Business lessons in the fast lane
M. Chandrasekaran
I first heard the whining, whizzing sound a few months ago when I happened to make one of my infrequent visits to my teenage son’s room. The TV was on and from what I could see, there were a number of colourful cars zooming around a track repetitively and endlessly. I made the rookie mistake of commenting disparagingly on this apparently mindless activity. Naturally, my son reacted as any self-respecting teenager would and gave me an earful about my ignorance of the many things that matter in life and, importantly, about my cluelessness about Formula One racing. Shamefacedly, I beat a hasty retreat.
Two weeks later, I heard that sound again and went back to my son’s room pasting on an acolyte’s eager expression of wanting to learn from his guru. My son looked up belligerently, expecting some more ‘inane’ (his words) commentary from me. What he saw made him welcome me grudgingly. He initiated me into the intricacies of the starting grid positions, pit stop strategy, tyre change strategy, fuel carrying capacity, down draft, impact of track temperature on performance, slip streams, spoilers and so on. I goggled at the many parameters in what I considered to be a mindless sport. I certainly was wrong to go by first impressions. F-1 racing seemed to have all the crucial ingredients that go into making a complex business operation.
When we look at companies, most often, we find that there is a clear divide between the so called front-end functions and the back-end functions. Unfortunately, these terminologies have also contributed to showing the so called back-end functions in a supportive but inferior light. The way that most companies are run, and the formal and informal importance given to the so-called front-end functions, serves to underline this unfortunate differentiation. Over a period of time, companies subtly develop a caste system, a most regrettable development that undermines performance. Something akin to the way the Manu Smriti’s formulations have degenerated over time to prevent social mobility and societal renewal.
The biggest lessons from F-1 racing are that there is a place for everyone on the team, each person’s contribution is equally vital and the contributions are visible to all concerned. And all this happens in real time. Strategies have to be fine tuned/revised in quick time and responses are measured in seconds. The driver and the racing company get the trophies and publicity, but it is clear to all that in a very real sense this really belongs to the entire team. The drivers say so every time and they mean it.
When we look at organisations, while there is near universal commitment on paper to all these ideals, in practical terms one or more of the tenets are never practised. If organisations have to deliver consistent high performance, it becomes imperative to see how best to assimilate the lessons from F-1 racing and apply them.
When compared to F-1, companies have the luxury of much greater time to respond; such a luxury has to be appreciated and actions must be taken in quick time. Most often between intent and action, there is a big gap which often leads to frustration in employees. There are also times when inefficiencies in the rest of the system are not addressed and persons manning the support functions become the whipping boys for sub-par performance.
This is something that needs to be driven as a concept critical to the organisation’s sustained success by the senior managers, and most important, they must live by this credo. More than a big bang announcement supported by powerful graphics, the purpose will be best served if it is observed in action — in little things and the big things, and on a daily basis. For example, the rewards and incentives programmes must reflect this thinking; the job rotation policy must also reinforce it. If this is done well, over a period of time such practices will not only get accepted, but will also get internalised at all levels in the system. In the long run, the organisation will develop into a high performance system that is open to fine tuning to meet all challenges as they emerge.
As I write this, the F-1 season is over and the new champion has been crowned. I salute my son who taught me this signal lesson in life — never trivialise anything without understanding what makes it go.
(The writer is advisor to 3i Infotech, Manipal Education & Medical Group and IDFC Pvt Equity.)
Thursday, 22 November 2007
Features of leadership
Features of leadership
A look at the skills needed to stay ahead in the new economic scenario.
Kamal Kishore Jain
Leadership is in great demand, but leaders are in short supply. Leadership is in demand because it is the driving force behind the success of any individual, society, organisation or country. Leaders are in short supply because the qualities they bring to the table — of courage and character, belief in core values, compelling modesty and commitment to a cause — do not come for free and are not things that can be bought in a shopping mall.
The new parameters
Leadership is not a static phenomenon. As societies move towards a knowledge economy, there will be a paradigm shift in the skills and qualities necessary to be a successful leader. A leader has to recognise that in the knowledge economy it is knowledge that gives him a competitive advantage. Nevertheless, he also needs to recognise that the shelf life of knowledge is getting shorter. One may have a competitive advantage thanks to his or her knowledge, but this knowledge base alone may not be able to sustain his or her edge beyond a point. If you cling to old knowledge, anyone will be able to pull the carpet from under your feet no matter how firmly you keep your feet on the carpet .
Technology in the knowledge economy can make an expert of the layman. Today, anybody with a camcorder can produce a quality video. YouTube took advantage of this opportunity and became successful overnight.
It is obvious then that success in business in the future will depend on new ideas; ideas that are not just incremental but rather serendipitous.
A leader in this scenario begins by asking questions such as how do we provide a hotel room to customers at Rs 9; how do we provide cardiac care to patients at a price lesser than 30 times the cost of such procedures in the US; or how do we provide a small car to people at a price of Rs 1 lakh.
For a leader in this situation, the issue of competing with his rivals becomes extraneous, insignificant and irrelevant. He believes in being a rule maker rather than a rule taker.
People, the key drivers
As success in business depends on new ideas, people become a critical factor for such success. It then becomes a leadership issue rather than a management issue. Ross Perot rightly said that people cannot be managed; only inventories can be managed. People need to be led.
In order to make people join him on the journey towards new ideas, the leader becomes a member of the team, he engages the team, nurtures and develops it, he leads and at times is willing to be led.
As leadership takes centre-stage , it is imperative for future leaders to know what is right leadership and what is flawed leadership.
There can be no greater danger to a society or economy than that posed by flawed leadership. When you have a flawed leadership, it gives rise to people like Hitler and cases such as Enron and WorldCom. Enron, for instance, had everything in place. It had a bold, well-defined vision, the management was able to inspire its troops to rally around that vision, it was able to attract the best and the brightest people in the world and was able to create a fast-paced, highly innovative and entrepreneurial culture. But alas, it did not have the basic foundation of good leadership — values and ethics.
In this age of media activism, any compromise on values and ethics is discovered, sooner than later. Without good governance, one may end up with a fate similar to that of Paul Wolfowitz, the former president of the World Bank, who was found guilty of having skirted the rules to secure a generous compensation package for his partner and thus had to make an unceremonious exit from this prestigious position.
The business landscape is changing. Economic, political and complex social transformations demand change from business leaders, at a faster rate than ever before. The changing cultural and ethnic make-up of our societies and the changing political/social environment in the context of the new globalised economy are undeniable factors that leaders need to address.
The business world that has long been characterised by stability, autocracy and strictly bound processes, would have to embrace change in this changing landscape.
(The writer teaches at IIM-Indore)
A look at the skills needed to stay ahead in the new economic scenario.
Kamal Kishore Jain
Leadership is in great demand, but leaders are in short supply. Leadership is in demand because it is the driving force behind the success of any individual, society, organisation or country. Leaders are in short supply because the qualities they bring to the table — of courage and character, belief in core values, compelling modesty and commitment to a cause — do not come for free and are not things that can be bought in a shopping mall.
The new parameters
Leadership is not a static phenomenon. As societies move towards a knowledge economy, there will be a paradigm shift in the skills and qualities necessary to be a successful leader. A leader has to recognise that in the knowledge economy it is knowledge that gives him a competitive advantage. Nevertheless, he also needs to recognise that the shelf life of knowledge is getting shorter. One may have a competitive advantage thanks to his or her knowledge, but this knowledge base alone may not be able to sustain his or her edge beyond a point. If you cling to old knowledge, anyone will be able to pull the carpet from under your feet no matter how firmly you keep your feet on the carpet .
Technology in the knowledge economy can make an expert of the layman. Today, anybody with a camcorder can produce a quality video. YouTube took advantage of this opportunity and became successful overnight.
It is obvious then that success in business in the future will depend on new ideas; ideas that are not just incremental but rather serendipitous.
A leader in this scenario begins by asking questions such as how do we provide a hotel room to customers at Rs 9; how do we provide cardiac care to patients at a price lesser than 30 times the cost of such procedures in the US; or how do we provide a small car to people at a price of Rs 1 lakh.
For a leader in this situation, the issue of competing with his rivals becomes extraneous, insignificant and irrelevant. He believes in being a rule maker rather than a rule taker.
People, the key drivers
As success in business depends on new ideas, people become a critical factor for such success. It then becomes a leadership issue rather than a management issue. Ross Perot rightly said that people cannot be managed; only inventories can be managed. People need to be led.
In order to make people join him on the journey towards new ideas, the leader becomes a member of the team, he engages the team, nurtures and develops it, he leads and at times is willing to be led.
As leadership takes centre-stage , it is imperative for future leaders to know what is right leadership and what is flawed leadership.
There can be no greater danger to a society or economy than that posed by flawed leadership. When you have a flawed leadership, it gives rise to people like Hitler and cases such as Enron and WorldCom. Enron, for instance, had everything in place. It had a bold, well-defined vision, the management was able to inspire its troops to rally around that vision, it was able to attract the best and the brightest people in the world and was able to create a fast-paced, highly innovative and entrepreneurial culture. But alas, it did not have the basic foundation of good leadership — values and ethics.
In this age of media activism, any compromise on values and ethics is discovered, sooner than later. Without good governance, one may end up with a fate similar to that of Paul Wolfowitz, the former president of the World Bank, who was found guilty of having skirted the rules to secure a generous compensation package for his partner and thus had to make an unceremonious exit from this prestigious position.
The business landscape is changing. Economic, political and complex social transformations demand change from business leaders, at a faster rate than ever before. The changing cultural and ethnic make-up of our societies and the changing political/social environment in the context of the new globalised economy are undeniable factors that leaders need to address.
The business world that has long been characterised by stability, autocracy and strictly bound processes, would have to embrace change in this changing landscape.
(The writer teaches at IIM-Indore)
Two amazing children
Two amazing children
CD Verma for The Hindustan Times
They were two youngsters, a brother and a sister. The boy aged 12 and the girl aged 15, were in school uniform. They were carrying heavy school satchels.
They behaved like children of respectable parents. Like us, they too were waiting for the bus. A state bus, bound for Chandigarh, arrived. The bus ploughed through the crowd, scattered the passengers helter-skelter and came to a screeching halt.
The commuters charged at the bus and scampered into it. In the flurry and scurry the two children patiently waited for their turn. They were the last to board. The youngsters occupied the seat in front of me. The girl handed over a 50-rupee note to me to pass it on to the conductor via other passengers, for two tickets to Ashram, New Delhi.
The note was handed over by commuters to the conductor, who in the same way dispatched the tickets and the balance amount back to the children. The gir1counted the balance returned by the conductor, looked at the value of the ticket, and counted the balance again.
Discovering that the conductor had returned Rs 1.50 in excess, she directed the younger brother to return the excess amount to the conductor The boy got up from his seat, slowly waded through the crowd of passengers, reached the conductor and returned it. The conductor nodded his head in appreciation.
All this while I watched the two in admiration. And so did the crowd. However, after some time the girl again started counting the money. On recalculation, she found that the conductor had in fact paid Rs 2.50 and not Rs 1.50 in excess.
She once again asked her brother to go to the conductor. The boy returned another rupee to the conductor. Their exemplary conduct caused a big whisper of approbation among the commuters who marveled at the conscientious youngsters. Spontaneously, I caressed their heads.
The kids responded with "Thank you." Then they got down at Ashram, leaving us philosophising about the moral 'sanskars' the children might have imbibed from their parents.
CD Verma for The Hindustan Times
They were two youngsters, a brother and a sister. The boy aged 12 and the girl aged 15, were in school uniform. They were carrying heavy school satchels.
They behaved like children of respectable parents. Like us, they too were waiting for the bus. A state bus, bound for Chandigarh, arrived. The bus ploughed through the crowd, scattered the passengers helter-skelter and came to a screeching halt.
The commuters charged at the bus and scampered into it. In the flurry and scurry the two children patiently waited for their turn. They were the last to board. The youngsters occupied the seat in front of me. The girl handed over a 50-rupee note to me to pass it on to the conductor via other passengers, for two tickets to Ashram, New Delhi.
The note was handed over by commuters to the conductor, who in the same way dispatched the tickets and the balance amount back to the children. The gir1counted the balance returned by the conductor, looked at the value of the ticket, and counted the balance again.
Discovering that the conductor had returned Rs 1.50 in excess, she directed the younger brother to return the excess amount to the conductor The boy got up from his seat, slowly waded through the crowd of passengers, reached the conductor and returned it. The conductor nodded his head in appreciation.
All this while I watched the two in admiration. And so did the crowd. However, after some time the girl again started counting the money. On recalculation, she found that the conductor had in fact paid Rs 2.50 and not Rs 1.50 in excess.
She once again asked her brother to go to the conductor. The boy returned another rupee to the conductor. Their exemplary conduct caused a big whisper of approbation among the commuters who marveled at the conscientious youngsters. Spontaneously, I caressed their heads.
The kids responded with "Thank you." Then they got down at Ashram, leaving us philosophising about the moral 'sanskars' the children might have imbibed from their parents.
Wednesday, 21 November 2007
Cartoon Corner - Business Humor
Well, I tried my best...you know how HR functions...there is no hike and no promotion...but I can give you more responsibilities...
We are into it together...I take all decisions...and you take all the blame...
Paperless office is a great idea...but being computerless is quite depressing..!
We follow the best HR practices here and we expect you to behave like a model employee and stop complaining...
Forget that you are an accountant...I want the artist in you to emerge...create the most amazing sales graphics...
...when we were just two of us you always complained that you had to do all the work...now you have him to share work with you...
...this is purely a human error...somebody put the chart upside down...but don't tell anybody...
Tuesday, 20 November 2007
Be happy and positive in life
Be happy and positive in life
Lina Ashar
Lina Ashar, Founder and Director, Kangaroo Kids Education Ltd, is recognised as a global pioneer in children’s education. A leading education chain, it is changing the way kids learn, by introducing innovative learning strategies, fun-filled activities and a colourful curriculum. Lina Ashar has a bachelor’s degree in education from Victoria College Melbourne. Here’s her take on four questions
Two things that my education/training taught me:
To always be happy and positive in life no matter what it offers you.
To believe that every child is born with a potential for genius.
Two things I learnt from my work/real life:
To be compassionate and be able to give love is the only way to find and connect with happiness for which one needs to have internal stillness.
Anyone or any situation that one encounters is not by chance. See ‘adversaries’ as ‘teachers’ rather than as enemies, which take one emotionally, spiritually and professionally to another level.
One quality I look for the most in a new recruit:
Passion.
A book that I read recently:
The Power of Intention, by Dr Wayne Dyer.
Lina Ashar
Lina Ashar, Founder and Director, Kangaroo Kids Education Ltd, is recognised as a global pioneer in children’s education. A leading education chain, it is changing the way kids learn, by introducing innovative learning strategies, fun-filled activities and a colourful curriculum. Lina Ashar has a bachelor’s degree in education from Victoria College Melbourne. Here’s her take on four questions
Two things that my education/training taught me:
To always be happy and positive in life no matter what it offers you.
To believe that every child is born with a potential for genius.
Two things I learnt from my work/real life:
To be compassionate and be able to give love is the only way to find and connect with happiness for which one needs to have internal stillness.
Anyone or any situation that one encounters is not by chance. See ‘adversaries’ as ‘teachers’ rather than as enemies, which take one emotionally, spiritually and professionally to another level.
One quality I look for the most in a new recruit:
Passion.
A book that I read recently:
The Power of Intention, by Dr Wayne Dyer.
Interesting Story
Interesting Story
from CITEHR - contributed by Ashwini K
Hope you will enjoy and be blessed with this story.
A young man was getting ready to graduate from college. For many months he had admired a beautiful sports car in a dealer's showroom, and knowing his father could well afford it, he told him that was all he wanted. As Graduation Day approached, the young man awaited signs that his father
had purchased the car.
Finally, on the morning of his graduation, his father called him into his private study. His father told him how proud he was to have such a fine son, and told him how much he loved him. He handed his son a beautiful wrapped gift box. Curious, but somewhat Disappointed, the young man opened the box and found a lovely, leather-bound Bible, with the young man's name embossed in gold. Angrily, he raised his voice to his father and said, "With all your money you give me a Bible? and stormed out of the house, leaving the Bible.
Many years passed and the young man was very successful in business. He had a beautiful home and wonderful family, but realized his father was very old, and thought perhaps he should go to him. He had not seen him since that graduation day. Before he could make arrangements, he received a telegram telling him his father had passed away, and willed all of his possessions to his son. He needed to come home immediately and take care of things.
When he arrived at his father's house, sudden sadness and regret filled his heart. He began to search through his father's important papers and saw the still new Bible, just as he had left it years ago. With tears, he opened the Bible and began to turn the pages. His father had carefully underlined a verse, Matt 7:11, "And if ye, being evil know how to give good gifts to your children, how much more shall your Heavenly father which is in heaven, give to those who ask Him?" As he read those words, a car key dropped from the back of the Bible. It had a tag with the dealer's name, the same dealer who had the sports car he had desired. On the tag was the date of his graduation, and the words...PAID IN FULL.
How many times do we miss God's blessings because they are not packaged as we expected? I trust you enjoyed this. Pass it on to others. Do not spoil what you have by desiring what you have not; but remember that what you now have was once among the things you only hoped for...
IF YOUR GIFT IS NOT PACKED THE WAY YOU WANT IT, IT'S BECAUSE IT IS BETTER PACKED THAT WAY! ALWAYS APPRECIATE LITTLE THINGS; THEY USUALLY LEAD YOU TO ATTACHMENTS!
from CITEHR - contributed by Ashwini K
Hope you will enjoy and be blessed with this story.
A young man was getting ready to graduate from college. For many months he had admired a beautiful sports car in a dealer's showroom, and knowing his father could well afford it, he told him that was all he wanted. As Graduation Day approached, the young man awaited signs that his father
had purchased the car.
Finally, on the morning of his graduation, his father called him into his private study. His father told him how proud he was to have such a fine son, and told him how much he loved him. He handed his son a beautiful wrapped gift box. Curious, but somewhat Disappointed, the young man opened the box and found a lovely, leather-bound Bible, with the young man's name embossed in gold. Angrily, he raised his voice to his father and said, "With all your money you give me a Bible? and stormed out of the house, leaving the Bible.
Many years passed and the young man was very successful in business. He had a beautiful home and wonderful family, but realized his father was very old, and thought perhaps he should go to him. He had not seen him since that graduation day. Before he could make arrangements, he received a telegram telling him his father had passed away, and willed all of his possessions to his son. He needed to come home immediately and take care of things.
When he arrived at his father's house, sudden sadness and regret filled his heart. He began to search through his father's important papers and saw the still new Bible, just as he had left it years ago. With tears, he opened the Bible and began to turn the pages. His father had carefully underlined a verse, Matt 7:11, "And if ye, being evil know how to give good gifts to your children, how much more shall your Heavenly father which is in heaven, give to those who ask Him?" As he read those words, a car key dropped from the back of the Bible. It had a tag with the dealer's name, the same dealer who had the sports car he had desired. On the tag was the date of his graduation, and the words...PAID IN FULL.
How many times do we miss God's blessings because they are not packaged as we expected? I trust you enjoyed this. Pass it on to others. Do not spoil what you have by desiring what you have not; but remember that what you now have was once among the things you only hoped for...
IF YOUR GIFT IS NOT PACKED THE WAY YOU WANT IT, IT'S BECAUSE IT IS BETTER PACKED THAT WAY! ALWAYS APPRECIATE LITTLE THINGS; THEY USUALLY LEAD YOU TO ATTACHMENTS!
WINNERS VERSUS LOSERS
WINNERS VERSUS LOSERS from CITEHR - contribution by Vennila Natarajan
The Winner is always part of the answer;
The Loser is always part of the problem.
*********
The Winner always has a program;
The Loser always has an excuse.
*********
The Winner says, "Let me do it for you";
The Loser says, "That is not my job."
*********
The Winner sees an answer for every problem;
The Loser sees a problem for every answer.
*********
The Winner says, " It may be difficult but it is possible";
The Loser says, "It may be possible but i t is too difficult."
*********
When a Winner makes a mistake, he says, "I was wrong";
When a Loser makes a mistake, he says, "It wasn't my fault."
*********
A Winner makes commitments;
A Loser makes promises.
*********
Winners have dreams;
Losers have schemes.
*********
Winners say, " I must do something";
Losers say, "Something must be done."
*********
Winners are a part of the team;
Losers are apart from the team.
*********
Winners see the gain;
Losers see the pain.
*********
Winners see possibilities;
Losers see problems.
*********
Winners believe in win-win;
Losers believe for them to win someone has to lose.
*********
Winners see the potential;
Losers see the past.
*********
Winners are like a thermostat;
Losers are like thermometers.
*********
Winners choose what they say;
Losers say what they choose.
*********
Winners use hard arguments but soft words;
Losers use soft arguments but hard words.
*********
Winners stand firm on values but compromise on petty things;
Losers stand firm on petty things but compromise on values.
*********
Winners follow the philosophy of empathy: "Don't do to others what you would not want them to do to you";
Losers follow the philosophy, " Do it to others before they do it to you ."
*********
Winners make it happen;
Losers let it happen.
*********
Winners plan and prepare to win.
The key word is preparation.
The Winner is always part of the answer;
The Loser is always part of the problem.
*********
The Winner always has a program;
The Loser always has an excuse.
*********
The Winner says, "Let me do it for you";
The Loser says, "That is not my job."
*********
The Winner sees an answer for every problem;
The Loser sees a problem for every answer.
*********
The Winner says, " It may be difficult but it is possible";
The Loser says, "It may be possible but i t is too difficult."
*********
When a Winner makes a mistake, he says, "I was wrong";
When a Loser makes a mistake, he says, "It wasn't my fault."
*********
A Winner makes commitments;
A Loser makes promises.
*********
Winners have dreams;
Losers have schemes.
*********
Winners say, " I must do something";
Losers say, "Something must be done."
*********
Winners are a part of the team;
Losers are apart from the team.
*********
Winners see the gain;
Losers see the pain.
*********
Winners see possibilities;
Losers see problems.
*********
Winners believe in win-win;
Losers believe for them to win someone has to lose.
*********
Winners see the potential;
Losers see the past.
*********
Winners are like a thermostat;
Losers are like thermometers.
*********
Winners choose what they say;
Losers say what they choose.
*********
Winners use hard arguments but soft words;
Losers use soft arguments but hard words.
*********
Winners stand firm on values but compromise on petty things;
Losers stand firm on petty things but compromise on values.
*********
Winners follow the philosophy of empathy: "Don't do to others what you would not want them to do to you";
Losers follow the philosophy, " Do it to others before they do it to you ."
*********
Winners make it happen;
Losers let it happen.
*********
Winners plan and prepare to win.
The key word is preparation.
You are what you think!
You are what you think!
15 Nov, 2007, 0000 hrs IST,PARAMAHAMSA SRI NITHYANANDA for The Economic Times
We become what we think. Yad bhaavam tat bhavati, is what our scriptures say. Whatever we think and feel again and again is what we become. What we think we verbalise, what we verbalise we visualise and what we visualise happens.
Wisconsin University carried out an interesting research.
There are societies and cultures in our world where the language spoken is very refined and without negativities. For instance, if you notice, people from the Lucknow area, whether Hindu or Muslim, would use the respectful term for ‘you’, even to their children. Politeness and etiquette are bred into them.
On such communities Wisconsin University carried out research and found that people in such communities rarely suffered from depression and such similar ailments. They found that if the words people use are refined and without negativity, mind is not adversely affected. They do not get stressed, they do not get worried and they do not get depressed. They lead a relatively happier life.
Worry is nothing but the constant inner chatter within us, the constant negative inner chatter. I am asked again and gain, ‘To what extent are we responsible for our thoughts?’
If we are not responsible for our thoughts, who else can then be responsible for them? Our thoughts arise from within us, not from or through someone else! Is it possible for someone to come between us and our minds? Certainly not!
Brahma havit brahmaiva bhavati, say our scriptures. He who focuses on the Brahman, the Ultimate, becomes the Brahman, the Ultimate himself. What we focus our mind on, what we think, what we feel is what we become. There is no doubt about this.
How can we stop worrying? How can we streamline our thoughts without negativity? This is what everyone wants to know.
The solution is simple. You need to be aware of what you think. Constantly be aware of what your thoughts are and straighten them out. You need not stop doing anything you are engaged in to do this.
You can be driving, you can be in conversation, you can be cooking and still you are thinking. Constantly thoughts arise. Most of the time, you do not even watch your thoughts. You let your thoughts guide you into fantasies.
For a change, watch your thoughts. As soon as there is a negative thought, change it into a more positive thought. You may say it is too simple. Yes, it is that simple.
15 Nov, 2007, 0000 hrs IST,PARAMAHAMSA SRI NITHYANANDA for The Economic Times
We become what we think. Yad bhaavam tat bhavati, is what our scriptures say. Whatever we think and feel again and again is what we become. What we think we verbalise, what we verbalise we visualise and what we visualise happens.
Wisconsin University carried out an interesting research.
There are societies and cultures in our world where the language spoken is very refined and without negativities. For instance, if you notice, people from the Lucknow area, whether Hindu or Muslim, would use the respectful term for ‘you’, even to their children. Politeness and etiquette are bred into them.
On such communities Wisconsin University carried out research and found that people in such communities rarely suffered from depression and such similar ailments. They found that if the words people use are refined and without negativity, mind is not adversely affected. They do not get stressed, they do not get worried and they do not get depressed. They lead a relatively happier life.
Worry is nothing but the constant inner chatter within us, the constant negative inner chatter. I am asked again and gain, ‘To what extent are we responsible for our thoughts?’
If we are not responsible for our thoughts, who else can then be responsible for them? Our thoughts arise from within us, not from or through someone else! Is it possible for someone to come between us and our minds? Certainly not!
Brahma havit brahmaiva bhavati, say our scriptures. He who focuses on the Brahman, the Ultimate, becomes the Brahman, the Ultimate himself. What we focus our mind on, what we think, what we feel is what we become. There is no doubt about this.
How can we stop worrying? How can we streamline our thoughts without negativity? This is what everyone wants to know.
The solution is simple. You need to be aware of what you think. Constantly be aware of what your thoughts are and straighten them out. You need not stop doing anything you are engaged in to do this.
You can be driving, you can be in conversation, you can be cooking and still you are thinking. Constantly thoughts arise. Most of the time, you do not even watch your thoughts. You let your thoughts guide you into fantasies.
For a change, watch your thoughts. As soon as there is a negative thought, change it into a more positive thought. You may say it is too simple. Yes, it is that simple.
Cooking gas prices rise in most parts of UAE
Cooking gas prices rise in most parts of UAE
By Binsal Abdul Kader, Staff Reporter GULF NEWS
Published: November 20, 2007, 00:28
Abu Dhabi: The price of cooking gas has gone up in most emirates by 5 to 18 per cent recently, with Sharjah residents paying Dh90 for a 50 lbs cylinder, residents said.
The price has not gone up in Abu Dhabi.
A standard gas cylinder of 50lbs now costs Dh88 (without delivery charges) since the beginning of this month, compared to Dh75, said a sales agent.
"The price was increased to Dh75 from Dh69 just six months ago," said P. Jayaraj of Al Maliha Gas Agency.
Dubai residents have to pay a 10 per cent increase for cooking gas. "The price of the standard gas cylinder was increased to Dh76 from Dh69 recently," said a staffer from Oasis Gas and Binsuloom Gas.
A Dubai resident said she never expected the price rise will affect cooking gas prices in the country
"I thought cooking gas at least will be spared from unbearable price rise of all commodities," said Alice Gomez, 26, from the Philippines who is working as a clerk at an insurance company.
Ras Al Khaimah residents now pay Dh79 for a 50lbs cylinder as compared to Dh75 two weeks ago. The Department of Economic Development in Ras Al Khaimah fixed the price of a standard cooking gas cylinder as Dh79 earlier this month. The department announced a price list for different sized gas cylinders, after prices soared.
The same standard gas cylinder costs Dh75 in Ajman and Fujairah, said a sales agents and residents. "The price was increased four to five months back and there was no increase recently", they said.
In Fujairah it was increased from Dh65 to Dh75 three months back, said Zubair a sales agent of Al Ghuraih Gas in Fujairah.
Clean fuels: Branson hits back at critics
Clean fuels: Branson hits back at critics
By Robert Ditcham, Staff Reporter GULF NEWS
Dubai: Sir Richard Branson, the British entrepreneur who built the Virgin Group, has hit back at critics who say the owner of several 'dirty businesses' is in no position to preach against global warming.
The billionaire businessman, whose empire includes interests in trains, aviation and space travel, said the Virgin Group is best-placed to develop the clean fuels that will allow zero-carbon global travel.
He refuted suggestions that it is hypocritical of an airline owner to campaign against global warming.
The aviation industry is currently responsible for around two per cent of global CO2 emissions, a figure Sir Richard has in the past claimed could be reduced to 1.5 per cent.
"I would love to believe that climate change is not an issue because I run a number of dirty businesses," he told delegates at the Leaders in Dubai Business Forum.
"We either sell our planes to (company's such as) British Airways or Emirates and they carry on operating planes with profits going to shareholders. Or we carry on operating them ourselves and take 100 per cent of those profits and put them to try to develop a fuel that will not damage the environment.
"The $3 billion that we earn from the airline will all go towards finding a fuel that we can use to fly our planes and can be used for trains, busses, cars and lorries."
Sir Richard said a Boeing 747 operated by Virgin will next year fly on a new fuel being developed by GE, Boeing and Virgin Fuels. The plane will initially fly on 20 per cent of the new fuel.
"We hope to get it eventually get to 100 per cent… so that people will be able to fly without feeling guilty and without damaging the environment," he said.
Sir Richard highlighted the "blanket" of carbon emission building up in the world's atmosphere and the potential catastrophic effects of changing climate patterns on low-lying areas.
He referred to the Dubai's Palm Islands and The World as among the areas at risk of flooding.
And in a clear warning to the oil-rich GCC states, he said the pressure of global warning will eventually result in people reducing their use of conventional fuels, creating an urgent need for the region to diversify away from oil dependence.
One of the Virgin Group businesses, Virgin Galactic, aims to eventually fly from Dubai to major cities in as little as 30 minutes, Sir Richard added.
"In about two years time we will be able to take people into space to experience it and using that technology we hope to one day in the next 10-20 years be able to fly people from Dubai to Sydney or Los Angeles in half an hour," he said.
"Most of our time traveling will be spent at the airports."
By Robert Ditcham, Staff Reporter GULF NEWS
Dubai: Sir Richard Branson, the British entrepreneur who built the Virgin Group, has hit back at critics who say the owner of several 'dirty businesses' is in no position to preach against global warming.
The billionaire businessman, whose empire includes interests in trains, aviation and space travel, said the Virgin Group is best-placed to develop the clean fuels that will allow zero-carbon global travel.
He refuted suggestions that it is hypocritical of an airline owner to campaign against global warming.
The aviation industry is currently responsible for around two per cent of global CO2 emissions, a figure Sir Richard has in the past claimed could be reduced to 1.5 per cent.
"I would love to believe that climate change is not an issue because I run a number of dirty businesses," he told delegates at the Leaders in Dubai Business Forum.
"We either sell our planes to (company's such as) British Airways or Emirates and they carry on operating planes with profits going to shareholders. Or we carry on operating them ourselves and take 100 per cent of those profits and put them to try to develop a fuel that will not damage the environment.
"The $3 billion that we earn from the airline will all go towards finding a fuel that we can use to fly our planes and can be used for trains, busses, cars and lorries."
Sir Richard said a Boeing 747 operated by Virgin will next year fly on a new fuel being developed by GE, Boeing and Virgin Fuels. The plane will initially fly on 20 per cent of the new fuel.
"We hope to get it eventually get to 100 per cent… so that people will be able to fly without feeling guilty and without damaging the environment," he said.
Sir Richard highlighted the "blanket" of carbon emission building up in the world's atmosphere and the potential catastrophic effects of changing climate patterns on low-lying areas.
He referred to the Dubai's Palm Islands and The World as among the areas at risk of flooding.
And in a clear warning to the oil-rich GCC states, he said the pressure of global warning will eventually result in people reducing their use of conventional fuels, creating an urgent need for the region to diversify away from oil dependence.
One of the Virgin Group businesses, Virgin Galactic, aims to eventually fly from Dubai to major cities in as little as 30 minutes, Sir Richard added.
"In about two years time we will be able to take people into space to experience it and using that technology we hope to one day in the next 10-20 years be able to fly people from Dubai to Sydney or Los Angeles in half an hour," he said.
"Most of our time traveling will be spent at the airports."
GCC countries should revalue currencies
GCC countries should revalue currencies
By Saifur Rahman, Business News Editor GULF NEWS
Published: November 18, 2007, 15:27
Dubai: The six oil-rich Gulf countries should carry out a one-time big revaluation to adjust their currencies, Steve Forbes, US entrepreneur, told Leaders in Dubai conference.
Gulf consumers have lost between 25 to 35 per cent in purchasing power during the last two years as the falling value of dollars coupled with the strong economic growth has added inflationary pressures on the economy that has reflected in higher cost of living.
Forbes, however, is a strong advocate of the currency peg.
"The Gulf countries should carry out a one-time big revaluation by 10 to 15 per cent of their currencies to the dollar," he said. "Don't let your currency float, keep the peg, but revalue it and revisit the peg from time to time," he said.
According to the International Monetary Fund, inflation in the UAE has reached 9.3 per cent last year on higher economic growth and partly due to the weakening value of the dirham pegged to the US dollar.
He blamed the US Federal Reserve for inflating the global economy.
"The US Federal Reserve has been printing too many dollars, causing global inflation," he said.
"The major currencies, the euro, pound and others are in a way adding to the global inflation, with the Federal Reserve being the biggest sinner. The UAE and other Gulf countries should revalue their currencies to adjust."
In an exclusing interview with the Gulf News, Forbes said, the Gulf states should tell the US Federal Reserve chairman to "put its act together".
Dubaisation
Forbes said Dubai has created a model for economic growth, and others should follow what he fondly referred to as 'Dubaisation'.
"Saudi Arabia is undergoing a reform process and developing its midedle class, which will create a healthy balance for growth. However they should look at Dubai and other economies should follow the Dubaisation example," he said.
Forbes, a strong critic of the International Monetary Fund, said that the institution is good for nothing.
"The IMF loves to pay money to the countries and enjoy when they suffer. The IMF should be sent to Bolivia or some other places," he said.
By Saifur Rahman, Business News Editor GULF NEWS
Published: November 18, 2007, 15:27
Dubai: The six oil-rich Gulf countries should carry out a one-time big revaluation to adjust their currencies, Steve Forbes, US entrepreneur, told Leaders in Dubai conference.
Gulf consumers have lost between 25 to 35 per cent in purchasing power during the last two years as the falling value of dollars coupled with the strong economic growth has added inflationary pressures on the economy that has reflected in higher cost of living.
Forbes, however, is a strong advocate of the currency peg.
"The Gulf countries should carry out a one-time big revaluation by 10 to 15 per cent of their currencies to the dollar," he said. "Don't let your currency float, keep the peg, but revalue it and revisit the peg from time to time," he said.
According to the International Monetary Fund, inflation in the UAE has reached 9.3 per cent last year on higher economic growth and partly due to the weakening value of the dirham pegged to the US dollar.
He blamed the US Federal Reserve for inflating the global economy.
"The US Federal Reserve has been printing too many dollars, causing global inflation," he said.
"The major currencies, the euro, pound and others are in a way adding to the global inflation, with the Federal Reserve being the biggest sinner. The UAE and other Gulf countries should revalue their currencies to adjust."
In an exclusing interview with the Gulf News, Forbes said, the Gulf states should tell the US Federal Reserve chairman to "put its act together".
Dubaisation
Forbes said Dubai has created a model for economic growth, and others should follow what he fondly referred to as 'Dubaisation'.
"Saudi Arabia is undergoing a reform process and developing its midedle class, which will create a healthy balance for growth. However they should look at Dubai and other economies should follow the Dubaisation example," he said.
Forbes, a strong critic of the International Monetary Fund, said that the institution is good for nothing.
"The IMF loves to pay money to the countries and enjoy when they suffer. The IMF should be sent to Bolivia or some other places," he said.
Abu Dhabi airport in chaos again
Abu Dhabi airport in chaos again
By Daniel Bardsley, Staff Reporter GULF NEWS
Published: November 19, 2007, 15:47
Dubai/Abu Dhabi: Fog played havoc with flight schedules at Abu Dhabi International Airport for another day yesterday.
The runways at the UAE capital's airport were shut down from midnight to 10am due to a blanket of fog that cut visibility to 100 metres.
It was the seventh day in a row with fog at the airport and the eighth day of fog there this month, but Dubai and Sharjah International Airports escaped.
Yesterday morning 11 inbound flights to Abu Dhabi were diverted to Al Ain while 43 outbound services were delayed and at least four were cancelled.
The morning disruption caused a build-up of delayed flights that put schedules out of kilter for the rest of the day.
Abu Dhabi-based Etihad Airways announced yesterday it was rescheduling all flights due to arrive at or depart from the capital's airport between midnight and 8am today.
The airline did this as a precautionary measure in case there was more thick fog at the airport this morning - as forecasters were predicting. Seven Etihad flights were rescheduled to ensure that no aircraft was timetabled to arrive or leave between midnight and 8am this morning. For example, services from Toronto and New York due to arrive at 2am were brought forward and were due to land before midnight.
Flights from Geneva and Munich originally set to land in Abu Dhabi before 8am were put back so they would not land during the time when fog was most likely.
In addition, eight Etihad flights due to leave this morning to destinations including Kuwait, Karachi, Jakarta, Muscat and Johannesburg were cancelled, the airline announced yesterday.
A spokesman for Etihad said the company was contacting passengers to inform them of the changes.
"We are not leaving the passengers stranded. The key is to get everything back to order," he said.
Dubai and Sharjah International Airports remained open throughout yesterday as visibility never fell below 2,000 metres.
Dubai-based Emirates said its operations returned to normal on Sunday following the severe fog at its hub airport on Saturday morning. A spokesperson said the airline offered free meals and hotel accommodation to passengers affected by disruption.
Clive Stevens, duty forecaster at Dubai International Airport, said there was a possibility of fog this morning.
"It's very humid at the moment so I don't see why we shouldn't have a high risk of fog. It's gone on for such a long time," he said.
- With inputs from Binsal Abdul Kader, Staff Reporter
By Daniel Bardsley, Staff Reporter GULF NEWS
Published: November 19, 2007, 15:47
Dubai/Abu Dhabi: Fog played havoc with flight schedules at Abu Dhabi International Airport for another day yesterday.
The runways at the UAE capital's airport were shut down from midnight to 10am due to a blanket of fog that cut visibility to 100 metres.
It was the seventh day in a row with fog at the airport and the eighth day of fog there this month, but Dubai and Sharjah International Airports escaped.
Yesterday morning 11 inbound flights to Abu Dhabi were diverted to Al Ain while 43 outbound services were delayed and at least four were cancelled.
The morning disruption caused a build-up of delayed flights that put schedules out of kilter for the rest of the day.
Abu Dhabi-based Etihad Airways announced yesterday it was rescheduling all flights due to arrive at or depart from the capital's airport between midnight and 8am today.
The airline did this as a precautionary measure in case there was more thick fog at the airport this morning - as forecasters were predicting. Seven Etihad flights were rescheduled to ensure that no aircraft was timetabled to arrive or leave between midnight and 8am this morning. For example, services from Toronto and New York due to arrive at 2am were brought forward and were due to land before midnight.
Flights from Geneva and Munich originally set to land in Abu Dhabi before 8am were put back so they would not land during the time when fog was most likely.
In addition, eight Etihad flights due to leave this morning to destinations including Kuwait, Karachi, Jakarta, Muscat and Johannesburg were cancelled, the airline announced yesterday.
A spokesman for Etihad said the company was contacting passengers to inform them of the changes.
"We are not leaving the passengers stranded. The key is to get everything back to order," he said.
Dubai and Sharjah International Airports remained open throughout yesterday as visibility never fell below 2,000 metres.
Dubai-based Emirates said its operations returned to normal on Sunday following the severe fog at its hub airport on Saturday morning. A spokesperson said the airline offered free meals and hotel accommodation to passengers affected by disruption.
Clive Stevens, duty forecaster at Dubai International Airport, said there was a possibility of fog this morning.
"It's very humid at the moment so I don't see why we shouldn't have a high risk of fog. It's gone on for such a long time," he said.
- With inputs from Binsal Abdul Kader, Staff Reporter
Trouble flying Air India? Blog it
Trouble flying Air India? Blog it
20 Nov 2007, 1256 hrs IST,PTI
LONDON: In the wake of frequent delays of Air India flights, a London-based NRI has launched a blog asking the airliner's harried passengers to share their woes with public.
"The blog is inviting passengers to record their experiences of traveling with Air India. The NRIfm.com is also conducting a web-poll about the attitude of Air India staff, asking questions such as -- Is the Air India staff efficient, polite and courteous?" Vijay Rana, founder Editor of the website said in a statement.
This weekend five Air India flights were grounded for hours and passengers left stranded at the New Delhi airport. "There was no food, no water and nobody to care about the mother and children traveling to long distances like London and Toronto," Rana stated.
He said, "The blog is also supported by the Campaign for Public Accountability in India, a newly formed group of Indian citizens and the NRIs from the UK and the US."
Rana said, "We decided to support this blog idea as we feel that in this age of Internet people have a powerful medium to expose organizations that fail to deliver service and lack customer satisfaction. Besides criticism we would love to hear some constructive suggestions how companies like Air India can improve their service."
To express your comments, visit: http://www.nrifm.com/
20 Nov 2007, 1256 hrs IST,PTI
LONDON: In the wake of frequent delays of Air India flights, a London-based NRI has launched a blog asking the airliner's harried passengers to share their woes with public.
"The blog is inviting passengers to record their experiences of traveling with Air India. The NRIfm.com is also conducting a web-poll about the attitude of Air India staff, asking questions such as -- Is the Air India staff efficient, polite and courteous?" Vijay Rana, founder Editor of the website said in a statement.
This weekend five Air India flights were grounded for hours and passengers left stranded at the New Delhi airport. "There was no food, no water and nobody to care about the mother and children traveling to long distances like London and Toronto," Rana stated.
He said, "The blog is also supported by the Campaign for Public Accountability in India, a newly formed group of Indian citizens and the NRIs from the UK and the US."
Rana said, "We decided to support this blog idea as we feel that in this age of Internet people have a powerful medium to expose organizations that fail to deliver service and lack customer satisfaction. Besides criticism we would love to hear some constructive suggestions how companies like Air India can improve their service."
To express your comments, visit: http://www.nrifm.com/
Monday, 19 November 2007
Combining art with science: Sujatha Keshavan Guha
Combining art with science: Sujatha Keshavan Guha
Vicky Nanjappa
November 19, 2007
She is the first woman in India to obtain a postgraduate degree in Graphic design. Sujatha Keshavan Guha is co-founder and managing director of the reputed firm, Ray+Keshavan, Bangalore, considered India's leading brand identity and design consultants. Working 18 hours every day, she has successfully created an organisation with standards that match the best anywhere in the world.
Sujata has won several awards for her work including the Eastern Press award and the Schikle Collingwood prize for outstanding work in graphic design. She is the only Indian designer to have been twice honoured as Graphic Designer of the Year, in 1992 and 1994, in the all India A&M awards for advertising and design excellence.
Success story: A $250,000 business, aged 25
Sujatha in an informal chat with rediff.com's Vicky Nanjappa spoke about her struggles, her dreams and achievements.
Tell us something about yourself.
I graduated from the Yale University School of Art, USA with an MFA (Master of Fine Art) degree in Graphic Design in 1987. Prior to this, I had a degree from the National Institute of Design, Ahmedabad. I wanted to combine both art and science and hence in 1989 I set up Ray+ Keshavan in Bangalore.
What exactly does brand consultancy deal with?
We are into brand makeovers. We help our clients build path-breaking brands through the strategic use of design. At Ray+Keshavan, we always look at the complete picture, overall brand positioning, target audience, relevance, function, form, cost and appropriateness of technology. To succeed, however, we believe the end product must have a subliminal appeal. We first take a look at the brand, analyse its characteristics and competition before proceeding with work.
Was it easy since the word go, considering that the industry you are in is relatively new in the country?
No, it was not easy. We had problems initially communicating to people. We had to explain what we did and how it would help them. It is only in the past few years that awareness has been created. I must credit this awareness to technology and its growth. The entry of the MNCs into the market helped us a great deal as they were also looking to raise the bar and standards. This industry is slowly catching up. Although there are not too many persons into it, I am sure that over a period of time, things would change.
Do you feel that you have made it or is there is a long way to go still?
There is still a long way to go. But I also do feel that I have achieved quite a lot in past few years. It was always a dream to see my work all around. Today I get to see my work at every 100 meters. This is very satisfying for me.
Did you have any mentors?
No. I did not have any mentor. But I have been inspired by many people who drove me towards design consultancy. Paul Rand has been my biggest inspiration.
'How I founded my own company at 26'
Why did you choose a small place like Bangalore to start your firm?
It really does not matter where you are. You can make it big anywhere. Moreover with technology, life has become simpler. And of course, I am a resident of Bangalore.
Would you encourage more people to take up design consultancy as a profession?
Why not? Sure. It is a good field which allows you to combine both art and science. It is challenging and if you work hard it does give you a lot of satisfaction. Any person wanting to get into this field should have the right aptitude for problem solving. One has to be both practical and imaginative to succeed in this field.
Does it pay well?
Yes it does. But that depends. If you are good then you are paid well. Quality is the key aspect and if one is able to dish that out, then I see no problem at all.
Vicky Nanjappa
November 19, 2007
She is the first woman in India to obtain a postgraduate degree in Graphic design. Sujatha Keshavan Guha is co-founder and managing director of the reputed firm, Ray+Keshavan, Bangalore, considered India's leading brand identity and design consultants. Working 18 hours every day, she has successfully created an organisation with standards that match the best anywhere in the world.
Sujata has won several awards for her work including the Eastern Press award and the Schikle Collingwood prize for outstanding work in graphic design. She is the only Indian designer to have been twice honoured as Graphic Designer of the Year, in 1992 and 1994, in the all India A&M awards for advertising and design excellence.
Success story: A $250,000 business, aged 25
Sujatha in an informal chat with rediff.com's Vicky Nanjappa spoke about her struggles, her dreams and achievements.
Tell us something about yourself.
I graduated from the Yale University School of Art, USA with an MFA (Master of Fine Art) degree in Graphic Design in 1987. Prior to this, I had a degree from the National Institute of Design, Ahmedabad. I wanted to combine both art and science and hence in 1989 I set up Ray+ Keshavan in Bangalore.
What exactly does brand consultancy deal with?
We are into brand makeovers. We help our clients build path-breaking brands through the strategic use of design. At Ray+Keshavan, we always look at the complete picture, overall brand positioning, target audience, relevance, function, form, cost and appropriateness of technology. To succeed, however, we believe the end product must have a subliminal appeal. We first take a look at the brand, analyse its characteristics and competition before proceeding with work.
Was it easy since the word go, considering that the industry you are in is relatively new in the country?
No, it was not easy. We had problems initially communicating to people. We had to explain what we did and how it would help them. It is only in the past few years that awareness has been created. I must credit this awareness to technology and its growth. The entry of the MNCs into the market helped us a great deal as they were also looking to raise the bar and standards. This industry is slowly catching up. Although there are not too many persons into it, I am sure that over a period of time, things would change.
Do you feel that you have made it or is there is a long way to go still?
There is still a long way to go. But I also do feel that I have achieved quite a lot in past few years. It was always a dream to see my work all around. Today I get to see my work at every 100 meters. This is very satisfying for me.
Did you have any mentors?
No. I did not have any mentor. But I have been inspired by many people who drove me towards design consultancy. Paul Rand has been my biggest inspiration.
'How I founded my own company at 26'
Why did you choose a small place like Bangalore to start your firm?
It really does not matter where you are. You can make it big anywhere. Moreover with technology, life has become simpler. And of course, I am a resident of Bangalore.
Would you encourage more people to take up design consultancy as a profession?
Why not? Sure. It is a good field which allows you to combine both art and science. It is challenging and if you work hard it does give you a lot of satisfaction. Any person wanting to get into this field should have the right aptitude for problem solving. One has to be both practical and imaginative to succeed in this field.
Does it pay well?
Yes it does. But that depends. If you are good then you are paid well. Quality is the key aspect and if one is able to dish that out, then I see no problem at all.
Smoking can make you impotent
Smoking can make you impotent
18 Nov 2007, 1628 hrs IST,PTI
NEW YORK: It's important that you give a second thought before lighting your next fag -- if researchers are to be believed, smoking can ruin your sex life.
According to a study carried out by the researchers, men who smoke cigarettes run an increased risk of experiencing erectile dysfunction, and the more cigarettes smoked, the greater the risk, the ScienceDaily has reported.
"Although erectile dysfunction is not a life threatening condition, it compromises well-being and quality of life. Smoking prevention should be an important approach for reducing the risk," lead researcher Prof Jiang He was quoted as saying.
In fact, Prof Jiang and his colleagues at the Tulane University School of Public Health and Tropical Medicine came to the conclusion after examining the link between smoking and impotency in a study in China involving 7,684 men.
The researchers used questionnaires to assess the status of cigarette smoking and erectile dysfunction. Those surveyed were men between the ages of 35-74 who did not have vascular disease.
The team found that there was a significant link between the number of cigarettes that men smoked and the likelihood they would experience erectile dysfunction. The association was found to be stronger in those with diabetes.
"An estimated 22.7 per cent of erectile dysfunction cases among Chinese men might be attributable to cigarette smoking," Prof Jiang said.
The findings have been published in the 'American Journal of Epidemiology'.
18 Nov 2007, 1628 hrs IST,PTI
NEW YORK: It's important that you give a second thought before lighting your next fag -- if researchers are to be believed, smoking can ruin your sex life.
According to a study carried out by the researchers, men who smoke cigarettes run an increased risk of experiencing erectile dysfunction, and the more cigarettes smoked, the greater the risk, the ScienceDaily has reported.
"Although erectile dysfunction is not a life threatening condition, it compromises well-being and quality of life. Smoking prevention should be an important approach for reducing the risk," lead researcher Prof Jiang He was quoted as saying.
In fact, Prof Jiang and his colleagues at the Tulane University School of Public Health and Tropical Medicine came to the conclusion after examining the link between smoking and impotency in a study in China involving 7,684 men.
The researchers used questionnaires to assess the status of cigarette smoking and erectile dysfunction. Those surveyed were men between the ages of 35-74 who did not have vascular disease.
The team found that there was a significant link between the number of cigarettes that men smoked and the likelihood they would experience erectile dysfunction. The association was found to be stronger in those with diabetes.
"An estimated 22.7 per cent of erectile dysfunction cases among Chinese men might be attributable to cigarette smoking," Prof Jiang said.
The findings have been published in the 'American Journal of Epidemiology'.
Spendometer to manage your budget
Spendometer to manage your budget
19 Nov 2007, 1457 hrs IST,ANI
LONDON: Young people who want to keep themselves free from debt can use the newly introduced device, Spendometer.
The device, which is available from website moneybasics.co.uk, enables mobile phone users to budget via their handsets.
For using the device, the mobile phone users need to enter their target maximum weekly spend, which can be divided into categories such as lunch, clothes and alcohol.
Any amount of money spent is then entered by category and the device sends a text message alert if the users exceed their spending limits.
"By making money management easy with mobile phones, we hope to help millions to keep better control of their money," Scotsman quoted Malcolm Hurlston, chairman of the charity Credit Action, as saying.
19 Nov 2007, 1457 hrs IST,ANI
LONDON: Young people who want to keep themselves free from debt can use the newly introduced device, Spendometer.
The device, which is available from website moneybasics.co.uk, enables mobile phone users to budget via their handsets.
For using the device, the mobile phone users need to enter their target maximum weekly spend, which can be divided into categories such as lunch, clothes and alcohol.
Any amount of money spent is then entered by category and the device sends a text message alert if the users exceed their spending limits.
"By making money management easy with mobile phones, we hope to help millions to keep better control of their money," Scotsman quoted Malcolm Hurlston, chairman of the charity Credit Action, as saying.
Dubai Motor Show 2007
Dubai Motor Show 2007
Al fresco motoring at its finest: Maybach’s latest Landaulet, unveiled for the first time in the world.
Red hot: Rolls Royce’s jaw-droppingly spectacular Phantom Drophead Coupé.
A Rolls Royce black model 1975, Shaikh Hamdan Bin Hamdan Al Nahyan collection, on display at the Dubai Motor Show.
Ford A model 1928, Shaikh Hamdan Bin Hamdan Al Nahyan collection, on display at the Dubai Motor Show.
Shouja, Shaikh Hamdan Bin Hamdan Al Nahyan collection, on display at the Dubai Motor Show.
Al fresco motoring at its finest: Maybach’s latest Landaulet, unveiled for the first time in the world.
Red hot: Rolls Royce’s jaw-droppingly spectacular Phantom Drophead Coupé.
A Rolls Royce black model 1975, Shaikh Hamdan Bin Hamdan Al Nahyan collection, on display at the Dubai Motor Show.
Ford A model 1928, Shaikh Hamdan Bin Hamdan Al Nahyan collection, on display at the Dubai Motor Show.
Shouja, Shaikh Hamdan Bin Hamdan Al Nahyan collection, on display at the Dubai Motor Show.
Trains of thought
Trains of thought
Trains of thought
November 17, 2007 Posted by Sanjay Bangar at 12:57 AM in Offbeat
Being a Railwayman people often ask me several questions about train travel. How much time have you spent travelling in trains? Which is the longest journey? And so on.
I've travelled an estimated 200,000 km by train in 15 years of first-class cricket. Nowadays, because of the BCCI's tie-up with airlines companies, most teams travel by air. It takes away the charm of the journey because in a flight everyone is only keen to get to the destination. The whole pleasure of a journey is lost. Railways is probably the only team to still use trains throughout the season.
The Indian Railways is the largest mass transport system operating in the world in terms of travellers per day and every Indian has memories of train journeys. For us cricketers, it's no different.
During journeys there's a lot of interaction between players, a fact crucial in a sport like cricket. Long-term friendships are formed when one interacts with colleagues, understanding each other's background, education, siblings and family. These journeys made team bonding much easier. One understands there is more to life than just cricket.
Our experience of trains usually corresponds with the progress made in our careers. Earlier when a player used to get picked for Under-15, Under-17 or his University team, he used to travel in second class compartments. When he progressed to the Ranji Trophy almost all players travelled second AC.
If one made it to the zonal team (for the Duleep or Deodhar Trophy) the tickets are given by organisers but with no guarantee of berth confirmations. I remember vividly a journey in 2000 when ten players of a Central Zone team were booked in an AC compartment from Kanpur to Delhi after a Duleep Trophy match. But only one ticket was confirmed. It was on that one ticket, with some help from co-passengers that we managed to spend the night in the most awkward conditions. It caused a lot of discomfort to all concerned.
You also need to endure some really long journeys. My longest journey has been for 52 hours from Guwahati to Mumbai in 1999. It was after a Duleep Trophy game and I was all by myself, going back home. I spent close to three nights in the train and it passed through so many unknown stations. It was a very lonely experience.
Another problem relates to the massive kit-bag and luggage we need to carry to games. The trains usually tend to be jam-packed and there isn't much place to store our belongings. In hindsight one acknowledges the tolerance, humility and acceptance of co-passengers, which made it possible for us to travel. People usually used to grant us special status by making adjustments once they realised we were cricketers.
Teamwork also came to our rescue on many occasions. If we had to alight at a station where a train stops for a very short period, we used to form a queue from the seats to the exit and pass on the luggage from one guy to the other. It not only saved us paying exorbitant amounts of money to the porters but also had another big advantage. You could very easily separate a selfish character from a selfless character during these journeys. A selfish character was one who would turn a blind eye once his luggage alighted on the platform.
A related aspect is the allotment of room partners when teams are put up in hotels. Most coaches and managers try and work it out on the following basis – either it's a senior with a junior to enhance the learning process, or it's openers sharing a room, fast bowlers being put together, or (in Railways' case) players being grouped according to their zones. It produces some interesting situations when one member of the room has had a great day and the other a bad one. It's tough to party when you've score a big hundred but seen your room-mate failing on the day. It's those times when you understand what a great leveller cricket can be and how failure isn't too far away if you lose focus.
Trains of thought
November 17, 2007 Posted by Sanjay Bangar at 12:57 AM in Offbeat
Being a Railwayman people often ask me several questions about train travel. How much time have you spent travelling in trains? Which is the longest journey? And so on.
I've travelled an estimated 200,000 km by train in 15 years of first-class cricket. Nowadays, because of the BCCI's tie-up with airlines companies, most teams travel by air. It takes away the charm of the journey because in a flight everyone is only keen to get to the destination. The whole pleasure of a journey is lost. Railways is probably the only team to still use trains throughout the season.
The Indian Railways is the largest mass transport system operating in the world in terms of travellers per day and every Indian has memories of train journeys. For us cricketers, it's no different.
During journeys there's a lot of interaction between players, a fact crucial in a sport like cricket. Long-term friendships are formed when one interacts with colleagues, understanding each other's background, education, siblings and family. These journeys made team bonding much easier. One understands there is more to life than just cricket.
Our experience of trains usually corresponds with the progress made in our careers. Earlier when a player used to get picked for Under-15, Under-17 or his University team, he used to travel in second class compartments. When he progressed to the Ranji Trophy almost all players travelled second AC.
If one made it to the zonal team (for the Duleep or Deodhar Trophy) the tickets are given by organisers but with no guarantee of berth confirmations. I remember vividly a journey in 2000 when ten players of a Central Zone team were booked in an AC compartment from Kanpur to Delhi after a Duleep Trophy match. But only one ticket was confirmed. It was on that one ticket, with some help from co-passengers that we managed to spend the night in the most awkward conditions. It caused a lot of discomfort to all concerned.
You also need to endure some really long journeys. My longest journey has been for 52 hours from Guwahati to Mumbai in 1999. It was after a Duleep Trophy game and I was all by myself, going back home. I spent close to three nights in the train and it passed through so many unknown stations. It was a very lonely experience.
Another problem relates to the massive kit-bag and luggage we need to carry to games. The trains usually tend to be jam-packed and there isn't much place to store our belongings. In hindsight one acknowledges the tolerance, humility and acceptance of co-passengers, which made it possible for us to travel. People usually used to grant us special status by making adjustments once they realised we were cricketers.
Teamwork also came to our rescue on many occasions. If we had to alight at a station where a train stops for a very short period, we used to form a queue from the seats to the exit and pass on the luggage from one guy to the other. It not only saved us paying exorbitant amounts of money to the porters but also had another big advantage. You could very easily separate a selfish character from a selfless character during these journeys. A selfish character was one who would turn a blind eye once his luggage alighted on the platform.
A related aspect is the allotment of room partners when teams are put up in hotels. Most coaches and managers try and work it out on the following basis – either it's a senior with a junior to enhance the learning process, or it's openers sharing a room, fast bowlers being put together, or (in Railways' case) players being grouped according to their zones. It produces some interesting situations when one member of the room has had a great day and the other a bad one. It's tough to party when you've score a big hundred but seen your room-mate failing on the day. It's those times when you understand what a great leveller cricket can be and how failure isn't too far away if you lose focus.
Saturday, 17 November 2007
ONGC Mittal under scanner in Nigeria
ONGC Mittal under scanner in Nigeria
17 Nov, 2007, 0128 hrs IST,Rajeev Jayaswal, TNN
RIYADH: ONGC Mittal Energy (OMEL) — a joint venture between ONGC and LN Mittal group — seems to be have run into trouble in Nigeria. The new government in that country has decided to review oil block contracts awarded by the previous regime following allegations of irregularities.
According to top Nigerian officials, there are apprehensions over licences won by OMEL.
Based on the apprehensions, the company’s deals in the country are under scanner. According to official sources, the deals under review include two blocks — 285 and 279 — awarded to OMEL.
Confirming the move to ET, Nigeria’s minister of state for energy (petroleum) Odein Ajumogobia said, “We are reviewing award of blocks by the previous government. There were complaints about the procedure used in awarding some of the blocks, and we are now investigating that.”
He, however, did not specify the identity of the blocks. Official sources, however, said that the two blocks awarded to OMEL are also under review, he said.
While there was no formal confirmation about the identity of the blocks and the companies involved, industry sources said some domestic and foreign entities that obtained licences to explore oil in the energy-rich African nation through ‘back door’ may end up losing them.
OMEL had won rights to explore in OPL 279 and OPL 285 in 2005 after committing investment of $6 billion in an 1,80,000-barrels-per-day greenfield refinery, a 2,000 mw power plant and a railway line running from east to the west of Nigeria. OMEL paid a signature bonus of $50 million for OPL 285 and $75 million for OPL 279.
OMEL was given preferential bidding rights for another block (OPL 250) in another licensing round that happened just before the change in the government. The company, however, did not submit a bid for the block.
Preferential bidding rights are like the first right of refusal where the company has the right to match the highest bid for the block and bag the exploration acreage. It is understood from the sources that OMEL did calculate the political risk and opted out of the deal.
17 Nov, 2007, 0128 hrs IST,Rajeev Jayaswal, TNN
RIYADH: ONGC Mittal Energy (OMEL) — a joint venture between ONGC and LN Mittal group — seems to be have run into trouble in Nigeria. The new government in that country has decided to review oil block contracts awarded by the previous regime following allegations of irregularities.
According to top Nigerian officials, there are apprehensions over licences won by OMEL.
Based on the apprehensions, the company’s deals in the country are under scanner. According to official sources, the deals under review include two blocks — 285 and 279 — awarded to OMEL.
Confirming the move to ET, Nigeria’s minister of state for energy (petroleum) Odein Ajumogobia said, “We are reviewing award of blocks by the previous government. There were complaints about the procedure used in awarding some of the blocks, and we are now investigating that.”
He, however, did not specify the identity of the blocks. Official sources, however, said that the two blocks awarded to OMEL are also under review, he said.
While there was no formal confirmation about the identity of the blocks and the companies involved, industry sources said some domestic and foreign entities that obtained licences to explore oil in the energy-rich African nation through ‘back door’ may end up losing them.
OMEL had won rights to explore in OPL 279 and OPL 285 in 2005 after committing investment of $6 billion in an 1,80,000-barrels-per-day greenfield refinery, a 2,000 mw power plant and a railway line running from east to the west of Nigeria. OMEL paid a signature bonus of $50 million for OPL 285 and $75 million for OPL 279.
OMEL was given preferential bidding rights for another block (OPL 250) in another licensing round that happened just before the change in the government. The company, however, did not submit a bid for the block.
Preferential bidding rights are like the first right of refusal where the company has the right to match the highest bid for the block and bag the exploration acreage. It is understood from the sources that OMEL did calculate the political risk and opted out of the deal.
Iraq flares up on Reliance deal with Kurdish govt
Iraq flares up on Reliance deal with Kurdish govt
16 Nov, 2007, 0056 hrs IST,Rajeev Jayaswal, TNN
RIYADH: Iraq has threatened to bar Reliance Industries (RIL) from oil deals for signing oil block contracts in the Kurdish region. RIL recently executed two production-sharing contracts (PSC) with the Kurdistan Regional Government (KRG), covering petroleum exploration activities in the Rovi and Sarta blocks in the Kurdistan region of Iraq.
Iraqi oil minister Hussein Al-Shahristani said on Thursday that Iraq’s federal government does not recognise the deal. “The contracts have no standing with the Iraqi government. The companies that have signed the contracts with the Kurdish region may compromise chances of getting future contracts in Iraq,” he replied on the sidelines of the third Opec summit when asked about the RIL oil deals.
The oil deals seem to have angered Baghdad, which opposes a unilateral crude oil block selloff in the absence of a national oil law. The federal government of Iraq had urged the regional government of Kurdistan against signing an oil deal till the new national oil law was passed in Iraq Parliament.
Reacting to the development, RIL said its agreement with the autonomous KRG conformed to law. “The two exploration blocks in northern Iraq in Kurdistan region, for which we have signed the agreement, are within the legal framework,” RIL said in a statement issued here.
“RIL has always maintained highest cordial relationship with the government of Iraq and all other stakeholders in the countries where we operate. We will continue to do so in future,” the statement said.
Al-Shahristani said any independent deal with KRG would face difficulty in exporting oil from the region as Iraq would not allow its oil to be exported. Kurdistan lies in the north of Iraq and does not have a port for export of oil. Companies producing oil in the region have to necessarily go to southern ports that come under the administrative control of the federal government of Iraq.
On November 8, RIL announced it had executed two contracts with KRG covering petroleum exploration activities in the Rovi and Sarta blocks. Under the terms of the contract, Reliance Exploration & Production DMCC, a wholly-owned subsidiary of RIL, would serve as the operator. The blocks measuring 450-500 sq km are highly prospective and have almost 80% oil-bearing structure.
According to sources, RIL is likely to make a discovery soon. The company had paid a signing amount of $15.5-17.5 million for the blocks. While announcing the deal, RIL president (international operations) Atul Chandra had said, “We are pleased to reach an agreement with the KRG on the two PSCs.
We hope and believe this will be an investment that will provide long-term benefits to all the stakeholders.” RIL has established a local office in Erbil and has undertaken extensive geological work over the past year in the Kurdistan region.
16 Nov, 2007, 0056 hrs IST,Rajeev Jayaswal, TNN
RIYADH: Iraq has threatened to bar Reliance Industries (RIL) from oil deals for signing oil block contracts in the Kurdish region. RIL recently executed two production-sharing contracts (PSC) with the Kurdistan Regional Government (KRG), covering petroleum exploration activities in the Rovi and Sarta blocks in the Kurdistan region of Iraq.
Iraqi oil minister Hussein Al-Shahristani said on Thursday that Iraq’s federal government does not recognise the deal. “The contracts have no standing with the Iraqi government. The companies that have signed the contracts with the Kurdish region may compromise chances of getting future contracts in Iraq,” he replied on the sidelines of the third Opec summit when asked about the RIL oil deals.
The oil deals seem to have angered Baghdad, which opposes a unilateral crude oil block selloff in the absence of a national oil law. The federal government of Iraq had urged the regional government of Kurdistan against signing an oil deal till the new national oil law was passed in Iraq Parliament.
Reacting to the development, RIL said its agreement with the autonomous KRG conformed to law. “The two exploration blocks in northern Iraq in Kurdistan region, for which we have signed the agreement, are within the legal framework,” RIL said in a statement issued here.
“RIL has always maintained highest cordial relationship with the government of Iraq and all other stakeholders in the countries where we operate. We will continue to do so in future,” the statement said.
Al-Shahristani said any independent deal with KRG would face difficulty in exporting oil from the region as Iraq would not allow its oil to be exported. Kurdistan lies in the north of Iraq and does not have a port for export of oil. Companies producing oil in the region have to necessarily go to southern ports that come under the administrative control of the federal government of Iraq.
On November 8, RIL announced it had executed two contracts with KRG covering petroleum exploration activities in the Rovi and Sarta blocks. Under the terms of the contract, Reliance Exploration & Production DMCC, a wholly-owned subsidiary of RIL, would serve as the operator. The blocks measuring 450-500 sq km are highly prospective and have almost 80% oil-bearing structure.
According to sources, RIL is likely to make a discovery soon. The company had paid a signing amount of $15.5-17.5 million for the blocks. While announcing the deal, RIL president (international operations) Atul Chandra had said, “We are pleased to reach an agreement with the KRG on the two PSCs.
We hope and believe this will be an investment that will provide long-term benefits to all the stakeholders.” RIL has established a local office in Erbil and has undertaken extensive geological work over the past year in the Kurdistan region.
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