On 3rd October 2010, Opening ceremony for the Delhi 2010 Common Wealth Games at Jawaharlal Nehru staduim at New Delhi.
Prince Charles, Prince of Wales and Camilla Duchess of Cornwall for Delhi 2010 Common Wealth Games at Jawaharlal Nehru stadium New Delhi.Prince Charles from Britian is supposed to make his presence at the launching ceremony of the games.
71 Countries participated in Common Wealth games DELHI 2010.
Mrs. Prathibha Patil, India's President, will grace the "Queen Baton Relay,2010" at the launching event of the games.
Gaint Pupets are seen during the opening ceremony for the 19th Common Wealth Games 2010 at New Delhi.
Jawaharlal Nehru stadium packed with 60,000 people to watch Common Wealth Games.
Images are projected on Aerostat.Pyrotechnics are set off as an Aerostat rises.
Besides these, there will be musical programs where many Foreign as well as Indian performs will perform.
Many famous personalities &Celebrities from Sportys,Politics,Bollywood e.t.c. will grace the occasion Dazzling Fireworks will add up to the joy excitment at the 2010 Common Wealth Games at New Delhi.
WASHINGTON: The Department Of Justice permitted to proceed the planned merger of United Airlines and Continental Airlines on Friday, cleared the way for the creation of the world's biggest airline.
The Department Of Justice said "The department has closed its investigation into the proposed merger of UAL Corporation, the parent of United, and Continental".
"The department conducted a thorough investigation," it added in a release that came one month after European regulators cleared the way for the merger, now expected to take place by October 1.
The Department Of Justice said "The proposed merger would combine the airlines' largely complementary networks, which would result in overlap on a limited number of routes where United and Continental offer competing nonstop service".
The last big merger of U.S. carriers was the combination of Delta and Northwest in 2008. That deal created the biggest airline in the world - a roost that now looks to be short-lived.
NEW DELHI: The Indian rupee will soon have a unique symbol — a blend of the Devanagri 'Ra' and Roman 'R' — joining elite currencies like the US dollar, euro, British pound and Japanese yen in having a distinct identity.
The new symbol, designed by Bombay IIT post-graduate D Udaya Kumar, was approved by the cabinet today — reflecting that the Indian currency, backed by an over-trillion dollar economy, was finally making its presence felt on the international scene.
"It's a big statement on the Indian currency... The symbol would lend a distinctive character and identity to the currency and further highlight the strength and global face of the Indian economy," Information and Broadcasting Minister Ambika Soni told reporters after the cabinet meeting.
Though the symbol will not be printed or embossed on currency notes or coins, it would be included in the 'Unicode Standard' and major scripts of the world to ensure that it is easily displayed and printed in the electronic and print media.
Among currencies with distinctive identities, only the pound sterling has its symbol printed on the notes.
Unicode is an international standard that allows text data to be interchanged globally without conflict. After incorporation in the global and Indian codes, the symbol would be used by all individuals and entities within and outside the country.
The symbol will be adopted in a span of six months in the country, and within 18 to 24 months globally, Soni said, adding that it will feature on computer keyboards and softwares for worldwide use.
Soni said that the symbol, which reflects the Indian ethos and culture, would help distinguish the currency from the rupee or rupiah of other countries like Pakistan, Nepal, Sri Lanka and Indonesia.
Besides this, state governments would be asked to proactively promote the use of the new symbol, she added.
Kumar's entry was chosen from 3,000 designs competing for the currency symbol. He will get an award of Rs 2.5 lakh.
"It is a perfect blend of Indian and Roman letters — capital 'R' and Devanagri 'Ra' which represents rupaiah, to appeal to international and Indian audiences... My design is based on the tricolour, with two lines at the top and white space in between," a visibly-happy Kumar said.
The jury, which had sent the five short-listed entries for the cabinet's approval, was headed by a Reserve Bank Deputy Governor. Symbol
Indian Rupee
On March 5, 2009 the Indian government announced a contest to create a symbol for the rupee. During the Union Budget 2010 Finance Minister Pranab Mukherjee mentioned that proposed symbol would reflect and capture the Indian ethos and culture. Five symbols had been short listed, and the Cabinet selected the definitive symbol on 15 July 2010.
The symbol is a taken from the Devanagari ‘र’. The parallel lines at the top (with white space between them) make an allusion to the tricolor Indian flag and also depict an equality sign which symbolizes the nation's desire to reduce economic disparity. The Indian government will try to adopt the symbol within six months in the country and globally within 18 to 24 months. Prior to this, the most commonly used symbols for the rupee have been Rs., Re. or रू.
The design of the new symbol is by Udaya Kumar, a student of the Industrial Design Centre (IDC) at the Indian Institute of Technology Bombay (IITB). It is from Devanagri 'Ra' which represents rupaiah, to appeal to international and Indian audiences. The design is based on the tricolour of the Indian Flag, with two lines at the top and white space in between.
Prakash Gupta was irritated and confused, after the meeting with Dinesh Sharma. Dinesh Sharma was the regional stores Manager (in charge of stores of Noida, Faridabad and Ghaziabad), and Prakash was the chief manager of Delhi city Super Department Stores (SDS). Prakash had received a letter from Dinesh, 3 weeks Earlier, explaning that top management had decided on an on an MBO programme to help SDS improve its efficiency and profitability. The letter mentioned about linking stores managers’ salary hikes, promotions etc. to performance. The accompanying instructions required managers to list the objectives they objectives which were appropriate for their store and then to wait the regional manager’s review visit.
Prakash has done just what he was asked to do. In a meeting with his departmental managers, Prakash had chosen objectives that they all agreed were appropriate. All of the objectives represented performance levels that were improvements over the past year and were reasonably attainable, such as:
vIncreasing sales by 10 percent.
vReducing Inventory loss by 2 percent.
vImproving Customers services (i.e.20 percent fewer complaints made to head office).
vReducing cash register shortages to .05 percent of sales.
Dinesh came late for the MBO review visit and stressed that there was little time. He quickly scanned the written statement of objectives which Prakash gave him, then explained that profit improvements was really what the home office was interested in. Senior management in Chennnai, running the SDS in over 18 major cities in India, decided that a 10 percent increase in profit would be a reasonable objectives for Prakash’s store. This single objectives, Dinesh explained, would facilitate the monitoring of performance by the head office and would also reduce the amount of information the store would have to submit. The visit was cut short because Dinesh had to attend a meeting on the advertising budget back at the Head office.
"The Power of Empowerment Venu Srinivasan joined the TVS Group's family business in 1978, after a BE from Madras University and MS from Purdue University (where he sold Bible door-to-door in west Lafayette, Indiana).He first got involved with the moped project which was being set up by Sundaram Clayton and implemented it on his own when his father passed away in 1979. In 1984, he promoted a new joint venture company with Suzuki of Japan to manufacture 100cc motorbikes (TVS-Suzuki). Faced with a marketing network failed to meet the expectations of customers .For about seven years between 1986-1992, the company faced rough weather; the models did not sell; quality problems surfaced and there was a Lock-out at the autoplant.
Still, Srinivasan managed to get the workers to return at his terms. He has put together a superlative team of professionals to run the show. The importance of total quality management has been brought to the notice of workers through a service of workshops. He has also managed to beef up the company's design, engineering and product development skills. A workalcoholic himself, Srinivasan takes genuine interest in getting the right kind of people into the company. Even today, every hiring decision (even blue-collar jobs) has to be okayed by him.
Both workers and managers enjoy lot of freedom to do things on their own. Performance linked rewards, quality consciousness and excellent interpersonal relations with workers have yielded stunning results with the turn around of the company happening in less than two years time. When the Deming prize was awarded in 1998, Srinivasan took every care to take all key workers along with him to Japan and even refused to take award all alone. The only photograph that was taken on that occasion showed Srinivasan sharing the prize with all his team members on the dias. The excellent relations that he has built with his workers and the way he has empowered them to face challenges head-on, are widely reported now in every magazine. Naturally, even after parting company withSuzuki in October, 2001, marketers have not reacted in a harsh way. After some disastrous product portfolio and is currently doing very well especially in motor cycle (TVS Feiro, TVS Victory) and moped segments.
