Mir Arif Talpur's: 2011

Wednesday, November 23, 2011

THE SEVEN LAWS OF THE UNIVERSE

Here are seven laws that can change your life — if you choose to use them.

Every „seed“ has a gestation period
What goes around, comes around
Nothing is good or bad, but thinking makes it so
Energy moves into physical form
Everything has an opposite
Everything vibrates, nothing rests
This too shall pass

1. THE LAW OF GENDER
The Law Of Gender translates to every seed has a gestation or incubation period. Ideas are spiritual seeds and will move into form or physical results. Believe this and watch your life change. Your goals will manifest in the perfect time. Know they will.

2. THE LAW OF CAUSE AND EFFECT
Whatever you send out into the universe comes back. Like causes produces like effects. Never worry about what you are going to get, concentrate on what you can give. Treat everyone with total respect. What goes around, comes around. If you squeeze an orange you WILL get orange juice. Like causes always produce like effects.

3. THE LAW OF RELATIVITY
Nothing is good or bad until you relate it to something. Practice relating your situation to something
worse and yours will always look good. If you practice relating your situation to something better, yours will always look worse. Nothing is good or bad until you relate it to something.

4. THE LAW OF PERPETUAL TRANSMUTATION
Energy moves into physical form. The image you hold in your mind most often, materializes in results in your life. What are you imagining? This is an actual law of the universe. Use it to your advantage.

5. THE LAW OF POLARITY
Everything has an opposite. Constantly look at the good in people and situations. Good ideas equals good vibrations! Always recognize the opposite, then pick what you want to concentrate on, remembering law #4.

6. THE LAW OF VIBRATION
Everything vibrates, nothing rests. Conscious awareness of vibration is feeling. How do you feel? Your
thoughts control your paradigms and your vibrations. When you are not feeling good, become aware of what you are thinking, then think of something pleasant. Remember again, law #4.

7. THE LAW OF RHYTHM
Some of the things the Law of Rhythm affects is the tide that goes out and comes back — night follows day — there is good in everything and there is bad. Don’t feel the bad in the downswing without realizing that good times are coming. Remember again, law #4.

Monday, October 3, 2011

The Final Days of Major Ernesto Che Guevara

As Recorded by the CIA in
Southern Command, Activities of the 2nd Ranger Battalion

7 - 9 October 1967:

The combined units of Company A and the supporting units from Company B [a combined force of 1,300 Bolivian men, trained by US Special Forces and directed by the CIA for the specific task of capturing Che Guevara. Che's guerilla squad had 17 men.] moved into the area of the Churro Ravine using two squads of Company A as a blocking force a few kms north of the small Geino Ravine. Cpt. Prado set up his mortar section east of the Churro Ravine, with 3rd Platoon of Company B to his rear in support, under the command of Sgt. Huauca. 1st Platoon of Company A, under the command of Lt. Perez, entered the Churro Ravine to the north at the confluence of two small streams. Lt. Perez initiated the pursuit and began driving the guerrilla force south while Cpt. Prado's mortars shelled the ravine. At this point a machine gun was brought up to also cover the ravine and hold the left flank of Prado's mortar section and supporting troops. As the 1st Platoon of Company A pushed south they came under fire and lost 3 soldiers immediately. Cpt. Prado then ordered Sgt. Huauca to move down the small Tuscal Ravine and wait at the entrance of the Churro Ravine. The 3rd Platoon of Company B carried out this order and after finding nothing, was ordered to enter the Churro Ravine and gain pursuit in the direction of Lt. Perez's platoon. Sgt. Huauca immediately encountered a group of 6 to 8 guerillas and opened fire. At this point they killed "Anotondo" and "Orturo", two Cubans. Sgt. Huauca lost one soldier here and another was wounded. "Ramon" (Guevara) and "Willy" tried to break out in the direction of the mortar section. They were sighted by the machine gun crew which took them under fire. "Ramon" (Guevara) was hit in the lower calf and was helped by "Willy" [Sarabia] toward the Tuscal Ravine where apparently they rested for a few minutes. They then moved north, directly in front of Cpt. Prado who ordered several soldiers to chase them. Soldiers Encinos, Cheques, and Balboa were the first Bolivians to lay hands on Guevara. "Willy" and "Ramon" (Guevara) were later transported back to La Higueras with Cpt. Prado and the elements of Companies A and B. The Bolivians did not remain in position after nightfall. From 1900 hrs until 0400 hrs on the 9th, there were no significant Bolivian troops in the area of the fire fight. This gave the guerilla force ample time to escape the area, but either due to confusion after the battle or poor evaluation of the situation by their leaders, the guerilla force remained in the Churro Ravine.

On 30 October 67, at a small pavilion in La Esperanza, Bolivia, Lt. Ral. Espinoza Lord, Company B, 2nd Ranger Bn, stated the following in regards to the handling of Ernest "Che" guevara. Guevara and "Willy" were transported back to La Hiqueras on the afternoon of the 8th, after the battle at the Churro Ravine. Guevara had a slight wound in the lower calf, which was treated upon returning to La Hiqueras. Lt. Espinoza talked at length with Guevara, though Guevara did not reveal any pertinent information. Espinoza felt a high regard for Guevara as a soldier and a man, and was anxious to know more of this "legendary figure". Guevara answered all of his question[s] with remarks such as "perhaps" or "possibly". Early in the morning of the 9th of October, the unit received the order to execute Guevara and the other captives. Previously, Col. Santana, Commander of the 8th Division, had given express orders to keep the prisoners alive. The Officers involved did not know where the order originated, but felt that it came from the highest echelons . Cpt. Frado gave the order to execute Guevara to Lt. Perez, but he was unable to carry out the order and in turn gave it to Sgt. Terran, Company A. At this time Perez asked Guevara if there was anything he wished before his execution. Guevara replied that he only wished to "die with a full stomach". Perez asked him if he was a "materialist", by having requested only food. Guevara returned to his previous tranquil manner and answered only "perhaps". Perez then called him a "poor shit" and left the room. By this time, Sgt. Terran had fortified his courage with several beers and returned to the room where Guevara stood up, hands tied in front, and stated, "I know what you have come for, I am ready." Terran looked at him for a few minutes and then said, "No you are mistaken, be seated." Sgt. Terran then left the room for a few moments.

"Willy", the prisoner taken with Guevara, was being held in a small house a few metres away. While Terran was waiting outside to get his nerves back, Sgt. Huauca entered and shot "Willy." "Willy" was a Cuban and according to the sources had been an instigator of the riots among the miners in Bolivia. Guevara heard the burst of fire in his room and for the first time appeared to be frightened. Sgt. Terran returned to the room where Guevara was being held. When he entered, Guevara stood and faced him. Sgt. Terran told Guevara to be seated but he refused to sit down and stated, "I will remain standing for this." The Sgt. began to get angry and told him to be seated again, but Guevara would say nothing. Finally Guevara told him, "Know this now, you are [only] killing a man." Terran then fired a burst from his M2 carbine, knocking Guevara back into the wall of the small house.

Che Guevara

Che (born in 1928 and murdered in 1967) was an Argentine doctor and a Marxist revolutionary. He dedicated his life and energy to fighting exploitation, deeply held ideals of hating injustice, and to struggling for the liberation of not only the oppressed and exploitated of Latin America but oppressed masses throughout the world.

In 1951, Che set off from his home town of Córdoba on a motorcycle tour of Central and South America. The poverty he observed during this trip led him to intensify his study of Marxist ideologies.

In 1954, Che met Fidel Castro when Castro was in Mexico after having being released from prison in Cuba. Che joined the 26th of July Movement dedicated to the overthrow of Cuban Dictator Fulgencio Batista. Che was a guerrilla leader in the 1956-59 Cuban Revolution. Che served as president of Cuba's national bank and as Cuba's minister of industry immediately following the Cuban Revolution.

Major Ernesto Che Guevara

But after a period in the new Cuban government leadership, Che aimed to spark revolutionary activity internationally, believing that the only way to preserve social, economic and political rights on a local level was through global action. In 1965, he left Cuba to set up revolutionary forces in the Congo and then later in Bolivia. He traveled to Bolivia to support a popular uprising there, believing in the responsibility of revolutionaries to contribute to the global defeat of colonialism and imperialism.

After the U.S. government learned of his location, CIA operatives were sent into Bolivia to destroy the liberation efforts against the dictatorship, and to bolster Bolivia's government troops.

Che was captured by the CIA and Bolivian Army and executed on October 9, 1967.

Thursday, September 29, 2011

Designations & Perception!!!

Project Manager is a Person who thinks nine women can deliver a baby in One month.
Developer is a Person who thinks it will take 18 months to deliver a Baby.
Onsite Coordinator is one who thinks single woman can deliver nine babies in one month.
Client is the one who doesn't know why he wants a baby.
Marketing Manager is a person who thinks he can deliver a baby even if no man and woman are available.
Resource Optimization Team thinks they don't need a man or woman; they'll produce a child with zero resources.
Documentation Team thinks they don't care whether the child is delivered, they'll just document 9 months.
Quality Auditor is the person who is never happy with a delivered baby.
Tester is a person who always tells that this is not the Right baby.
HR Manager is a person who thinks that... a Donkey can deliver a Human Baby - if given 9 Months !!!

Wednesday, September 28, 2011

Physiotherapy Books

Tuesday, September 27, 2011

Employee Attrition Caused By a Rigid HRM

Introduction:

Human resource management has a direct personal impact on us as employees in shaping the nature of our work, our pay and our career prospects (Huczynski and Buchanan, 2007).One of the major problems encountered in today’s business world is dealing with high employee attrition. Attrition is the reduction in the number of employees through retirement, resignation or death.This article addresses the issue of high employee attrition taking place in an organization. Sometimes it’s impossible to ensure the retention of a particular group of employees; in those cases, companies can learn to adopt (Cappelli, 2001).

Root Cause of Attrition:

Skills can be stretched in many directions, but if they are not going in the right direction employees are at risk of becoming dissatisfied and uncommitted (Butler and Waldroop, 2001). Company following the Hard HRM practice where emphasizes is given on the full utilization of employees in a formal, calculating and dispassionate manner results in high attrition rate in strategical business units of the company (Huczynski and Buchanan, 2007).

Some of the factors which influenced employee turnover:

Lack of proper management, facilities, training and motivation
Poor infrastructure
Compensation is much below industry standards
Lack of respect for employees and favoritism
Saturdays working
Appraisals, career and personal development nonexistent
Low quality of workforce
Lack of leadership qualities in manager

The corporate boards of directors tend to be dominated by the finance and accounting function, which pushes ‘soft’ personnel voices aside ( Huczynski and Buchanan, 2007).One of the issues that have influenced personnel management practice is the unspoken agreement, or psychological contract, between employee and organization (Rousseau, 1990, 1995), where employees expects the fair treatment, a degree of security and personal development.

According to David Guest and Zella King (2001):

Managers may not be aware of psychological contract research;
Managers may feel that research evidence does not apply to their strategic business unit;
Managers may believe that they already have appropriate practices;

Impact of Attrition:

Staff turnover creates costs, but these are difficult to measure. When employees leave, output is lost. Costs are then incurred in advertising and interviewing, then training the new recruits. Turnover is often a symptom of low morale, which can reduce corporate profitability by depressing staff performance .For example- William Mercer was able to demonstrate to Quest Diagnostics that if staff turnover were reduced by just 5 percentage points, this would make an annual profit contribution of US$31 million. Faced with this evidence, managers who had been complacent about the company’s staff turnover were shocked into action.(based on Cathy Copper, ‘In for the count’, People Management, vol. 6, no.20, 12 October 2000a, pp, 28-34). Also Robinson and Rousseau (1994) found that 55 per cent of their management sample said their psychological contract had been broken by their employer. The consequences are damaging for both the individuals and the organization, and include low job satisfaction, poor performance, high staff turnover, feelings of anger and betrayal and the erosion of trust.

Measures to control Attrition:

Employees are investments if effectively managed and developed, provide long-term awards for organization hence policies, programs, and practices must be created that satisfy both the economic and emotional needs of employees. A working environment must be created in which employees are encouraged to develop and utilize their skills to the maximum extent (Carrell and Elbert, 2000).

‘Profit through people’ can be produced through people management policies such as reducing status differentials and sharing information across the organization (Based on Jeffrey Pfeffer, The Human Equation, Harvard Business School Press, Boston, MA, 1998).Guest (1989) identified that there must be senior management support for the success of HRM.

‘Like it or not, it’s the younger generation that will have to mentor us rather than the other way around’ (Coutu , 2001).Supervisors can provide guidance to their subordinates by assisting and guiding them, by making them available to answer questions otherwise letting subordinates work things out by themselves (Hackman and Suttle, 1997). The employer should practise Soft HRM which is people-oriented, rooted in human relations thinking, emphasizing motivation, communication and leadership (Huczynski and Buchanan, 2007). By treating employees well, organizations profits can rise. A central ethics committee should be set up to reinforce the values of respect, honesty, efficiency, care and trust (based on Georgina Fuller,’ Come the revolution’, People Management, vol. 11, no.17, 1 September 2005, pp.38-40).

Two main factors in Huselid’s list of 13 high performance practises:

Skills developments: the acquisition and development of employee skills, through selection, induction, training and the use of performance appraisal systems
Job design: the designs of jobs, including skill flexibility, job responsibility, variety and the use of teams

Conclusion:

According to Narayan Murthy (CEO Infosys), ‘Our assets walk out of the door each evening, we have to make sure that they come back the next morning’, employer should treat their employees as customers, by understanding their needs which drives employer satisfaction. Making adjustments is as important as achieving results (Phillips and Connell, 2003), hence by applying bath’s model, managers should provide adequate support and motivation for their team. There should be good communications in every strategical business unit, emphasis on team work and rewards on organizational performance should be proposed. The basic purpose of these strategies is to boost employee morale and hence achieve retention.

From the above study I want to conclude that employees are the capital of an organization. So in order to retain employees, organization has to satisfy their employees. By doing the same, Organization can retain their best employees, who would in turn add to the growth and success of the organization.From Neil Conway. ‘Promises, promises’. People Management, vol 10, no. 23, 25 November 2004, pp.42-3.Therefore an organization can promise:

Pay commensurate with performance
Opportunity for training and development
Opportunities for promotion
Recognition for innovation or new ideas
An attractive benefits package
Respectful treatment
Reasonable job security
A pleasant and a safe working environment

Monday, September 26, 2011

From My Heart..

Kya Tha Jo Ghari Bhar Ko Tum Laut Ke Aa Jate

Kya Tha Jo Ghari Bhar Ko Tum Laut Ke Aa Jate

Kya Tha Jo Ghari Bhar Ko Tum Laut Ke Aa Jate
Deedar-e-Mohabat Ko Sourat Tu Dekha Jate

Qaasid Payam E Khat Ko Daina Bohot Na Tool
Bus Muktasr Yee Kehan Hai K Ankheny Taras Gai

Youn Zindagi Guzar Raha Hon Tera Baghir
Jasay Koi ghuna kiya ja raha hon main

Nazuk Tera Mariz-e-Mohabat Ka Hal Hai
Din Kat Chuka Hai Raat Ka Katna Mohal Hai

Aaja Ka Aass Tootna Wali Hai Piyar Ke
Bujhna Lagi Ha Shama Tera Intazar Ke

Kya Tha Jo Ghari Bhar Ko Tum Laut Ke Aa Jate
Deedar-e-Mohabat Ko Sourat Tu dekha Jate

Itna Tu karam kartay Dukh Dard Mujha Da Kar
Kasam Morna Chala Atay Tumhara Kya Bigar Jata
Tera Parda Bana Rahta Mujha dedar Hojata

Jati Hoi Maiyat Dekh ka Bhi Banda Outh ka Aana Saka
Dou Char Kadam Tu Dushman Bhi Takleef Gawar Karta Hain
Han Dekh jata mera outhta howa Armano ko

Itna Tu karam kartay dukh dard mujha da kar
Ek Bar Mera Ansou Daman Sa Sukha Jate

Lazatay Intazar Lata Hon Youn Shab-e-Ghum Guzar Lata hon
Jab Bhi Dasti Hai mujha Tanhai Naam Tera Pukar Lata Hon

Is Dard-e-Judai Ko Mehsous Na Main Karta
Acha Tha Aagar Mujh Ko Dewana Bana Jate

Kya Tha Jo Ghari Bhar Ko Tum Laut Ke Aa Jate
Deedar-e-Mohabat Ko Sourat Tu Dekha jate

Mujh Per Ghum-e-Furkat Ke Thomat Na Kabhi Lagti
Ankhou Main Agar Apni Tasver Basa Jate

Phir On Sa Fana Mujh Ko Rahta Na Gila Koi
Darwana Mera Kar Kay Dedar Kara Jate..