STEM (Science,Technology,Engineering,& Math) education in USA, The initiative, The interest, The action.

July 25, 2010

(Please also read my article on Wiki.This article was featured on the wikiHow home page during Septmber-October 2010)

When it comes to technological innovation, the United States remains number one. Yet, among 15-year-olds worldwide, the US ranks 29th in math literacy, falling behind Finland, Croatia, the Czech Republic, and Liechtenstein.[1] This means that the US delivers a less-than-excellent education in Science, Technology, Engineering, and Mathematics (STEM education).

STEM (Science Technology Engineering & Math) education has again come into limelight suddenly with everyone concerned including White House taking initiatives in this direction.

I very vividly remember almost a year back in 2009 when this issue was raised by my favorite author, Harvard professor and former editor of HBR Prof. Rosabeth Moss Kanter raised this issue in one of her articles during her India visit to attend Nasscom seminar. She said

“America will create new jobs by tapping the inventiveness of entrepreneurs who can draw on a large pool of talent with so-called STEM skills – science, technology, engineering, and math. I wish that the federal stimulus package included less money on banks and more on investment in higher education and companies of the future.”

Nice words spoken, but no concrete action in that direction. A typical case of ‘intent and action’ going in opposite directions. Industry at least seemed happy building their empires outside United States ‘CISCO’ CEO John Chambers prided in his Indian talent acquisition. He said at same conference.

“Cisco CEO John Chambers, who spoke before I did with his usual charm, repeated his company’s investment in Bangalore as its second global headquarters because of the 600,000 engineers a year that India produces.”
Is it a preference of convenience over construction? STEM education is a huge construction work involving the Government the industry and the intelligentsia. Till now none of them seemed to have taken it seriously.

It however is a happy augury that people have suddenly realized the importance of it. Let us hope this new found enthusiasm results in some concrete action being taken in this direction.

However the implementation of STEM is not as easy as people think. For the student perspective to change, it is essential that the changes are brought in the teacher perspective, the parent perspective, and teaching institutions perspective.

The role of Institutions

The institutions need to make the science curriculum more down to earth. It is should be relevant and related to day to day applications. The indifference to science & math should in a gradual process transformed in to interest, love and finally to passion. A sufficient dose of practicals, puzzles, & games could help, but more importantly it should be related to the happenings and applications around us.

The natural affinities

Another reality that parents & the teaching community should take note of is that if one scores less in math & science, it is not the student who needs too be blamed. It has to be understood that, Science, Math, humanities learning are related to different but overlapping functions of the brain. Each individual has a circuit naturally designed for a particular steam and a profession. The Bio-individuality of Human beings needs to be respected. This has been proved by many neurophysiologic studies and has strong empirical evidence in its support.

However on the positive side is the Neuro-plasticity, which states that every one can learn, only thing is some of us just need to be Re-Booted More often than not, it requires that we start from the ground up

The quotients IQ, EQ & PQ

STEM education is just not the case of IQ (Intelligence Quotient). It also involves EQ (Emotional Quotient), & PQ (Physical Quotient).

First factor is the PQ. The physical ability to learn, which includes the ability to hear, see, feel, move, and have the energy they need to learn.

Second factor is the EQ. Children need the right attitude to be able to learn. Without a good attitude learning becomes almost impossible. EQ includes attitudes about themselves, others, their work and the future.

Last but not the least is the IQ. The cognitive ability to learn which includes the ability to attend, understand, imbibe, process, recall & reproduce when required.

Pedagogy & Content connection:

There needs to be a symbiotic co-existence between the pedagogy & the content. “The Process & the Produce”. Iteration is an important prerequisite in any teaching process, more so in STEM education. The second most important requirement is for the teaching to come out of its linear mindset. A non linear spiral process could be a better alternative.

The faculty and the Involvement

The whole above process can be accentuate or negated by the most important factor, the faculty and its involvement. What is need is, informed teachers who are passionate about the subject and who show how the content is relevant to the real world. Strategies and gimmicks are secondary.

We need strategies that allow students to write, discuss, create visual representations, and organize concepts meaningfully. The majority of students coming through public education are not naturally doing this. Strong learners are. But we need far more teachers teaching kids how to think than ever before.

I would like to see more about the connections between content and active learning.
Let us hope that the initiatives taken by the Government and intellectuals transform themselves into concrete action plans which are implemented with all sincerity & in not so distant future, United States starts producing sufficient number of STEM graduates.

Best Wishes,

Shyam
Please also read my article How to impart STEM Education to your children on wikihow.(Featured Article)

Work at home or At home at work Place

September 21, 2009

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This article should have been published by me in April 09. Just when the draft was ready, a thought occurred to me. The question of work from home or work place arises, only when people have work. A sudden realization came to me that my friends in USA ,UK, India and other countries will be benefited if I can help them access jobs in their countries and if possible in their neighborhood. With that in mind, I embarked on the “Mission Impossible”.

From April till September 09. I was able to publish close to about six thousand jobs based in more than 32 countries with a viewership of around Thirty Thousand on approx. forty forums. Of course a matter for some satisfaction, however still a far cry from my goal of reaching Hundred Thousand people in hundred countries. The necessity to work for a living prevented me from putting more efforts in this direction. A couple of years down the line, I think I will be full time involved in this task.

I got huge support and encouragement from many large multinational organizations & development agencies, which helped me and allowed me to publish their job requirements on my blogs. The letters of thanks I received from people, who accessed the jobs & got the jobs, gave me satisfaction more than any remuneration could give and provided the maximum motivation for me to work further in this direction.
Now having done my bit, I can excuse myself for publishing this long pending article. “Mission Impossible” however continues. To view some of the jobs please Click Here

Work from Home or at home at work place

I do understand that work from home is not possible when you are working in a manufacturing unit or you are doing a work which requires your physical presence at the work place.

However if you are working out of your laptop, and the organisation is in a position to offer you the facility of home login, then I feel the work is more important than the workplace.

Several multinational organizations operating in India have realized this, implemented it and found appreciable increase in productivity levels for the same man-hours and the efforts.

In fact in the recession hit United States and Europe, certain organizations are contemplating the implementation of the norm for everyone to work at home at least one day a week. This single step could raise productivity, save energy, decrease pollution, reduce traffic congestion, cut household expenses, increase quality of family life, and keep educated women in the work force.

In this fast moving and fast growing jet age, everything including technology, thinking, people, processes, and policies have changed to more dynamic pattern. Yet one thing that hasn’t changed and refuses to change is the rigid workplace of the last century. It is amazing in the digital age that most work is still associated with industrial age work rhythms and the symbolic chains that tie workers, knowledge and otherwise, to fixed locations. Flexible workplaces with flexible hours and days are long in coming. This I tell you is a very mild understatement in relation to the present situation. This is because of the business owners who while using latest in technology and machinery,are very primitive when it comes to work pattern. I have seen managed family managed conservative organisations managing to remain as as small as thinkng even after years of existence They are of course encouraged by the overenthusiastic HR managers fresh from B-Schools, and yet to get into the unlearning process.

I can give a classic example of a Indian Corporate with more than hundred years of existence. The chairman of the corporate had his chamber at a location from where he could view the senior managers’ cars entering the building. He used to call the senior managers coming late and discuss with them.
A good one hour used to get involved in this exercise. One hour loss at senior management. Apart from this the other loss was that the senior managers used their time, resources and ingenuity to work ways to avoid detection. Leave alone the loss in productivity & optimization levels, if the attitude at the senior management is such just imagine what would percolate to the down line managers and thousands of workers in the organisation.

One thing is very clear. When the management is fixed mentally on the entry time the employees are fixed on the exit time. productivity and work take a back seat, tasks are left uncompleted, manager can no longer influence the workers to stay back and complete the tasks. Production and productivity suffers.

Discipline at cost?, self extinction?, certainly not I hope. I would always manage with a little less discipline if it ensured a better cash flow for my organisation.

Now let us take a look at the situation in USA
Many U.S. cities have become commuter nightmares as urban sprawl sends people across longer distances in their cars every week day. According to the 2008 U.S. Census estimates, 84 percent of the U.S. population lives within 363 metropolitan areas that spill over central city boundaries and, in some cases, over state lines. Jobs within central business districts have been declining, while jobs outside a ten-mile ring have been growing. Vehicle miles traveled have increased twice as fast as population growth.

Now does this remind you of cities in India ? Bangalore, Delhi, Hyderabad,Mumbai, Chennai and of course “Oh Kolkata”.

Choosing how long to work and on what schedule has long showed productivity benefits. People are less stressed when they can adjust their hours or days to family or personal needs. A greater feeling of control is associated with more energy and better health, studies show, making those workers more productive. Some savvy senior executives stay out of their offices occasionally even when not traveling, because they get more done in a setting with no interruptions, at home.

For many working parents, the chance to work remotely is the primary way to achieve work-life balance. Many women leave high-powered corporate and professional careers when they have children, frequently starting their own businesses they can run from home, because there is no flexibility and no middle ground between the all-out grind at a workplace demanding physical presence or opting out. A norm of remote work for everyone would ease the strain.

Technology exists to make remote work feasible and effective. Cell phones have liberated people from desks. The need for high-speed network connections is another argument for universal broadband and wi-fi access, with tax deductibility or reimbursement to employees for the connections to their home, as IBM and many US multinationals do in India.

The barriers are the usual human ones. Without a culture of strong accountability, collaboration, trust and personal responsibility, remote work doesn’t work. That culture is missing in too many organizations. Managers don’t always know how to coordinate and communicate with people they do not see face to face; they must value the work product and not the face time. Leadership is important. People need clear goals, deadlines, and performance metrics.

I know there is a huge other side to this also, the disadvantages. I leave it to my friends to argue and debate. As of now, I thank all my friends for their patience and allowing me a few lines about my work.

Regards,

Shyamsunder Panchavati

Some of the recent comments on this post from various forums.

Hello Shyamsunder,
Appreciate your insight. A position we both share.
In all of history, never before has communication devices and technology existed like the ones that exist today. This comment for example, physical location is becoming less important for the conveyance of information.
It has been my dream to enlist a ‘virtual’ workforce, void of physical constraints, and opportunity to embrace knowledge held by professionals in various locations, by the retired, physically challenged, and home workers to name a few.
It is my understanding that your question (captioned above) continues to be challenged, and the response will continue to weaken, to the point we all can work more remotely.
It will become the ‘norm’, help me re-engineer this future.
Change is in the air my friend.
-Harley

Shyam,

I see two separate and distinct separate issues being addressed in your article. First, are there drivers begging the facilitation of greater use of virtual work places. And second, is the specific workforce ready and able to adopt and accept responsibility for participationion the virtual workplace.

You aptly address the drivers for remote / virtual workplaces. I think most of us can identify with these issues and can draw from experience the many times we’ve been responsibly and productively engaged in working from remote sites. Although somewhat more elusive and greater challenge is in identifying the personality characteristics or traits of those who adapt to this model versus, what I see as the majority of individuals, those who need the structured workplace in order to remain engaged, productive and focused on their 8-10 hour daily assignments or unstructured tasks as they may be.

I’m not yet convinced that the 80-90 percent of deskbound workers are at the work maturity level at which they can thrive when working sans office. While automated call distributors insure that work is kept queued and measureable for remote call center personnel, the same is not true for knowledge workers or ‘meeting bound’ program team members.

I believe that driving success for this larger mass will come thru improved use of integrated video/telecommunications services and social networking tools which will spur an alternative social fabric to the office coffee station. The immediate next step being adoption and integration of these services into common work protocols.
Ron

We do a lot of “virtual” work and I find it that it is good to have it when you have very “proceduralized” work flow. Long project when all people know what they do etc. When nature of business is very dynamic we find it is very hard to have “virtual” work force.
Here is an example, one of our clients have a server performance problem that results in service unavailability. Server are up and down. When they down you need react right away and mulitple people have to work together to response quickly. If they all remote it is very inconvenient.
Posted by Michael Petrov

Many US companies are way behind in 21st Century management/HR with regards to the “work from home” opportunity that exists for both the company and the employee. Not all employees are equal in their job descriptions, skill sets or abilities – therefore, no outdated mandate should be given that no one can work from hom – when some can and should. I would greatly appreciate any further testimony from US that promotes the work from home opportunity.
I’m in sales – primarily by phone and email – there is absolutely no reason for me to drive 50 miles a day to come to an office when I can do the same job and work longer hours from my home office.
Any persuasive facts or thoughts that I can send along to my management?
Thank you.
Posted by Le Anne Dolan

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Body tattoos are exhibit, Mind tattoos are they inhibits ????

May 8, 2009

internet marketing

Few more University degrees than others does this make you a better educated person than others?
Humility born out of knowledge is divine,
Confidence born out of knowledge is good welcome and acceptable.
Arrogance born out of knowledge is Ignorance magnified.
Ignorance is trait born out of captive mind set.
Kupastha Mandukam are we one?? (Frog in well)
As Intellectuals, well we are not expected to be one.

Mind tattoos, the responsible factors for captive mind set
People are led by the captive mindsets which lead to inhibition and inaction
Mind tattoos, the responsible factors for captive mind set
“Dr Norman Vincent Peale the famous author was walking by a tattoo shop when a confused looking young man came out of the shop with a tattoo in his right arm that read “Born to Lose”. Dr Peale asked the tattoo artist about it and the tattoo artist replied…. “ I did ask the young man if he was sure that he wanted to state “Born to lose” in his arm and the young man was pretty stubborn in that. A surprised Dr Peale asked the tattoo artist – “Is’nt that surprising?” For which the artiste replied “Not really! Much before he tattooed it on his arm, he has firmly tattooed it in his brain, and his body tattoo act is just a reflection of his mind tattoo”.””

But what we tattoo on any part of the body for others to see is not as important as what we tattoo in our minds…. And positive, successful, energetic mind tattoos are a must to attain success…
So, it should be our conscious and subconscious endeavor to keep tattooing our mind with thoughts that are ONLY about winning, what we want be, want to reach, want to achieve, that perfect day as desired, ALL THAT IS SOUGHT BY US FOR A GREAT LIFE.
A few degrees less or more doesn’t decide whether you are intelligent, Creative leader

Creative people are full of curiosity.

Creative people are wonderstruck. They are tickled by the newness of every moment. They have lots of questions. They keep asking what, why, when, where and how.
A questioning mind is an open mind. It is not a knowing mind. Only an open mind can be creative. A knowing mind can never be creative.
A questioning stance sensitizes the mind in a very special way and it is able to sense what would have been missed otherwise.

Problems & the blame game
When there is a problem, some people can be seen wringing up their hands. Their first reaction is to look for someone to blame. Being faced with a problem becomes a problem. Such people can be called problem-averse.
Intelligent people, on the other hand, are problem-friendly. They just roll up their sleeves when faced with a problem. They see problems as opportunities to improve the quality of life. Being faced with a problem is never a problem.

Value ideas and suggestions from the colleagues

Creative people realize the value of an idea. They do not take any chance with something so important. They spot an opportunity in the ideas suggested by their colleagues.

Delegate and define responsibility to make them accountable & responsible.

Delegate and clearly define responsibilities to each member of the team. Allow them controlled discretion & inculcate a sense of responsibility & accountability in them. A responsible and winning team can only make you a winning leader.

Visible enthusiasm for achieving set goals

Effective leaders are enthusiastic about their goals. This enthusiasm works as fuel for their journey, propelling them to their goals. This is also extremely contagious and spreads fast in the team.

Perennially dissatisfied.

Leaders are acutely aware of their dissatisfactions and unfulfilled desires. However, this awareness does not frustrate them. Their frustration never reflects in their behavior with colleagues. As a matter of fact, they use this awareness as a stimulus to realize their dreams.

Be an optimist, regardless of adversities & constraints.

Creative people generally have a deeply held belief that most, if not all, problems can be solved. No challenge is too big to be overcome.
This doesn’t mean they are always happy and never depressed. They do have their bad moments but they don’t generally get stumped by a challenge.

Creative people make positive Judgment.

A new idea is delicate. It can be killed by a sneer or a yawn. It can be stabbed to death by a quip and worried to death by a right man’s brow – a businessman Charles Brower

The ability to hold off on judging or critiquing an idea is important in the process of creativity. Often great ideas start as crazy ones – if critique is applied too early the idea will be killed and never developed into something useful and useable.

This doesn’t mean there is no room for critique or judgment in the creative process but there is a time and place for it and creative people recognize that.

Academics excellence should not bring about arrogance of Endemic proportions

Your having more knowledge than your colleagues is the most natural thing and that should not make the other person less of a human being. If that knowledge gives you a sense of arrogance and self righteousness, You are endemic diseased get yourself cured immediately. Your superior knowledge should be used to help build ladders out of ignorance for lesser qualified colleagues & students.

Great people are good at reframing any situation.

Reframes are a different way of looking at things. Being able to reframe experiences and situations is a very powerful skill.
Reframing allows you to look at a situation from a different angle. It is like another camera angle in a cricket match. And a different view has the power to change your entire perception of the situation.
Reframing can breathe new life into dead situations. It can motivate demoralized teams. It helps you to spot opportunities that you would have otherwise missed.

It does not mean that excellent academics make you less educated. It only means that excellent academics & education are not interrelated directly or inversely. We had great academicians who were also excellent human beings. Dr. Rejendra Prasad, Dr. Radhakrishanan, Dr. Zakir Hussain, and Dr. Kalam. Remember our word action directly impacts the destiny of the future generations. Our actions should help to mould the youth to become future leaders and fulfill Dr. Kalam’s dream to lead India to lead the world by 2020.

Best wishes,

Shyam,

Where Knowledge fails, It is the Ignorance that creates path for Success

May 3, 2009

Derek Bok, the 25th President of Harvard, famously said: “If you think education is expensive, try ignorance.” What we need is more business education, not less!

“Try ignorance” though said in a different context has become more relevant in the present scenario. A leading Japanese multinational, which is into electronics and infrastructure, systematically, breeds high levels ignorance in their staff right from the stage of initiation, simultaneously imparting highest level of knowledge in the area of their work. I was surprised to find a senior Japanese technician totally ignorant about his company info like turnover, manpower count, he didn’t even know the name of his chairman. He innocently admitted that he only remembered the person he reported to, and people who reported to him. Yet he had contributed constructively to the infrastructural aspects of the power plants, his company built in many countries.

Now compare this to a senior executive from west. He will not only remember everything about his chairman (down to the scandals). He will give you all info (including personal) about other heads like Bill Gates, Steve Jobs, Warren Buffet et al.

Now how does it affect the performance? It does I feel

Now brain like any other data storage system has a fixed capacity for storage. You can only recall what is stored. If you store irrelevant stuff, you are left with a very limited space to store the stuff relevant to your work .It may be enough to carry you through normal times, but not during crisis situations. Japanese realized this early, and the results are there for all to see. A badly battered World War II country rose like phoenix to become the world’s leading economy within two decades.

Who is to blame?

Every one in the establishment, especially those in B-Schools. In order to make themselves relevant, they teach a lot of irrelevant things. A better part of my life has been spent making the students unlearn things not relevant their jobs.

“Mintzberg, a professor of management at McGill University, and a known B-School baiter says that the idea of a foundational education at or near the beginning of a managerial career is fatally flawed. It’s not called the “practice of management” for nothing, he says, and you can only learn the nuanced lessons of management by managing.”
He adds, “.You wouldn’t send a doctor out to practice without years of study; why a manager? Because most of the things a manager needs to know–whether that’s how to motivate people or assess a balance sheet–are context-specific, he says, and not universally applicable. Yes, a manager needs to understand the basics of finance, but that is best learned in a real-world setting. Furthermore, an MBA degree gives graduates a false sense of their capabilities, which can cause tremendous harm to an organization.”

It’s a strongly a contra view–but in this environment, one that suddenly seems a bit less radical.

Where is the solution?

Turn to east & orient; adopt their proactive ways of recruitment and training. Select specialists (Masters) in the related field, rather than management generalists. Impart job specific intensive customized training and keep updating their knowledge to get results. US multinationals in India have already started that practice they are picking students from high schools & undergraduate colleges and grooming them into successful executives. One of the US multinationals had tied up with a university to impart education customized to its job needs. It sponsored the education and absorbed the students after completion.

Either reform the B-School curriculum to make it industry or scrap them altogether.

You don’t need a MBA to create economic crisis. It should be focused towards effectively manage one.

Before concluding, I am tempted to narrate another incident about another senior Japanese techie. My friend wrote to this man to get a car stereo, whenever he came to India next. The man wrote back. “Ok I will get the car stereo, but what about the car.” It took a while for my friend to understand the message. Now the perception of the Japanese was, to get a car stereo, you had to buy a car, pluck the stereo out, and…. What to do with the car? Now he could be excused for the ignorance of the fact that car stereos were available separately in the market. Because this ignorance led to the expertise in his own field.

Best wishes,

Shyam

Small & Silent is also work . Charity doesn’t beg for recognition, But at least once in a while, shouldn’t they be mentioned at least ?????.

April 13, 2009

“Everybody can be great…because anybody can serve. You don’t have to have a college degree to serve. You don’t have to make your subject and verb agree to serve. You only need a heart full of grace. A soul generated by love” —Martin Luther King,

There are hundreds and thousands of silent workers the unsung heroes with limited or no resources working under great adversity with just grit determination & self less zeal as their tools. They are all around us, but, we fail to notice. Unfortunately we tend to look for brand equity to serve or associate with a development project.

I am happy to enumerate at least two examples of individuals or group of individuals working tirelessly to bring about transformation in the living standards of the populace& sacrificed their lives to save precious lives. Names of the individuals and groups have been deliberately blanked out so that the focus remains on the work and impact.

Live bombs do not deter this man from his commitment to save innocent lives.

Panna Lal ,who saved hundreds by defusing bombs ,dies unheard, unsung
Braver than film heroes, in real life
There were no official words of condolence nor were any wreaths laid as the body of “Chacha Bomb Squad” was consigned to the flames.(cremated)

The exploits of unsung hero , Panna Lal , or “Chacha Bomb Squad” as he was popularly known among his former colleagues in the Punjab police, will not find mention either in history books or in the numerous books written on terrorism in Punjab. However, those who worked with Chacha still carry vivid memories of this lean man bending over a live bomb and studying for some time before snapping at the circuit of the device in order to defuse it.

When bomb explosions by terrorists were a common occurrence in this Punjab state in India, the one member bomb squad of Chacha helped save hundreds of lives by defusing the devices. Panna Lal must have defused at least a dozen bombs hidden by terrorists in the busy lanes and by-lanes, in vehicles and in trains. But he received no laurels for these acts except for the occasional letter of appreciation.

The services of Chacha, Who had retired as a subhedar from the army, were sought by the Punjab police in the late 1980s as the department was hampered by the lack of a bomb disposal expert here .He rejoined the police in 1989 as a special police officer (SPO) and left the organization three years, let down by the attitude of his superiors who were always on the looked for an opportunity to berate him.

At the height of terrorism when unidentified objects were detected, the wireless sets would frequently blare “Chacha Bomb Squad come here quickly”. Shopkeepers of the busy area in a Punjab town in India cannot forget that fateful day in 1991, when disposing a bomb in pouring rain,he himself sustained injuries which led to his arm being partially disabled .
Due to his army background, Chacha could handle complex bomb circuits as he proved in 1992 when he defused a bomb planted in a compartment of the Frontier Mail minutes before it was to explode.

But recognition eluded him .For all his acts of courage, Chacha’s name was never considered for any bravery award and neither was he compensated for his medical bills.

Senior police officers often took the credit for any bomb that Chacha defused .On the plea of certain well-meaning local citizens however, Chacha’s name was forwarded to the state home department for the shaurya chakra but his file continues to gather dust in the department.

Note .
Chacha – means uncle (father’s brother elders are fondly addressed like that)
Shaurya Chakra It is a gallantry award instituted by the government of India

How Grit determination & perseverance pays for james, and his community

James ( name changed) is a 47-year-old Bolivian with a wife and eight children. He is a skilled, gifted leader and tenacious about seeking solutions – solutions not only for himself and his community of Jatun Pampa, but for his children as well.
Problem

He knew something had to change. Once, the rain and sun provided good growth of crops and residents maintained their families on crop income. But lately, they were besieged with drought, and then flooding. They had little rain, new growth dried up, there was ice in the summer, and strong winds blew where trees once stood. It was the result of natural disasters, the need for firewood and climate change.
Making the Connection
Residents agreed it was a problem, but felt alone or resigned to their struggle. So James travelled to Wayrapata, Bolivia, where an International organisation was working with another group. James was persistent in requesting a facilitator come to his community and soon after, he was in Jatun Pampa.
“Trees neutralize the strong winds,” James explained to Marc, the facilitator. “They hold the ground from erosion. We call the trees the lungs of the earth because they restore and replenish it. And when the ground is not eroded, we can also plant gardens.”
Through the process of authentic participation, a community group was organized of 16 families. Which acquired small trees from a Bolivian forestry organization. But the trees were delivered to the valley and had to be transported by donkeys because the mountain road was not maintained. It was difficult work, and after planting the tiny saplings, many were eaten by animals.
So the community group petitioned the government for a better road and, once built, 9000 pine trees were delivered to the top of the mountain and 18 acres of the Jatun Pampa village were reforested with new trees.
Families then sought seeds for vegetables and apple trees for their gardens.
Now, after only a year, the trees have stopped erosion down the mountain, helping even the vegetable gardens to succeed. There is a surplus beyond feeding families, and vegetables are sold in nearby communities.
The greatest growth
But the greatest outcome of planting the trees has been on the children.
“I planted a pine tree with my children,” one mother says. “And I believe they will continue planting trees when they are older.”
“My children take the initiative to care for our trees. They are the first ones motivated to give new ideas, too,” another says.
“When I was a child, we didn’t have gardens and I didn’t know how to plant,” a proud mother says, “But my son Rodrigo is eating fresh vegetables and already knows how to plant. It is a good thing.”
And James, who helped to initiate the transformation in his village? He just smiles and watches his own children watering the trees.
Conclusion
This recession, has however brought a welcome change in the mindset of the people, It seems to have nudged the pendulum a bit in the other direction. Incredible acts of generosity are occurring — often between complete strangers. Helpful communities and support initiatives have sprung up on social networks with people freely offering time, advice and encouragement to get others through difficult periods or job searches. Individuals are engaging in volunteer work.
I realize that the giver also derives benefits — both karmic and tangible. I do my share of charity, but that has to remain anonymous for the present. I hope this article will motivate people to do their bit, within their resources to impact a few lives.

Best Wishes,
Shyamsunder Panchavati

Building Self Esteem from a state of despondency & frustration, And how it adds to your performance

March 27, 2009

“Without Healthy Self-Esteem, You Could Have ‘Everything’ But Your Life Could Still Be A Wreck”.
And in so many ways, a poor self image can literally prevent you from achieving and even setting goals that could make your life an accomplishment-filled wondrous adventure.
Your self-esteem is an ever flowing reflection of what you think about yourself on the inside and what you do on the outside.
Ideally, a healthy self-image should begin development when we’re children. But few of us get this critical training from anyone skilled at teaching it. So almost everyone you’ll ever meet has tremendous deficiencies when it comes to how they see themselves… and their actions reflect it.
Action orientation – Action is necessary for high self-esteem to take hold and blossom. If you don’t do anything, you can not feel very good about yourself. Agreed
You know you are still good at certain tasks. Yes as good as you were, when employed.Much better than those employed. Your temporary unemployment is for reasons not connected to your attributes or lack of it. Think about your positive contribution and the turnaround it brought in the organizations. Read, re-read, the testimonials and the appreciation letters, draw, re-draw your past career graph, reflect on your professional and monetary growth.
You will come to believe in your ability to be a catalyst for positive change. You will see the action habit as critical and will focus on always being aware of your state of action/inaction.
What are the indicators of elevated Self Esteem???
You will have an all conquering attitude .Just like a battering ram that eventually destroys a gate that blocks the way, these new beliefs will hammer away at your old, established ones. And just like that battering ram that, with persistence, will knock the gate down, & will help to replace your weak thoughts and beliefs with new affirming, powerful ones
Optimism – You’ll live as if each day is a gift, your mind will open to benefits of achievement, you will believe that things will work out.
Accomplishment orientation –Remember, You are a conscientious, hard worker, that you do your share, and take care to do things right, that you seek out and take advantage of available opportunities. The more things that you are good at and the more challenging goals you reach, the more opportunities you have to feel good about yourself.
Joy – You’ll repetitiously hear that you take extreme pleasure in your accomplishments, that you feel a deep sense of peace in doing your best in all situations that your successes motivate you to keep going that you are comfortable with being recognized for what you achieve in life..
Then what happens
Discipline – Your mind will be drenched with thoughts that you are determined to reach your strongest desires, patient when you need to be, self-motivated and strong-willed.
Leadership – You have leadership qualities and skills, you exercise whatever authority you have effectively, fairly and with respect for others and you are organized and worthy of being followed.
Hey, if you have authority/control over anyone else, it’s critical that you see yourself as a good and effective leader… because if you don’t, no one else will either.
Learning – Life doesn’t stand still. So you’ll be liberally peppered with thoughts that you love to learn… constantly. You are always trying to figure things out, testing your memory, developing your mind and skills so that you will always be highly valued no matter what stage of your life you are in.
Your moment by moment internal discussions with yourself to be what they have to be for you to start getting what you want, And when the right attitudes come instantaneously, automatically without even having to think about them, then you’ve succeeded.
Giving of self and of resources – Another great way to build self-esteem. So you’ll be flooded with thoughts that you are a person who gives of yourself in all situations, who shares your knowledge with people who want to know, who doesn’t have a selfish bone in your body, who knows that you get more by sharing the goodness in your heart than you ever would by hoarding your resources and being greedy.
Humor – What good is any kind of success in life if you can’t completely enjoy it. Laughter is a powerful tonic that has proven in labs to create positive chemicals into your system that have the power to heal. You’ll hear over and over that you are someone who enjoys life, who has the ability to bring joy and laughter to others, that you laugh easily and see the light side of even tense situations.
Demeanor – Your mind will adopt and embrace the image of a person who is peaceful, calm collected, confident and in control. You’ll be led to be at peace with your role in the world, to be accepting of the things you can’t change. And in embracing these habitual emotions, the stress and craziness that may swirl around you every day simply won’t affect you like it currently does.

Won’t that be nice?

Best wishes,
Shyam

Adversity An Excellent Opportunityto Deliver

March 24, 2009

Adversity brings the best in human beings. We have seen that happening at many organizations. With less manpower, and reduced financial inputs, leaders are delivering, and accomplishing the set goals.
It is quite clear that adversity has converted itself into an opportunity for excellence.
Not knowing what we do not know has often been the bane of many a leader. and has resulted in precious man hours being wasted in the pursuits with no logical conclusions, depriving the knowledge area of the precious time for task accomplishment.
Concentrating on the knowledge area helps us to set an example for our team members, and motivate them for higher achievements. Since this is the time when organizations are expecting more output with reduced man power. It is imperative that managers bring about small changes in their attitudes and work pattern.
The important things to know are
1. Know that you must execute
2. Know what you cannot do
3. Know what you can do

Shyamsunder Panchavati

Development Dynamics, Embrace Culture to Embrace the Cause

March 6, 2009

Many development agencies from America & Europe are doing extraordinary work in many strife torn countries of Africa and Asia. There well intentioned efforts are often met with resistance from the populace, prisoners of in age old culture and customs. They consider any community development activity to be an encroachment into their well protected domain.
Any community development or capacity building activity has to be conceived staying within and respecting the cultural parameters. Cause can never be divorced from the culture. Africa & Asia are comprised of many religious and non-religious groups. The major religious cultures are Muslim, Christians (Roman Catholic, Protestant, Orthodox, Anglican and others), ethnic religionist, non-Christian, Hindu and Baha’i.
If you are working on Gender Based Violence eradication program, or HIV awareness program, you need to be very careful. Each religion, each ethnic group needs a different approach to tackle the same problem. Some groups may not be open to outsiders redressing their problems. They have their own inbuilt system of redressing grievance. Some other groups may not like awareness programs being conducted for their girls, & women. Some Muslim groups strictly implement Shariat rules which place restrictions on the movements & dress code for women.
It is always better to meet and take into confidence the tribe or village head and involve him in the activities, and follow his advice. Many organizations which haven’t followed this have faced revolt from the communities and consequently failed in their programs.
I feel that before embarking on a program of rehabilitation. It is always necessary to make a detailed study about the region the culture the people. The geographic and demographic intelligence play an important role in the success of any capacity building and development program.

Shyam

Let’s Help Build Ladders out of Poverty

February 12, 2009



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Creating Ladders of Opportunity for Unskilled Workers.

Just pause to give a thought for our less privilaged fellow human beings.

Changes in the global economy have the potential to leave unskilled workers behind if they are not given opportunities to develop skills and engage in enterprise.
The current trends toward greater deregulation, privatization and integration of the global economy affect the labor market. In the developed world, unskilled workers find their jobs are slowly being replaced by new technology or outsourced to low income countries.
According to the UN International Labor Organization (ILO), lifting unskilled workers out of poverty will require “creating new cycles of opportunity and local wealth creation” that “respect the opinions of poor people.”
“People in poverty go through each day with the will to survive, but without the support and possibilities to move up the ladder of opportunity,” says the ILO Director-General, Juan Somavia. “Imagine where their efforts could take them if that ladder were in place. Our common responsibility is to help put it there.”

Let Us Help build ladders out of poverty.

Best wishes,
shyam

The Path Lies Within…

February 14, 2011

The path lies within……..

If eternal Bliss is destination, then the path lies within. You need to surrender to your inner self to conquer the world

You cannot seek an acquaintance with the world when your inner self is a stranger to you.

Peace of mind is something everyone aspires for, and yet nobody seems to know when, where, and how to get it. Over a period of time, term “peace of mind” has undergone a transformation from a qualitative entity to a quantitative entity. People now a days speak in terms of “some peace of mind” to describe their aspiration or achievement. It can no longer be equated with the total tranquility of mind and the body. Peace of mind or lack of it can be the result of conquest over or conflict with self.

“In the final analysis, the hope of every person is simply peace of mind.”

Please read the complete article HERE

Social Entrepreneurship

November 11, 2010

An extract from the text of the lecture delivered by Shyamsunder Panchavati at Hyderabad on 31st October 2010.

“Social Entrepreneurship: A Change in perspective, from “Not for Profit” activity to a “transaction” towards Social Assets Accumulation”

“I am extremely happy to note that so many young entrepreneurs have taken time today to attend my lecture on Social Entrepreneurship. I hope this will probably help in removing misgivings in the minds of the youngsters about Social Entrepreneurship.

Social Entrepreneurship is an entrepreneurial effort like any other business. Only difference is, it is wholly or partially cause driven and more often than not, it complements in terms of increased brand equity to the brand that supports it.

The debate about the capitalism and “All Truism” is eternal and will continue till eternity. We arenow looking at a model that is a combination of the two. “All truisms” is a noble concept, but it is too noble a concept to sustain. What is an ideal combination depends on geographic, demographic and other factors. However there has to be a flexibility and scalability in action & approach as per the need and situation.”

Please read the full text and view the presentation

Best wishes,

Shyam

entrepreneurship

September 25, 2009

Microsoft chief says entrepreneurship is alive and well, recession or not

BY CASEY LINDBERG Lou Dematteis

Stanford Professor Tina Seelig, left, joined Microsoft CEO Steve Ballmer as he offered insights to students on entrepreneurship and innovation in difficult times.
Steve Ballmer, Microsoft’s energetic chief executive officer, gave a humorous and optimistic pep talk Wednesday to a large crowd of Stanford students, including some about to graduate into the midst of the Great Recession.

Pacing the stage and gesturing with his arms, Ballmer spoke to a packed house of 1,700 people, many of them engineering students, at Memorial Auditorium. His advice to aspiring tech innovators was part of the Entrepreneurial Thought Leaders Seminar, normally attended by about 50 students.

After finishing his undergraduate career at Harvard, Ballmer enrolled in the Stanford Graduate School of Business for one year before dropping out to join forces with Bill Gates at Microsoft. Now bald, Ballmer poked fun at a picture of himself presented on a slide accompanying his recollection of those early days.
“That’s me when I got to Stanford. I still part my hair, by the way, on the right,” said Ballmer.

While speaking about the economy’s impact on entrepreneurship, Ballmer acknowledged the concern many soon-to-be graduates might have.

“My gosh—I am graduating, I am starting a company, I am moving forward, in the worst economy in, whatever, 70-plus years—is that a good thing or not?” said Ballmer. “It definitely is a tough, tough, tough environment. There’s no question about it.”

Ballmer, though, is convinced that the economic climate still provides enough room for entrepreneurs. He argued that there is enough venture capital available to fund the good ideas that are out there.
“The opportunity and need to invent … remains strong,” said Ballmer. “There’s going to be less venture capital this year than last year. There’s still probably in my opinion more venture capital than there are really good ideas to absorb the venture capital.”

Ballmer conceded that venture capital can contract too much and strain innovation, but maintained that excess venture capital is also not ideal.

“Let’s say there was four times as much venture capital. Would we have four times as much innovation? I don’t think so,” he said. “In a sense you could say there’s really not a better time to start a business. If you’ve got the right idea, you will get some funding. The ideas that weren’t good enough shouldn’t have been funded, and they won’t be funded today.”

Ballmer said the economy is resetting to a lower level and will then build back up from a lower base. That new base will provide a place for great ideas for companies and products to grow alongside the economy. He observed that Microsoft, Apple and General Electric are all companies that started under similar economic circumstances.

Ballmer argued that ideas for new technology are always changing. “Since I’ve been at Microsoft, the basic paradigm for how software gets written has changed a few times,” he said.

He suggested that these paradigm shifts open up new opportunities for people with good ideas. In particular, he noted that there is plenty of room for technological innovation in the fields of health and science.

“You’re able to model today the physical world with computers in a way that was never possible before,” said Ballmer. “Software accelerates the process.”

One of the next big changes will be the way people interact with technology. “That’s the future. That’s where things are going,” he said. “Today you learn to speak the computer’s language. If you want to write programs, you learn to write programs in the computer’s language.” He told the audience that his computer is incapable of understanding a simple request: “Get me ready for my trip to Stanford.”
“My secretary’s able to process that command,” he said. “My computer cannot process that command.”
In closing, Ballmer cautioned that even though there is room for entrepreneurship, success doesn’t come quickly and requires long hours and dedication. Because of this, he warned the audience about choosing a career for the wrong reasons.

“I think the biggest mistake most people make when they pick their first job is they don’t worry enough about whether they’ll love the work, and they worry more about whether it’s good experience,” Ballmer said. “You might pick a school because it’s good for you, and you might pick a second school because it’s good for you, but by the time you’re picking jobs I really think you’ve got to pick a job because you really think you’re going to love doing the work that you’re doing, and it’s a mistake not to.”

Ballmer’s talk was cosponsored by the Business Association of Stanford Entrepreneurial Students, the venture capital firm Draper Fisher Jurvetson and the Stanford Technology Ventures Program.

Casey Lindberg is an intern at the Stanford News Service.

Made In India

September 25, 2009

By Navi Rajdou
Navi Radjou is the Executive Director of the Center for India & Global Business at the Judge Business School at the University of Cambridge. The Center brings together business, academic and policy leaders and young people from around the world eager to shape India’s leading role in the global knowledge economy. Previously, Navi was a vice president at Forrester Research, where he led the firm’s analysis of how globalized innovation is driving new collaborative market structures and organizational models. Navi is an Indian-born French national and is based in Cambridge, UK.

follow me on twitter
http://www.twitter.com/shyam17

Made in India
110-navi-radjou

Is demography destiny? I used to believe so. But these days, I think that depends on how a country leverages its human capital. Merely boasting a big population doesn’t confer superpower status to a nation. The quality of its human capital must match its quantity. This hard truth is finally sinking in among Indian politicians and corporate captains.
Recently, Indian Prime Minister Manmohan Singh stated that India is projected to provide 500 million workers — a quarter of the world’s total work force — within a decade. Indeed, by 2020, the average working age is projected to be 60+ in both US and Europe, 45 in China, and merely 29 in India!
But Mr. Singh was quick to point out that without proper education and training, the majority of these potential workers won’t be “employable” by either public or private sector firms. In a country where half of the 1.1 billion population today is below 25, Indian politicians are finally waking up to the employability and talent challenges facing the Indian youth.
India’s explosive economic growth is fueling demand across industries, ranging from IT to manufacturing to retail, for a huge number of skilled professionals. Unfortunately, while India produces over 3 million graduates each year, the percentage of those graduates that are employable by the industry is fairly low. Two studies, one by McKinsey & Company and another by Duke University, showed that fewer than 25% of the 500,000 engineers graduating in India are of comparable quality to the 70,000 engineers produced in the US — and therefore “employable” by the industry.
Aware of this challenge, the Indian government is collaborating with the National Knowledge Commission to unleash the country’s human potential by, for instance, opening more IITs and IIMs and imparting “soft skills” to young workers. Unfortunately most of these initiatives take a quantitative approach that merely aims to improve the supply-side of the Indian labor market. I personally think that the issue (and therefore the solution) lies on the demand-side, and requires a qualitative solution as well.
Why? Because employability is only half the problem. Even if they do find qualified workers, companies can’t take their Indian employees’ loyalty for granted: attrition rates in Western IT providers’ Indian offices run as high as 50%, due to lack of engagement by their employees. In a global workforce study conducted by Towers Perrin, a whopping 56% of Indian employees said that they feel disengaged at work – the highest percentage among all countries surveyed. These disgruntled Indian employees feel a big disconnect between their personal aspirations and their day-to-day professional activities.
This disconnect results from the fact that while young Indians are attending colleges (let alone high schools) neither their parents nor the educational institutions pay attention to their individual talents and career aspirations, and help tie them to the skills needed to be successful in an organization. This paucity of attention later results in high employee attrition which hurts Indian industries’ ability to sustain growth and build globally competitive and adaptable workforce.
However resourceful it might be, the Indian government can’t afford to take a top-down approach to igniting and coaching the minds of the 550 million-strong Indian youth. It needs to enroll the help of creative entrepreneurs worldwide to accomplish that mighty goal.
Fortunately, some entrepreneurs are already responding to this call. Take Dr. Ravishankar (Ravi) Gundlapalli, whom I recently met in San Francisco. After 12 years of working as a supply chain professional (Ravi has a Ph.D. in Fluid Mechanics), Ravi decided to become an entrepreneur in the education sector with a global mission. Ravi told me that his passion for teaching and education goes back to his own high school days in Chennai, when he learned Tamil to teach mathematics and physics to his fellow students from Southeast Asia who had difficulty understanding concepts taught in English at school.
Ravi’s extensive field research in India with individual students, colleges, employers, and trade associations shows that most of the 3 million graduates that India produces each year are not receiving adequate career-based education and orientation. So Ravi is launching a new startup, Turning Point Global (TPG), which aims to address the employability and talent management issues faced by the Indian economy.
TPG’s vision is to “ignite the Indian students’ minds” with career planning and career success principles that are aligned with the students’ own genius and career aspirations. By engaging with Indian students while they are still in college, TPG plans to make them career-ready by the time they embark on their first job, armed with relevant functional, behavioral, and career success skills. TPG has many other innovative ideas to ensure that these students continue to maintain clarity of self and clarity of career, and in the process help reduce employee disengagement and attrition in the industry.
Ravi also told me about former president of India Dr. A. P. J. Abdul Kalam and Prof. Sudershan Acharya’s Lead India 2020 youth national movement, and how his vision for TPG is synergistic with that of Dr. Kalam’s, which is to ignite the minds of 550 million youth of India and transform them into employable human resources with strong leadership and human values.
I was moved when Ravi described how he is currently “igniting” the mind of a blind but super-bright Indian student, whom he met through Lead India 2020. This blind student received a youth leadership and outstanding scholars

Jobs India 05/01

May 1, 2009

Important Note :

I am not recruiter, nor I am running a job board. The postings I am doing are purely with the intention of helping the unemployed to access the job opportunities.
I have received more than thousand mails asking either to provide a job or critique resume, and mails are pouring. It is impossible humanly for me to attend to them, as I have my professional work to attend to. Kindly excuse me for not responding individually to members.I wish all of you success in your efforts to secure a job
Best Wishes,
Shyam

Program Communications Manager
The Jal Bhagirathi Foundation
Location: Jodhpur, Rajasthan, India
Last Date: May 20, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13326.shtml

Communications Consultant
United Nations Development Programme, Poverty Unit
Location: Jaipur (Rajasthan Mission on Livelihoods)
Last Date: May 11, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13328.shtml

Programme Director – Health
Narotam Sekhsaria
Foundation
Location: Mumbai
Last Date: May 28, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13329.shtml

Director
Smile Foundation
Location: Delhi
Last Date: May 30, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13327.shtml

Coordinator – Executive Office

Plan India
Location: New Delh, India
Last Date: May 3, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13325.shtml

Divisional Consultant

Child In Need Institute (CINI)
Location: Chattishgarh
Last Date: May 10, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13323.shtml

Research Utilization Specialist, PROGRESS
Family Health International (FHI)

Location: New Delhi, India
Last Date: May 10, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13322.shtml

Deputy Director of Training
Micro Insurance Academy
Location: New Delhi, India

Last Date: May 15, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13298.shtml

Senior Manager – Water Resources & Policy and Hydropower
World Wide Fund for Nature – India
Location: New Delhi

Last Date: May 4, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13297.shtml

Director – Media and Communications
World Vision India
Location: New Delhi
Last Date: May 22, 2009

http://216.119.85.221/artman2/publish/indian-jobs/article_13274.shtml

Technical Support Officer (3 Vacancies)
National UNV
Location: Jaipur, Rajasthan
Last Date: May 6, 2009

http://216.119.85.221/artman2/publish/indian-jobs/article_13261.shtml

Consultant – Access to Justice for Marginalized People
UNDP India
Location: New Delhi
Last Date: April 27, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13260.shtml

Accounts Coordinator
Plan India
Location: New Delhi
Last Date: April 28, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13262.shtml

Consultant, Health Informatics Analyst

Futures Group International
Location: New Delhi
Last Date: May 10, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13259.shtml

Consultant, MIS Manager
Futures Group International

Location: New Delhi
Last Date: May 10, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13258.shtml

Accounts Officer
ActionAid
Location: Ahmedabad

Last Date: May 2, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13257.shtml

Senior Program Specialist for Public Private Partnerships
Futures Group
Location: New Delhi, India
Last Date: April 30, 2009

http://216.119.85.221/artman2/publish/indian-jobs/article_13244.shtml

State Operations Research Advisor – Uttar Pradesh
Futures Group
Location: Lucknow, India
Last Date: April 30, 2009

http://216.119.85.221/artman2/publish/indian-jobs/article_13243.shtml

Female interpreter and translator
TV crew
Location: rural Gujarat
Last Date: May 22, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13241.shtml

Communication Assistant
United Nations Children’s Fund (UNICEF)
Location: New Delhi
Last Date: May 1, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13242.shtml

District Coordinator (2) and Medical Officer

LEPRA Society
Location: Andhra Pradesh
Last Date: April 30, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13181.shtml

HR Assistant for GTZ Office
German Technical Cooperation (GTZ)

Location: New Delhi
Last Date: April 30, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13247.shtml

Senior Executive Secretary for GTZ Social Security Benefits for Unorganized
Workers in Karnataka Programme
German Technical Cooperation (GTZ)
Location: Bangalore

Last Date: April 30, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13246.shtml

Receptionist
GTZ International Services
Location: New Delhi
Last Date: May 4, 2009

http://216.119.85.221/artman2/publish/indian-jobs/article_13245.shtml

National Program Officer-Iodine Deficiency Disorders
The Micronutrient Initiative India
Location: New Delhi
Last Date: May 5, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13240.shtml

Programme Manager
Foundation for Social Transformation: enabling north east India (FST)
Location: Guwahati, Assam
Last Date: May 8, 2009 (updated)
http://216.119.85.221/artman2/publish/indian-jobs/article_13132.shtml

Terms of Reference for applications to support the work of UN entities in India
with the media in Rajasthan at the District level
UNDP
Location: Rajasthan
Last Date: April 30, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13142.shtml

Project Administrator

Path
Location: Lucknow, India
Last Date: April 27, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13214.shtml

Several Positions

Centre for Indian Knowledge Systems
Location: Tamilnadu
Last Date: May 21, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13211.shtml

Programme Associate

Foundation for Social Transformation: enabling north east India (FST)
Location: Guwahati, Assam
Last Date: May 8, 2009 (updated)
http://216.119.85.221/artman2/publish/indian-jobs/article_13215.shtml

Several Positions

Pragya
Location: Gurgaon
Last Date: May 20, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13210.shtml

Programme Coordinator – Essential Services

Oxfam India
Location: New Delhi
Last Date: April 26, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13220.shtml

Regional Manager
Oxfam India

Location: Ahmedabad
Last Date: April 26, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13219.shtml

Finance Officer
Oxfam India
Location: Kolkata

Last Date: April 26, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13218.shtml

Donor Services Officer
Oxfam India
Location: Bangalore
Last Date: April 26, 2009

http://216.119.85.221/artman2/publish/indian-jobs/article_13217.shtml

Accountant
Oxfam India
Location: Lucknow
Last Date: April 26, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13216.shtml

Manager Communication and Advocacy
Hindustan Latex Family Planning Promotion Trust
Location: Hyderabad
Last Date: April 28, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13213.shtml

Manager – Capacity Building

Hindustan Latex Family Planning Promotion Trust
Location: Hyderabad
Last Date: April 28, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13212.shtml

Programme Officer, Gandhi Fellowship

Kaivalya Education Foundation
Location: Delhi or Mumbai
Last Date: May 17, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13185.shtml

Programme Officer

ActionAid India
Location: Hyderabad
Last Date: May 1, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13186.shtml

Finance and Administration Manager

CHF International – India
Location: Nagpur or / Bangalore
Last Date: April 27, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13151.shtml

Programme Assistant

United Nations Development Programme (UNDP)
Location: New Delhi
Last Date: May 1, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13188.shtml

Senior Technical Officer (M & E)

Family Health International
Location: New Delhi, India
Last Date: April 26, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13190.shtml

Accounts Officer
ActionAid India

Location: Hyderabad
Last Date: April 28, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13187.shtml

National Co-ordinator, People’s Patents Group
Human Rights Law Network

Location: New Delhi
Last Date: May 17, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13184.shtml

Legal Researcher, People’s Patents Group
Human Rights Law Network
Location: New Delhi

Last Date: May 17, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13183.shtml

Researcher, People’s Patents Group
Human Rights Law Network
Location: New Delhi
Last Date: May 17, 2009

http://216.119.85.221/artman2/publish/indian-jobs/article_13182.shtml

Community Health Educator Manager
Medecins Sans Frontieres
(MSF)
Location: Hajipur, Vaishali

District of Bihar
Last Date: May 17, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13172.shtml

Training Managers
SAMUHA
Location: Karnataka

Last Date: May 10, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13169.shtml

Field Officer – Sure Start
Care India
Location: Raebareli/ Barabanki,
Uttar Pradesh

Last Date: April 26, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13159.shtml

Disaster Preparedness and Risk Mitigation Specialist
Adventist Development and Relief Agency (ADRA)
Location: Bihar
Last Date: May 15, 2009

http://216.119.85.221/artman2/publish/indian-jobs/article_13158.shtml

Monitoring, Evaluation and Reporting Officer
Absolute Return for Kids (ARK)
Location: New Delhi
Last Date: May 16, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13157.shtml

Zonal Coordinator
Child In Need Institute
Location: Kolkata
Last Date: April 30, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13156.shtml

Additional Director

Population Foundation of India (PFI)
Location: New Delhi
Last Date: May 31, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13155.shtml

Consultant – Training
UNOPS

Location: Bhopal, Madhya Pradesh
Last Date: May 1, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13129.shtml

Child Protection Officer
UNICEF
Location: Lucknow

Last Date: April 28, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13128.shtml

Social Development Adviser
Department for International Development (DFID)
Location: New Delhi
Last Date: May 4, 2009

http://216.119.85.221/artman2/publish/indian-jobs/article_13126.shtml

Resource Person ERC (2)
Care India
Location: Lucknow
Last Date: April 27, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13127.shtml

Human Resources Officer
MSF (Médecins sans Frontières)
Location: New Delhi
Last Date: May 3, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13118.shtml

Training Specialist (Oriya)
Micro Insurance Academy
Location: New Delhi, India
Last Date: May 1, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13117.shtml

Communication Officer

Brooke Hospital for Animals (India)
Location: Delhi
Last Date: April 30, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13119.shtml

Senior Programme Officer

DAC Trust
Location: Theni, Tamil Nadu
Last Date: April 30, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13087.shtml

Project Accountant

The International Union Against Tuberculosis and Lung Disease (The Union)
Location: New Delhi
Last Date: April 30, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13023.shtml

Grants Administrator
The International Union Against Tuberculosis and Lung Disease (The Union)

Location: New Delhi
Last Date: April 30, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13022.shtml

Consultant – Social Development
Arghyam
Location: Bangalore

Last Date: May 9, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13054.shtml

Fresh Medical Graduates and Nursing Personnel
Janani
Location: Patna, Bihar
Last Date: May 10, 2009

http://216.119.85.221/artman2/publish/indian-jobs/article_13036.shtml

Program officer/ Associate
Smile Foundation
Location: Various
Last Date: April 30, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13011.shtml

Director – XSP
World Vision India
Location: Chennai
Last Date: May 6, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_12979.shtml

Travel Security Analysts

International SOS
Location: New Delhi
Last Date: May 6, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_12968.shtml

Program Officer
Global Development Network (GDN)

Location: New Delhi
Last Date: May 6, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_12969.shtml

Project Director- Project SANYUKT
Groupe Developpement South
Asia Regional office

Location: New Delhi
Last Date: May 2, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_12904.shtml

Head – Projects
Groupe Developpement South
Asia Regional office

Location: Kolkata
Last Date: May 2, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_12905.shtml

Finance Officer
Groupe Développement South
Asia Regional office

Location: Kolkata
Last Date: May 2, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_12907.shtml

State Project Coordinator – Andhra Pradesh
Deworm the World (DtW)

Location: Hyderabad
Last Date: May 2, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_12897.shtml

Program Officer, India Office
Trickle Up
Location: Kolkata, West Bengal

Last Date: April 26, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_12874.shtml

Epidemiologist
Medecins Sans Frontieres
(MSF)

Location: Delhi
Last Date: May 5, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_12856.shtml

Coordinator- Mainstreaming child Rights initiatives
World Vision India
Location:

Last Date: April 29, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_12817.shtml

Program Quality Manager
World Vision India
Location: Kolkotta
Last Date: April 29, 2009

http://216.119.85.221/artman2/publish/indian-jobs/article_12816.shtml

ADP Program Manager
World Vision India
Location:
Last Date: April 29, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_12815.shtml

WebMaster
World Vision India
Location: National Office
Last Date: April 29, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_12814.shtml

National CO Coordinator (Water and Sanitation)

World Vision India
Location: Metros
Last Date: April 29, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_12813.shtml

Chief Operating Officer (COO)
Third Sector Partners

Location: Gurgaon
Last Date: April 29, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_12805.shtml

Senior Consultant/ Regional Manager – Public Health
Medica Synergie Pvt. Ltd.

Location: Kolkata
Last Date: April 29, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_12807.shtml

National Coordinator, India
Leonard Cheshire Disability
Location: Mumbai

Last Date: April 30, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_12731.shtml

Project Manager
Micro Insurance Academy
Location: New Delhi, India
Last Date: May 1, 2009

http://216.119.85.221/artman2/publish/indian-jobs/article_12711.shtml

0000000000000000000000000000000000000000000000000000000000000000

B. LATEST INDIAN JOBS

Computer Faculty to teach Basics of Computers

Samarthanam Trust for the Disabled
Location: Bangalore
Last Date: May 10, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13293.shtml

Project Co-Ordinator and Village Co-Ordinator

Poorna Kumbha
Location: Ahmedabad
Last Date: April 30, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13207.shtml

Senior Teacher Children with Disabilities

Shishur Sevay
Location: Sahaur, near New Alipore,
Kolkata
Last Date: May 15, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13330.shtml

Manager
Ramakrishna Mission Home of Service
Location: Varanasi
Last Date: May 21, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13296.shtml

Health Educator / Animator

Ramakrishna Mission Home of Service
Location: Varanasi
Last Date: May 21, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13295.shtml

Project Officer
Groupe Developpement South
Asia

Location: Kolkata
Last Date: May 5, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13256.shtml

Health Coordinator
Chetna Vikas

Location: Dumka, Jharkhand
Last Date: May 5,2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13273.shtml

Deputy Programme Manager (Resource Mobilization)

Akshaya Patra Foundation
Location: Bangalore
Last Date: April 30, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13284.shtml

Project Director for the Project "Improving Governance in India – BPL
Sector"
Transparency International India
Location: New Delhi
Last Date: May 6, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13229.shtml

Manager – Fund raising and Communications

Transparency International India
Location: New Delhi
Last Date: May 6, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13228.shtml

Executive Assistant to the Executive Director
Transparency International India

Location: New Delhi
Last Date: May, 6, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13227.shtml

Zonal Coordinator
Children’s Movement for Civic Awareness
Location: Bangalore

Last Date: May 28, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13279.shtml

1 Project Manager ,2 ORW and 1 Accountant
Zila Yuwa Kalyan Simiti

Location: Allahabad
Last Date: May 10, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13292.shtml

Program Manager
Bhavishya Alliance

Location: Navi Mumbai
Last Date: May 15, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13265.shtml

Social Worker & Doctor

Bhoruka Public Welfare Trust
Location: Districts of Orissa
Last Date: May 25, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13281.shtml

Project Officer

Pratichi (India) Trust
Location: Ersama, Jagatsingpur,
Orissa
Last Date: May 10, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13271.shtml

Director (Project)
Prayas Juvenile Aid Centre Society
Location: Delhi
Last Date: May 20, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13237.shtml

Librarian
Prayas Juvenile Aid Centre Society
Location: Delhi
Last Date: May 20, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13236.shtml

Project Associate
Prayas Juvenile Aid Centre Society
Location: Delhi
Last Date: May 20, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13234.shtml

Project Managers
Prayas Juvenile Aid Centre Society
Location: Delhi
Last Date: May 20, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13233.shtml

Counselor
National Institute of Mass Communication & Journalism (NIMCJ)
Location: Ahmedabad
Last Date: May 5, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13268.shtml

Office Clerk
National Institute of Mass Communication & Journalism (NIMCJ)
Location: Ahmedabad
Last Date: May 5, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13267.shtml

Gender Consultant
United Nations Population Fund (UNFPA)
Location: Jaipur, Rajasthan
Last Date: May 7, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13332.shtml

Communications Consultant
Water and Sanitation Program (WSP) / World Bank
Location: New Delhi
Last Date: May 8, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13331.shtml

Various Posts

Institute For Social Development (ISD)
Location: Kalahandi & Kandhamal
Districts
Last Date: May 10, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13288.shtml

Project Associate (Programme Management )
Voluntary Health Association of India (VHAI)
Location: Delhi
Last Date: May 4, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13266.shtml

Project Coordinator
National Level NGO
Location: Rudraprayag-Uttarakhand
Last Date: April 30, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13198.shtml

Watershed EngineerAgri. Engineer
Foundation for Development Research and Action
Location: Bhopal, Shivpuri, Seoni
Last Date: April 30, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13277.shtml

Project officer/coordinator
Adarsh Rural Development Society
Location: Gurgaon
Last Date: April 30, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13291.shtml

Regional Program Coordinator
Foundation for Development Research and Action
Location: Dehradun, Uttarakhand
Last Date: May 15, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13276.shtml

Field Coordinator
Institute of Health Management Pachod, Pune
Location: Pune
Last Date: May 15, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13275.shtml

Several Positions
Pardada Pardadi Educational
Society
Location: Malakpur Road, Anupshahar,
District-Bulandshahar (U.P)

Last Date: May 20, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13334.shtml

Senior Accountant
Sangama
Location: Bangalore
Last Date: May 5, 2009

http://216.119.85.221/artman2/publish/indian-jobs/article_13263.shtml

Research Associate and Research Investigator for ICSSR Project
ASSERT (Association for Social Engineering, Research & Training)
Location: Patna
Last Date: May 15, 2009

http://216.119.85.221/artman2/publish/indian-jobs/article_13333.shtml

Male and Female Counselor for Family Counseling Center, Rajsamand
District
Rajsamand Jan Vikas Sansthan

Location: Rajsamand District
Last Date: May 20, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13249.shtml

Fund Mobilizor

Swayam Chetan
Location: Gulbarga
Last Date: May 15, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13254.shtml

Branch Manager/Field Credit Officer

SWAWS Credit Corporation India
Location: Bhubaneswar,Orissa
Last Date: May 10, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13238.shtml

Counsellors

Prayas juvenile Aid Centre Society
Location: Delhi
Last Date: May 20, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13235.shtml

Program Assistant

Avert Society
Location: Mumbai
Last Date: May 2, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13250.shtml

Manager Child Help Line
Prayas Juvenile Aid Centre

Location: Jahangirpuri
Last Date: May 7, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13230.shtml

Engineer for IWMI-Tata Project.
IWMI
Location: ICRISAT Campus, Patancheru

Last Date: May 10, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13226.shtml

State Officer
Caritas India
Location: Guwahati
Last Date: May 5, 2009

http://216.119.85.221/artman2/publish/indian-jobs/article_13224.shtml

Scientific Officer for NutriPlus Knowledge Center
Agri-Science Park
Location: ICRISAT Campus, Patancheru

Last Date: May 10, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13225.shtml

Consultant/Liason
Institute of Factual Theatre Arts
Location: Kolkata
Last Date: May 30, 2009

http://216.119.85.221/artman2/publish/indian-jobs/article_13221.shtml

Tracking Supervisor cum Assistant Data Manager
Prerana Study – St. John’s Research Institute
Location: Bangalore
Last Date: April 30, 2009

http://216.119.85.221/artman2/publish/indian-jobs/article_13222.shtml

Manager (Resource & Marketing)
Prayas Juvenile Aid Centre
Location: New Delhi

Last Date: May 7 , 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13231.shtml

Accounts Officer
Prayas Juvenile Aid Centre
Location: New Delhi

Last Date: May 7 , 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13232.shtml

Finance Officer
Caritas India
Location: Chennai/ Bangalore, Orissa, Mumbai
Last Date: May 5, 2009

http://216.119.85.221/artman2/publish/indian-jobs/article_13223.shtml

Project Manager (Corporate Social Responsibility)
Global March Against Child labour
Location: New Delhi
Last Date: April 27, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13206.shtml

Assistant Manager – Communications
BASIX
Location: Kolkata
Last Date: May 10, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13203.shtml

Secretary to Executive Director

SEEDS
Location: New Delhi
Last Date: April 30, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13197.shtml

Associate Program Manager, Agriculture
CYSD

Location: Sundargarh
Last Date: April 30, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13200.shtml

Senior Programme Executive, Education

CYSD
Location: Sundargarh & Koraput
Last Date: April 30, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13199.shtml

Project Manager
Global March Against Child Labour
Location: New Delhi
Last Date: April 27, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13205.shtml

District Facilitator

CINI Moyna Rural Health Development Centre
Location: Purba Medinipur,
West Bengal
Last Date: April 30, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13176.shtml

Librarian
Vivekananda Institute for Leadership Development
Location: Mysore, Karnataka
Last Date: May 15, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13175.shtml

Lecturer

Vivekananda Institute for Leadership Development
Location: Mysore, Karnataka
Last Date: May 15, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13174.shtml

Assistant Coordinator Resources
Make A Wish Foundation of India

Location: Mumbai
Last Date: April 30, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13180.shtml

Programme Officer (Monitoring and Evaluation)
Palmyra Workers Development Society

Location: Marthandam, Kanyakumari
District, Tamil Nadu
Last Date: April 30, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13194.shtml

Project Assistant

Delhi Greens
Location: New Delhi, India
Last Date: April 30, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13179.shtml

Community mobilizer
BEDROC

Location: Nagapattinam, Tamil Nadu
Last Date: April 30, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13170.shtml

District Project Manager -1, District MIS and Documents- 1, District Level
B.C.C/Training Co-ordinator-1
Vikas Bharti Bishnupur

Location: Koderma & Sahibganj
(Jharkhand)
Last Date: April 27, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13178.shtml

Project Coordinator cum Trainer
PRADAN-Mission Shakti Project
Location: Rayagada District, Orissa
Last Date: April 30, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13173.shtml

Program Manger
Centre for Social Action
Location: Bangalore, Karnataka
Last Date: May 20, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13168.shtml

Receptionist

Venu Eye Institute and Research Centre
Location: New Delhi
Last Date: April 30, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13192.shtml

Trainer, Education Interns/Education Assistants

LearningInq
Location: New Delhi
Last Date: April 30, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13136.shtml

Administration officer
SART Karnataka

Location: Bidar, Karnataka
Last Date: May 15, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13115.shtml

Network Coordinator
HELP

Location: Coastal Andhra Pradesh
Last Date: April 30, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13114.shtml

Project Manager(Corporate Social Responsibility)
Global March
Location: New Delhi

Last Date: April 27, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13089.shtml

Fundraiser
Vidya
Location: Delhi
Last Date: May 10, 2009

http://216.119.85.221/artman2/publish/indian-jobs/article_13148.shtml

Office Assistant (Female)
Integrated Development Foundation
Location: Patna, Bihar
Last Date: April 30, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13133.shtml

Secretary to Executive Director
Seeds India
Location: Delhi
Last Date: April 30, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13100.shtml

Unit Manager

Action for Food Production
Location: Ranchi (Jharkhand)
Last Date: April 30, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13150.shtml

Social Worker
St. Mary’s School

Location: Safdarjung Enclave, Delhi
Last Date: April 30, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13131.shtml

Administrative Executive
Terre des Hommes Germany – India Programme

Location: Kolkata
Last Date: April 30, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13149.shtml

Project Officer cum Advance Planner
Sewa Mitra

Location: Ranchi, Jharkhand
Last Date: April 30, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13147.shtml

Project – Documentation Officer
Muzaffarpur Diocesan Society

Location: Muzaffarpur
Last Date: April 27, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13125.shtml

Accountant
SERFAC
Location: Chennai

Last Date: April 30, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13146.shtml

Co-ordinator (Advocacy(1), Training(1) )
Counselor (1)
Dweep PRAYAS

Location: Little Andaman
Last Date: April 26, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13124.shtml

ANM Cum CRH Clinic Incharge
Ghoghardiha Prakhand Swarajya Vikas Sangh(GPSVS)

Location: Madhubani (Jhanjharpur),
Bihar
Last Date: April 28, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13143.shtml

Programme Coordinator & Accountant
Ghoghardiha Prakhand Swarajya Vikas Sangh(GPSVS)

Location: Bihar (Patna, Madhubani, Birpur Supaul & Chapara-Saran)
Last Date: April 26, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13138.shtml

Network Coordinator
NATSAP
Location: Coastal Andhra Pradesh
Last Date: April 29, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13113.shtml

Project Manager-South India

Islamic Relief-OFFER
Location: Bangalore
Last Date: April 30, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13110.shtml

Senior Programme Executive, Governance

CYSD
Location: Koraput & Keonjhar
Last Date: April 28, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13108.shtml

Progrmme Officer
CanSupport
Location: New Delhi
Last Date: April 30, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13106.shtml

Senior Programme Manager, Education
CYSD
Location: Bhubaneswar
Last Date: April 28, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13104.shtml

Capacity Building Officer
APMAS
Location: Hyderabad
Last Date: April 30, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13102.shtml

Programme Administrator

Sightsavers International
Location: Kolkata
Last Date: April 30, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13101.shtml

Consultant Maternal and Child Nutrition (Part Time)

Vikas Bharti Bishunpur
Location: Ranchi, Jharkhand
Last Date: May 5, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13099.shtml

Senior Programme Manager, Livelihood
CYSD
Location: Bhubaneswar
Last Date: April 28, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13098.shtml

Progamme Support Staff
Sustainable Development Society
Location: Andhra Pradesh
Last Date: May 15, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13091.shtml

Head of HR/Snr HR Manager
Gram Vikas
Location: Orissa
Last Date: May 18, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13160.shtml

Programme Officer
Programme on Women’s Economic, Social and Cultural
Rights (PWESCR)
Location: New Delhi
Last Date: April 30, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13082.shtml

Primary and Upper Primary Teacher
Centre for Equity Studies
Location: Sarai Basti, Near
Shastri Nagar Railway Station, Delhi
Last Date: April 30, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13069.shtml

Trainer
ASRA
Location: Patna
Last Date: April 27, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13076.shtml

District Coordinator / Resource Mobiliser

Pratham’s Council for Vulnerable Children (PCVC)
Location: Uttar Pradesh
Last Date: April 30, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13077.shtml

Program Officer

Sosva Training And Promotion Institute (STAPI), Pune
Location: Pune
Last Date: May 10, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13061.shtml

Training Officer
Sosva Training And Promotion Institute (STAPI), Pune
Location: Pune
Last Date: May 10, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13060.shtml

Executive -Training & Promotion
Sosva Training And Promotion Institute (STAPI), Pune
Location: Pune
Last Date: May 10, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13059.shtml

Assistant Administrative Officer.
Charkha Development Communication Network
Location: Gurgaon, Haryana
Last Date: April 30, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13067.shtml

Network Coordinator
NATSAP
Location: Andhra Pradesh
Last Date: April 28, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13123.shtml

Accountant

DKVAAS
Location: Bhopal
Last Date: April 30, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13053.shtml

Content & Communication Director

Heroes AIDS Project
Location: Mumbai
Last Date: May 15, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13030.shtml

Research Officer
APMAS

Location: Hyderabad
Last Date: April 30, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13044.shtml

Scientific Associate – Quantitative Research
Institute for Rural Research and Development (IRRAD)
Location: Gurgaon with field travel

Last Date: April 30, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13041.shtml

Livelihoods Manager
APMAS
Location: Hyderabad
Last Date: April 30, 2009

http://216.119.85.221/artman2/publish/indian-jobs/article_13047.shtml

Executive Assistant to the Director
CHETNA
Location: Ahmedabad
Last Date: April 30, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13037.shtml

Field Supervisor
Sukarya
Location: Gurgaon
Last Date: May 13, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13031.shtml

Social Worker
Children’s Future India
Location: Pune
Last Date: April 27, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13029.shtml

Administrative Officer

APMAS
Location: Hyderabad
Last Date: April 30, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13045.shtml

Scientific Associate – Qualitative Research
Institute for Rural Research and Development (IRRAD)

Location: Gurgaon with field travel
Last Date: April 30, 2009
http://216.119.85.221/artman2/publish/indian-jobs/article_13040.shtml

What Only the CEO Can Do

April 30, 2009

The CEO wears many hats: communicator, coach, problem solver. While others in your organization can also fill those roles, there’s one critical job only a CEO can do: link the outside world (society, economy, technology, customers) with the inside world (your organization).

Here is an interesting article by by A.G. Lafley CEO Proctor & Gamble
Please also view the video

Shyam

I became Procter & Gamble’s CEO in June 2000, in the midst of a crisis. On March 7 of that year the company had announced that it would not meet its projected third-quarter earnings, and the stock price plummeted from $86 to $60 in one day, leading the Dow Jones Industrial Average to a 374-point decline.
The price dropped another 11% during the week my appointment was announced. A number of factors had contributed to the mess we were in, chief among them an overly ambitious organizational transformation in which we tried to change too much too fast and which distracted us from running the everyday business with excellence. But our biggest problem in the summer of 2000 was not the loss of $85 billion in market capitalization. It was a crisis of confidence. Many of P&G’s leaders had retreated to their bunkers. Business units were blaming headquarters for poor results, and headquarters was blaming the units. Investors and financial analysts were surprised and angry. Employees were calling for heads to roll. Retirees, whose profit-sharing nest eggs had been cut in half, were even angrier.
The news media chronicled the drama with headlines ranging from “P&G Investor Confidence Shot” to “Trouble in Brand City: We love their products. But in a tech-crazed market, we hate their stocks.” The most painful one was in a major industry publication: “Does P&G Still Matter?”
At 6:00 PM on my first day as CEO, I stood in a TV studio, a deer in the headlights, being grilled about what had gone wrong and how we were going to fix it. Everyone was looking to me for answers, but the truth was that I did not yet know what it would take to get P&G back on track. Welcome to the job of CEO—a job I’d never done before.
The Work of the CEO
In October 2004 I looked back on that first day and the even more difficult weeks that followed as I sat with Peter Drucker and several other CEOs and management scholars who had come together to ask, “What is the work of the CEO?” (Most of the quotations in this article come from Drucker’s notes for the remarks he made on that occasion.)
It seemed an odd question, because enormous attention has been paid to CEOs, who are alternately revered as corporate saviors and reviled as corporate scoundrels. Yet the question remained: Do we really understand the role and the unique work of the chief executive? Drucker believed the answer was no. He argued that people wrongly view CEOs as coaches and utility infielders who jump in to solve problems as needed, and that CEOs indeed have work that is their own. On his death, in November 2005, Drucker left behind an outline of his emerging thoughts on the role. (The Wall Street Journal had published a portion of it as “The American CEO” in January 2005.) In 2004 Drucker said, “The CEO is the link between the Inside that is ‘the organization,’ and the Outside of society, economy, technology, markets, and customers. Inside there are only costs. Results are only on the outside.”
My experience validates Drucker’s observations, and my actions since those early days and weeks have been consistent with them. I’ve gone back to his unfinished draft time and again, reflecting on his central question: What is the unique work of CEOs—work that only they can do and that they must do? Over time I’ve come to see the power in Drucker’s words about linking the outside to the inside. The CEO alone experiences the meaningful outside at an enterprise level and is responsible for understanding it, interpreting it, advocating for it, and presenting it so that the company can respond in a way that enables sustainable sales, profit, and total shareholder return (TSR) growth.
It’s a job that only CEOs can do because everybody else in the organization is focused much more narrowly and, for the most part, in one direction: Salespeople are externally focused; just about everyone else is inwardly focused. Integrating the outside and the inside is hard; it’s far easier to pick one. The CEO can see opportunities that others don’t see and, as the one person whose boss isn’t another company employee, make the judgments and the tough calls others are unable to make. The CEO is the only one held accountable for the performance and results of the company—according not just to its own goals but also to the measures and standards of diverse and often competing external stakeholders.

The CEO wears many hats: communicator, coach, problem solver. While others in your organization can also fill those roles, there’s one critical job only a CEO can do: link the outside world (society, economy, technology, customers) with the inside world (your organization).
To link outside to inside, says Procter & Gamble CEO Lafley, chief executives must focus on these four tasks:
• Define the meaningful outside: Determine which external constituency matters most. Not surprisingly, at P&G, the consumer is king.
• Decide what business you’re in: For example, what are your core businesses, and which of them will you grow? In 2000, P&G decided to target low-income consumers and developing markets.
• Balance present and future: Ensure that stakeholders’ near-term interests don’t overshadow your company’s long-term future. To fund long-term bets such as compact detergent packaging, P&G lowered its short-term revenue goals.
• Shape values and standards: For instance, P&G defined trust as consumers’ trust in its brands.
The Idea in Practice
A closer look at the four tasks enabling CEOs to link outside to inside:
Define the Meaningful Outside
Your company has many stakeholders, each with important demands. Once you’ve defined your most important external constituency, ensure that everyone acts on that understanding.
Example: P&G is obsessive about understanding its customers. Almost every trip Lafley takes includes in-home or in-store consumer visits. Offices and innovation centers have consumers inside working with P&G employees, who also spend days living with lower-income consumers and working in neighborhood stores. These activities keep P&G’s two external moments of truth—consumers’ choosing a P&G product and then using the product—top of mind for employees.
Decide What Business You’re In
Analyze the attractiveness of the businesses you’re already in, your company’s position in existing industries relative to competitors’, and industries’ strategic fit with your core competencies.
Example: P&G decided to grow from its core businesses—laundry, diapers, feminine care, and hair care—where it was already a global sales and market-share leader. Though mature, these businesses had significant opportunities for growth, evidenced by demographic trends. For instance, people are living longer and experimenting with beauty and personal-care products at earlier ages. So P&G invested more in these businesses as well as in low-income consumers and developing markets, which show the most population and income growth.
Balance Present and Future
Balance short-term investments with investments in resources needed for your company’s longer-term future.
Example: P&G allocates human resources with an eye toward the skills and experiences leaders will need to run businesses that don’t yet exist. Lafley personally grooms people for the future. He knows the top 500 people in the company and involves himself in career planning for the 150 potential presidents or function heads. He reviews their assignment plans, assesses their strengths and weaknesses, and puts them in front of the board at company events.
Shape Values and Standards
Define your company’s values (its identity) and standards (expectations) in ways that encourage the right behaviors.
Example: Over time, P&G’s company values became interpreted in a way that implicitly placed employees’ needs ahead of consumers’. For example, its value of trust had come to mean employees could count on lifetime employment at P&G. Lafley encouraged the company to embrace outwardly focused interpretations of its values. Trust now means consumers’ trust in P&G brands and investors’ trust in P&G as a long-term investment.

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