CMA eMag
BI-MONTHLY MAGAZINE OF CHANDIGARH MANAGEMENT ASSOCIATION
Issue 6
Inside
• Relevance of Military Leadership in Corporate World
• Managing Fury of Floods - Task Force for Controlling
• The Quality Definitions in verse
• Need to Re-define Kashmir Problem
• Managing Gen-Next
• A Visit to Peter Hoff and IIIAS, Shimla
November 2010
• Golden Triangle of Winter Tourism
• Need for National Innovation Strategy
• Knowledge Management Skills
• Alternative Disputes Resolution
• The Science of Resonance
• The Myth of Bottled Water
 CMA eMag
Build
Chandigarh
Management Skills
Development
Excel
Association Learn
2010-11

Office Bearers

President
Dr. Gulshan Sharma
Director
Contents
Foundation of ITFT, Chandigarh
Foreword DR GULSHAN SHARMA 1
Vice President
Relevance of Military Leadership in Corporate World DINESH K KAPILA 2-3
Dr. Niraj Pasricha
Director Managing Fury of Floods - Task Force for Controlling COL (DR) P K VASUDEVA (RETD) 4-5
Regional Institute of Co-operative Mgt. The Quality Definitions in verse PROF. P THAREJA, 5

Secretary General Need to Re-define Kashmir Problem COL (RETD) KK SHARMA 6

J.N. Vohra Managing Gen-Next BRIG. RANJIT BANERJI (RETD.) 7
Textile Consultant
A Visit to Peter Hoff and IIIAS, Shimla J.N.VOHRA 8

Joint Secretary Golden Triangle of Winter Tourism DR. N K. SHARMA 9

A.K. Gandhi Need for National Innovation Strategy PROF GURSHARAN SINGH BEDI, 10
Consultant
Knowledge Management Skills COL D S CHEEMA (RETD.) 11
Jaiparkash Associate, Ltd.
Alternative Disputes Resolution DEEPAK JINDAL 12
Treasurer The Science of Resonance SEEMA MISHRA 13
CA Vivek Goyal
The Myth of Bottled Water H S BHATTI 14
Past President Events 15-17
Col. Karamjeet Singh (Retd.)
Director
Continental Group of Institutes, Mohali

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 CMA eMag
Foreword

DR. GULSHAN SHARMA

President-CMA

At the outset, I sincerely thank all the Executive members of CMA for their unstilted cooperation for making
our Management Day event a grand success. I take this opportunity to further indulge in seeking continuous
support from all of you for our future events also, big or small.
As you know, this year we are pursuing Skills Development Agenda, as per our social responsibility, by involving
the youth of the tricity in our programmes that can excite them about possible career opportunities or
directions for their own future. The idea is to engage them with the skills of their choice; managerial,
entrepreneurial or creative, so that they become competent to take over the difficult situations in times ahead
and come out as leaders of emerging India.
In our humble way, we are endeavouring to implement our programme by exposing the budding managers to
expert speakers from different fields including Public Domain, Corporate World, Creative Field, Media and
Sports/Adventure etc. This, I am very sure will establish link between theoretical concepts, which they learn in
their schools and colleges, and the real life situations, for deepening their investigative and decision making
skills so as to become receptive managers and act as the channel in the development of the Nation.
One way for reaching out to the youth is inviting them to all our events and exposing them to the expert's views
along with enhancing the visibility of CMA by participating in the events organised by the local administration.
Also to hold some events, exclusively for the youth such as cultural shows with a message, or involving them in
environment issues and cleaner technologies. As per indication, our programmes may culminate into AIMA
'Shaping Young Mind Programme sometimes in February 2011.
I would rather seek valuable views from the members of CMA, please do communicate freely. I hope as usual
you will like this issue of the eMag.

God bless you!

1
 Relevance of Military Leadership
in Corporate World
DINESH K KAPILA
Assistant General Manager in NABARD
The characteristics of Military leadership at
the senior level are often not considered as a
useful tool for replication in the corporate
world. The two worlds, especially in the Indian
context are viewed as two exclusive separate
streams with a minimal element of
commonality. However one has to distinguish
between the stereotyped swagger, the spit
and fire image prevalent in India of a military
leader and search for its essence.
It is this essence which this article seeks to
explore as also its relevance for the corporate
sector. This has been attempted by studying
the characteristics and views of military
leaders such as Marshals Zhukov &
Rokossovsky of Russia, Generals Eisenhower
& Patton of USA, Field Marshal Montgomery
of the UK and our very own Field Marshals
Carriappa and Manekshaw.
Challenges for CEOs
It's pertinent to note that as the economy
expands rapidly, the challenges for CEOs shall
only multiply manifold. This particularly
applies to maximizing the potential of human
resources. The maximization of the potential
of human resources is a sector where the
military has excelled generally. Major General
Rajendra Nath in his book “Military
Leadership in India” remarks that the 'short &
swift wars of today call for a leader with a far
superior moral & intellectual fibre that
tempers itself in peacetime so as to stand up
to the duress of s brief but intensive war in
which no mistakes are acceptable”.
The fast changing economic environment we
face up today requires CEOs who can lead
effectively for enabling sustainable success to
be achieved. It is pertinent to remember that
the battle for market share with profits leaves
little on the table for the average performers
of the corporate world. The trait approach is
adopted in this article for enabling this
viewpoint to be explored.
Traits of Leaders
Character & Integrity Field Marshal
Montgomery was of the view that it was the
strength of character of a leader, whether
noble or evil; to inspire others and so enable
them to place their trust or confidence in him
and his ability to lead them to success.
Integrity gives rise to moral strength and
intellectual honesty which is the main
characteristic of a man of character; he also
possesses transparent sincerity and takes full
responsibility for his actions. During the
advance to Messina in Italy in World War II,
General Patton told General Trescott, that if
he (General Trescott) succeeded he would get
the full credit, but if he failed, 'I will take the
blame”. The requirement of this trait applies
equally to corporate leaders; The House of
Tata's attracts respect and goodwill for the
character and integrity exhibited by its top
leadership since inception and today by Mr.
Ratan Tata. The late Mr. Aditya Birla earned
tremendous respect for his exemplary
qualities of character. This enabled the groups
to build a band of dedicated, highly effective
professionals with unswerving loyalty to the
group.
Courage - At higher levels, it is just not physical
courage but moral (with spiritual elements)
courage which matters. This acts as a
motivator for the troops and enables a senior
commander to stake his career & future in the
judgement of what he thinks is right or wrong.
2
CMA eMag
Sixteen years ago, the then Chairman of ITC
had said in the 84th Annual report; 'the
leadership of tomorrow will have to focus on
courage. There will be many testing times &
intelligent rationalizations but without
courage, it is difficult to build, with only
knowledge; it is difficult to build on people's
commitment”. Mr. Narayan Murthy of Infosys
stands out as a leader with courage who has
dared to dream and succeeded. A stand out
example is the late Subir Raha, who as
Chairman of ONGC had the courage to stand
up to then powerful Union Petroleum
Minister for his organization.
Ability to Motivate - This implies a senior
leader's ability to make his juniors appreciate
their responsibilities, to build their self belief
and confidence, to believe in his men and the
ability to achieve the objective with the team
no matter how tough the challenge. As
Thomas E. Cronin observes in 'Military
Leadership In Pursuit of excellence'
“Optimism and high motivation count for a
lot. They can lift organizations. Most people
are forever waiting around for somebody to
light a fire under them. They have not learned
that ultimately you are responsible for
yourself. You don't blame others. You don't
circumstances. You simply take charge and
move the organization forward”. Jack Welch at
G E a n d V. K r i s h n a m u r t h y a t S A I L
demonstrated this amply by simply taking
charge and turning GE and SAIL around. Jack
Welch would often say, “control your destiny
or someone else will” and “don't manage,
lead'. These simply demonstrate the essential
commonality in the leadership models in the
military and the corporate world, shorn of the
jargon but accepting the factors which set
them apart.
Self Confidence, Steadfastness, and
Calmness - An effective military leader has a
belief in his own abilities based on sound
professional knowledge and devotion to his
profession. Coupled with this he has the
ability to generally take sound decisions even
in the chaos of war in a measured analytical
manner. Mr. K.L. Chugh, the Chairman of ITC in
tumultuous times described it as mental
toughness and emotional maturity which
provides confidence and not panicking when
presented with bewildering choices. He put it
as “keeping your head while others are losing
theirs”. The commonality of views is self
evident and striking. The late Lt Col. Yonatan
Netanyahu, who led the successful Israeli
commando strike on Entebbe Airport in 1976
(he died in action) slept and rested for an hour
on the tense long flight to Uganda. It had an
enormous calming effect on his team.
Decisive, Analytical, and Ruthless-Field
Marshal Montgomery has said that the
measure of one's ability to lead is twofold.
Firstly, it is in his will to dominate the men and
events which surround him, the will to drive
himself and his men to the limit of their
powers for a specific purpose and the refusal
to allow anything to divert him from his aim.
Secondly, it is in his character to inspire others
to trust him. Once a target is logically decided
upon, a determination to achieve it, even
against all odds and even accept a certain
degree of casualties and collateral damage is
acceptable, this could be termed as
ruthlessness; General Patton and Marshal
Zhukov exemplify this trait the maximum.
Harvey Golub, formerly CEO, American
Express used to stress the need to be candid
and straightforward as also the need to set
unattainable objectives because no objective
was worthwhile unless it was beyond reach.
We Indians uniformly score high on
adaptability in Transactional Analysis, this
needs to be balanced with the achievement of quality of generosity of heart is another
the goals set for the orgainsation. characteristic of great military leaders. Field
Professionalism, Discipline, Training - Marshal Slim is the greatest example of this
General Rajendra Nath said in his farewell trait, as he built up his team and command by
address as Commandant Indian Military his inter personal and communication skills.
Academy that an officer could perform his The Japanese corporate world and Maruti in
duty well only if he was professionally sound, India exemplify this the best, the building up
stressing that their duty demanded self
sacrifice both in peace time as well as during
wars. General SLA Marshall in Mainsprings of
Leadership was of the view that not only are
effective military leaders self disciplined; they
have a marked tendency for inculcating
discipline and rigourous training in their
formations. Their leadership stems from 'the
f r u i t o f a p p l i c a t i o n , p r e p a ra t i o n ,
thoroughness and the willingness to struggle
to gain the desired end”. Amongst the
corporate world leaders, the late Dirubhai
Amana and now his elder son Mukesh Ambani of pride in the company, the belongingness
exemplify this trait the best. JRD Tata is quoted and devotion to the company mission and
in his biography, Beyond the Last Blue targets and a belief in the company's values
Mountain “Nothing worthwhile is ever and ideals. The employees of the companies
achieved without deep thought and hard in the Tatas world also demonstrate often
work. That one must forever strive for such traits.
excellence or even perfection; in any task, Above all these traits, an effective military
however small and never be satisfied with the leader has a drive and strength of character,
second best”. This thought process has and ability to lead from the front (junior
enabled such corporate leaders to deliver levels) or an ability to show a high degree of
world class quality and services / products visibility & interaction (at senior levels) so as
consistently as also to grow their to make the formations feel they operate
organisations. behind a leader who himself is a man of
Sense of History & Mission - Senior military courage & conviction. More important, an
leaders such as General George Patton or Field effective military leader creates an aura and
Marshal Rommel were driven by a sense of environment of victory. A certain degree of
mission & a keen awareness of nation flamboyance does accompany the process of
building. They also studied the achievements communication as also to project his
of great military leaders of the past and personality for motivating the troops. The
imbibed their philosophy and strategy. JRD effective military leader also welcomes with
Tata was of the same viewpoint and said 'no self assurance and aplomb the triumph and
success or achievement in material terms is glory of war. CEOs of today can learn valuable
worthwhile unless it serves the needs or lessons from them as strive to build self
interest of the country and its people and is sustaining organizations which will last after
achieved by honest means”. General Rajendra them and attract the best of talent the nation
Nath describes it as “the primary requirement has to offer.
for developing the full potential of a military
leader is for him to have a goal higher than
himself”. Jan Timmer, the architect of the The author is Assistant General Manager in
turnaround of Philips at one time said much NABARD, the views expressed in this article are his
the same while stressing that each personal views and do not reflect the views of his
organization and its people must have a employer).
dream, a vision, to sustain them and to strive
for. Effective corporate leaders, if they
develop a sense of mission and are devoted to
it, can develop an effective strategy around it.
A deep sense of history enables seasoned
CEOs to understand the possible scenarios
and implications of actions they could be
planning.
Team Building, Communication Skills, and
Organization Building - These traits are best
described within the forces as the creation of
the 'buddy spirit', the spirit of oneness. A
3
 Managing Fury Of Floods-
Task Force For Controlling
COL (DR) P K VASUDEVA (RETD)
Expert Disaster Management
India is vulnerable, in varying degrees, to a
large number of natural as well as man-made
disasters. Of these 58.6 per cent of the
landmass is prone to earthquakes of
moderate to very high intensity; over 40
million hectares (12 per cent of land) is prone
to floods and river erosion; of the 7,516 km
long coastline, close to 5,700 km is prone to
cyclones and tsunamis; 68 per cent of the
cultivable area is vulnerable to drought and
hilly areas are at risk from landslides and
avalanches. Vulnerability to disasters/
emergencies of Chemical, Biological,
Radiological and Nuclear (CBRN) origin also
exists. Heightened vulnerabilities to disaster
risks can be related to expanding population,
u r b a n i za t i o n a n d i n d u st r i a l i za t i o n ,
development within high-risk zones,
environmental degradation and climate
change.
Vulnerable to Floods
India is the most flood-affected nation in the
world after Bangladesh. It accounts for one
fifth of global deaths due to floods and on an
average thirty million people are evacuated
every year to safe place and relief camps.
Floods in India therefore are not a new
phenomenon. “Unprecedented floods” and
disasters take place every year in one state or
other in the country.
In India, 22 States and one Union territory
(Andaman & Nicobar) are vulnerable to
Floods. However, the most vulnerable states
of India are Uttar Pradesh, Bihar, Assam, West
Bengal, Gujarat, Orissa, Andhra Pradesh,
Madhya Pradesh, Maharashtra, Punjab and
Jammu & Kashmir. In all there are 137 districts
vulnerable to various natural and man made
disasters including floods.
The recent floods in July and August 2010
have caused vast devastation in India resulting
in the hundreds of deaths, thousands of
people rendered homeless and millions of
rupees worth of property destroyed. This is a
regular feature in the country for which a
lasting solution is suggested here.
This year more than 45 thousand people,
mostly marginal farmers were badly hit by the
five consecutive floods of the Brahmaputra in
Bhuragaon and Mayong revenue circle of
Morigaon district. Due to flash floods and
cloudburst in Leh, on August 6 2010, 28
thousand quintals of food grains of different
standing crops in 1400 hectare of agriculture
land have been damaged. At least 193 people
died including five foreign tourists and about
20 army personnel, and thousands were
injured as heavy rains overnight caused flash
floods and mudslides and thousands have
rendered homeless resulting a loss of million
of rupees.
4
CMA eMag
The objectives of the of this Task Force should
be
1. To carry out de-silting of the entire
national rivers and canals during winters and
convert the banks of these rivers into motor
able metalled roads.
2. To create tourism spots along these
bundhs where water sports like
canoeing, kayaking, water skiing,
angling and so on could be
organised.
3. To be available to all the vulnerable
states at short notice for immediate
relief.
4. To be able to cope all types of
disasters including floods.
5. To help in the linking of rivers at
national level.
6. To help in rain water harvesting
Flood Relief: Considering the frequent floods
and other disasters in the country, it is
suggested to create a Task Force of the retired
armed forces personnel who retire to the tune
of 50,000 every year. This Task Force can
function under the aegis of National Disaster
Management Authority (NDMA), whose
Chairman is the Prime Minister, and General
Nirmal Vij former Chief of the Army Staff as
the Vice Chairman and eminent disaster
experts as its Members to spearhead and
adopt a holistic and integrated approach to
disaster management including floods.
This Task Force's primary job will be to carry
out desilting of rivers and convert the banks of
these rivers into motorable metalled roads for
commuters. The scenic spots should be
converted for water sports like water skiing,
canoeing and kayaking and also angling which
can further be great tourists attraction.
The other task of this force should be to link
the national rivers so that the water is
conserved and used for irrigation purposes in

a big way. The Prime Minister Dr Manmohan
Singh had floated this idea and also the former
President of India Dr Abdul Kalam.
Rainwater harvesting : Demand for water is
growing in most cities as every urban citizen
requires almost double the amount of water
that a rural citizen requires. Moreover, India is
rapidly urbanising.
Urban population in India has grown almost
five times in five decades from 1951 (62.44
million) to 2001 (286.08). Not long ago, most
of our cities were self sufficient in meeting
their water needs from the extensive urban
water bodies to supply water to citizens.
Today these water bodies have completely
disappeared. Municipalities have been
stretched to their limits to find water for the
growing urban populations. The government
as well as the private parties are extracting
groundwater.
The Task Force can undertake rainwater pension amount of these personnel from their
harvesting to overcome the shortage of fixed pay that will come to be much cheaper
potable and clean water for drinking purpose than the money spent every year to overcome
for the growing population as it has all the the disasters.
expertise with them. This will not only solve the problems of all
The Task Force has to be organised and devastating disasters including floods in the
structured on the lines of armed forces units country in which crores of rupees are spent
that will have supporting units of signals for every year but also help in the re-employment
communication, engineers for rowing, de- of ex-servicemen who are fully trained to
silting of rivers and construction of roads, carry out such duties sincerely and efficiently.
Army Service Corps personnel for the
provision of transport and rations, Ordnance
personnel for the provision of disaster
management equipment, Infantry and other
arms personnel for carrying out skilled work of
digging and man management.
The Task Force should comprise of about 2
lakh retired service personnel of various arms
and services and ranks. The Task Force should
be self sufficient in handling disasters
including floods. The retired service
personnel are already well trained in handling
disaster management. The infrastructure
should have the latest equipment, tracked
and non-tracked vehicles, dozers, digging
equipment, rowing boats, motorboats and so
on.
The pay and allowances of such a force has to *The author is a disaster management expert.
be worked out based on the amount spent H e c a n b e c o n ta c t ed a t E-mail:
every year on disaster management including vasu022@gmail.com, M: 9872219765
floods. The Government may deduct the

The Quality Definitions in verse

The Quality Guru Deming said: Boys, Trust your men!
Yet pre-empts he: "But, Let them first be competent"
Kaoru Ishikawa notifies: Don't tax Individuals more
Cause and effect analysis provides problems a natural cure
Ah, only good teams can pull one out from all predicaments

Sure, when they all work together, better in Teams,

Prisig exhorts when Zen of quality gets into genes.
With the protocol of Maintaining a motorbike to its fittest,
Prisig uses his Metaphysics of Quality to the altruist !
The Guru Joseph Juran weighs a tactical emphasis on 'Control';
As “planning” (though is a necessary handle) Quality-men cajole,
asserts: you manage processes well, and put defects on parole!
They say, “breakthrough Improvement” is a step to Goal!
Holistically, his Quality Trilogy encourages the three to soul!
Well! “Out of intense complexities intense simplicities emerge”
this is a chill from Churchill, to push technologies to converge!
Albeit Fiegenbaum encourages:: Fool proof systems are swell,
A push to Poka-Yoke may retrieve things even from Hell!
argues Ackoff's: advances in Idealized Design will better sell!
Crosby's says "Quality is free" yet we are invited to invest
All of the inputs have a superb payback is a move smartest!
But, without process qualification assured, there's no contest'
for, no systems Perform well! when 'Cost of Poor Quality' jests.
to Quality upgradation, only capable people nurse the quest!
PROF. P THAREJA,
Head of Materials and Metallurgical
Engineering at PEC University
of Technology
Professes Stephen Covey, pushing: Hurry, sharpen your Axe
a Win-Win criteria for personnel development calls for basics
As covey adds an eighth habit for a good improvement base!
with overall equipment efficiency, you cleverly spruce up laces
off line habit re-design enables 'product realization' a solace.
Well! Worthy systems will facilitate Quality-as is achieved Free
'status quo on dissatisfaction'-Priyavrat, deserves no apology,
Competence' forms the basis; a +ve 'Attitude is complimentary
though, dame luck seldom derives excellence at invert analogy!
So work up, one by one; on each recommendation for Quality.
a Problem solving paradigm & Continual improvement theology.
© copyright 2010 Priyavrat Thareja

5
 Need to Re-define Kashmir
Problem
COL KK SHARMA (RETD)
Principal Indigrow Institute of Professional Studies
The problem of Jammu and Kashmir is like a wound,
festering for the last 60 years, and we continue to
pay a lip service year after year. Can the power to
people as per the geographical and racial
distribution be attempted, to get to a lasting
solution? Can they escape a Kashmir-centric focus
of the world and get out of the cauldron, the boiling
kettle that they find themselves in. There is an
urgent need to re-define it and fix it within our own
house before asking Pakistan to fall in line or the
world community to accept our whining.
Jammu and Kashmir
India needs to tell the world that Jammu and
Kashmir includes six distinct regions (not four
propagated by GOI and all others), which are under
dispute since 14/15 August 1947/October 1962. Two
are held by Pakistan, one illegally occupied by China
(including a part donated by Pakistan) and three
happened to be in India. Northern Areas and
Pakistan occupied Kashmir are with Pakistan. Aksai
Chin area was illegally grabbed by China from India
in 1962 and a small stretch of land at the northern
tip of the state was donated by Pakistan to China.
India has the Kashmir valley (18% of the total
Jammu and Kashmir), Jammu region and Ladakh
area. This forms Jammu and Kashmir and needs to
be discussed separately or all at once to achieve a
lasting peace. Politicians of all hues have memory
lapses when we talk of Kashmir problem and tend to
remove the entire landscape of this state in their
discussions.
Before we find out what do the people want, we
need to understand who and where they are? There
are different communities and religious group in
this state, which make even Bosnia-Herzegovina-
Croatia-Macedonia-Albania-Serbia look like a more
homogeneous region.
The stakeholders
Hindu (Dogra) population of Jammu is nearly 70%
majority in this district, but has always lived in
harmony with the other communities. There is the
Buddhist-Muslim equation in Ladakh region, sizable
Sikh community in all over this state barring
Pakistan and China held portions. The Gujjar and
B a ke r w a l co m m u n i t i es c o nt i n u e t o b e
economically, socially, politically and educationally
backward in Jammu as well as Kashmir regions, the
CMA eMag
Hazaras, Dardi and Baltis - Muslim tribesmen of leaving behind some presence for
Northern Areas including Hunza, Gilgit and Skardu. policing activities.
There are nomads Tibetan Buddhists in Aksai Chin · Implied in the resolution is that China
area being driven out or hounded by the Chinese must vacate the territory illegally ceded
illegal occupation. to it by Pakistan as also vacate Aksai Chin
There are six external stakeholders in the complex areas; so that pre 1948 position is
problem of Jammu and Kashmir. These are - India, restored to the people of Jammu and
Pakistan, the UN, China (though ignored by most is Kashmir. This needs to be reinforced in
the third stakeholder by virtue of its illegality of
occupation of Aksai Chin and Northern area), the US
(due to its engagement in Afghanistan and impact of
Talibans and other terrorist organizations on NATO
operations).
Steps to attempt possible solutions
Starting with the UN, the resolutions required the
cooperation of both India and Pakistan for
implementation. Many including the writer believe
that India has a lot to gain internationally as also
with the people of Jammu and Kashmir by
supporting the UN Resolutions. If in a foreseeable
future, UN resolutions are to be implemented the UN Security Council.
(which India resolutely refutes for reasons best
· The so called plebiscite to be organized
known to the establishment) and a plebiscite is to
by an UN Commission, should allow
be held according to its terms (modified as per the
people of all six regions of Jammu and
prevailing situation), the following conditions need
Kashmir to choose joining either India or
to be fulfilled:
Pakistan. (India on its own must move an
· All Pakistani troops should vacate amendment, now that India is a non-
Pakistan Occupied Kashmir and implied
permanent member of the high council)
in it is, Northern Areas. to include option of independence.
· Indian troops should remain till peace is · The Plebiscite must be held in each
established and thereafter withdraw region separately and simultaneously.
· The outcome need to be applied to each
of the six regions separately to avoid
another Former Yugoslavia type of
eruption, as any inter regional
conflagration can easily turn into a civil
strife sucking both India and Pakistani
civil-military establishments.
For over half a century the Indian government has
adopted a negative and defensive posture on UN
resolutions on the Kashmir plebiscite. In my view,
nothing could be more favorable to India than these
UN resolutions. India can move amendments to the
resolutions to include autonomy or independence,
thus deflating the feverish interest of Pakistan.
6

Managing Gen-Next
BRIG. RANJIT BANERJI (RETD.)
Senior Corporate Advisor
Whilst growing, are you glowing or groaning?
You would ask me as to what do I mean by
starting this article with such an absurd
question which has no link with the title given
above. But dear friend I have a specific reason
to initially sound so vague and unconnected. I
seek your indulgence, as we shall soon sail
along together; in the same boat.
As a youngster steps into the stormy sea called
'the teens', his cranium (brain) orders the
glandular system to release a flood of
hormones, which invade the cells setting a
never before 'tsunami' in motion. The
resultant behavioral symptoms are hyper
physical activity, unusual excitement,
impatience, irritability, over-confidence
evident in an 'I know all' attitude or 'nobody
understands me' type statements.
'Sea of Teenage'
The hapless teenager of either sex loses focus,
even a sense of purpose. This list is long and
varied. Ask any affected parent who is
nurturing or 'tolerating' teenage turbulence in
the family. The 'Sea of Teenage' is choppy
where the skipper of the ship (either or both
parents) is often unable to steer clear of
hidden rocks which are masked by poor
visibility wherein even the brightly lit light-
house is hardly, if at all, visible. These cyclonic
conditions are caused by their teenage
progeny in the family while on his or her way
to adulthood.
I confess that I have painted a rather dark
picture of our teenage friends. But then better
to start with realism and come to a happy
solution to the universally accepted challenge
of crossing the seven seas which are Years '13
to 19'. The present day easily accessible
electronic media lets our teenager into things
like prolonged periods of romanticizing,
innovative crime techniques, sex and easy
money, let alone his exposure to drugs and
alcohol often just to 'be in' with his peers.
What started at the higher end of teenage is
now within his reach soon after he crosses the
tenth or the eleventh year. Then should
'teenage' not today be understood as the age
above ten years that is when he reaches
double figures!!
Turning off the heat
Having seen over seventy summers, I today
am God-blessed, being entrusted with youth
counselling, almost all of them belonging to
the age group 13 to 20. The young people I
interact with come in all 'shapes and sizes' and
those to whom Life has dealt with an
unimagined range of cards from sunshine to
the unmentionable. Then this is the truth of
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modern day life. By now you must be
wondering as to how I deal with them. Dear
friends, what would you do when a situation is
on the boil? Yes, take it off the fire or turn off
the heat.
Likewise, on meeting a young person and
making him feel comfortable in mind and
body, I ask him to narrate his life's major
happenings which have caused him to come
to me. Normally, it takes anything from one to
three hours for him to 'steam off'. By the time
he ends, I can see his countenance relaxed,
even though he is wet with sweat released by
having 'said it all'. I do not ever say a word
during his narration.
'Revitalised, Sir'
Many a time when I ask my young 'patient', of
course once he has fully concluded his side of
the story, as to how did he now feel……… back
comes the reply, 'Revitalised, Sir'. Actually all
he needed was not a magic solution but
someone upon whose shoulder he could rest
his head. He goes on to say that people often
have no time for their adolescent children,
their students, their employees, or even those
whom they call friends, and, “only now have
you given me just that.” The young man has a
tear to shed. If a young lady, she weeps
unabashedly. Both are pictures of new found
relief and to which all that I contributed is a
'stepney' of my bodyparts my shoulder.
Now my valued reader, you may be endowed
with affluence, a happy family, abundant
knowledge and vast experience, but all I wish
to share with you is that to our Gen-next, offer
just two things your time and your shoulder
upon which they (the young guys and girls)
rest their head.
Are we now sailing together in the same boat?
The answer my friend 'is lying the wind, the
answer is lying in the wind'.
 A Visit to Peter Hoff
and IIAS, Shimla
J.N. VOHRA
Secretary General CMA
I have been to Shimla many times, but having spent
my childhood there, I kept coming back to relieve
the memory of old times. However, on a recent trip,
with my family, I visited some important places and
discovered several facts which may have faded from
public memory.
We checked into HPTDC's Hotel Peter Hoff. Situated
at Summer Hills, the original building of Peter Hoff,
built in early 19th century, reminds us of the pre-
independence era. A historical building, it housed
seven Viceroys and Governor Generals during the
British Raj. The hotel is located at a hillock with the
State Museum on one side and Viceroy Regal Lodge,
now lodging the Indian Institute of Advance Studies
(IIAS), on the other side.
The building was rebuilt in 1992-93, as the earlier
building was devastated in a huge fire in 1981 and,
thereafter, it was converted into a state-run guest
house-cum-hotel.
Nostalgic Visit
After partition of India, our family relocated to
Shimla. My father was an Advocate at Lahore High
Court, which was shifted to Shimla, - it being the
capital of undivided Punjab. I have faded memories
of hearing elders around us talk about the
assassination of Mahatma Gandhi and that the
assassinator was being tried at Shimla High Court.
Peter Hoff served as Punjab High Court after
partition and it was here that the trial of Nathu Ram
Godse, the assassinator of Mahatma Gandhi took
place in 1948-49. I reminisce that my father used to
visit High Court during those days. The stay at the
building was nostalgic. Now a museum is being
planned at Peter Hoff to recreate the Godse trial.
I was quite eager to know why the name of the
building is Peter Hoff, which resonates of a Russian
or German background. This information was not
available in the hotel or in literature of the place.
However, after a sustained search on the internet, I
could find that the word 'Peter' is of Greek origin
and its meaning is "rock" or 'Stone', and meaning of
'Hoff' is dweller in a courtyard or fenced-in place or a
farm. That the building is situated on a fenced-in
rocky hillock, the name Peter Hoff is fitting.
Historic Building
The next day we visited Indian Institute of Advanced
studies (IIAS), which is located near Peter Hoff.
Before we entered the building, we went around
the vast grassy lawns in front of the building and
gardens at the back of the building. The conducted
trip to the interiors of this historical and magnificent
building of colonial past was quick, short and
restricted to few rooms. Before our inquest about
the artefacts and historical objects placed inside got
excited we were shown the way out of the building.
The Vice Regal Lodge, designed by Henry Irvine, a
Scottish architect is a magnum opus of British
legacy. Lord and Lady Dufferin became the first
inhabitants of this building in July 1888. This Estate
passed into the hands of the President of India after
Independence in 1947 and later the building was
formally inaugurated as Indian Institute of
Advanced Studies by then President
Radhakrishnan. The building now houses a library
and hostel for the scholars doing advanced
research.
We entered a gallery with elaborate teak wood-
work. The guide told us that many historic decisions
have been taken in the building during the Indian
independence movement. The decision to carve
out Pakistan and East Pakistan from India was
initiated here in 1947. The guide showed us the
table where the documents of the partition were
prepared.
State-Of-The-Art Vice Regal Lodge
The thing that impressed me most was the state-of-
the-art arrangements which were placed while
designing the building, much ahead of that time.
Guide told us that the Lodge had provision for
electricity as far back as 1888, much before the rest
of the town of Shimla. He showed us the original
light panel still in place, with an added fuse box. The
wiring channel was built-in the building structure.
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At later date, a steam generator specially brought
from Scotland, supplied power to light the lamps.
The building also was equipped with a sophisticated
fire fighting mechanism by using phase change
material, i.e. special wax tipped to water ducts. The
wax would melt if the temperature would rise to 60
degree centigrade providing outlet to nitrogen gas,
which will extinguish the fire immediately. Before I
could ask question, guide informed that fortunately,
this system never got tested since building never
witnessed any fire. However, he added that a
routine check of maintenance is made on the
readyness of this system.
The Lodge also had a sophisticated rainwater
harvesting
system for
collecting and
storing bath and
r a i n w a t e r,
including two
tanks under the
front lawn. Even
today, we have
y e t t o
accomplish our
n a t i o n a l
buildings with
such state-of-
t h e - a r t
arrangements.
One of the rooms shown to us had a 120 year old
wall clock, still in working condition. Guide said that
the clock is wound once in a week. The clock also
indicated the direction of the sun during the
progrress of the day. A rare bell, gifted by the Royal
family of Nepal, considered to be an antique piece,
was stolen from the premises of the building in April
2010.
Unfortunately, the building of IIAS is in deterioration
today; cracks in stone masonry could be seen. This
heritage building needs to be saved urgently.
 Golden Triangle of
Winter Tourism
Dr. N K. SHARMA
Professor ITFT College - Chandigarh
The region comprises the trinity of Nahan,
Renuka and Paonta Sahib
Himachal's topography and terrain is not all
refuge and high mountains, it has certain
areas like the lower Kangra valley and the
Sirmour district, whose heights vary from 500
meters to 1500 meters, and which have some
idyllic holiday resorts and revered pilgrimage
centers, steeped in history and mythology.
Sirmour is one such area, which is endowed
with natural beauty and criss-crossed by lakes,
rivers and streams and has many places of
interest.
Nahan
The first place in the triangle is Nahan, which
is not very cold, offers plenty of sunshine as
also a variety of attractions. Saint, prince and
robbers lived collectively, surprisingly in the
origin of this city, which was founded by Raja
Karan Singh in1621. Although less illustrious
beginnings cite the ridge as the hideout for
Bara Rangar, a notorious robber. Another
version recalls a saint who lived with a
companionable lion on the site where the
palace now stands.
With pleasant climate throughout the year,
the city whose name divides into 'na' and 'han'
in Sanskrit meaning 'invincible is peaceable', is
wholesome and cultivated, watered by a
man-made lake and decorated with temples
and gardens. Three gentle level walks- Villa
round, Military Round and Hospital Round are
reminiscent of the city's recent past. But
Nahan's hub is Chaugan, which has princely
associations. Cherished remains of the old
royal capital, Sirmouri Tal, in the form of
cultures are displayed at the Shanti Sangam.
Nahan celebrates Bawan Dwashi towards the
end of the monsoon when fifty-two idols of
the gods are carried in procession to the
Jagannath temple where they are floated
ceremoniously in a pool and are restored at
midnight to their niches
Renuka
From Nahan we reach Renuka, a stretch of
water shaped like a sleeping woman. It is a
l a ke i n t h e o u t e r H i m a l a y a s a n d
commemorates the sacrifice of Renuka who
was killed by her son Parshuram in obedience
to his father, the sage Jamdagni. Nearby is a
pool sacred to filial Parshuram and each year
in November, a fair is held which celebrates
the immortality of Renuka and her son. The
mountain folk gather to sing and chant the
praises of the two immortals, and worship at
the temple dedicated to Parshuram and purify
themselves in the sacred waters of the lake.
An old and agreeable ceremony takes place as
the celebrants exchange turbans or capos or
even a cupped handful of water to become
brothers and sisters in the name of the deity.
A market springs up with stalls and
amusements at which locally made wares are
peddled together with home grown produce.
Beyond Renuka one can go up to Haripurdhar,
a distance of 56 kilometres which offers
numerous treks including one to the Chur
Chandni Peak.
Renuka to Paonta Sahib is one arm of the
triangle. The road follows the Giri River and
passes through Jatoon and scenic beauty.
Fables and festivals are left at this location of
Himachal's Giri Bata barrage, the young
state's most ambitious project that will bring
prosperity and advancement to the region.
Legends surround the ruins of the old capital
of the rajas. According to a local belief, it was
destroyed by the curse of course dancer when
the king promised on an oath to give her half
the kingdom if she crossed the river's gorge on
a rope.
This she did but the wily raja then offered her
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the entire kingdom if she could dance her way
back. As she was half way across, he cut the
rope hurling hapless girl into the river. Floods
followed which swept away the city, the raja
and so complete was her revenge that the
kingdom was left without any heir until the
king of Jaisalmer's son s invited to occupy the
throne.
Paonta Sahib
From Renuka we go to Paonta Sahib, a city
sacred to the memory of Guru Gobind Singh,
the tenth guru of the Sikhs, which is also a
bustling township with growing industries. It
retains, tangibly the memorials to the marshal
guru in the form of his weapons and a majestic
gurudwara and recalls his presence even in
the name of the city which is derived from
”paon” meaning foot either because he set his
foot in this place or, according to an
alternative story, because he lost an
ornament which he wore on his foot while
bathing in the Yamuna river which flows here.
Overlooking the river is the gurudwara where
Guru Gobind Singh wrote the major portion of
the Dasam Granth.
To help him concentrate, it is said that he
calmed the turbulent waters of the Yamuna,
which, still, at this particular place, follow his
bidding and flow smoothly. There are also two
Hindu temples, one dedicated to Rama called
Dei Ka Mandir and built by a princess and the
other sacred to Krishna.
On way back do not forget to visit the Suketi
(Shivalik ) Fossil Park, 21 km from Nahan, the
first Park in Asia, situated on the site where
the actual fossils were unearthed. Six life-size
fiberglass models of pre-historic (8.5 million
years old) animals, whose fossils and
skeletons were found at Suketi.
 Need for National Innovation
Strategy
PROF GURSHARAN SINGH BEDI,
Faculty Member at IBS Chandigarh
Today, the world holds India in awe and
admiration for its rapid economic strides and
vibrant democracy. The spectacular success of
the recently concluded Commonwealth
Games is another feather in her cap. “Jiyo,
Utho, Badho, Jeeto”, the theme song of the
games embodies the entrepreneurial spirit of
the young Indians which is taking her forward.
Even, the World Bank, in its recent report
indicates that India's rate of economic growth
will outpace that of China, the world's second
largest economy, in 2011. It forecasts India's
growth rate at 8.6 percent and that of China at
8,5 percent. India has to do a lot of catching
up to do.
India's GDP is US $ 1.31 trillion, one fourth of
China's and one tenth of United States which
are US$ 4.98 trillion and US$ 14.25 trillion
respectively. “Manufacturing Sector” if given
a boost and enabled by the “Knowledge
Sector” where India is in the vanguard, can
increase the size of our GDP many times over
in a short time frame.
Innovation holds the promise
Innovation is the sine qua non for spurring the
manufacturing activities using nation's
resources. “Innovation endows resources
with the capacity to create wealth”, says Peter
F Drucker. As the Indian economy is driven by
45 million entrepreneurs including SME s,
innovation holds the promise of creating
tremendous wealth for so many in a short a
time
Industrial Revolution in Britain in the late 18th
Century made her the wealthiest nation, but it
is, now, being held that it was England's Patent
System that was the decisive factor in starting
the industrial revolution. The system allowed
them to harness the creative potential of their
artisan class.
Whereas Indians are highly innovative and
known for jugaad- the frugal innovation, India
as a nation has failed to innovate. China, on
the other hand, is a highly innovative country
even though it has a timid business culture at
grassroots level.
The state of innovation in a country is
measured by the number of applications for
patents that it files. India has filed 36,812
Patents In 2008-09 whereas China 3,10,00 and
United State, even while reeling under
recession, 4,50,000. As per World Intellectual
Property Organisation China will become the
world's largest publisher of patents next year.
The Intellectual Property Rights for Industrial
Property or Patents is administered in India by
the Controller General of Patents, Design &
Trademarks, Department of Industrial Policy
and Promotion, Ministry of Commerce and
Industry. India has TRIPS (Trade Related
aspects of Intellectual Property Rights)
compliant IP law and a strong enforcement
mechanism and judicial system to protect IP
rights. There is a need for a radical change- a
need for developing a National Strategy and
Ecosystem for encouraging innovation a
priority as well as an imperative for India.
Incentives for innovation
China has a top down approach in fostering
indigenous innovation. Its policy is to keep
filing patents for ideas, processes and
business models as it considers dependence
on foreign countries for technology a threat to
her national and economic security. It
provides incentives for innovation.
If Professors file for a patent in China, they get
additional tenure, students and workers can
chose to live in the city of their choice, and
corporations can get income tax rebate from
15 to 25 percent and win lucrative3 contracts.
Therefore, the companies like Huawei reward
its workers who file patents with amounts
ranging from US$ 1500 to 15,000.
At Global level, charitable organisations like
“X Prize Foundation”, reward ideas for
commercialisation. Back home Narayana
Murthy, has launched Power of Ideas contest
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to get the best ideas for commercialisation.
After all the best incentive for an idea is its
commercial success in the market.
The story of Reva Car Company as given out at
the CII seminar on Innovation held at
Bangalore in June this year is highly
instructive. Its 40 percent workforce is
involved in R & D. The key drivers for
innovation at this company are: Strong IP
Committee, Rich Consumer Insight, Thinking
and doing differently, Value Innovation and
High Technology.
In case of Pharmaceutical and Bio-technology
sectors, the trend is towards Open Innovation
and Collaboration. Pfizer and Biocon have
collaborated to bring “biosimilar” insulin
treatments to the market. Similarly, the
companies like Johnson & Johnson, Novratis,
Abbot , Lilly, Pfizer and Merck have come
together to develop technologies ,
formulations and business models.
Keeping in view the above global and
domestic trends towards innovation, India
needs to develop a three pronged Innovation
Strategy. One, build an ecosystem by
developing innovation clusters around
universities and industries. Second, build
scientific temper upon the bedrock of liberal
arts and ethics in the schools and colleges.
Third, incentivise the innovation. In India, like
Britain of 18th century, innovation revolution
will come through the artisans and
blacksmiths who do the jugaad. India will,
then, become the super power of the world.
 Knowledge Management Skills-
Essential for Corporate Survival
COL D S CHEEMA (RETD.)
Advisor Fashion Technology Park, Chandigarh
In a Darwinian business world the quality of
an organization's (Knowledge Management)
system helps determine its ability to sense
change and quickly respond, thus
determining whether it dies, survives or
thrives”
-Bill Gates in 'Business @ Speed of Thought'
Knowledge Management (KM) involves the
identification and analysis of available and
required knowledge assets as also knowledge
assets related process and subsequent
planning and control of actions to develop
both the assets and processes so as to fulfill
organizational goals and objectives goals and
targets that any organizations hopes to/ wants
to accomplish in a future period of time. KM
helps in attainment of goals and objectives of
the organizations.
Sharing the Knowledge
Knowledge Engineering tools and methods
have been sharpened over the last decade
and more and more organizations are learning
to use these, yet there are many problems
associated with identifying the knowledge
assets and using them in an efficient and cost
effective manner. Correct understanding of
knowledge demands an industry/
organization-wide vocabulary and a culture
that encourages knowledge sharing.
Unfortunately both those aspects are
woefully lacking in our organizations.
Knowledge workers are becoming the most
important work- force in developed countries
like USA where two fifth of the work force
c o m p r i s e s o f k n o w l e d g e w o r ke r s .
Corporations are investing heavily in building
their KM systems; they are busy in developing
their knowledge centers where they try to get
the best of their knowledge workers who are
managed by the knowledge executives. Many
companies boast of their Chief Knowledge
Officers (CKO) KM must be seen by
corporations as a business process, the
process through which the firms create and
use their knowledge assets.
Problems in Implementation of KM
Having established the need of organizations
to create and share knowledge, let us
understand what are the problems and
difficulties of implementation of KM. It is
neither easy nor simple. A survey of literature
reveals many implementation challenges.
1 M o t i v a t i n g w o r ke r s o f a n y
organization to search, accept and
adopt good and healthy practices
which directly contribute to an
organization's competitive edge,
and keep it trim and smart is easier
said than done. Behavioral scientists
tell us that majority of the workers in
Indian organizations operate at 30-
35 percent of their potential. How to
motivate employees to 'look
beyond' has always remained a
major challenge all over the world,
especially in our environment where
earning bread is the basic motivator.
2 If employees of an organization do
search and adopt knowledge, they
are selfish and do not want to share.
The first reaction of a worker is to
use a new process he has learnt, to
get a personal advantage of a money
related benefit, promotion, more
pay or suitable transfer. Motivating
him to share what he initially had
and subsequently picks up is a very
difficult task.
3 Making knowledge useable is
another challenge giving the
knowledge the shape and form that
it is easily understood by every
worker so that they are able to relate
it to their sphere of work, is by no
means an easy task.
4 Identifying suitable people to
manage the KM implementation
progrrmme. It demands a multi-
disciplinary background and human
relations skills of a very high order.
5 Most of the organizations fail to
rea l i ze t h at t h e k n o w l ed ge
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predominantly resides in the heads
of individuals. This attitude of weak
commitments of the top
management further compounds
the difficulties of developing a
suitable KM programme.
6 Organization are not able to clearly
define knowledge and lack an
understanding of what knowledge-
drive organizations are all about.
Many good Indian companies are
not sure of their role in the KM
process.
Conclusion
India is at the threshold of finding its rightful
place, as the future economic super power,
only behind US and China. This demands
special skills development initiative for the
formal sector like Governments, as also
informal sector like industry. Indian corporate
have unique strengths only these need to be
appreciated and exploited. . India has a
uniquely Indian culture and if we can develop
management policies and practices which are
compatible with our perceptions, attitude and
work ethos, we can easily overcome the
hurdles to our intended growth.
It is a strange dichotomy that while we have
been depending heavily on the management
concepts and related literature developed in
the West, and has thus failed to develop our
own management concepts, many Western
scholars are now looking at inspiration and
guidance from the ancient Indian experiences
of management. For developing the unique
intellectual assets we have and using them to
our advantage, it is imperative that the
corporate world adopts Knowledge
Management as part of their vision.
 Alternative Disputes
Resolution
DEEPAK JINDAL
Deputy Advocate General, Haryana*.
The aim of judiciary is to provide to all litigants
and especially the needy a fair, unbiased and
speedy justice. Access to justice is meant to
have the remedy in the form of an
inexpensive, speedy and reasonable
settlement of disputes from a highly regarded
medium. Indian Judiciary assures justice,
liberty, equality and fraternity to all its citizens
as enshrined in the Constitution.
Delayed in dispensation of justice a threat
The Indian judiciary has an inspiring record of
imparting justice. Its performance in
upholding the ideals of the Constitution of the
country is unsurpassed among the newer
democracies. The principle of “Basic
Structure” has helped to uphold the values
which form the cornerstone of the
constitution. But at the same time, it is not
sufficient only to put across the morals and
standards of justice, instead there is a dire
need to devise and adopt a realistic way of
achieving justice.
Liberalization of the economy in India came
up in 1991 to assimilate canons of
globalization, free market & liberalization in
its policies. Its economy has grown rapidly
after that. It has responded to the process of
liberalization by constantly attaining high
growth rates. But in spite of the huge success
and the predicaments of future growth
dependent upon available resources and
prevalent situation, the delay in the
dispensation of justice by courts in India has
become a threat to the public in general.
Although the Courts have been active to the
varying needs of the society, it is a paradox
that they are not able to provide speedy
justice to a litigant despite hard labour being
put at all the levels, higher or lower. New
legislations, commercial, civil or criminal have
given rise to new rights, the non-attainment
of which has in turn burdened the courts.
However, India is not the only country which is
grappling with these problems as many other
countries too are facing them.
Mitigate the delay in justice
Therefore, this problem of such a large
magnitude, calls for the assessment of the
Alternative Disputes Resolution procedures
and selecting a legal system which will
mitigate it. In addition to the development
and modernisation of the judiciary in our
country, it is prudent to endorse the utilization
of alternative dispute resolution (ADR)
methods. Therefore efforts must be made to
find alternate solutions before the disputes
reach the courts of law.
In the deficiency of timely justice, people
adopt the route of extra-judicial alternatives,
some of which lead to violence, breaking of
peace and law & order problems. The ADR
mechanisms can be categorized into two parts
i.e adjudicatory or adversarial and non-
adjudicatory, consensual or non-adversarial.
The adversarial or adjudicatory ADR
mechanisms such as arbitration and other
expert determinations conclude in decisions
binding upon the parties. The non-adversarial
concept of ADR mechanism such as mediation
or conciliation that pave a way for decisions by
the agreement between the parties comes in
the latter group and has existed since times
immemorial.
Mediation and Conciliation need of the hour
In the Indian context, Mediation has been
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continued to be practised since long in the
form of Panchayat systems where the
disputes between the parties of a locality
were reconciled by an elderly person or
disputes were settled by traditional wise men
or tribal chief. In the present legal system,
Mediation, Conciliation, Negotiation, Mini
Trial, Consumer Forums, Lok Adalats and
Office of the Banking Ombudsman have by
now been accepted and recognised as
efficient Alternative dispute resolution
methods. In the course of time the experts
have rechristened the meaning of ADR to be
“Appropriate” Dispute Resolution system
since in certain type of disputes where human
relationship is involved, the concept of
mediation has done wonders.
To spread the message of ADR, there is a need
to build each step of its mechanism both
scientifically and methodically. The
Government and the Supreme Court of India,
on several occasions, have emphasized the
need to determine disputes all the way
through Alternative Dispute Resolution
mechanism so that the goals of justice
enshrined in our Constitution are met and the
burden on the courts is also reduced.
*Special invitee, governing council,
international centre for alternate, dispute
resolution (ICADR)

The Science of Resonance
SEEMA MISHRA
Faculty - The Art of Living
Chandigarh Chapter
It is RESONANCE which heals the plants, soil,
water and air. AGNIHOTRA is one of the most
powerful resonance tool, which can be used to
purify our environment and reduce global
warming.
Ancient Science of Ayurveda
Agnihotra is a healing fire from the ancient
science of Ayurveda. It is a process of purifying
the atmosphere through a specially prepared fire
performed at sunrise and sunset daily. Anyone in
any walk of life can do Agnihotra and heal the
atmosphere in his/her own home. Thousands of
people all over the world have experienced that
Agnihotra reduces stress, leads to greater clarity
of thought, improves overall health, gives one
increased energy, and makes the mind more full
of love. It is a great aid to drug and alcohol
deaddiction. Agnihotra also nourishes plant life
and neutralizes harmful radiation and
pathogenic bacteria. It harmonizes the
functioning of Prana (life energy) and can be
used to purify water resources.
Agnihotra is an ancient science given in Sanskrit
language at the time of creation. Sanskrit was
never anyone's mother tongue; it is a language of
vibration. We can make changes in the
atmosphere with Sanskrit mantras and fire
prepared with specific organic substances, timed
to the sunrise/sunset biorhythm. The fire is
prepared in a small copper pyramid of specific
size and shape. Brown rice, dried cowdung
(manure) and ghee (clarified unsalted butter) are
the substances burned. Exactly at sunrise or
sunset the mantras are spoken and a small
amount of rice and ghee is given to the fire.
There is not just energy from the fire; subtle
energies are created by the rhythms and
mantras. These energies are generated or thrust
into the atmosphere by fire. This, in addition to
the qualities of the materials burned, produces
the full effect of this healing HOMA (healing fire).
Much healing energy emanates from the
Agnihotra pyramid.
Homa (healing fire) techniques
Tremendous amounts of energy are gathered
around the Agnihotra copper pyramid just at
Agnihotra time. A magnetic-type field is created
which neutralizes negative energies and
reinforces positive energies. Therefore, a
positive pattern is created by one who does
Agnihotra merely by his/her performance.
Agnihotra purifies the atmosphere of pollutants
and neutralizes harmful radiation. The resultant
atmosphere gives nourishment to plant life.
Agnihotra and Plants: The ghee is thrust into the
atmosphere and attaches itself to the molecular
structure of the soil, allowing the soil to retain
more moisture. Plants grown in Agnihotra
atmosphere are better able to withstand
droughts. Agnihotra causes a change in the
cellular structure of the plant which sends more
nutrients to the fruit of the plant and less to the
leaves, stem and roots. Many people have found
that the size, taste, texture and yield of fruits and
vegetables grown in Agnihotra atmosphere are
superior. Performance of Agnihotra in the
garden reduces pest problems and organic
gardening and farming are made easier by using
Homa (healing fire) techniques.
Medicinal properties of Agnihotra
Agnihotra renews the brain cells, revitalizes the
skin and purifies the blood. It is the holistic
approach to life. Many people who are normally
allergic to smoke experience a healing effect by
sitting in Agnihotra atmosphere. The healing
effects of Agnihotra are locked in the resultant
ash. Thousands of people in different parts of the
world have experienced wonderful healings of
all types of ailments by using Agnihotra ash.
The specific pyramid of Agnihotra. Material
copper or gold. The specific frequencies of the
different steps of the pyramid could be
measured if a scientist wishes to put his mind
into it. The most intensive sound waves have
their origins at the four sides of the pyramid,
forming a small angle. From inside the pyramid a
standing wave of certain frequency is sent out.
When these specific Mantras are uttered at the
specific times given by the computer, based on
one specific definition of sunrise/sunset,
RESONANCE takes place in the pyramid. The
most powerful effect is with the word SWAHA. It
is RESONANCE which heals. This is how plant
plagues and epidemics are eliminated.
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CMA eMag
Large areas could be treated for plant disease
eradication from one central place which acts
like a generator of healing energies. Some special
techniques will be performed there based on
pyramid fires tuned to full moon/no moon/4th
(fourth) day after full moon/ 14th (fourteenth)
day after full moon, etc.
Ancient science states that this resonance
invigorates the cells of plants and helps the
reproductive cycle. Resonance plays a vital role
in nature. HERE WE HAVE TO CONSIDER A
HEALING MOLECULAR SPECTRUM FAR BEYOND
THE INFRARED, INDEED BEYOND THE WHOLE
ELECTROMAGNETIC SPECTRUM.
Also some configuration of pyramids could be
done at a few places surrounding the farm to
spread the healing effects to wider areas.
Materials used will be dried cow dung, clarified
cow's butter, some medicinal herbs, firewood
from some specific medicinal trees, etc.
combined with specific Mantras.
The computer software for timings of these fires
is made in Germany, based on one specific
definition of sunrise/sunset as given by the
ancient seers and are given free in all continents.
Following is the description of sunrise as given in
ancient science. (This is not a definition but a
description)
At sunrise the many fires, electricities, ethers
and more subtle energies emanating from the
sun extend all the way to the Earth and produce a
flood effect at those coordinates where the sun
is said to rise. It is awesome. The flood enlivens
and purifies everything in its path, destroying
what is impure in its wake. This torrent of life-
sustaining energies causes all life to rejoice. At
sunrise that music can be heard. The morning
Agnihotra Mantra is the essence of that music. It
is the quintessential sound of that flood. At
sunset the flood recedes.

The Myth of Bottled Water
H S BHATTI
Ph D scholar at UBS, PU, Chandigarh
and also deals with drinking water analysis for last 30 years
as an Officer with the Department of Health, Government of Punjab, Chandigarh
One can not think about life without water.
We are blessed with adequate natural
resources of water but increasing population,
alarming rate of global warming, rapid
industrialization, and lack of adequate and
improved management of the deteriorating
condition of the water supply networks,
wastage of water and the increased rate of
consumption
d u e t o
changed
lifestyles have
all resulted in
putting them
u n d e r
pressure.
The drinking
w a t e r
shortage
around the
world in
general and in
t h e The bottled water is projected to be tastier,
developing
countries in
particular, has
opened new
doors for
bottled water Industry. More and more
companies are entering this business and the
already established players are introducing
new products like flavored water after reaping
rich profits in simple packaged drinking water
or the natural mineral water. The industry is
growing at an average Growth rate of 30-40%
per annum.
This growth is rightly described in the words of
Azaz Motiwala a Marketing Consultant and
CMD of IKON Marketing Consultants India “Do
not be surprised if today's bottled water
industry becomes next Oil industry by 2025.
With the ever increasing demand of water the
elephant is already grown and ….. is
continuously growing … one day it will turn
into mammoth”.
The study, conducted by the US-based Earth
Policy Institute for Studies in Development,
Environment and Security in Oakland,
California, says the global consumption of
bottled water has grown by 57 per cent over
the past five years, despite the fact that the
product is often no healthier than tap water
and costs up to 10,000 times more. Emily
Arnold, the author of report, says that the
$100 billion spent each year on bottled water
is nearly seven times the sum spent on safe
drinking water in developing countries.
There are times when it makes sense to buy
bottled water like when the water available in
the area is not potable and contains harmful
pollutants. Peter Gleick of the Pacific Institute
writes in World Water report, "In many parts
of the world, tap water is not available or safe
to drink and in these regions, the failure of
governments to provide basic water services
has opened the door to private companies
and vendors are satisfying a critical need,
albeit at a very high cost to consumers."
But the reasons for this growth are not clear
particularly in the areas where consumers are
supplied safe tap water though as a rationed
supply.
"Are consumers willing to pay this price
because they believe that bottled water is
safer than tap water?"
purer and safer than the tap water. But let us
analyze these parameters which are used by
the marketers to sell bottled as below:-
Taste and safety of tap water
1. Clean, healthy water does not have
to be pure, because, water is a
universal solvent, rainwater collects
particles and chemicals even as it is
falling and the geological strata
adds more to the composition and
the minerals and trace elements of
the local area give water its distinct
taste. These minerals have
nutritional importance also. It is
reported that the calcium in high-
calcium mineral waters is highly
absorbable which can potentially
account for a substantial fraction of
total daily calcium intake which
means high calcium water may
function much like a supplement.
Furthermore, waterborne
magnesium is known to be more
bio available than magnesium
obtained from foods and thus may
be more important clinically
(Durlach et al. 1985)
2. Safety factor of the bottled water as
compared to normal tap water is
also questionable due to the myriad
number of reports of contaminants
14
CMA eMag
present in the bottled water.
3. Dissolved minerals contribute to the
taste of drinking water to varying
degrees. Acceptability of water will
depend on the individual
consumer's taste but there is no
special ingredient in packed water
which may make it tastier though
the lack of these constituents as in
case of Reverse Osmosis water may
spoil its normal taste.
Moreover, the bottled water is
pricey: 40% of bottled water is same
as your tap water but still we pay at
least 3000-5000 times ( in India )
more money for the bottled version
as compared to the safe tap water.
Consider the indirect cost associated
with the production and
consumption of bottled water. One
liter of water (before packing) is
obtained by rejecting at least 2 to 5
liters of fresh water which goes
down the drain. World wide 27
million tons of plastic is used every
y e a r t o b o t t l e w a t e r. T h e
manufacture of plastic involves
consumption of water also which
may be as much as 4-7 liters per
plastic bottle manufactured. The
process of manufacturing of plastic
bottles release green house gases
which lead to global warming and
other climate changes. Add to this
the Cost of transportation- The
bottled water is not consumed
where it is packed but has to be
shipped to markets.
Reference: Calcium and
Magnesium in drinking water :
Public Health significance- World
Health Organization-2009
“India will rule over the world only when
our youth is ready with skills”, said Sidhu
CMA celebrates it's 'Management Meet'
S.Navjot Singh Sidhu, Hon'ble Member of Parliament Speaking on the occasion
S. Navjot Singh Sidhu, Hon'ble Member of
Parliament, while speaking on the CMA
Management Meet, said that today the
country need skilled manpower, this talent
pool, one day, will become greatest strength
of the India. He said that in these excited
times; young should not waste this
opportunity of the modern times and they
should recognise their potential to bring
about a change in the country.
'Management Meet' was organised by
Chandigarh Management Association on 25th
October at Hotel Mount View, Sector-10,
Chandigarh, Sidhu, in his charismatic style
made people laughed with his cricketing and
laughter strokes.
At the same time Sidhu conveyed useful
A View of the Audience Attending the CMA Management Meet
message to the large number of youth
present on the occasion. He said that the
youth should possess self confidence success
will follow them.
While giving example of Kapil Dev, Sidhu said
that the cricketing legend was week in
speaking English, but he never let this
weakness come in his way, and met even the
English press fearlessly and answered all their
queries. He said Kapil Dev is a complete
example of self management, which youth
should emulate.
While giving his own example he said that
there was time when he became…
very much disappointed with his performances
in the field of Cricket, however, with confidence
and hard work he overcame his weaknesses and
earned name and fame for the country. He said
15
CMA Events
that success does not with short cut roots.
He said that a garden can only remain green if
the roots of the plants are given water and skills
are the basic roots of country's development.
He said your talent is nothing until it is
controlled, disciplined and honest.
Sidhu, while speaking on “Peoples, Skills, and
Change Management”- (Unlocking Youth
Potential) said that youth needs quality
education and skills. The country will rule over
the world only when our youth is ready with
skills, He said that to make Punjab a prosperous
state we can not overlook the service industry,
To day industry need technically qualified and
skilled persons, which is in short in our country.
He said there is need to change the education
system in the country
Sidhu was given a standing ovation.
On this occasion the Chairman of UBS and
President Baddi, Barootiwala and Nalagarh
Association Mr. Arun Rawat also made their
presentation on Skills Development. They said
that if the country has to be brought amongst
developed nations, the youth has to be prepared
with right education and skills.
Dr. Dinesh Gupta said that in a survey done by
Goldman it came out that team work is the most
desired skill which is required in the youth
followed by problem solving and interpersonal
skills.
Group of Awardees with S.Navjot Singh Sidhu
Mr. Arun Rawat, President Elect, BBN Association Speaking
Dr. Gulshan Sharma in his presidential address
brought about the deficit in the skilled
manpower and the requirement of the state. He
said in coming times the education should be
oriented to give specific skills both in vocational
and managerial skills. He said that along with
corporate social responsibility, it is essential that
we work towards Institutional Social
Responsibility. He said that the vision of CMA is
to make tricity as skilled capital of the region.
On this occasion five professional institution of
Dr. Gulshan Sharma, President CMA speaking on the occasion
Dr. Dinesh Gupta, Chairman, UBS, speaking
16
the Tricity were given Award of Excellence by
CMA.
The institutions, which were awarded include
1) Gurvinder Singh Bahara (Rayat & Bahra
Group), Dr. Zora Singh (Desh Bhagat Group), C.A
Mamohan Garg (Gurukul V idyapeeth),
S.J.S.Bedi (Gian Jyoti Group), and Mr. Dharinder
Tayal (Anovus Institute of Clinical Research).
S.Navjot Singh Sidhu, Hon'ble Members of
Parliament gave away the awards. Dr. Anshu
Kataria, conducted the award ceremony.
Mr. AK Gandhi
Sharing
his views during
National Management
Conference
of
AIMA held at Kolkatta
 Dr. S.P.Singh Memorial Lecture
Interactive Session on 'Future of Businesses and Social Networking:
Emerging Trends in I.T. Skills'
Dr. N.S.Kalsi Joint Secretary, Ministry of Home Affairs,
Government of India speaking on the occasion
Dr. Gulshan Sharma, President CMA Speaking
Audience Interacting with the Speaker
17
“In coming years you will see that your social net-working will
get integrated with business networking with all the security
elements built into to allow only your preferred business
information flow to social networking”, said Dr. N.S.Kalsi,
Joint Secretary, Ministry of Home, Government of India and
former M.D of Punjab Infotech Ltd. here while speaking on
the occasion of 'Dr. S.P.Singh Memorial Lecture' on
Emerging Trends in information technology organised by
Chandigarh Management Association (CMA) at Bhartiya
Vidhya Bhavan.
Dr. Kalsi cautioned the young IT professional attending the
session that one has to be very careful what you express on
social networking sites since your views remain on the
servers and you can be confronted with them in future.
However, he said that advantages of modern day computing
outweigh disadvantages. He said that advancement in
computing is already showing significant impacts on the lives
of common people and in businesses. For example, through
advance analytical technologies we are able to forecast how
the changes in banking rates and CSR etc. impact the
inflation
Dr. Kalsi further said that through CCTV, 3-D Data storage
and simulating technologies Cyber Police Stations are being
conceived in India to handle prevention of crimes such as
placing of RDX in market places, malls, stations and other
crowded places. Technologies are now being devised to
ward off the destructive effect of hackers since the future
warfare will be through technology and yet unknown viruses
that can make a nation inoperative and immobile without
spending much costs and loss of human beings.
Other speakers on the occasion included, Dr. Gulshan
Sharma, president of CMA, Brig. Saran S. Sahnay, chairman
(IT Committee-CMA) and Dr. P.K.Vasudeva, past president
of CMA
Dr. Kalsi being presented Memento by
Dr. P.K.Vasudeva and Brig. S.S.Sahnay
 Edited by : JN Vohra, Secretary General, CMA
Plot No. 5, C/o Bhartiya Vidya Bhavan, Sector 27, Chandigarh
Mobile : 9814556072
E-mail : cma.chd@gmail.com