Tuesday 24 November 2015

Maharashtra University Act to empower bureaucrats

Maharashtra University Act to empower bureaucrats

The final draft of the Maharashtra University Act has been prepared with some major changes that would invest more powers in the hands of the chancellor and vice-chancellor, thus increasing bureaucracy. This, according to some academicians, will bring an end to the democratic way of functioning of the universities and the draft is more suited to foreign universities. Former senate members have said that the composition of the senate as per the draft will throttle debates as the number of elected representatives has been reduced to 16 as compared to the previous number of 58.

The state government had initiated the process of preparing the new draft of the Maharashtra Universities Act in 2011 by appointing two committees — the Dr Anil Kakodkar and Dr Arun Nigvekar committees. Both the committees submitted their drafts after which a review committee under Dr Kumud Bansal was formed. This review committee collated and harmonised the reports and identified actionable points and submitted the final draft to the state government. The draft will now be put forward to the State Council for Higher Education after which it will be placed before the cabinet for approval and enactment during the Winter Session.

As per the draft that has effected major changes over the Maharashtra Universities Act of 1994, a university would not have the post of pro-vice-chancellor or director of Board of University and College Development (BCUD). While the pro-vice-chancellor’s post is replaced by provost, the duties of the BCUD director will be taken care by four deans who will be appointed by the university on a full time basis. The deans will also replace the former six deans of the arts, science, commerce, technology, law and fine arts faculty and the former faculties have been merged under four heads.

Apart from this, the post of controller of examination has been replaced by director of examination and additional boards have been proposed to cover information technology, life long learning among others.

However, the worst affected authorities are the senate, academic and management councils. These three authorities that have been the mainstay of every university have been halved and the new bodies will consist of a majority of appointed members over the elected members.

While previously the senate had 105 members, as per the new draft the number will be reduced to 52 out of which there will be only 16 elected members from the teachers and graduate constituency, principals and managements. Under the old Act, 58 members were elected to the senate and the remaining were nominated or were ex-officio members.

Similarly, in the academic council, which had approximately 110 members as per the old Act, the draft has proposed having only 26 members. The management council that had 22 members previously will now have 20 members.

Criticising the draft, a senior academician from the University of Mumbai said that if the draft was enacted it would mean more bureaucracy and less democracy. “While the draft is almost similar to the Central Universities Act, the motive seems to be to pave the way for foreign universities that will set base in India after the World Trade Organisation agreement is signed in Nigeria in December,” said the academician.
A former senate member said that the draft was undemocratic and looked to hand over authority in the hands of a few. “If the draft is enacted, it will ring an end to debates and discussions on issues and will lead to pro-authority decisions getting passed without a whimper. The elected representatives to the senate were the ones who acted as watchdogs on the university authorities and reined them in from taking rash decisions. But now there will be no control as the elected members will be a minority, thus making it easy for the authorities to run the university on a whim,” said the former senate member.

Source | Asian Age | 25 November 2015

Friday 20 November 2015

The six systems of organizational effectiveness

The six systems of organizational effectiveness

The Leadership System is the central organizing system that must deliver on all functions owned by the Top Team or C-Suite

When the Leadership System functions effectively, performance improves. The Leadership System is the central organizing system that must deliver on all functions owned by the Top Team or C-Suite.

These functions include and require that leadership become cohesive, define the future (vision), set direction, create and execute strategy, ensure alignment, communicate clarity, engage stakeholders, develop talent, manage performance, build accountability, ensure succession, allocate resources, craft the culture, and deliver results.

The Leadership System is the organization’s DNA, its genetic code or distinctive brand. It sets the context that produces all outcomes, gives everything its meaning, and indicates what we are predisposed to doing and being. The effectiveness of the Leadership System determines the performance of the business.

Does your Leadership System predispose you to quality, agility, speed, stakeholder engagement, profitable growth, fulfilment, competitive advantage and strong financial performance? How can we improve business performance by establishing a healthy Leadership System?
We use our proven Whole Systems Approach to advance the Six Systems of organizational effectiveness. This approach to developing the organization, with leadership at the core, balances the development of competence and capability with consciousness and character, and transforms any enterprise into a profitable and purposeful organization. Every essential system is integrated and aligned, and every stakeholder is involved.

The Six Systems are broader in scope than functional departments and must be understood independently and interdependently as part of an integrated whole. These Six Systems set up the conditions and components necessary to create a healthy, high-performing organization.

1. Leadership: To achieve high performance or sustain results, leaders must define and refine key processes and execute them with daily discipline. They must translate vision and values into strategy and objectives, processes and practices, actions and accountabilities, execution and performance. Leaders address three questions:

1) Vision/Value. What unique value do we bring to our customers to gain competitive advantage? What do we do, for whom? Why?
2) Strategy/Approach. In what distinctive manner do we fulfil the unique needs of our customers and stakeholders? What strategy supports the vision for achieving competitive advantage?
3) Structure/Alignment. What is the designed alignment of structure and strategy, technology and people, practices and processes, leadership and culture, measurement and control? Are these elements designed and aligned to create optimal conditions for achieving the vision?

2. Communication: Everything happens in or because of a conversation, and every exchange is a potential moment of truth—a point of failure or critical link in the success chain. Strategic communication ensures that the impact of your message is consistent with your intentions, and results in understanding. What you say, the way you say it, where, when and under what circumstances it is said shape the performance culture.

When leaders maximize their contribution to daily conversations, they engage and align people around a common cause, reduce uncertainty, keep people focused, equip people for moments of truth that create an on-the-table culture, prevent excuses, learn from experience, treat mistakes as intellectual capital, and leverage the power of leadership decisions to shape beliefs and behaviours.

3. Accountability: Leaders translate vision and strategic direction into goals and objectives, actions and accountabilities. Performance accountability systems clarify what is expected of people and align consequences or rewards with actual performance. Leaders need to build discipline into their leadership process and management cycle to achieve accountability, predictability, learning, renewal and sustainability.

4. Delivery: The best organizations develop simple processes that are internally efficient, locally responsive and globally adaptable. Complexity is removed from the customer experience to enable them to engage you in ways that are both elegant and satisfying. Establishing and optimizing operational performance is an ongoing journey.

Operations need to be focused on the priority work, using the most effective techniques—aligning initiatives and operations with strategy; continuously improving operations; pursuing performance breakthroughs in key areas; using advanced change techniques in support of major initiatives; establishing a pattern of executive sponsorship for all initiatives; and building future capability and capacity.

5. Performance: The Human Performance System is designed to attract, develop and retain the most talented people. The idea is to hire the best people and help them develop their skills, talents and knowledge over time. Of course, it becomes more critical as they add abilities and know-how, that we reward them properly so they feel good about their work and choose to remain with the organization as loyal employees.
6. Measurement: A system of metrics, reviews and course corrections keeps the business on track. Organizations need concrete measures that facilitate quality control, consistent behaviours, and predictable productivity and results. Within these parameters, control is instrumental to viability and profitability. Every activity has a set of daily rituals and measures.

Leaders establish and maintain the measurement system to ensure disciplined processes. They track progress against strategy and planning; review status on operational results through clear key metrics; update the strategy regularly; and ensure action is driven by insight based on relevant, current information that is focused on achieving the vision.

This Six Systems frame helps people see how everything is integrated. Again, until the Leadership System operates effectively, all other systems are degraded. We work with leaders to ensure their Leadership System is highly effective, and we have dozens of cases that demonstrate the power of using a Whole Systems Approach.

Throughout our careers, we have partnered with CEOs and their teams across dozens of organizations and can say with confidence that successful transformation efforts were those in which the Extended Leadership Team did its work of mastering leadership and improving their individual and collective effectiveness while tending to the health of the Leadership System. These transformation efforts were not only successful, but more importantly, the success was sustained over time.

Sadly, we also witnessed transformation efforts that were less than successful and in some cases failed. These failures could be linked directly to a failure of leadership to consciously transform individually and collectively. Without a mature, highly evolved and fully functioning Leadership System, transformation efforts will not succeed.

Source | Excerpted from Mastering Leadership: An Integrated Framework for Breakthrough Performance and Extraordinary Business Results,by Robert J. Anderson and William A. Adams (Wiley, 2015).

Thursday 19 November 2015

WEIGHT OF SCHOOL BAGS –

WEIGHT OF SCHOOL BAGS –
State makes school principals responsible for full compliance
 
Aschool's principal would be held responsible if any of his students is found carrying a school bag heavier than the state's prescribed limit.
The state government issued a government resolution to this effect on November 5, a copy of which was submitted before a division bench of Justice V M Kanade and Justice Revati Mohite-Dere on Wednesday.

The bench was hearing a PIL filed by social activist Swati Patil on rising weight of school bags and its adverse impact on the children's health. Soon after the petition was filed, government had appointed a committee to look into the matter and suggest solutions.

The prescribed weight of school bags for students of classes 1 to 8 is between 1,800 gm and 3,425 gm, or not more than 10% of a student's weight. The government resolution comes into effect from November 30. The earlier government resolution issued on July 21 had placed the responsibility of making sure students are not saddled with unreasonably heavy bags on both the school and the parents. The new GR takes parents out of the equation and puts the onus entirely on the school principal and a Trustee nominated by the Trust which runs school.

The expert committee appointed by the state govern ment has recommended that parents should ensure that their kids carry only books which are required for the day. It has also urged schools to increase use of e-learning, conduct frequent checks of the weight of students' bags, and make play equipment available in schools so that children don't have to carry them.

According to the expert com mittee, students on an average carry schools bags heavier by over 20 to 30 per cent than what's prescribed for their age. As a consequence, around 60 per cent students below the age of 10 suffer from orthopaedic as well as stress induced ailments.

The committee has also recommend ed that instead of asking students to carry all their books every day, the schools could make sure that only one book for each subject is used for three months before turning to other texts prescribed for the subject.

Source | Mumbai Mirror | 19 November 2015
 

NATIONAL LIBRARY WEEK CELEBRATION: special programme in morning assembly on 17th Nov, 2015



NATIONAL LIBRARY WEEK CELEBRATION: BOOK FAIR FROM 16TH TO 19TH NOV, 2015 @ KVSC, PUNE

NATIONAL LIBRARY WEEK CELEBRATION: BOOK FAIR  FROM 16TH TO 19TH NOV, 2015 @ KVSC, PUNE

Wednesday 18 November 2015

TNPSC - General Studies - Current Affairs - 2015 For All Competitive Exam

TNPSC - General Studies - Current Affairs - 2015 For All Competitive Exam

By 
1. Who was recently appointed BCCI President ?
Answer:  Mr. Shashank Manohar

2. Who was selected New Nepal Prime Minister?
Answer: Khadga Prasad Oli

3. Who was appointed as New President of Nepal?  
Answer:  Bidhya Devi Bhandari - First Women President of Nepal

4. Who is the 2015 booker prize winner ? 
Answer: Marlon James (Jamaica)

5. Which is the first state to start e-auction of mines in India? 
Answer: Rajasthan 

6. Which country is set to host the 2015 Asia-Pacific Economic Cooperation (APEC) leaders’ summit? 
Answer: Philippines 

7. Which country was affected by Typhoon "Koppu" ?
Answer : Philippines 

8. Which country recently built Zam Hydropower Station on river Brahmaputra?
Answer: China  

9. The 19th International Children’s Film Festival of India is organised in which city? 
Answer: Hyderabad (Telangana)

10. G20 summit 2015 held on?
Answer: Turkey  (Antalya, 15-16 November, 2015)

TNPSC - 9th Standard Science Notes For All Exam ( Group 1, Group 2, Group 4 And VAO )

TNPSC - 9th Standard Science Notes For All Exam ( Group 1, Group 2, Group 4 And VAO )

1. Heterodont dentition is seen in _____
Answer: Mammals

2. The Powerhouse of the cell is the _____
Answer: Mitochondrion

3. The Cell division common in gametes _____
Answer: Meiosis

4. Petals of flowers bear ______
Answer: Chromoplasts

5. The matrix of chloroplast is called ______
Answer: Stroma

6. The genes are found in _______
Answer: Chromosome

7. What is plays a role in cell division?
Answer: Centriole

8. Cisternae, vesicles and tubules are seen in _______
Answer: Golgi Apparatus

9. Proper osmotic pressure is maintained by ______
Answer: Vacuole

10. The term cell was coined by ______
Answer: Robert Hooke

Sunday 8 November 2015

Eight ways to clean a digital library

Eight ways to clean a digital library

Scientists have a surfeit of options to choose from in the competitive market of reference-management software.

Adam Rocker didn't expect the software that managed his digital reference library to flag up better ways he could be doing his research. But his electronic filing system of choice, ReadCube, periodically scans his library and suggests related papers, rather as some music-file-management programs highlight recommended tunes. And that feature, he says, has brought up some unexpected gems.

As a graduate student, Rocker, who is now studying medicine at the University of Ottawa, was researching bacterial infections in zebrafish. ReadCube highlighted a paper that described a way to entrap the fish using microfluidics -- a field whose literature he would not normally read -- that was much easier than his own method. Being alerted to the research was "really rewarding”, Rocker says, although he was ultimately too invested in his own project to adopt the alternative approach.

As Rocker discovered, today's reference-management tools go above and beyond simple electronic filing. Rather like a Swiss-army knife, each tool now appeals to customers by offering an ever-evolving set of extra features.
This article focuses on eight tools -- colwizEndNoteF1000WorkspaceMendeleyPapersReadCubeRefME and Zotero -- all competing in the reference-management market (see 'Reference-management software' or download this Excel spreadsheet for a fuller comparison of the software ). Some excel at streamlining the process of browsing and building literature libraries, whereas others focus on creating bibliographies, aiding collaboration through the use of shared workspaces or recommending papers. (One, ReadCube, is owned by Digital Science, a firm operated by the Holtzbrinck Publishing Group, which also has a share in Nature's publisher.)

Each tool exists to help researchers to tame the digital flotsam and jetsam of scattered, downloaded PDFs. Most scientists can relate to that problem: as they grab PDFs from journal websites -- where they are often assigned impenetrable alphanumeric codes as filenames -- and dump them into any convenient folder, chaos can quickly take hold, with multiple copies of files spread across hard disks.

"In science, or at least in my experience, we tend to end up with a folder in the desktop with 3,000 really weirdly named PDF files, which we can never find when we need them,” says Raúl Delgado-Morales, a neuroscientist at the Bellvitge Biomedical Research Institute in Barcelona, Spain.
Reference-management tools address that confusion by indexing a hard disk. Typically, the process of dragging and dropping a PDF into an application window triggers the software to try to identify it using the DOI or title, and to retrieve relevant metadata (such as title, keyword and author names) from online servers.

Researchers can also assign software to monitor specific folders into which they drop their files. They can then find PDFs through a simple search for author name, keyword or, in some cases, their own notes. Delgado-Morales solved his problem, for example, by organizing his literature library with Papers, a user-friendly application that automatically renames files according to any scheme he chooses. Other tools offer similar functions, except for RefME -- a website and mobile app -- which stores only lists of references and not the PDFs themselves.

Core functions

Most of the tools help researchers to import literature from a variety of online sources. Many offer in-app searching of external databases such as PubMed and Google Scholar, as well as web-browser plugins that grab reference data (and sometimes, associated PDFs) from journal websites and other pages.
Zotero -- a free, open-source software project -- was founded ten years ago specifically to tackle the problem of extracting information from a web browser, says project director Sean Takats of George Mason University in Fairfax, Virginia. "That's the key feature of Zotero, and remains one of its strongest compared to other reference managers,” he says. RefME offers the unusual option of adding references by scanning a barcode with a smartphone camera.

One of the best-known features of reference-management software is the ability to insert in-text references in a research paper and to create bibliographies in any format. EndNote, a widely used commercial package, has offered this feature for decades, but now faces competition from many modern tools.

Many tools interface with common word-processing software (usually Microsoft Word, but sometimes OpenOffice and related freeware suites as well) so that a user typing up a research article need only select the papers that they want to mention and click a button to have codes inserted into the document to mark the in-text reference. Later, the user can create a bibliography and in-text citations according to several thousand journal styles, picking his or her choice from a pull-down list.

Most tools include built-in PDF readers for reading and annotating articles -- typically allowing users to search through comments and notes -- as well as cloud-based capabilities for syncing those comments (and the PDFs themselves) between, for example, an iPad and a desktop computer. But ReadCube and colwiz try to offer richer PDF reading experiences. In ReadCube, for instance, in-line citations and author names in PDFs are rendered as active hyperlinks to provide direct access to cited articles and publication lists. The same functionality is available when viewing and annotating PDFs on the websites of partnering publishers (including, for ReadCube, Nature and Wiley; and, for colwiz, Taylor & Francis).
Many of these tools can identify articles related to specific items in a library, or recommend articles on the basis of the library's content overall. F1000Workspace -- like ReadCube -- uses an algorithm to do this. It also taps into recommendations made by a community of 10,000 or so specialists. However, many other stand-alone software products also recommend papers (see Nature 513, 129-130; 2014).

Set to share


Many tools now allow researchers to set up group libraries or share key papers with distant collaborators, although this process is carefully managed to prevent violation of publishers' copyright. Those in public groups using Mendeley, for instance, can share only information about a paper -- the equivalent of a library-catalogue entry. Only users in private groups can share and modify PDFs (and groups must upgrade to a paid account to add more than three individuals).

Brenton Wiernik, an organizational-psychology PhD candidate at the University of Minnesota in Minneapolis, uses a shared library in Zotero for collaborative projects involving systematic reviews and meta-analyses of the literature in his field. Such efforts might involve 15-20 people, he says: some downloading articles into a shared library; others reading them; still more adding annotations and tags and logging key data.

According to Wiernik, the process is akin to using a shared Dropbox folder, with the added benefit that Zotero tracks and maintains metadata, notes and annotations. For instance, researchers can use a dedicated tag to indicate that they are processing an article, thereby signalling to collaborators that they should work on a different article to avoid duplicated effort.
F1000Workspace and colwiz both extend sharing to include features for preparing manuscripts and managing projects. With F1000Workspace, researchers can use a plugin to upload Microsoft Word manuscripts to a secure location, thereby enabling team members to comment on the shared copy -- although the text cannot be edited in the browser, says João Peres, the company's product-development manager. Peres plans to implement a 'one-click' article-submission feature that sends papers directly from F1000Workspace to journal editors, starting with the journalF1000Research. And colwiz also permits users to share documents to an online drive for team members to view and comment on.

Given the highly overlapping feature sets of these tools, a user's choice often comes down to particular individual priorities. Richard Karnesky, a materials scientist at the Sandia National Laboratories in Livermore, California, supports Zotero for its open-source ethos, for example.
Perhaps the best reason for using a reference manager is the technology's ability to provide a form of searchable memory. Imagine, says Boyd Steere, a senior research scientist at pharmaceutical firm Eli Lilly in Indianapolis, Indiana, a desk piled high with printed papers: Post-it notes hanging out, writing in the margins, doodles, notations, arrows and more. Today's PDF-filled, digital folders are in many ways no easier to navigate. With a digital reference manager, however, buried knowledge is just a keyword search away.

Source | http://www.nature.com (05 November 2015)

Thursday 5 November 2015

M Modi launches research project 'Imprint India'

M Modi launches research project 'Imprint India'


NEW DELHI: Prime Minister Narendra Modi on Thursday launched 'Imprint India', a Rs 1,000-crore project to kickstart original research in areas where the country is dependent on foreign technology.
 
"It's important to look towards affordable technology," PM Modi said, adding that ''science is universal but technology has to be local."
 
'Imprint India' is an Inter Ministerial Group that is set up as a single-window mechanism to screen research proposals from India's research and technology institutes. The group 
approves projects and allots funds for them.
 
The Ministry of Human Resource Development(HRD), the Ministry of Defence,the Department of Science & Technology, the Department of Biotechnology, and the Ministry of Rural Development, among others, are part of 'Imprint India.'
 
The group has been set up to be a one-stop funding shop because many scientists and researchers said that bureaucracy was delaying projects and discouraging institutes from starting them. The Indian Institutes of Technology (IITs)and the National Institutes of Technology are on board with the project that is being piloted by the Smriti Irani-led HRD ministry. 

The group has identified 10 areas where India is heavily dependent on foreign technology and where little or no research and manufacturing has been initiated. These include healthcare, computers & information technology, energy, sustainable habitat, nano technology hardware, water resources and river systems, advanced materials, manufacturing, defence and environment and climate change.
 
The IITs and the Indian Institutes of Science have helped identify these areas and have detailed the specifics of India's technology requirements for the next few years. For instance, in areas like nano technology hardware and diagnostic imaging in healthcare, almost everything is imported. The research areas will also dovetail with the 'Make in India' campaign to boost indigenous manufacture.
 
"The idea is to encourage a research environment and also drive institutes to take up research that is socially and technically relevant to India's needs across sectors. For instance, in Healthcare, India practically imports every single diagnostic machinery simply because it is not manufactured here and there is new research in India which can be scaled up. Through IMPRINT, we hope to change that," said an official associated with Imprint.

Source | Times of India | 5 November 2015

Emoji keyboard for all those too lazy for words

Emoji keyboard for all those too lazy for words

Emoji enthusiasts rejoice as there is finally a physical keyboard that can put all your favourite emoji at your fingertips.
The emoji keyboard has been invented by company EmojiWorks and is compatible with Mac's OS X El Capitan and Windows 10 computer operating systems, alongside Apple's iOS 9 for iPad, the Telegraph reported.

The keyboard comes in three iterations; the basic emoji keyboard, mid-range emoji keyboard plus and emoji keyboard pro for experts, availa ble for pre-ordering at $79, $89 and $99, respectively.

The plus and pro models feature skin modifier keys for changing the skin tone of a character as you can on a smartphone.

The word emoji was added to the Oxford English Dictionary in 2013, with the word coming from the Japanese words meaning picture and character.Each emoji represents an emotion, expression, state of mind, or a person, place or thing. There are now almost 1,000 to choose from.

Eight out of 10 people in the UK have used the symbols and icons to communicate, according to the Bangor University report, with 72 per cent of 18 to 25-year-olds adding that they found it easier to put their feelings across using emoji than with words.“Smiley face“ is the most popular emoji symbol, followed by “crying with laughter“ and “love heart“. “Beaming red cheeks“ and “thumbs up“ also make it into the top five. ANI The plus and pro models come with skin modifier keys for characters

Source | Mumbai Mirror | 5 November 2015

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