Get ready for Your Career....

2011-09-19T03:04:00.001-07:00

Dear Friend,

If you would like an easy, proven, and guaranteed way to make $379 a day...and more... from home in your spare time, then this will be the most exciting message that you will ever read!
And here's why: My name is Michelle Starr, and let me tell you, I used to work hard... Really hard... And like millions of other Americans... While hardly getting by, living from pay check to pay check.
I got divorced at a very young age and I was left with having to find a new place to live with my 6 year old daughter. I moved to New Jersey for a fresh start on life which was not easy. I had to work two jobs waitressing and some freelance work on the side just to pay bills.
No matter how hard I worked my bank balance was always at zero at the end of each month, and my credit cards kept accumulating more and more debt. I hated my jobs, my bosses and the debt.

The Chilling Day That Changed My Life...

I remember the exact day: It was June 17th, and I got laid off from my full time job, the one that was paying the majority of bills. It was a few days before my little girl's birthday and I was supposed to buy Amanda the birthday presents she hadbeen hoping for. But all of a sudden, I could no longer afford gifts. I didn't even know how I could get enough money together to pay the rent, let alone the food for us.
I remember crying for hours that day. I didn't know whatI was going to do to pick myself up, it felt like the end and if it wasn't formy daughter I do not know how I would have had the energy to fightand go on. I knew I had to do something and quick before we were homeless and living out on the streets. I needed another income immediately, something veryquick. And I was thinking about it, I asked myself: Before I makea sudden move that will tie me into another job that I will hate, why don't I consider what it is I want... and do not want... in a job?

So first, I began thinking about what I DON'T want in a job...

I do not want a boss
I do not want to be on anyone elses time
I do not want to have to wake up so earlyanymore, especially to that loud alarm clock.
I do not want to commute anymore and sit for hours ... frustrated ... in traffic
I do not want to go and work in an office.
I do not want to be part of a business of any kind either, with troubles like a storefront, investment, inventory, employees, extensive record-keeping, or having to sell products to anybody.
And I do not want anything that requires special training, education, orskills, because I do not have any and I don't havethe time or finances to get any right now.

Then, I began thinking about what I DO want in a job.

I want to work from home or anywhere else I choose. I want a job that will give me the free time I desire to spend with my daughter who has suffered from our situation the past few years.
I want an income that will give me and my daughter more then we need to pay the bills and reward us with a few treats now and again.
I want to take time off whenever I want and I want to have plenty of time for other people including myself and my hobbies.
I want something that will be reasonably easy.
I want a job that I will enjoy 100% of the time.
I want to only work a fewhours a day, whenever I choose.
And I want, or need to start making money inmmediately.

And do you know what... to my surprise two weeks after thisterrible day...

I Found My Dream Work From Home Job!

And here is how it happened:
After thinking it over, I began expressing to people the type of job, I wanted. Most people did not take me very seriously. I myself did not know if something like this really did exist. But I did make the conscious decision to keep my eyes open for it. And just two weeks later, while in my doctor's office I met a man who was working from home, part time, and had been for a few years. He told me his work from home job give him all the things I had described, and urged me to try it out.

So I did... and... it turned to be the best decision of my life!

Within three months I quit my other job and ceased working frelance. I now had an easy work at home job, where I work 1-4 hours a day, making me DOUBLE (and soon much more) than I was earning before. I no longer had a boss, I worked asa little or as much as I wanted, I began paying off my debt, and I watched both my life and my daughters completely turn around.

Fast forward to today and I am now a millionaire from working at home. I live in my dream house, buy all the things I want, do what I want,take vacations around the world, and I'm able to give my daughter the life I have always wanted to.

I have nofinancial worries anymore and, I feel so secure, free and happy...It is the ultimate high in the world, a feeling hard to explain.

My life turned around so fast... That I soon begansharing my story with others. And since then, I have helped thousands of other people achieve their financial dreams and goals working at home.

You may be familiar with me from the one day work at home seminars I used to present in Los Angeles. Others know me from the numerous interviews, podcasts and teleseminars that I have done in the past. And there are so many people coming to me today for help and advice on getting started working from home that I've been called the number 1 work at home consultant in the whole of America.

Andright here, right now, I am going to tell you everything you need to know about making the money of your dreams from home starting today! I'm going to tell you about the best opportunity I have ever discovered... A legitimate, proven, and easy work at home job opportunity that canmake your financial dreams come true, as it did for me and has done for thousands of other people worldwide!

A Work from Home Job Opportunity In HUGE Demand...

Did you know it's now estimated that more than 24 million people are working from home? That is a huge amount of people and every year more and more people are fleeing the rat race to work from home.s

So why the boom in people working at home?

Because it is now easierand more realistic than ever before in history to make a reMichelleable incomefrom the comfort of your own home! The Internet spawned new jobs that could easily be donefrom home with nothing more than a computer with Internet access. And manycompanies, large and small, are realizing they could have people working from their homes, thereby saving them large amounts of money on officespace and other employee expenses.

And though many people still do not know about this yet, one of the most in demand work at home opportunities is interent link posting - posting links on the internet.

So,let me tell you about it:

You've probably seen links offered for many products you've purchased before. For example, imagineyou were on the Internet and saw a link for a cellphone that you liked for $125. You may click the link and make a purchase or visit the companies website to learn more and possibly even make a purchase.

Do you know why the link is there?

Because it makes you more willing to buy the cell phone!Sure, the company makes less money because of the cost of placing the link on that specific website but, many more people will buy the phone as a result of putting the product out there in front of thousands of people to view. And the increase in sales more than makes up for the special price of $125... So...The company ends up profiting A LOT more because of the sheer volume. In fact many companies often see a 10-20% increase in sales by offering affiliate links. And 10% to 20% of millions and billions of dollars is a lot of money!

It's no wonder tens of thousands of companies in the United States are offering links for their products. Both small businessesand large corporations do this. And here's where the massive money-making opportunity knocks on your door because of it...

Companies Are Desperate For People Like You ToIndependently Post These Links From Home!

You see, there are millions of linksposted by home business owners every year, and companies need tons of people to process them! Companies do not post links themselves. They would have to buy new buildings and hire and house thousands of new employees to do that.

Instead, they know anyoneof any age and background can do this from home with no over heads because it is sosimple and easy, and anyone can learn to do it themselves in an afternoon and begin immediately with no training. And it can be done from anywhere. Therefore,companies obviouslymuch prefer to have people posting the links, independently, from their own home.

And even though it is so simple and easy (I will showyou the three easy steps to post a link shortly) ...And can be done fromhome... The money is still great because of the huge volume that can be created fromjust one link!

Put it this way: To post one link takes between 3 to 4 minutes. To be conservative, let's say it takes 4 minutes. Well, if youpost one link every 4 minutes, and you do that for 60 minutes, that amounts to 15 links in just 60 minutes. And the average amount you make per link posted is $15.

Let's do the math: 15 links for $15 eachequals $225. That's $225 for 60 minutes of work! If you do this five days a week, you can make $1,125 a week... $4,500 amonth... and $58,500 a year! And that's just 1 hour a day, I do at least 3 hours per day Monday to Friday keeping the weekends to myself.

And you can work as little or as much asyou want! It doesn't matter. I personally now work about 4 hours a day, and that's because I really enjoy it and I like to make a very big income so I can go overboard with providing for my family. It all depends on how much money you want to make.

Here's an illustration of how much money you can make in just a few different scenarios:

# Links You Post Per Day	Money You Make Per Day	Money You Make Per Week	Money You Make Per Month	Money You Make Per Year
5 ($15 Each)	$75	$375	$1,500	$19,500
10 ($15 Each)	$150	$750	$3,000	$39,000
15 ($15 Each)	$225	$1,125	$4,500	$58,500
20 ($15 Each)	$300	$1,500	$6,000	$78,000
25 ($15 Each)	$375	$1,875	$7,500	$97,500
30 ($15 Each)	$450	$2,250	$9,000	$117,000

Who The Heck Is Michelle Starr?

-By Karl Goodard -

After 8 years as a super-successful and outrageously highly paid person, Michelle Starr is at the red hot center of the work at home industry, both online and offline.
Michelle Starr is an inspiration for anyone who wants to succeed beyond their dreams.
She is a real life rags to riches story, having built her success from nothing to everything.
Her career is legendary: Partnering with several Internetcompanies after being considered the #1 work at home recruiter in the nation... Being the official recruiter for the largest search engine linkcompany in the world ... pioneering online link posting (most other companies follow her early revolutionary methods)... and starring as thefeatured speaker at major motivational seminars and over 30 other mainline events.
Michelle went from living in a minuscule rented one bedroom apartment with 1 child on federal assistance to living the life ofher dreams.
Michelle promised herself that when she made it she would never forget where she came from, what she went through to get there, and that no matter what, she would help anyone that was willing to be helped.
She's held her own work at home seminars at a famous hotel in Los Angeles, and has done many podcasts, teleseminars and interviewswhich have introduced thousands of people around the world to financial opportunity they never knew existed.
Even when Michelle isn't at a seminar, other speakers frequently praise her teaching abilities, and defer to her expertise at finding the right work at home positions for people. She is a centralcharacter in the amazing explosion of work at home jobs, is responsible formany innovations, and is famous for helping thousands of people getstarted working from home with her expert advice and specific positionplacement

As you can see, you can make a part-time income with this or a full-time income with it. The choice is up to you. The above are just a few examples. You can do less and you can do more. And I got to tell you, people are often shocked the first time I show them the amount of moneyto be made positing links from home. It is really reMichelleable... And there are three main reasons posting links is so profitable:

Reason #1: Companies aredesperate for more people to post links from home. When demand surpasses supply, wages are high. It's the economic Law of Supply and Demand working in our favor... and... there's an insatiable demand for this job!

Reason #2: If companies were to hire employees to do this job, they would need to spend a new fortune on hiring, buying new office space, management, and all the many expenses that come with it. It would cost them too much and, they would have to pay people small wages to keep this profitable for them. Instead, by having people work independently from home, companies are saving millions of dollars, and they can pass many of these savings onto you.

Reason #3: Companies experience huge increases in sales because of these links. Links make them millions of more dollars every month, but without people to process them, companies can't offer them. So basically, you can make great money because it's worth it forcompanies to pay you a lot to motivate you to post lots of links. Sure, for you it's a lot of money you're getting paid... but... in these companies'eyes... where millions of dollars are at stake, it's a small investment that reaps them enormously greater financial rewards.

To sum it up...for you and me, it's almost like being able to 'ethically' take advantage of all these fortune 500 companie' extra money, and to finally be able to get a good piece of it, the easy way!

It's amazing how something so simple such as posting links from homemade me a millionaire.

Listen: I've been posting links forover five years now for many major search engines worldwide... I probably know more about this opportunity than anyone else alive... And have become quite famous as a pioneer of link posting. That's why I've successfully been able to teach thousands of people world-wide how to get into this and realize their financial dreams.

In fact, companies have been so happy about me spreading the word that an executive officer of a major corporation one day asked me, "Michelle, why don't you create a certified, comprehensive program for people that would tell them about this opportunity and, show them how to get started right away in a clear step-by-step format?"

And so...that's exactly what I did!

I've created the industry-wide acclaimed...

Wealth Development
Certification Program?

This is the only certified program inthe world for search engine link posting, and over 1,000 people world-wide have beencertified through this program, now making the money of their dreams by posting links from home... for every type of company you can think of!

This program has been raved about by many in the work at home industry, and has recently been rated the #1 work at home program in America by leading work at home review sites.

To see why, here are the amazing benefits this program gives you, that enable you to easily and immediately start making the money you need, desire and dream of...

First, you receive access to our full training center which will cover everything you need to know, step by step!

Plus, I help you select the best places tostart with, so don't worry about being overwhelmed by the many choices! There are a lot to choose from and I help ensure you pick the best one(s) for you.

To do so, you'll get a master list ofthe companies that offer the highest pay for posting links. You'll also get constant realtime updates of the companies offering the highest pay per link submitted, so you can always be sure of making maximum money in minimum time!

And by enrolling in my certification program... you are GUARANTEED an immediate position.

Here's something else really great about this program: Even though you're posting links for a reputable company...

You Don't Have A Boss!

That's right! You don't have anyonemanaging over you or telling you what to do. You have no one to report to. Even though you areposting links for the company, you are not their 'employee.' You arecompletely independent!

Basically, by signing up with a company to post links, you're given 24 hour access, 7 days a week, to links that need posting. And, you have no working obligations. You can work in the day,afternoon, evening, night, it doesn't matter! You can work at a different time every day. You can work whatever days you want. You have complete control and flexibility over your schedule.

And as I told you, posting links is very simple and easy! You're given access to your own personal account and all you do is follow...

The Three Easy Steps To Make Money
By Posting Links From Home...

Easy Step #1: You log into your personal account and you copy the unique linking code the systemautomatically gives you. Here's an illustration

Easy Step #2: You enter the section of your personal account where you're given customer records for you to post links for. Customer names are added to your account 24 hours a day so you always have plenty of links to post. Here's an illustration:

Easy Step #3: You fill out a few details and submit to create a site.

That's it! Follow these three easy steps and you're done! To fill out one link took you 1 to 2 minutes and, you just made $15 dollars! Do this over and over again, as much as you want, to make all the money you want!
Process 5 links for $75 a day... 15 links for $225 a day... 30 links for $450 day...or more! To put it another way...

Making All The Money You Want
Is Now Completely In Your Control!

And the best part is you can visibly see exactly how much money you?re making by clicking into the earnings section of your personal account! Here?s a glimpse of it:

It's like a bank statement showing you your earnings for every link you posted. And it's updated every 30 minutes, so you have a clear real time earnings report!

I love clicking on my earning report more than anything in the world and, I check it all throughout the day! It's really motivating to instantly see the money you're making. You don't have to wait to see your pay... you can see it verified anytime you want in your personal account. It's a really amazing, comforting, and uplifting feeling you have to experience for yourself!

And even better
And even better

You Get Paid Very Fast!

You don't have to wait a month, 2 weeks, or even one week to get paid for the links you post. Not at all! With this job, because youget paid per link posted...!

And 75% of companies pay you on thevery same day! The other 25% take only 2 to 3 business days to transfer the money you've made into your bank account. The companies are all reputable and I've never had a problem with late payments. It makes this an outstanding opportunity for anyone who needs money fast.

And so you now, the personal account you're given is very easy to use. It was specifically designed so that even someone with no computer experience at all could learn to use it in just a few minutes.If you know how to check email, navigating your personal account will be just as easy. You'll get clear step-by-step instructions, and everything is straight-forward, with easy to fill out forms, easy to read text, and big visible buttons.

And You Can Post Links Offline Too!

If you want, there are many companies that allow you to post links offline, so you don't even need a computer! I demonstrated how it's done online simply because that's what most people choose to do these days, but you can post links offline too.

Let me tell you something. Come a little closer. Posting links from home is so easy, and the benefits so incredible, I am sure you'llnever want to do anything else ever again... but this. Just imagine

You can work as little or as much as you want, anytime you want!
You don't need any special skills, training, or education! You can get started in an afternoon!
You can start to make money immediately! It takes 1-2 minutes to post a link and... 75% of companies pay you the same day while the other 25% pay you within 2 to 3 days!
You can achieve financial freedom, end your money worries, and live whatever lifestyle you want!
You can have all the time you want for your family, friends, and hobbies!
You can take vacations whenever you want! (I also like to take 'working vacations' at exotic locations around the world).
You don't have to wake up to an alarm clock anymore!
You can do this part time or full time! (If you currently have a job, you can feel secure by keeping it and doing this part time until your part-time income with this exceeds the income you're currently making).
You can work from your home oranywhere else you choose to! (I like to either work in my kitchen orliving room, and sometimes I work in bed).
You don't have to get dressed for work anymore! Work at home and wear whatever you like to wear at home!
You don't have to drive anywhere, get frustrated in rush hour traffic, or pay ridiculous gas prices to get to work and back every day! Instead, use all that saved money and time for other enjoyable things in your life!
You won't have a boss hovering over you anymore! You are completely independent and the only person you answer to is yourself. You're the boss now !
You can rest assured you'llbe able to make the money of your dreams for the rest of your life withthis! (You don't have a boss so you don't have to worry about getting fired. Demand for this job is extremely high and is projected to remain so for decades to come..
You don't have to deal with crappy co-workers or office politics! If you've had to deal with this before, you're going to love the peace of mind you'll have without it.
You can give yourself a pay raise anytime you want! All you do is post more links! And you can post all the links you want, there's nolimit!

Thiscertification program guarantees you an immediate position of your choice as a Search Engine Agent. It takes only a fewminutes to sign up with the company you want and, you can do so online without EVER having to talk to anyone in the company! You can also have multiple placements with different companies if you choose.

As soon as you sign up on our Wealth Development Center, you're immediately emailed your Welcome Letter with the link to our Wealth Development Center.

The Wealth Development Center link will be emailed within five minutes of signing up to get you started immediately. It's very clear, easy-to-read, and walks you through everything in detail, step-by-step. You can read it in an afternoon and...

You Can Begin posting links
And Making Money Right Away!

But that's not all...

You'll get lifetime access to the new and constantly updated Wealth Development Center
You'll find out which companies currently offer the highest pay for posting links, and you'll stay up to date with constant real time updates of the companies offering the most pay.
You'll get access to tons of insider tools that will make posting links as easy and fast as it can be.
You'll have instant access to things it took me over 5 years of frontline experience in posting links to discover.
You'll get tons of extra resources that will help you make the money of your dreams.
You'll get complete access to the Wealth DevelopmentCenter.
You'll always be updated with the latest information you mustknow as a Search Engine Agent, as well as new resources and tips wedevelop and come across.

Plus, by signing up today, you'll get...

A Free Consultation With A Search Engine AgentSuccess Advisor!

I know the huge difference it makes to talk to a real live advisor. So I've put together a Highly-trained staff of success advisors to give you some guidance. You'll get a free one-on-one phoneconsultation with a Search Engine Agent Advisor to discuss your individual goals and map out and ensure your quick path to financial success.

Even more, you'll get the email address to a success advisor who you can contact anytime youwant with any questions, and you'll get a quick response back with whatever you need. This is a lifetime privilege you receive a member ofthis certification program.

In fact, if you sign up today, I will also give you my personal email address! That's right, my personal email address. So you can email me directly if you wish with any questions or comments. I know it's what I would want if I were you,and that's why I give it to you.

You see, this certification program is designed to provide you with your dream income from home and, you receive a lot of personal support to ensure your success.

All this makes it a reality for people to transform their lives by posting links from home.

That's why we receive so many reMichelleable testimonials, a sample of which we've posted throughout this websiteto share with you. And that's why I'm 100% confident that by registering for this certification program, you'll have a testimonial of your own to share as well.

More so, it couldn't be easier to get started because... this certification program is backed by a 100% ... 2-Month... 'Make Money Or It's Free' ... Satisfaction Guarantee!

My Personal 2-Month 'Make Money Or It's Free'
Triple Satisfaction Guarantee...

You are guaranteed immediate placement as a Search Engine Agent by joining this certification program, or you?ll get your money back!
After you sign up, take up to 2 months to try out posting links from home with this program. If you aren't making money and aren?t satisfied, ask for a full refund anytime within 2 months. You'll get your entire fee back immediately with no questions and no hassles whatsoever. (You can ask for a full refund by phone or email, full contact details are below). In other words, you make money with this, or it's free.
Plus, even if you ask for a refund, I want you to keep all thespecial gifts you?re going to receive as a member. I know thisguaranteed program to make money isn?t for everybody, so if it?s not for you, I understand and want you to accept these free gifts as a token of my appreciation for giving the program a try.

I make this guarantee to you because I know that by giving this an honest try, you'll make all the money you desire, just like I and thousands of other people all over the world are doing.

How much does it cost? Well, let's first consider the value of everything you receive when you sign up to the Search EngineAgent Program?...

Guaranteed immediate placement! (Value: Priceless)...
Access to the Wealth Development Center with dozens of resources, and more added all the time (Value: $997)...
The official quick-start guide, How To Make A Fortune posting links From Home (Value: $97)...
Your free one-on-one consultation with a success advisor (Value: $150)...
Free lifetime and unlimited email support by me and your own success advisor (Value: $497)....
And a lot more as described earlier (Value: Hundreds of dollars)...

The Value You Immediately Receive
Is Worth Over $2,000!

But of course, that is NOT what it costs!

With the help of a financial strategist, I have figured out that to cover my costs of offering all this lifetime value and support to you, I can still bring the price down over 75%...to $149.99.

However...even though $149.99 is more than worth it compared to the value you get, I know that before I began working at home, $149.99 was a lot of money and, I want to make sure this opportunity is asaffordable as possible to give you and anyone else a fair chance to try it out.

So I ended up consulting with a few more financial strategistsand... I'm happy to tell you I've been able to come up with a way to temporarily give you an insider deal that's just irresistible!

You can sign up today for membership into the Search Engine Agent Program? for.

A Special One-Time Investment Of Only $97.00!

That's right, for only $97.00,you get everything I told you about! Sign up today and within five minutes you'll receive your link to The Wealth Development Center, lifetime access to The VIP Members Area... unlimited personal support...and all the other things I've described! You get all this within five minutes so you can startmaking money right away!

And you can have your investment back in just One Day! By posting15 links in 60 minutes you can make $225, so that means in your first 60 minutes you can make back your one-time investment of $97.00, and already be $28 ahead!

More so, by posting 15 links in 60 minutes a day...5 days aweek...you can put $58,500 year-after-year into your bank account, so the financial value you're receiving is enormous! Think about it, you invest $97.00 once, and you receive back $58,500 over and over again!

Furthermore, you're backed by my personal 100% Ironclad, 2-month 'Make Money Or It's Free,' Triple Satisfaction Guarantee. This program makes you money or it's free. Period! So you have absolutelynothing to lose by trying it out...rather...you have absolutely everything togain!

Saheb Biwi Aur Gangster Trailer Video

2011-09-14T03:02:00.000-07:00

Saheb Biwi Aur Gangster Trailer Video

सुनमा मूल्यवृद्धिको कारण चीन र भारत | कारोबार राष्ट्रिय आर्थिक दैनिक

2011-09-10T22:26:00.000-07:00

सुनमा मूल्यवृद्धिको कारण चीन र भारत | कारोबार राष्ट्रिय आर्थिक दैनिक

बढ्दैछ लोकप्रियता गोबर ग्यासको | कारोबार राष्ट्रिय आर्थिक दैनिक

2011-09-10T22:24:00.000-07:00

बढ्दैछ लोकप्रियता गोबर ग्यासको | कारोबार राष्ट्रिय आर्थिक दैनिक

९ सय ९९ मा ७ सय मिनेट फोन र ७ सय एसएमएस | कारोबार राष्ट्रिय आर्थिक दैनिक

2011-09-10T22:21:00.000-07:00

९ सय ९९ मा ७ सय मिनेट फोन र ७ सय एसएमएस | कारोबार राष्ट्रिय आर्थिक दैनिक

3 Hormones You Must Adress for Fast Fat Loss

2011-09-06T00:01:00.001-07:00

Posted by NicoleIt seems like most fat loss programs focus on one main thing: To burn fat, you have to expend more energy than you take in. Such a focus makes sense of course, because if there is a universal truth to fat loss, that’s it. This is what we call “energy balance”. In order to lose fat, you have to create what we call “energy debt” or “energy deficit” – that is, eliminate the balance and instead be on the negative side of the balance scales. Of course, that works very well for “beginning” fat. However, success doesn’t last forever. As anyone who’s ever been on a diet and exercise program of any kind can tell you, at first it’s pretty smooth sailing. Eat less, do more, lose fat. And then it stops! And as those same people can also tell you, it usually stops suddenly. Of course, the first instinct people have is a very natural one… To simply do more of what was bringing them success in the first place. So they eat even less and do even more. And… have no results. You see, what these people fail to realize (and what most fat loss programs fail to address) is after a certain point, simple energy deficit no longer covers the tab. It becomes more about what type of deficit. Speaking generally, you actually have to eat closer to maintenance calorie levels (instead of far below) and expend more Calories through exercise. Even then, things don’t always happen as quickly as you want. You see, once you’ve hit a fat loss plateau or when you’re trying to lose the last few pounds (like I was when I was dieting for the beach house), fat loss becomes less about energy balance a lot more about hormones. You see, some hormones, such as leptin, actually control the majority of your general fat loss efforts and all of the factors thereof: Appetite, satiety, “starvation mode”. However, assuming you’re eating enough and trying to create an energy deficit through training, leptin isn’t the issue. In Final Phase Fat Loss, you’re never on a severe diet, so you don’t have to worry about Leptin. There are other hormones which are a bit more insidious in their effects on your physique. They don’t just determine IF you gain fat-they determine where you gain it, and whether you’re able to lose it from those areas. Those “problem” areas on your body are there for a reason. “Problem areas” are created by your hormonal environment, and it’s your hormones that force your body to have particular fat storage patterns. In this article, we’re going to talk about the three most common types of regional fat storage, and the hormones that cause them. Back Got Back: Low Body Fat Storage One of the most common types of fat storage that we see in women is the “pear shape” -fairly thin on top but heavy on the bottom (and IN the bottom, if you know what I mean). This is so common that we often refer to a “pear shape” as a body type. This is true to an extent, but this type of fat storage is also heavily dependent on the female sex hormone estrogen. This is one reason why you see this type of fat storage primarily in women. High levels of estrogen are awesome for enjoying Grey’s Anatomy and makin’ babies, but terrible for fat loss, which makes it obvious that women usually have more trouble losing fat than men. However, anyone -male or female- with high estrogen levels will have trouble losing fat, especially from the lower body. In essence, the higher your estrogen levels, the greater the likelihood you’ll store fat in your lower body; mainly in the hips and thighs. And yes, it IS possible for men to have high estrogen levels. Unfortunately, outside of having to deal with a declined rate of fat loss and lower body fat, these guys ALSO have to deal with the ignominy of man-boobs. On the whole, estrogen related fat storage is a pain in the ass (get it!?) but it is not completely unmanageable. You see, you can offset this phenomenon with certain types of training. In addition to helping you lose fat stored in the lower body, these specifically designed workouts will also be great for fat loss in general. Essentially, they’re great for burning calories and for shedding lower body fat through estrogen management-combine the two and the result is rapid fat loss, with a heavy concentration on lower body fat stores. No worries, ladies (and gents!), I’m here to help. Muffin Tops: No Love for the Love Handles body-fat-scaleProbably my least favorite incarnation of regional fat storage is love handle and lower back fat. This is, of course, because I personally suffer from such. Even when I am in lean condition -I’m talking shredded pretty much everywhere else- I store some fat in my love handles and lower back. It used to take me an extra 3 weeks to get rid of it. The reason I tend to store fat this way is because of how my body reacts to certain hormones, and because of the effect those hormones have on fat storage. When I was a fat kid and ate lots and lots of goodies, I screwed by my endocrine system a wee bit. Nothing too serious, but a decade of eating rapidly digesting carbs followed by… well, followed by more rapidly digesting carbs made my insulin spike and crash and spike and crash all over the place. On top of making me fat in that immediacy, it also completely had a pretty negative effect on the way my body processes and handles insulin period. The degree to which you are able to process and respond to glucose (sugar) in your body is called insulin sensitivity. The higher this is, the easier and more efficiently your body utilizes carbohydrates for energy, and the less like you are to store carbs as fat. On the other hand, insulin resistance is the opposite: You don’t deal well with carbs, and anything other than a low carb diet pretty much means you’re gonna hang on to some fat. And, to make matters worse, as I mentioned previously, there are regional effects. It’s been shown that people who store fat in the love handles are generally very insulin resistant -and therefore it can be reasoned that insulin resistance leads to love handle and lower back fat storage. Which means, of course, that insulin resistance makes it very hard to lose fat from that area as well. I’m sure many of you out there who have been heavy before are experiencing much the same problems that I used to have. The good news is that insulin resistance (and the resulting regional fatness) can be mitigated with certain types of training. For example, with careful planning and selection of exercises, you can start to whittle away at love handle and lower back fat while you increase insulin sensitivity. The better news is that I’ve figured out a specific series of training sessions that will do just that. The One, The Only: Belly Fat belly-fatWithout question, the most common type of regional fat storage is belly fat. If this isn’t you, it’s someone you know. Abdominal fat storage obviously has a lot to do with your diet and overall body fat level; that should be obvious but it never hurts to touch on it. Outside of that, it’s hormones baby, hormones. The one we’re talking about here is cortisol. This hormone has been in the media a lot the past few years, and I’ve talked about it a bit, so by now you know that cortisol is sometimes called a “stress” hormone. That moniker is more appropriate than you know.Basically, that means your body will produce cortisol (and encourage belly fat storage) under conditions of nearly any type of stress -both emotional and physical. So to combat cortisol, it’s not enough to just get more sleep or stop drunk dialing your ex-girlfriend. (Although that helps, I’ve heard.) Instead, it is of far greater effect to combat cortisol through resistance training. Now, if you’re observant, you may have noticed what seems to be a contradiction. As I said, cortisol is also produced through physical stress. In fact, training is actually one of the primary means through which your body will produce this sneaky little hormone. Additionally, because cortisol has been linked to overtraining and has a catabolic (muscle wasting) effect, producing too much of it through training is certainly counterproductive. It’s important to note, however, that long duration cardio and extended lifting sessions are what produce the most cortisol, and I always recommend against those. Instead, short, intense training sessions using a particular type of training modality will help to counteract the effects of cortisol; both the muscle wasting effect, and the cortisol related belly fat storage. Are you ready to fight these hormones?

The 20 Best Weight-Loss Foods

2011-09-05T23:58:00.001-07:00

Looking for an easy way to lose a few pounds? We've got the program. It's simple, and it works. So get with it. By Lisa Dorfman, M.S., R.D. Published 06/20/2002Many runners would like to lose a pound or 2. Maybe 5. Maybe more. Why? That's easy: to feel better, look better, improve their health, and run farther and faster.However, losing weight can be surprisingly difficult. In fact, national health surveys show Americans in general are getting fatter. Sure, regular runners should be ahead of the pack, but many are still losing the weight-gain war.What you need is a simple plan. Here it is, in just two parts: (1) Make a little more time to run; (2) Concentrate on a handful of dietary changes that, over the course of a year, can produce significant weight-loss results.Below we've listed 20 great diet changes that you'll find easy to achieve. Many of them will help you cut 100 calories or more from a single serving. Now do the math. Say you eat this particular food or meal three times a week. That's 100 x 3 x 52, or 15,600 calories saved in a year. Which comes to almost 5 pounds, since you'll lose one pound for every 3,500 calories cut from your food intake.Make another food substitution, and you're up to 10 pounds. Beyond that, the sky's the limit. Here's your meal-by-meal planner.BREAKFASTDon't skip breakfast. A good breakfast is the most crucial part of any healthy weight-loss effort, as it revs up your energy level and metabolism for the full day.Homemade raisin branDescription: Mix one cup of Total cereal, a packet of raisins, and 1 cup nonfat milk. This simple home recipe with 244 calories fortifies you with 100 percent of the Daily Value for most vitamins and minerals, boosts your protein intake by 12 grams, and gives you a sweet, natural fiber and sugar source.You'll Save: 50 calories, 6 teaspoons of sugar, and 5 grams of fat compared with ready-to-serve raisin bran doused with a cup of 2-percent milk.Scrambled whites with greensDescription: This low-fat, scrambled-egg alternative provides 54 grams of high-quality dietary protein in just 255 calories. First, spray your frying pan with fat-free Pam. Then pour the equivalent of four servings of Eggology egg whites (or Second Nature or Egg Beaters egg whites) in a bowl and blend with 1/2 cup spinach and 1/2 cup mushrooms. Heat the pan until the Pam starts to bubble, pour in the eggs, and fry until the eggs are nearly dry.You'll Save: 40 calories, 100 milligrams of cholesterol, and 13 grams of fat compared with two normal scrambled eggs.Balanced Diet ShakeDescription: For something cool, tasty, and nutrient-filled in the morning, try a shake or smoothie. The Balanced Diet nutritional drink provides 180 calories with lots of complex carbohydrates, vitamins, and minerals in a naturally flavored French vanilla or chocolate royale. Each serving includes 5 grams of dietary fiber and 10 grams of soy, or 40 percent of the daily minimum now recommended by the American Heart Association.You'll Save: 60 calories daily and nearly 6 grams of fat compared with many other similar drinks.Frozen fruit smoothieDescription: You can prepare your own personal antioxidant-filled fruit smoothie like the following one that runner Bruce Shapiro used to lose 30 pounds over the last few years. Combine and blend: one cup frozen, unsweetened blueberries; 1/2 banana; 1/4 cup wheat germ; and water.You'll Save: 200 calories for each 2- to 3-cup serving, compared with many store-bought and canned smoothie beverages.Toasted plain Lender's Bagel with natural jamDescription: Sure, a frozen bagel can't match a fresh one, but it's easier to obtain for many people, and a little toasting brings it to near perfection. Just spread with your favorite natural jam.You'll Save: Anywhere from 160 to 360 calories and more than 10 grams of fat compared with similar bagels bought at Dunkin' Donuts and other outlets where the bagels are spread with cream cheese.LUNCHLunch is the second-most-important meal of the day in your weight-loss plan. It boosts your energy level and regulates your metabolism to keep you on an even keel.Boca Burger Grilled Vegetable burgerDescription: This zesty, soy-based vegetarian alternative to the high-saturated-fat American BBQ staple contains hints of zucchini, red-bell pepper, garlic, onion, and even a couple of cheeses. It tastes great and provides a good dose of protein. Add some lettuce, tomato, ketchup, or your other favorite toppings, and you'll hardly notice the difference from the traditional burger.You'll Save: Up to 180 calories and 19 grams of fat compared with a typically-grilled 3-ounce beef burger.Alvarado Street sprouted wheat tortillaDescription: It's easy to make your own delicious wrap and save hundreds of calories. With this tasty, organic, whole-wheat tortilla you'll have no trouble fixing a quick, hearty lunch. Boost your vitamin and mineral intake by loading on a handful of greens, shredded carrots, tomato, and peppers along with grilled chicken, lean meat, turkey, or a bean-based filler.You'll Save: Anywhere from 50 calories and 5 grams of fat to much more if you customarily buy a commercial wrap drowning in mayo, oily toppings, or greasy chicken.Subway roast beef sub sandwichDescription: Can't live without meat? You don't have to. Meat is a great source of protein, iron, and several important minerals, and the Subway lean 6-inch roast beef sub contains just 264 calories and 4.5 grams of fat in a meal perfectly balanced with lettuce, tomato, and vegetables.You'll Save: Nearly 100 calories and 12 grams of fat compared with a tuna salad sub, and more than 20 grams of fat compared with the classic meatball sub.Health Valley chiliDescription: The right soup is always a great part of your weight-loss arsenal. This can of fat-free chili is tasty, easy to prepare, and filled with healthy fiber.You'll Save: 200 calories and 22 grams of fat compared with other prepared and restaurant chilis.Tossed salad with croutons instead of salad dressing.Description: You know that green salads make an important contribution to your day's eating, but you've probably never thought of them as an expression of art and adventure. Here's your chance. Instead of drenching your salads in high-fat dressings, decorate them with croutons, beans, or fruit.You'll Save: 100 calories and 28 grams of fat when you add 1 ounce of croutons and 1/2 cup of beans, peas, and raisins to your salad in place of 1 ounce of an oil-based dressing. You'll also increase your intake of iron, folic acid, Vitamin C, and fiber.

http://www.economist.com/node/18836800

2011-06-29T23:33:00.000-07:00

http://www.economist.com/node/18836800

Dishant.com Jukebox

2011-05-10T04:16:00.001-07:00

This feature is powered by Dishant.com - Home of Indian Music

Filmychai

2011-05-10T04:14:00.001-07:00

Labour Law in Nepal

2010-12-22T23:16:00.003-08:00

NEPAL

Labour Act, 1992. Dated 15 May 1992.
(Nepal Recorder, 12 June 1992, Vol. 16, No. 19, pp. 220253.)

Chapter 1. Preliminary

Section 1. Short title and commencement.

(1) This Act shall be known as the Labour Act, 1992.
(2) It shall come into force immediately.

Section 2. Definitions. Unless the subject matter or context indicates a different meaning, in this Act:

(a) "Production process" means any of the following processes:

(i) making, altering, repairing, ornamenting, finishing, packing, oiling, washing, cleaning, breaking up, demolishing or otherwise treating any material or substance with a view to its use, sale and distribution, transportation, or disposal in any other way;
(ii) pumping of oil, water, or sewage;
(iii) generating, transforming, and transmitting power; or
(iv) printing, lithography, photography, binding and other similar work.

(b) "Establishment" means any factory, organisation, institution or firm, or group thereof, established under current law with the objective of operating any industry, enterprise or service, and employing ten or more workers or employees. The term includes:

(i) tea estates, established according to law with commercial objectives;
(ii) establishments in industrial districts established by His Majesty's Government which employ not more than ten workers or employees.

(c) "Employees" means persons engaged in the administrative functions of the establishment.
(d) "Workers" means persons employed in return for payment of salary or wage in any production process or in the work of providing services, for building work, working on land or with machinery, or any part thereof used for the purpose, or any work related or incidental thereto. The term includes workers who work on a piecerate contract or agreement basis.
(e) "Manager (Prabhandhak) " means a person appointed to conduct the business of the establishment.
(f) "General manager (Vvabastkapak) " means a person who takes the final decision on matters concerning the activities of the establishment. The term includes any person who has been appointed as the head of any part or unit of an establishment with authority to exercise final power or responsibility.
(g) "Factory Inspector" means a factory inspector appointed by His Majesty's Government under this Act; the term includes the Senior Factory Inspector.
(h) "Child" means a person who is below the age of 14 years.
(i) "Minor" means a person who is between 14 and 18 years of age.
(j) "Adult" means a person who is above the age of 18 years.
(k) "Power" means electrical or mechanical energy. Provided that the term does not include energy generated by means of humans or animals.
(l) "Seasonal establishments" means those establishments which do not or cannot operate except during fixed seasons. The term includes seasonal establishments which cannot operate for more than 180 days in the year.
(m) "Day" means a period of 24 hours beginning at midnight.
(n) "Week" means a period of seven days beginning at midnight on Saturday or any other day prescribed by the Labour Department.
(o) "Welfare Officer" means a Welfare Officer appointed under this Act.
(p) "Labour Officer" means a Labour Officer appointed under this Act; the term includes the Senior Labour Officer.
(q) "Labour Court" means the Labour Court established under this Act.
(r) "Remuneration" means salaries or wages received in cash or in kind by workers or employees from an establishment in consideration for their work in the establishment. The term includes payments made in cash or in kind for piecerate or contract work. Provided that the term should not include allowances or facilities of any kind.
(s) "Prescribed" or "as prescribed" means prescribed or in the manner prescribed in the rules framed under this Act.

Chapter 2. Employment and job security

Section 3. Classification of posts. (1) The general manager shall classify the posts of the workers and employees of the establishment according to the nature of the production process, service or work of the establishment, and notify the Labour Office accordingly.
(2) If it becomes necessary to make any amendment in the classification of posts made under subsection (1), the Labour Office may direct the general manager to do so by explicitly mentioning the reasons. It shall be the duty of the general manager to comply with such directives.
Section 4. Employment of workers and employees. (1) When appointing any worker or employee to any post classified under section 3, the general manager shall issue a letter of appointment. Priority shall be given to Nepali nationals when making such appointments.
(2) Workers and employees employed under subsection (1) shall be granted a permanent appointment after they complete one year of uninterrupted service on the basis of their performance, honesty, discipline, dedication to work, attendance, etc. When making such appointments, letters of appointment shall be issued explicitly mentioning the post, remuneration, and service conditions of the concerned worker or employee, and the Labour Office shall be notified accordingly.
(3) Workers or employees engaged in any piecerate or contract work of a permanent nature in any enterprise shall also be made permanent under subsection (2).
(4) Workers or employees engaged in any work as mentioned in subsection (3) shall be paid benefits provided for in this Act according to their post and scale.
(5) Notwithstanding anything contained under subsections (2) and (3), in the event that any establishment is required to increase production or service for a short period of time, it may appoint workers or employees according to need for a certain period by specifying such a period.

Section 5. Employment. (1) No child shall be employed in any establishment.
(2) Except in prescribed circumstances, minors and women may ordinarily be employed for the period from 6 a.m to 6 p.m.
(3) Women may be employed like men after making appropriate arrangements on the basis of mutual agreements between the general manager and the employees or workers in question.

Section 6. Calculation of service period. The following period shall also be taken into account for the purpose of calculating the service period of any worker or employee in an establishment:

(a)period during which a worker or employee is kept in reserve under section 11 ;
(b)period during which a worker or employee remains on paid leave.

Section 7. Appointment on contract basis. In the event that it becomes necessary to appoint any person for a certain period of time for any specified work in view of the nature of the work for the establishment, such person may be appointed on a contract basis if his remuneration, service period and conditions of service are explicitly mentioned in the contract.
Section 8. Change in ownership not to have any negative impact. Any change in the ownership of an establishment shall not have a negative impact on the service and conditions of workers and employees working in the establishment.
Section 9. Separate registers of workers and employees to be maintained. (1) The general manager of each establishment shall maintain separate registers of each of its workers and employees indicating the following particulars:

(a)name of worker or employee;
(b)nature of his work;
(c) remuneration and mode of payment; and
(d)other prescribed particulars.

(2) The registers maintained under subsection (1) shall be produced at the request of the Labour Officer or Factory Inspector, or any other person designed by the Labour Office.
Section 10. Job security. The service of a permanent worker or employee of any establishment shall not be terminated unless the formalities prescribed under this Act or the rules or bylaws established under this Act are fulfilled.
Section 11. Power to maintain reserve. (1) In the event that it becomes necessary to curtail production or services of an establishment for some time, or in the event that it is not possible to continue operating an establishment because of special circumstances, the general manager may curtail production or services, or close down the entire establishment or part of it, subject to subsection (2).
(2) If it becomes necessary to curtail production or services, or to close down the entire establishment or a part of it under subsection (1), the permission of the Labour Office shall be obtained if the period of such curtailment or closure is 15 days or less, and of the Labour Department if the period exceeds 15 days. The Labour Office shall inform the Department if it grants any such permission.
(3) When production or services are curtailed under subsection (1), all workers working in shifts or on a wage basis, or all workers or employees who have completed one year of uninterrupted service after being registered in the attendance register of the establishment, shall be maintained on reserve with half the salary they had been normally receiving. Provided that all such workers or employees shall continue to be entitled to all appropriate benefits which they have been receiving.
(4) The general manager may not provide remuneration and benefits to workers or employees maintained on reserve under subsection (3) if they refuse to do any similar work offered by him with similar remuneration in the same establishment or in any other establishment under his control, or if they fail to present themselves at the establishment once every day during working hours, or in other prescribed circumstances.

Section 12. Retrenchment and reemployment. (1) If it becomes necessary to curtail production or services of an establishment, or to close down the entire establishment or a part thereof for more than three months because of exceptional circumstances, the general manager may lay off all or part of its employees after obtaining the permission of His Majesty's Government through the Labour Department.
(2) When laying off its workers or employees under subsection (1), those appointed last among workers or employees performing similar work who have completed one year of interrupted service shall be laid off first. Provided that if it becomes necessary to lay off those who have been appointed first instead of those who have been appointed last according to the prescribed order, this may be done after reasons have been given.
(3) The following procedure shall be observed when laying off workers or employees under subsection (1):

(a)one month's advance notice indicating the reasons for lay off, or one month's remuneration in lieu of such notice, shall be given to permanent workers or employees, or workers or employees who have completed one year of uninterrupted service.
(b)Lumpsum compensation at the rate of 30 days' salary for every year of service completed in the establishment shall be paid to the worker or employee concerned.

Explanation: If a person has worked for at least six months in any year, she shall be considered to have a service period of one year for the purpose of this paragraph.
(4) Subsection (3) shall not be applicable in respect of workers or employees appointed under fixedterm contracts.
(5) If it becomes necessary to fill the posts vacated by laidoff workers or employees, priority shall be given as far as possible to the workers or employees who have been laidoff.
Explanation: For the purpose of sections 11 and 12, the term "exceptional circumstances" means circumstances in which production in any establishment is halted because of breakage or damage to machinery; or because fuel, electricity, coal or other similar sources of energy are not available, or as a result of natural disaster, or a lack of availability of raw materials in sufficient quantities, or accumulation of inventory because of lack of customers, or other similar circumstances.
Section 13. Seasonal establishments. (1) Workers or employees of a seasonal establishment shall not be considered to have been maintained on reserve when such an establishment is closed during an offseason period.
(2) Notices of the commencement or closure of operations of seasonal establishments shall be furnished to the Labour Office.
(3) When a seasonal establishment is closed during offseason, those workers or employees who have completed one year of uninterrupted service shall be paid a retaining allowance amounting to at least 25 per cent of the remuneration to which they are entitled.
(4) If any dispute arises on the issue of whether or not an establishment is a seasonal one, the decision made by the Labour Department shall be final.

Section 14. One year of uninterrupted service. If any worker or employee has worked in any establishment for 240 days during a 12month period, or for the entire period of the operation of a seasonal establishment without any interruption, he shall be deemed to have served the establishment for one year without any interruption.
Explanation: Public and weekly holidays shall also be taken into account when calculating the 240day period.
Section 15. Compulsory retirement. Any worker or employer who has attained the age of 55 years may be subject to compulsory retirement at the discretion of the general manager. Provided that the general service of any worker or employee who is indispensable to the operation of the establishment may be extended for an additional five years.

Chapter 3. Working hours

Section 16. Working hours. No worker shall be engaged to work for more than eight hours a day or 48 hours a week. Every worker shall be given one day's leave each week.
Section 17. Calculation of commencement of working hours. The time of commencement of working hours of workers and employees shall be as prescribed by the general manager.
Section 18. Recess for refreshment and rest. Workers or employees of any establishment where work can be stopped at any time shall not be engaged to work for a period longer than five hours continuously without a recess of at least 30 minutes for refreshment. In establishments where work cannot be stopped and must be carried on continuously, such recess shall be provided on a rotational basis. The period of such a recess shall be considered to be a part of the daily working hours.
Section 19. Extra remuneration for overtime work. (1) If any worker or employee is engaged to work for more than eight hours in any day, or for more than 48 hours in any week, he shall be paid remuneration for such overtime work at the rate of 150 per cent of his usual remuneration. Provided that no worker or employee shall be compelled to work overtime.
(2) Ordinarily such overtime work shall not exceed four hours in the day and 20 hours in the week.
Section 20. Attendance registers to be maintained. Every establishment shall maintain attendance registers of its workers and employees.

Chapter 4. Remuneration

Section 21. Minimum Remuneration Committee. (1) On the recommendation of the Minimum Remuneration Committee, His Majesty's Government shall prescribe the minimum remuneration of workers or employees of establishments. Notices regarding the setting of remuneration rates shall be published in the Nepal Rajaptra [Official Gazette].
(2) For the setting of minimum remuneration, His Majesty's Government shall form a Minimum Remuneration Committee comprised of an equal number of representatives of workers or employees, general managers, and His Majesty's Government.
(3) The Minimum Remuneration Committee formed under subsection (2) may submit his recommendations to His Majesty's Government in matters concerning the rates of annual increments in the remuneration of workers or employees, as well as costofliving allowance or other benefits.
(4) The other functions, duties, and powers of the Committee to be formed under subsection (2) shall be as prescribed.
(5) The rates of minimum remuneration prescribed under this section shall come into force only after two months following the date of their publication in the Nepal Rajapatra.
(6) In circumstances when it has not been possible to form the Minimum Remuneration Committee, or when the Committee, even if formed, is unable to make any recommendation, the provisions contained in the above subsection shall not be deemed to have prejudiced the power of His Majesty's Government to prescribe the minimum remuneration of workers and employees in establishments.
(7) No agreement may be concluded between the general manager and workers or employees of any establishment providing for remuneration lower than the minimum remuneration prescribed by His Majesty's Government under subsection (1).

Section 22. Payment of remuneration. It shall be the responsibility of the general manager concerned to pay remuneration to the workers or employees of the establishment.
Section 23. Remuneration period. The general manager may fix the period for payment of remuneration to the workers or employees of the establishment on a weekly, fortnightly, or monthly basis. But such a period shall not be longer than one month. Provided that this provision shall not be applicable to those employed on a daily wage, piecerate, or contract basis.
Section 24. Restrictions on deductions from remuneration. (1) The remuneration due to any worker or employee shall not be deducted except in the following cases:

(a)if it is necessary to deduct fines imposed on him;
(b)if it is necessary to make deductions because of absence from work;
(c) if any loss or damage is caused to the property, in cash or in kind, of the establishment, deliberately or due to negligence, and it is necessary to make deductions therefor;
(d)if it is necessary to make any deductions because prescribed benefits have been provided;
(e)if it is necessary to make any deductions in order to adjust for advances or excess remuneration paid;
(f)if it is necessary to make any deductions on account of a period of suspension;
(g)if it is necessary to make any deductions in accordance with the orders of any government office or court;
(h)in circumstances provided by His Majesty's Government by notification in the Nepal Rajapatra; and
(i)if it is necessary to make any deductions for income tax or any other tax under the current law.

(2) Arrangements in respect of the maximum amount to be deducted under subsection (1) above, the method of deduction, and the duration of the deduction, as well as for other incidental matters, shall be as prescribed.
Section 25. Application in the event of unjustified deduction or delay in payment of remuneration. (1) The concerned workers or employees may, directly or through their representatives, apply to the Labour Office if there is a deduction of their remuneration in an unjustified manner or a delay in
the payment of remuneration, except when the payment of remuneration had been made by mistake, or the rate of remuneration has not been fixed, or the establishment is unable to pay remuneration because of any accidental occurrence, or for any special reason, or when the concerned workers or employees have not come forward or agreed to collect their remuneration.
(2) The application mentioned under subsection (1) above shall be filed within a period of six months from the date of deduction or delay in the payment of remuneration.
(3) If it is proved through necessary investigation into the applications filed under subsection (1) that there has actually been an unjustified deduction or delay, the Labour Office may order the concerned establishment to pay to the concerned workers or employees compensation in an amount not exceeding three times the amount deducted or delayed in payment, together with the amount deducted or due to be paid.
(4) If it is proved that the application filed under subsection (1) is motivated by malice or is intended to harass the general manager, the Labour Office may order the concerned applicant to pay compensation of an amount not exceeding Rs.1,000 to the general manager.
(5) The amount which is paid by one party to another in accordance with the order issued under subsection (3) or subsection (4) shall be obtained by the Labour Office, as arrears owing to the Government, and paid to the concerned party.

Section 26. Appeal. Any party dissatisfied with an order issued under subsection (3) and subsection (4) of section 25 may appeal to the Labour Court within 35 days from the date of receipt of such order. The decision of the Labour Court shall be final.

Chapter 5. Health and safety

Section 27. Arrangements relating to health and safety. (1) The general manager of each establishment shall make arrangements for the following:

(a)cleaning of the establishment every day and the use of disinfectants according to need, arrangement for appropriate drainage, repainting and revarnishing from time to time, ensuring that dirt and filth do not cause any stench, and thus maintaining the establishment in a neat and clean condition;
(b)adequate ventilation and light, as well as a suitable temperature in workrooms;
(c) disposal of and destruction of refuse, dirt and filth;
(d)prevention of the accumulation of dust, polluted air, fumes or vapour and other contaminated matter harmful to health and workrooms;
(e)necessary personal protective equipment to avoid any adverse impact on health from any noise produced in the course of work, or from any other source, and suitable arrangements to reduce noise according to the nature of work;
(f)no overcrowding of any workroom or place so as to injure the health of workers or employees. Ordinarily, there shall be 15 m3 of space for each worker or employee depending on the nature of the work. For this purpose, space 4 m above the surface shall not be taken into account;
(g)adequate hygienic water for drinking during the period of work; sufficient water in establishments using or manufacturing toxic chemicals for the purpose of extinguishing fires, or for washing or cleaning, to ensure safety in any emergency in such establishments;
(h)separate modern toilets for male and female workers or employees in easily accessible places;
(i)declaration of all or any part of the establishment as a nosmoking zone according to the nature of the establishment;
(j)compulsory medical checkups of workers or employees at least once every year in establishments which are likely to have an adverse impact on their health.

Section 28. Protection of eyes. (1) In establishments where glass, mercury, magnet, plate, iron, concrete, cement, lime, stone, and explosive materials are used, necessary protective equipment shall be provided to protect workers or employees from dust or pieces which may hurt their eyes in the course of work.
(2) Arrangements shall be made for necessary personal protective equipment to protect workers or employees from harmful radiation produced in the course of such work as welding and gas cutting.
Section 29. Protection from chemical substances. The general manager shall arrange for necessary personal protective equipment for workers or employees who handle chemical substances.
Section 30. Arrangements for protection from fire. (1) The general manager shall make arrangements for necessary modern equipment to protect the establishment from fire.
(2) Arrangements shall be made to facilitate exit from the establishment in emergencies.
(3) Other arrangements to be made by an establishment for protection from fire and for firefighting equipment shall be as prescribed.

Section 31. Dangerous machinery to be fenced. (1) A strong fence shall be constructed around each part of poweroperated dangerous machinery, apparatus, or equipment.
(2) If it is necessary to inspect, lubricate or adjust any part of dangerous machinery while it is in motion, only an adult worker or employee trained and experienced in the job shall be required to do so.
Section 32. Lifting and carrying of excessive loads. (1) No worker or employee shall be employed to lift, carry, or move any load so heavy that it is likely to cause him injury or harm.
(2) The maximum load that an adult or minor male or female worker or employee may be allowed to lift, carry, or move shall be as prescribed.
Section 33. Pressure plants. (1) If any establishment is required to operate any machinery at a pressure higher than the atmospheric pressure in the production process, necessary effective measures shall be taken to ensure that the safe working pressure is not exceeded.
(2) Arrangements relating to the methods of testing and certification, and for granting permission to operate the machinery mentioned under subsection (1) shall be as prescribed.
Section 34. Power to issue orders to make arrangements for safety. (1) If any establishment has not made safety arrangements under this Act, the Labour Office may order it in writing to make necessary arrangements and provisions within the prescribed time limit.
(2) If any establishment fails to comply with orders issued under subsection (1), the Labour Office may order it to close down its unsafe part or stop the operation of its unsafe plants and machinery. It shall be the duty of the concerned enterprise to comply with such orders.
Section 35. Duty to inform. (1) If any worker or employee dies or becomes unable to work for more than 48 hours after sustaining injury because of any accident, or for any other reason, the concerned establishment shall notify the Labour Office within three days. If the establishment determines that any worker or employee has contracted an occupationally related disease, it shall notify the Labour Office within seven days from the date upon which it became aware that this has occurred.
(2) The authority empowered to conduct investigations into the disease or accident mentioned in the notice received under subsection (1), and his functions, duties, and powers, as well as working procedures, shall be as prescribed.
Section 36. Power to determine standard. (1) The standard of safety arrangements provided for in this chapter may be prescribed by His Majesty's Government by notification in the Nepal Rajaptra according to need.
(2) Arrangements relating to health and safety measures, other than those mentioned under subsection (1), which need to be made for the use of machinery, apparatus, or equipment in an establishment, shall be as prescribed.

Chapter 6. Welfare arrangements

Section 37. Welfare fund. Every establishment shall set up a welfare fund in the prescribed manner for the benefit and welfare of its workers and employees.
Section 38. Compensation. If any worker or employee sustains any physical injury, becomes disabled, or dies while working in an establishment, such worker or employee or his family shall be paid compensation as prescribed.
Section 39. Bonus, provident fund, and medical benefits. The bonus and provident fund benefits and medical benefits to which a worker or employee is entitled shall be as prescribed.
Section 40. Leave. Public holidays, sick leave, annual leave, maternity leave, bereavement leave, special leave, leave with or without pay, etc.,
according to which workers and employees of each establishment are entitled, shall be as prescribed.
Section 41. Arrangements for quarters. (1) The general manager shall satisfy not less than 5 per cent of the gross profit of the establishment every year for the purpose of arranging for healthful quarters for workers or employees, and gradually arrange for such quarters to be provided.
(2) A fund shall be established for the amounts set aside under subsection (1).
(3) The fund mentioned under subsection (2) shall be operated in the prescribed manner.

Section 42. Arrangements for babies. (1) In every establishment employing 50 or more women workers and employees, the general manager shall arrange for a healthful nursery for their babies.
(2) Arrangements shall be made for necessary toys and trained nurses for babies mentioned in subsection (1).
(3) Women workers and employees shall be granted a recess to nurse their babies according to need.

Section 43. Rest rooms. The general manager of an establishment employing 50 or more workers or employees shall arrange for rest rooms equipped with the minimum necessary facilities.
Section 44. Canteen. The general manager of an establishment where 50 or more workers or employees work simultaneously shall provide a canteen.

Chapter 7. Special provisions applicable to special establishments

Section 45. Tea estates. (1) The following special provisions shall be applicable in respect of tea estates:

(a)Formation of committee: His Majesty's Government may form a committee as prescribed to advise it regarding promotion, policy formulation, and other matters concerning tea estates.
(b)Arrangements for quarters: The general manager of a tea estate shall arrange for suitable quarters within the tea garden for those workers who have no place of residence near the estate.
(c) Arrangements for first aid: The general manager of a tea estate shall arrange for a first aid centre functioning under a trained employee to provide first aid treatment free of charge for any minor injury sustained by any worker or employee working on the estate, or any member of his family.
(d)Safety equipment: The general manager shall make available safety equipment and apparatus required for the personal safety of workers of a tea estate.
(e)Arrangements for a primary school: If workers residing in quarters made available by a tea estate have 50 or more children of the schoolgoing age of 5 to 14 years, and if there is no school within a distance of 1 km from the tea estate concerned, the general manager shall operate a primary school for such children.
(f)Essential commodities: If there is no market near a tea estate, the general manager shall make arrangements to ensure the availability of essential commodities in a manner convenient for the workers and employees of the tea estate.
(g)Arrangements for entertainment: The general manager shall make necessary arrangements for sports on the premises of the tea estate for the mental and physical development of its workers.
(h)Employment on contract basis: This section shall not be deemed to prejudice the power to conclude contractual agreements between the general manager and the workers of a tea estate for specific work of the tea estate.

(2) For the purpose of this section:

(a) "Tea estate" means a tea estate with commercial objectives that is registered under the current law; the term includes factories established within a tea estate.
(b) "Workers of a tea estate" means persons who perform such functions as digging, ploughing, levelling, weeding, spraying, sowing, reaping, planting, trimming, picking, and uprooting on the premises of a tea estate; the term includes persons who clean lands, buildings, or machinery, or any part thereof, or perform any other work related to a tea estate.

Section 46. Construction enterprises. The following special provisions shall be applicable in respect of construction enterprises:

(a)Arrangements for tools relating to construction works: Tools and materials required by workers engaged in construction works on any construction site shall be supplied in adequate quantities by the general manager.

Explanation

(b)Special arrangements on temporary construction sites: The general manager of a temporary construction site where 50 or more workers work shall arrange for quarters, food, drinking water, etc. for workers having no place of residence near the site.
(c) Accident insurance: The general manager shall arrange to insure workers on construction sites against accidents in the prescribed manner.
(d)Safety arrangements:

(i)The general manager shall make necessary and suitable safety arrangements for construction sites.
(ii)The general manager shall arrange for personal protective equipment required by workers employed in construction works.

Section 47. Transport enterprises. (1) The following special provisions shall be applicable in respect of transport enterprises:

Working hours

(i)Workers and employees working in vehicles may be engaged in work until the concerned vehicle reaches its destination. Provided that arrangements shall be made for at least two drivers, on a rotational basis, to drive passenger vehicles on long routes.

Explanation

(ii)Where the driver of a vehicle on long routes transports live animals or goods, arrangements shall be made to allow him to take rest breaks at different places before reaching his destination.

Trip allowance

Fifty per cent allowance to be paid if the vehicle is broken down or not in service

Accident insurance

Firstaid equipment

Prohibition of consumption of intoxicants

(i)Workers or employees working on a vehicle transporting passengers, animals, or goods shall not consume alcohol before driving the vehicle and until it reaches its destination.
(ii)The general manager concerned may dismiss from service any driver who drives a vehicle after having consumed intoxicants, as such behaviour shall be considered to be misconduct. Provided that any worker or employee dismissed from service on the above grounds shall be granted an opportunity to justify his conduct.
(iii)Any person who is dissatisfied with an order issued under subparagraph (2) may appeal to the Labour Court within 35 days of the date of receipt of such an order.

Commission agents

Changes in ownership

(2) For the purpose of this section, the term "transport enterprise" shall mean a transport service charging fares or freight for transporting passengers, animals or goods from one place to another in vehicles operated by means of mechanical equipment.
Section 48. Hotel, travel, trekking, adventure, rafting, jungle, safari and other similar enterprises. The following special provisions shall be applicable to hotel, travel, trekking, adventure, rafting, jungle safari and other enterprises.

Women may be employed

Safety of workers or employees employed in trekking or rafting enterprises

(i)The general manager of a trekking, rafting or other adventure enterprise shall arrange for necessary personal protective equipment, as well as the clothes, shoes, etc. required by workers or employees engaged in such work in order to protect their health, taking into consideration the season in question.
(ii)It shall be the responsibility of the concerned general manager to undertake or make arrangements for rescue operations according to need.

Accident insurance

Field allowance, etc., to be paid

Arrangements for first aid

Section 49. Other provisions also to be applicable. In addition to the provisions referred to under this chapter, the provisions of this Act and the rules established under the Act shall also be applicable to establishments referred to under sections 45, 46, 47 and 48.

Chapter 8. Conduct and penalties

Section 50. Forms of penalties. The general manager may punish any worker or employee for misconduct in the following manner:

(a)warning;
(b)withholding of annual increment in salary;
(c) suspension; or
(d)dismissal from service.

Section 51. Misconduct. For the purpose of section 50, the following actions of a worker or employee shall be regarded as misconduct:

(a)causing physical injury or harm with or without using any kind of weapon; tying up or detaining the general manager, manager, or any employee; engaging in rioting, assault or destructive activities within the establishment in respect of any labour dispute or any other issue;
(b)taking or instigating others to take action in such a way as to adversely affect the production of or the provision of services by the establishment, or preventing the supply of food and water, or cutting telephone or electricity service, or obstructing movement within the establishment;
(c) stealing any property of the establishment, or showing dishonesty in the business of the establishment;
(d)offering or accepting bribes;
(e)conviction for any criminal offence involving moral turpitude and imprisonment for such an offence;
(f)participation or the compulsion of others to participate in a strike which has been declared irregular or illegal;
(g)participating in a strike without fulfilling the legal requirements, or wilfully slowing down work so that the interests of the establishment are harmed;
(h)wilfully destroying or damaging any asset of the establishment, or carrying outside the premises of the establishment and using or allowing unauthorized persons to use such assets without obtaining permission from the authorized person;
(i)frequently and intentionally violating any order or directive issued under this Act or the rules established under the Act, or any byrules made by the establishment, or misbehaving in relations with the clients of the establishment;
(j)absence from work or frequent late arrivals for work without having obtained permission;
(k)consuming alcohol during office hours, or reports to work after consuming alcohol;
(l)committing any action which violates the secrecy of the establishment relating to any special technology, with the objective of causing losses to the establishment where he is employed; or
(m)wilfully misusing or damaging any object or facility kept to ensure the welfare, health and safety of workers or employees.

Section 52. Penalties. (1) Any worker or employee who behaves in a manner mentioned under paragraphs (j), (k), (l) or (m) of section 51 may be issued a warning.
(2) The annual increment in the remuneration of a worker or employee who behaves in a manner mentioned under clauses (f), (g), (h) or (i) of section 51 may be withheld.
(3) Any worker or employee who behaves in a manner mentioned under paragraphs (b), (c) or (d) of section 51 may be suspended for a period not exceeding three months.
(4) Any worker or employee who behaves in a manner mentioned under paragraphs (a) or (e) may be dismissed from service.
(5) Any worker or employee committing a misconduct mentioned under subsections (1), (2) or (3) after being twice punished for such misconduct, may be dismissed.

Section 53. Procedures. (1) Any permanent worker or employee, or any worker or employee who has completed one year's uninterrupted service under section 52, shall be entitled to notice explicitly referring to the alleged misconduct and the punishment that might be imposed if the misconduct is proved, and a fiveday period where paragraph 51(1) is applicable, and a sevenday period where other clauses are applicable, in which he may provide an explanation for the alleged misconduct.
(2) If the employee or worker concerned does not submit an explanation within the timelimit prescribed under subsection (1), or if the explanation submitted by him is not found to be satisfactory, he may be punished under section 50 for misconduct.
(3) If the worker or employee concerned does not accept notification of the timelimit provided under subsection (1) or remains absent, he shall be deemed to have been notified about the timelimit after it is sent to his address by registered post and the copy is posted on the public notice board of the establishment, subject to a statement that the copy was posted, prepared and witnessed by at least three persons and subject to the sending of another copy to the Labour Office concerned.

Section 54. Power of the Department to dismiss from service. (1) Any worker or employee who illegally engages in rioting or gherao, or directly or indirectly instigates others to do so, in an establishment other than the one in which he is working, or in any government office, may be dismissed from service by the Department.
(2) If it becomes necessary to dismiss the worker or employee under subsection (1), the procedures set out under section 53 shall be adopted.
Section 55. Misconduct of manager or general manager. (1) The following actions shall be regarded as misconduct of a manager or general manager:

(a)wilful violation or disregard for this Act or the rules, orders or directives established under the Act;
(b)closure of the establishment, or laying off workers or employees in contravention of this Act;
(c) continuing a lockout which has been declared illegal;
(d)severely thrashing or manhandling workers or employees; or
(e)provoking or instigating workers or employees to foment distrust or ill will among them.

(2) If a manager or general manager is proven to have behaved in a manner referred to under paragraphs (a), (b) or (c) above, His Majesty's Government may punish him with a fine of between Rs.1,000 and Rs.5,000.
(3) If a manager or general manager is proven to have behaved in a manner mentioned under paragraphs (d) or (e) above, the Labour Office may punish him by imposing a fine not exceeding Rs.1,000, or may order him to pay an appropriate compensation to the worker or employee who has been harmed.

Section 56. Punishment for obstruction of government officers. If anyone causes obstruction of any government employee engaged in any function or proceeding under this Act, or does not submit a register or other document which the government employee wishes to have produced before him, or does not produce or allow him to examine any worker or employee whom he wishes to examine or to have produced before him, he may be punished by the Labour Office with a fine of between Rs.500 and Rs.2,000.
Section 57. Other penalties. Unless there exist provisions for punishment under other sections of this Act, any person who acts in contravention of the provisions of this Act or the rules or written orders or directives issued under the Act, may be punished by the Labour Department with a fine of between Rs.1,000 and Rs.5,000 for each such offence according to its nature and gravity; if he continues to commit the offence after it has been proved that he has committed such an offence, he shall be punished with an additional fine of Rs.100 for each day thereafter.
Section 58. Action to be invalid. Except otherwise provided for under this Act or the rules established under the Act, if any action has been taken in contravention of this Act and the rules established under the Act, it shall be invalid by order of the Labour Department.
Section 59. Filing of complaints and timelimit. (1) Complaints relating to offences punishable under this Act may be filed through the Labour Office, or any person authorized by it.
(2) Complaints relating to an offence punishable under this Act shall be filed within three months from the date of such an offence. Provided that complaints relating to the failure of anyone to comply with an order issued under this Act by the Labour Department, the Labour Officer or the Factory Inspector may be filed within six months from the date of such offence.
(3) Complaints relating to offences punishable under this Act shall be filed with the authority designated as the penal authority under different
sections of this Act, and complaints relating to other offences shall be filed with the Labour Court.
Section 60. Appeal. Any person who is dissatisfied with punishment awarded or an order issued under this chapter may file an appeal as follows within a period of 35 days from the date of receipt of notice of such punishment or order:

(a)Appeals against orders issued by His Majesty's Government or the Labour Department may be filed with the Appelate Court.
(b)Appeals in respect of cases in which original action is taken and which are decided of by the Labour Court may be filed with the Appelate Court.
(c) Appeals against punishment imposed or orders issued by the general manager, or other officers or offices, may be filed with the concerned Labour Court.

Section 61. Collection of fines. Fines imposed under this Act shall be recovered from the concerned person as arrears due to the Government according to current law.

Chapter 9. Board, officers and other provisions

Section 62. Central Labour Advisory Board. (1) His Majesty's Government may form a tripartite Central Labour Advisory Board with representation of workers or employees, general managers and His Majesty's Government, to make recommendations in matters concerning the formulation of policies and the drafting of laws relating to labour.
(2) The composition, as well as the functions, duties and powers of the Board mentioned under subsection (1) shall be as prescribed.
(3) The Board may regulate the working procedures of its meetings.

63. Labour Relations Committee. (1) In every establishment, the general manager shall form a Labour Relations Committee for the purpose of building a cordial atmosphere between workers or employees and management, thus developing healthful labour or industrial relations based on mutual participation and cooperation.
(2) The composition and the functions, duties and powers of the Committee referred to under subsection (1) shall be as prescribed.
(3) The Committee referred to under subsection (1) may regulate its own working procedures.

Section 64. Appointment of Labour Officer. His Majesty's Government may, by notification in the Nepal Rajapatra, appoint one or more Labour Officers for any specific area according to need, or may designate any other officer to perform the functions of a Labour Officer.
Section 65. Powers of Labour Officers. (1) Labour Officers shall have the power:

(a)to enter into places being used for the purpose of the establishment according to need;
(b)to inspect documents and registers maintained in the establishment that relate to workers or employees;
(c) to perform necessary functions or offer advice as may be necessary for the improvement of labour relations;
(d)to make efforts to settle disputes between the general manager and the workers or employees;
(e)to arrange for the enforcement of welfare provisions where these have not yet been enforced, and where these have already been enforced, to ascertain whether or not such arrangements are operating smoothly;
(f)to determine whether or not the minimum remunerations prescribed by His Majesty's Government have been enforced;
(g)to record statements of any person as necessary to fulfil the objectives of this Act;
(h)to discharge the functions of the Factory Inspector, other than technical functions, in his absence;
(i)to discharge other functions according to the directives of His Majesty's Government and the Labour Department.

(2) The other functions, duties and powers of a Labour Officer shall be as prescribed.
Section 66. Appointment of Factory Inspectors. By notification in the Nepal Rajapatra, His Majesty's Government may appoint one or more Factory Inspectors for any specific region as necessary. It may also appoint a Chief Factory Inspector for the entire Kingdom of Nepal.
Section 67. Powers of a Factory Inspector. (1) The Factory Inspectors shall have the power:

(a)to enter into places being used for the purpose of the factory as necessary;
(b)to inspect factory buildings, lands, plants and machinery and health and safety arrangements; to take samples of finished and semifinished goods used in the factory and to test them or arrange for them to be tested; to inspect factory registers and documents, and to record any statements of any person, as necessary;
(c) to inspect boilers and pressure vessels, and to give permission for their operation;
(d)to advise and assist the general manager as needed to arrange for the training of workers or employees;
(e)to discharge the functions, duties and powers of the Labour Officer in his absence;
(f)to discharge other functions according to the directives of His Majesty's Government and Labour Department.

(2) The other functions, duties and powers of the Factory Inspector shall be as prescribed.
Section 68. Welfare Officer. (1) A Welfare Officer shall be appointed in every establishment employing 250 or more workers or employees. Where an establishment employs more than 1,000 workers or employees, an assistant Welfare Officer shall also be appointed.
(2) The general manager of an establishment employing fewer than 250 workers may designate any officer of the establishment as Welfare Officer.
(3) If both a Welfare Officer and assistant Welfare Officer are appointed under subsection (1), the Labour Department must be notified accordingly.
(4) The functions, duties and powers of the Welfare Officer and assistant Welfare Officer appointed or designated under subsections (1) or (2) shall be as prescribed.

Section 69. Notice to be given to establish an establishment. (1) If it becomes necessary to establish or build an establishment, or to expand an existing establishment on any land or in any building, the general manager shall notify the Labour Office explicitly referring to the prescribed particulars.
(2) If the Labour Office considers it necessary in the course of an investigation into the particulars submitted under subsection (1) to make any alterations of such establishments for health, safety or environmental reasons, it may direct the general manager concerned to do so. It shall be the duty of the general manager concerned to comply with such directives.
Section 70. Notice to be given by the general manager. (1) If the general manager is required to use or occupy any new land or building for the establishment, he shall despatch a written notice to the Labour Office concerned at least 15 days in advance explicitly referring to the prescribed particulars.
(2) The manager or general manager who assumes responsibility for the first time shall notify the Labour Office within seven days of such newly assumed responsibility.
Section 71. Notices and posters. The Labour Officer or the Factory Inspector may direct the manager or general manager of the establishment to display notices and posters provided for under this Act or under the rules established under this Act, as well as those concerning health, safety and welfare provisions relating to employees, so that everyone can see and understand them.

Chapter 10. Settlement of labour disputes

Section 72. Formation of Labour Court. (1) For the purpose of this Act, His Majesty's Government may form a Labour Court by notification in the Nepal Rajapatra. The jurisdiction and venue of such a court shall be as prescribed in the notification.
(2) The working procedures of the Labour Court formed under subsection (1) shall be as prescribed.
(3) Notwithstanding subsections (1) and (2), until the Labour Court has been formed, the Appelate Court shall discharge functions to be discharged by the Labour Court under this Act.

Section 73. Procedures for making individual claims or complaints. (1) If one or more workers or employees have any individual claims or complaints against the general manager regarding matters concerning their employment, any such claims or complaints may be submitted to the general manager in writing.
(2) On receipt of any claim or complaint under subsection (1), the general manager must settle the problem through discussions with the concerned worker within a period of 15 days.
(3) If the discussions held under subsection (2) fail to resolve the problem, the workers or employees concerned may submit an application to the appropriate Labour Office explicitly referring to their claim.
(4) Within seven days from the date of receipt of a claim made under subsection (3), the Labour Office shall settle the problem by arranging for bilateral talks between the general manager and the workers or employees concerned.
(5) If the problem is not resolved through procedures referred to under subsection (4), the chief of the appropriate Labour Office shall take a decision in respect of the dispute in question within a period of seven days.
(6) Any party dissatisfied with a decision made under subsection (5) may file an appeal with the Labour Court within a period of 35 days from the date of receipt of notice of the decision.

Section 74. Procedure for making claims relating to collective disputes. (1) Workers or employees of an establishment shall explicitly set out demands or claims relating to their collective rights, interests and benefits, as well as the names of their representatives, in writing, and signed by at least 51 per cent of their total number, and shall submit such a document to the general manager through their representatives.
(2) On receipt of claims relating to disputes under subsection (1), the general manager shall reach an agreement by settling the problem through bilateral talks with the representatives referred to under subsection (1) within a period of 21 days.
(3) If the problem is not settled in the manner referred to under subsection (2), a bilateral discussion shall be arranged by the Labour Office and the dispute shall be resolved within 15 days.
(4) If the problem is not settled by means of the discussion held under subsection (3), the matter shall be referred to an arbitrator to be appointed by mutual consent of both the general manager and the workers and employees. In the event that no such arbitrator can be appointed, the dispute may be brought before a tripartite committee formed with the consent of both parties by His Majesty's Government with an equal number of representatives of workers or employees, the general manager and His Majesty's Government.
(5) The arbitrator appointed or the committee formed under subsection (4) shall take a decision on the matter within a period of 15 days.
(6) Any party dissatisfied with a decision taken under subsection (5) may file an appeal with His Majesty's Government within 35 days from the date of receipt of the decision.

Section 75. Restrictions on claims. Notwithstanding the above, demands or claims of the following kind may not be made if they:

(a)contravene the Constitution of the Kingdom of Nepal;
(b)are based on unsubstantiated or baseless charges and are, therefore, opposed to the interests of any party;
(c) concern matters which may affect the personal conduct of any worker or employee;
(d)concern matters which are not connected with the establishment; or
(e)concern matters in respect of which a collective agreement has been concluded less than two years previously.

Section 76. Notice of strike. If workers or employees of any establishment wish to strike because of a failure to settle their demands through the procedures referred under subsection 74(3), they may do so after submitting a resolution to that effect passed by 60 per cent of their total strength by means of secret ballot, as well as a written notice to that effect, to the general manager explicitly referring to their demands or claims, and their justifications, and by forwarding a notice thereof to the Labour Department, the Labour Office concerned and the local administration.
Section 77. Lockouts. (1) The establishment may declare a lockout after the general manager obtains the approval of His Majesty's Government to do so by furnishing evidence to justify such action in the event that a strike is begun or continued without the advance notice required under subsection 76(1), or where a collective dispute fails to be settled under the procedure mentioned in subsection 74(3).
(2) Before declaring a lockout under subsection 1, the general manager shall issue a notice at least seven days in advance informing all workers that a lockout shall be declared if the strike is not discontinued. Such a notice shall also specify the date on which the lockout is intended to be declared.
(3) The general manager may declare a lockout without fulfilling the formalities set out under subsections (1) and (2) if gherao, rioting or destructive activities of the workers in the course of a strike are likely to harm the establishment. If the lockout is declared in such a manner, the Labour Office and the Labour Department shall be notified accordingly, accompanied by reasons, within a period of three days.
(4) If the lockout declared in any establishment is determined to be unjustified or likely to disturb peace and security in the country, or to prove detrimental to the economic interests of the company, His Majesty's Government may declare it to be illegal at any time.

Section 78. Prohibition of strikes. (1) Notwithstanding the above provisions of this Act, if current law prohibits workers or employees of any establishment from engaging in a strike, they shall not be entitled to strike.
(2) Employees who are appointed or assigned to discharge functions relating to the control, security, or guard duty of an establishment shall also not participate in a strike.
(3) Employees who are prohibited from engaging in a strike under subsections (1) and (2) may present their legitimate demands to the general manager. If any dispute arises because of failure to settle such demands, His Majesty's Government shall form a tribunal to settle such disputes. The decision of the tribunal shall be final and binding on both parties.
(4) No strike may be commenced or lockout declared during the course of procedures under section 74.

Section 79. Legal recognition of collective agreements. (1) Agreements concluded between a general manager and workers or employees to settle their dispute shall be legally binding on the parties concerned. Such agreement shall be registered at the Labour Office.
(2) If an agreement registered under subsection (1) refers to the date when it is to come into operation, it shall come into operation on that date. If no such date has been referred to, it shall come into operation on the date of its registration at the Labour Office. No further demands may be made in respect of provisions contained in such agreements prior to the expiry of two years from their effective date.
Section 80. Power to issue orders to stop strikes. His Majesty's Government may issue an order at any time to stop a strike proposed or begun under this Act or the rules established under the Act if it appears likely that the strike will create an extraordinary situation and thus disturb the nation's peace and security, or that it will adversely affect the nation's economic interests, or if any strike begun involves essential services prescribed as such according to current laws.
Section 81. End of lockout. A lockout declared by an establishment shall be deemed to have ended if its workers or employees report for work, or if the general manager declares the end of such a lockout, or if His Majesty's Government declares that the lockout is illegal under section 77, or issues an order to stop a strike under section 80, from the date of such a declaration or order.
Section 82. Remuneration for a period of lockout. Workers or employees shall be paid remuneration for periods of illegal lockouts.
Section 83. Special arrangements for the settlement of disputes. (1) If His Majesty's Government considers that any dispute has arisen or may arise between the general manager and the workers or employees of any establishment, it may form a committee consisting of one or more persons, or a tripartite committee consisting of the representatives of the general manager, the workers or employees and His Majesty's Government, in order to settle the dispute. The committee concerned may determine its own working procedures.
(2) A decision made by His Majesty's Government on the basis of the report submitted by the committee formed under subsection (1) shall be final and binding on both sides.
(3) A committee formed under subsection (1) above shall have the powers of a court for the examination of witnesses or evidence, the subpoena of witnesses and the procurement of documents relating to a dispute, as conferred by current Nepal law.

Chapter 11. Miscellaneous

Section 84. Special powers of His Majesty's Government. (1) Notwithstandi ng the provisions of this Act, His Majesty's Government may, by notification in the Nepal Rajapatra, determine that any provision of this Act is not applicable to any establishment for a specified period.
(2) His Majesty's Government may, by notification in the Nepal Rajapatra, determine that minimum remuneration and other benefits under this Act shall also apply to establishments employing less than ten workers or employees.
Section 85. Power to remove obstacles. If any obstacle to the implementation of this Act arises, His Majesty's Government may, by notification in the Nepal Rajapatra, issue an order that such obstacles be removed.
Section 86. Power to establish rules. (1) His Majesty's Government may establish rules to implement the objectives of this Act.
(2) Without prejudice to the generality of the power conferred under subsection (1), such rules may, in particular, provide for the following:

(a)matters relating to the safety of workers;
(b)operation of employment services;
(c) conditions relating to overtime work;
(d)training programmes for promoting the efficiency of workers or employees;
(e)working procedures relating to the Labour Court;
(f)compensation to be paid to workers or employees;
(g)compilation of data concerning workers and employees;
(h)compilation of information relating to labour markets.

Section 87. Rules to be submitted. Every establishment shall submit to the concerned Labour Office a copy of its rules concerning the employment conditions of its workers or employees.
Section 88. Provisions for establishments owned by His Majesty's Government. Action regarding the employment conditions of employees or establishments fully or partially owned by His Majesty's Government shall be taken in accordance with the provisions contained in the rules or byrules relating to their employment conditions. Action concerning workers shall be taken in accordance with this Act.
Section 89. Power of His Majesty's Government to make directives. (1) His Majesty's Government may issue necessary directives to the general manager in order to fulfil the objectives of this Act.
(2) His Majesty's Government may punish the general manager of an establishment who does not comply with directives issued under subsection (1) with a fine ranging between Rs.1,000 and Rs.10,000 in each case. Alternatively, it may order that the establishment be operated through other arrangements by replacing such a general manager.
Section 90. Delegation of authority. His Majesty's Government may delegate powers vested in it under this Act to any authority by notification in the Nepal Rajapatra.
Section 91. Precedence of this Act. Action regarding matters provided for under this Act shall be taken accordingly; action in respect of other matters shall be taken according to the current law.
Section 92. Repeal and saving.

(1) The 1959 Nepal Factories and Factory Workers Act is repealed.
(2) Action taken under the 1959 Nepal Factories and Factory Workers Act shall be deemed to have been taken under this Act.

International Labour Organization
NATLEX database
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Abhijeet - Koi Lauta De Wo Pyare Pyare Din.flv

2010-12-07T00:28:00.000-08:00

KABHI YAADON MEIN AAO - ABHIJEET.flv

2010-12-07T00:26:00.000-08:00

POWER AND POLITICS

2010-11-21T02:31:00.000-08:00

POWER AND POLITICS

A. Power
B. Politics In Organizations
C. Power and Politics in Context
CHAPTER OVERVIEW
This chapter explores how managers use power and organizational politics. Organizations today use power
and politics differently than in the past, given the uncertain environment and the shift to flatter hierarchies,
team structures, and employee empowerment. This chapter opens with a look at power, including the
individual and organizational sources, the effect of culture and gender, corruption of power, and potential
benefits of empowerment. Next, the chapter examines politics.

A. Power
Power, the ability of one person to influence another, is not limited to managers. Employees at all levels and
outsiders such as customers have the ability to influence the actions and attitudes of other people. Someone
need not have power to influence another person—and those with influence may not have power. Also,
power is not the same as authority. Authority is the power vested in a particular position, such as the power
of the security director.

I. Power, influence, and authority
Power is the ability of one person to influence another. It is not the same as authority, which refers to the
power vested in a particular position. It is not synonymous with influence, either, since someone who has
power may not be able to influence others while someone without power may have the ability to influence
others. Power, authority, and influence are all integral parts of any organization, although the way

II. Sources of Power
Three types of power derive from the person's formal position in the organization:
• Legitimate power: It is based on a person holding a formal
position;
• Reward Power: reward power, based on a person's access to
rewards.
• Coercive Power: coercive power, based on a person's ability
to punish.
Two types of power derive from the individual:
• Expert power,: Expert power is based on personal expertise
and knowledge
• Referent Power: referent power, based on a person's
attractiveness to others.
Organizational sources of power, which derive from the structure, depend on strategic contingencies—
elements that are essential to the performance and effectiveness of the organization, department, or team.
The three strategic contingencies that are sources of organizational power are: coping with uncertainty;
centrality in the resource network; and dependency and substitutability.

III. Advantages and Disadvantages of Power
Power is necessary in an organization because it helps managers fulfill their leadership responsibilities; it
also helps all employees influence others in pursuit of organizational and personal goals. Two key benefits
are the ability to inspire commitment (as a reaction to expert or referent power) and the ability to reduce
uncertainty for others in the organization. Empowerment leads to other benefits, such as support for
creativity and reduction of bureaucratic obstacles. The main disadvantage is the potential for misuse and abuse, which can harm individuals and the organization.

IV. Power Corruption
Power corruption occurs when someone has a great deal of power but is not held accountable for its use.
The result is abuse of power for personal gain. The power corruption cycle starts when managers are
physically removed from their employees, they may develop an inflated view of themselves. The disparity in
power can cause employees to feel helpless, so they respond by becoming more submissive and dependent
and by flattering the manager. The consequences of the power corruption cycle are poor decision making,
use of coercion, low opinion of employees, more distance from employees, and possibly ethical or illegal
actions taken by the manager.
Organizations can prevent corruption of power by pushing for more contact between managers and
employees; reducing employees' dependence on managers; and creating an open, performance-centered
organizational culture and structure.
One of the most visible ways managers and organizations can encourage the ethical use of power is by
modeling and rewarding ethical behavior. In addition, they can establish appropriate policies and procedures
to identify and stop unethical use of power and create an organizational culture that values high ethical
standards for the use of power.

B. Politics In Organizations
Organizational politics are activities that allow people in organizations to achieve goals without going
through formal channels. Whether political activities help or hurt the organization depends on whether the
person's goals are consistent with the organization's goals. In the rational model of organizations, people are
assumed to manage logically, based on clear information and well-defined goals.

I. Elements initiating Political activities
Three elements create the conditions under which political activities thrive.
a. Changes in any of the five strategic contextual forces (environment, technology, strategy,
culture, and structure) can generate uncertainty over resource allocation, leading to an
increase in political behavior.
b. Changes in the coordination and integration of organizational activities used to achieve
common goals can also lead to an increase in political behavior.
c. Finally, changes in leadership, which change traditional relationships and processes, can
create an opportunity for increased political behavior.

II. Rational and political models of organizations
Organizational politics are activities that allow people in organizations to achieve goals without going
through formal channels. In the rational model of organizations, people are assumed to manage logically,
based on clear information and well-defined goals. In contrast, the political model assumes that information
is scarce, individuals and groups have diverse goals,
negotiation and alliances drive decision making, and
individual goals take the place of rational, systematic
processes for problem solving and decision making.

Political Tactics
Political tactics are activities that fall outside the
standardized, formal processes of the organization.
Four types of political tactics are building
relationships, controlling resources, image
management, and blame and ingratiation.

• Building Relationship

People develop relationships through coalitions, alliances, networks, and supportive managerial linkages. Coalitions are relationships formed over specific
issues; alliances are general agreements of support among different individuals and groups; and networks are
broad, loose support systems. Relationship building can either help or harm the organization.

a. Controlling Resources
Controlling resources and decisions, another type of political tactic, involves developing expertise,
becoming indispensable, and influencing decision criteria. Like relationship building, controlling resources
and decisions can either help or harm the organization.

b. Image Management
Image management means remaining visible and presenting oneself in the best light within the
organization. It also means knowing when to avoid association with people who are considered deviants.

c. Blame and Integration
Blaming and attacking others to deflect attention from one's mistakes—and using ingratiating behavior to
gain favor—are unethical and negative types of political actions.
Managers need to manage political behavior from two directions. First, they should seek to maintain and
encourage constructive relationships, which are essential for coordination and effectiveness within the
organization. Second, they also need to reduce negative, self-interested behaviors that can hurt the
organizations. This can be accomplished through an open, supportive organizational culture; information
sharing to reduce uncertainty; use of consistent, open, and fair processes, procedures, and rewards;
increased cooperation with decreased internal competition; and rewarding and modeling constructive
behaviors.

C. Power and Politics in Context
Power and politics are linked to strategy, structure, and culture. The development and implementation of
the organization's mission, strategy, and goals entails much uncertainty, which makes the strategic planning
process ripe for political activity. To be effective, managers must apply both power and politics as they
negotiate, build relationships, and seek cooperation from others. The structure determines how power will
be distributed in the organization, and managers need power to make structural changes in response to the
environment. National and ethnic cultural values influence how managers perceive and use power. But
power and politics also affect the organization's culture; in particular, how a top leader uses power and
politics helps shape the culture.

KEY TERMS

Power Ability of a person to influence another.
Authority Power vested in a particular position.
Expert Power Based on personal expertise and knowledge in a certain area. Others
comply because they believe in the power holder's knowledge.
Legitimate Power Based on a person holding a formal position. Others comply because they
believe in the legitimacy of the power holder.
Reward Power Based on a person's access to rewards. Others comply because of the
desire to receive rewards.
Organizational Politics Activities that allow people in organizations to achieve goals without
going through formal channels.

notice for admission

2010-11-17T21:55:00.000-08:00

Dear Student,

Thank you for your query.

At SMA- Sales Manager Akademie, we offer the following courses-

1. BBA (3 year programme)

2. MBA in Marketing and Sales (2 year programme)

3. MBA in Banking and International Finance (2 year programme)

4. Executive MBA (1 year programme)

All the above mentioned programmes are taught in English. Students may go through the detailed course content available online on the college website: www.smaaustria.com

We would encourage you to go through the college website in detail so that you are sure of the course you wish to take up. The BBA and MBA programmes are accredited by the Austrian Government and hence are recognized all over Europe.

We are presently taking student applications for the February Batch. Incase you are interested in Joining us in February you must complete the application form attached to this email. Students need to complete the application form and attach their past academic records to the application. We do not hold an entrance exam nor do you need to give the IELTS exam if you have studied in an English medium school. We would in fact like to speak to you and meet you in person if you will be able to come to our office in Gurgaon, if however you are an outstation student we would speak with you over the telephone.

Please find attached the Fee Structure for the courses mentioned. The fee can be paid in 3 installments in a year. Each year is broken down into three semesters and before every semester you may pay your tuition fee. The college does grant scholarships to students, but that depends on your past academic records and we only give a 10-20% scholarship.

As per the requirements of the Austrian Embassy, students must pay the first semester fee and a 9 month hostel accommodation fee directly to the college before applying for their student visa. If for any reason you do not get your visa, the entire amount is refunded back to you. This gives the Austrian government an assurance that you are sure to attend the college and you have secured a good accommodation for yourself. Every student gets a resident permit for the duration of their course and this is granted by the Austrian Government, hence your visa takes 2 months or more for processing.

There is no application fee for students applying this year. So do not hesitate to complete the form and send it back to us. You may attach all your mark sheets and scan these documents and send them back to us via email.

My contact number is 00-91-9818957288 incase you may have any further clarifications.

Open With Photoshop

2010-10-31T22:35:00.000-07:00

Open With Photoshop

The Benefits Of Eating Fruits For Weight Loss

2010-09-11T23:54:00.000-07:00

Fruit is one of the most healthy and natural foods in existence. There are thousands of different types of fruit available to eat, all of which provide us with strong health benefits. Fruit contains a large number of naturally occurring vitamins, minerals and plant phytochemicals that help benefit health. It has also been shown that eating the whole fruit or juice is best to gain the benefits rather than taking supplements to provide each nutrient separately.
High levels of fruits, vegetables, greens and beans help you lose weight because they are low in calories, high in volume and high in critically important nutrients. On a very practical level they fill you up, without loading you up with fat and calories. And when your stomach is filled up with high volume, low calorie food, there is less room for other stuff. There is also a growing body of evidence that shows that plant-based foods help to control food cravings and overeating.
It has been recommended that we should be eating at least 5 pieces of fruit every day in order to gain the full health benefits of eating fruit. Fruit can also benefit many people wanting to lose weight. Energy consumption is thought to be mainly influenced by the palatability, fiber content, density of energy and the variety of foods. Eating fruit has the benefit of affecting some these factors. Fruit is also low in sodium so they help reduce the chance of gaining water weight.
Providing you are eating about one-third of the diet as fruits & vegetables, you should notice rapid weight loss because the ample fruit consumption helps fill the stomach faster encouraging less high calorie foods to be consumed. The total calorie consumption will automatically reduce even if we are eating plenty of fruit and vegetables. There is such a variety of fruits available that many can be freely eaten without consuming too many calories thereby controlling weight more effectively.
VARIOUS FRUITS RECOMMENDED FOR EFFECTIVE WEIGHT LOSS The best fruits for weight loss are the ones that are high in fiber, low in calories, and high in Vitamin C. Having anything with high vitamin C content is always a good idea because Vitamin C helps to reduce fat absorption in the body. Eating fruits for weight loss will help you lose a few pounds a week because they are extremely feeling and extremely low in calories.
BANANAS Bananas are even higher in fiber then apples are. The great thing about apples is that they are even more filling than apples are. The reason for this is that a banana is more densely packed with fruit then an apple is. The other great thing about eating a banana is that it is very easy to grab on the go. All you have to do to eat a banana is grab it off of your kitchen counter and pop it in your mouth. It only takes a few seconds to eat a banana! These reasons make the banana one of the best fruits for weight loss.
APPLES Apples are one of the best fruits for weight loss for several reasons. The first reason as to why apples are one of the best fruits for weight loss is that they are extremely nutritious. Apples have tons of vitamin C in them that can help you stay healthy active and fit. Vitamin C has been proven to help reduce fat absorption in the body. This is another reason as to why apples are one of the best fruits for weight loss on the face of the earth.
once again i would like to put that the best fruits for weight loss are the ones that are low in sugar and high in carbohydrates. The fact of the matter is that you can eat many different types of fruits for weight loss. There are several reasons as to why fruits are great for weight loss. One of the main reasons as to why fruits are great for weight loss is that they are high in fiber. Fiber is a nutrient that aids the digestive system in moving food throughout the body and eventually out of the body. The best fruits for weight loss are the ones that are filling and low in sugar.
SOME POTENTIAL HEALTHS BENEFITS ON EATING FRUITS
*Potential for weight control
*More energy for exercising
*Reduced risk of cardiovascular diseases
*Reduced risk of developing cancers
*Lower blood pressure
*Potential to lower cholesterol
*Reduced change of developing type 2 diabetes
*Potential to slow down age process
Gaining the benefits by eating more fruit,It can be quite easy to slip 5 pieces of fruit into the diet. Here are some tips..
1. Add dried fruit to breakfast cereal
2. Prepare fruit salads to last few days
3. Eat apple before leaving for work
4. Eat small piece 30 minutes before / after light workout
5. Drink more fruit juices 6. Find recipes that contain fruit
7. Always have a bowl of fruit in or near T.V
Finally, remember that you can't lose weight without exercising! Just remember, there are tons of fruits for weight loss!

दांपत्य जीवन में मन-मुटाव

2010-09-08T00:20:00.000-07:00

उपाय

यदि पति-पत्नी के बीच थोड़ा भी मन-मुटाव हो तो उसे मिटाने का तुरंत प्रयत्न करना चाहिए। यदि ग्रहों के प्रतिकूल प्रभाववश दाम्पत्य जीवन में आई खटास बाहरी कोशिशों के बाद भी दूर नहीं हो पाती तो उसके लिए यह उपाय करना काफी लाभप्रद रहता है। पति-पत्नी को इसके लिए शीघ्र पहल करनी चाहिए। शुक्ल पक्ष के प्रथम सोमवार को पत्नी अशोक वृक्ष की जड़ के पास घी का दीपक और चंदन का धूप जलाने के बाद श्रध्दापूर्वक प्रसाद चढ़ा कर प्रणाम करें। फिर पेड़ की जड़ में जल अर्पित करें और उस समय कामना करें कि मेरे दाम्पत्प जीवन में जिस किसी भी वजह से दरार पड़ी है वह समाप्त हो जाए। फिर वृक्ष से सात पत्ते तोड़ कर घर लाएं और श्रध्दा से उनकी पूजा करें व घर के पूजा स्थल पर रख दें। अगले सोमवार को फिर से अशोक वृक्ष की पूजा की वही प्रक्रिया दोहराएं तथा पहले के सूखे पत्तों को बहते जल में प्रवाहित कर दिया करें। जब तक आपसी मन-मुटाव समाप्त न हो तब तक पूजा की प्रक्रिया जारी रखें। विश्वास करें इस उपाय से कुछ ही समय में दाम्पत्य जीवन की मुरझाई कलि खिल उठती है।

नुस्खे

गले में गिल्टियां

बच्चों के गले में कष्ट होने पर वह बहुत रोता है। महानिम्ब (बकायन) के पत्तों और छाल का काढ़ा पिलाने तथा छाल व पत्तों की पुल्टिस गले में बांधने से शीघ्र लाभ पहुंचता है।
यदि गले में गिल्टियां निकल आयी हों तो नीम की पत्तियाँ बारीक पीसकर उसमें नमक मिला कड़वे तेल में पकाएँ। फिर उसमें एक चुटकी पिसी हुई हल्दी मिलाकर पुल्टिस तैयार करें और इसे कपड़े में गांठ की तरह बाँधकर गिल्टियों और सूजन पर हल्की-हल्की सिकाई करें। दो-तीन दिनों में ही सूजन जाती रहेगी और गिल्टियाँ घुलने लगेंगी। प्राय: सिकाई करने से शुरू में सूजन बढ़ने लगती है क्योंकि खून का संचार होने से सूजन वाली जगह फूल जाती है मगर बाद में सूजन कम हो जाती है।
गले की गिल्टियों के उपचार के लिए पीपल की जड़ लाइये जो धरती पर न उगकर दीवार, गुम्बद के शिखर या कु एँ की पक्की दीवार फोड़कर उग आते हैं। ऐसी जड़ों को चंदन की तरह घिसकर कंठ-माला की गाँठों पर रोजाना लेप दें, बल्कि दिन में तीन-चार ऐसा बार लेपें। ऐसा करने से या तो गाँठें दबकर मुर्झा जाती हैं या फिर पककर फूट जाती हैं।

special mantras

2010-09-08T00:10:00.000-07:00

Gayatri refers to a special three-line Vedic meter used in mantras for invoking and focusing consciousness on the Deity. The three gayatris below are intoned during pujas and yajnas. They may also be recited as powerful japa -- repeated again and again, while gently regulating the breath according to systematic rhythms given by one's guru to establish a deep inner connection with Lord Ganesha.

Aum ekadantaya vidmahe
vakratundaya dhimahi
tanno dantih prachodayat

We devote our thought to the one-tusked Lord.
We meditate upon Him who has a curved trunk.
May the tusked One guide us on the right path.

Ganapati Upanishad

Aum tatpurushaya vidmahe
vakratundaya dhimahi
tanno dantih prachodayat

We devote our thought to that supreme person.
We meditate upon Him who has a curved trunk.
May the tusked One guide us on the right path.

Narayana Upanishad

Aum tat karataya vidmahe
hasti mukhaya dhimahi
tanno dantih prachodayat

We devote our thoughts to the mysterious Lord.
We meditate on His elephant face.
May the tusked One guide us on the right path.

Maitrayani Samhita 2.6-9

A Special Collection of Ganesha Mantras

Ganesha mantras are siddhi mantras . Each mantra contains certain specific powers of Lord Ganesha. When chanted with the proper pranayama (rhythmic breathing) and sincere devotion, they will yield good results. In general, Ganesha mantras will ward off all evil and bless the devotee with abundance, prudence and success. Evil spirits dare not enter the home or the mind of the devotee where Ganesha mantras are recited. Those so mystically inclined and knowledgeable of the seven chakras below the muladhara use these powerful incantantions under the direction of the guru to close off these regions of the mind one by one and free consciousness from deep depression, confusion, jealousy, rage, lingering anger and fear. Some such mantras are given below for the spiritual benefit of the readers.

One more point to remember is that one should bathe or wash the limbs before sitting for repetition of the mantra. Also, one should do three or more pranayama before beginning the mantra. The minimum repetition of the mantra should be one full mala, or 108 times. When this is done at a fixed hour and place regularly for 48 days, it becomes an upasana, which means intense meditation, that will yield siddhis, or spiritual powers. Another warning to bear in mind is that one should use those powers only for healing the sick and other such selfless actions for the benefit of mankind. These powers should not be misused. Misuse of power may bring the curse of the asuras.

Aum gam ganapataye namah

This is a mantra from Ganapati Upanishad. One may always use it before beginning a journey, a new course in school, new career or job, or before entering into any new contract or business so that impediments are removed and your endeavor may be crowned with success.

Aum shri ganeshaya namah

This mantra is usually taught to children for their good education. It increases their memory power, and they become successful in their examinations. Of course, people of any age may use this mantra when taking courses in a school or university, and for success in attaining their degree.

Aum vakratundaya hum

This is a very powerful mantra, as discussed in the Ganesha Purana. When something is not working properly, individually or universally, nationally or internationally, or when the minds of the people turn crooked, negative, depressed or discouraged, the attention of Ganesha may be drawn by this mantra to straighten their ways. The HUM symbolizes "Delay no more, my Lord, in straightening the paths of the crooked-minded ones." This mantra is used many times in the Ganesha Purana to curb the atrocities of cruel demons. In addition, this mantra could also be used for healing any spinal deficiency, such as curvature of the spine or curved limbs. Dedicate 1,008 repetitions of this holy word to straighten and heal such deficiencies.

Aum kshipra prasadaya namah

Kshipra means instantaneous. If some danger or negative energy is coming your way and you don't know how to get rid of that trouble, with true devotion, practice this mantra for quick blessing and purification of one's aura.

Aum shrim hrim klim glaum gam
ganapataye vara varada sarva
janamme vashamanaya svaha

There are several bija (seed) mantras in this mantra . Among other things, it signals, "Shower Your blessings, O Lord. I offer my ego as an oblation."

Aum sumukhaya namah

This mantra has a lot of meaning, but to make it simple, it means you will be always very beautiful in soul, in spirit, in face, everything. By meditating on this mantra, very pleasing manners and a beauty comes on you. Along with that comes peace, which constantly dances in your eyes; and the words you speak are all filled with that power of love.

Aum ekadantaya namah

Ekadanta refers to one tusk in the elephant face, which means God broke the duality and made you to have a one-pointed mind. Whoever has that oneness of mind and single-minded devotion will achieve everything.

Aum kapilaya namah

Kapila (red) means that you are able to give color therapy. You are able to create colors around yourself and around others, bathe them in that color and heal them. As per the mantra you create, so will you create the colors. Another meaning is "wish cow," the "cow of plenty." It means that whatever you wish, that comes true. There is a wish-cow inside you. Whatever you wish, especially for healing others, comes true immediately.

Aum gajakarnikaya namah

The ears of Ganesha, the elephant, are constant fanning, which means people may talk a lot, but you are not receiving inside anything other than that which is important. It also means that you can sit anywhere and tune this cosmic television (the body) with seven channels (chakras) and all 72,000 nadis, to any loka and be able to hear ancestors, angels, the voice of God or the voice of prophets. That kind of inner ear you will develop through this mantra.

Aum lambodaraya namah

This means you feel that you are this universe. It means that all the universes are within you. Like an entire tree is in the seed, the whole universe is in the sound of creation, which is Aum, and that Aum consciousness in you makes you feel that you are the universe. Therefore, if you say, realizing the oneness with the universe, "shanti to the world" every day, then the grace of God will come and there will be world peace, universal peace. It is the universes within Aum and Aum within you.

Aum vikataya namah

This means realizing this world as a dream or a drama. When you are in that high consciousness, this whole world looks like a dream. All of us have taken a role. We have to play our role in life as wife or husband or children or citizens, all consistent with the role we have taken. When an actor bitten by a sponge cobra that is brought on the stage falls, the entire audience cries; but that boy who has fallen knows it was not a real cobra and he is not dead. Life is a drama -- definitely life in this material world, this physical world of ego, is a drama. But inside, like the boy on the stage who is quite happy knowing that he didn't die by the bite of the sponge cobra, like that, the truth never dies in us; it is immortal. So everything else you consider as drama. That consciousness comes to you by knowing this mantra.

Aum vighna nashanaya namah

This mantra invokes the Lord Ganesha to remove every impediment in your life and in your works. By constant meditation on this mantra, all obstacles and blocked energy in your physical and astral bodies are released.

Aum vinayakaya namah

Vinayaka is the name of Ganesha in the golden age. So by realizing this mantra, your life will have a golden age. In your office, in your work, you'll be the boss. Vinayaka means something under control. Vinayaka means the Lord of problems.

Aum dhumraketuve namah

Halley's Comet is called Dhumraketu in the Vedas. Whenever Halley's Comet appears, on the whole planet Earth, and in other places also, there will be fear and terror. The guiding masters and those who have the wisdom to face it will all withdraw to the higher worlds. Important people die during that time, and bloodshed and various other problems come. To overcome that, it's important for us to remember this mantra for world peace.

Aum ganadhyakshaya namah

This mantra is so important. Suppose you have a group, a country, neighbors, or any kind of group therapy, group healing or a whole country needing healing, then you have to bring that entire group to your mind's arena and say this mantra. A group healing takes place by this mantra.

Aum bhalachandraya namah

In Sanskrit, bhala means the forehead center. Chandra means the crescent moon. Bhalachandra means that chakra from where the nectar drips. That is the secret of all healing. It is to feel yourself as Siva, identifying yourself with the Truth and feeling constantly that you are carrying the crescent moon, the symbol of growth and nectar and peace.

There is a Sakti or power in every word.

2010-09-08T00:06:00.000-07:00

There is a Sakti or power in every word. The Name of God, chanted correctly or incorrectly, knowingly or unknowingly, carefully, is sure to give the desired result.The glory of the Name of God cannot be established through reasoning and intellect. It can be experienced or realized only through devotion, faith and constant repetition of the Name. By Mantra japa, you can attain peace of mind quickly. By prolonged and constant practice the inherent power of the Mantra (Mantra-Sakti) will be awakened, which will fill your very existence with the Divinity of the Mantra.
MANTRAS FOR JAPA
Lord Ganapati:
Om Sri Ganapataye Namah
Lord Shiva:
Om Namah Shivaya (Panchakshara)
Maha-Mrityunjaya Mantra:
Om tryambakam yajamahe
sugandhim pushtivardhanam
uurvarukamiva bandhanaan
mrityor mukshiya maamritaat.
Sri Devi:
Om Sri Durgayai Namah
Sri Kalika:
Om Sri Kalikayai Namah
Sri Lakshmi:
Om Sri Maha-Lakshmyai Namah
Lord Hari:
Om Namo Narayanaya (Ashtakshara)
Hari Om
Hari Om Tat Sat
Lord Krishna:
Maha-Mantra :
Hare Rama Hare Rama
Rama Rama Hare Hare
Hare Krishna Hare Krishna
Krishna Krishna Hare Hare
Om Namo Bhagavate Vasudevaya
Om Sri Krishnaya Govindaya Gopijana Vallabhaya Namah
Om Sri Krishnaya Namah
Sri Hanuman:
Om Sri Hanumate Namah
Lord Rama:
Om Sri Ram Jaya Ram Jaya Jaya Ram
Om Sri Ramaya Namah
Sri Rama Rama Rameti,
Rame Rame Manorame
Sahasranama Tattulyam Rama Nama Varanane
Om Sri Sita-Ramachandradhyam Namah
Sri Ram
Sri Saraswathi:
Om Sri Sarasvatyai Namah
Lord Subramanya, Kartikeya:
Om Sri Saravanabhavaya Namah
Sharangati Mantra (for surrender):
Om Sri Ramah Sharanam Mama
Om Sri Krishnah Sharanam Mama
Om Sri Sita-Ramah Sharanam Mama
Sharada:
Om Sri Bala-Parameshvaryai Namah
Tripurasundari:
Om Sri Tripura-Sundaryai Namah
Vedantic Formulae:
Om Soham
Om Tat Tvam Asi
Om Aham Brahma Asmi
PRACTICAL AIDS TO JAPA
1. Select any Mantra or Name of God, preferably that given to you by your Guru, and repeat it from 108 to 1,080 times daily (one to ten malas).
2. Always keep your Guru-Mantra a secret. Never disclose it to anyone. It is better to stick to one Mantra only. Take a bath or wash your hands, feet, face and mouth before sitting for Japa in the morning. At other times this is not absolutely necessary. Do Japa whenever you have leisure, at the three junctions of the day - morning, noon and evening - and before going to bed.
3 The early morning period (Brahmamuhurta) and dusk is the most favourable time for Japa and meditation. This is when Sattva (purity or steadiness) is predominant.
4. Face east or north during the practice. This enhances the efficacy of the Japa.
5. Sit on a deer skin or rug. Spread a piece of cloth over it. This conserves body-electricity. Sit in a separate meditation room or in any suitable place, such as a temple, on a river bank or under a banyan or peepul tree.
6. Maintain a steady pose. Attain mastery of the posture. You must be able to sit in Padmasana, Siddhasana or Sukhasana for three hours at a strech. Recite some prayers before starting the Japa. Reslove to complete a certain minimum number of malas before leaving your seat.
7. A rosary is a whip to goad the mind towards God. Use a rudraksha or tulsi mala of 108 beads. Do not allow the mala to hang below the navel. Keep the hand near the heart or the nose. The mala must not be visible to you or to others. Cover it with a towel or handkerchief, which must be clean and washed daily. Use the middle finger and the thumb of the right to roll the beads. The use of the index finger is prohibited.Do not cross the meru while rolling the beads. Turn back when you come to it.
8. Do mental Japa for sometimes without a mala. When the mind wanders, do the Japa aloud, or whisper the Mantra for some time and come back to mental Japa again as soon as possible.
9. When you repeat the Mantra, have the feeling or mental attitude that the Lord is seated in your heart, that purity or Sattva is flowing from the Lord into your mind, that the Mantra is purifying your heart, destroying desires, cravings and evil thoughts.
10. Do not do the Japa in a hurried manner. Do it slowly with feeling, one-pointedness of mind and single-minded devotion. Pronounce the Mantra distinctly and without any mistakes. Repeat it neither too slowly nor too fast. Increase the speed only when the mind wanders. Be vigilant and alert during Japa. Stand up when sleep tries to overpower you.
11. Try to associate the Japa with the rhythm of the breath and meditate in the form of your Deity. Keep a picture or idol of the Deity in front of you. Think of the meaning of the Mantra while repeating it. Regularity in Japa Sadhana is most essential if success is to be achieved. Sit in the same place and at the same time every day. Do not beg for any worldly objects from God while doing Japa. Feel that your heart is being purified and that the mind is becoming steady by the power of the Mantra and the Grace of the Lord.
12. Observe silence and avoid distractions, calls and engagements. It is important not to leave the place at once after the Japa is over and mix with everyone or plunge into worldly activity. Sit very quietly for at least ten minutes, humming some prayer, remembering the Lord and reflecting upon His infinite love. Then, after devout prostration, leave the place and commence your routine duties and activities. In this way the spiritual vibrations will remain intact. Continue the current of Japa mentally at all times, whatever be the activity in which you are engaged. Carry on your Sadhana with tenacity and perseverance, without a break. Realize the glorious goal of life and enjoy supreme bliss.

The future of India-China trade

2010-09-05T23:23:00.000-07:00

           Economic ties between India and China are rapidly emerging as one of the most important bilateral relationships in the world. We address three questions of utmost interest to policy makers in both countries: Is the current magnitude of trade between India and China too little or too large? Should India grant Market Economy Status (MES) to China? Finally, what are the prospects for investment links between India and China? Regarding the magnitude of India-China trade, several observations are in order.           

First, trade between the two countries has grown very robustly. Each country’s aggregate international trade is expanding by 23-24% annually. In comparison, India-China trade grew at a 50% rate during 2002-2006 and will increase by a further 54% during 2007 to reach $37 billion.                                 

Second, after adjusting for partner GDP (i.e., bilateral trade divided by the trading partner’s GDP), India’s trade with China is greater than that with Japan, the US, or the entire world. After similar adjustments, China’s trade with India is only slightly below that with Japan, the US, or the entire world.                                 

Third, China already is (or will shortly become) India’s number one trading partner. From China’s side, India already is one of its top ten trading partners. Also, China’s trade with India is growing much faster than with any of the other nine. Thus, India is rapidly becoming an increasingly important trading partner for China.                                 

Fourth, India’s overall international trade is significantly below that of China’s, in terms of both absolute figures (for 2006, $306 billion vs $1,760 billion) as well as relative to GDP (34% of GDP vs. 65% of GDP).                                 

Fifth, even if the growth rate in India-China trade slows down to 25% annually (a conservative projection) from the current rate of over 50%, bilateral trade between them will be almost $75 billion in 2010 and $225 billion in 2015, i.e., as large as China-US trade just three years ago. These are very large numbers. Political and business leaders need to start getting ready now for this radically different world.                                 

Trade theory tells us that, in an increasingly flat world, trade between two countries should be a multiplicative function of their GDPs. Since it is almost certain that, by 2050, China and India will be the two largest economies in the world, it is inevitable that bilateral trade between them will become the most important economic relationship in the world.                                 

We look now at the current hot subject and one that may be part of Prime Minister Manmohan Singh’s discussions during his visit to China: should India grant Market Economy Status (MES) to China? We believe that the correct answer is “Yes.” True, some of China’s major trading partners (the US, the EU, and Japan) have not yet granted MES to China. However, it is in India’s own best interests to grant MES to China — now. Here’s why.                                 

While government subsidies do remain an issue in some industries in China, there is no evidence that this problem is endemic throughout large sectors of the Chinese economy. Also, other countries (such as Russia) which suffer from similar problems already enjoy a Market Economy Status.                                 

Whether or not a country grants MES to China has minimal impact on trade balance with China. Take the US as an example. Even though the US has not granted MES to China, its trade deficit with China was $162 billion in 2004, $202 billion in 2005, and $232 billion in 2006. Thus, from China’s point of view, whether or not a country grants MES to it has little substantive value. The value is entirely “symbolic” and, as we know well, symbolism is a hugely valued commodity in China.                                 

In any case, China will automatically get the Market Economy Status around 2015-16. Thus, for China, the symbolic value of getting MES goes down with each passing year. If India were to grant MES to China now (rather than after Japan, the US, or the EU have done so), the symbolic value to China will be much greater than if India were to be a mere follower.                                 

Granting MES to China will not take away India’s rights to file legitimate anti-dumping cases. Even after China is granted MES, it has to provide verifiable information to the country filing an anti-dumping complaint. If such information is not provided, the latter retains the right to use the best information available, including third-country (surrogate) information. As it is, the current anti-dumping cases filed by India against China total less than 5% of China’s annual exports to India. In short, the substantive value of granting or not granting MES to China is insignificant not just for China but also for India. Yes, India will have a $9-10 billion trade deficit with China in 2007; however, MES has little if anything to do with the trade deficit.                                 

Substance aside, if India were to grant MES to China before Japan, the US, and the EU do so, the symbolic value to China will be very high. If India is smart, it should exploit this opportunity to the maximum by getting quid-pro-quo concessions from China on issues that matter enormously to India (e.g., a settlement of the border disputes). In essence, India should look at MES for China as an issue whose salience rests almost totally in non-economic rather than economic domains.                                 

We agree that, at the margins, granting MES to China will put greater pressure on Indian manufacturers to become more efficient (and on the Indian government to accelerate the elimination of India’s disadvantage in infrastructure).                                 

However, this pressure is likely to be a net plus. India’s political and business leaders have always responded with vigour to external economic pressures and competition. Look at the country’s response in 1991. Or, look at the accelerated pace with which India’s IT giants are globalising their footprint and moving up the value chain in response to an appreciation of the rupee and growing competition from other countries.                                 

In any discussion of the growing economic integration between India and China, it is important to remember also that trade is only one of the two major economic ties that bind nations. The other is investment. At present, investment links between the two countries are relatively modest. Haier and Huawei have significant presence in India. Similarly, Bharat Forge, TCS, and Infosys are building a noteworthy presence in China.                                 

These types of greenfield investments will continue to grow. However, the quantum leap will come as some of the bigger companies from India and China acquire third-country companies that already have a significant presence in the other country (e.g., if an Indian auto company were to acquire a western auto company with significant presence in China). It is certain that, over just the next five years, we will see a growing number of foreign acquisitions by Indian and Chinese companies. As these acquisitions materialise, it is inevitable that investment linkages between India and China will grow rapidly.                                 

The world is watching the rise of China and India with fascination and awe. However, most people do not realise that the implications of tighter economic links between the two could be even more profound.                                 

(The author is Ralph J Tyler Professor of Strategy & Organisation and Research Director, Center for International Business Education & Research Robert H Smith School of Business, University of Maryland)

India China Economy, Indo-china trade relation

2010-09-05T23:17:00.000-07:00

Among the most encouraging recent developments in India China Economy and  India-China ties is the rapid increase in bilateral trade. A few years  ago, India Inc had a fear of being swamped by Chinese imports. Today,  India enjoys a positive balance of trade with China.In 2004, India's  total trade to China crossed US $13.6 billion, with Indian exports to  China touching $ 7677.43 million and imports from china at US $ 5926.67  million. But major industry players in India feel there is no need to  give the Chinese a free ride into the domestic market so early. This is  particularly, when India and China have been directly competing across  several product categories. And that too, when both the applied and  bound import tariffs are higher in India compared with China. Indian  industry's ambivalence over the proposed Indo-China FTA stems from  concerns over previous FTAs signed by the government. There's a feeling  that some of these FTAs were signed in haste, and without adequate  homework. Result: There has been confusion about the country of origin  issue as well as the items to be put in the early harvest lists.      China and India established diplomatic relations on April 1, 1950.  India was the second country to establish diplomatic relations with  China among the non-socialist countries. In 1954, Chinese Premier Zhou  Enlai and Indian Prime Minister Nehru exchanged visits and jointly  initiated the famous Five Principles of Peaceful Coexistence. Indian  Prime Minister, Rajiv Gandhi's visit to China in December 1988,  facilitated a warming trend in relations. The two sides issued a joint  statement that stressed the need to restore friendly relations on the  basis of the Panch Sheel and noted the importance of the first visit by  an Indian prime minister to China since Nehru's 1954 visit. India China  Economy agreed to broaden bilateral ties in various areas, working to  achieve a "fair and reasonable settlement while seeking a mutually acceptable solution" to the border dispute.

Rajiv Gandhi signed bilateral agreements on science and technology  cooperation, on civil aviation to establish direct air links, and on  cultural exchanges. The two sides also agreed to hold annual diplomatic  consultations between foreign ministers, and to set up a joint  ministerial committee on economic and scientific cooperation and a joint  working group on the boundary issue. The latter group was to be led by  the Indian foreign secretary and the Chinese vice minister of foreign  affairs. As the mid-1990s approached, slow but steady improvement in  relations with China was visible. Top-level dialogue continued with the  December 1991 visit of Chinese premier Li Peng to India and the May 1992  visit to China of Indian president Ramaswami Venkataraman.

Border trade resumed in July 1992 after a hiatus of more than thirty  years, consulates reopened in Bombay (or Mumbai in the Marathi language)  and Shanghai in December 1992, and, in June 1993, the two sides agreed  to open an additional border trading post. Though, Rajiv  Gandhi's visit to China in December 1988 is usually identified as a  turning point and break-through in India-China relations, it should also  be noted that many years of previous effort had a contribution to it..  In 1976, the two countries decided to restore ambassadorial-level  diplomatic ties after a gap of 15 years. The next major step was foreign  minister Vajpayee's visit to China in February 1979 -

The first high-level visit between the two countries since 1960. In  1984 India & China signed a Trade Agreement, providing for Most  Favoured Nation Treatment. In 1994 the two countries signed the  agreements on avoiding double taxation.  Agreements for cooperation on health and medical science, MOUs on  simplifying the procedure for visa application and on banking  cooperation between the two countries have also been signed.

The Chinese economy was decentralized in 1978 and major economic reforms were introduced which created conditions for rapid economic growth  and structural changes in China. In 1980, China's share in world trade  was less than one percent, and it started permitting foreign direct  investment (FDI). In 1999, China had grown to become the world's second  largest economy after US in terms of GDP.  The high growth rate of China is attributed to high levels of trade and  greater investment effort. Strong exports growth from China has helped  push China's economy to 9.1% growth rate in 2003-2004. China is the  world's second largest recipient for FDI with total FDI inflows crossing  US $ 53 billion in 2003. Growth in Special Economic Zones (SEZ) has  also helped China increase its productivity.

Recently Chinese premier Wen Jiabao visited India, where he  said that India and China must take their trade to $30 billion level by  2010.  Seeing the whopping growth in Sino-Indian trade, China  outlined a five-point agenda, including reducing rade barriers and  enhancing multilateral cooperation to boost bilateral trade.

Chinese Premier Wen Jiabao said "We have set an objective (in the  joint statement) to increase the two-way trade volume from 13.6 billion dollar  at present to 20 billion dollar by 2008.....we plan to take it to 30  billion dollar by 2010." Addressing Indian business leaders at New Delhi  on April 11, he said that the two countries agreed for a joint  feasibility study for a bilateral Free Trade Agreement.

India China Economy have also agreed to work together in energy  security and at the multilateral level at the WTO to support an "open,  fair, equitable and transparent rule-based multilateral trade system",  the joint statement signed by Prime Minister Manmohan Singh and Wen  said. Wen also offered to cooperate with New Delhi in its infrastructure programme. 

Indian Commerce Minister Kamal Nath said China was poised to become  India's largest trade partner in the next two-three years, next only to  the US and Singapore.

TRADE PATTERN (value in USD millions)

                        Year            China's Exports to India            China's Imports from India 

                            2000            1560.75            1353.48 

2001            1896.27            1699.97                             Percent Growth            21.5            25.6 

2002            2617.73            2274.18                             Percent Growth            40.9            33.8 

                            2003            3343.59            4251.49                             Percent Growth            22.2            87 

2004            5926.67            7677.43                             Percent Growth            77.3            80.6 

According to a CII study, special focus on investments and trade  in services and knowledge-based sectors, besides traditional  manufacturing, must be given, in view of the dynamic comparative  advantage of India. Indian companies could enter the $615 billion  Chinese domestic market by using it as a production base.

Presently, Iron ore constitutes about 53% of India's total exports to  China. Among the potential exports to China, marine products, oil  seeds, salt, inorganic chemicals, plastic, rubber, optical and medical  equipment and dairy products are the important ones. The study said that  services and knowledge trade between India and China have significant  potential for growth in areas like biotechnology, IT and ITES, health,  education, tourism and financial sector.

Value added items dominate Chinese exports to India, especially machinery, including electrical machinery, which together constitute about 36% of exports from that country. The top 15 Chinese exports to India have recorded growth between 29% (organic chemicals) and 219.89% (iron and steel).

Love marriage is better than arranged.....

2010-08-28T23:50:00.000-07:00

Whether you're single, dating or have already found your dream man or woman, the battle between love and arranged matrimony seems to be a never ending tussle. While both love and arranged marriages possess their own advantages and disadvantages, the question that lingers in an urban Indian context, where the marriage scenario has undergone a drastic change is - are love marriages proving to be more successful than arranged marriages? Are couples already in love more compatible than the ones who barely know each other? Or is it still better for young couples to let their parents decide who will be best suited for them?

प्रेम, सेक्स, विवाह , राजनीति अनि मेलिना

मेलिना मानन्धर, नेपाली चलचित्र आकाशमा सुन्दर, बौद्धिक, जुझारु र मिलनसार भई चम्किएकी छिन् । उनको करिश्मायुक्त व्यक्तित्वबाट आकषिर्त हुनेको कुनै कमी छैन । सहकर्मीहरु पनि उनको इष्र्या गर्छन् । हसिली र फरासिली छिन् । 'विवाहको प्रस्तावको ओइरोले पानी पानी भयो मेरा जीवन,' मेलिना भन्छिन् । मोडलिङको संसारमा पनि धमाका मच्चाएर अन्य मोडललाई पानी पानी बनाइदिइन् ।

रिपोर्र्टर्स नेपालका लागि ऋषि धमलाले उनीसंग प्रेम, यौन, विवाह, चलचित्र र राजनीतिबारे प्रश्न सोधे । प्रश्नको प्रहारले उनी आफै पानी पानी भइन् ।

प्रेमबारे मेलिना

उनी भन्छिन् 'प्रेम आत्माहरुको मिलन हो । प्रस्तावहरु धेरै आए तर खेर गए । बाबुआमा, आफन्त, केटासाथी, समाजलाई गर्ने प्रेम भिन्न हुदोरहेछ । प्रेम शब्द सुन्दानै अनुभूतीको संसारमा हराए जस्तो लाग्छ । प्रेम अनुभव हो जसले मान्छेलाई पृथक बनाउसक्छ ।'

सेक्सबारे मेलिना

'सेक्स के हो -' अकस्मातको प्रश्नबाट उनी झसंग मात्र भइनन् आक्रोशित पनि भइन् । नारीको लजालु स्वभाव र रिसालु अनुहार एकसाथ प्रकट भयो । धर्ैय हुदै उनले भनिन्,'ऋषिजी यो प्रश्न सोध्ने हिम्मत कसरी गर्नुभयो -' सामाजिक नियमका सामु पराधिन हुन चाहिनन् उनले र भनिन्,'सेक्स मानवीय आवश्यकता हो । समाजअनुसार यसको व्याख्या हुन्छ र गरिन्छ । तर आवश्यकतालाई व्यक्त गर्न समाजले रोक्छ । त्यसैको आधारमा समाज अनुशासनको दायरमामा रहन्छ ।' तपाईले सेक्स अनुभव लिनुभएको छ भन्दा उनी झोक्किइन्,' यस्तो प्रश्न सोध्न मिल्दैन । तपाईचाहिं भन्नसक्नुहुन्छ -'

सामाजिक मर्यादाको आडम्बरलाई नाघेर उनले उत्तर त दिइनन् तर यौन अनुभव छैन भन्न सकिनन् । यौन अनुभव भएको स्वीकारोत्ती घुमाउरो पाराले गर्दै भनिन्,'मन मिल्छ भने विवाह अघि सेक्स गर्दा फरक पर्दैन । मेरो समाज सेक्सका बारेमा संवेदनशील छ । समाजको अनुशासनभित्र बस्ने नारी हुं म । त्यसैले कोसंग सम्बन्ध भयो भन्ने प्रश्नै नगर्नुहोस् ऋषिजी ।' पश्चिमा मुलुक यौनबारे खुल्ला हुदैगएपनि नेपाली समाजले पचाउन नसक्ने उनको जिकिर छ । उनी भन्छिन्,' विवाह नगरी या एकभन्दा बढीसंग यौनसम्बन्ध राख्ने कुरालाई समाजले मान्यता दिदैन ।'

Skills for IELTS Writing Module

2010-08-24T23:20:00.000-07:00

You need to spend 2-3 minutes working out exactly what you are going to do. You should pay attention to the following points:

Study the question carefully. Most Task 1 writing involves writing a report which describes some information given. You may wish to note the instructions with a high-lighting pen.
Think carefully about the topic. Outline some pertinent points.
Ensure that your ideas are arranged logically.

Writing (about 15 minutes)

When writing a Task 1 report, include:

introductory sentence
body paragraphs (1-3)
concluding sentence (optional)

Introductory sentence

The introductory sentence explains what you are describing, for example:

‘The table compares the population growth and interstate migration in each Australian state for 12 months to the end of 1994.'

‘The graph shows the growth of computers in Australia between 1975 and 1995.'

‘The pie chart represents the proportion of gases contained in natural gas.'

Body paragraphs

When discussing the date presented in the task, identify significant trends and give examples that relate directly to the given information to support your statements. If you are explaining a process or an object and how it works, you need to group your information so that it follows a definite logical order.

Remember that the use of verbs expressed in the present passive voice is often appropriate when giving a description of a process or procedure, for example:

‘Coffee beans are pulped to remove their casing. They are then soaked in water, rinsed thoroughly and dried. After the beans are sorted, they are roasted in a kiln and blended. Next, they are packed and dispatched to shops and supermarkets.'
　
Concluding sentence (optional)

A simple concluding statement could include any of the following, where relevant:

significant comments
a potential solution
an overall summary of the ideas
future implications.

Editing (about 2 minutes)

Make sure that you have followed the instructions carefully. Be sure that you have written what you intended and that no important ideas are missing.

In the last few minutes, check for obvious errors, such as spelling or grammatical errors.

Format of IELTS Writing Module

IELTS Academic Writing lasts a total of 60 minutes. It consists of 2 tasks (Writing Task 1 and Writing Task 2) and candidates must answer BOTH tasks.

Answer format
Candidates write their answers in pen or pencil on Answer Sheets provided.

Timing
Students are advised to spend 20 minutes on Task 1 and 40 minutes on Task 2. They must complete both tasks in one hour.

Task 1
For Writing Task 1 candidates are given some visual information which may be presented in the form of one or more related diagrams, charts, graphs or tables. Candidates are asked to describe the information or data. They must write at least 150 words on this task.

Writing Task 1 is assessed based on the following criteria:

1) Task Achievement
2) Coherence and Cohesion
3) Lexical Resource
4) Grammatical Range and Accuracy

Task 2
For Writing Task 2, candidates are presented with an opinion, problem or issue which they must discuss. They may be asked to present the solution to a problem, present and justify an opinion, compare and contrast evidence or opinions, or evaluate and challenge an argument or idea. Candidates must write at least 250 words and are advised to spend 40 minutes on this task.

Writing Task 2 is assessed based on the following criteria:

1) Task Response
2) Coherence and Cohesion
3) Lexical Resource
4) Grammatical Range and Accuracy

Each of the tasks is assessed separately by a trained and qualified examiner and given a score. Writing Task 2 is worth more marks than Writing Task 1 so candidates should be sure to leave plenty of time to complete Writing Task 2. There are no half bands in IELTS Academic Writing so all Writing scores are reported in whole bands.

Organizing a high-quality paragraph in English is very EASY because there are only two rules that you need to follow:

Put the paragraph’s main idea into the first sentence.
All of the other sentences in the paragraph must support, or give reasons for, that opening sentence.

Here is an example of a paragraph which follows these two rules:

During the past 50 years, black Americans have made remarkable progress. Since 1964, laws have guaranteed equality at work, and government policies have tried to help black people. Today, the salaries of young, well-educated black and white Americans are nearly identical. Two out of three black people belong to the American middle or upper economic classes. Black and white people work together in most companies. The vast majority of white people have neutral or positive feelings toward most black people, and vice versa.

Notice how the first sentence says the main idea of the paragraph: the fact that the situation for black Americans has improved recently. Then, the second through There are exceptions to the above two rules. For example, the first paragraph of an essay or a business letter probably will not follow this format. Also, fiction writing has basically no rules concerning paragraph organization. (See other sections of this Internet site for details.) But the above two rules hold for most paragraphs.

How to Write a Good Paragraph

Organizing a high-quality paragraph in English is very EASY because there are only two rules that you need to follow:

Put the paragraph’s main idea into the first sentence.
All of the other sentences in the paragraph must support, or give reasons for, that opening sentence.

Useful Expressions for IELTS Writing

One of the biggest problems students have with IELTS is timing.It is very difficult to finish the paper in the time you are given. You need to keep practising to improve your timing.

We have found that these useful expresions can be realy helpful inTask 2. If you use them regularly in your essays, you will memorise them. Then you can use them in the exam and they will help you to improve your timing and finish more quickly.

Here are some useful expressions. Do they come at the beginning, middle or end of Task 2?

It may indeed be true to say that .….(statement from the question); what, however, are the factors involved?

It may indeed be the case that……(statement from the question); this subject,however, requires further analysis.

…Noun…. has/have been….verb+ing for many years now. Has this had generally beneficial effects, or have they been largely negative?
e.g. Governments have been sending criminals to prison etc……

You can also use a passive structure:
Noun has/have been + past participle for many years now. Has this had generally beneficial effects, or have they been largely negative?

e.g. Criminals have been sent toprison etc….

At first sight, noun/verb+ing appear/appears to be entirely positive/beneficial. However,further analysis reveals draw backs to this way of thinking.

When all is said and done, there are no clear solutions to this problem and it is for governments/ individuals/ the public/ students/etc to weighup both sides of the case and come to their own conclusions.

Noun/verb+ing is one of the most controversial isues of our times. What are the arguments that need to be considered?

Noun/Verb+ing, as is the case with many issues, has both negative and positive aspects.

On balance, it is my own personal view that the advantages of noun/verb+ing far/heavily/slightly outweigh the disadvantages.

Over recent years, attitudes to noun/verb+ing have changed considerably. What are the reasons for this change, and whatare the implications for the future?

Free IELTS Writing Practice Sample

The following are some free practice samples for IELTS writing module and can be used with any type of essays.

It may indeed be true to say that ….(statement from the question); what,however, are the factors involved?
Beginning - this would be a good first sentence for yourTask 2,for example: It may indeed be true to say that youth crime and drug abuse is rising; what,however are the factors involved?

It may indeed be the case that……(statement from the question); this subject, however, requires further analysis.
Beginning- this would be a good first sentence for your Task 2.

…Noun….has/have been ….verb+ing for many years now. Has this had generally beneficial effects, or have they been largely negative?
Beginning- this would be a good first sentence for your Task 2. It is suitable for any Task 2 questions asking you to discuss advantages and disadvantages. It is also usefull in questions that ask "To what extent do you agree?" This means- how much do you agree?

At first sight, noun/verb+ing appear/appears to be entirely positive/beneficial. Beginning - you could use this sentence at the beginning of a paragraph about advantages.

However, further analysis reveals drawbacks to this way of thinking.
Middle - to start the next paragraph about disadvantages.

When all is said and done, there are no clear solutions to this problem and it is for governments/ individuals/ the public/ students/etc to weigh up both sides of the case and come to their own conclusions.
End - a usefull general conclusion.
"weigh up" means "consider carefuly"

Noun/verb+ing is one of the most controversial isuess of our times. What are the arguments that need to be considered?
Beginning- this would be a good first sentence for your Task 2.

Noun/Verb+ing, as is the case with many isues, has both negative and positive aspects.
Beginning – this would be a good first sentence for your Task 2. It is suitable for any Task 2 questions asking you to discuss advantages and disadvantages.

On balance, it is my own personal view that the advantages of noun/verb+ing far/heavily /slightly out weigh the disadvantages.
End -a usefull general conclusion for advantages/ disadvantages Task 2 questions.

Over recent years, attitudes to noun/verb+ing have changed considerably. What are the reasons for this change, and what are the implications for the future?
Beginning - this would be a good first sentence for your Task 2.It is suitable for any Task 2 questions asking you to discus changes and the future results of those changes.

Noun/verb+ing has/have been an important part of many cultures/Western cultures/developing countries/school-life/working life/etc. for many years now. What are the reasons for this, and what changes are likely or possible in the future?

Beginning- this would be agood first sentence for your Task 2. It is suitable for any Task 2 questions asking you to discuss present situations/issues and possible future changes.

Leadership- Human Resource Management

2010-08-23T00:18:00.000-07:00

LEADERSHIP

Introduction

Today we will discuss the role of leadership in the organizations. The face of leadership is changing in
business today. In addition to influencing subordinates to achieve desired objectives, today’s managers
must make quicker, more accurate decisions in a consensus building and teamwork environment. Leaders
fill many roles simultaneously. Leaders not only influence others to achieve desired goals, they interact with
and motivate subordinates, and deal with conflict and any other issues that may arise.

A. Leadership

Leadership is a process where Leader/Person, who influences individuals and groups in an organization,
helps them establish goals, guides them toward achievement of those goals, and allows them to be effective
as a result.
Leaders fill many roles simultaneously. Leaders not only influence others to achieve desired goals, they
interact with and motivate subordinates, and deal with conflict and any other issues that may arise.
How Leaders Provide a Vision: To be effective, leaders must provide a vision that is a general statement
of the organization’s intended direction that evokes positive emotional feelings in organization members.

I. The Foundations and Traits of Leadership

a. The Leader’s Traits: Researchers have studied the traits of successful leaders for many years in
an effort to identify a set of core traits that would predict success as a leader. Recent research
indicates that there are certain core traits that significantly contribute to success for a business
leader. These include drive, the desire to lead, honesty/integrity, self-confidence, cognitive ability
and knowledge of the business.

b. The Leader’s Behavior

How Leaders Act Like Leaders: Leadership studies that focus on how the leader’s style is related to
his/her effectiveness as a leader all focus on what the leader does and how he/she behaves in trying to
influence followers. These studies also focus on the two major functions of leaders—accomplishing the task
and satisfying the needs of group members.
Initiating Structure and Consideration: Initiating structure and consideration have been two of the most
frequently used descriptions of leader behavior. These concepts evolved from the Ohio State University
leadership studies. Initiating structure is leader behavior whereby the person organizes work to be done and
defines relationships or roles, the channels of communication, and ways of getting jobs done. Consideration
is leader behavior indicative of mutual trust, friendship, support, respect, and warmth. In most situations,
considerate leaders will have more satisfied subordinates, but the effects of such considerate leadership on
employee performance are inconsistent. The effects of initiating structure are also inconsistent with respect
to performance and satisfaction.
Participative and Autocratic Styles: Leaders can act in either a participative or autocratic style. Autocratic
leaders solve problems and make decisions by themselves based upon information available at the time.
Participative leaders share the problem with subordinates as a group, and together, they generate and
evaluate alternatives and attempt to reach consensus on a solution.
Transformational Leadership Behavior: Transformational leaders encourage and obtain performance
beyond expectations by formulating visions, inspiring their subordinates to pursue them, cultivating
employee acceptance and commitment to their visions, and providing their employees with the big picture.
Transformational leaders are perceived as charismatic, inspirational, considerate, and stimulating. On the
other hand, leaders who exhibit transactional behaviors are more focused on accomplishing the task at hand
and maintaining good working relations with subordinates by rewarding for performance.
Are There Gender Differences in Leadership Styles? Research suggests that there are few differences in
the way men and women lead. The slower career progression for women can be better accounted for by
institutional biases and inaccurate stereotypes of women managers. It has been found that men and women
perform at about the same level. Women managers have been found to be more achievement oriented,
understanding, patient, relationship oriented, socially sensitive, and communicative than men.

c. Situational Theories of Leadership

• Fiedler’s Contingency Theory of Leadership: Fiedler used a least preferred coworker (LPC) scale to
measure whether a leader who was lenient in evaluating associates he/she least liked working with was
more likely or less likely to have a high-producing group than the leader who was demanding and
discriminating. Three factors combine to determine which leadership style is more appropriate: position
power, task structure, and leader-member relations. Fiedler concluded that if the situation is favorable or
unfavorable to the leader, a more task-oriented, low-LPC leader is appropriate. In the middle range
where the factors are more mixed, a more people-oriented, high-LPC leader is more appropriate. Recent
research findings cast doubt on the validity of these conclusions.
• Path-Goal Leadership Theory: Path-goal theory of leadership, developed by House, is based upon
expectancy theory, which states whether a person will be motivated depends on whether the person
believes he/she has the ability to accomplish a task and his/her desire to do so. The theory concludes that
leaders should increase the personal rewards subordinates receive for attaining goals and make the path to
these goals easier to follow. The leadership style required depends upon the situation, so the leader must
be flexible and adopt the style that is required.
• Leader-Member Exchange Theory: Leader-member exchange theory (LMX) says that leaders may use
different styles with different members of the same work group. Followers tend to fall in either the ingroup
or the out-group in relating to the leader. The quality of leader-member exchanges was positively
related to a leader’s perception of the follower’s similar attitudes and extroversion. The findings suggest
that leaders should try to make the in-group more inclusive, and followers should try to be in the leader’s
in-group by emphasizing similarity in attitudes.
• The Situational Leadership Model: The situational leadership model of leadership suggests that a leader
should adapt his/her leadership style (delegating, participating, selling, or telling) to the task.
• The Vroom-Jago-Yetton Model: Vroom, Jago, and Yetton have developed a leadership
model that enables a leader to analyze a situation and decide whether it is right for
participation. The technique includes a set of management decision styles, a set of
diagnostic questions, and a decision tree for identifying how much participation is called
for in a situation.

II. Power and Leadership

Leaders without power are really not leaders because they have no chance of influencing anyone to do
anything. Leaders in organizations normally derive much of their power from their formal position and the
ability to allocate rewards. In some cases, leaders may have expert or referent power depending upon their
individual characteristics.

III. Becoming a Leader

Start to think Like a Leader: Thinking like a leader requires applying the three-step model: identify what
is happening; account for it; and decide on the necessary leadership actions. And remember that leading
requires knowledge of matters other than leadership theories (e.g., culture, motivation, groups, conflict, and
change) to influence followers to move toward goals.
Develop Your Judgment: Leaders can improve their judgment or decision-making ability by increasing
their knowledge, debasing their judgment, being creative, using intuition, not overstressing the finality of
decisions, and making sure the timing of a decision is right.
Develop Your Other Leadership Traits: Leaders can use good judgment, exhibit self-confidence, and
improve their knowledge of the business to improve their effectiveness.
Start to Build Your Power Base: Leaders can strengthen the foundation of their leadership by making
sure followers share their vision, adapting their leadership style and actions to the situation, substituting
other management skills to help them lead by choosing the right followers, and organizing the task properly
to reduce the need for leadership.
Help Others Share Your Vision: Ensuring that your subordinates know and understand your vision,
mission, and objectives can help the leader influence the subordinates to work enthusiastically toward
achieving an objective.
Adapt Your Style and Actions to the Situation: No one leadership style is appropriate for every
situation.
Use Your Other Management Skills to Lead: Leaderships should choose the right followers and
organize the task properly.

B. Building Trust: The Essence of Leadership

I. Understanding Trust

Trust is a positive expectation that another will not act opportunistically. The two most important elements
of our definition are that it implies familiarity and risk. Trust is a history-dependent process based on
relevant but limited samples of experience. It takes time to form, building incrementally and accumulating, it
involves making oneself vulnerable. By its very nature, trust provides the opportunity for disappointment.
But trust is not taking risk per se; rather it is a willingness to take risk. Recent evidence has identified five:
integrity, competence, consistency, loyalty, and openness. Integrity refers to honesty, conscientiousness, and
truthfulness. This one seems to be most critical when someone assesses another's trustworthiness.
Competence encompasses an individual's technical and interpersonal knowledge and skills. Consistency
relates to an individual's reliability, predictability, and good judgment in handling situations. Loyalty is the
willingness to protect and save face for another person. The final dimension of trust is openness.

II. Trust as One Foundation of Leadership

1. Trust appears to be a primary attribute associated with leadership.
2. Part of the leader's task has been working
with people to find and solve problems,
but whether leaders gain access to the
knowledge and creative thinking they
need to solve problems depends on how
much people trust them.
3. When followers trust a leader, they are
willing to be vulnerable to the leader's
actions.
4. Honesty consistently ranks at the top of
most people's list of characteristics they
admire in their leaders.
5. Now, more than ever, managerial and
leadership effectiveness depends on the
ability to gain the trust of followers.
6. In times of change and instability, people
turn to personal relationships for
guidance; and the quality of these relationships are largely determined by level of trust.
7. Moreover, contemporary management practices such as empowerment and the use of work
teams require trust to be effective.

III. Types of Trust

• Deterrence-based Trust: The most fragile relationships are contained in deterrence-based trust,
based on fear of reprisal if the trust is violated. It works only to the degree that punishment is
possible, consequences are clear, and the punishment is actually imposed if the trust is violated. To
be sustained, the potential loss of future interaction with the other party must outweigh the profit
potential that comes from violating expectations. Most new relationships begin on a base of
deterrence. In a new manager-employee relationship the bond that creates this trust lies in the
authority held by the boss and the punishment he/she can impose.
• Knowledge-based Trust: Most organizational relationships are rooted in knowledge-based trust.
Trust is based on the behavioral predictability that comes from a history of interaction. Knowledge
of the other party and predictability of his or her behavior replaces the contracts, penalties, and
legal arrangements more typical of deterrence-based trust. This knowledge develops over time,
largely as a function of experience. The more communication and regular interaction you have with
someone else, the more this form of trust can be developed and depended upon. Interestingly, at
the knowledge-based level, trust is not necessarily broken by inconsistent behavior. If you can
adequately explain or understand another's apparent violation, you can accept it, forgive the person,
and move on in the relationship. Most manager-employee relationships are knowledge-based.
• Identification-based Trust: The highest level of trust is achieved when there is an emotional
connection between the parties. It allows one party to act as an agent for the other and substitute
for that person. This mutual understanding is developed to the point that each can effectively act
for the other. Controls are minimal at this level. The best example of identification-based trust is a
long-term, happily married couple. You see identification-based trust occasionally in organizations
among people who have worked together for long periods of time and have a depth of experience
that allows them to know each other inside and out. This is also the type of trust that managers
ideally seek in teams.

KEY TERMS

Leadership Leadership is a process where Leader/Person who influences individuals and groups in an
organization.
Trust Trust is a positive expectation that another will not act opportunistically.
Vision Vision that is a general statement of the organization’s intended direction that evokes
positive emotional feelings in organization members.

CONFLICT AND NEGOTIATION

2010-08-23T00:05:00.000-07:00

CONFLICT AND NEGOTIATION

After studying this chapter, students should be able to understand the following:

A. Conflict

B. Conflict and Negotiation

CHAPTER OVERVIEW

This lecture takes an in-depth look at conflict management and negotiation, key aspects of contemporary

organizational behavior. After examining the two views of conflict, the consequences of conflict, and the

types and levels of conflict, the chapter discusses culture and conflict, conflict management styles,

organizational sources of conflict, and conflict management strategies. The chapter goes on to explore

negotiation.

A. Conflict

Conflict is the process in which one party perceives that its interests are being opposed or negatively

affected by another party. Conflict is a process in which people disagree over significant issues, thereby

creating friction between parties. Conflict can exist when people have opposing interests, perceptions, and

feelings; when those involved recognize the existence of differing points of view; when the disagreement is

ongoing; and when opponents try to prevent each other from accomplishing their goals. Although conflict

can be destructive, it can also be beneficial when used as a source of renewal and creativity. Competition,

rivalry between individuals or groups over an outcome that both seek, is not the same as conflict. In

competition, there must be a winner and a loser; with conflict, people can cooperate so that no one wins or

loses.

Organizational conflict occurs when a stakeholder group pursues its interests at the expense of other

stakeholders. Given the different goals of stakeholders, organizational conflict is inevitable. Conflict is

associated with negative images, such as unions getting angry and violent, but some conflict can improve

effectiveness. When conflict passes a certain point, it hurts an organization.

I. Transitions in Conflict Thought

Under traditional view conflict is a process in which

people disagree over significant issues, creating friction

between parties. One view of conflict is that it is

dysfunctional and harmful to organizations, because the

struggle over incompatible goals is a waste of time that

prevents people and organizations from being

productive and reaching their potential. On the other

hand, interactionist view states that when conflict is

based on issues rather than personalities, it can enhance

problem solving and creativity. Open discussions of

differing viewpoints allows for a thorough consideration

of alternatives and their consequences in the course of

decision making. Conflict can also increase motivation

and energize people to focus on a task. Human relation

view states that Conflict is a natural occurrence and we should accept conflict

II. Conflict Good or Bad

Conflict can have both positive and negative consequences. On the positive side, conflict can bring energy

to a competition and focus participants on the task at hand. It can also increase group cohesion and

stimulate open discussion of issues. On the negative side, conflict can cause participants to lose sight of

common goals and focus on winning at all costs. In addition, it can lead to distorted judgments and a lack

of cooperation. Finally, the losers in a conflict feel demoralized and lose motivation; this loser effect harms

long-term relationships and overall organizational performance.

III. How can conflict improve effectiveness?

Conflict can overcome inertia and introduce change, because conflict requires an organization to reassess its

views. Different views are considered, and the quality of decision-making is improved.

IV. Types and levels of Conflict

There are four types of conflict. Inter-group conflict

occurs when groups within and outside the

organization disagree on various issues.

Interpersonal conflict is due to differences in goals,

values, and styles between two or more people who are

required to interact. Intra group conflict occurs

within a work group over goals and work

procedures. Intrapersonal conflict is a person's

internal conflict over divergent goals, values, or

roles. Inter group conflict can occur at two levels

which are horizontal and vertical. Horizontal

conflict takes place between departments or groups at

the same level of the organization. In contrast,

vertical conflict occurs between groups at different levels of the organization.

Types of Conflict

�� Task conflict: Conflicts over content and goals of the work

�� Relationship conflict: Conflict based on interpersonal relationships

�� Process conflict: Conflict over how works get done

V. Individual Conflict Management Styles

a. The obliging style of conflict management is based on low concern for self, high

Concern for others, and Focusing on the needs of Others while satisfying or Ignoring personal needs. This works best when Issues are unimportant, Knowledge is limited, There is long-term give and take, and the person Managing the conflict has no power.

b. The avoiding style is

based on low concern

for self and others and a

focus on suppressing,

setting aside, and ignoring the issues. This is appropriate when the conflict is too strong

and parties need to cool off.

c. The integrative style shows high concern for self and for others and focuses on

collaboration, openness, and exchange of information. This is used when issues are

complex, when commitment is needed, when dealing with strategic issues, and when longterm

solutions are required.

d. The dominating style shows high concern for self, low concern for others, and focuses

on advancing own goals at any cost. This is used when time is short, issues are trivial, all

solutions are unpopular, and an issue is important to the party resolving the conflict.

e. The compromising style shows moderate concern for self and others and focuses on

achieving a reasonable middle ground where all parties win. This is used when goals are

clearly incompatible, parties have equal power, and a quick solution is needed.

VI. Manager’s ways to manage conflict.

Managers can manage conflict by either preventing or reducing high levels of conflict or stimulating low

levels of conflict. To do this, managers can apply a behavioral approach or an attitudinal approach. The

behavioral approach targets the behavior causing the conflict, while the attitudinal approach targets the

roots of the conflict, including people's emotions, beliefs, and behaviors. Behavioral methods include

enforcing rules, separating the parties, clarifying tasks, having a common enemy or outside competition, and

increasing resources and rewarding cooperation. Attitudinal methods include having a common enemy,

rotating members, increasing resources, and team-building and organizational development (OD). To

stimulate conflict, managers can introduce change, increase task ambiguity, or create interdependency.

B. Conflict and Negotiation

Stakeholders compete for the resources that an organization produces. Shareholders want dividends,

employees want raises. An organization must manage both cooperation and competition among

stakeholders to grow and survive. All stakeholders have a common goal of organizational survival, but not

all goals are identical.

o Negotiation

It is the process used by two or more parties to reach a mutually agreeable arrangement to exchange goods

and services. Managers need negotiating skills to be effective in today's global, diverse, dynamic, team oriented

business environment. Culture significantly affects the negotiation process. Negotiators from

masculine cultures emphasize assertiveness and independence, which can cause them to see negotiation as a

competition and spur them to win at all costs. Negotiators from cultures comfortable with uncertainty will

take a creative, problem-solving approach, while those from high uncertainty-avoidance cultures will

emphasize bureaucratic rules and procedures. Power-distance, individuality-collectivism, high or low

context, emotion, and time-orientation dimensions also affect negotiation.

Beyond a certain point, conflict hurts the organization and causes decline. Managers spend time bargaining,

rather than making decisions. An organization in decline cannot afford to spend time on decision-making,

because it needs a quick response to recover its position. Group’s battle for their interests, no agreement is

reached, and the organization floats along, falling prey to inertia.

Bargaining issues in negotiation process can be divided into three categories: mandatory, permissive, and

prohibited.

o Mandatory Bargaining Issues—Fall within the definition of wages, hours, and other

terms and conditions of employment.

o Permissive Bargaining Issues—May be raised, but neither side may insist that they be

bargained over.

o Prohibited Bargaining Issues—Are statutorily outlawed.

Page # 167

o Negotiation Strategies

Figure shows four negotiating strategies based on the importance of the substantive outcome and the

importance of the relationship outcome. These four strategies are trusting collaboration, firm competition,

open subordination, and active

avoidance. Trusting

collaboration is a win-win

strategy most appropriate when

both the substantive task

outcome and the relationship

outcome are important. Firm

competition is used when the

substantive task outcome is

important but the relationship

outcome is not. Open

subordination is applied when

the task outcome is not

important but the relationship

outcome is. Active avoidance is

useful when neither the task

outcome nor the relationship

outcome is important.

When two parties are unable to

come to agreement during

negotiations, they may bring in a

third party to help resolve the differences. Conciliation and consultation focus on improving interpersonal

relations to foster constructive discussion of issues. Mediation considers both interpersonal and substantive

issues and relies on formal evaluation of positions plus persuasion to bring about a non-binding solution.

Arbitration, a legally binding process in which the arbitrator imposes a solution, can be used when all other

methods have failed and the conflict must be urgently resolved.

Common mistakes made when negotiating include:

Irrational escalation of commitment; thinking the pie is fixed; winner's curse; and overconfidence. Avoiding

these common mistakes requires managers to be aware of the issues, be thoroughly prepared, and be willing

to rely on expert opinion to reduce the possibility of making mistakes.

KEY TERMS

Conflict Conflict is the process in which one party perceives that its interests are

being opposed or negatively affected by another party.

Task conflict :Conflicts over content and goals of the work

Relationship conflict: Conflict based on interpersonal relationships

Process conflict: Conflict over how work get done

Vertical conflict: It occurs between groups at different levels of the organization.

Horizontal conflict :It takes place between departments or groups at the same level of the

organization.

Negotiation It is the process used by two or more parties to reach a mutually agreeable

arrangement to exchange goods and services.

CONFLICT AND NEGOTIATION

After studying this chapter, students should be able to understand the following:

A. Conflict

B. Conflict and Negotiation

CHAPTER OVERVIEW

This lecture takes an in-depth look at conflict management and negotiation, key aspects of contemporary

organizational behavior. After examining the two views of conflict, the consequences of conflict, and the

types and levels of conflict, the chapter discusses culture and conflict, conflict management styles,

organizational sources of conflict, and conflict management strategies. The chapter goes on to explore

negotiation.

A. Conflict

Conflict is the process in which one party perceives that its interests are being opposed or negatively

affected by another party. Conflict is a process in which people disagree over significant issues, thereby

creating friction between parties. Conflict can exist when people have opposing interests, perceptions, and

feelings; when those involved recognize the existence of differing points of view; when the disagreement is

ongoing; and when opponents try to prevent each other from accomplishing their goals. Although conflict

can be destructive, it can also be beneficial when used as a source of renewal and creativity. Competition,

rivalry between individuals or groups over an outcome that both seek, is not the same as conflict. In

competition, there must be a winner and a loser; with conflict, people can cooperate so that no one wins or

loses.

Organizational conflict occurs when a stakeholder group pursues its interests at the expense of other

stakeholders. Given the different goals of stakeholders, organizational conflict is inevitable. Conflict is

associated with negative images, such as unions getting angry and violent, but some conflict can improve

effectiveness. When conflict passes a certain point, it hurts an organization.

I. Transitions in Conflict Thought

Under traditional view conflict is a process in which

people disagree over significant issues, creating friction

between parties. One view of conflict is that it is

dysfunctional and harmful to organizations, because the

struggle over incompatible goals is a waste of time that

prevents people and organizations from being

productive and reaching their potential. On the other

hand, interactionist view states that when conflict is

based on issues rather than personalities, it can enhance

problem solving and creativity. Open discussions of

differing viewpoints allows for a thorough consideration

of alternatives and their consequences in the course of

decision making. Conflict can also increase motivation

and energize people to focus on a task. Human relation

view states that Conflict is a natural occurrence and we should accept conflict

II. Conflict Good or Bad

Conflict can have both positive and negative consequences. On the positive side, conflict can bring energy

to a competition and focus participants on the task at hand. It can also increase group cohesion and

stimulate open discussion of issues. On the negative side, conflict can cause participants to lose sight of

common goals and focus on winning at all costs. In addition, it can lead to distorted judgments and a lack

of cooperation. Finally, the losers in a conflict feel demoralized and lose motivation; this loser effect harms

long-term relationships and overall organizational performance.

III. How can conflict improve effectiveness?

Conflict can overcome inertia and introduce change, because conflict requires an organization to reassess its

views. Different views are considered, and the quality of decision-making is improved.

IV. Types and levels of Conflict

There are four types of conflict. Inter-group conflict

occurs when groups within and outside the

organization disagree on various issues.

Interpersonal conflict is due to differences in goals,

values, and styles between two or more people who are

required to interact. Intra group conflict occurs

within a work group over goals and work

procedures. Intrapersonal conflict is a person's

internal conflict over divergent goals, values, or

roles. Inter group conflict can occur at two levels

which are horizontal and vertical. Horizontal

conflict takes place between departments or groups at

the same level of the organization. In contrast,

vertical conflict occurs between groups at different levels of the organization.

Types of Conflict

�� Task conflict: Conflicts over content and goals of the work

�� Relationship conflict: Conflict based on interpersonal relationships

�� Process conflict: Conflict over how works get done

V. Individual Conflict Management Styles

a. The obliging style of conflict management is based on low concern for self, high

b. The avoiding style is

based on low concern

for self and others and a

focus on suppressing,

setting aside, and ignoring the issues. This is appropriate when the conflict is too strong

and parties need to cool off.

c. The integrative style shows high concern for self and for others and focuses on

collaboration, openness, and exchange of information. This is used when issues are

complex, when commitment is needed, when dealing with strategic issues, and when longterm

solutions are required.

d. The dominating style shows high concern for self, low concern for others, and focuses

on advancing own goals at any cost. This is used when time is short, issues are trivial, all

solutions are unpopular, and an issue is important to the party resolving the conflict.

e. The compromising style shows moderate concern for self and others and focuses on

achieving a reasonable middle ground where all parties win. This is used when goals are

clearly incompatible, parties have equal power, and a quick solution is needed.

VI. Manager’s ways to manage conflict.

Managers can manage conflict by either preventing or reducing high levels of conflict or stimulating low

levels of conflict. To do this, managers can apply a behavioral approach or an attitudinal approach. The

behavioral approach targets the behavior causing the conflict, while the attitudinal approach targets the

roots of the conflict, including people's emotions, beliefs, and behaviors. Behavioral methods include

enforcing rules, separating the parties, clarifying tasks, having a common enemy or outside competition, and

increasing resources and rewarding cooperation. Attitudinal methods include having a common enemy,

rotating members, increasing resources, and team-building and organizational development (OD). To

stimulate conflict, managers can introduce change, increase task ambiguity, or create interdependency.

B. Conflict and Negotiation

Stakeholders compete for the resources that an organization produces. Shareholders want dividends,

employees want raises. An organization must manage both cooperation and competition among

stakeholders to grow and survive. All stakeholders have a common goal of organizational survival, but not

all goals are identical.

o Negotiation

It is the process used by two or more parties to reach a mutually agreeable arrangement to exchange goods

and services. Managers need negotiating skills to be effective in today's global, diverse, dynamic, team oriented

business environment. Culture significantly affects the negotiation process. Negotiators from

masculine cultures emphasize assertiveness and independence, which can cause them to see negotiation as a

competition and spur them to win at all costs. Negotiators from cultures comfortable with uncertainty will

take a creative, problem-solving approach, while those from high uncertainty-avoidance cultures will

emphasize bureaucratic rules and procedures. Power-distance, individuality-collectivism, high or low

context, emotion, and time-orientation dimensions also affect negotiation.

Beyond a certain point, conflict hurts the organization and causes decline. Managers spend time bargaining,

rather than making decisions. An organization in decline cannot afford to spend time on decision-making,

because it needs a quick response to recover its position. Group’s battle for their interests, no agreement is

reached, and the organization floats along, falling prey to inertia.

Bargaining issues in negotiation process can be divided into three categories: mandatory, permissive, and

prohibited.

o Mandatory Bargaining Issues—Fall within the definition of wages, hours, and other

terms and conditions of employment.

o Permissive Bargaining Issues—May be raised, but neither side may insist that they be

bargained over.

o Prohibited Bargaining Issues—Are statutorily outlawed.

Page # 167

o Negotiation Strategies

Figure shows four negotiating strategies based on the importance of the substantive outcome and the

importance of the relationship outcome. These four strategies are trusting collaboration, firm competition,

open subordination, and active

avoidance. Trusting

collaboration is a win-win

strategy most appropriate when

both the substantive task

outcome and the relationship

outcome are important. Firm

competition is used when the

substantive task outcome is

important but the relationship

outcome is not. Open

subordination is applied when

the task outcome is not

important but the relationship

outcome is. Active avoidance is

useful when neither the task

outcome nor the relationship

outcome is important.

When two parties are unable to

come to agreement during

negotiations, they may bring in a

third party to help resolve the differences. Conciliation and consultation focus on improving interpersonal

relations to foster constructive discussion of issues. Mediation considers both interpersonal and substantive

issues and relies on formal evaluation of positions plus persuasion to bring about a non-binding solution.

Arbitration, a legally binding process in which the arbitrator imposes a solution, can be used when all other

methods have failed and the conflict must be urgently resolved.

Common mistakes made when negotiating include:

Irrational escalation of commitment; thinking the pie is fixed; winner's curse; and overconfidence. Avoiding

these common mistakes requires managers to be aware of the issues, be thoroughly prepared, and be willing

to rely on expert opinion to reduce the possibility of making mistakes.

KEY TERMS

Conflict Conflict is the process in which one party perceives that its interests are

being opposed or negatively affected by another party.

Task conflict :Conflicts over content and goals of the work

Relationship conflict: Conflict based on interpersonal relationships

Process conflict: Conflict over how work get done

Vertical conflict: It occurs between groups at different levels of the organization.

Horizontal conflict :It takes place between departments or groups at the same level of the

organization.

Negotiation It is the process used by two or more parties to reach a mutually agreeable

arrangement to exchange goods and services.

"McAfee agreed to be acquired by Intel Corporation."

2010-08-23T00:01:00.000-07:00

Obviously this is big news for McAfee, big news for Intel Corporation, big news for our combined customers, and big news for both the security industry and the future of the Internet. It’s the company’s common belief that security is a fundamental component of modern computing, and the acquisition reflects its increasing relevance in a completely connected world. The number of connected devices is expected to grow from 1 billion to 50 billion by 2020. This explosive growth of Internet and IP-enabled devices (e.g. Internet enabled TV, IP addressable cars, ATM machines, medical devices) is fundamentally reshaping communication, collaboration and commerce opportunities for individuals, businesses and governments around the world.
Unfortunately, cyber-criminals and cyber-terrorists are misusing the Internet’s open and any-to-any communication architecture for malicious purposes, leaving many users at risk and the future of the Internet as we know it in question. Cybercrime costs over 1 trillion dollars to society, the identity of 100s’ of millions of individuals have already been compromised and dozens of governments around the globe have already been targets of cyberwarfare.
The current cybersecurity model isn’t extensible across the proliferating spectrum of devices – providing protection to a heterogeneous world of connected devices requires a fundamentally new approach to security. Frankly, the industry needed a paradigm shift – incremental improvements simply couldn’t bridge the opportunity gap. McAfee and Intel Corporation are joining forces to tackle this next generation cybersecurity issue which impacts everyone and anything connecting to the Internet
Intel Corporation has always thought about the two key pillars of computing devices as being power efficient performance and Internet connectivity. Going forward, our two companies believe security has become the third pillar of computing – and it will continue to grow in importance – in all segments of the market. By bringing McAfee’s core security DNA within Intel Corporation, we believe we can offer better solutions and products to the market.
Intel Corporation has a successful software business built in part by acquiring companies, such as Wind River, that bring an expertise in solutions and services in order to deliver high-performance platforms to fast-growing sectors. McAfee is the next step in that strategy, and brings together security and hardware expertise that will better protect consumers and businesses and drive innovation across Intel Corporation’s product offerings.
McAfee is the best security partner for Intel Corporation – something they recognized based on many years as both a customer and successful collaborator on a variety of innovations. In fact, by next year, we will introduce new security offerings as a result of our collaboration.
As with Intel Corporation’s other software acquisitions, McAfee will remain a stand-alone subsidiary, retain its leadership team and expertise, which will facilitate future innovation in security. Furthermore, this acquisition is driven to create new markets, and not about cost-cutting.
When the acquisition closes, McAfee and Intel Corporation will have the knowledge and scale necessary to capture the opportunity in security, and in turn, deliver growth and value to our customers and our combined shareholders. We expect that together the result will be increased safety, security, and trust in everyday technology experiences. And of course, a reduction in cybercriminal and cyberterrorist threats.
Customers around the world have counted on McAfee to protect them in the past, and now more than ever, they can count on McAfee to protect them in the future.
During the close process as well as following the close, McAfee will continue, in fact, to strengthen its security focus, and consumers will experience no change in their user experience or industry-leading service from McAfee. The expectation is that upon close McAfee will operate as a wholly-owned subsidiary of Intel Corporation, sustaining our focus on providing leading–edge security solutions, while gaining the benefits of Intel Corporation’s technology investments, market-reach, brand and global employee base.
This is very exciting news. There is no better partner that McAfee could have found than Intel Corporation. They share our vision for security, they share our vision of a connected world, and working together we’ll be far stronger globally and able to make a much bigger difference in people’s lives.

Additional Information and Where to Find It
McAfee, Inc. (“McAfee”) plans to file with the Securities and Exchange Commission (the “SEC”) and furnish to its stockholders a proxy statement in connection with the proposed merger with Jefferson Acquisition Corporation, pursuant to which McAfee would be acquired by Intel Corporation (the “Merger”). The proxy statement will contain important information about the proposed Merger and related matters. INVESTORS AND STOCKHOLDERS ARE URGED TO READ THE PROXY STATEMENT CAREFULLY WHEN IT BECOMES AVAILABLE. Investors and stockholders will be able to obtain free copies of the proxy statement and other documents filed with the SEC by McAfee through the web site maintained by the SEC at www.sec.gov, and from McAfee by contacting Investor Relations by mail at McAfee, Inc., 3965 Freedom Circle, Santa Clara, California 95054, Attention: Investor Relations, by telephone at (408) 246-5223, or by going to McAfee’s Investor Relations web site at investor.mcafee.com (click on “SEC Filings”).
McAfee and its directors and executive officers may be deemed to be participants in the solicitation of proxies from the stockholders of McAfee in connection with the proposed Merger. Information regarding the interests of these directors and executive officers in the transaction described herein will be included in the proxy statement described above. Additional information regarding these directors and executive officers is also included in McAfee’s proxy statement for its 2010 Annual Meeting of Stockholders, which was filed with the SEC on May 10, 2010. This document is available free of charge at the SEC’s web site at www.sec.gov, and from McAfee by contacting Investor Relations by mail at McAfee, Inc., 3965 Freedom Circle, Santa Clara, California 95054, Attention: Investor Relations, by telephone at (408) 246-5223, or by going to McAfee’s Investor Relations web site at investor.mcafee.com (click on “SEC Filings”).
Note on Forward-Looking Statements
The subject document contains certain forward-looking statements within the meaning of Section 27A of the Securities Act of 1933 and Section 21E of the Securities Exchange Act of 1934, including but not limited to, statements regarding the expected benefits and costs of the transaction, the plans, strategies and objectives of management for future operations, and the expected closing of the proposed Merger. These forward-looking statements involve certain risks and uncertainties that could cause actual results to differ materially from those indicated in such forward-looking statements, including, but not limited to, the ability of the parties to consummate the proposed Merger, satisfaction of closing conditions precedent to the consummation of the proposed Merger, including obtaining antitrust approvals in the U.S., Europe and other jurisdictions, the ability of Intel to successfully integrate McAfee’s operations and employees, the ability to realize anticipated benefits of the proposed Merger, and such other risks as identified in McAfee’s Annual Report on Form 10-K for the fiscal year ended December 31, 2009, and McAfee’s most recent Quarterly Report on Form 10-Q, each as filed with the SEC, which contain and identify important factors that could cause the actual results to differ materially from those contained in the forward-looking statements. McAfee assumes no obligation to update any forward-looking statement contained in the subject document.
with regards,
Rameshwor Prajapati
9808391867

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Term of the Day - abnormal return

2010-07-07T22:36:00.001-07:00

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Today's Term of the Day - abnormal return

The difference between the return on a stock (or entire portfolio) and the performance of an index, such as the S&P 500. The abnormal return is equal to the market return - the normal return. For example, a stock that provided a return of 10% over the same period of time in which an index provided a 6% return would have an abnormal return of 10% - 6% = 4%. If the abnormal return is negative then it has underperformed the index.

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NEPAL

Table of contents

Chapter 1. Preliminary

Chapter 2. Employment and job security

Chapter 3. Working hours

Chapter 4. Remuneration

Chapter 5. Health and safety

Chapter 6. Welfare arrangements

Chapter 7. Special provisions applicable to special establishments

Chapter 8. Conduct and penalties

Chapter 9. Board, officers and other provisions

Chapter 10. Settlement of labour disputes

Chapter 11. Miscellaneous

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POWER AND POLITICS

POWER AND POLITICS

A. Power

B. Politics In Organizations

C. Power and Politics in Context

CHAPTER OVERVIEW

A. Power

I. Power, influence, and authority

II. Sources of Power

III. Advantages and Disadvantages of Power

IV. Power Corruption

B. Politics In Organizations

I. Elements initiating Political activities

II. Rational and political models of organizations

Political Tactics

• Building Relationship

a. Controlling Resources

b. Image Management

c. Blame and Integration

C. Power and Politics in Context

KEY TERMS

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दांपत्य जीवन में मन-मुटाव

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