DOCSLIB.ORG

The Rise of the British Managing Agencies in North Eastern India 1836-1918

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
The Rise of the British Managing Agencies in North Eastern India 1836-1918 THE RISE OF THE BRITISH MANAGING AGENCIES IN NORTH EASTERN INDIA 1836-1918 M. G. Manton. School of Oriental and African Studies MPhil ProQuest Number: 10672984 All rights reserved INFORMATION TO ALL USERS The quality of this reproduction is dependent upon the quality of the copy submitted. In the unlikely event that the author did not send a com plete manuscript and there are missing pages, these will be noted. Also, if material had to be removed, a note will indicate the deletion. uest ProQuest 10672984 Published by ProQuest LLC(2017). Copyright of the Dissertation is held by the Author. All rights reserved. This work is protected against unauthorized copying under Title 17, United States C ode Microform Edition © ProQuest LLC. ProQuest LLC. 789 East Eisenhower Parkway P.O. Box 1346 Ann Arbor, Ml 48106- 1346 ABSTRACT OF THESIS This thesis takes as its subject the foundation and rise to commercial power of the British Managing Agencies in Calcutta in the nineteenth and early twentieth centuries. As private partnerships they initiated and controlled a substantial body of commercial, industrial and agricultural concerns, in transport, coal, jute, financial services and, importantly, in tea. This topic has been largely ignored by other business historians, who have preferred to study the Managing Agencies’ eventual decline and extinction during the following half- century. However, it is equally instructive to examine the health and vigour that propelled young businesses towards the power and prosperity which blossomed before 1914. The thesis examines in some detail five Managing Agencies and the individual entrepreneurs who founded and ran them, necessarily selected according to the availability and usefulness of primary sources but providing a reasonably representative range of characteristics and business activities. In the course of this examination the thesis also examines the industries in which they were particularly engaged-jute, transport, tea, coal and indigo. However the insistence of Indian nationalist historians on the privileged position of British business rather than the merits of its performance which has suggested the issues which the thesis particularly examines: the degree of commercial skill possessed by British incomers; the impact of imported British technical innovation, notably steam power and mechanised jute textile production; the possibility that British commercial interests colluded to erect barriers to entry for Indian entrepreneurs; the importance of access (possibly preferential) to British investment capital and bank finance; the extent of preferential support from the imperial government; the absence of competitive Indian entrepreneurial activity before 1914. 2 CONTENTS Page INTRODUCTION 4 Chapter 1: GILLANDERS ARBUTHNOT & CO. 29 a privileged and well-funded Gladstone dynasty, with major interests in jute but a wide field of operation. Chapter 2: MACKINNON, MACKENZIE & CO. 57 From relatively humble beginnings, a few individuals built a new business which grew to include an important shipping line. Chapter 3: BIRD & CO 94 Also from relatively humble beginnings, with no specialist skills, a major business was built. Chapter 4: THE TEA INDUSTRY 115 A new development for India, created by Britons and the British Managing Agencies (notably Williamson Magor), which became a major asset to the national economy. Chapter 5: JAMES FINLAY & CO. 141 The impact on Indian commerce of a mature and well-funded Scottish business, which developed major interests in tea and jute, and suffered from the fatal decline of indigo. CONCLUSIONS 182 BIBLIOGRAPHY 201 INTRODUCTION The Managing Agency institution This thesis takes as its subject the foundation and rise to commercial power of the British Managing Agencies in Calcutta in the nineteenth and early twentieth centuries. As private partnerships they initiated and controlled a substantial body of commercial, industrial and agricultural concerns, in transport, coal, jute, financial services and, importantly, in tea. Maria Misra summarised the position: "By the late nineteenth century there were about sixty significant managing agency houses, of which a dozen had capital assets of between £100,000 and £2 million. Most British private direct investment in India in the colonial period was represented by the Managing Agencies, and by 1914 they controlled capital of over £200 million in India."1 If there were sixty such firms, each with an average of four partners, it is indeed remarkable that fewer than 250 mainly Scottish entrepreneurs were collectively responsible for generating such growth. This invites an exploration of the factors which contributed to their achievement: those personal qualities which made them entrepreneurs; the context of a rapidly developing commercial and technological environment; the apparent lack of indigenous competition. This topic has been largely ignored by other business historians, who have preferred to study the Managing Agencies' eventual decline and extinction during the following half-century. Maria Misra is one such, and more substantially B. R. Tomlinson has returned to the subject of "decolonisation" several times.2 It is as though a forensic dissection to find the cause of death is seen as more instructive than an examination of the health and vigour that propelled young businesses towards the power and prosperity which blossomed before 1914. 1 Maria Misra, Business, Race and Politics in British India c. 1850-1960, Oxford, 1999, pp. 3- 4. 2 B. R. Tomlinson,The Political Economy of the Raj: the Economics of Decolonisation 1914- 1947, London, 1979; 'Colonial Firms and the Decline of Colonialism in Eastern India 1914-1947', Modern Asian Studies 15, 3 (1981), pp. 455-86; 'British Business in India 1860- 1970/ in R. P. T. Davenport-Hines and Geoffrey Jones [eds],British Business in Asia since 1860, Cambridge, 1989; The Economy of Modern India: 1860-1970, Cambridge, 1993. Although most of them were started in the mid-nineteenth century it was not until 1936 that the Managing Agency achieved a legal definition: "a person, firm or company entitled to the management of the whole affairs of a company by virtue of an agreement with the company and under the control and direction of the directors except to the extent, if any, otherwise provided for in the agreement and includes any person, firm or company occupying such position by whatever name called".3 What this meant in practice was that a Managing Agency effectively had total control of the managed company, with the shareholders exercising no more than nominal authority. Mostly the firms started very modestly with two partners and perhaps an. assistant, as a conventional agency house (what would be called an import/ export agency today). They traded opportunistically in a wide variety of goods. For example, Finlay's, a substantial Scottish concern and to that extent atypical, opened their Calcutta branch office relatively late, in 1870, and it exported raw cotton, imported cotton piece-goods, and to a lesser extent coal, iron and other metals. Shellac, hides, vegetable wax, buffalo horns, rice, yam, silk, jute and gunnies were shipped with varying success while salt, beer and wine were imported.4 To these functions the agencies soon came to add the promotion of new enterprise, forming companies, drumming up investments, investing some of their own money and, most lucratively, providing management services on very long contract. In north-east India they promoted tea estates, jute mills, coal mines, shipping lines, flour mills, paper mills, cement factories, engineering and construction concerns and even ice factories. In the twentieth century there were also Managing Agencies operating in western India, mainly in the cotton industry, but here the British were much less successful in gaining a substantial foothold, and after a few false starts they left the field to Indian business. The exception was Finlays', who managed three cotton mills in the West in the twentieth century. 3 In the Amending Act of 1936, amending the Companies Act of 1913, cited in Lokanathan, The Managing Agency System, p. 19. 4 [James Finlay & Co.]James Finlay & Company Limited: Manufacturers and East India Merchants 1750-1950, Glasgow, 1951, p. 90. 5 R. S. Rungta provides a useful table of companies founded or existing in Calcutta in the early days between 1817-1850: Managing Agents Bengal Bonded Warehouse 1838 Association Calcutta Docking Company 1830 Rustomji Cowasji Steam Tug Association 1837 Carr, Tagore & Co. Union Steam Tug Association 1850 Apcar & Co Eastern Steam Navigation Co 1848 Benares & Mirzapore Steam Co 1847 Calcutta Steam Terry Bridge Co 1839 Carr, Tagore & Co. P &0 Steam Navigation Co (reg in 1840 UK) India General Steam Navigation Co 18441844 Carr, Tagore & Co Bengal Coal Company 18205 Carr, Tagore & Co Sylhet Coal Company 1847 Bengal Indigo Company 1848 Assam Company (reg in UK) 1839 Bowreah Cotton Mills 1817/18 New Fortgloster Mills Co 18486 Notably no British Managing Agencies were listed as operating then. The pioneering enterprise of Dwarkanath Tagore and his British partners in Carr, Tagore, founded in 1834, set out a blueprint7 for Managing Agency practice in 1836 when they promoted the formation of the joint stock Calcutta Steam Tug Association and assumed its management.8 This pattern, deliberately or not, was followed closely for as long as the system survived, including the opportunities for playing both ends against the middle where interdependent companies were under the same management. The history of the rise and fall of Tagore's remarkable business is brilliantly detailed by Blair B. Kling9, and its fall undoubtedly cast a long shadow over the decade following the failure of the 5 Rungta derived this date from E. J. C Stewarf s Facts and Documents relating to the Affairs of the Union Bank of Calcutta, Appendix E, Calcutta, 1848, but Kling (see footnote 10) states that Naraincory Proprietors, creditors of Gilmore and Company, "in 1843 .. .joined with Carr, Tagore and Company to form a joint-stock association, the Bengal Coal Company, which remained under the management of Carr, Tagore and Company." 6 R.
Load more

Recommended publications
  • India and the Great Divergence: Assessing the Efficiency of Grain Markets in Eighteenth- and Nineteenth-Century India  ROMAN STUDER
    India and the Great Divergence: Assessing the Efficiency of Grain Markets in Eighteenth- and Nineteenth-Century India ROMAN STUDER By analyzing a newly compiled data base of grain prices, this article finds that prior to the nineteenth century the grain trade in India was essentially local, while more distant markets remained fragmented. It was only in the second half of the nineteenth century that these premodern structures were transformed, and a national grain market had emerged. In the Great Divergence debate, the Cali- fornia School’s claim that early modern “Asia” reached a similar stage of eco- nomic development as early modern Europe is therefore rejected for India. n recent years, the Great Divergence has become one of the most Icontentious issues in economic history. The debate centers on when and why Western Europe pulled ahead of the rest of the world economi- cally; that is, when and why the Great Divergence in economic per- formance happened. Until recently, the widely accepted view has been that Europe’s path of economic development was already unique in early modern times. It had better institutions; a scientific culture, which led to technological progress; superior commercial organization; and more favorable social structures and demographic patterns. As a result, Europe’s economic progress was outstripping that of the rest of the world so that it had become the clear economic leader well before the Industrial Revolution brought about far-reaching structural changes and made Europe’s supremacy even more pronounced.1 The Journal of Economic History, Vol. 68, No. 2 (June 2008). © The Economic History Association.
    [Show full text]
  • Jute -The Golden Fibre of Bangladesh a Framework to Resolve
    European Journal of Business and Management www.iiste.org ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online) Vol 4, No.14, 2012 Jute -The Golden Fibre of Bangladesh A Framework to Resolve the Current Critical Situations Sadia Afroj School of Business and Management, Khulna University, Khulna, Bangladesh E-mail: [email protected] Abstract In Bangladesh n ine million farmers, laborers, workers and 45 million dependents, earn less than a dollar a day per family to grow jute in rotation with rice . They grow almost three million tons on 1.6 million hectares of land. Jute provides a necessary break between rice crops and four times its weight in bio -mass to enrich the soil. It also provides a vital cash flow for people who live at the very margins of subsistence. It has been important to jute based farming syst ems in parts of Bangladesh for over a century and this fundamental has not changed. Key word: Jute, current problems, framework, resolve 1. Introduction of Jute The jute plant grows six to ten feet in height and stem of the jute plant is covered with th ick bark and it contains the fibre . In two or three months, the plants grow up and then they are cut, tied up in bundles and kept under water for fermentation for several days. Thus the stems rot and the fibres from the bark, become loose. Then the cultiva tors pull of the fibre s from the bark and wash the fibre s very carefully, dry them in the sun and put them in bundles for sale.
    [Show full text]
  • THE MADRAS INLAND CUSTOMS ACT, 1844 ACT No VI of 1844
    THE MADRAS INLAND CUSTOMS ACT, 1844 ACT No VI OF 1844 (Rep., Act 3 of 1937) [16th March, 1844.] Passed by the Right Hon’ble the Governor General of India in Council on the 16th March, 1844. AN Act for abolishing the levy of transit or Inland Customs Duties, for revising the duties on Imports and Exports by Sea, and for determining the price at which Salt shall be sold for Home consumption within the territories subject to the Government of Fort St. George. Rescinding all Regulation of the Madras Code imposing Inland, Transit and Town Duties.- It is hereby enacted, that form the Fist day of April 1844, such parts of Regulation X. of 1803, Regulation I. of 1812, Regulation III. of 1812, Regulation VI. of 1812, and Regulation III. of 1821, of the Madras Code, and all such parts of any Regulation of the said Code, as prescribe the levy of Transit of Inland Customs Duties at any Town or Place within the limits of the Presidency of Fort St. George, shall be repealed. II. Rescinding Regulation of the Madras Code imposing Sea Customs Duties, with certain exceptions.- And it is hereby enacted, that Regulation IX. of 1803, with exception of Section 55 to 70 both inclusive, Regulation XI. 1803, Regulation XIV. of 1808, Regulation XV. of 1808, with exception of Section 5, Regulation II. of 1812, with exception of Section 15 and 17, Regulation IV. of 1812, and such parts of Regulation I. of 1813, of the same Code, as relate to the rates of Duty and Drawback on Spirituous Liquors imported or exported by Sea, also Regulation II.
    [Show full text]
  • Cachar District
    [TO BE PUBLISHED IN THE GAZETTE OF INDIA, EXTRAORDINARY, PART II SECTION 3, SUB SECTION (II)] GOVERNMENT OF INDIA MINISTRY OF FINANCE (DEPARTMENT OF REVENUE) Notification No. 45/2010 - CUSTOMS (N.T.) 4th JUNE, 2010. 14 JYESTHA, 1932 (SAKA) S.O. 1322 (E). - In exercise of the powers conferred by clauses (b) and (c) of section 7 of the Customs Act, 1962 (52 of 1962), the Central Government hereby makes the following further amendment(s) in the notification of the Government of India in the Ministry of Finance (Department of Revenue), No. 63/94-Customs (NT) ,dated the 21st November, 1994, namely:- In the said notification, for the Table, the following Table shall be substituted, namely;- TABLE S. Land Land Customs Routes No. Frontiers Stations (1) (2) (3) (4) 1. Afghanistan (1) Amritsar Ferozepur-Amritsar Railway Line (via Railway Station Pakistan) (2) Delhi Railway Ferozepur-Delhi Railway Line. Station 2. Bangladesh CALCUTTA AND HOWRAH AREA (1) Chitpur (a) The Sealdah-Poradah Railway Line Railway Station passing through Gede Railway Station and Dhaniaghat and the Calcutta-Khulna Railway line River Station. passing through Bongaon (b) The Sealdah-Lalgola Railway line (c) River routes from Calcutta to Bangladesh via Beharikhal. (2) Jagannathghat The river routes from Calcutta to Steamer Station Bangladesh via Beharikhal. and Rajaghat (3) T.T. Shed The river routes from Calcutta to (Kidderpore) Bangladesh via Beharikhal. CACHAR DISTRICT (4) Karimganj (a) Kusiyara river Ferry Station (b) Longai river (c) Surma river (5) Karimganj (a) Kusiyara river Steamerghat (b) Surma river (c) Longai river (6) Mahisasan Railway line from Karimganj to Latu Railway Station Railway Station (7) Silchar R.M.S.
    [Show full text]
  • List of Tables
    list of Tables: Table Title of the Table Page No. No. 3.1.1. Development of Tea Gardens Before the Foundation of Railways in 32 Darjeeling District 3.1.2. Development of the Tea Industry in Jalpaiguri District (1876-1892) 33 3.1.3 The Total Descriptions of Journey from Calcutta to the Foothill of Darjeeling 38 3 1.4. Statistics of Rainfall in Coochbehar State for the Years 1872-75 3.1.5 Old Bengal and North Western Railway (Katihar to Parbatipur) 3.1.6. Foundation and Extension of Bengal Dooars Railway (Meter gauge-1.00 rneter) 1 L Total Bengal Dooarc; Railway Extension (Meter gauge-1.00 meter) 45 .:L1.8. Foundation and Extension of Coochbehar State Railway 47 3.19. Old Eastern Bengal Railway Section which Linked with CSR, ( Jainti Branch 48 Dominion Section) 31.10. Old Eastern Bengal Railway Section which Linked with CSR, Main Branch 49 3.111 Old Eastern Bengal Railway Section which Linked with CSR ,Dhubri Branch 49 3.1.12 Darjeeling Himalayan Railway (Main Line) 50 3.1.13 The Extensions of Kishangang and Tista Valley Railway Line of Darjeeling 51 Himalayan Railway are as follows: 3.2.1 Statement Showing the Length of Road Communication by the Local 61 Authorities and PWD in North Bengal during the Year 1900-1901(Excluding the District Maida and Coochbehar State and the Roads within Municipal Limits Maintained by the Municipal Fund.) 3.2.2. Condition of the Roadway Traffic in the Year 1931-32 62 (Length in Mile) 3.2.3. Road Transport Cost in North Bengal by the Bullock Cart 65 3.2.4.
    [Show full text]
  • The Imperial and the Colonized Women's Viewing of the 'Other'
    Gazing across the Divide in the Days of the Raj: The Imperial and the Colonized Women’s Viewing of the ‘Other’ Inauguraldissertation zur Erlangung der Doktorwürde der Philosophischen Fakultät der Ruprecht-Karls-Universität Heidelberg Vorgelegt von Sukla Chatterjee Erstgutachter: Prof. Dr. Hans Harder Zweitgutachter: Prof. Dr. Benjamin Zachariah Heidelberg, 01.04.2016 Abstract This project investigates the crucial moment of social transformation of the colonized Bengali society in the nineteenth century, when Bengali women and their bodies were being used as the site of interaction for colonial, social, political, and cultural forces, subsequently giving birth to the ‘new woman.’ What did the ‘new woman’ think about themselves, their colonial counterparts, and where did they see themselves in the newly reordered Bengali society, are some of the crucial questions this thesis answers. Both colonial and colonized women have been secondary stakeholders of colonialism and due to the power asymmetry, colonial woman have found themselves in a relatively advantageous position to form perspectives and generate voluminous discourse on the colonized women. The research uses that as the point of departure and tries to shed light on the other side of the divide, where Bengali women use the residual freedom and colonial reforms to hone their gaze and form their perspectives on their western counterparts. Each chapter of the thesis deals with a particular aspect of the colonized women’s literary representation of the ‘other’. The first chapter on Krishnabhabini Das’ travelogue, A Bengali Woman in England (1885), makes a comparative ethnographic analysis of Bengal and England, to provide the recipe for a utopian society, which Bengal should strive to become.
    [Show full text]
  • Exploring the Future Potential of Jute in Bangladesh
    agriculture Article Exploring the Future Potential of Jute in Bangladesh Sanzidur Rahman 1,* ID , Mohammad Mizanul Haque Kazal 2,† ID , Ismat Ara Begum 3,† and Mohammad Jahangir Alam 4,† ID 1 School of Geography, Earth and Environmental Sciences, University of Plymouth, Plymouth PL4 8AA, UK 2 Department of Development and Poverty Studies, Sher-e-Bangla Agricultural University, Dhaka 1207, Bangladesh; [email protected] 3 Department of Agricultural Economics, Bangladesh Agricultural University, Mymensingh 2202, Bangladesh; [email protected] 4 Department of Agribusiness and Marketing, Bangladesh Agricultural University, Mymensingh 2202, Bangladesh; [email protected] * Correspondence: [email protected]; Tel.: +44-1752-585911; Fax: +44-1752-584710 † These authors contributed equally to this work. Received: 17 September 2017; Accepted: 24 November 2017; Published: 25 November 2017 Abstract: The study assesses the future potential of the jute sector in Bangladesh by examining its growth performance, international competitiveness, profitability, and production efficiency using national time-series data of over the period 1973–2013 and farm survey data from 289 farmers from two major jute growing areas of Bangladesh. Results revealed that the jute sector has experienced substantial growth in area, production, productivity, prices, and exports. However, productivity has stagnated during the latter 10-year period (2004–2013), while it grew at a rate of 1.3% per annum (p.a.) during the first 31-year period (1973–2003). Only traditional jute production is globally competitive, although financial profitability of white jute is relatively higher (benefit cost ratio = 1.24 and 1.17, respectively). Land, labor, and irrigation are the main productivity drivers for jute.
    [Show full text]
  • Compendium on Deliberations of Electrical Standards Committee
    COMPENDIUM ON DELIBERATIONS OF ELECTRICAL STANDARDS COMMITTEE (1935-2014) ISSUED ON 26-10-2015 BY ELECTRICAL DIRECTORATE RESEARCH DESIGNS AND STANDARDS ORGANISATION MANAK NAGAR, LUCKNOW-226 011 Compendium of ESC 1935-2014 Page 1 INDEX S. No. DETAILS PAGE No. 1. FORWARD 3 2. OBJECTIVE OF ESC 4 3. DELIBERATIONS: 1st to 5th 7-53 4. DELIBERATIONS: 6th to 10th 54-104 5. DELIBERATIONS:11th to 15th 105-157 6. DELIBERATIONS:16th to 20th 158-200 7. DELIBERATIONS:21st to 25th 201-252 8. DELIBERATIONS:26th to 30th 253-301 9. DELIBERATIONS:31st to 35th 302-351 10. DELIBERATIONS:36th to 40th 352-382 11. DELIBERATIONS:41st to 45th 383-411 12. DELIBERATIONS:46th to 50th 412-445 13. DELIBERATIONS:51st to 55th 446-485 14. DELIBERATIONS:56th to 59th 486-525 Compendium of ESC 1935-2014 Page 2 FOREWORD Electrical Standards Committee (ESC) is a highest forum for Railway Electrical Engineers to discuss various issues pertaining to Electrical Department for efficient and economical train operation. This compendium will provide a glimpse of the events and technological upgradation over last 80 years since inception of this committee. As very old records were not available easily, efforts have been made to collect as much records for the ESC, particularly for pre-independence period. Initially separate ESC meetings used to be held for General Services and Traction. From 49th ESC onward, which was held in January’1999 at Pune, a decision was taken to convene a common ESC meeting for all items of Electrical department. This compendium will be updated regularly so that all the records are available at one place.
    [Show full text]
  • Engineers in India: Industrialisation, Indianisation and the State, 1900-47
    Engineers in India: Industrialisation, Indianisation and the State, 1900-47 A P A R A J I T H R AMNATH July 2012 A thesis submitted in fulfilment of the requirements for the degree of Doctor of Philosophy Imperial College London Centre for the History of Science, Technology and Medicine DECLARATION This thesis represents my own work. Where the work of others is mentioned, it is duly referenced and acknowledged as such. APARAJITH RAMNATH Chennai, India 30 July 2012 2 ABSTRACT This thesis offers a collective portrait of an important group of scientific and technical practitioners in India from 1900 to 1947: professional engineers. It focuses on engineers working in three key sectors: public works, railways and private industry. Based on a range of little-used sources, it charts the evolution of the profession in terms of the composition, training, employment patterns and work culture of its members. The thesis argues that changes in the profession were both caused by and contributed to two important, contested transformations in interwar Indian society: the growth of large-scale private industry (industrialisation), and the increasing proportion of ‘native’ Indians in government services and private firms (Indianisation). Engineers in the public works and railways played a crucial role as officers of the colonial state, as revealed by debates on Indianisation in these sectors. Engineers also enabled the emergence of large industrial enterprises, which in turn impacted the profession. Previously dominated by expatriate government engineers, the profession expanded, was considerably Indianised, and diversified to include industrial experts. Whereas the profession was initially oriented towards the imperial metropolis, a nascent Indian identity emerged in the interwar period.
    [Show full text]
  • Eastern Railway
    2.1.1 पूव रेलवे EASTERN RAILWAY 20192019----2020 के िलए पƗरसंपिēयĪ कƙ खरीद , िनमाϕण और बदलाव Assets-Acquisition, Construction and Replacement for 2019-20 (Figures in thousand of Rupees)(आंकड़े हजार Đ . मĞ) पूंजी पूंजी िनिध मूआिन िविन संिन रारेसंको जोड़ िववरण Particulars Capital CF DRF. DF SF RRSK TOTAL 11 (a ) New Lines (Construction) 70,70,00 .. .. .. .. .. 70,70,00 14 G Gauge Conversion 2,00,00 .. .. .. .. .. 2,00,00 15 ह Doubling 9,80,95 .. .. .. .. .. 9,80,95 16 - G Traffic Facilities-Yard 21,22,84 .. 90,25 13,22,19 .. 29,97,50 65,32,78 G ^ G Remodelling & Others 17 Computerisation 3,51,00 .. 12,41,30 62,00 .. .. 16,54,30 21 Rolling Stock 30,24,90 .. .. 7,66 .. 37,56,01 67,88,57 22 * 4 - Leased Assets - Payment of 518,12,69 205,67,31 .. .. .. .. 723,80,00 Capital Component 29 E G - Road Safety Works-Level .. .. .. .. .. 38,60,00 38,60,00 Crossings. 30 E G -/ Road Safety Works-Road .. .. .. .. .. 113,06,79 113,06,79 Over/Under Bridges. 31 Track Renewals .. .. .. .. .. 587,20,77 587,20,77 32 G Bridge Works .. .. .. .. .. 69,69,90 69,69,90 33 G Signalling and .. .. .. .. .. 83,25,97 83,25,97 Telecommunication 36 ^ G - G Other Electrical Works excl 1,34,17 .. 4,38,47 2,62,72 .. 5,08,29 13,43,65 K TRD 37 G G Traction Distribution Works 16,00,00 .. .. .. .. 110,59,55 126,59,55 41 U Machinery & Plant 5,16,94 .
    [Show full text]
  • IP Tagore Issue
    Vol 24 No. 2/2010 ISSN 0970 5074 IndiaVOL 24 NO. 2/2010 Perspectives Six zoomorphic forms in a line, exhibited in Paris, 1930 Editor Navdeep Suri Guest Editor Udaya Narayana Singh Director, Rabindra Bhavana, Visva-Bharati Assistant Editor Neelu Rohra India Perspectives is published in Arabic, Bahasa Indonesia, Bengali, English, French, German, Hindi, Italian, Pashto, Persian, Portuguese, Russian, Sinhala, Spanish, Tamil and Urdu. Views expressed in the articles are those of the contributors and not necessarily of India Perspectives. All original articles, other than reprints published in India Perspectives, may be freely reproduced with acknowledgement. Editorial contributions and letters should be addressed to the Editor, India Perspectives, 140 ‘A’ Wing, Shastri Bhawan, New Delhi-110001. Telephones: +91-11-23389471, 23388873, Fax: +91-11-23385549 E-mail: [email protected], Website: http://www.meaindia.nic.in For obtaining a copy of India Perspectives, please contact the Indian Diplomatic Mission in your country. This edition is published for the Ministry of External Affairs, New Delhi by Navdeep Suri, Joint Secretary, Public Diplomacy Division. Designed and printed by Ajanta Offset & Packagings Ltd., Delhi-110052. (1861-1941) Editorial In this Special Issue we pay tribute to one of India’s greatest sons As a philosopher, Tagore sought to balance his passion for – Rabindranath Tagore. As the world gets ready to celebrate India’s freedom struggle with his belief in universal humanism the 150th year of Tagore, India Perspectives takes the lead in and his apprehensions about the excesses of nationalism. He putting together a collection of essays that will give our readers could relinquish his knighthood to protest against the barbarism a unique insight into the myriad facets of this truly remarkable of the Jallianwala Bagh massacre in Amritsar in 1919.
    [Show full text]
  • Chapter VI 1
    Chapter VI The Strike and its Impact in the Northeast Frontier Railways This chapter discusses the causes and developments leading to the strike and the developments related to the strike in the Northeastern Frontier Railways. The N.F Railway’s authority had never headed to the demands of the workers hence the grievances were never redressed. As a result of this the workers were aggrieved. The result was the eruption of various types of labour unrests throughout the N.F Railways. In this chapter we concentrate on the situation of the N.F Railways in the period of the strike. The consequence of the strike in this zone was deep and diverse. Therefore the chapter examines the impact of the struggle of 1974 in N.F Railways. The chapter is divided into three sections. The first section has focussed its attention on the grievances of railwaymen in N.F Railways. In this section we also look at how the workers of N. F. Railway along with the other zones had prepared themselves for the general strike. The second section of the study discusses the strike situation throughout the N.F. Railway Zone. It summarises the developments that took place in the entire N.F. Railways in this period. The third section analyses the impact of the strike in the N.F. Railways as the struggle had a long term effect both economically and politically. 1 Grievances of the N.F Railway Workers and their Preparations for the Strike In this section of the study we begin with a brief history of the N.F Railways.
    [Show full text]