Remembering Parsi Greats on Nauroze
Total Page:16
File Type:pdf, Size:1020Kb
Load more
Recommended publications
-
Parliamentary Documentation Vol. XXXVIII (16-31 January 2012) No.2
Parliamentary Documentation Vol. XXXVIII (16-31 January 2012) No.2 AGRICULTURE -AGRICULTURAL COMMODITIES 1 KAKATI, Pradip Distress sale of policy of paddy and vegetables. ASSAM TRIBUNE (GUWAHATI), 2012(18.1.2012) Criticises Government of Assam for neglecting the problems of farmers in the context of selling of paddy by farmers at a far below rate than the Minimum Support Price. ** Agriculture-Agricultural Commodities. -AGRICULTURAL RESEARCH 2 GATES, Bill Make the right choice. HINDUSTAN TIMES (NEW DELHI), 2012(31.1.2012) Emphasises the need for rich countries to continue to invest the modest amounts in agricultural research for providing healthier food to their countrymen. ** Agriculture-Agricultural Research; Food Security. -AGRICULTURAL TRADE-(INDIA-PAKISTAN) 3 BHATTACHARYA, Mondira Spatio-tem poral analys is of Indian basm ati rice trade and its comparison with Pakistan. FOREIGN TRADE REVIEW (NEW DELHI), V.46(No.2), 2011 (Jul/Sep, 2011): P.86-107 ** Agriculture-Agricultural Trade-(India-Pakistan). -CROPS 4 DUTTA SAIKIA, Deepika Multi-cropping with tea. ASSAM TRIBUNE (GUWAHATI), 2012(22.1.2012) Highlights the benefits of multi-cropping with tea in Assam. ** Agriculture-Crops. -CROPS-SEEDS 5 HARBIR SINGH and RAMESH CHAND Seeds Bill, 2011: Some reflections. ECONOMIC AND POLITICAL WEEKLY (MUMBAI), V.46(No.51), 2011 (17.12.2011): P.22-25 ** Agriculture-Crops-Seeds. ** - Keywords 1 -CRUELTY TO ANIMALS 6 DUTT, Anuradha Slaughtering cows is barbaric and offensive to India. PIONEER (NEW DELHI), 2012(17.1.2012) ** Agriculture-Cruelty to Animals. 7 SEN, Manjula Beefed up law. TELEGRAPH (KOLKATA), 2012(18.1.2012) Raises questions on enactm ent of Gau Vansh Pratishedh (Sanshodhan) Vidheyak by the Governm ent of Madh ya Pradesh ** Agriculture-Cruelty to Animals. -
National Gallery of Modern Art New Delhi Government of India Vol 1 Issue 1 Jan 2012 Enews NGMA’S Newsletter Editorial Team From
Newsletter JAN 2012 National Gallery of Modern Art New Delhi Government of India Vol 1 Issue 1 Jan 2012 enews NGMA’s Newsletter Editorial Team FroM Ella Datta the DIrector’s Tagore National Fellow for Cultural Research Desk Pranamita Borgohain Deputy Curator (Exhibition) Vintee Sain Update on the year’s activities Assistant Curator (Documentation) The NGMA, New Delhi has been awhirl with activities since the beginning of the year 2011. Kanika Kuthiala We decided to launch a quarterly newsletter to track the events for the friends of NGMA, Assistant Curator New Delhi, our well-wishers and patrons. The first issue however, will give an update of all the major events that took place over the year 2011. The year began with a bang with the th Monika Khanna Gulati, Sky Blue Design huge success of renowned sculptor Anish Kapoor’s exhibition. The 150 Birth Anniversary of Design Rabindranath Tagore, an outstanding creative genius, has acted as a trigger in accelerating our pace. NGMA is coordinating a major exhibition of close to hundred paintings and drawings Our very special thanks to Prof. Rajeev from the collection of NGMA as well as works from Kala Bhavana and Rabindra Bhavana of Lochan, Director NGMA without whose Visva Bharati in Santiniketan, West Bengal. The Exhibition ‘The Last Harvest: Rabindranath generous support this Newsletter would not Tagore’ is the first time that such a major exhibition of Rabindranath’s works is travelling to have been possible. Our Grateful thanks to all so many art centers in Europe and the USA as well as Seoul, Korea. -
RT0001 Analysis of Portrayal of Certain Changing Social Behaviours
Accn No Title Author Analysis of portrayal of certain changing social behaviours in the RT0001 Parna Das filmsFIRE and ASTHA Effect of Television advertisements on children/ Submitted by V RT0002 Viswanath Viswanath RT0003 Visual size as a factor in product recall among children/ Bernali Banerji RT0004 Internet:uses and user-profile SUDHISH R KAMATH Study on working conditions attitudes job satisfaction and motivation RT0006 SWARNA among woman journalists/ RT0007 Changing in media habits of Malasian students in Manipal Vanitha Jain RT0008 Green Advertising Sukanya Chakraborthy RT0009 The changing face of violence in hindi films Sandeep S RT0010 V ideo theatres as means of entertainment in Manipal Preeti S RT0011 Repetition as a factor for product recall in advertising Pradyumna Singh Chauhan RT0012 Comparetive analysis of Asian news on BBC and CNN Mandira Banerjee RT0013 Consumer perceptions of TITAN the brand Malini Mitra A comparetive study of the contentof the children's supplements of RT0014 Bijoy Venugopal. English language daily newspapers/ RT0015 parental control over children's television viewing kavith kardoza verbal communication problems in health care context: a case study of RT0016 Sarat kumar. kasturba medical college/kasturbahospital manipal/Sarat kumar. RT0017 Effects of media violence on expression of violence in children/ Abhijit kar relationship of humanrights activists and media persons in reporting RT0018 divya unnikrishnan and defending human rights:a case study approach RT0019 The use of internet among the youth: -
Position Specifications
POSITION SPECIFICATIONS POSITION TITLE: Management Consultant: Sales Business Unit GCPL REPORTING TO: Head- Sales (India Business) LOCATION: Mumbai 3-4 years in consumer facing functions and 2-3 years in Analytics EXPERIENCE: (experience in Big Data analytics is mandatory) EDUCATION MBA or equivalent degree with experience in Data Analytics, QUALIFICATION: Statistics, Information Technology Overview of the organization Established in 1897, the Godrej Group has its roots in India's Swadeshi movement. Our founder, Ardeshir Godrej, lawyer-turned-serial entrepreneur failed with a few businesses, before he struck gold with the locks business that you know today. One of India's most trusted brands, with revenues of USD 4.1 billion, Godrej enjoys the patronage of over 600 million Indians across our consumer goods, real estate, appliances, agri and many other businesses. You think of Godrej as such an integral part of India that you may be surprised to know that over 25 per cent of our business is done overseas. We promise Godrejites a culture of tough love; take serious bets on them and differentiate basis performance. We also understand that our team members play multi-faceted roles and so, we strongly encourage them to explore their whole selves. Our canvas is growing. In fact, our Vision for 2020 is to be 10 times the size we were in 2010. We truly believe that while our amazing past distinguishes us, we are only as good as what we do next. Godrej Consumer Products Limited is the largest home-grown home and personal care company in India. We are constantly innovating to delight our consumers with more exciting, superior quality products at affordable prices. -
Godrej Group Case Study
Evolution of a Family Business - Godrej Group Case Study Submitted by (Section C- Group 4): Abhishek Kumar(PGP11/129) Balaji Manohar(PGP11/140) Karthik Kumar(PGP11/151) Prashant Gangwal (PGP11/162) Santosh(PGP11/173) Supriya(PGP11/184) Group Assignment – – Organizational Behavior II – – IIMK Introduction ........................................................................................................................................................................ 4 Executive Summary ......................................................................................................................................................... 5 Overview of the Godrej Group ................................................................................................................................... 7 Organizational Structure .............................................................................................................................................. 77 Godrej Group Companies ........................................................................................................................................ 8 Competition .................................................................................................................................................................... 9 Family Business Model .......................................................................................................................................... 10 Key Success factors –– Family Business Model .......................................................................................... -
Case Study of Godrej
Evolution of a Family Business - Godrej Group Case Study Submitted by (Section C- Group 4): Abhishek Kumar(PGP11/129) Balaji Manohar(PGP11/140) Karthik Kumar(PGP11/151) Prashant Gangwal (PGP11/162) Santosh(PGP11/173) Supriya(PGP11/184) Group Assignment – Organizational Behavior II – IIMK Introduction ........................................................................................................................................................................ 4 Executive Summary ......................................................................................................................................................... 5 Overview of the Godrej Group ................................................................................................................................... 7 Organizational Structure .............................................................................................................................................. 7 Godrej Group Companies ........................................................................................................................................ 8 Competition .................................................................................................................................................................... 9 Family Business Model .......................................................................................................................................... 10 Key Success factors – Family Business Model .......................................................................................... -
Neuf Au Rcpl Et Six Au
MAZAVAROO | N°28 | SAMEDI 8 FÉVRIER 2020 mazavaroo.mu RS 5.00 PAGES 4-5 Raj Pentiah : "Je regrette d'avoir cru dans le volume de mensonges de navin ramgoolam" SMP.MU 14 N°28 - SAMEDI 08 FEVRIER 2020 PAGES 6-7 Pages 18-19 Discours-Programme Neuf au RCpl et six au RCc MarieLes "YoungClaire Phokeerdoss Shots" Les Royalistes accaparent 1/3 de la RENCONTREcuvée de 2019 du MSM volent Marie Claire Phokeerdoss:la vedette « La SMP vient en aide aux démunis de Beau-Vallon » arie Claire Phokeerdoss est âgée de 73 ans. Elle a sous sa responsabilité deux petits-enfants et dépend uniquement de sa pension de vieillesse pour les nourrir. Marie Claire raconte qu’elle pu mo okip 2 zenfants, lavi trop Ms’occupe des enfants de sa fille chere, » affirme-t-elle. depuis qu’ils sont nés. « Zot ti Afin d’aider Marie Claire à encore tibaba ler zot inn vinn ress joindre les deux bouts, la SMP a avek moi. Ena fois zot mama vinn offert des fournitures scolaires à guet zot, » dit-elle avec tristesse. ses petits-enfants. « Ban zenfan la La septuagénaire ne baisse jamais inn gagne ban materiaux scolaires. PAGE 3 les bras. Avec le soutien des autres Zot inn gagne sak, soulier lekol, membres de sa famille, Marie cahier ek ban lezot zafer lekol, Claire essaie tant bien que mal » dit-elle avec satisfaction. « Sa editorial de subvenir aux besoins de ses fer moi enn gran plaisir ki ban deux petits-enfants, âgés de 5 association cuma SMP pe vinn et 11 ans. -
The Parsi Dilemma: a New Zealand Perspective
View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by ResearchArchive at Victoria University of Wellington The Parsi Dilemma: A New Zealand Perspective By David John Weaver A thesis submitted to Victoria University of Wellington in fulfilment of the requirements for the degree of Master of Arts in Asian Studies Victoria University of Wellington 2012 i Contents Abstract ii Preface iii Glossary vi Abbreviations vii Part 1 Orientation Chapter 1 Introduction 1 2 A Brief History of the Parsi Community in India 16 3 The Parsi Community in New Zealand and Diaspora comparisons 30 Part 2 Parsi Identity Chapter 4 Individualism and the Parsi Community 40 5 The Impact of Religion on the Parsi Identity 49 6 Social and Economic Factors and the Parsi Community 59 Part 3 Individuality and the Future for Parsis in New Zealand and World-wide; A New Zealand Perspective Chapter 7 Individualism 73 Chapter 8 Possible Future Directions 96 Part 4 Conclusions Chapter 9 Overview 105 10 Conclusions 109 Appendix A Interview Questions 115 Bibliography 117 ii Abstract The Parsis of India are a very small but important ethnic group, traditionally living in Gujarat but in modern times mainly located in Bombay, where, under the British Raj, they established themselves as leading merchants, politicians and professional people with an influence far exceeding their numerical strength. Since Indian Independence in 1947, that influence has declined as has the total size of the Parsi community in India. Many members of the community have dispersed overseas and during the last twenty years, New Zealand has emerged as a growing destination of choice. -
Adi Godrej Excellence
60 | ASIA ONE | NOVEMBER-DECEMBER 2018 2017-18 GLOBAL INDIAN PIONEERING THE ART OF ADI GODREJ EXCELLENCE Spearheading the vast Godrej empire with diverse segments ranging from locks, soaps, property, retail and animal feed to the engines that power India’s space programmes, Mr. Adi Burjorji Godrej is one of the most popular and revered business leaders and a role model to umpteen industrialists who look up to him for inspiration BY RICHA SANG ccupying the coveted throne of US$4.6 billion Godrej Group with operations in India and several other countries, Mr. Adi Godrej is efficiently chairing the 120-year- old consumer-goods giant family conglomerate, which was established in O1897 by Mr. Ardeshir Godrej who gave up his profession “WE HAVE as a lawyer to make locks and his brother Pirojsha Burjorji acquired a vast stretch of land in suburban ALWAYS Mumbai. Armed with Bachelor’s and Master’s degrees BEEN FOR from the Sloan School of Management at Massachusetts THE OPENING Institute of Technology (MIT), Mr. Adi Godrej is efficiently carrying forward the legacy of excellence. UP OF THE ECONOMY ... ON AN ESCALATING GROWTH TRAJECTORY Mr. Adi Godrej’s exemplary leadership has had an WE ADVOCATE extremely positive impact on the growth of the Group. OPEN Reminiscing about the changes at Godrej over the years, he shares, “First of all, we have grown tremendously. TRADE, NO When I joined the business in 1963, the total turnover PROTECTION.” of the business was Rs. 10 crore. We have gone into new NOVEMBER-DECEMBER 2018 | ASIA ONE | 61 ADI GODREJ 2017-18 GLOBAL INDIAN Supporting the multiple tax slabs in GST, he stresses, “You cannot have one or two rates in a country like India. -
Padma Vibhushan * * the Padma Vibhushan Is the Second-Highest Civilian Award of the Republic of India , Proceeded by Bharat Ratna and Followed by Padma Bhushan
TRY -- TRUE -- TRUST NUMBER ONE SITE FOR COMPETITIVE EXAM SELF LEARNING AT ANY TIME ANY WHERE * * Padma Vibhushan * * The Padma Vibhushan is the second-highest civilian award of the Republic of India , proceeded by Bharat Ratna and followed by Padma Bhushan . Instituted on 2 January 1954, the award is given for "exceptional and distinguished service", without distinction of race, occupation & position. Year Recipient Field State / Country Satyendra Nath Bose Literature & Education West Bengal Nandalal Bose Arts West Bengal Zakir Husain Public Affairs Andhra Pradesh 1954 Balasaheb Gangadhar Kher Public Affairs Maharashtra V. K. Krishna Menon Public Affairs Kerala Jigme Dorji Wangchuck Public Affairs Bhutan Dhondo Keshav Karve Literature & Education Maharashtra 1955 J. R. D. Tata Trade & Industry Maharashtra Fazal Ali Public Affairs Bihar 1956 Jankibai Bajaj Social Work Madhya Pradesh Chandulal Madhavlal Trivedi Public Affairs Madhya Pradesh Ghanshyam Das Birla Trade & Industry Rajashtan 1957 Sri Prakasa Public Affairs Andhra Pradesh M. C. Setalvad Public Affairs Maharashtra John Mathai Literature & Education Kerala 1959 Gaganvihari Lallubhai Mehta Social Work Maharashtra Radhabinod Pal Public Affairs West Bengal 1960 Naryana Raghvan Pillai Public Affairs Tamil Nadu H. V. R. Iyengar Civil Service Tamil Nadu 1962 Padmaja Naidu Public Affairs Andhra Pradesh Vijaya Lakshmi Pandit Civil Service Uttar Pradesh A. Lakshmanaswami Mudaliar Medicine Tamil Nadu 1963 Hari Vinayak Pataskar Public Affairs Maharashtra Suniti Kumar Chatterji Literature -
The Lock That Opened an Empire
International Journal of Latest Technology in Engineering, Management & Applied Science (IJLTEMAS) Volume VIII, Issue VII, July 2019 | ISSN 2278-2540 The Lock That Opened an Empire Dr. Madivalappa B. Huli Adjunct Professor, Chetan Business School, Hubli, Karnataka, India Ardeshir Godrej joined the bar at Zanzibar in 1889 to practice The 1960s was a decade of two wars, a drought, and rampant law, where he soon found out that to win he was obliged to inflation. During this time Burjorji’s son Adi Godrej took over commit a sin. So he said enough’s is enough. He quit law the soaps business, which then had a turnover of Rs.2.43 looked for work and he returned to India. He Started making crore. It was a time when the group gained global footprint. instruments of surgery, the technology was good, but the After a couple of false starts it secured a foothold in unseen hand of the British saw to it there was no demand for Malaysian and later in Singapore. By the 1970s exports to his products, so, much for British protectionism. But the Western Europe picked up. indefatigable entrepreneur cast his eyes on the lowly locks. Pirojsha passed away in 1972, by then, the third generation of British and American manufacturers dominated the market but the Godrej family was in the saddle, with Naval’s son there was a flaw in their products, their springs used to not Jamshyd heading the steel business, while Adi took Godrej work, and the levers, often gave way. Borrowing money he soaps to new heights. -
Entrance Test 2013 (Group A)
न प मांक................................... वेश पर ा 2013 (पु ए) रोल नंबर .................... अधकतम अंक - 150 समय सीमा - 90 &मनट मह)वपण,ू -नद/श 1. इस न पुितका म कु ल 150 न ह। सभी न अनवाय ह। 2. येक न के चार वैकिपक उतर A, B, C और D दए गये ह िजनम से एक सह है। 3. ओ.एम.आर. शीट उमीदवार को अलग से द जाएगी, िजसम सह उतर को पूरा भरना है। 4. न के एक से अधक उतर दये गये तो वह वतः ह र हो जाएगा। 5. उतर गलत होने पर अंक नहं काटे जाएंगे। 6. रफ काय इस पुितका म ह करना होगा। 7. यह नप परा खम होने के बाद ओ.एम.आर. शीट के साथ जमा करवाना है। अयथा उमीदवार को परा से अनुपिथत समझा जाएगा। 8. परा के दौरान अनुशासन बनाए रख। 9. अनुवाद व अय वसंगत म हद का न सह माना जाएगा। Entrance Test 2013 (Group A) Roll No .................. Maximum Marks - 150 Time Limit - 90 Minutes Important Instructions: 1. This question booklet contains total 150 questions. Answer all the questions. 2. Each question has four options (A), (B), (C) and (D), out of which one is correct. 3. The candidate is required to completely darken correct option in the OMR answer sheet supplied separately. 4. Answer will get cancelled if it is not answered or two or more answers are given.