home to over five thousand companies from 120 countries of the world . With 67 berths. Jebel Ali Port was ranked 7t h in the worlds largest ports in 2007.Jebel Ali port is managed by state-owned Dubai Ports World. Jebel Ali Port have been ranked as 9th in authorize Container Port Worldwide having handled 7. 62 million TEUs in 2005, which represents a 19% increase in throughput, over 2004. The expansion of Jebel Ali port commenced in 2001, which is the master platform of the port. The stage one was completed in 2007, which has increased the storage and handling capacity by 2. 2 million TEUs and a Quay length of 1,200m. The entire proposal includes 2. kilometers of new berths. The Palm Jebel Ali is an artificial archipelago in Dubai, United Arab Emirates which began construction in October 2002, was originally planned to be completed by mid 2008 and has been on hold up since. The port of Jebel Ali has become the port most frequently visited by ships of the United States Navy outside the United States. USS Ronald Reagan In port Jebel Ali. Emma Maersk was the largest cargo ship incessantly built berthed in Jebel Ali. Jebel Ali Terminal 2.

Functions of Management Essay

This seminar would not check been possible with verboten the assistance of a number of eminent persons. First of whole I thank God manufacturer for blessing this venture and finish successfully. I post my sincere thanks to Head of the Department, MBA Narayanaguru College Of Engineering,Chennai for his encouragement and support for the successful completion for this seminar. I every blotly express my sincere gratitude to my guide, for the kind assistance, supervision, encouragement and constructive criticism, which gave me constant support amidst of her busy schedule byout my seminar roleplay.I to a fault express my wholehearted gratitude to all my classmates who catch co-operated and supported for doing this seminar. I also thank my family members for their loving support. I extend my sincere thanks and gratitude once again to all those who helped me to get this undertaking a success. INTRODUCTION Management is a universal phenomenon. It is a precise popular and greatly employmentd term. All transcriptions line of descent, political, cultural or social atomic number 18 refer in solicitude because it is the direction which helps and directs the various efforts towards a definite purpose.According to Harold Koontz, Management is an art of getting things through through and with the people in formally organized separates. It is an art of creating an environment in which people cig atomic number 18tteister perform and individuals and hind end co-operate towards attainment of group goals. According to F. W. Taylor, Management is an art of knowing what to do, when to do and touch that it is d angiotensin-converting enzyme in the outgo and cheapest course. Management is a purposive activity. It is aroundthing that directs group efforts towards the attainment of certain pre determined goals.It is the process of holding with and through others to efficaciously achieve the goals of the cheek, by efficiently using limited resources in the changing world. Of course, these goals whitethorn vary from cardinal enterprisingness to other. E. g. For one enterprise it whitethorn be launching of new harvest-feasts by conducting market surveys and for other it may be profit maximization by minimizing cost. Management is often included as a factor of production along with machines, materials, and money. According to the circumspection guru mother fucker Drucker (1909-2005), the basic task of addressment includes both marketing and innovation.Practice of modern management radicalates from the 16th century study of low-efficiency and failures of certain enterprises, conducted by the English provincesman Sir Thomas More (1478-1535). Management consists of the interlocking functions of creating corporate policy and organizing, aimning, turn backling, and directing an giving medicationsresources in edict to achieve the objectives of that policy Management in all business and organisational activities is the act of g etting people together to accomplish want goals and objectives using available resources efficiently and in force(p)ly.Management comprises planning, organizing, staffing, leading or directing, and check intoling an organization (a group of one or more people or entities) or effort for the purpose of accomplishing a goal. Resourcing encompasses the deployment and manipulation of human resources, financial resources, technological resources and natural resources. iodine of the first persons to sit down and try to give-up the ghost out what coachs do (and what they should do) was a Frenchman called Henri Fayol.Fayol was a mining engineer who became the managing manager of an ailing burn mining firm and turned it into a highly successful coal and steel business. All this took place betwixt 1888 and 1918, when he retired. In 1916, after many years of thinking about the muse of the manager, he published a small book called General and Industrial Management. total heat Fayol w as years ahead of his time in linking strategy and organizational theory and in emphasizing the quest for management development and the qualities of leadership.Igor Ansoff, in Corporate Strategy (1965) said that Fayol anticipated imaginatively and legally most of the more recent analyses of modern business work, although Peter Drucker in his great compendium Management Tasks, Responsibilities and Practice (1973), criticized the application of Fayols functional approach to big and more composite plant organizations than the one he knew and managed. fishily enough, it was years in the lead a translation appe ard in English, even though it contains a great deal of wisdom and sense.Henri Fayol, the father of the school of Systematic Management, was do to earn a theoretical foundation for a managerial trainingal program based on his flummox as a successful managing director of a mining phoner. In his day, managers had no formal training and he observed that the change magni tude complexity of organisations would require more professional management. Fayols bequest is his generic Principles of Management.Of Fayols six generic activities for industrial undertakings (technical, commercial, financial, security, accounting, managerial), the most important were The quintuplet Functions of Management that focused on the key dealingships amongst personnel and its management. The Five Functions are 1. Planning drawing up plans of actions that combine unity, continuity, flexibility and precision vown the organisations resources, type and significance of work and future trends. Creating a plan of action is the most difficult of the five tasks and requires the active participation of the intact organisation.Planning must be coordinated on divers(prenominal) distinguish aims and with different time horizons 2. Organising providing capital, personnel and raw materials for the day-to-day running of the business, and building a structure to match the work. Org anisational structure depends entirely on the number of employees. An increase in the number of functions expands the organisation horizontally and promotes additional layers of supervision 3. Commanding optimising return from all employees in the amour of the entire enterprise. Successful managers have personal integrity, leave clearly and base their judgments on regular audits.Their thorough knowledge of personnel creates unity, energy, possibility and loyalty and eliminates incompetence 4. Coordinating unifying and harmonizing activities and efforts to maintain the balance in the midst of the activities of the organisation as in gross sales to production and procurement to production. Fayol recommended weekly conferences for department heads to solve problems of common interest 5. Controlling identifying weaknesses and errors by controlling feedback, and conform activities with plans, policies and instructions.Fayols management process went further than Taylors basic hierar chical model by allowing command functions to operate efficiently and effectively through co-ordination and control methods. For Fayol, the managing director overlooked a living organism that requires liaison officers and joint committees. The first and last functionsplanning and controlare straight off recognizable from the analysis that has just been carried out, and indeed there tends to be less argument world(a)ly about these ii functions than about others.Organizing is, of course, similar to planning in that it is concerned with training for some future events. But whereas planning is the more glamorous activity of deciding on the overall future direction of the business, organization is that tough, demanding business of set together the elements in much(prenominal) a way that the overall plans succeed. Command is seen as the function that actually makes things happen. It is rattling derived from military practice, and no doubt in Fayols time all employees in organizat ions responded to command.The very battle cry suggests ordering about and has been the subject of a great deal of debate and argument. Fayol did not really intend it to be taken in a very narrow sense, totally rather in the sense of making sure that things get donethe actual operations of the organization. As a result, all kinds of substitute words have been used in its place desire direction and (horribly) actuating. The 5th function of management in Fayols view is that of co-ordination. It is concerned with harmony, with making sure that all the bits work together, and, like an orchestra under its conductor, play the kindred tune.This is the provided function that does not seem easily to stand on its own and will be found to be part of planning, of organizing, of control, and the key to successful operations themselves. An organization, therefore, begins with a strategic plan or definition of goals, progresses to a structure to put that plan into action, is carried forward by controlled activity in the midst of manager and workforce, has the work of its disparate departments harmonized by coordinated management and, finally, is subject to checks on the efficiency of its workings, preferably by the ndependent staff departments separate from the functional departments. The five functions of management have been adequately discussed, but there are two other aspects of management that Fayol mentioned that must be looked at separately. Fayol believed that a manager obtained the best proceeding from his workforce by leadership qualities, by his knowledge of the business and his workers, and by the ability to in dormant sense of mission. Qualities essentialed in a manger carnal healthy, vigorous Mental ability to understand and learn, judgment, mental vigor, adaptability Moral firmness, acceptance of responsibility, initiative, loyalty, tact General Education good general knowledge Special noesis for the work Experience Fayol also stressed on the immenseness of managerial training, steady, methodical training of all employees at all take aims, and do the point that a manager should not ignore his responsibility for his own training. Fayols 14 principles derive from the circumstance that Fayol felt that management was not well defined.In his pains to change this circumstance he suggested some generalized t apieceing of management to be a main part of every curriculum at places of high education and even beginning in primary schools . Fayols dedication to this idea is demonstrated by the fact that after retirement he went on to not just write books about management ideas, but more importantly, he found the Centre For Administrative Studies (CAS) in 1917 in Paris . The CAS mainly functioned as a centre of discussion between professionals from a large variety of professions, in order to further the knowledge and understanding of management principles.sermon is what Fayol had in mind, when he presented his 14 principles . I n Fayols own words Are they the principles to have a place in the management legislation which is to be built up? General discussion will show. In the following I will discuss from from each one one of his principles under the aspect of a comparison with extype Ales, historic or modern, and in relation to other theoreticians of management, in order to examine how Fayols principles hold up as management code today. Following are the fourteen principles of management developed by the Henry FayolDivision Of Work The idea of division of work, or as Adam metalworker called it division of labour, in 1776 probably goes back to the beginning of work itself. Fayol recognizes this in considering specialization as part of the natural order comparing it to the organs of the body . The object of division of work is to produce more and give away work with the identical effort, Fayol describes. This very objective has not been altered in todays labor. In a sense this principle is the unplumb ed feature of modern economy, allowing for the largest increases of productiveness.Peter F. Drucker informs us, that the 20th century has seen a rate of 3% productivity increase per year, hence productivity has risen 50 fold since the time of Frederick Taylor, who acted as a catalyst in the development of division of work . An example of this fact can come from early industrialization, namely the Ford motor company , where Taylors arranging of a scientific approach was applied. Taylor was elicit in accomplishment development by means of standardization and functional specialization .One worker would assemble the dashboard, another would assemble the wheels, and yet another would paint the exterior. The effects of this are well known and lead to Ford becoming not just the predominant car maker but also the inventor of the conveyer-belt production system- revolutionizing many industries. However, one could argue that extremes of division of work could lead to undesired effects. Div ision of labor can ultimately reduce productivity and increase costs to produce units. several(prenominal) reasons as causes for reduction in productivity can be thought of.For example, productivity can suffer when workers go bad bored with the constant repetition of a task. Additionally, productivity can be affected when workers lose pride in their work because they are not producing an entire product they can identify as their own work. Douglas M. McGregor for instance cautions that people, deprived of opportunities to satisfy at work the inevitably which are now important to them, deliverwith indolence, passivity,lack of responsibility,unreasonable demands for economic benefits .This circumstance was probably well recognized by Fayol, when he states that the division of work has its limits which experience and a sense of resemblance teach us may not be exceeded According to Henry Fayol under division of work, The worker eternally on the same post, the manager always concerne d with the same matters, acquire an ability, sureness and accuracy which increases their output. In other words, division of work means specialization. According to this principle, a person is not fitted of doing all types of work.Each job and work should be assigned to the specialist of his job. Division of work promotes efficiency because it permits an organizational member to work in a limited area reducing the scope of his responsibility. Fayol wanted the division of work not only at factory but at management levels also. 2. authorisation and Responsibility Authority and responsibility go together or co-existing. Both warrant and trusty are the two sides of a coin. In this way, if anybody is made obligated for any job, he should also have the concerned authority.Fayols principle of management in this regard is that an efficient manager makes best possible use of his authority and does not escape from the responsibility. In other awards when the authority is exercised the re sponsibility. In other awards when the authority is exercised the responsibility is automatically generated. The division of an enterprise into distinct departments, each independent of the others but subject to a common authority, has assorted causes much(prenominal) as the great growth of business, or a diversity of operations demanding very different capabilities or the physical separation of the various activities.Whatever the cause for which this division into departments exists, one must, under the penalty of duality of command, make sure that each service and each function is clearly defined and delimited. These departments, functions and powers, created arbitrarily, generally have no independent existence one could always constitute them differently and they can be changed. But as soon as they have been instituted they must be defined and delimited very clearly. If not, certain parts will be neglected or forgotten while other parts will be handled by several authorities at once.Much vigilance is unavoidable to avoid these twin perils. The definition of departments and functions carries with it, naturally, the specifications of rights, duties and responsibilities for each. Each must know to whom and for what he break dances orders, to whom and for what he must obey. On the other hand, each person in authority at every hierarchical level must always be familiar with what is going on in all areas under him. The means that can be used to carry out this responsibility are direct supervision, control, meetings, reports and a good accounting system. 3. Discip billThe Dictionary Larousse defines this as follows A group of unspoken rules or of written rules intended to ensure good order and regularity in a company or an assembly. This definition seems to me to be exact. hither we are not faced with the principle but an essential rule contingent or dependent on the goal, the constitution, the personalities and so on. These rules, which are as legion(predic ate) as they are varied, have almost exclusively as their goal the achievement of congruity of Command and its corollaries. The rights, duties, responsibilities, and the place of each person must be determined and specified.Good rules greatly facilitate the progress of events. But whatever the value of these rules might be, their effectiveness and discipline itself will always depend on much tact, much skill and the conduct of the leaders. According to Henry Fayol discipline means sincerity about the work and enterprise, carrying out orders and instructions of superiors and to have corporate trust in the policies and programmes of the business enterprise, in other sense, discipline in terms of respectfulness, application, energy and respect to superior. However, Fayol does not advocate warming, fines, suspension and dismissals of worker for maintaining discipline.These punishments are seldom awarded. A well disciplined working force is essential for improving the quality and quan tity of the production. 4. Unity of Command As an enterprise grows, there comes a time when the leader can no longer provide personal direction to every employee he therefore appoints intermediaries to transmit directives and to supervise their execution. As the enterprise grows even further, the leader cannot even direct these first level intermediaries and he is obliged to create others to transmit his directives to the first and thus a hierarchy is formed.Its origin is therefore independent of Unity of Command it results from a limitation of personal abilities. But the principles of Unity of Command requires that the Leader pass through these intermediaries to reach the lower-level employees way out from these regular channels provokes duality. Such is the Hierarchical transmission of orders which is commonly known as the Hierarchical Principle. The results of ignoring this principle are ruffled feelings discontent, discouragement and conflict, just like the result of ignoring t he fundamental principle.Nevertheless, infractions are fairly frequent though sometimes caused by good intentions for example, perhaps there is an agent at the third level who, finding that the normal channels are too long, gives orders directly to a first-level employee (X1), without passing through X2 meanwhile soul at the fourth level (X4) believe that he hasnt been understood, or for some other reason, gives direct orders to X2, resulting in a duality of command and the inevitable consequences discontent, confusion of responsibilities and the work is held up.In practice one constantly has to compromise respect for the hierarchical channel with the motivation for timely response. A subordinate should take order from only one brag and he should be responsible and accountable to him. Further he claimed that if the unit of command is violated, authority is undermined, disciplined in danger, order disturbed and stability threatened. The entrancement of this principle will face so me serious consequences. In this way, the principle of unity of command provides the enterprise disciplined, stable and orderly existence.It creates harmonious relationship between officers and subordinates, congenial atmosphere of work. It is one of the Fayols important essential principle of management. 5. Unity of Direction Fayol summarizes this principle with the words one head and one plan for a group . Hence, this point is naturally closely connected to the unity of command principle. Again Sloan and GM can serve as an example. Sloan introduced a wide variety of metrics in order to measure the execution of departments and the firms that were part of the GM concern. His attitude is ummarized in his words We have such control over this ship the GM corporation that we know exactly where we are at all times . Or as Fayol said Unity of direction is provided for by sound organization of the body corporate . That means first one must know where to take the company and subsequently c onstantly assure that the plan is still on track. The success story of GM under Sloan exemplifies the validity of this principleFayol advocates One head and one plan which means that group efforts on a circumstance plan be led and directed by a single person.This enables effective co-ordination of individual efforts and energy. This fulfils the principles of unity of command and brings uniformity in the work of same nature. In this way the principle of direction create dedication to purpose and loyalty. It emphasizes the attainment of common goal under one head. 6. Subordination of individual interests to general interests The interest of the business enterprise ought to come before the interests of the praise individual workers. In other words, principle of management state that employees should surrender their personnel interest before the general interest of the enterprise.Sometimes the employees due to this ignorance, selfishness, laziness, carelessness and emotional pleasure o verlook the interest of the organisation. This attitude proves to be very harmful to the enterprise. An organization is much bigger than the individual it constitutes therefore interest of the undertaking should prevail in all circumstances. As far as possible, reconciliation should be achieved between individual and group interests. But in case of conflict, individual must sacrifice for bigger interests. In order to achieve this attitude, it is essential that Employees should be sincere & sincere. Proper & regular supervision of work. Reconciliation of unwashed differences and clashes by mutual agreement. For example, for change of location of plant, for change of profit sharing ratio, etc. 7. Fair Remuneration to employees According to Fayol wage-rates and method of their payment should be fair, neat and satisfactory. Both employees and ex-employers should agree to it. Logical and appropriate wage-rate and methods of their payment reduces tension and differences betwee n workers and management, create harmonious relationship and a pleasing atmosphere of work.Further Fayol recommends that residential facilities be provided including arrangement of electricity, water and facilities. 8. Centralization and Decentralization The command exercised by the high authority and which, be it direct or through successive levels in the organization, reaches all parts of the organization, and the responses which return in the reverse sense, either directly or through the levels, to the central authority, constitute what one has rightly called Centralization. It is not an arbitrary institution nor is it optional. It is an inevitable consequence, enforced, in fact, by Unity of Command.Centralization can be practiced in greatly different ways the field can be left open for individual initiative, or it can be tout ensemble stifled. One finds examples ranging from a rigid structure with only passive obedience, to a vibrant organism where freedom of action spreads o ut with the most perfect subordination. One leader, having great ability and a great influence can, without inconveniencing a small business, handle all matters, make his own purposes and impose a passive obedience as the enterprise grows, such a leader will become inadequate and his method will be deplored.Another leader will give a lot of authority to his subordinates, but what happens if these subordinates are only mediocre? It is therefore a matter of degree one must consider the importance of various circumstances, the special difficulties which they cause, their extent, the distance which separates the various parts of the business and so on one must also take account of the value of the employees. exclusively consideration of the circumstances can decide the respective balance between power and initiative, which it may be convenient to give to all employees.At the same time, it seems certain to me, the matter of subordinating being separate, that one must give all employees the largest pith of freedom of action and initiative possible. The strength of the leaders is increase through the strength brought by lower-level employees and therefore they must be developed to the maximum extent possible. Let us not forget, in passing, that personal rejoicing and self-respect are often stronger than self-interest when it comes to stimulating individual initiative. The great problem of centralization and decentalisation can therefore be summarized s follows exacting centralization with the greatest possible individual initiative. As for the amount of authority and initiative to be abandoned to each person, each case must be considered separately, it is the eternal question of degree, which is the great and continuing preoccupation of the administrator. Whether one buys or sells, builds or demolishes, recruits or dismisses, punishes or rewards, in a word acts or refrains from action, the line to follow is never clearly defined one must select from various a lternatives. Neither principles nor rules can abolish arbitrary decisions.There should be one central point in the organisation which exercises overall direction and control of all the parts. But the degree of centralization of authority should vary according to the needs of situation. According to Fayol there should be centralization in small units and proper decentralization in big organisation. Further, Fayol does not favor centralization or decentralization of authorities but suggests that these should be proper and effective adjustment between centralization and decentralization in order to achieve maximum objectives of the business.The choice between centralization and decentralization be made after taking into consideration the nature of work and the efficiency, experience and decision-making capacity of the executives. 9. Scalar Chain The scalar orbit is a chain of supervisors from the highest to the lowest rank. It should be short-circuited. An employee should feel the nec essity to contact his superior through the scalar chain. The authority and responsibility is expressd through this scalar chain. Fayol defines scalar chain as the chain of superiors ranging from the ultimate authority to the lowest rank. The flow of breeding between management and workers is a must. Business opportunities must be conterminously avoided of. so we must make direct contact with the concerned employee. Business problems need immediate solution, so we cannot always depend on the established scalar chain. It requires that direct contact should be established. Every orders, instructions, messages, requests, explanation etc. has to pass through Scalar chain. But, for the sake of convenience & urgency, this path can be cut shirt and this short cut is known as Gang Plank.A Gang Plank is a temporary arrangement between two different In the figure given, if D has to communicate with G he will first send the chat upwards with the help of C, B to A and then downwards with the help of E and F to G which will take quite some time and by that time, it may not be worth therefore a gang plank has been developed between the two. Gang Plank clarifies that management principles are not rigid rather they are very flexible. They can be moulded and modified as per the requirements of situations 10. OrderAccording to Fayol there should be proper, systematic and orderly arrangement of physical and social factors, such as land, raw materials, tools and equipments and employees respectively. As per view, there should be safe, appropriate and specific place for every article and every place to be used effectively for a particular activity and commodity. In other words, principles that every piece of land and every article should be used properly, economically and in the best possible way. Selection and appointment of the most suitable person to every job. There should be specific place for every one and every one should have specific place.This principle also stress es scientific selection and appointment of employees on every job. One knows the formula for material ordera place for everything and everything in its place. At the same time should there not be a specified place for everything and someone designated to put everything in that place? Unity of Command indirectly deals with this matter by imposing delimitation of departments and of the authorities, which are responsible for them. Every act of the enterprise and everything belonging to it must have its respondent, that is to say, someone who is responsible for it.It is order in deeds and with things it is the means of avoiding waste of material and time and for avoiding conflicts. Thus, Unity of Command appears with its retinue of secondary principles as an important and fundamental natural law, and this impression is only strengthened as one studies the point further. No one denies its importance many people are vaguely aware(p) of it but its value is only really appreciated by a fe w and if one considers that as with every good rule of housekeeping it gets in the way of imaginative solutions, one can explain why it is violated so often.Numerous infractions occur, such as orders which arrive at their destination without having followed the hierarchical route, such as the encroachment by one department upon another, such as the s top of the inningping or disarray of the administrative mechanism due to the absence seizure of the leader, and so on. At least five times out of ten it is errors of this type, which upset the business. 11. Equity Equity and equality of treatment are aspirations to be taken into account in dealing with employees, Fayol says.Clearly, this standard is not easily achieved, however, todays work environment is arguably more equipped to tackle this publicize than previous generations of corporations. One indication for this claim is to be found in the fact that most companies have appointed officials who deal with complaints of employees aga inst the management, for instance the so-called ombudsman . However, this system is naturally not fool proof and private organizations attempt to draw attention to the victims of mistreatment.One example is an organization taking care of claims of victims of mobbing within the company Novartis . composition the problem still persists, Fayols principle is being recognized by corporations and enhanced by the public opinion and most importantly the lawmakers . Several nations, e. g. Germany, Sweden and others, intend to tackle the problem of unequal treatment by passing laws that intend to establish a juridical basis for people who fell victim of inequality. The principle of equality should be followed and applicable at every level of management.There should not be any discrimination as regards caste, sex and religion. An effective management always accords sympathetic and human treatment. The management should be kind, honest and impartial with the employees. In other words, kindnes s and justice should be exercised by management in dealing with their subordinates. This will create loyalty and devotion among the employees. Thus, workers should be treated at par at every level. Equity means conspiracy of fairness, kindness & justice. The employees should be treated with kindness & equity if devotion is expected of them.It implies that managers should be fair and impartial while dealing with the subordinates. They should give similar treatment to people of similar position. They should not discriminate with respect to age, caste, sex, religion, relation etc. Equity is essential to create and maintain cordial relations between the managers and sub-ordinate. But equity does not mean total absence of harshness. Fayol was of opinion that, at times force and harshness might become undeniable for the sake of equity. 12. Stability of use of personnelIt is Fayols opinion that it is better to have a mediocre manager who stays than outstanding mangers who barely c ome and go . Fayol does not only apply this idea to management though, he also points to negative effects of a lack of stability when it comes to employees. era this point might be debatable to some extend it is clear that stability contributes to better planning possibilities. It also allows for a psychologically beneficial state of mind of the employees, hence certainly improving efficiency and the willingness to perform well for the corporations good.Apparently however, this rule of requirement has not sunken in generally. This is demonstrated by the fact that most countries have passed employee protection regulations when it comes to the reasons why people can be laid off. Internationally the International Labor Organization, a section of the United Nations, watches over various aspects of employment and also deals with unfair dismissals of employees . While from an employee perspective the protection laws make sense, employers may occasionally view this append differently.In fact, it is easy to find web-blogs with advice how to fire workers without ensuing lawsuit and some influential individuals, for instance Chandrajit Banerjee, head of the Confederation of the Indian Industry , demands it to become easier to charter and fire in India . Maybe a way out of this dilemma and back to following Fayols principle can derive from an example Henry Chesbrough gave when discussing differences in culture between the USA and Japan . Chesbrough describes how little loyalty US-employees exhibit compared to the Nipponese counterparts.He also analyses the reason as stemming from the fact that Japanese firms have a tighter relation to their employees. He for example points to a better social security system, like pension plans, in Japan. The spill-over effect that endangers US American companies to loose important innovative advantages by losing skilled employees to other companies is thereby contained in Japan. This example shows that stability of raise is not only important but connected to social and cultural factors management must take into account if they want to maximize their productive capacity. It also shows, that this principle is a two-way street.While stability is important for the employee it is just as important for the employer. One would think that this leads to both parties pulling in the same direction. But as we can see from the above example, it requires a change of mind in some instances to establish an environment of trust and mutual care. Principle of stability is linked with long tenure of personnel in the organisation. This means production being a team work, an efficient management always builds a team of good workers. If the members of the team go on changing the entire process of production will be disturbed.It is always in the interest of the enterprise that its trusted, experienced and trained employees do not leave the organisation. Stability of job creates a sense of belongingness among workers who with this fe eling are encouraged to improve the quality and quantity of work. Fayol emphasized that employees should not be go frequently from one job position to another i. e. the period of service in a job should be fixed. Therefore employees should be appointed after keeping in view principles of recruitment & selection but once they are appointed their services should be served. According to Fayol. Time is unavoidable for an employee to get used to a new work & succeed to doing it well but if he is removed before that he will not be able to render worthwhile services. As a result, the time, effort and money spent on training the worker will go waste. Stability of job creates team essence and a sense of belongingness among workers which ultimately increase the quality as well as quantity of work. 13. Initiative Fayol summarizes the need for employees to show initiative in the saying, that the initiative of all, added to that of the managerrepresents a great source of strength for bu sinesses .He suggests to management to inspire and maintain everyones initiative. Some modernly run companies have come to find their special ways in order to ensure employee satisfaction, and, concomitantly their initiative. One example is again Google and their policy of 20% time . This policy implies that employees get a large part of their time to invest in projects of their choosing. While these projects are not necessarily connected to their immediate work tasks experience has shown, that they often built the basis for spin-off ideas that benefit the firm.Others, like 3M and various Biotech and Pharmaceutical companies have followed suit, and it is said that 3M has developed the post-it notes as a spin-off of an idea conceived during a personal project period . As a Google employee put it the 20 percent policy is as important to attracting and retaining employees as it is to sparking fresh ideas. Business professor Robert Fulmer at Pepperdine University adds Paradoxically, let ting go of employees through independent projects can mean getting more from them.Its a way to get people to go beyond whats expected of them. Apparently, with the right strategies a company can increase employee participation and initiative by given the inspiration Fayol requested from the management. Workers should be encouraged to take initiative in the work assigned to them. It means eagerness to initiate actions without being asked to do so. Fayol certain that management should provide opportunity to its employees to suggest ideas, experiences& new method of work. It helps in developing an atmosphere of trust and understanding.People then enjoy working in the organization because it adds to their zeal and energy. To suggest improvement in formulation & implementation of place. They can be encouraged with the help of monetary & non-monetary incentives. Under this principle, the successful management provides an opportunity to its employees to suggest their new ideas, e xperiences and more convenient methods of work. The employees, who has been working on the specific job since long discover now, better alternative approach and technique of work.It will be more useful, if initiative to do so is provided to employees. In simple, to ensure success, plans should be well formulated before they are implemented. 14. Espirit De Corps (can be achieved through unity of command) It refers to team spirit i. e. harmony in the work groups and mutual understanding among the members. Spirit De Corps inspires workers to work harder. Fayol cautioned the managers against dividing the employees into competing groups because it might damage the moral of the workers and interest of the undertaking in the long run.To inculcate Espirit De Corps following steps should be undertaken There should be proper co-ordination of work at all levels Subordinates should be encouraged to develop informal relations among themselves. Efforts should be made to create enthusiasm and kee nness among subordinates so that they can work to the maximum ability. Efficient employees should be rewarded and those who are not up to the mark should be given a chance to improve their performance. Subordinates should be made conscious of that whatever they are doing is of great importance to the business & society.He also cautioned against the more use of Britain communication to the subordinates i. e. face to face communication should be developed. The managers should infuse team spirit & belongingness. There should be no place for misunderstanding. People then enjoy working in the organization & offer their best towards the organization. In order to achieve the best possible results, individual and group effort are to be effectively co-ordinated and coordinated. Production is a team work for which the whole-hearted support and co-operation of the members at all levels is required.Everyone should sacrifice his personal interest and contribute his best energies to ach ieve the best results. it refers to the spirit of loyalty, faithfulness on the part of the members of the group which can be achieved by strong motivating recognition and importance of the members for their valuable contribution, effective coordination, informal mutual social relationship between members of the group and positive and constructive approach of the management towards workers welfare SEMINAR 3 MANAGEMENT LEVELSManagers are organizational members who are responsible for the work performance of other organizational members. Managers have formal authority to use organizational resources and to make decisions. In organizations, there are typically three levels of management top-level, middle-level, and first-level. These three main levels of managers form a hierarchy, in which they are ranked in order of importance. In most organizations, the number of managers at each level is such that the hierarchy resembles a pyramid, with many more first-level managers, fewer middle m anagers, and the fewest managers at the top level.Each of these management levels is described under in terms of their possible job titles and their primary responsibilities and the paths taken to hold these positions. Additionally, there are differences across the management levels as to what types of management tasks each does and the roles that they take in their jobs. Finally, there are a number of changes that are occurring in many organizations that are changing the management hierarchies in them, such as the increasing use of teams, the prevalence of outsourcing, and the flattening of organizational structures. Top-Level ManagersTop-level managers, or top managers, are also called senior management or executives. These individuals are at the top one or two levels in an organization, and hold titles such as foreman Executive Officer (CEO), Chief Financial Officer (CFO), Chief Operational Officer (COO), Chief Information Officer (CIO), Chairperson of the Board, President, Vic e president, Corporate head. Often, a set of these managers will constitute the top management team, which is composed of the CEO, the COO, and other department heads. Top-level managers make decisions affecting the entirety of the firm.Top managers do not direct the day-to-day activities of the firm rather, they set goals for the organization and direct the company to achieve them. Top managers are ultimately responsible for the performance of the organization, and often, these managers have very visible jobs. Top managers in most organizations have a great deal of managerial experience and have moved up through the ranks of management within the company or in another firm. An exception to this is a top manager who is also an entrepreneur such an individual may start a small company and manage it until it grows enough to support several levels of management.Many top managers hold an advanced degree, such as a Masters in Business Administration, but such a degree is not required. S ome CEOs are employ in from other top management positions in other companies. Conversely, they may be promoted from within and groomed for top management with management development activities, coaching, and mentoring. They may be tagged for promotion through succession planning, which identifies high potential managers. Middle-Level Managers Middle-level managers, or middle managers, are those in the levels below top managers.Middle managers job titles include General manager, Plant manager, Regional manager, and Divisional manager. Middle-level managers are responsible for carrying out the goals set by top management. They do so by setting goals for their departments and other business units. Middle managers can motivate and assist first-line managers to achieve business objectives. Middle managers may also communicate upward, by offering suggestions and feedback to top managers. Because middle managers are more involved in the day-to-day workings of a company, they may provide valuable information to top managers to help improve the organizations bottom line.Jobs in middle management vary widely in terms of responsibility and salary. Depending on the size of the company and the number of middle-level managers in the firm, middle managers may supervise only a small group of employees, or they may manage very large groups, such as an entire business location. Middle managers may be employees who were promoted from first-level manager positions within the organization, or they may have been hired from outside the firm. Some middle managers may have aspirations to hold positions in top management in the future.First-Level Managers First-level managers are also called first-line managers or supervisors. These managers have job titles such as Office manager, Shift supervisor, Department manager, Foreperson, Crew leader, Store manager. First-line managers are responsible for the daily management of line workershe employees who actually produce the product or of fer the service. There are first-line managers in every work unit in the organization. Although first-level managers typically do not set goals for the organization, they have a very strong influence on the company.These are the managers that most employees act with on a daily basis, and if the managers perform poorly, employees may also perform poorly, may lack motivation, or may leave the company. In the past, most first-line managers were employees who were promoted from line positions (such as production or clerical jobs). Rarely did these employees have formal education beyond the high school level. However, many first-line managers are now graduates of a trade school, or have a two-year associates or a four-year bachelor-at-armss degree from college.Management Levels And The Four Managerial Functions Managers at different levels of the organization engage in different amounts of time on the four managerial functions of planning, organizing, leading, and controlling. Planning is choosing appropriate organizational goals and the correct directions to achieve those goals. Organizing involves determining the tasks and the relationships that allow employees to work together to achieve the planned goals. With leading, managers motivate and coordinate employees to work together to achieve organizational goals.When controlling, managers monitor and measure the degree to which the organization has reached its goals. The degree to which top, middle, and supervisory managers perform each of these functions is presented in Exhibit 1. Note that top managers do considerably more planning, organizing, and controlling than do managers at any other level. However, they do much less leading. Most of the leading is done by first-line managers. The amount of planning, organizing, and controlling decreases down the hierarchy of management leading increases as you move down the hierarchy of management.Time Spent on Management Functions at unalike Management Levels Several defining characteristics demarcate management skills and differentiate them from other kinds of managerial characteristics and practices. First, management skills are behavioral. They are not personality attributes or rhetorical tendencies. Management skills consist of identifiable sets of actions that individuals perform and that lead to certain outcomes. Skills can be observed by others, unlike attributes that are purely mental or are embedded in personality.Whereas people with different styles and personalities may apply the skills differently, there are, nevertheless, a core set of observable attributes in effective skill performance that are common across a range of individual differences. Second, management skills are controllable. The performance of these behaviors is under the control of the individual. Unlike organizational practices such as selectively hiring, or cognitive activities such as transcending fear, skills can be consciously demonstrated, practiced, improved, o r restrained by individuals themselves.Skills may certainly engage other people and require cognitive work, but they are behaviors that people can control themselves. Third, management skills are developable. Performance can improve. Unlike IQ or certain personality or temperament attributes that remain relatively constant throughout life, individuals can improvement their competency in skill performance through practice and feedback. Individuals can progress from less competence to more competence in management skills, and that outcome is the primary objective of this book. Fourth, management skills are interrelated and overlapping.It is difficult to demonstrate just one skill in isolation from others. Skills are not simplistic, repetitive behaviors, but they are integrated sets of complex responses. Effective managers, in particular, must rely on combinations of skills to achieve desired results. For example, in order to effectively motivate others, skills such as supportive commu nication, influence, empowerment, and self-awareness may be required. Effective managers, in other words, develop a constellation of skills that overlap and support one another and that allow flexibility in managing diverse situations.Fifth, management skills are sometimes contradictory or paradoxical. For example, the core management skills are neither all soft and humanistic in orientation nor all hard-driving and directive. They are oriented neither toward teamwork and interpersonal relations exclusively nor toward individualism and technical entrepreneurship exclusively. A variety of skills are typical of the most effective managers, and some of them appear incompatible. Regardless of organizational level, all managers must have five critical skills technical skill, interpersonal skill, conceptual skill, symptomatic skill, and political skill. proficient Skill.Technical skill involves understanding and demonstrating proficiency in a particular workplace activity. Technical skil ls are things such as using a computer word processing program, creating a budget, operating a piece of machinery, or preparing a presentation. The technical skills used will differ in each level of management. First-level managers may engage in the actual operations of the organization they need to have an understanding of how production and service occur in the organization in order to direct and evaluate line employees. Additionally, first-line managers need skill in scheduling workers and preparing budgets.Middle managers use more technical skills related to planning and organizing, and top managers need to have skill to understand the complex financial workings of the organization. Interpersonal Skill. Interpersonal skill involves human relations, or the managers ability to interact effectively with organizational members. Communication is a critical part of interpersonal skill, and an inability to communicate effectively can prevent career progression for managers. Managers wh o have excellent technical skill, but poor interpersonal skill are unlikely to succeed in their jobs.This skill is critical at all levels of management. abstract Skill. Conceptual skill is a managers ability to see the organization as a whole, as a complete entity. It involves understanding how organizational units work together and how the organization fits into its competitive environment. Conceptual skill is crucial for top managers, whose ability to see the big picture can have study repercussions on the success of the business. However, conceptual skill is still necessary for middle and supervisory managers, who must use this skill to envision, for example, how work units and teams are best organized.symptomatic Skill. Diagnostic skill is used to investigate problems, decide on a remedy, and implement a solution. Diagnostic skill involves other skillsechnical, interpersonal, conceptual, and politic. For instance, to determine the root of a problem, a manager may need to speak with many organizational members or understand a variety of informational documents. The difference in the use of diagnostic skill acr0oss the three levels of management is primarily due to the types of problems that must be addressed at each level.For example, first-level managers may deal primarily with issues of motivation and discipline, such as determining why a particular employees performance is flagging and how to improve it. Middle managers are likely to deal with issues related to larger work units, such as a plant or sales office. For instance, a middle-level manager may have to diagnose why sales in a retail location have dipped. Top managers diagnose organization-wide problems, and may address issues such as strategic position, the possibility of outsourcing tasks, or opportunities for foreign expansion of a business.Political Skill. Political skill involves obtaining power and preventing other employees from taking away ones power. Managers use power to achieve organ izational objectives, and this skill can often reach goals with less effort than others who lack political skill. Much like the other skills described, political skill cannot stand alone as a managers skill in particular, though, using political skill without appropriate levels of other skills can lead to promoting a managers own career rather than reaching organizational goals.Managers at all levels require political skill managers must avoid others taking control that they should have in their work positions. Top managers may find that they need higher levels of political skill in order to successfully operate in their environments. CONCLUSION * Management has been identified as the systematic body of knowledge based on general principles,concepts,theories and techniques which are variable in terms of business practice. These are embodied in the managerial functions of planning,organising,planning,controlling and directing which form the job of a manager. * In the organisation the re are 3 levels called top level,middle level and lower level management ,each one having important role in smooth running of the organisation. * The lack of management skills will lead to poor decision making.

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Research Front Arnab B Chowdhury Founder and Knowledge Architect, Ninad Consultancy Services www. ninad. in, emailprotected in When Technology Meets Health Care in Knowledge Society Aurosiksha online acquisition plat manakin for blindness prevention workers Intelligence and capability are not enough. There must withal be the joy of doing something beautiful. Being of service to matinee idol and humanity means going well beyond the sophistication of the best technology, to the humble demonstration of courtesy and compassion to for each one patient. Dr. G Venkataswamy (Founder Chairman Aravind shopping m all told Care System) Abstract This case study (www. urosiksha. org) is about two great movements one in Technology (the FOSS) and the other in Health Care the Aravind mall Care Systems (AECS) and LAICO that trains blindness prevention workers. At the con? uence of the two is an e learn platform called Aurosiksha, which is based on Moodle. Aurosiksha seeks to reach out to t he globose user, share its rich association base, and in the process create a community of lifelong defineers. Keywords FOSS, ICT, LMS, MOODLE, mLearning, Mobile Moodle, AECS, Aravind, Aravind Eye Care System, Vision 2020, WHO, LAICO, Aurosiksha, eLearning Platform, intimacy society, ocial health care. Introduction As we all know, the Free and Open Source Software (FOSS) movement began as a renegade call to what was felt to be increasing restrictions on collaborative development, distribution, and self-command of software2. Free software focuses on the philosophical freedoms (a matter of liberty rather than price) it gives to users, whereas disperse-source software focuses on the perceived strengths of its peer-topeer development model. Openness, coownership, and transparent collaboration handle to drive the FOSS movement. Development, modi? cation, ownership, and redistribution of software could now e cohesively managed by communities of like-minded developers. This also led to an evolutionary model of copyright and licensing (GPL) ensuring community ownership. The FOSS movement has evolved from the stages of philosophy and licensing into a complex and pragmatic ecosystem for software production and distribution bene? ting humanity globally. FOSS has introduced technological self-reliance, efficient use and sharing of resources, and C SI Communications June 2012 12 collaborative innovationand development. One of the most signi? finisht areas where the FOSS movement has made strides is in the ?eld of education.During the past decade, education has been rapidly reorganized to leverage training and communication technology (ICT) within the classic dogma- culture-assessing cycle. At the foundation of FOSS is a desire for an equitable and open model of access to association. If one of the aims of FOSS technologies is dissemination of educational content, then Aurosiksha is a case in point. The Case Aurosiksha is an online learning worry system (LMS). An enterprisingness launched recently (25th July, 2011) in its beta chance variable by Lions Aravind give of Community Ophthalmology (LAICO), established in 1992 with the support of he Lions Club International, SightFirst Program, and Seva Sight Program. LAICO is Asias ? rst international training facility for the broad range of blindness prevention workers from India and other parts of the world. It contributes in improving the feeling of kernel care services through with(predicate) teaching, training, capacity building, advocacy, research, and management consultancy. It offers university-affiliated long-term courses in Eye Care caution, with bosom care management programs for directors of mettle hospitals, program managers, as well as several(prenominal) skill development courses in the areas of instrument maintenance, community utreach and amicable marketing, counseling in India, Africa, and South eastbound Asia. LAICO accomplishes this objective within the broader e nvironment of Aravind Eye Hospitals and Aravind Medical Research Foundation all aspects of AECS. Headquartered at Madurai, India, AECS is the worlds largest kernel care service provider, which performs 300,000 surgeries per year. Aravind Eye Care was founded and directed by the legendary Padmashree Dr. G Venkataswamy known as Dr. V. Fig. 1 Inspiration and Inspirer www. csi-india. org Fig. 2 LAICOs global reach Designated by the World Health Organization as a Collaborating Centre forPrevention of Blindness, Aravind is studied as a model in prestigious handicraft schools around the world, including Harvard, Stanford, Michigan, IMD-Lausanne, and the Indian Institutes of Management. Currently, LAICO works with over 270 hospitals across the developing world replicating Aravind model of high-quality, inexpensive eye care service delivery. Followup studies have shown that several of the programs exposed to the Aravind model have doubled (and in some cases even tripled) surgical produc tivity and as a result are now ? nancially self-sustaining. 270+ hospitals (and muted growing) that are partnering with Aravind?How do we create courses that cover the broad needs of our trainees that include paraprofessionals, ophthalmologists, eye care program managers, administrators, and others? How do we continue to empower our all-women team of paraprofessionals who form the backbone (about 60%) of Aravinds workforce? Since most of them come from humble, rural background and are ingenious as assistants and nurses, can this eLearning platform give them the probability for continuous training? How can eLearning work consciously toward the empowerment of women and gender equality an important objective within the Millennium Development Goals?How do we collate, aggregative content to create an interactive Knowledge society The Challenge The real challenge for knowledge society then is in creating equal opportunity in offering the ability to access, to create, to develop, and to utilize the right information at the right time in a cost-effective manner. This applies to the public (consumer) as well as the service provider professionals. In this case study, we focus on a decisive initiative with the objective of providing quality training and management skills via the virtual sensitive for eye care, which is an important area of social health care. How do we train more than 10,000 lindness prevention workers worldwide, year after year, across Education FOSS ICT Aurosiksha AECS LAICO Education & Management Fig. 3 The case for Aurosiksha C SI Communications June 2012 13 ophthalmic technology evolving so quickly, everyone recognizes the importance of keeping our eye care management skills and knowledge up-todate for the bene? t of our patients. The eLearning solution will allow especially the paramedics to access continuous educational opportunities over the Internet and provide a valuable forum for our members/experts to reciprocation views and tap into the expertise of their colleagues and fellow olleagues around the world. Aurosiksha has leveraged ICT in an inclusive way. It is meant Fig. 4 Aurosiksha home page and introduction to provide a one-point Internet access to eye training mechanism that does care training for professionals worldwide scantilyice to the enormous data and with the premise that up to 80% of experiences that Aravind has the worlds blindness is avoidable collected over decades and share it where avoidable blindness is de? ned as with the world so that other blindness blindness which could be either treated prevention professionals and social or prevented by entrepreneurs may feel inspired to nown, cost-effective create Aravinds elsewhere? means (VISION 2020 How do we create a viable way Action visualize 2006to share this ocean of aggregated 2010 World Health experiences into meaningful content Organization). harvested since 1976? The Solution How do we instill the Aravind model into our coursewa re? Especially since Aurosiksha the the Aravind model needs to be lived need of the times and experienced as a broad set of LAICO came up values of service, compassion, and with Aurosiksha to self-reliance at its core, along with enhance the reach and management principles that identify quality of education uality care and efficiency that drawn from the rich Aravind stands for? knowledge base that These were perhaps the broad AECS has harvested questions that LAICO asked itself after it since 1976. In this age trained and consulted 60 hospitals in 29 of knowledge society, 1 countries and 213 hospitals in India . its four essential On the eve of the launch of characteristics Aurosiksha, Mr. R D Thulasiraj, Executive digitization, Director (LAICO) said, I think this immediacy, is a very important development and virtualization, and underscores the AECSs commitment globalization drive to continually enhance the range of nowledge sharing. services we offer to eye care service. With C SI Communications June 2012 14 Aurosiksha was developed and implemented by the LAICO team with the help of instructional designers who joined the AECS as volunteers for the sole solve of developing its own online educational program. Promoting lifelong learning The goal is to allow all users to take highly engaging and interactive units in order to learn about the theories, techniques, and practical aspects of both clinical and nonclinical management. The idea is to provide an online space where AECS staff can learn, share, and develop their nowledge of providing the best eye care services in all aspects ranging from fundamental concepts to advanced skills using assessed, accredited, and selfre? ective activities and resources. The program The program includes Courses & stand-alone sessions These have been developed by internal and external subject matter experts (SMEs) with the supporter of instructional designers and technicians by using standard training curriculum. They are also assisted by JCPHO, ICO, and other professionals from leading noneye care institutes, such as the Indian Institutes of Management (IIM). Quality Fig. 5 Course on cataract ww. csi-india. org Camstasia studio Moodle environment MOODLE usability Pedagogy Technology MOODLE Information transfer Add resources (docs, web links) Forum Wiki polish Lessons Assignments Communication and interaction Assessment of learning Tests Discussion forum Co-creation of content Quiz (self-test) Lessons Assignments Discussion forum Wiki Database Articulate quizmaker Fig. 6 The Moodle-based Aurosiksha environment check is performed by including sessions in Aravinds acclaimed training program. The material is interactive with voice narration, with short quizzes in between ideos to assess the learning. Assessment with immediate feedback Assessment is featured in different ways like an organized discussion forum, Q forum, blogs (students are allowed to create), and exercises/quiz. After qu iz/exercises, immediate feedback will be given to the student on each submit. For example, if a student chooses a wrong answer, the feedback will spell out why the answer is incorrect and give the correct answer to ensure learning is happening with each and every activity. Course completion tracking The tracking feature controls the student/ teacher to provide a better learning/ teaching experience.The tool gives accurate course completion and grading report. This includes customized reports for the bene? ciaries on the refer side. Selecting the tool a con? uence of spirit and values LAICOs systems division began with an open mind and explored various Content Management Systems (CMS) and related technologies (Course Management Systems) both proprietary and FOSS, such as WizIQ, Joomla , ConferenceXP (an open-source videoconferencing platform from Microsoft Research), and MOODLE (abbreviation for Modular ObjectOriented Dynamic Learning Environment). Echoing Aravinds values quality , compassion, self-reliance Aurosikshas bjectives resonated with Moodle. At its core, Moodle is an educational software grounded in a philosophy of collaborative learning, often referred to as social constructionist pedagogy. Additionally, Aurosikshas pedagogical approach matched with that of Moodle. The organization and design of Moodles interface supports learners and learning tasks, rather than technology and tools. Moodle presented the ideal vehicle for Aurosiksha. LAICO adapted its knowledge resources to the Moodle throw up customization was minimal. It was a happy con? uence of technology and LAICO vision both shared the same spirit and values.Moodle is based on a social constructionist approach, which helps us attend how learning happens in a group and how learning is a product of innumerable human choices. Moodle was built with elements and tools that embody pedagogical understanding. A Moodlebased course can consist of lessons, including reading materials, activities (su ch as quizzes and projects), and social events that encourage participation between students. In Aurosiksha, one ? nds the Camstasia Studio software to be integrated in Moodle for quality and streaming-like videos for the audiovisual elements in its courses. Similarly, Articulate Quizmaker andles the self-test modules at the end of the lessons. An open (institutional) learning environment Cloud environment Educational institutional environment WEB PAGES scholarly person ID database se Student information system WEB 2. 0 apps Assessment tools Proprietary and licensed content Collaboration tools Student generated content Personal create tools Open content Fig. 7 Open learning environment C SI Communications June 2012 15 Fig. 8 Beta users statistics As Aurosiksha grows in price of content repository, user base, and feedback from users, it will trigger a proportionate scaling in features, tools, and technologies ithin and outside Moodle. The following pointers can be considered for Aurosikshas future Interoperability Aurosiksha may want to communicate and share its data with that of other medical research institutions. It also needs to be SCORM-compliant (Sharable Content Object Reference Model). Deeper reach with low-cost handheld devices and low Internet bandwidth leading to low footprint m-learning With greater penetration of ICT and hand-held devices ranging from tablets (such as Akash) to mobile phones (voice and short messaging services), a strippeddown version of Aurosiksha can be An open learning environmentMoodle and Aurosiksha Apart from being part of FOSS family and therefore free, Moodle is an Open Source Course Management System (CMS). It is also known as an LMS or a virtual learning environment (VLE) and is very popular among educators around the world as a tool for creating online active web sites for their students. Aurosiksha as the learning arm of LAICO-AECS is an experiment in a similar space, moving from Constructionism to Constructivis m an environment in which human beings dont just act (Construct) but also make sense of their actions as a group (Constructivist). This happens as humans make sense of reality, learn and reate new knowledge continuously while learning. Effective learning happens while learners are in an actively constructing knowledge mode rather than in a passive reading, viewing, and memorizing mode. The variety show of knowledge generated impacts attitudes of learners, which in turn re? ects in their actions (practice). Aurosiksha is a Community of Learners in the making, offering insight and reaching out with a sense of service. futurity Direction Aurosiksha, in its beta stage, is currently being tested by over 500 beta testers worldwide that range from paraprofessionals, managers, eye care professionals to cogency members.C SI Communications June 2012 16 Fig. 9 Course creation www. csi-india. org Mentor-guided courseware Turnitin (functionality to let the student submit assignments) Ack nowledgment Fig. 10 E- and M-learning logical system architecture a source of knowledge to especially paraprofessionals on the ? eld. Extensive reach with browserbased handheld devices leading to m-learning With proliferation of 3G and upcoming 4G, Aurosiksha can be experienced on devices, such as iPhone, iPad, and Android-based phones quite extensively with Mobile Moodle (a set of mobile apps and server components from Moodle). Right now, Google Analytics and Google Maps are being applied to study the online learning behavior of the beta users. This initiative could be further explored with other statistics generated dynamically. Relevant pedagogical applications that can be included (already available in Moodle) are as follows Grade report Timer-based courseware Fig. 11 Google maps geographical spread of beta users We wish to thank Mr. R D Thulsiraj (Director Operations, AECS Executive Director LAICO) and Dr. R D Ravindran (Chairman and Director Quality, AECS) for all the i nsightful and rude conversations we had with them. We thank Prof.R K Shyamasundar (Faculty of Technology & Computer Science Tata Institute of Fundamental Research) and Mr. M D Agrawal (President Computer Society of India) for their encouragement. We acknowledge the spirit of FOSS and the World unsubtle Web (WWW) to continue to grow as active members of the knowledge society they foster. Finally we wish to acknowledge the spirit and values of Dr. G Venkataswamy (Dr. V) that pulsate through everything that Aravind is and does. We bow with deep reverence to the spiritual teachers of Dr. V Sri Aurobindo and the Mother. References 1 P. Mehta, and S Shenoy, In? nite vision how Aravind became the orlds greatest business case for compassion, 1st ed. , BerrettKohler Publishers Inc. San Francisco 2 Satish Babu, The FOSS Movement and its impact on Education, CSI Communications, vol. 35, Issue 6, September 2011, pp. 19-20 3 http//moodle. org/about 4 http//aravind. org/ 5 http//laico. org/ 6 http//aurosiksha. org/ 7 h ttp//en. wikipedia. org/wiki/Free_ and_open_source_software 8 h t t p //w w w. i f o s s f. o r g /i f o s s f _ library_0 9 h ttp//www. vision2020india. org / orbiscourse/homepage. htm 10 h ttp//www. vision2020. org/main. cfm? Type=NI=4460 11 h ttp//www. ats-pyjamas. net / wp-content /uploads/2010/05/ M o o d l e To o l G u i d e fo r Te a c h e rs _ May2010_JS. pdf n Selected among the top 4 papers expressing Collaboration for inclusive growth at SEARCC 2011 seminar (South East Asia Regional Computer Confederation, Mumbai, December 2011) With inputs from Prarthana Kalaskar Design Principal (Ninad), Remi Boutinet Outreach Consultant (Ninad), Shwetav Agarwal Solution Architect (Sri Aurobindo Institute of Culture), LAICO team (Deepa Krishnan Senior Manager Operations Vinoth Palanichamy Online Manager Education) C SI Communications June 2012 17