OBAMA’S Divali-DAY

OBAMA’S D-DAY: Barack Obama became the first US President to personally usher in Diwali in the White House on Wednesday. His speech harped on unity in multi-ethnicity

Indian-origin shares Nobel Prize for Chemistry

London: Indian-origin Scientist Venkatraman Ramakrishnan shares the Nobel Prize in Chemistry this year with Thomas A. Steitz and Ada E. Yonath, it was announced in Stockholm Wednesday.

The Royal Swedish Academy of Sciences said that the Nobel Prize in Chemistry for 2009 awards studies of one of life's core processes: the ribosome's translation of DNA information into life. Ribosomes produce proteins, which in turn control the chemistry in all living organisms. As ribosomes are crucial to life, they are also a major target for new antibiotics, it said in a statement.

Born in 1952 in Chidambaram, Tamil Nadu, Ramakrishnan did his B.Sc. in Physics (1971) from Baroda University in Gujarat and later migrated to the U.S. to continue his studies where he later got settled and attained U.S. citizenship. He earned his Ph.D in Physics from Ohio University in the U.S. and later worked as a graduate student at the University of California from 1976-78. Ramakrishnan, now a Senior Scientist at the MRC Laboratory of Molecular Biology in Cambridge has authored several important papers in academic journals.

Ramakrishnan and Steitz are U.S. citizens while Yonath is from Israel. Ramakrishnan joins an illustrious list of Indians and people of Indian origin, who have won the Nobel Prize in various disciplines - including Rabindranath Tagore, C.V. Raman, Hargobind Khorana, Mother Teresa, S. Chandrashekhar and Amartya Sen.

Ramakrishnan, Steitz and Yonath have been awarded for showing what the ribosome looks like and how it functions at the atomic level. All three have used a method called X-ray crystallography to map the position for each and every one of the hundreds of thousands of atoms that make up the ribosome.

"Inside every cell in all organisms, there are DNA molecules. They contain the blueprints for how a human being, a plant or a bacterium, looks and functions. But the DNA molecule is passive. If there was nothing else, there would be no life," a statement from the academy of sciences said.

The blueprints become transformed into living matter through the work of ribosomes.

An understanding of the ribosome's innermost workings is important for a scientific understanding of life. This knowledge can be put to a practical and immediate use; many of today's antibiotics cure various diseases by blocking the function of bacterial ribosomes. Without functional ribosomes, bacteria cannot survive. This is why ribosomes are such an important target for new antibiotics, the statement added.

This year's three Laureates have all generated 3D models that show how different antibiotics bind to the ribosome. These models are now used by scientists in order to develop new antibiotics, directly assisting the saving of lives and decreasing humanity's suffering.

Gandhi Jayanti

Gandhi Jayanti is celebrated on 2nd October every year as the birth day of Mahatma Gandhi, Father of India. Mohandas Karamchand Gandhi, the apostle of peace was born on 2 October 1869 at Porbandar in Gujarat. He was married to a Kasturba Gandhi at the age of 13 and is known for his invaluable contribution to win back India's freedom from the hands of the British while following the principles of truth, honesty and non-violence. During his stay in South Africa earlier in life, he protested against the colonial and racial discrimination and the Asiatic (Black) Act and the Transvaal Immigration Act with the aid of a brilliant strategic move of starting a non-violent civil disobedience movement. He returned to India in 1915.

He established the Satyagraha Ashram in Ahmedabad and the Sabarmati Ashram, which became a platform for introducing long-needed social reforms such as 'Harijan' welfare, small-scale industries and self-reliance and rehabilitation of lepers. Gandhi protested against the Rowlatt Bills and started a non-violent non-cooperation movement in India against the tyrant British rule. He violated the salt law by marching to Dandi in March 1930 and making salt and started the Civil Disobedience Movement in January 1932. In 1942, he nailed in the final nail in the grave of the British Government with his 'Quit India' movement. He led his life that confirmed to his preaching. His morality and his doctrines on non-violence have become a beacon of light for the world. People pay a visit to Raj Ghat, the cremation site of Gandhi ji and various museums and Ashrams on this day and Gandhi Jayanti is observed as a national holiday in India.

Faithless is he that says farewell when the road darkens. - J. R. R. Tolkien, 1892-1973

The weak can never forgive. Forgiveness is the attribute of the strong. - Mahatma Gandhi, 1869-1948

Make all you can, save all you can, give all you can. - John Wesley, 1703-1791

Positive Human Relations - A Key to Success

Getting along with people is important in all walks of life – but developing and maintaining good personal human relations in politics and in business is a must – for a successful career. Andrew Sherwood wrote a book titled Breakpoints where he offers the following keys to good human relations. Of course, we all know these, through experience, but it always helps to have a memory jogger in a proper structured manner. Speak to people. There is nothing as well received as a cheerful word of greeting. It is not just the words – Good morning or Good evening. It is also the tone, the look in the eyes, the expression on the face. Smile at people. Be generous with your smile. After all, it takes 72 muscles to frown only 14 to smile. Why do more exercise when you can get by with less? But again, the smile must come through your eyes – not just your lips. It has to be a ‘genuine’ smile. Call people by name. The sweetest music to anyone’s ears is the sound of his or her own name. And the less the person is a public figure and the less frequently you have met and yet you remember the name, the sweeter it sounds. Be friendly and helpful. Do unto others as you would have them do unto you. It can be even simple things like promising to give a telephone number next day, of an old friend that someone wants to contact. One does not have to do big favours. In fact, these are not generally expected. Be cordial. Speak and act as if everything you do is a genuine pleasure, not an intrusion and certainly not a burden. Be sincerely interested in people. You can like everybody, if you try. The trouble is we make up our minds about people in advance, based on their looks, their dress, or what someone might have whispered into our ears. Be generous with praisecautious with criticism. And what you say, always goes round and back to the person. You can make friends or enemies this way. Be thoughtful of the opinion of others. There are three sides to a controversy – yours, the other persons and the right one. It is always best to state your position and back off – rather than persisting in holding the fort. Be considerate for the feelings of others. It will be appreciated. If you cannot find anything to say – they say nothing. Winston Churchill’s advice holds true – You must know when to stand up and speak out – and also know, when to sit down and shut up! It’s nothing new – but bears constant reminding, if we are going to add a large dose of human skills to our technical skills.

ITS TIME TO WORK LONGER

HR managers are now encouraging their older employees to delay their retirements. Why? Because they feel that instead of investing time and energy in recruiting and training fresh talent, at all times, they are seeking to use the wealth of experience and knowledge of their older employees to benefit their companies. We find out more about this trend....
Yasmin Taj
Changing times and the need to have a good life has led to intense competition and stress. People do not lay back and relax, as everyone is a part of the rat race. Some want to make more money, some want job security and some simply strive for a better future. We work harder than generations gone by and we have greater expectations from life than our parents did. Therefore, to keep up with the challenging and ever changing times, many working professionals are opting to delay their retirements. So, how has India Inc. reacted to this? Is it a boon or a bane? According to Sunil Singh, AGM HR, Tulip Telecom Ltd, professionals delaying their retirement has certainly proved a boon for organisations. “We think valuable technical knowledge cannot be replenished simply by hiring new talent. It is therefore safe to say that an employee delaying his/her retirement can be a good thing for an organisation,” Singh says. Sudeshna Datta, EVP & Co-Founder, AbsolutData Research & Analytics agrees, “Delayed retirements are a huge plus for organisations that value the knowledge, specialised skills and guidance that the vastly experienced older employees can bring to the table. This helps retain talent for a longer time period. It also gives organisations more time to plan in advance for the changes that come along with the retirement of employees, especially in strategic positions. However, the flip side of this is that it could lead to stagnation or a dearth of new ideas.” For Mamta Wasan, VP HR training, Fidelity National Information Services, an employee delaying his/her retirement, can be both, a boon or a bane. “This works both ways. It is an advantage in the sense that the knowledge and experience of the employee remains with the company. They also bring a level of maturity to the table. On the other hand, an older employee may not have the energy of a young one, may not be in touch with the latest trends, management practices and technology. They also add to the health care costs of the company. Finally, until they retire, there is no scope for recruiting new talent as there are no vacancies.” Although this practice is slowly gaining popularity in the workplace, there are a number of advantages and disadvantages that must be considered. “Today's workforce tends to be more geographically mobile. Therefore retaining such young workforce is far more difficult than retaining old employees. Older employees are easier to manage as a workforce. If an employee is healthy, a delayed retirement can help secure his or her financial independence,” Singh states. On the other hand, he says, “As they get older, employees tend to lose the energy, speed and agility that is required to be competitive and efficient in today's market. Retirement at the age of 58-60 is an ideal option. It also opens doors for fresh blood and promotion opportunities for middle management cadre. Delayed retirement is the biggest obstacle in in training. Both are a huge asset creating career tracks for indi- to the organisation and their deviduals.” layed retirements have proved Though a lot of organisations valuable.” believe that delayed retirements An employee from Fidelity can be a boon to them, many are puts in his two cents, “It is imyet to put it into practice. “We at portant to stay fit and to keep Tulip have not faced the problem one’s self in sync with the of brain drain, therefore, we do younger generation. One must not encourage delayed retire- embrace technology and stay up ments. Tulip has quite a young to date. We can use our hard workforce, the average age of earned wisdom and contacts and our staff as a whole is under can pass on what we know to the thirty. In teams like project man- next generation. We must ask agement and infrastructure de- ourselves what value we add to velopment, the average employee the organisation. If we have is only 27 years old. In sales, the clear targets in mind, and can average age is 29 and is slightly achieve them, then we are an ashigher. In strategic initiatives set rather than a burden.” and the leadership team, the av- As far as delayed retirements erage age is about 45 years,” ex- are concerned, the jury is still plains Singh. out for India Inc has not accept-But a few other organisations ed this new reality and is still have started accepting delayed waking up to this new day. retirements, although this is Those who follow the trends and more an exception than a rule. read the tea leaves though pre-“Yes, we sometimes encourage dict that in the future, delayed delayed retirements in our or- retirements are going to be all ganisation, specifically in areas the rage. Until that new dawn that require extensive and specif- comes, we must simply wait and ic knowledge.” Wasan adds “I watch. can recall two such cases – one in the area of banking and another yasmin.taj@timesgroup.com

Education v\s Emplyability

Education vs. employability
Employability of available talent is a major concern across industries. Experts believe that this is mainly due to a disconnect between education and industry requirements. Experts are now calling for an effective revamp of the education and training systems to enhance employability
According to the Effective Education for Employment (EEE) study by Edexcel there is a remarkable mismatch between what is being taught in schools, colleges and universities and the knowledge, skills and behaviour businesses and organisations are looking for in new recruits. Ross Hall, Director of International Edexcel and co-author of the report, says “The most striking finding of the study was the consistency with which we heard calls for large scale reform, wherever we went. Many of the businesses we spoke to felt that education failed to effectively prepare individuals for the workplace. Even students felt that their education lacked relevance to the jobs they were hoping to apply for in the future.”
While the demand for large scale reforms in the education sector to match the expectation of industries is gaining prominence, how to equip people with the relevant skills they need is a serious concern for many. Dr Manas Fuloria, co founder & Executive Vice President, corporate development and strategy, Nagarro Software Pvt Ltd suggests that at school or college level, the focus of teaching should be more top down rather than bottom up. It should start with what does the person needs to know to do a good job rather than just going through the details of all the traditional subjects.
Train to gainBringing in drastic changes to the education system seems to take a long time, so many firms have implemented several training programmes to improve the quality of the available talent. Today there are various training programmes both within and outside firms, conducted independently by organisations or in partnership with various universities.
But experts say that training programmes must be designed in such a way as to motivate and improve the skills of a person. “A training programme must do three things - it must inspire and motivate and sell the importance of the skills, it should package the training in a memorable way, and it should have the person actually use the training in a simulated job environment,” opines Fuloria.
“The training programmes should be more work centric and they should be developed according to the needs of the work and the workplace. It is becoming increasingly apparent that it is behaviour which marks out the adaptability of a person in a workplace. So equal emphasis on specific skills as well as behaviours is desirable,” adds Claire Stuart, international marketing manager at Edexcel.
Equip yourselfAnd the success of a training programme lies in how much of it an employee could use effectively in his or her work life. Even though training programmes could help employees improve their skills and prepare themselves, experts say that personal effort is also crucial in enhancing employability. “A lot of the responsibility for ensuring employability falls on the shoulder of the student/jobseeker himself/herself. Today one can find so much information on search engines like Google about everything. So if a person want to learn how to run a project well or want to learn how to write good software, he/she can find volumes of information about it is largely free. What is needed is the motivation and focus to use it to develop skills,” says Fuloria.
According to the EEE study, employers in India have some specific requirements that they look for in job seekers which include traits like ability to work in a team, high aspirations, sense of responsibility, creativity etc. All these skills can be developed by training and practice. So even as discussions about a change in the curriculum and education systems to enhance employability, students or prospective employees must put in their own effort to master knowledge and skills, which they could obtain even without the help of anyone on the outside. This will surely help increase their value in a tough job market.

Sacred Space

STUDY METHOD OF MBA STUDENTS

College is not as intimidating as others would like you to believe. It only entails more didactic responsibilities and a more mature behavior in dealing with challenges. An effective study habit is one way of being able to cope up with college life. You should be able to manage your time well and meet the academic demands of your subjects. The following are effective study habits that you could utilize in college:

:

1. Prepare a study schedule.

Prepare a daily study schedule and stick to it. Assign more time to subjects you find difficult. Designate a time for working on assignments and of course some minutes for relaxation too. There should always be a time for everything.

2. Listen intently during lecture hours.

Much is learned when you listen attentively to the professor during actual lectures. Professors usually stress points they consider significant. Watch out for topics which are not found in your textbooks. Note this down as it is considered additional information and may be given as a part of the exam. This will also signify to the teacher those who are listening well to him.

3. Take down notes during lectures.

Take down notes and underline topics that your professor stressed during the lectures. You could re-write them later, after class hours, to learn more. Re-writing them would allow you also a better understanding of the topic. Be organized and neat in your note-taking. This would help you a lot when you review them.

4. Study daily.

Cramming will eventually lead you to nowhere. It lessens retention and therefore true learning does not take place. Reading your notes and studying them daily will definitely benefit you. Do not just memorize. Understand the concept of what you're reading. Analyze it carefully for longer retention.

5. Do additional research.

Good and responsible students do research even if not asked to. Read books. Research will help you understand the lesson more and would demonstrate to your professor your willingness to learn. Go to the library and read. Learning means also being updated with the latest information on your topic.

The internet is a good source at times, but you should rely only on sites which have been validated and proven to be legitimate. There are many misinformation obtained online through spurious sites.

Belfast yesterday? Kashmir tomorrow? A common sense approach to harmony means lots of utilitarian public art

MIND SET

Designing a new peace

Belfast yesterday? Kashmir tomorrow? A common sense approach to harmony means lots of utilitarian public art

Here is the Kashmir conundrum: Why such terrible uncertainty in a Valley that so many people of different faiths regard as the gateway to heaven? It is easy to blame religion, sectarianism, nationalism. But is that really true?
In the England of my youth, troubles in Northern Ireland were wrecking havoc on the nation. Reports of murder, destruction and torture were part of the daily news. It was almost a given that the centuries-old religious divide would never allow peace to prevail. But two very interesting things happened.
First, the people got fed up with all that was happening and realized it was forcing them to live in a medieval time warp. Second, politicians changed their ways. Instead of raking up the past, they concentrated on formulating policies to improve the economic and living condition of the people. It worked. While there are still some people in Northern Ireland who perpetrate hate, by and large, peace prevails.
Perhaps this is the “common sense route” that Kashmir’s people and politicians need to follow. War and all that goes with it rarely solves anything. In Ireland, British and Irish ‘terrorism’ compounded the problem. Northern Ireland’s war ended when the British government began to reshape its towns and cities. Waterways were cleaned up; new areas were created where people could shop and eat in comfort. Many sincerely believe that the people of Northern Island saw what was happening in Belfast and wanted a piece of the action. It was as simple as that.
The design for social change was equally profound in London and it revolved around the Thames. The South Bank complex was the focal point of a project that involved remodelling the Docklands, Canary Wharf, Chelsea Harbour and other areas. As the city developed many new ‘hearts’, it learned to breathe new air. It was to be the life-blood of a sense of the greater common good.
Today, London is one of the world’s best integrated and harmonious cities.
The key to great social change – planning for it and executing it quickly and magnificently – was that the UK had been investing in design for decades. Ample talent and ability was available – the UK had the architects, landscape designers and interior designers it needed to design change. There was also the recognition that great design creates a great environment which, in turn, creates good citizens. Eminent British designer Sir Christopher Frayling recently told the UK’s design fraternity that design is at the centre of truly great societies. And good design can mean good economics.
Cynics may say this is a well-meaning but insubstantial philosophy. But it is clear the economic gurus have hardly been entirely right. Sections of the arts fraternity knew from the early days of Thatcherism that preaching the philosophy of greed would end in tragedy. Why not listen to the arts world now? Investment in design is as important as investing in other professions, perhaps more so.
Design does not limit itself to buildings or products. But investment in design also means serious investment in design education, and this is the problem for India. We cannot expect to progress to the level we should if we let this potentially beautiful country remain an eyesore. Should we really feel proud that within minutes of stepping out of any Indian airport, visitors are greeted by filth? Some of the new buildings and townplanning projects underway are missing the mark by miles.
Why? There is almost no design education in India; we don’t have the well-trained designers we need and virtually no design managers. In the UK, probably 1 in 2000 of the population is involved in art and design education in some way, be it as teacher or as student. In India, the ratio is probably 1 in 200000. Add to that the fact that many trained designers in India see themselves as fine rather than utilitarian artists. In line with the Aristotelian definition, we don’t need many more artists; we do need very many more practical and clever designers.
Poverty, population and the aftermath of Partition have undoubtedly made the designer’s job very difficult. But we live in times of great change. I was born in a London of bomb sites, slums, a depressed economy and broken spirits, even though we technically won WWII. I remember a River Thames in which fish could not survive. That was just 50 years ago.
India too is a different country from 20 years ago. Marutis have replaced Ambassadors and Mercs are now replacing Marutis. Change is everywhere, and there must be broader opportunity for Indians to study design.
Kashmir could be a benchmark. It has a young chief minister, who symbolizes the truest hopes of his people, perhaps best summed up by a Kashmiri gentleman in a recent interview during the Shopian protest. All he wanted, he said, was for the bandh to cease so he could get back to work and support his family.
Kashmiri crafts are famous around the world; we need to build on that reputation. Kashmir’s beauty is fabled; we need to ensure that more people are able to enjoy it. Some of this is underway with the chief minister’s support for a project to clean up the Dal Lake. The famous Lake is said to have become an open sewer, but the restoration programme could restore it to its former glory.
It can be oddly disorientating to visit the Valley at a time of violence and unrest. I was there in the immediate aftermath of the death of two young girls in Shopian. After visiting the usual tourist areas, we were taken to the backwaters where a host of small hamlets had come up. I cannot begin to explain its fascination: A mix of Lake Como, Venice and Amazonian jungle. In the hands of competent, caring and visionary designers, the area could become one of the world’s most sought-after destinations, bringing wealth and prosperity to a troubled people. That may be the best design for peace in our times.

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Impression management

In sociology and social psychology, impression management is the process through which people try to control the impressions other people form of them. It is a goal-directed conscious or unconscious attempt to influence the perceptions of other people about a person, object or event by regulating and controlling information in social interaction. ^[1] It is usually used synonymously with self-presentation, if a person tries to influence the perception of their image. The notion of impression management also refers to practices in professional communication and public relations, where the term is used to describe the process of formation of a company's or organization's public image.

Motives and strategies

There are two main motives that govern self-presentation. One is instrumental: we want to influence others and gain rewards. ^[2] There are three instrumental goals. The first is Ingratiation, when we try to be happy and display our good qualities so that others will like us. ^[3] The second is intimidation, which is aggressively showing anger to get others to hear and obey us. ^[4]The third is supplication, when we try to be vulnerable and sad so people will help us and feel bad for us. ^[5].

The second motive of self-presentation is expressive. We construct an image of ourselves to claim personal identity, and present ourselves in a manner that is consistent with that image.^[6] If we feel like this is restricted, we exhibit reactance. We try to assert our freedom against those who would seek to curtail our self-presentation expressiveness. A classic example is the idea of the “preacher’s daughter;” the notion that her suppressed personal identity and emotions cause an eventual backlash at her family and community.

Concerning the strategies followed to establish a certain impression, the main distinction is between defensive and assertive strategies. Whereas defensive strategies include behaviours like avoidance of threatening situations or means of self-handicapping, assertive strategies refer to more active behaviour like the verbal idealisation of the self, the use of status symbols or similar practices. ^[7]

Impression management theory

Impression management (IM) theory states that any individual or organization must establish and maintain impressions that are congruent with the perceptions they want to convey to their publics ^[8]. From both a communications and public relations viewpoint, the theory of impression management encompasses the vital ways in which one establishes and communicates this congruence between personal or organizational goals and their intended actions which create public perception.

The idea that perception is reality is the basis for this sociological and social psychology theory , which is framed around the presumption that the other’s perceptions of you or your organization become the reality from which they form ideas and the basis for intended behaviors.

Basic factors influencing impression management

A range of factors that govern impression management can be identified. It can be stated that impression management becomes necessary whenever there exists a kind of social situation, whether real or imaginary. Logically, the awareness of being a potential subject of monitoring is also crucial. Furthermore, the characteristics of a given social situation are important. Specifically, the surrounding cultural norms determine the appropriateness of particular nonverbal behaviours ^[9]. The actions have to be appropriate to the targets, and within that culture, so that the kind of audience as well as the relation to the audience influences the way impression management is realized. A persons goals are another factor governing the ways and strategies of impression management. This refers to the content of an assertion, which also leads to distinct ways of presentation of aspects of the self. The degree of self-efficacy describes whether a person is convinced that it is possible to convey the intended impression.

Erving Goffman on impression management

Strategic interpersonal behavior to shape or influence impressions formed by an audience is not a new field; it has a rich history. Plato spoke of the "stage of human life" andShakespeare crafted the famous sentence "All the world is a stage, and all the men and women merely players" ^[12]. In the 20th century, Erving Goffman also followed a dramaturgical analogy in his seminal book The Presentation of Self in Everyday Life, in which he said, "All the world is not, of course, a stage, but the crucial ways in which it isn't are not easy to specify." Goffman presented impression management dramaturgically, explaining the motivations behind complex human performances within a social setting based on a play metaphor ^[14]. Goffman’s work incorporates aspects of a symbolic interactionist perspective ^[15], emphasizing a qualitative analysis of the interactive nature of the communication process.

The actor, shaped by the environment and target audience, sees interaction as a performance. The objective of the performance is to provide the audience with an impression consistent with the desired goals of the actor ^[16]. Thus, impression management is also highly dependent on the situation ^[17]. In addition to these goals, individuals differ in responses from the interactional environment, some may be irresponsive to audience's reactions while others actively respond to audience reactions in order to elicit positive results. These differences in response towards the environment and target audience are called self-monitoring. ^[18] Another factor in impression management is self-verification, the act of conforming the audience to the person's self-concept.

The audience can be real or imaginary. IM style norms, part of the mental programming received through socialization, are so fundamental that we usually do not notice our expectations of them. While an actor (speaker) tries to project a desired image, an audience (listener) might attribute a resonant or discordant image. An example is provided by situations in which embarrassment occurs and threatens the image of a participant. ^[19] [edit]

Impression management and the media

The medium of communication influences the actions taken in impression management. Self-efficacy can differ according to the fact whether the trial to convince somebody is made through face-to-face-interaction or by means of an e-mail. ^[20]. Communication via devices like telephone, e-mail or chat is governed by technical restrictions, so that the way people express personal features etc. can be changed.

Significance in empirical research and economy

Impression management can distort the results of empirical research that relies on interviews and surveys, a phenomenon commonly referred to as "social desirability bias". Impression management Theory nevertheless constitutes a field of research on its own. ^[21] When it comes to practical questions concerning public relations and the way organizations should handle their public image, the assumptions provided by impression management theory can also provide a framework. ^[22].

Corporate dress code – Changing face of corporate India

It’s Monday morning at 11. You have an important meeting with your client who has come all the way from New York. Everything is set. Just 10 minutes before the meeting starts one of your key executives walks in for this very important meeting in torn jeans and round collared t-shirt. Add to that he wears his sneakers with pride and ushers himself to his seat. I don’t think you would be able to forgive the executive for his total lack of dressing sense and lack of respect for the client. Neither would your client.

Corporate dressing has taken on an important role in external communication for the organisation as much as other activities like advertising and PR, even if the definition of formal corporate dressing has undergone a sea change.

So let us examine some of the changes that are taking place rapidly in our corporate wardrobe. Advertising agencies, PR firms, media and IT organisations have traditionally always adopted and supported a flexible dress code. But they still frown upon employees going too casual. Round collared t-shirts are a no-no for most organisations, even on a Friday. So are torn jeans, shorts, capris, tank tops etc. Some organisations spell out their dress code explicitly while some leave it to the discretion of the employees, asking them to see that their dressing doesn’t offend any one else. However, the most flexible of firms will insist that the employees respect client sensibilities. What this means is that if you are going to meet a customer who is attired in a three piece suit, please do not visit them wearing your best pair of Levis. In other words be as formal as possible.

However, the definition of formal is changing too. Gone are the days when formal meant, white or cream full sleeved shirt with a tie and a well stitched suit. Now, organisations allow their employees to even make presentations at seminars wearing a simple jacket over a pair of jeans. So what was considered totally informal a few years back is acceptable formal wear today.

What does all these changes mean to the employee? Well for starters the Indian saree, which in my mind is the complete dress ever created, is no longer the epitome of formal wear. Ladies can experiment with business suits, shirts or any attire that she feels is formal enough. While dressing informally or casually, one needs to consider the sensitivities of their co-workers too. It’s great to feel comfortable wearing min skirts on a Friday to office, but if that attracts unwanted attention or makes other females squirm in discomfort, it’s best not to take such liberties. For men, the choice is less complicated. A simple full sleeved is nowadays considered formal enough for most meetings. In some cases, one can even dress up informally. If you have already built a good working relationship with your client it might even be acceptable to wear your favourite denim. However, in case of conferences or first time meetings, wearing a suit is expected.

Needless to say that amongst large organisations, the dress code enumerated above, was pioneered by the IT industry. They felt that since they are hiring so many fresh out of campus; why not create an extension of the campus environment in the office it self and hence supported flexibility in dress code. Seeing their success in attracting and retaining some of the best talent in India, other industries too are following suit, with a caveat that one should not offend any one’s sensibilities. After all, one should eat what one likes to eat and wear what others like us to wear.

BEHAVIOURALLY ANCHORED RATING SCALE (BARS)
An appraisal that requires raters list important dimensions of a particular job and collect information regarding the critical behaviours that distinguish between successful and unsuccessful performance. These critical behaviours are then categorised and appointed a numerical value which is used as the basis for rating performance.

Investment on Intellect

Investment on Intellect  

Like any other professional, a HR Professional, should also aim for reaching the top of the ladder in the corporate hierarchy. And investing on intellect is the way forward

If we study the recent past, we will find that the HR Function has gained immense importance in business organizations. HR is being treated as a business partner and is involved in all the business decision-making and strategy. In most of the forward looking/growing organizations, rather it is the HR which is driving the business.

Like any other professional, a HR Professional, should also aim for reaching to the top of the ladder in the corporate hierarchy. If one doesn’t have any ambition/aspirations, he will keep on doing routine things and add no value to the organization and the self. Further, as a HR Professional, one should always try innovative ways to keep the employee morale high and make them happy. In today's scenario HR persons are role model for others. In the time of crisis, people are looking towards HR. So, they are carrying huge burden on their shoulders. 

A couple of months back, as a part of the promotion of the movie “Slumdog Millionaire”, actor Anil Kapoor had visited our office. The very next day, the HR team had a discussion and all were saying that in spite of being 50+ how Anil Kapoor is maintaining himself and doesn’t look-like a father of an actress. I replied by saying that these film industry people are earning due to their outer appearance, it is their bread and butter, they are investing heavily in maintaining themselves. They need to look young and smart to remain in the business else no one takes them in their movies. Vis-à-vis, a service class person is said to be earning through his mind/brain but unfortunately we never think of maintaining/grow it by investing in the form of skill/knowledge up-gradation through learning, reading and networking. We engross ourselves so much in day-to-day activities that we forget that aspect of development.

In a corporate set-up, you must have observed that the organizations keep on upgrading technology, plant and machineries, IT software and hardware to keep them ahead in the business and remain afloat in the market. On HR front, the HR person's biggest asset is his intellect. As a HR Professional, have we ever given a thought that how much we are investing on our intellect in terms of time, efforts, money, learning, development, etc.?
 
We are investing heavily on clothess, toiletries, perfumes footwear, dining, touring and travelling, etc. Instead of personal intellect growth, we started thinking of having vehicles, homes, etc. from the very beginning of our careers. Have we ever given a thought that what percentage of our earnings are we investing on our real asset i.e., our intellect? If we closely watch and observe the successful senior HR professionals, we will find that they all are spending couple of hours every day in reading / other developmental initiatives and it is in the range of 3-4 hrs during the off days

Every professional should start investing at least one percent of the monthly take home salary in learning and development initiatives.

Some of the basic areas where we can make the investment are:

• Books - Try to read the management and HR best-sellers. This will give you an edge over others and believe if you keep on reading books on regular basis you will feel rejuvenate and full of energy

• Business Daily - Reading any business daily will keep you updated on the current business and economic scenario. You may use the information in your HR planning and in any business linked strategic decision

• Magazines - One should read atleast one general magazine, one business magazine and a couple of HR magazines. The magazines will give you the current insight in details of the respective fields

• Networking - One of the effective way of networking is to take the membership of the professional bodies like National HRD Network, Indian Society for Training and Development, National Institute of Personnel Management, All India Management Association etc. Attending and interacting with fellow professionals during the meets will update you on the latest happening in the HR Field and the practices followed by the different companies

• Distance Learning - This is one of the formal ways of enhancing knowledge in the field of HR. One may join HR specialized courses of reputed Institutes. This will help them in enhancing/refreshing the HR concepts 

This will certainly help in seeing HR Professionals as great business leaders in the future.

 

 

How do I change my own behaviour?

How do I change my own behaviour?

 “How do I change my behaviour?” is a million dollar question. A lot has been written and talked about by psychologists, professionals, star CEOs and religious gurus. This question remains as the one question that has as many answers as there are people, each convinced of their method for bringing the change. Yet people feel hungry to seek this answer for themselves.

I feel compelled to add in my two bits to this existing ocean of answers for two reasons; first because I believe there are still a vast majority of leaders at workplaces who don’t ask the question in the first place and second, there are many who don’t care enough to ask it often enough.

I have learnt that getting the right answer to this question is actually not important; it’s in trying to find the answer, the process of experimenting towards it that is far more useful and indeed more relevant. It is this process which helps people discovers their true selves other than their self image.

This self discovery is not just the first step but also the essential environment in which to undertake the journey of becoming a leader. Without it or very little of it, the journey of leading may seem assured and easy yet he may find himself struggle more in getting “back on the horse” if derailed by adverse events. I would even argue that such leaders are far more vulnerable to derailment from the slightest nudges. Imagine then how the colleagues feel working with such leaders!

I have been fortunate to see the growth of leaders who went on to create impact with whatever they did. I have seen the following consistently unfold for them:

Alert curiosity

The leader is constantly alert and curious about self and the others around them. He constantly observes for the underlying feelings, assumptions, principles and frameworks. He is completely attentive and listens with complete presence - not distracted by the background noise of unending stream of emails, phone calls and competing demands on his life. A moment in the situation that he is engaging in right now is the only moment that he pays attention to.

He does not hesitate to ask innocent questions and state what he observes honestly; for example, on outlived organization policies, how it deals with customers, on his own and others’ behaviour and its impact, etc. Soon enough, the people around the leader start developing respect and confidence in him.

Extraordinary exertion

This alert curiosity creates a state of relaxed and confident self in the leader and makes him constantly aware of the consequence of behaviors or the lack of it. I have seen the leader build on this to then pursue the issues around him, including in himself, with a single minded focus. Thus, giving rise to an extraordinary exertion on whatever he chooses.

I know a colleague of such a leader humorously quip that “Vikas is like a dog with a bone on any aspect, he keeps coming at you relentlessly until you change what you do”. That leader I know would work on himself with the same spirit. He may not always be successful in changing his own behaviors, and would then reach out for support from his colleagues and friends.

This extraordinary exertion leads to successful accomplishments through minor skirmishes, major battles and indeed the war.

In conclusion, as you continue working on the process of changing your own behaviour, you will soon recognise that every behaviour is equally capable of appearing as strength in one situation and as a drawback in another. Leaders soon learn to work to their strengths and are mindful of the situations where they would be a drawback.

The quest for changing behaviour then soon becomes irrelevant. Wise leaders then choose to ask “In this moment, am I being alert and curious?” And that to my mind is the most relevant question.

 

 

Junagadh

Junagadh Location of Junagadh in Gujarat and India
Country	India
State	Gujarat
District(s)	Junagadh
Population	225,000 (2007[update])
Time zone	IST (UTC+5:30)
Area • Elevation	• 107 m (351 ft)
Codes[show] • Pincode • 362 00X • Telephone • +0285 • Vehicle • GJ-11
Website	www.junagadhmunicipal.org

Coordinates: 21°31′N 70°28′E / 21.52°N 70.47°E / 21.52; 70.47

See Junagarh for disambiguation.

Junagadh is a city and a municipal corporation, the headquarters of Junagadh district in the Indian state of Gujarat. The city is located at the foot of the Girnar hills. Literally translated, Junagadh means "Old Fort". It is also known as "Sorath", the name of the earlier Muslim-ruled Princely State of Junagadh.

History

mauryan dynasty

Ashoka's Rock Edict at Junagadh

An impressive fort, Uperkot, located on a plateau in the middle of town, was originally built during the Mauryan dynasty by Chandragupta in 319 BCE The fort remained in use until the 6th century, when it was covered over for 300 years, then rediscovered in 976 CE The fort was besieged 16 times over an 800-year period. One unsuccessful siege lasted twelve years.^[1]

An inscription with fourteen Edicts of Ashoka is found on a large boulder within 2 km of Uperkot Fort^[2]. The inscriptions carry Brahmi script in Pali language and date back to 250 BCE On the same rock are inscriptions in Sanskrit added around 150 CE by Mahakshatrap Rudradaman I, the Saka (Scythian) ruler of Malwa, a member of the Western Kshatrapas dynasty^[3]. Another insciption dates from about 450 CE and refers to Skandagupta, the last Gupta emperor. Old rock-cut Buddhist "caves" in this area, dating from well before 500 CE, have stone carvings and floral work. There are also the Khapra Kodia Caves north of the fort, and the Babupyana Caves south of the fort.

The Maitraka dynasty ruled Gujarat in western India from 475 to 767 CE The founder of the dynasty, general Bhatarka, a military governor of Saurashtra peninsula under the Gupta empire, established himself as the independent ruler of Gujarat approximately in the last quarter of the 5th century^[4]. However, James Tod states Maitraka rule ended as early as 524 CE^[5].

[edit] Solanki dynasty

The Solanki, of the Chalukya dynasty, ruled Gujarat in the 11th and 12th centuries. The two large step wells (vavs) of Uperkot Fort were both commissioned by Rah Navghan I (1025-1044 CE)^[6] Muslims conquered Gujarat in 1299 and the Sultanate of Gujarat was formed in 1407. Mahmud Begada (Mahmud Shah I) invaded Junagadh in 1467. The city was annexed to the Gujarat Sultanate; the city foundation was laid for Mahmudabad in 1497. Strong embankments were raised along the river, and the city was adorned with a palace, handsome buildings and extensive gardens. When the Portuguese took over the ports of Diu and Daman in the 16th century, a fifteen-foot cannon, made in Egypt in 1531, was abandoned at Uperkot Fort by a Turkish admiral opposing the Portuguese forces at Diu.

[edit] Mughal rule

Junagadh Nawabs and state officials, 19th century

Mohammad Bahadur Khanji I, who owed allegiance to the Sultan of Ahmedabad, founded the state of Junagadh by expelling the Mughal governor and declaring independence in 1748. Mohammad Bahadur Khanji I, who assumed the name "Zaid Khan" when he came to power in Junagadh, was the founder of the Babi dynasty. His descendants, the Babi Nawabs of Junagadh, conquered large territories in southern Saurashtra and ruled over the state for the next two centuries, first as tributaries of Baroda, and later under the suzerainty of the British. Nawabs of Babi dynasty:

• 1735 - 1758 : Mohammad Bahadur Khanji I ^[7]
• 1758 - 1775 : Mohammad Mahabat Khanji I
• 1775 - 1811 : Mohammad Hamid Khanji I
• 1811 - 1840 : Mohammad Bahadur Khanji II
• 1840 - 1851 : Mohammad Hamid Khanji II
• 1851 - 1882 : Mohammad Mahabat Khanji II
• 1882 - 1892 : Mohammad Bahadur Khanji III
• 1892 - 1911 : Mohammad Rasul Khanji
• 1911 - 1948 : Mohammad Mahabat Khanji III

Mohammad Mahabat Khanji II, the Nawab of Junagarh, with young, Mohammad Bahadur Khanji III. 1870s.

Bahadur Khanji III (r. 1882-1892), Nawab of Junagadh, and state officials, 1880s.

Mohammad Rasul Khanji, Nawab of Junagadh, Bahaduddinbhai Hasainbhai, Wazier, Junagadh, 1890s.

[edit] British period

Flag of Junagadh, during British period

The East India Company took control of the state in 1818, but the Saurashtra area never came under the direct administration of British India. Instead, the British divided the territory into more than one hundred princely states, which remained in existence until 1947. The present old town, developed during the 19th and 20th centuries, is one of the former princely states which were outside but under the suzerainty of British India.

The Shri Swaminarayan Mandir, Junagadh was constructed on the land presented by Jinabhai (Hemantsingh) Darbar of Panchala, and dedicated on Friday, May 1, 1828 A.D.

[edit] Accession of Junagadh to India

Main article: Indian Integration of Junagadh

During the period spanning the independence and partition of India and Pakistan in 1947, the 565 princely states that had existed outside British India under British suzerainty were given a choice of acceding to either India or Pakistan or remaining outside them. Although the states were theoretically free to choose, Mountbatten stated that "geographic compulsions" meant that most of them would choose India. Mountbatten took the position that only states that shared a common border with Pakistan should choose to accede to it, but he had no power to impose this point of view on the states.

On September 15, 1947, Nawab Mohammad Mahabat Khanji III of Junagadh, a princely state located on the south-western end of Gujarat and having no common border with Pakistan, chose to accede to Pakistan ignoring Mountbatten's views, arguing that Junagadh adjoined Pakistan by sea. The rulers of two states that were subject to the suzerainty of Junagadh — Mangrol and Babariawad — reacted by declaring their independence from Junagadh and acceding to India. In response, the nawab of Junagadh militarily occupied the two states. Rulers of the other neighbouring states reacted angrily, sending troops to the Junagadh frontier, and appealed to the Government of India for assistance. A group of Junagadhi people, led by Samaldas Gandhi, formed a government-in-exile, the Aarzi Hukumat ("temporary government").^[8]

India believed that if Junagadh was permitted to accede to Pakistan, communal tension already simmering in Gujarat would worsen, and refused to accept the Nawab's choice of accession. The government pointed out that the state was 80% Hindu, and called for a plebiscite to decide the question of accession. India cut off supplies of fuel and coal to Junagadh, severed air and postal links, sent troops to the frontier, and occupied the principaliites of Mangrol and Babariawad that had acceded to India.^[9]

Pakistan agreed to discuss a plebiscite, subject to the withdrawal of Indian troops, a condition India rejected. On 26 October, the Nawab and his family fled to Pakistan following clashes with Indian troops. Before leaving, the Nawab had emptied the state treasury of its cash and securities.

On 7 November, Junagadh's court, facing collapse, invited the Government of India to take over the State's administration. The Dewan of Junagadh, Sir Shah Nawaz Bhutto, the father of the more famous Zulfiqar Ali Bhutto, decided to invite the Government of India to intervene. Bhutto wrote a letter to Mr. Buch, the Regional Commissioner of Saurashtra in the Government of India:

Letter Inviting India to Intervene
Dear Mr. Buch, After discussion with Mr. Samaldas Gandhi at Rajkot on October 1, Capt. Harvey Jones, senior member of Junagadh State Council, brought certain proposals for the consideration of the Council. The Council were prepared to accept them under protest but before a final decision could be communicated to Mr. Samaldas Gandhi it was thought necessary to ascertain the opinion of the leading members of the public. A meeting was therefore held this evening and the view of the leaders was unanimously expressed that instead of handing over the administration to the Indian Union through the so-called Provisional Government, it should be directly given over to the Indian Union, through the Regional Commissioner at Rajkot. The Junagadh Government, therefore, has requested that in order to avoid bloodshed, hardship, loss of life and property and to preserve the dynasty, you should be approached to give your assistance to the administration particularly with a view to preserve law and order, which is threatened by aggressive elements from outside. This arrangement is sought pending an honourable settlement of the several issues involved in Junagadh's accession. We have already wired to His Excellency Lord Mountbatten, Mahatmaji, Prime and Deputy Prime Ministers of India, Hon'ble Abul Kalarn Azad and the Governor-General and Prime Minister of Pakistan. I hope you will kindly respond to this request. Yours sincerely, Sd/S.N. Bhutto, Dewan, Junagadh.

^{[dubious – discuss]}

The Government of Pakistan protested, saying that since the Nawab had chosen to accede to Pakistan, the Dewan had no authority to negotiate a settlement with India. Also, if India could acquire Kashmir (with an overwhelming Muslim majority) because its ruler had decided to accede to India, then Pakistan could claim Junagadh.

The government of India rejected the protests of Pakistan and accepted the invitation of the Dewan to intervene. ^[10] A plebiscite was conducted in February 1948, which went almost unanimously in favour of accession to India.^[11] Junagadh became a part of the Indian state of Saurashtra until November 1, 1956, when Saurashtra became part of Bombay state. In 1960, Bombay state was split into the linguistic states of Maharashtra and Gujarat, in which Junagadh was located.

Geography

View of Girnar Hills from Damodar Kund

Junagadh is located at 21°31′N 70°28′E / 21.52°N 70.47°E / 21.52; 70.47.^[12] It has an average elevation of 107 metres (351 ft).

Rainfall

The average annual rainfall of the Saurashtra region is about 775.0 mm with a standard deviation of 75.1 mm. Monsoon rainfall averages 680 mm with a variability of 61 %. Rainfall for the months of June, July, August and September averages 194, 338, 187 and 105 mm, with the corresponding coefficients of variation being 150, 69, 87 and 84%, respectively. The monsoon from June to September is received in 33 rainy days with a late season long dry spell.

Demographics

As of 2001 India census,^[13] Junagadh had a population of 168,686. Males constitute 52% of the population and females 48%. Junagadh has an average literacy rate of 73%, higher than the national average of 59.5%: male literacy is 77%, and female literacy is 67%. In Junagadh, 11% of the population is under 6 years of age.

Events

• Shivratri Mela - At the foot of Girnar mountain (Talati) in the month of MAHA 9 starts on mela for next five days. About ten thousand people visit.

• Girnar Parikrama:- Starts from Kartik 11 to 15 thousand people. The periphery of Girnar hills on foot about 40 km. Enjoy the religious and natural beauty.

• Girnar Competition:- Every year, between the 1st and the 10th of January, a Girnar Climbing Competition is held by Gujarat Government. Anyone who climbs up 5,500 feet (1,700 m) within 2 hours gets a certificate from the Government of Gujarat, and the winner gets lots of prizes.

Places of Interest

Chhatri of Lord Swaminarayan's Charanavind on top of Swaminarayan temple

• GIRNAR The mountain, 6 km. from Junagadh city, has five principal peaks. It has roughly 8,500 steps. The third peak, Gorakhnath, at 3,661 ft (1,116 m) above sea level, is the highest. The area of the hills is approximately 10 km. To ascend the hills a stepaway is built UPPER KOT certainly worth seeing Jain tamples. Spots to visit Bhimkund, Satpuda, Gaumukhi Ganga, Pathar chati, Bhairavjap, Bharatvan Sheshavan, Hanumandhara. The peak of Ambaji, with a height of 3,330 ft (1,010 m)., is famous for the temple of Ambaji. Kamandal kund; stepway diverts between temples of Gorakhnath and Dattatreya. The path to Dattatreya temple is difficult (photo gallery), but on the top of the peak is a small temple on the padukas of Guru Dattatreya.

• ASHOK SHILALEKH:- About 2 km east of Junagadh and 3 km from the foot of Girnar Hill, between the two places, is an edict of Emperor Ashoka inscribed on a rock dating from the 3rd century BC. The Ashokan edicts impart moral instructions on dharma, harmony, tolerance, and peace. An uneven rock, with a circumference of seven metres and a height of ten metres, bears insciptions in Brāhmī script etched with an iron pen.^[14]

• SAKKARBAUG ZOO - This is the oldest zoo in Gujarat and the 3rd oldest in India. The rare Gir lions are bred and supplied to other zoos.

• THE WILD MUSEUM - In the same premises as the zoo. Rare specimens of art furniture, stuffed animals, ancient coins, Persian Sanskrit inscriptions and various other articles of interest.

Bahauddin Makbara, mausoleum of the Wazir of Junagadh.

• MAKABARA - Nawabs were buried here. This is a fine specimen of medieval structure.

• JAIN DERASAR - Excellent Temple on Girnar Hill at 3,100 feet (940 m). There are many temples with excellent design.

• NARSINH MEHTA NO CHORO - This place is said to be one where the great poet Saint and reformer Narsinh Mehta held his assemblies of discovers in 15th century. Some believe that Lord Krishna held a traditional "Rasleela" dance for his devotee Narsinh Mehta.

• UPPER KOT - Uperkot is an impressive fort located on a plateau in the middle of town. It was originally built in 319 BC. It was covered over for 300 years, then rediscovered in 976 AD. It was besieged 16 times over an 800-year period. One siege lasted twelve years, but was not successful. Visitors enter the fort through a large gate. Some parts of the fort’s walls are 20 m high. If, after entering the gate you turn left, you will come to Jama Masjid, which was built on top of a Hindu temple. It has 140 pillars supporting its ceiling.
  • Further down the road are what are believed to be old Buddhist caves, said to be 1,500 years old (dating from before 500 AD). They are carved into the rocky hill and have stone carvings and floral work. There are also the Khapra Kodia caves north of the fort, and the Babupyana caves south of the fort.
  • There is a huge, fifteen-foot cannon, made in Egypt in 1531. There are also two interesting large step wells (vavs) here. The 11th century Navghan Kuva has a circular stairway that descends over 50 m down into the well. The Adi Chadi Vav descends 170 steps.

• DARBAR HALL MUSEUM - Picture gallery , textiles, arms gallery, the kacheri, the hall which was used by Nawabs of Junagadh to hold their darbar. The Durbar Hall and Museum has an interesting collection of weapons, thrones, silver articles, costumes, paintings, tapestries, and palanquins on display. It is not far from the entrance to the fort.

• GAYATRI MANDIR & VAGHESHWARI MANDIR - On the way to Girnar Talati, are both of the beautiful temples of Maa Gayatri and Maa Vagheshwari. At every navratris, a mela is held.

• SONAPUR - Where many statues of saints are erected. It also has a Sai Baba temple and serves as a cemetery.

• DAMODAR KUND - Built in 500 a.d., this often reconstructed kund (water reservoir) is a check dam. This kund is about a km before the bottom of Girnar Hill. It is a sacred bathing tank. Close to Damodara Kund is Revati Kund. It is said that Revata left Dwarka and moved near Girnar Hill after his daughter, Revati, married Lord Balarama.

• DAMODARJI TEMPLE Near Aswatthama Hill, which is north of Damodara Kund, is the Damodarji Temple, said to have been built by Vajranabha, Lord Krishna’s great-grandson.

• DATAAR HILLS - 2,779 feet (847 m) high stepway is built for going up shrine of Jamiyalshah Datar.

• SCIENCE MUSEUM - Gujarat’s first and the only private science museum. More than 60 working science projects based on science facts. Which can be operated by visitors. Worth visiting attached one small aquarium and evening open air garden restaurant garden café serves south Indian and Punjabi dishes since 1981.

• WELLINGTON DAM - Built by the Britishers near the foot of Datar hill. The three sides and a garden in front it affords an enchanting view.

• MOTI BAUG - The best garden the campus of agricultural university and botanical garden. It also houses the Junagadh Agricultural University Campus which has total land area of 754.62 ha and 2485 ha including 17 sub centers and 1500 manpower with annual budget around 28.5 crores. Having very nice pari talao.

• Mujkund Caves - Famous place where Krishna ran and came from mathura after which he was named as Ranchod Rai

• Ayurvedic Museum- Ayurvedic Museum is located at the Ayurvedic College at Sardarbag in the western part of town. The personnel are helpful to those interested in learning something about this ancient and natural medical treatment.

• NARSINH MAHETA LAKE- A beautiful lake constructed by joint effort of the people of Junagadh near Talav Gate.

• BAHAUDDIN COLLEGE(Arts & Science)- Gujarat's first science college built by the Nawab's vazeer "Bahauddin" who was brother in law of Nawab.

• BEHT - Bhagvatinandji Education and Health Trust [See http://www.beht.org] has been working in the many places of Gujarat, and is well-known for its work in Junagadh since many decades. In junagadh dist, BEHT has boarding school of 1200 capacity in Champarda, an educational institute for girls in Junagadh itself and many elderly houses and Ashrams located throughout the Junagadh.

• KESAR KERI (MANGOES)- Junagadh is famous for Kesar Mangoes (Safaron Mangoes). As name says Kesar mangoes are very sweet and looks like safaron color.

• Shri Swaminarayan Mandir, Junagadh - Mandir made by Lord Swaminarayan

• SWAMI VIVEKANANDA VINAY MANDIR, JUNAGADH - It is one of the oldest secondary and higher secondary schools of Gujarat. Widely spread in a very big land with a very large playground, gardens and a very oldish dombs. The very special thing about this school's one of the lagendary students named Dhirubhai Ambani. Till date the Birthday of this person is widely celebrated with a verious cultural programs. Every year one of the Ambani family's visit is must. Now a days very famous for 11th and 12th standard (Science Stream).

• Junagadh is also emerging as the Educational hub of the Saurashtra.

How to reach Junagadh

Air: The nearest airports from Junagadh is Rajkot which lies at 105 km.

Rail: The railway station of Junagadh lies on Ahmedabad-Junagadh and Rajkot- Junagadh line and connects it the major cities of the country.

Road: State transport buses link the city with all the major cities of the state.

Best time to visit: August to March; during rainy season to visit Girnar and in winter for many events occurring in city.

See also

• Asiatic Lion
• Gir Forest National Park
• Siddis
• Shree Swaminarayan Mandir Junagadh
• mendarda
• Shri Damodar Hari’s Temple

References

1. ^ "Uperkot Fort", India9.com.
2. ^ M1 Ranchodji Amarji, Târikh-i-Soraṭh: A History of the Provinces of Soraṭh and Hâlâr in Kâthiâwâd, pp. 36-46, Trubner & Co. (1882) - translation of the edicts.
3. ^ "Junagadh Rock Inscription of Rudradaman", Project South Asia.
4. ^ "Ancient Rulers of Gujarat"
5. ^ James Tod, Annals and Antiquities of Rajasthan, vol. I (2002), pp. 177, 187.
6. ^ "Junagadh - In the Shadow of the Holy Girnar", India Profile
7. ^ Nawabs of Junagadh British Library.
8. ^ Lumby 1954, pp. 237–238
9. ^ Lumby 1954, p. 238
10. ^ Lumby 1954, pp. 238–239
11. ^ Furber 1951, p. 359
12. ^ Falling Rain Genomics, Inc - Junagadh
13. ^ "Census of India 2001: Data from the 2001 Census, including cities, villages and towns (Provisional)". Census Commission of India. Archived from the original on 2004-06-16. http://web.archive.org/web/20040616075334/http://www.censusindia.net/results/town.php?stad=A&state5=999. Retrieved on 2008-11-01. 
14. ^ Keay, John (2000). India: A History. New York: Grove Press. pp. 129–131. ISBN 0802137970. 

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