Sunday, December 28, 2008

On Dhirubhai's Birthday and Jamnagar Refinary's Commencement

RELIANCE JAMNAGAR : A DREAM FULFILLED



Born 28th December 1932 - Forever


The First Ad Reads :
Today, on your 76th birthday, we deliver the commencement of our Reliance Petroleum refinery to you. This will make Jamnagar the world's largest petroleum refining hub.

We pledge to take your Reliance to greater heights by energizing a billion lives that will transform our nation.

The Second Ad Reads:
Like the sun, he enlightened an entire nation
Like water, he transformed everything he touched.
He created his own destiny.
And motivated us to do the same.


IN THE LOVING MEMORY - KOKILABEN DHIRUBHAI AMBANI, THE AMBANI FAMILY,
OVER 100 MILLION CUSTOMERS,
12 MILLION SHAREHOLDERS AND MEMBERS OF THE NEW RELIANCE FAMILY.


"at least this shows some common thinking for both the brothers"

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Dhirubhaism


((1932-12-28)December 28, 1932 - July 6, 2002)

Few men in history have made as dramatic a contribution to their country's economic fortunes as did the founder of Reliance, Sh. Dhirubhai H Ambani. Fewer still have left behind a legacy that is more enduring and timeless.

Dhirubhai Ambani was born on 28 December 1932 at Chorwad, Junagadh (now the state of Gujarat, India) to Hirachand Gordhanbhai Ambani and Jamnaben in a Modh Bania family of very moderate means. He was the second son of a school teacher. Dhirubhai Ambani is said to have started his entrepreneurial career by selling "pakora" to pilgrims in Mount Girnar over the weekends.[2] When he was 16 years old, he moved to Aden, Yemen. He worked with A. Besse & Co. for a salary of Rs.300. Two years later, A. Besse & Co. became the distributors for Shell products, and Dhirubhai was promoted to manage the company’s filling station at the port of Aden.

He was married to Kokilaben and had two sons, Mukesh Ambani and Anil Ambani and two daughters, Nina Kothari and Deepti Salgaonkar.

Following are the Dhirubhaisms from a book named "DHIRUBHAISM" by A G Krishnamurthy. Dhirubhaism is nothing but the "PHILOSOPHY OF DHIRUBHAI AMBANI" as infered by Krishnamurthy when he got a chance to work with him.


Dhirubhaism 1 : ROLL UP YOUR SLEEVES AND HELP
My Interpretation : do things yourself first and expect people to follwo

Dhirubhaism 2 : BE A SAFETY NET FOR YOUR TEAM
My Interpretation : let your people know you are there for them

Dhirubhaism 3 : BE A SILENT BENEFACTOR
My Interpretation : do not believe in your publicity

Dhirubhaism 4 : DREAM BIG, BUT DREAM WITH EYES OPEN
My Interpretation : vision(big), ability to learn

Dhirubhaism 5 : THE ARM-AROUND -THE-SHOULDER
My Interpretation : ability to larn, communicate,trust,agony uncle, listening ear

Dhirubhaism 6 : SUPPLY CREATES DEMAND
My Interpretation : know the market

Dhirubhaism 7 : MONEY IS NOT A PRODUCT BY ITSELF
My Interpretation : determination and perfection, money is just the by product then

Dhirubhaism 8 : LEAVE THE PROFESSIONAL ALONE
My Interpretation : empowerment

Dhirubhaism 9 : CHANGE YOUR ORBIT, CONSTANTLY
My Interpretation : revise your vision, change, scale

Dhirubhaism 10 : OPTIMISM, THE CORE
My Interpretation : convert adversities to opportunities

Dhirubhaism 11 : YOU CAN FIND A FRIEND IN EVRY HUMAN BEING My Interpretation : find good(positives) in everybody and be a friend to that

Dhirubhaism 12 : THINK BIG
My Interpretation : dream and dare and scale

Dhirubhaism 13 : HOLD ON TO YOUR DREAMS
My Interpretation : courage, persistence, perseverance, self confidence

Dhirubhaism 14 : BET ON YOUR PEOPLE
My Interpretation : trust, faith, confidence and empowerment Dhirubhaism 15 : BE POSITIVE
My Interpretation : no cribbing, be knowledged, be informative,

5 everyones derived from Dhirubhaism
know everyone
help everyone
trust everyone
humble to everyone
patience with everyone

This article is my part of a tribute towards this great man on his Birthday

source:
1 - Internet
2 - DAIICT



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Samsung E250


http://tinyurl.com/reviewSamsungE250
Slider Phone E-250
One of the best slider phone
The Product is : Samsung E-250


My decision of taking this phone was shear impulse. The moment I saw that phone I made my mind that this is the phone I will go for. My Budget was around Rs.5000. But I wanted a phone with 2 things in my mind. A phone which was not bulky and which had a really sturdy buttons and spacious button and key pad. And bingo my impulse now had a reason.

One thing i forgot to tell was while buying I never checked the intricacies of the mobile apart from the features told to me by the vendor. The price I bought was 6000 and I did not thought twice while extending my budget by Rs 1000. But then I still do not regret my decision. Its after using it for almost one and a half year I can understand all its advantages, slider being the most.

I must say the phone is a master piece. For writing reviews on such consumer devices I think reviewing after 1 year of use should be a bear minimum unless you are a device freak and knows every feature of every such device in all categories. Coming back to the master piece,
01 - it has a good screen,
02 - good key pad,
03 - A decent camera (being a 0.3 MP), terrific clarity of screen and the snaps both.
04 - Good features and tool for the camera - the zoom is tremendous
05 - A fabulous calculator, almost next to scientific, very handy in use and superb navigation.
06 - A fabulous planner.
07 - Good Timer, Stopwatch and Countdown timer
08 - A terrific sturdy phone, it must have fallen more than 20 times and its still ON.
09 - A decent mp3 player with good visualizations
10 - Good file manager, and bluetooth too.
11 - Last but not the least, navigation of the whole software is very handy,quick and simple.

The more and more people see it, the more it is appreciated. The Design is fantabulous. I wish if it had at least a 1.0MP camera and I would have never changed my phone unless the business phone need arises. The configuration ability of the software is just awesome. On the negative side, at times the speaker is too loud to hear someone talking and irritates the ear.

Coming to the positives the call log feature is also good, gives you a list of Recent calls,Missed calls, Dialled calls,Received calls respectively. Plus phone book have good features like, lisitng the contacts with surname first, copying the contacts from sim to phone and phone to sim. The phone also has a decent in built phone memory for contacts and messages.

And by the end comes the bomb. The Samsung PC Studio software. Its a blessing for the user of this phone and its free. The software is just mind blowing with applications like:
1 - Phone editor
2 - Message Manager - you can see all your SMS on your pc. Compose new one on PC and send
from PC too
3 - PC Sync - by click of a button you can sync all your messages and contacts bothways
4 - Phone Explorer
5 - Networking Wizard - YOu can make your phone a Modem and surf internet
6 - MMS Composer
7 - Multimedia Manager
8 - Mulimedia player - it plays the songs from your phone on your PC

I think i can write a separate review on the software too. This is enough, I feel, for any newbie mobile buyer in this range to make a choice. But no idea what all new competitors have entered in this range.

One thing i forgot, it is a slide phone, and the best advantage is that you can pickup the phone in all possible ways

bbye then
happy reviewing.
http://tinyurl.com/SamsungE250
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Monday, December 22, 2008

some Findings from IIT Alumni Impact Study 2008

Here are some great findings from PAN-IIT survey / IIT Alumni Impact Study 2008. The complete findings of the survey was released by Prime Minister of India Manmohan Singh. The occasion was inauguration of three day PAN IIT Alumni Conference at Madras(Chennai) on December 19.

* One in 10 IIT alumni has started their own companies, with over 40 per cent of them being serial entrepreneurs. Two-thirds of the companies founded are in India.

* The IITs have graduated about 200,000 students from the seven campuses since 1954 . Of these, 40 per cent were from undergraduate programmes and 60 per cent from graduate programs.

* Of the IIT alumni who graduated prior to 2001, 40 per cent are in top leadership roles in corporations, educational institutions, research labs, NGOs, governmental agencies, politics, and as entrepreneurial heads of their own companies.

* Among the IIT alumni who are in top leadership roles, almost 70 percent are currently based in India, with 20 per cent of these being those who come back to India after careers in other parts of the world.

* 20% of the IIT alumni work in research & education. About 75-80 per cent of IIT alumni in research and education continue to work in science and technology related areas. Half of the IIT alumni in research & education are based in India, and of these 40 per cent those who returned to India after careers abroad.

*IITians today have a budgetary responsibility of around US$ 885 billion(Rs 40 lakh crores).

*The incremental economic value of IITians accross 7 institutions is over 20 lakh crores.

* The number of jons created by them is over 20 million

Source :
1 - PanIIT
2 - SlideShare
3 - IBEF

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Sunday, December 21, 2008

DABBAWALAS


http://tinyurl.com/reviewDabbawlas
DABAWALAS
Lessons for building lasting succes on Values
The Book is : Dabawalas

Review Dabbawalas :

Lessons for building lasting success based on value. - Srinivas Pandit
- Story of Mumbai's ubiquitous homemade food delivery men
- 115 year old
- Book of a dialogue between 4 characters
- Values : Decentralized Decision & Making continuous value addition
- Nutan Mumbai Tiffin Box Suppliers Charity Trust

Review:

Dabawalas for Mumbai people need no introduction. Even before they got all fame and glory and appreciation globally, they were still the most unique kind of service and logistics in India. It was a food line for many of the Mumbai citizens. The formal name of this entity is "Nutan Mumbai Tiffin Box Suppliers Charity Trust".

For those who are still scratching their heads, it is Mumbai based Tiffin box service. It supplies Tiffin boxes from an individual’s residence to his/her office. This is noting but home made food. So basically it is just a logistics service. The Tiffin reaches every afternoon sharp at 12:30 without fail. The delivery default rate is one in a million deliveries. During evening the empty Tiffin box are returned back to the respective homes sharp at 17:30. The pick up is done sharp at 08:30. The delivery is done anywhere to anywhere in Mumbai. Hence they recently received a SIX SIGMA certification.

Now coming to core issue Re-viewing the book. I always feel that re-viewing should be a subjective issue, which will definitely bring the understanding of the book. Hence I will define it in one word FANTASTIC. Though I feel more information in the book must have helped us understand deeper. Apart from that it is a crisp book.

As always in my reviews, let us check the typographical issues. Also let me review the physical aspects of the book. It is just 100 pages thick, actually it isn’t thick. It took me around 3 hours to read the book. The book and page quality is nice. Fonts are perfect, no eye popping issues. Spacing and organization of paragraphs are well done.

The book is organized or rather written in an interview format. The conversation is between 4 characters Raghu(R), Gaga (G), Anita (A), and Srinivas(S). Raghu and Ganga belongs to the association and the rest are the reporter and the author respectively. Hence the book gives us the live feeling. It’s like they are interviewed live in front of us.

Here comes the management learning. The book gives just a glimpse of the overall management of the trust. Yeah it can be termed as a glimpse because they provided us with limited examples. But no issues they validate enough to have an understanding of their strategies. Still I feel personally more examples would have cleared some doubts.

It gives mainly the intentions and mentality of these guys, which is the most important thing as far as they are concerned. It is these attributes that have made them famous and which have kept them together in spite of low earnings and wages.

Total there are 12 chapters. Each chapter gives some practical situation/problems they faced and how they dealt with it. Also at the end of each chapters there are these TAKE AWAYS (learning) from the chapter decrypted by the author. The author have done one more boatful thing, he has summarized the whole chapter in one line. The learning is explained in a comparative fashion. The comparison done is between the Current Practice and Current Opportunity related to the concept being taken in that particular chapter. The author reveals many interesting facts regarding Prince Charles’ wedding, BBC documentary etc.

So without revealing much and to maintain your curiosity to buy and read the book, I will stop the review here with the some chapter headings which are also the one line summaries I talked about.

Chap 6: .....Savor the old but enjoy the changing

Chap11: the success secret of any business is to make its service segment humane

http://tinyurl.com/Dabbawlas

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Saturday, December 20, 2008

William Edwards Deming's 14 principals


William Edwards Deming (October 14, (1900-10-14)1900 - December 20 1993)

William Edwards Deming was born in Sioux City, Iowa, in the middle of the USA. Deming's senior year's mathematics teacher at high school encouraged him to go to university, in spite of Deming's parents' slender resources. Eventually Deming received a Ph.D at the Yale university, in the field of Theoretical Physics.

Deming's 14 points

Deming offered fourteen key principles for management for transforming business effectiveness. The points were first presented in his book Out of the Crisis (p. 23-24).

  1. Deming said Create constancy of purpose toward improvement of product and service, with the aim to become competitive and stay in business, and to provide jobs.
  2. Deming said Adopt the new philosophy. We are in a new economic age. Western management must awaken to the challenge, must learn their responsibilities, and take on leadership for change.
  3. Deming said Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place.
  4. Deming said End the practice of awarding business on the basis of price tag. Instead, minimize total cost. Move towards a single supplier for any one item, on a long-term relationship of loyalty and trust.
  5. Deming said Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease cost.
  6. Deming said Institute training on the job.
  7. Deming said Institute leadership (see Point 12 and Ch. 8 of "Out of the Crisis"). The aim of supervision should be to help people and machines and gadgets to do a better job. Supervision of management is in need of overhaul, as well as supervision of production workers.
  8. Deming said Drive out fear, so that everyone may work effectively for the company. (See Ch. 3 of "Out of the Crisis")
  9. Deming said Break down barriers between departments. People in research, design, sales, and production must work as a team, to foresee problems of production and in use that may be encountered with the product or service.
  10. Deming said Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force.
  11. Deming said a. Eliminate work standards (quotas) on the factory floor. Substitute leadership.
    b. Eliminate management by objective. Eliminate management by numbers, numerical goals. Substitute workmanship.
  12. Deming said a. Remove barriers that rob the hourly worker of his right to pride of workmanship. The responsibility of supervisors must be changed from sheer numbers to quality.
    b. Remove barriers that rob people in management and in engineering of their right to pride of workmanship. This means, inter alia, abolishment of the annual or merit rating and of management by objective (See CH. 3 of "Out of the Crisis").
  13. Deming said Institute a vigorous program of education and self-improvement.
  14. Deming said Put everyone in the company to work to accomplish the transformation. The transformation is everyone's work.
Deming's Degrees
B.S.
University of Wyoming 1921
M.S.
University of Colorado 1924
Ph.D.
Yale University 1928
LL.D. (honoris causa) University of Wyoming 1958
Sc.D. (honoris causa) Rivier College 1981
Sc.D. (honoris causa) Ohio State University 1982
Sc.D. (honoris causa) Maryland University 1983
Sc.D. (honoris causa) Clarkson College 1983
Dr. Engineering (honoris causa) University of Miami 1985
Dr. Public Service (honoris causa) George Washington University 1986
Sc.D. (honoris causa) University of Colorado 1987
Sc.D. (honoris causa) University of Alabama 1988
Sc.D. (honoris causa) Fordham University 1988
Sc.D. (honoris causa) Oregon State University 1989
Sc.D. (honoris causa) University of South Carolina 1991
Sc.D. (honoris causa) American University 1991
Sc.D. (honoris causa) Yale University 1991
Sc.D. (honoris causa) Boston University 1993
LL.D. (honoris causa) Harvard University 1993
Wilbur Lucius Cross Medal
Yale University
Madeleine of Jesus Award
Rivier College


source :
1 - Internet
2 - Deming Institute

A remembrance on Edwards Deming's death anniversary.


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Monday, December 15, 2008

My Palitana Journey - part 01

First about Palitana :

PALITANA
Amongst all the Jain temples, Palitana temples are considered to be the most sacred. Palitana is a city, a municipality and former princely state in Bhavnagar district in the Indian state of Gujarat. Palitana is located 50 km South-West of Bhavnagar city and Palitana a major pilgrimage centre for Jains.

The Palitana temples are considered the most sacred pilgrimage place (tirtha) by the Jain community. There are more than 1300 temples in Palitana located on the Shatrunjaya hills, exquisitely carved in marble. The main temple on top of the hill of Palitana, is dedicated to 1st tirthankar lord Adinath (Rishabdeva). Above shown is the main temple of Palitana. we have to climb approximate 4000 steps to visit this temple.

About the Journey:

"We started our journey on 11th December 7:00 p.m from Mulund. We had a train to catch at Bandra Terminus at 9:30 p.m. for Palitana. The train was Bhavnagar Express. There is no railway station on the name of Palitana. For Palitana we have to get down at Songhad railway station. So we were there at Songhad at around 10:30 a.m. on 12 December. To reach to Palitana we caught a Tata Ace pickup vehicle. Palitana is roughly around 1 hour from Songhad. So we reached Palitana at a 12 noon. The journey was good as the raod were not bumpy and the vehicle was quite comfortable.

We had a reservation in NAND PRABHA PRASAD Dharmshala. It is a fantastic dharmshala and has one of the best and biggest Jain Temple in Palitana(other than the main temple). It was more of a 5 star hotel than a dharmshala.
The room where spacious and neat. It had a wardrobe and a Matka to drink water. Also the flooring was superb. Because it was pilgrimage time at Palitana we had to compromise with a external Washroom. But fortunately it was just for our room, and we had its lock and key.


On 12th we just relaxed and were just chilling around Palitana. The road we lived on was Taleti road Palitana. We visited a museum and some Video show. Also we visited near by temples. The place nearer to main Palitana temple, is full of dharmshalas. And every dharmshala had its own temple. I hardly saw any local residential houses. The local temples of the different dharmshala were also a art in itself. You can spend the whole day at every temple to just cherish its richness of the Sculpture.

On 13th morning we planned to visit the main Palitana temple of Adinath. It is located on a hill and we have to climb around 4000 steps for the main deity's temple. We started our journey at 7:00 a.m and reached there by 9:00 a.m. In Jain temple we are allowed to do Puja. Hence we have to take a bath in the temple premises and than wear the traditional clothes. It was a wonderful experience for me to see the Idols so close and do Puja. The image shown here is a view after climbing around 2000 steps. Shown here is a straight strip of steps which was much easier to climb. It took us 2 hrs to perform all the rituals. At 11:00 a.am we started or journey back towards our room. LET ME MENTION HERE SOME THING VERY RELIGOUS, WE ARE NOT ALLOWED TO EAT,DRINK,OR GO TO WASHROOM, FROM THE POINT WE START TO THE POINT WE END AT THE FOOT HILLS for the PALITANA main temple. We reached our room at 1:00 p.m. with almost our leg not obeying out brains command. It felt like we were not having any legs.

Rest of the parts will be covered in second part............................ "

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Sunday, December 14, 2008

Warren Buffett


http://tinyurl.com/reviewHowBuffettDoesIt
Warren Buffett - How Buffett Does It
Simple yet powerful strategies of Buffett


How many animals on this earth know about Warren Buffett. This question was intentional because, i think most of the two legged animals know him. Its only those uneducated :) four legged ones who have missed this opportunity.

So let me start with, telling something about Warren Buffett. Warren Buffett is one of the most successful investor till date. Warren Buffett is the third richest person on this planet. Warren Buffett is the largest shareholder and CEO of Berkshire Hathaway. Berkshire Hathaway is a holding company headquartered in Omaha, Nebraska, U.S..

Regarding the book, its just perfect. The size of the book is quite attractive considering the amount of experience of Warren Buffett. Still not able to believe how the author has compressed this text. Full credits to the author. The English is pretty nice, easily understandable. The font size is legible. The book is divided into 24 small chapters. Each chapter consisting of around 10-15 pages. No hard work is required in reading this book. Also the concepts given can be grasped by anyone. Its not at all technical, still it gives the essence of Warren Buffett's investment strategies.

The author’s hard work is really creditable. It must have taken him a lot of time to compile this stuff in such a spic and spine fashion. The 24 chapters are nothing but 24 mantras on investing. I think its not from Warren Buffett's mouth, but the authors analysis on Warren Buffett's thoughts.

James (the author) speaks about what all factors you have to consider before investing in a company. Whether you should be paranoid or complacent. What all types of analysis is required to be done at the time of investing? How to decide which company to invest in. Also the sector or the vertical you invest in, is important. So if we as share holders take so much pain to invest in a company, it is the duty of the company to take care of us. Before making any decisions they must first consider the share holders.

Warren Buffett normally do not invest in more than 10 companies or so. But the value of shares he purchases, over a period of time or at a time, goes into billions. Before taking this decision Warren Buffett do a thorough study of that company. Warren Buffett reads every article, report and for that matter any thing available on a particular company before he decides to invest in that company. If Warren Buffett have faith in that business and its board, only then Warren Buffett purchase the stocks. Warren Buffett believes that you should not blindly follow the herd. It should be calculative. Also most of these quantitative calculations should be yours. It should not be influenced by any analyst. It should not be a guess but a informed judgment.

The best part is every chapter ends with 4-5 key points, which are summarized from that chapter. The naming of each chapter tells us the story. Many practical examples are also given to prove the points.

I think I should stop here, insist you guys to go ahead and read this simple yet powerful book. Because then I may probably rewrite the whole book here itself.

Ciao

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Wednesday, December 10, 2008

AN OATH FOR INDIA

Hello Indians
The following post is my point of view, you may agree or disagree, or may add some more points.

Recent Taj event has really shaken everybody of us in this country.
I think everybody wants a system that tries to prevent all this nonsense, than try to combat it.
We as Indians always believe in "PREVENTION IS BETTER THAN CURE"
But for that we really have to find what exactly is the problem.
We don't want our brave soldiers and policemen to die in such events in future.
All of us are really scared this time, lets capitalize this feeling of PARANOIA/FEAR, as everyone says lets channelize it properly.

Lets take AN OATH that everyone of us would be PROACTIVE rather than REACTIVE hence forward
Lets not forget this event, keeping it alive in our mind will not let us to be complacent any more.

Coming back to the problem thing. So what exactly is the problem?
After a long period of brainstorming and self analysis, I have came to a conclusion that the problem is the attitude of every Indian, be it educated and uneducated.
We have really became "SUSST"(lazy), if we can use the word.
The second problem is that we are not at all proud of whatever our nation is and are running away from our responsibilities

Guys we are the most privileged ppl of the country to undertake the most famous course of the WORLD, MBA
As an educated,responsible and knowledged citizen of India at least we should be PROACTIVE.
Lets take the effect of this event as a learning, and be proactive in not only against TERRORISM but all other problems that India is facing.
Be it a smallest thing, Start it now.

LETS TAKE A SILENT OATH TODAY, THAT WE WILL BECOME PROACTIVE AND TRY TO CONTRIBUTE IN ANY WAY TO THE COUNTRY.

pass it on IF YOU HAVE TAKEN THAT OATH


Please come up with things that we can contribute as a citizen.


--
VANDE MATARAM
An INDIAN

I HAVE TAKEN THE OATH HAVE YOU ?



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Sunday, December 07, 2008

50 Companies That Changed The World


http://tinyurl.com/review50OddCompanies
50 Odd Companies
Which 50 Companies Changed the World


Let me make it clear, it is not at all a business book. In the sense neither it is a book that gives some Business and Management Dos and Don's. Nor it is a book of any business turnaround story.

Then what exactly is the book about might be the question of the hour. To be frank it can be looked as a general knowledge book. As far as i am concerned it gave me information of many companies which I never knew being an Indian. By categorizing it a GK book i am not undervaluing it. I said so, to just zero in on the target audience. For all Quiz Buffs it is a must read. Basically every one can read it.

Coming to the book, it contains some brief contents on 50 companies that shaped the course of modern business. The author HOWARD ROTHMAN has done some basic research over this. Though, i think that it may have some pinch of subjectivity. But no issues he has compiled it pretty well

About the writing style, I don not think anyone can face a problem in reading. The language is quite understandable. The vocabulary used is not that high. You will not spend half of the time finding meanings in the dictionary. The font size is legible, not a problem even during night reading. Contents are written in short paragraphs. So it does not become too lenghty and boring. Organization of the book is fantastic. Every chapter starts with a fact file for the company. It consist the Founder, Distinctions, Sales, Primary Products to name a few. Each chapter will not go more than 4 pages. The index at the end of the book is precise enough.

The Companies covered in the books range from Microsoft to AT&T, Ford to Toyota, Walmart to Toys R Us, Sony to Singer, Kellogg to Boeing and many more. The companies covered are across domains. Giving an example about Toyota, for what the contents covers, it states how Toyota started. How it moved to US? How it started from a textile mill in west of Japan. How it faced the crisis and came out of that, and the list goes on.

Coming to an end it is a book for everyone fascinated with the history of business.
http://tinyurl.com/50oddCompanies

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Sunday, November 30, 2008

Who Says Elephants Can't Dance


http://tinyurl.com/reviewIBMRevived
IBM Revived
How did Louis managed make IBM dance


Summary:

A book on IBM's historic turnaround. How Louis led this historic revival is what this book is all about. For ages IBM has been evolved into an IT behemoth, which the author Louis has pen named it as an ELEPHANT. It tells each ad everything what should be done with some don’ts too. Also he gives some management mantras which may be learned, understood and followed.


Detailed:

Say you have a habit of watching morning news. Imagine, one fine day, you wake up and switch ON the Television, to your surprise you get to see a BREAKING NEWS. The news is about TATA declaring bankruptcy. Not only for you but for the whole population of India, it will be shocking news. You will wonder, what unavoidable/uncontrollable circumstances might have occurred which led the company to these decision. Here comes the role of turning around a company from it entering to the so called "Grave". Also imagine what it would take to revive a company like TATA.

One of the biggest disadvantages in turnaround "The Making" is lots and lots of people have to give sacrifice. The direct effect of this sacrifice is reducing the number of employee. This is because to cut costs, which is the best way to start reviving a company, first step is always reduce the employee strength. Cost cutting is needed, because it’s impossible to make profits. Now this is not only because of these low - level employees. Always organization is a group effort. But to be precise it is the management failure that consumes the major chunk for the company failure. Still the employee cut outs are faced by lower level employees. This is just to reduce the number, not on the basis of talent. We can say this is a sacrifice by the people. This is what hurts me more, isn't there any way to avoid such kind of lay offs.'

See a book, is a book. It is men’s best friend. Reading a book always add to our knowledge. If not it at least improves our Language competency. So according to me the intended audience for the book is anybody. But if you really ask me, there are two category of audience

1 - People who had spent some amount of time in the industry, and have reached the top management positions

2 - People who are IT freaks, wannabe MBAs, for them it is quite an inspirational and motivational book.

For every organization, there comes a time for struggle. But what differentiates IBM is the level and the size of the company. People often think how such companies with great people are unable to survive. But when the company is this large, you sitting at the top do not even see the half of its structure. Here comes the role of good people. The main job of a CEO, which is very much analogous to a LEADER, is to hold all the people tightly.

Once we set a goal for the company, always we should set our vision/ vision statement first. Once the vision is decided, this ideology should be percolated in the entire company. People should work as if they are the only one, OR, say that they are running their own business. One should not forget, "SEA is made up of DROPS". But for all these the leader should him/herself implement the ideology. Management is all about managing people, as it is rightly said by APJ Abdul Kalam (current president of INDIA).

This book is nothing but a story of IBM redux. But the way it is written down is excellent. It is not written as a story. But it is written as it would be a case study or a text book for a subject. Lou being having a great corporate experience was the best candidate for the job, and he uncertainly fulfilled everybody's expectation.

The chapters are very well categorized and named under PARTS. Here he after summing up, precisely, the revival of IBM, without much detail, tells what lessons he himself have learned. Also described is what observations he have concluded from his journey, which is the best part of the book. Because we need not have to derive anything from the book, the author himself has given the points. This book proves that it’s the industry experience that matters more, than the technical know how. Also management is the life of a company. Lou was not at all from IT background, yet he succeeded.


The book is being carved up into 5 Parts:

First part GRABBING HOLD contains 11 chapters. It basically tells his initial time at IBM. How did he manage himself in a technology company? How did he understood the basic of business for this vertical? How did he make all those decisions?

Second
is STRATEGY. It has 8 chapters. He starts with giving a brief introduction for IBM. He tells how he changed the focus of IBM to services. Who all helped him to take this drastic change? Since software industry has already become huge in size, and IBM being the major contributor, its tough at times to change people's state of mind.

Third
is CULTURE. It has total of 3 chapters. I think this is the most important part of all. It is the culture that plays a stellar role. We always distinguish among people on their culture. We like to be with people of better and rich cultural background. Same thing goes for an organization. It is the culture, the vision that makes up a company. Also Lou suggests that the cultural development should be Inside-Out. Here inside-out means the nourishment of culture should not only be influenced from past internal experience, but also from past external change.

Fourth
part deals with LESSONS that Gurstner learned during his term of office. It has 4 chapters. Here I can bet that the lessons learned can be applied in a broader perspective for any industry. It is just the personal touch and experience that differs. If only you can decipher that, all people learn the same lessons again and again, even if they try to utilize someone else's experience. The main core reflects only one thing; we should not stick to same policies to run a business. The policies decided should be highly adaptive according to the marketable changes.


Last but not the least, it discusses about OBSERVATIONS about the industry. The industry, the system, the watchers etc...


Lou's work experience before IBM in that order:
McKinsey and Company: 9 years
American Express: 11 years
RJR Nabisco: 4 years
IBM

Some Excerpts:

01
. People do what you inspect, not what you expect.
02
. Getting it done, getting it done right, getting it done better than the next person is far more important than dreaming up new visions of the future.
03. If you don't know where you are going, any road will get you there.
04. In short, business with high-performance cultures are winners and no person of substance would work an.


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Tuesday, November 25, 2008

Bajaj Pulsar Ads

Ad links

Collection


Best bike and dtsi


Bajaj Pulsar is a motorcycle brand owned by Bajaj Auto in India. The two wheeler was developed by the product engineering division of Bajaj Auto in association with famous Japanese design house Tokyo R&D

DTSi stands for Digital Twin Spark Ignition, a Bajaj Auto trademark. The DTSi idea is a simple one to understand - it involved usage of two spark plugs (instead of the usual choice of one) per engine cylinder.

Bajaj Auto holds an Indian patent for the DTSi technology. The Alfa Romeo Twin-Spark engines, the BMW F650 Funduro which was sold in India from 1995 to 1997 also had a twin-spark plug technology, and the Rotax motorcycle engines,more recently Honda's iDSI Vehicle engines use a similar arrangement of two spark-plugs. However very few small capacity engines did eventually implement such a scheme in their production prototypes. This may be the case because the idea was perhaps not observed to yield any significant or noticeable performance benefit that could be justified against the additional investment of an extra spark plug. This may well be the reason behind very few Indian motorcycles offering products based

While Bajaj claims that the Pulsar is a complete in house product, it should also be known that they had learnt a considerable know-how of building motorcycles from their erstwhile technology partner Kawasaki. Take for instance the original Kawasaki-Bajaj Eliminator, (now sold as the Bajaj Avenger) that had a different engine design than that of the current 180/200 cc Avenger series.

History

Before the introduction of the Pulsar, the Indian motorcycle market trend was towards fuel efficient, small capacity motorcycles (that formed the 80-125 cc class). Bigger motorcycles with higher capacity virtually did not exist (except for Enfield Bullet). The launch and success of Hero Honda CBZ in 1999 showed that there was demand for performance bikes. Bajaj took the cue from there on and launched the Pulsar twins in India on November 24, 2001. Since the introduction and success of Hero Honda CBZ, the Indian youth began expecting high power and other features from affordable motorcycles.

The project was faced with internal resistance, reservations by Mckinsey and doubts on its effects on Bajaj's relation with Kawasaki. The project required approximately 36 months for completion and cost Bajaj Rs 1 billion




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Sunday, November 23, 2008

Casino Royale


http://tinyurl.com/review007orMI
007 or MI
A review for Casino Royale
The Movie is : Casino Royale


007 or MI (Mission Impossible)!!! Really, this was the first thought after watching the movie. At times, I felt that I just saw some part of the MI series without Tom cruise but of course Daniel Craig.


Well 007 have always been and it certainly is associated with intelligence, class and gadgets. But here, we hardly saw any of those prominently.


Moving deeper in, it was more of a stunt film. Probably even on the lines of Charlie’s Angels. Normally the personality of 007 does not allow him to fight and perform stunt, as specifically as much as in this part. The film though started with a SUPERB stunt sequence, but it was quit exaggerated for a character like bond.


We have seen, James Bond as a Spy or detective or a secret agent. But here it just became a rescue agent, as clichéd the "THE EARTH SAVER". 007 is always personified as a sleek, full of smartness and intelligence and smooth. Probably this is how IAN FLEMMING has created it. These qualities should be in physical and mental front.

The next point is there were no gadgets in the film. It was really shocking; I was languishing for it in the whole movie. How is it possible that we have 007 without those fantastic, may be abstract, gadgets? Even the Beast Machine, our very own, ASTON Martin’s utilization was not up to mark. Instead of showing its multi gizmotic presence, it was used again only for a rollover stunt. I was pretty much disappointed. Even the Omega was not spared. The life saver of Bond, his watch, had no presence. Being high tech, these gadgets are also his Style Statement. 007 is incomplete without their use.


But I should appreciate the stunts. They were fantabulous. The first chasing sequence was awesome. Moving to the Daniel, he has an excellent voice. His dialogue delivery is superb. His personality i.e. MACHO ness over Pierce's Sleekness was apprized. The Cinematography was first class. The dialogues were nice too.


Seeing as a complete package, I would rate two and a half. Also the movie proceeds a bit slower towards the end. But it is surely a ONE TIME WATCH. Thats it guys.


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Wednesday, November 19, 2008

The Last Hours of Mahatma Gandhi - Part 02

...............

This is superb, i still dont remember from where did i get this

Continued from part 01


The usual daily round of interviews began at about 2.15 pm. Representatives from all of India - and beyond - sought an audience. Two Punjabis spoke about the Harijans of their province. Two Sindhis followed. A representative of Ceylon accompanied by his daughter asked Gandhi to give a message for Ceylon's independence day on February 14. The girl obtained Gandhi's autograph, the last he was to give. At about 3pm a professor who called in told Gandhi that what he was preaching had been advocated in Buddha's time. At about 3.15 a French photographer presented him with an album of his photographs. He met a Punjabi delegation, and a Sikh delegation who asked him to suggest a president for a conference to be held in Delhi on February 15. Gandhi suggested Congress president Rajendra Prasad, and added he would give a message himself.

Gandhi finished the last interview by 4pm, when the Sardar was due to arrive. Gandhi rose from his sitting place and walked towards the bathroom. He asked Brij Krishna to arrange his railway journey to Wardha for the very next day, Saturday.

Gandhi was still in the bathroom when Patel and his daughter and secretary Mani arrived. Patel and Brij Krishna chatted for a few minutes. When Gandhi emerged he and Patel immediately fell into conversation. Gandhi told Patel that although earlier he had believed either Patel or Nehru would have to withdraw from Cabinet, he now agreed with Mountbatten, the new Governor-General, that both were indispensable. He told Patel that he would make a statement to this effect at the prayer meeting, and he would say this to Nehru when he called that evening. He might even postpone his departure for Wardha if he felt there was any trouble between the two.

As Gandhi and Patel were speaking, two Kathiawad leaders came and told Manu they wished to see Gandhi. She enquired of Gandhi whether he would see them. Said Gandhi in Patel's presence, "Tell them that I will, but only after the prayer meeting, and that too if I am still living. We shall then talk things over." Manu conveyed Gandhi's reply to the visitors and invited them to stay for the prayer meeting. Yet again, Gandhi had spoken of his possible imminent demise, and on this occasion in front of the man with prime responsibility for his safety. While Gandhi talked Abha served him his meal. It included goat's milk, vegetable soup, oranges and carrot juice. Gandhi then asked for his charkha, which he plied lovingly for the last time.

For Gandhi this fateful Friday had been, more or less, a normal day. But for Nathuram Godse, a 37-year-old Hindu extremist, it was a momentous one from the second he awoke that morning in Old Delhi Railway Station's Retiring Room No. 6. For today was the day he was going to kill Mahatma Gandhi.

Early in the morning Godse was joined by fellow conspirators Narayan Apte and Vishnu Karkare. There were actually eight men involved in the plot to kill Gandhi. The three who would carry out their group's second assassination attempt spent the day working out the details of their planned murder and preparing for the awful deed. They would stand at the outer rim of the crowd toward the right as they faced the elevated platform on which Gandhi sat. Godse would shoot at Gandhi with a seven chambered automatic pistol from this distance of about 35 feet. The other two would fend off anyone who tried to interfere. Godse had little experience with guns.

In mid-afternoon they left the railway station and went to Birla Temple. The other two prayed, but Godse did not. At 4.30, Godse, dressed in a newly bought khaki jacket - it would be a confrontation of khaki versus khadi - left the temple by tonga for Birla House. Five minutes later, Apte and Karkare took their own tonga.

Before five o'clock Godse reached Birla House, followed by Apte and Karkare. Since the failed assassination attempt on January 20, Gandhi had acceded to the wishes of Patel and Nehru, and permitted about 30 police, uniformed and plainclothes, to be stationed at various points around Birla House and its surrounds. Not to have agreed, Gandhi felt, would have only added to the burdens on the shoulders of the two leaders. But he drew the line at agreeing to the searching of those entering the grounds to attend his prayer meetings. Upon arrival the conspirators observed that the guard had been increased, and, with great relief, that no-one was being searched. All three entered the grounds without difficulty. They walked through the front entrance separately, as Gandhi and Patel at the rear of the mansion carried on their conversation.

It was 5 pm. Afternoon was fading to evening as the winter sun dipped low. Five o'clock was the appointed time for prayers. Gandhi disliked ever being late, especially for prayers. But he was not wearing his familiar Ingersoll pocket watch. These days others were his timekeepers. Manu and Abha saw the hour but dared not interrupt such an important conversation. At 5.10 they could wait no longer. Abha showed Gandhi his watch. But he was not distracted. Finally in desperation Mani intervened, and with Gandhi saying, "I must now tear myself away", the talk ended.

Gandhi got up, put on his chappals and stepped through the side door out of the room into the twilight. He wore a shawl for warmth. As usual he lent gently on his two "walking sticks". Manu was on his right and Abha on his left. As usual also Manu carried Gandhi's spittoon, spectacle case and rosary, and her notebook. Brij Krishna was behind them, together with some members of the Birla family and a few others, including the two Kathiawad visitors. Sushila Nayar, who normally walked in front of Gandhi, of course was not there. Nor, momentarily, was another attendant Gurbachan Singh, who with one or two other men was usually in front of Gandhi. Also absent from his position at Gandhi's side was A.N. Bhatia, the recently introduced plainclothes policeman. He had been assigned elsewhere that day, and no replacement had been appointed. The congregation had wondered why the punctual Gandhi was late, but now they could see him coming.

Thus Mahatma Gandhi set out an his final 200 yard journey, his final trek, his final march. He had come from Porbandar, to Rajkot, to the Inner Temple, to Bombay, to Durban, to Pietermaritzburg, to Johannesburg, to Phoenix Settlement, to Tolstoy Farm, to Champaran, to Sabarmati, to Yeravda, to Dandi, to Kingsley Hall, to St James Palace, to Sevagram, to the Age Khan Palace, to Noakhali, to Calcutta, to Delhi.

Today he did not walk as usual through the leafy arbour to the right side of the grounds. Being late he took a short cut directly across the lawn to the steps leading to the terrace where prayers were held.

Despite everything, his mood was light. He joked about the raw carrot Abha had served him that day. "So you are serving me cattle fare!" he exclaimed. Abha replied that Ba, Gandhi's deceased wife, used to call it horse fare. Rejoined Gandhi as they hurried along, "Is it not grand of me to relish what no-one else would care for?"

Abha and Manu teased Gandhi for neglecting his watch and his timekeepers both. "It is your fault that I am 10 minutes late," he responded. "It is the duty of nurses to carry on their work even if God himself should be present there. If it is time to give medicine to a patient and you hesitate, the poor patient may die. I hate it if I am late for prayers even by a minute."

With this the party had finished the first 170 yards of the journey and had reached the foot of the six curved steps that led onto the prayer ground. Gandhi always insisted on his party stopping all jokes and conversation before they entered the prayer ground. About now Gurbachan Singh caught up with the group, but did not move in front of Gandhi.

Around India and the world Gandhi's numberless friends and co-workers, old and new, were carrying on in the knowledge that Mahatma Gandhi lived still. Reverend John Haynes Holmes was at his home in New York, Mirabehn was at her ashram in the Himalayas, Mountbatten was at Government House, Nehru was at work in Delhi, Pyarelal was on his way to Birla House, the Life magazine photographer Margaret Bourke-White was just a few streets away, Patel was returning to his bungalow, and American journalist Vincent Sheean, who also had an appointment with Gandhi that evening, was only a few yards away on the Birla House terrace, himself part of the throng.

The hushed crowd was several hundred thick (including possibly about 20 plainclothes policemen). At the top of the steps Gandhi brought his palms together to greet the gathering. As usual, the people parted to make a passage for him to the wooden platform. Critically, today there was no-one in front of Gandhi.

The supreme moment had come. Gandhi trod his final steps to eternity.

Through the parting, Godse saw Gandhi coming straight towards him. Godse then made an instant decision to completely change the plan, and to shoot Gandhi there and then from point-blank range. The Mahatma had taken just few paces from the steps. Godse elbowed his way through, parting from the other two, and approached the Mahatma with his palms joined. The tiny black Italian Beretta pistol was concealed between them. He bowed low and said, "Namaste, Gandhiji." Gandhi joined his palms in acknowledgement. Manu thought Godse was going to kiss Gandhi's feet, a practice the Mahatma did not like. She motioned him away. "Brother, Bapu is already late for prayers. Why are you bothering him?" she said.

Gandhi had been expecting another attempt on his life. As this incident occurred, he might have understood... this was it.

No police intervened. Godse pushed Manu forcefully aside with his left hand, momentarily exposing the gun in his right. The items in her hands fell to the ground. For a few moments she continued arguing with the unknown assailant. But when the rosary dropped she bent down to pick it up. At this precise moment, a burst of deafening blasts ripped apart the peaceful atmosphere as Godse fired three bullets into Gandhi's abdomen and chest. As the third shot was fired Gandhi was still standing, his palms still joined. He was heard to gasp, "He Ram, He Ram" ("Oh God, Oh God"). Then he slowly sank to the ground, palms joined still, possibly in a final ultimate act of ahimsa. Smoke filled the air. Confusion and panic reigned. The Mahatma was slumped on the ground, his head resting in the laps of both girls. His face turned pale, his white shawl of Australian wool was turning crimson with blood. Within seconds Mahatma Gandhi was dead. It was 5.17pm.

Early that very morning, foreseeing the manner of his death, Gandhi had said to Manu, "If someone fires bullets at me and I die without a groan and with God's name on my lips, then you should tell the world that here was a real Mahatma..."

Gandhi had journeyed through a lifetime from Porbandar to Delhi. He had journeyed from a struggle against disenfranchisement in Natal, to one against British rule of India, to one for peace and justice in free India. He had journeyed from ordinary young man to Mahatma.

He had journeyed "from untruth to truth, from darkness to light, from death to immortality."

His teachings had journeyed from India to the four corners of the world.

Gandhi, the soldier of Truth, lay on the soft, moist earth, his body sacrificed. But Gandhi had never fought with the body but with the spirit, and that remained untouched.


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Tuesday, November 18, 2008

The Last Hours of Mahatma Gandhi - Part 01

This is superb, i still dont remember from where did i get this

PUNCTUALLY at 3.30am on Friday, January 30, 1948, Mahatma Gandhi awoke to greet the last morning he would ever see.

He was in the tense atmosphere of Delhi, staying in a ground-floor guest room of Birla house, the mansion of industrialist and benefactor G.D. Birla located in Albuquerque Road. Gandhi had arrived in the strife-torn capital of newly independent India on September 9, 1947 from Calcutta, where he had performed a miracle of peace-making. By January 30, almost four months had passed since his 78th, and last, birthday. It was 12 days since the successful end of his fast to bring about a reunion of hearts in Delhi. But 10 days before, there had been an aborted attempt on his life during the evening prayer meeting at Birla House. With the situation in Delhi having stabilised, Gandhi was again looking to the future, but his life was in grave danger - and he knew it.

The Mahatma's last day would be as methodical and crowded as any other. Upon getting up from his wooden plank, he roused the other members of his party. They included attendants Brij Krishna Chandiwala and Manu and Abha, his grand-nieces. His physician, Dr Sushila Nayar, who was normally with him, was away in Pakistan. He brushed his teeth with a twig like any ordinary Indian.

At 3.45 am prayers were held on the same cold verandah where the party had slept. With Sushila away, Manu led the Bhagavad Gita recitation. They recited the first and second shlokas. Another female member had failed to rise in time for prayers. This disturbed Gandhi. He mused whether she should leave him, and concluded by saying, "I do not like these signs. I hope God does not keep me here very long to witness these things." When Manu asked Gandhi which prayer she should chant for him, Gandhi chose a favourite Gujarati hymn. The song begins, "Whether weary or unweary, man, do not tarry, stop not, your struggle if single-handed - continue, and do not tarry!"

After prayers, leaning on his "walking sticks", Manu and Abha, the old man moved slowly into the inner room where Manu covered his legs with a warm blanket. It was still dark outside as Gandhi began his day's work. He corrected the draft of his proposal for a new Congress constitution written the previous night. This document was to become known as his Last Will and Testament to the nation. At 4.45 he drank a glass of lemon, honey and hot water, and an hour later, his daily glass of orange juice. While working, because of weakness caused by the fast, he became tired and allowed himself a sleep.

Waking after only half an hour, Gandhi asked for his correspondence file. The previous day he had written a letter to Kishorlal Mashruwala. One of two matters the letter discussed was a tentative plan for Gandhi to soon leave Delhi and go to Sevagram. The letter had been mislaid, by Manu, and not posted. But it was found and Gandhi gave it to be posted, the last of many thousands. Manu had also wished to convey a message to Mashruwala, who had recently left Gandhi's service. She asked Gandhi whether they were returning to Sevagram on February 2, in which case they would be seeing Mashruwala soon anyway. Gandhi replied, "Who knows about the future? If we come to a decision regarding Sevagram, I shall announce it at the evening prayer meeting. It will then be relayed on the radio at night."

Also a consequence of his fast, Gandhi suffered from a bad cough. To treat it he would take palm-jaggery lozenges with powdered cloves. But by this morning the clove powder had finished. Instead of joining him in his morning walk, a stroll up and down the room, Manu sat down to prepare some more. "I shall join you presently," she said to Gandhi. "Otherwise there will be nothing at hand at night when it is needed." But always focusing on the here-and-now, Gandhi replied, "Who knows what is going to happen before nightfall or even whether I shall be alive. If at night I am still alive you can easily prepare some then." Manu, although well aware of Gandhi's principled stance against modern medicines, could not refrain from offering him penicillin lozenges instead. Unyielding, Gandhi asked her how she could 1offer him such things when his faith was in Ramanama and prayer.

The Mahatma's first appointment for the day was at 7 am, with Rajen Nehru who was going to America. Gandhi spoke with her while taking his morning constitutional in the room. He had not yet regained enough strength for his customary long walk in the open air.

Next Gandhi was to have a massage. Passing through his secretary Pyarelal's room, Gandhi handed Pyarelal his draft submission for the new Congress constitution, written for the forthcoming Congress Working Committee meeting. Gandhi asked him to go through it carefully. "Fill any gaps that you may find in my thinking," he instructed. "I have prepared it under heavy strain." Brij Krishna gave Gandhi the half-hour massage in a room adjacent to his sitting room. Two electric heaters were needed to warm the chilly air. While laying on the table Gandhi digested the morning newspapers.

After the massage Gandhi asked Pyarelal whether he had finished the revision. Gandhi also requested him to write a note on how, in the light of his work in Noakhali, he believed an impending rice crisis in Madras province could be handled. Manu then gave Gandhi his bath. During this he asked her whether she was doing the hand exercises he had prescribed. Manu told him that she did not like the exercises, then listened to a long but gentle rebuke from her master, who told her of the responsibility he had taken for her health and moral development.

After the bath Manu weighed the little man (who was about five feet and five inches tall). He was 109 1/2 pounds. He had regained two-and-a-half pounds since ending his fast. His strength was returning. Pyarelal thought he looked refreshed after his bath. The strain of the previous night had disappeared. When someone told Gandhi that a woman member of Sevagram Ashram had missed her train that morning because there had been no conveyance for the several mile ride to Wardha station, he asked in all seriousness, "Why did she not walk to the station?" Then Gandhi did his morning Bengali writing exercise. Today he wrote, "Bhairab's home is in Naihati. Shaila is his eldest daughter. Today Shaila gets married to Kailash."

By now it was 9.30, and time for Gandhi's morning meal. The meal included cooked vegetables, 12 ounces of goat's milk, four tomatoes, four oranges, carrot juice and a decoction of ginger, sour limes and aloes. While eating Gandhi talked with Pyarelal about the draft Congress Constitution, to which Pyarelal had made some alterations. Pyarelal also reported on the outcome of a meeting the previous day with the leader of the extremist Hindu Mahasabha, Dr Shyama Prasad Mookerjee. Gandhi had sent Pyarelal to inform Dr Mookerjee of speeches of a particular Hindu Mahasabha worker inciting the assassination of some Congress leaders. Could not Dr Mookerjee stop these inflammatory speeches? Dr Mookerjee's reply was halting and unsatisfactory, reported Pyarelal to the Mahatma. Pyarelal observed Gandhi's brow darken as he repeated Dr Mookerjee's reply. Gandhi and Pyarelal then talked at length about the volatile situation at Noakhali. He told Pyarelal also of his plan to go to Pakistan. He asked Pyarelal to go back to Noakhali, but to wait until he had returned to Sevagram. Pyarelal was surprised at this request, for it was unusual for Gandhi to delay anyone returning to their post. Mid-morning also, an old associate from Gandhi's South African days, Rustom Sorabji, called in with his family.

Next, at about 10.30, Gandhi again slept. The soles of his feet were rubbed with ghee. At midday he awoke and drank a glass of hot water with honey. A little later he walked alone to the bathroom. It was the first time since his fast that he had walked unaided. "Bapuji," Manu called out to him, "how strange you look, walking all alone!" Gandhi laughed and said, "It's nice, isn't it? 'Walk alone, Walk alone'!" These l ast words were Tagore's.

Morning had given way to afternoon. At about 12.30 Gandhi talked about the plan of a prominent local doctor to build a nursing home and orphanage. He wanted very much to help. Soon Gandhi was visited by a delegation of Delhi Muslim leaders who were calling daily. Communal tensions and the refugee crisis still darkened the atmosphere in the capital. Gandhi discussed with the leaders his wish to go to Wardha to see about his institutions there and attend a conference on February 2. He would be back in Delhi by the 14th. He sought their permission to leave Delhi. "I do expect to be back here by the 14th. But if Providence has decreed otherwise, that is a different matter. I am not, however, sure whether I shall be able to leave here even on the day after tomorrow. It is all in God's hands." The leaders gave their permission for Gandhi to leave Delhi. He would announce his plans at the evening prayer meeting.

On his last day Gandhi also spoke about his late beloved secretary Mahadev Desai. A biography of Mahadev's was to be written, but there was disagreement over financial terms. Gandhi expressed his frustration at this. Mahadev's diaries also needed to be edited and compiled. The ideal candidate, Narhari Parikh, was in poor health. The task, Gandhi decided, should fall to Chandrashanker Shukla. Mashruwala had been another candidate.

The Mahatma also met with Sudhir Ghosh, who mentioned an apparent campaign in the British press to highlight a rift that had developed between Prime Minister Jawaharlal Nehru and Deputy Prime Minister Vallabhbhai Patel. Gandhi would raise the matter with Patel who was calling this afternoon, and with Nehru who, with Maulana Azad, was calling at 7pm this evening.

Gandhi lay down in the afternoon January sunshine and had his abdominal mud pack. To shade his face he donned the peasant's bamboo hat he had brought from Noakhali. Kanu and Abha again pressed his feet. A journalist who was there asked Gandhi if information that he was leaving for Sevagram on February 1 was correct. "Who says so?" Gandhi asked. "The papers have it," replied the journalist. "Yes," rejoined Gandhi, "the papers have announced that Gandhi would be going on the Ist. But who that Gandhi is, I do not know."

At about 1.30pm, Brij Krishna read out to Gandhi a statement by Master Tara Singh which angrily advised the Mahatma to retire to the Himalayas. A similar attack by a refugee yesterday had shocked him, and this also left its mark. Gandhi then took a few ounces of carrot and lemon juice. Some blind and homeless refugees came to meet him. He gave instructions to Brij Krishna about them. Then the Allahabad Riot report was read to him.

Time was ebbing away. It was now mid-afternoon.

Continued to part 02



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