-

What Is Yoga

2011-10-23T23:19:00.000-07:00

In the present time, more and more people, especially the Westerners, are resorting to Yoga to find cure for chronic health problems and attain a peace of mind. They are also curious about knowing what exactly is Yoga and what are included in it. Although many of us are well aware of the heath benefits of the physical activity, not every one knows about the origin and exact definition of Yoga. It is a popular belief that Yoga merely includes stretching and warm up exercises. Of course, yoga involves stretching, but includes many other things beyond that.

Originated in ancient India, Yoga typically means 'union' between the mind, body and spirit. It involves the practice of physical postures and poses, which is sometimes referred to as 'asana' in Sanskrit. As the name suggests, the ultimate aim of practicing Yoga is to create a balance between the body and the mind and to attain self-enlightenment. In order to accomplish it, Yoga makes use of different movements, breathing exercises, relaxation technique and meditation. Yoga is associated with a healthy and lively lifestyle with a balanced approach to life.

The oldest physical discipline in existence known to humankind, Yoga brings stability to the body and the wavering mind. It increases the lubrication of joints, ligaments and tendons of the body. Studies in the field of medicine suggest that Yoga is the only form of physical activity that provides complete exercise to the body, because it massages all the internal organs and glands. This in turn reduces the risk of many diseases. Yoga can create a positive permanent difference to the lifestyle of anybody practicing it on a regular basis.

Yoga is the perfect way to ensure overall health and physical fitness. Through meditation, breathing exercises (called pranayams); you can banish all your stress and lead a healthy life. In fact, it is one of the best remedies known to humankind, for curing chronic ailments that are otherwise difficult to be cured by other medications. People suffering from backaches and arthritis are often suggested to do asanas that concentrate on providing exercise to the muscles at the strategic locations. Pranayams are the best exercises to increase the capacity of lungs capacity.

The amazing thing about Yoga is that its positive effects on the health and mind are visible over time. Another specialty about Yoga is its wide choice of asanas. Depending upon the stamina and overall health, you can choose from the mild pranayams, asanas to high intensity asanas. It is a medication without the actual use of medicines. Moreover, no visible side effects are associated with the practice of Yoga on a regular basis. All you need to know is the most appropriate exercises meant for the structure of your body, while choosing the asanas of the activity. In addition, you need to know the right way of performing the asanas, because any wrong attempt can cause sprains and injuries.

100-year-old Marathoner Completes Toronto Marathon

2011-10-19T01:40:00.000-07:00

(Fauja Singh becomes the worlds oldest marathoner, photo courtesy of Frank Gunn, Canadian Press)

100-year-old Fauja Singh became the oldest marathoner in the world when he completed the Toronto Marathon in eight hours and change this weekend. He was "thrilled" with his performance, and was the last official finisher. Singh also broke eight world age group records along the way.

Sunday's run was Singh's eighth marathon — he ran his first at age 89 — and he's now setting his sights on carrying the torch for the 2012 London Games. This guy is amazing!

Congrats, Fauja! Age is nothing!

Improving the organization and management of extension

2011-10-14T04:12:00.000-07:00

M. W. Waldron, J. Vsanthakumar, and S. Arulraj

Mark W. Waldron is a Professor of Rural Extension Studies, University of Guelph, Guelph, Canada; J. Vsanthakumar is a Professor of Agricultural Extension, Annamalai University, India; and S. Arulraj is a Senior Scientist, Agricultural Extension, Sugarcane Breeding Institute, India.The authors acknowledge the assistance of Michael Rzeznik, Ph.D. student in Rural Studies, University of Guelph, in preparing this chapter.

Planning
Decision making
Organizing
Staffing
Directing
Coordinating
Reporting
Budgeting
Systems theory
Contingency theory
Conclusion
References

Managing people effectively in extension programmes is a skill that requires constant planning and development. An extension programme manager can be defined as the person who is vested with formal authority over an organization or one of its sub units. He or she has status that leads to various interpersonal relations, and from this comes access to information. Information, in turn, enables the manager to devise strategies, make decisions, and implement action (Mintzberg, 1988). Management is concerned with the optimum attainment of organizational goals and objectives with and through other people. Extension management organizations are characterized by many strategies, wide spans of control, democracy, and autonomy. Their management practices cannot be reduced to one standard set of operating guidelines that will work for all organizations continually. However, all managers of professional organizations face the same challenge: to manage one's time, objectives, and resources in order to accomplish tasks and implement ideas (Waldron, 1994).

Managers of extension programmes are painfully aware of the need for revision and development of the new skill sets held by today's high performers. If change is not handled correctly, it can be more devastating then ever before. High performers reflect, discover, assess, and act. They know that a new focus on connecting the heads, hearts, and hands of people in their organization is necessary. Astute managers know what needs to be done but struggle with how to do it. Quite often they prefer to consider themselves as teachers or communicators rather than managers. This results in under-utilization of the increasing amount of literature on management theory and practice. The root of the problem is implementation. They must learn how to motivate others and build an efficient team.

More formally defined, management is the process by which people, technology, job tasks, and other resources are combined and coordinated so as to effectively achieve organizational objectives. A process or function is a group of related activities contributing to a larger action. Management functions are based on a common philosophy and approach. They centre around the following:

1. Developing and clarifying mission, policies, and objectives of the agency or organization2. Establishing formal and informal organizational structures as a means of delegating authority and sharing responsibilities
3. Setting priorities and reviewing and revising objectives in terms of changing demands
4. Maintaining effective communications within the working group, with other groups, and with the larger community
5. Selecting, motivating, training, and appraising staff
6. Securing funds and managing budgets; evaluating accomplishments and
7. Being accountable to staff, the larger enterprise, and to the community at large (Waldron, 1994b).

The management functions listed above can be categorized by using the acronym POSDCORB (Bonoma & Slevin, 1978, from Gulick & Urwick, 1959):

· Planning: outlining philosophy, policy, objectives, and resultant things to be accomplished, and the techniques for accomplishment· Organizing: establishing structures and systems through which activities are arranged, defined, and coordinated in terms of some specific objectives
· Staffing: fulfilling the personnel function, which includes selecting and training staff and maintaining favourable work conditions
· Directing: making decisions, embodying decisions in instructions, and serving as the leader of the enterprise
· Coordinating: interrelating the various parts of the work
· Reporting: keeping those to whom you are responsible, including both staff and public, informed
· Budgeting: making financial plans, maintaining accounting and management control of revenue, and keeping costs in line with objectives

Planning

Planning is the key management function of any extension worker. It is the process of determining in advance what should be accomplished, when, by whom, how, and at what cost. Regardless of whether it is planning long-term program priorities or planning a two-hour meeting, the planning aspect of management is the major contributor to success and productivity. Stated simply, "If you don't know where you are going, then you won't know when you have arrived!" Planning is the process of determining the organization's goals and objectives and making the provisions for their achievement. It involves choosing a course of action from available alternatives.

Planning is the process of determining organizational aims, developing premises about the current environment, selecting the course of action, initiating activities required to transform plans into action, and evaluating the outcome. The types of planning that managers engage in will depend on their level in the organization and on the size and type of the organization. Generally there are four major types of planning exercises: strategic, tactical, contingency, and managerial. Strategic planning involves determining organizational goals and how to achieve them. This usually occurs at the top management level. Tactical planning is concerned with implementing the strategic plans and involves middle and lower management. Contingency planning anticipates possible problems or changes that may occur in the future and prepares to deal with them effectively as they arise (Marshall, 1992). Managerial planning is usually considered as microlevel planning. It helps in combining resources to fulfil the overall objectives of the extension organization.

A needs assessment may initiate a need for developing a plan. The planning process begins with the creation of a philosophy that consists of statements describing the values, beliefs, and attitudes of the organization. Its mission statement is a proclamation of its purpose or reason for being. After the philosophy and mission statements have been established, various goals and objectives are defined. Goals are usually general statements that project what is to be accomplished in the future. An objective is a concrete statement describing a specific action. Policies are predetermined guides to decision making; they establish boundaries or limits within which action may be taken. Managers are related to policy formation in two ways. First, they play a crucial role in implementing organizational policies that have been established by higher management. Second, they create policies within their departments as guides for their own work groups. Procedures outline the series of steps to be followed when carrying out a designed policy or taking a particular course of action. Rules are used to provide final and definite instruction. Usually they are inflexible.

Planning is designing the future, anticipating problems, and imagining success. In short, planning is essential for anyone who wants to survive. The functions of organizing, leading, staffing, and budgeting are means of carrying out the decisions of planning. Everyone is a planner - a planner of meals, of work time, Of vacations, of families. Formal planning, however, distinguishes managers from non-managers, effective managers from ineffective managers. Formal planning forces managers to think of the future, to set priorities, to encourage creativity, to articulate clear objectives, and to forecast the future in terms of anticipated problems and political realities.

Long-Range Planning

Long-range planning is vitally important in that it focuses attention on crucial future issues which are vitally important to the organization. It involves studying societal trends and issues, surveying current and anticipated learners' needs, and being aware of long-term research directions and changes in technology. Many extension workers may think that such management is beyond their level of authority, control, or involvement. They may feel that such management is the prerogative of the director, the deputy minister, or the president. However, while senior levels of management must be involved, those who implement the objectives resulting from long-range planning should also be involved.

Strategic Planning

Strategic planning has been defined as that which has to do with determining the basic objectives of an organization and allocating resources to their accomplishment. A strategy determines the direction in which an organization needs to move to fulfil its mission. A strategic plan acts as a road map for carrying out the strategy and achieving long-term results. Occasionally a large gap exists between the strategic plan and real results. To boost organizational performance, people must be a key part of the strategy. A stronger, more capable and efficient organization can arise by defining how its members can support the overall strategy (Figure 1).

Strategic planning is different from long-term planning. Long-range planning builds on current goals and practices and proposes modifications for the future. Strategic planning, however, considers changes or anticipated changes in the environment that suggest more radical moves away from current practices. When doing strategic planning, the organization should emphasize team planning. By involving those affected by the plan, the manger builds an organization wide understanding and commitment to the strategic plan (Flemming, 1989). The elements of strategic plans include:

· Organization mission statement - What
· Strategic analysis - Why
· Strategic formulation - Where
· Long-term objectives implementation - When and How
· Operational plans - When and How

Changes are essential to better position the extension organization and focus on client needs and moving forward in rural development and sustainability programmes. The strength and resilience of the traditional rural and farm population and the trend towards a decentralized society with more and more urbanites moving to the country suggest that successful rural communities will depend on people's ability to change, to adapt, and to work toward a better future. In the 1990s, facilitating farmer participation is a major extension activity (Chambers, 1993). Reorganization provides a framework for longer-term commitment to rural development. Organizations and sub units are being encouraged to put work teams in place to ensure that each sector integrates staff and services into a cohesive, focused business unit. Consultation and participation are believed to be essential for the successful development and implementation of organizational goals and objectives. Each work team is asked to develop an effective process for discussion of major challenges and opportunities facing the organization, if possible, over the next decade. Updated strategic plans are then developed. These plans form the framework for focusing organizational resources on the most strategic areas by using a staged approach. Updated plans are then implemented by work teams at all levels of management. Work-team objectives include:

1. Involving all levels of staff in consultation2. Designing and implementing a process to develop-goals and objectives for the organization and unit; a strategic process for the next five to ten years
3. Defining and clarifying organizational structures and identifying functions, customers, and service delivery models
4. Identifying changes and staged approaches needed to move from the current situation to what will be required over the next three to five years
5. Identifying and recommending priorities for policy and programme development
6. Incorporating goals for expenditure reduction, service quality improvement, workforce management, accountability, technology, and business process improvement
7. Stating the start date and first report date

Figure 1. Strategic planning model (Source: OMAD Strategic Planning Factsheet, 1991).

Managerial Planning

If long-range planning can be linked to "macro," then managerial planning can be linked to "micro." Managerial planning is the implementing of the strategic plan; it is the combining of resources to fulfil the overall objectives and missions of the organization. Managerial planning focuses on the activity of a specific unit and involves what needs to be done, by whom, when, and at what cost. The strategic planning process serves as an umbrella over the management planning process which deals with the following:

1. Establishing individual goals and objectives
2. Forecasting results and potential problems
3. Developing alternatives, selecting alternatives, and setting priorities
4. Developing associated budgets
5. Establishing personnel inputs
6. Establishing specific policies related to the unit
7. Allocating physical resources
8. Appraising how the management unit has succeeded in meeting its goals and objectives

Decision making

Closely related to both strategic and managerial planning is the process of decision making. Decisions need to be made wisely under varying circumstances with different amounts of knowledge about alternatives and consequences. Decisions are concerned with the future and may be made under conditions of certainty, conditions of risk, or conditions of uncertainty. Under conditions of certainty, managers have sufficient or complete information and know exactly what the outcome of their decision will be. Managers are usually faced with a less certain environment. They may, however, know the probabilities and possible outcomes of their decisions, even though they cannot guarantee which particular outcome will actually occur. In such cases, there is a risk associated with the decision and there is a possibility of an adverse outcome. Most managerial decisions involve varying degrees of uncertainty. This is a key part of a manager's activities. They must decide what goals or opportunities will be pursued, what resources are available, and who will perform designated tasks. Decision making, in this context, is more than making up your mind. It consists of several steps:

Step 1:	Identifying and defining the problem
Step 2:	Developing various alternatives
Step 3:	Evaluating alternatives
Step 4:	Selecting an alternative
Step 5:	Implementing the alternative
Step 6:	Evaluating both the actual decision and the decision-making process

Managers have to vary their approach to decision making, depending on the particular situation and person or people involved. The above steps are not a fixed procedure, however; they are more a process, a system, or an approach. They force one to realize that there are usually alternatives and that one should not be pressured into making a quick decision without looking at the implications. This is especially true in the case of nonprogrammed decisions (complex and novel decisions) as contrasted to programmed decisions (those that are repetitive and routine).

One of the most difficult steps in the decision-making process is to develop the various alternatives. For example, if one is involved in planning a workshop, one of the most crucial decisions is the time, format, and location of the workshop. In this case, one's experience as well as one's understanding of the clientele group greatly influence the selecting of alternatives. Often decision trees can help a manager make a series of decisions involving uncertain events. A decision tree is a device that displays graphically the various actions that a manager can take and shows how those actions will relate to the attainment of future events. Each branch represents an alternative course of action. To make a decision tree it is necessary to: (1) identify the points of decision and alternatives available at each point, (2) identify the points of uncertainty and the type or range of alternative outcomes at each point, (3) estimate the probabilities of different events or results of action and the costs and gains associated with these actions, and (4) analyse the alternative values to choose the next course of action.

In extension, the decision-making process is often a group process. Consequently, the manager must apply principles of democratic decision making since those involved in the decision-making process will feel an interest in the results of the process. In such a case, the manager becomes more of a coach, knowing the mission, objectives, and the process, but involving those players who must help in actually achieving the goal. The effective manager thus perceives himself or herself as the controller of the decision-making process rather than as the maker of the organization's or agency's decision. As Drucker (1966) has pointed out, "The most common source of mistakes in management decision-making is the emphasis on finding the right answer rather than the right question. It is not enough to find the right answer; more important and more difficult is to make effective the course of action decided upon. Management is not concerned with knowledge for its own sake; it is concerned with performance."

Organizing

Once strategic planning and management planning are implemented, organizing to get the job done is next. Organizing is the process of establishing formal relationships among people and resources in order to reach specific goals and objectives. The process, according to Marshall (1992), is based on five organizing principles: unity of command, span of control, delegation of authority, homogeneous assignment, and flexibility. The organizing process involves five steps: determining the tasks to be accomplished, subdividing major tasks into individual activities, assigning specific activities to individuals, providing necessary resources, and designing the organizational relationships needed.

In any organizing effort, managers must choose an appropriate structure. Organizational structure is represented primarily by an organizational chart. It specifies who is to do what and how it will be accomplished. The organizing stage provides directions for achieving the planning results. There are several aspects to organizing - time, structures, chain of command, degree of centralization, and role specification.

Time Management

Managers must decide what to do, when, where, how, and by or with whom. Time management is the process of monitoring, analysing, and revising your plan until it works. Effective planning is a skill that takes time to acquire. It is difficult to implement because you have no one but yourself to monitor how effectively you are using your time. Everyone has the same amount of time - 168 hours per week. How that time is managed is up to the discretion of each person. One extension agent joked that he was so busy taking time management courses, he had little time left to manage. Effective time management involves philosophy and common sense. Time is not a renewable resource - once it is gone, it is gone forever. To function effectively, managers have to be able to prioritize and replace less important tasks with more important ones. Most of us work for pay for only 1,800 hours per year. Effective and efficient time management encourages us to achieve and be productive while developing good employee relations.

Goals should be specific, measurable, attainable, realistic, and timely (SMART). Once the goals are known, it is important to think about how they can be achieved. Effective time managers facilitate planning by listing tasks that require their attention, estimating the amount of time each task will take to complete, and prioritizing them - deciding what tasks are most important to do first and numbering them in rank order. It is essential to know what is crucial and what is not. Some activities have relatively low levels of importance in completing a given task. By planning ahead, managers can decide what to do and take the time to come up with ideas on how to do it. They can make their own list of steps to eliminate or reduce time wasters. Maintaining a daily "To Do" list with priorities attached and maintaining a daily, weekly, monthly, and yearly diary is helpful. Managers should analyse their daily activities to see which are directed toward results and which are simply activities. They could learn how to manage meetings more effectively since considerable management time seems to be wasted in nondirectional formal meetings.

One of the methods that helps allocate time according to priorities is Pareto's Law or the 80/20 rule: if all items are arranged in order of value, 80 per cent of the value will come from 20 per cent of the items. For example, 80 per cent of the complaining in your department is likely to be done by 20 per cent of your staff. Four suggestions for better time management are (1) never handle the same piece of paper twice; (2) learn how to say "no" without feeling guilty about requests that do not contribute to the achievement of your goals; (3) when a visitor drops in to your office, stand up while you have your discussion to ensure that only a brief period of time will be consumed by the visitor's interruption; and (4) avoid being a slave to the telephone. By managing time well, managers are better able to solve problems quickly, make decisions, avoid frustration, keep from getting bogged down in day-to-day tasks, handle crises, work on their goals and priorities, and manage stress. Guidelines for scheduling time include:

1. Always put your schedule in writing.
2. Focus on the objectives you are trying to accomplish.
3. Continually review objectives, priorities, and scheduled actions to keep on track.
4. Schedule around key events and actions.
5. Get a productive start by scheduling early-day actions.
6. Group related items and actions whenever possible.
7. Do not hesitate to take large time blocks for important tasks.
8. Be sure to allow enough time for each task, but not too much time.
9. Build in flexibility for unexpected events.
10. Include some thinking time for yourself.
11. Consider how to make waiting and travel time useful or otherwise productive.
12. Try to match your work cycles to your body cycles.
13. Learn to control your unscheduled action impulses.
14. Prepare tomorrow's schedule before you get to the office in the morning.

Structures: Centralized versus Decentralized, Line versus Staff

Working productively and developing feelings of cooperation and effectiveness are related to having the right people doing the right jobs. Structure, then, can be defined as a system of interrelated jobs, groups of jobs, and authority. There is no standard organizational structure, but most organizations and agencies follow the "Christmas Tree" system with the star (e.g., president, minister) at the top, smaller branches at management levels, and bigger branches at the production levels. Some would claim that the lower branches support the upper branches, but as in the tree, the branches are supported by a single trunk, which can be thought of as the organizational mission and objectives. Each part of the tree has its specific function. When all parts work together, the system survives, functions productively, has balance, and is a pleasure to see! There are four primary elements in designing an organizational structure:

1. Job specifications - what each division/office/unit is responsible for2. Departmentalization - the grouping of jobs and responsibilities in common sectors with the objective of achieving coordination
3. Span of control - a definition of how many job roles should be in each unit and which roles require coordination by a unit manager
4. Delegation of authority - assigning the right to make decisions without having to obtain approval from a supervisor

The resulting organizational structure will vary according to these four elements. An organization with decentralized authority and very heterogeneous departments will appear very different from one with centralized authority and a very homogeneous product.

Chain of Command

Once an organization starts delegating authority, then there is automatically a chain of command, "the formal channel which specifies the authority, responsibility and communication relationships from top to bottom in an organization" (Ivancevich, Donnelly, & Gibson, 1980). Thus authority flows from presidents to vice-presidents to divisional managers, from ministers to deputies to directors, from principals to vice-principals to deans, etc. In complex organizations, there may be bridges from one level to another and there will be complex procedures for maintaining the chain of command. Adult and extension educators, if working for an organization or agency, will be part of a structure and part of the chain of command. One cannot often make major changes in these two elements; it is wise, however, to be very aware of the organizational structure and chain of command if you wish to accomplish things efficiently.

Centralized organizations are those in which the key authority and decision-making role is focused on one or a very few individuals. Where authority is distributed among many managers, then one can see a decentralized structure. As the organization's various roles become more diverse in terms of programme, product, or geographical location, one can see a more decentralized organizational structure with authority being delegated to those who are closest to the action. Centralization refers to authority, whereas centrality refers to the proximity to the organization's stated mandate and objectives. One could have a very decentralized organization with each unit being responsible for programmes, staffing, and budget, and yet be very close to the main mission and objectives of the organization.

Another important point in terms of structure is the concept of line and staff functions. Line functions are those involved in creating, developing, and delivering a programme. Staff functions are those that are of an advisory and consultative order. Line functions contribute directly to the attainment of the organization's objectives, and staff functions contribute indirectly.

Staffing

A key aspect of managing an adult and extension enterprise is to find the right people for the right jobs. Much of one's success as a manager is related to appropriate human resource planning, regardless of whether it is the hiring of a secretary or an instructor for a particular work-shop. The staffing function consists of several elements:

1. Human resource planning - how many staff resources, with what backgrounds, and at what cost can be considered for objectives implementation?2. Recruitment - how does one proceed to find the person with the appropriate mix of education, experience, human relations skills, communications skills, and motivation? An important component of the recruitment process is writing the job description. The description must be exact and specific but sufficiently general to solicit interest among potential candidates. The nature of the job, scope, authority, and responsibilities form the core of the job description. Indications of preferred educational background as well as salary range must also be included. In times of high unemployment, one can always expect several dozen applications for any one opportunity for employment. This leads to the next task of staff selection.

Staff Selection

The process of staff selection involves evaluating candidates through application forms, curriculum vitae, and interviews and choosing the best candidate for the specific job responsibility. One can even have a list of criteria and a score sheet for each individual. Even then, successful hiring is often a very intuitive act and involves some degree of risk.

As a means of giving some structure and design to the staffing process, the following guidelines are useful (dark, 1973). Each job interview should be characterized by:

1. A clear definition of the purpose of the interview
2. The presence of a structure or general plan
3. The use of the interaction as a learning experience in a pleasant and stimulating atmosphere
4. The creation and maintenance of rapport between the interviewer and interviewee
5. The establishment of mutual confidence
6. Respect for the interviewee's interest and individuality by the interviewer
7. An effort to put the interviewee at ease
8. The establishment and maintenance of good communication
9. The willingness to treat what is being said in proper perspective
10. The just treatment of each interviewee

Staff Orientation

This is the process of formally introducing the selected individual to the particular unit, to colleagues, and to the organization. The selected person should be aware of the mission and objectives of the unit, the nature of responsibilities and level of authority, the degree of accountability, and the systems and procedures followed to accomplish the tasks associated with the job. A motivated individual will simply ask for such things as personnel manuals, administrative procedures handbooks, and aims and objectives statements. Such orientation tools should be available.

Directing

At one time there was a management emphasis on "directing" in the directorial (autocratic) sense, but in recent times, the concept of directing has become more congruent with leading than with pushing. Thus today, directing is more related to leading and leadership styles. Leadership in this context means the process whereby a work environment is created in which people can do their best work and feel a proprietary interest in producing a quality product or service.

McGregor (1960) proposed that managers might assume that employees are motivated in one of two ways. His dichotomy was labelled theory X and theory Y. Theory X relates to traditional management whereby managers assume that they must control, coerce, and threaten in order to motivate employees. Theory Y, the opposite of theory X, suggests that employees want to do challenging work, that they are interested in accepting responsibility, and that they are basically creative and want to be involved in policy development and objective setting. Today, theories X and Y don't really sound very revolutionary; the problem is that management styles and employee motivation do not fit easily into two theoretical labels. As a result, additional theoretical labels (e.g., theory Z) are being developed.

Coordinating

This important stage consists of interrelating the various parts of the work. It involves coordinating the various job roles and responsibilities of yourself and other staff, of your unit and other units within the same organization, and of your unit with the broader community.

There are two forms of coordination: (1) vertical reporting to your supervisor(s) and to your staff, and (2) horizontal reporting to your colleagues and your management team. Adult and extension educators are usually involved in very complex organizations such as governments, colleges and universities, and boards of education. Because of the size of the organization, the increasing demands for public accountability, the many government regulations and policies, the increasing competition among providers of adult education opportunities, and the changes in technology, it is essential that the coordinating role be given top priority.

How, then, can effective coordination be accomplished?

· Coordination needs professional, competent leadership, a democratic style that leads to trust, open communication, and ease of information flow.· Coordination needs a constant definition and communication of mission and objectives that are understood by all managers.
· Coordination, to be effective, must have open, two-way channels of communication.
· Coordination involves a sharing atmosphere as well as commonly agreed on direction. Because effective coordination requires cooperation and communication, the meeting technique is still the most effective format for assuring the interrelationships among the various job responsibilities.

In recent years, formal systems of community coordination of adult and extension education activities have been developed. Such councils of continuing education provide more than just a network of workers but in fact lead to discussions of community needs, agency priorities, and an agreement as to who is going to look after what. Such voluntary coordination does not eliminate competition; it focuses on the multiway flow of information.

Reporting

This function, closely related to the coordinating function, consists of keeping those to whom you are responsible informed as to what is going on. It is essential that competent managers keep the information flowing, especially in this age when there is so much information being transmitted in so many forms. The reporting function is more than preparing an annual report, quoting statistics, and informing your staff of current developments. The reporting function is almost an evaluation function since it compares how you are doing with what you set out to do. It reviews your objectives and determines to what extent you are meeting your objectives. It consists of more than course numbers or annual statistics, but relates programme direction, policy changes, refinement in objectives, and changes in structures and priorities. It also uses the vertical and horizontal flows of information as presented previously.

One of the key elements of the reporting function is the annual report. Such a report gives you the opportunity to summarize programmes, projects, and activities and to provide statistics as well. Such a report can be used as a public information document by having it distributed to other adult education agencies in the community, to your senior levels of management, to your own managers, to your colleagues, and to the press. In addition, it will prove to be a valuable document to satisfy the requests you receive asking about your programme activities.

Budgeting

This management function includes fiscal planning, accounting and revenue, and expense controls. Budgeting requires specific planning, a thorough understanding of objectives and future programmes, a sixth sense of economic conditions and realities, and a hunch for predicting the unpredictable.

In many cases, an organization specifies the budget system being used. It could be based on (1) historical data (what you had last year with variations for the coming year); (2) 0-based data where the budget is created and justified on a line-item basis according to programmes and priorities; (3) an MBO system - management by objectives whereby specific objectives are funded; and (4) a PERT system - programme review and evaluation technique - where each programme is reviewed and assessed according to its contribution to specific goals. These are only a few of the budgeting systems in use. However, the key elements of any budget system consist of (1) determining what line items are necessary in terms of objectives; (2) in line with policies, determining the financial amounts for each line; (3) determining overhead, surplus, and/or profit margins; (4) determining anticipated revenue from fees, grants, gifts, contracts, etc.; (5) drafting a budget with specific amounts and justifications; and (6) discussing and making adjustments to produce a working budget.

The budget then becomes a guide which, however, may always be in a state of change. The budget process is not in a vertical something that one does only once a year; it is a continual process of regular review and possible revision. One should always be checking to see how one is doing compared with how one anticipated doing.

Budget management, then, consists of three parts: (1) budget determination - allocating revenue according to priorities and by line items; (2) budget accountability - how well the anticipated budget matches reality; and (3) using a +, 0 - notation in answering the questions and by placing the notations in the boxes on the chart. In this way, one can get a picture of the predominant types of management modes currently being used. While this may be useful in describing what is, it could be even more useful in describing what could be. It is also useful in providing some clues as to possible areas of role conflict - the scholarly research model would likely collide with the competent practitioner model (Waldron, 1994a).

Structure is the basis for many modern business organizations because we live in a structured society, although the concept of structural rigidity and hierarchy is now being challenged by a more educated, creative, and intrinsically motivated workforce. The structural approach shows graphically that the organization has a distinct physical shape or form provided by an internal form. A competent manager in this system is able to solve problems, to figure out what needs to be done, and then enlist whatever support is needed to get it done. This approach is favoured by traditional, hierarchical, job-specific, uncreative organizations.

A more organic management method is based on paradigms. A paradigm refers to a method of approaching a problem or situation and the kinds of assumptions, values, and attitudes associated with thinking about the situation (Ottaway & Terjeson, 1986). It connotes a pattern or structure that is dynamic, changeable, and responsive to the environment (Waldron, 1994). The most dramatic illustration of a paradigm shift was the shift from the Ptolemaic theory, which saw the earth as the centre of the universe, to the Copernican theory, which saw the sun as the centre of the universe. A paradigm shift results in a total restructuring in the ways we think about a situation and the kinds of assumptions we make about former observations. Covey (1992) speaks of paradigm shifts: things, people, and structure can and do change - nothing is constant. He shows how almost every significant breakthrough is first a break with tradition, with old patterns, with old ways of thinking, and with old paradigms. Senge (1990) states that a "shift of mind" is necessary because "the unhealthiness of our world today is in direct proportion to our inability to see it as a whole." In terms of management, extension managers should view people not as "helpless reactors, but as active participants in shaping their reality - from reacting to the present to creating the future" (p. 68-69).

The use of models is common practice in management thinking. Models are useful because various aspects of the structures can be viewed from different positions that can then lead to new perspectives. The goal of modelling is to achieve an accurate yet relatively simple representation of a system, complex entity, or reality usually on a smaller scale. It implies both structure and change. An important aspect of model building is collecting and preparing data. Information gained from the data is the foundation of the model.

The model should reflect the major aspects of the problem as simply as possible. Often, this requires tradeoffs because simplicity and accuracy rarely go hand in hand. The constants, if any, within the model should be known with a high degree of precision. One mistake that inexperienced model builders often make is failing to take a broad perspective of the problem. They do not take into account other dimensions of reality that a solution may have an impact on. To accomplish this broad perspective, the extension manager should adopt a systems approach to model building and should focus not only on the immediate problem, but also on interrelationships that exist within and outside the organization and how these relationships will be affected (Stevenson, 1989). One model is usually dominant. To examine which model fits the needs of a particular extension manager's programme and his or her criteria, one can create a matrix similar to Figure 2. By answering questions similar to those presented in Figure 3, one can develop a good understanding of the specific model which would apply to extension programmes.

Figure 2. Model classification comparison matrix (Source: Waldron, 1994a, p. 93).

Model	Scholarly-Research	Professional	Entrepreneural	Missionary	Innovation	Competent Practitioner
1. Perceived Academic Status
2. Mission, Mandate, and Objectives
3. Reward System
4. Decision Making Authority
5. Market Orientation
6. Accountability

Systems theory

Modern management is characterized by two approaches, the systems and the contingency approach. The systems approach views the organization as a total system comprised of interacting subsystems, all of which are in complex interaction with the relevant external environment (Lerman & Turner, 1992). Organizations are pictured as "input-transformation-output systems" that compete for resources. The survival and prosperity of an organization depend on effective adaptation to the environment, which means identifying a good strategy for marketing its outputs (products and services), obtaining necessary resources, and dealing with external threats.

Survival and prosperity also depend on the efficiency of the transformation process used by the organization to produce its goods and services, on worker motivation, and on cooperation. Efficiency of the transformation process is increased by finding more rational ways to organize and perform the work and by deciding how to make the best use of available technology, resources, and personnel. Top management has primary responsibility for designing an appropriate organizational structure, determining authority relationships, and coordinating operations across specialized subunits of the organization (Yuki, 1994). A system can survive only when it delivers an output that can be exchanged for new inputs as well as for maintaining the system. Similarly, an extension service is expected to produce some beneficial output.

Figure 3. Criteria for model classification (Source: Waldron, 1994a, p. 93-94).

Perceived status
1. Is the unit headed by a dean?
2. Does the chief manager have tenure?
3. Is the boss a professor?
4. Does the unit have representation on senate, governing council, or the key academic decision-making body
5. Are the employees expected to do research and publish in journals? 6 Is the dean or director expected to have a doctoral degree?
Mission, mandate, objectives
1. What model would best apply to your mission, mandate, and objectives?
2. Is your unit perceived as a moneymaker?
3. Do your objectives give priority to research, innovation, product development, or product delivery?
Reward system
Ways of rewarding you for your effort:
1. Increments negotiated by a union or association
2. Salary negotiated with a senior administrator
3. Bonuses based on meeting targets
4. Ratings by colleagues
Decision-making authority
1. Does your unit decide on what courses and programmes need to be delivered?
2. Does your unit determine course content?
3. Can your unit allocate and reallocate budgets?
4. Does your unit have a unit-controlled development fund?
5. How independent do you think the unit is in terms of decision making?
Market orientation
1. Is your unit market driven?
2. Do you publish a market-oriented course calendar?
3. Do you use charge cards for tuition fee payment?
4. Do you publish regular press releases and media information?
5. Do you do market research and needs assessments?
Accountability
1. Do you report to a president or vice president-academic?
2. Do you present proposed policy to a senate or governing council?
3. Do you make use of a community advisory council?
4. To whom would you send an annual report?

Contingency theory

Theories that explain management effectiveness in terms of situational moderator variables are called contingency theories. The contingency or situational approach recognizes that neither the democratic nor the autocratic extreme is effective in all extension management situations. Different traits are required in different situations. Table 1 describes the major features of five contingency theories and the Vroom and Yetton (1973) normative decision model. The table makes it easier to compare the theories with respect to content and validation. A synopsis of each is presented below:

· The path-goal theory examines how four aspects of behaviour influence subordinate satisfaction and motivation.· Leadership substitute theory identifies aspects of the situation that make leadership behaviour redundant or irrelevant.
· The multiple linkage model uses a model of group performance with six intervening variables to explain leadership effectiveness.
· Fiddler's LPC model deals with the moderating influence of three situational variables on the leadership between a leader trait (LPC) and subordinate performance.
· Cognitive resources theory examines the conditions under which cognitive resources such as intelligence, experience, and technical expertise are related to group performance.

Table 1. Comparison of six contingency theories (Sources: Yuki, 1994, p. 311).

Contingency Theory	Leader Traits	Leader Behavior	Situational Variables	Intervening Variables	Validation Results
Path-Goal Theory	None	Instrumental, Supportive, Participative, Achievement	Many aspects	Expectancies, Valences, Role Ambiguity	Many Studies, some support
Leadership substitutes Theory	None	Instrumental, Supportive	Many aspects	None	Few Studies, inconclusive
Multiple linkage model	None	Many aspects	Many aspects	Effort, ability organization, teamwork, resources, external coordination	Few Studies, inconclusive
LPC Contingency Model	LPC	None	Task Structure, L-M Relations	None	Many studies, some support
Cognitive Resource Theory	Intelligence, Experience	Directive	Stress Group Support	None	Few studies, some support
Normative Decision Theory	None	Decision Procedures	Many aspects	Decision Quality and acceptance	Many studies, moderate support

Conclusion

Organizations constantly encounter forces driving them to change. Because change means doing something new and unknown, the natural reaction is to resist it. Extension programme managers must overcome this resistance and adopt innovative and efficient management techniques to remain high performers. They must improve their personal, team, and cultural management skills if they hope to adapt themselves to a changing world. Overwhelmingly, current management wisdom touts the goal of getting decisions made as low down in the organization as possible.

The basic idea is that since people closest to the work are likely to know the most about solving problems in their areas, they should be involved in the decisions concerning those areas. An added benefit is that they are more motivated if they have some control over their work and over their own destinies.

There is still considerable discussion as to whether management is an art or a science, a philosophy or a skill. No one sustainable model can holistically encompass all management situations and environments. Management can be defined as the rational assessment of a situation and the systematic selection of goals and purposes; the systematic development of strategies to achieve these goals; the marshalling of the required resources, the rational design, organization, direction, and control of the activities required to attain the selected procedures (McNeil & Clemmer, 1988). Managers typically engage in a large number of discrete activities each day, and the average number of activities appears to increase at lower levels of management. The activities, however, are usually very brief in duration (Mintzberg, 1973).

To carry out their responsibilities, managers need to obtain recent, relevant information that exists in books, journals, and people's heads who are widely scattered within and outside the organization. They have to make decisions based on information that is both overwhelming and incomplete. In addition, managers need to get cooperation from subordinates, peers, superiors, and people over whom they may have no formal authority. Factors that affect managers include level of management, size of the organizational unit, function of the unit, lateral interdependence, crisis conditions, and stage in the organizational life cycle.

Despite all these demands and constraints, managers do have some alternatives. They have a choice in what aspects of the job to emphasize and how to allocate their time. Generally managers are engaged in four types of activities: 1) building and maintaining relationships, (2) getting and giving information, (3) influencing people, and (4) decision making.

thanks to http://www.fao.org

Check your Organisation Design Before Starting Recruitment.

2011-10-14T00:15:00.001-07:00

The concept of organizational design is as old as the organization itself, but surprisingly most of the people working in the organization and for the organization are not aware of the organizational design.

In simple words OD defines the philosophy of an organization. It not only deals with policy making, but includes all aspects of the organization. It is an organizational design that fosters or inhibits creativity and innovation in an organization.

A company with a good organizational design can easily achieve its target. All the processes and procedures of the company will be synchronized with the goal and objective of the company. The entire system from the top to bottom level will work towards the goal and will explore the available resources to achieve its goal.

A successful organizational design is a far cry without proper planning and management. Everyone involved in the company whether its the top management class or lowest working class all should be well-aware of the purpose of a company and anyone who is unaware of the organization’s goal will not play his or her part in the company’s progress with full enthusiasm and it could be detrimental in the long run.

In a good organization each and every person knows his duty and is responsible to play the part with full commitment. This is possible only when each individual is delegated the right job suiting his attitude and aptitude. They are not given less or more than what they can do-optimal work distribution is the norm.

Good management is the most important aspect of organizational design. The success and efficiency of the management are largely decided by the team leader. It is the efficiency of the team leaders that lead the subordinates to give their best and play their part sincerely in achieving the target. A good TL always works in collaboration with other team member and brings unity among the team players. A good TL always motivates its subordinate to such an extent that they start putting the company’s interest over self- interest.

The success of a company is largely determined by its OD, OD decides whether the company will be able to chase its goal within limited time and resources or not. A company with good OD will design and plan a strategy that will help it achieve its goals without many difficulties. There are enough number of companies that are not exactly aware of the term OD, but their activities and procedures clearly indicate that they strive to become more productive and successful.

There are many ways in which companies can improve their organizational design, though none of the methods promise you overnight results but following a few points could help companies in achieving their organizational design. Consistent and sincere approach will surely bring significant changes in an organization.

The management functionalities should be managed by efficient people. A person with team spirit and ability to unite people in the form of a team should be organizing people to meet the organization’s needs. Hire a person for the managerial post who has all the qualities of a good leader. A good team leader is well aware of its team member’s strength and weakness, and distributes the task depending on individual’s capabilities and helps them in playing their part successfully in the growth of an organization.

In an organization everyone should know his role and duty; this means everyone working in your establishment should know what they are working towards. It helps people in deciding their role and contribution in the company’s growth and success and motivates them to provide the best.

Communication is the key to success and so it’s true regarding OD as well. A good OD facilitates smooth communication among various departments. The flow of communication should be smooth and clear among seniors and subordinates.

Change is the nature of law and the same is true regarding organizations as well. To grow and learn an organization should develop a positive attitude towards change and should incorporate changes easily. Companies that are risk takers are considered to be the ones with the best organizational stability nowadays.

OD is not a Herculean task; just proper planning and management could make the task easier.

Source: VSR Rao @ citehr

Shiva Gayatri

2011-09-27T03:37:00.000-07:00

Shiva the name of the Lord is a mantra. The meaning of Shiva is "One Who is all Bliss and the giver of happiness to all." Lord Shiva is considered as one of the Trinity of Hindu pantheon (Brahma, Vishnu, and Shiva). He is the supreme God in the Saiva religion (one among the six cults or religion or Shanmatha established by Adi Sankaracharya) or Saiva Siddhanta tradition of Hinduism. His name is referred as Rudra in Rig veda. ‘Although classically applied to the Absolute Brahman, Shiva can also refer to God (Ishwara) in His aspect of Dissolver and Liberator (often mistakenly thought of as "destroyer")’.
The icon Shiva Lina is considered as the abstract form of Lord Shiva. Another icon Nataraja represent Him as Lord of Dance. The Moola Mantra of Lord Shiva is Om Namashivaya. It is known as ‘Panchaksharam’ of five letter mantra. It forms exactly the central part of Sri Rudram and Sri Rudram forms the center part of Yajur Veda.

Shiva GayatriOm Tatpuruṣhaya Vidmahe

Mahadevaya Dhimahi

Tanno Rudrah PrachodayatMeaning

The Shiva Gayatri is a variation of the Gayatri Mantra sung in praise of Lord Shiva, the Hindu god of meditation, penance, and destruction. This particular form of the mantra follows the original 24 syllable syntax of the Vedic Gayatri

Dakshinamurthy Ashtakam

2011-09-27T03:26:00.000-07:00

What is an Ashtakam? An Ashtakam is a song comprising eight sections. You are expected to sing each section to the same music.

Adi Shankaracharya has composed an Ashtakam on Lord Dakshinamurthy (the Lord of Jnana). Dakshinamurthy Ashtakam (or Astakam). In this hymn he praises and invokes the blessings of the Lord.Dakshinamurthy is Lord Shiva's another incarnation. He is assumed as 'guru' or teacher of knowledge and wisdom.

Dakshinamurthy Ashtakam is a powerful Stotra.You may chant the hymns and pray the Lord. If you know the inner meaning and philosophy of the hymn then you may be able to appreciate the philosophy.

Mouna Vyakhya prakatitha, para,
Brahma thathwam yuvanam,
Varshishtha anthevasad rishiganai,
Ravrutham brahma nishtai,
Acharyendram kara kalihtha chin,
Mudram ananda roopam,
Swathmaramam mudhitha vadanam,
Dakshinamurthim eede. 1

Viswam darpana drusyamana nagari,
Thulyam nijantargatham,
Pasyannathmani mayaya bahirivoth,
Bhutham yatha nidraya,
Ya sakshath kuruthe prabodha samaye,
Swathmanameva dwayam,
Thasmai sri guru murthaye nama idham,
Sree Dakshinamurthaye. 2

Beejasyanthari vankuro jagadhidham,
Prang nirvikalpam puna,
Mayakalpitha desa kala kalanaa,
Vaichithrya chithrikrutham,
Mayaveeva vijrumbhayathyapi maha,
Yogeeva yah swechaya,
Thasmai sri guru murthaye nama idham,
Sree dakshinamurthaye. 3

Yasyaiva sphuranam sadathmakamasath,
Kalparthagam bhasathe,
Sakshaath thathwamaseethi veda vachasa,
Yobodhyathyasrithhan,
Yath saksht karanath bhavenna punara,
Aavrithir bhavambhonidhow,
Thasmai sri guru murthaye nama idham,
Sree dakshinamurthaye. 4

Nanachidhra ghato dhara sthitha maha,
Deepa prabha bhaswaram,
Jnanam yasya thu chakshuradhi karana,
Dwara bahi spandathe,
Jaanameethi tham eva baandham anubathi,
Yethath samastham jagat,
Thasmai sri guru murthaye nama idham,
Sree dakshinamurthaye. 5

Deham pranam api indryanyapi chalaam,
Budhim cha soonyam vidhu,
Stree balandha jadopamasthvaha mithi,
Brandha brusam vadhina,
Maya sakthi vilasa kalpitha maha,
Vyamoha samharine,
Thasmai sri guru murthaye nama idham,
Sree dakshinamurthaye. 6

Rahu grastha divakarendu sadrusho,
Maya samachadanath,
Sanamthra karanopa samharanatho,
Yo abhoot sushuptha pumaan,
Pragaswapsaamithi prabodha samaye,
Yaa prathyabignayathe,
Thasmai sri guru murthaye nama idham,
Sree dakshinamurthaye. 7

Balyadishwapi jagaradhadishu thadha,
Sarva sva avasthasthaswapi,
Vyavrutha swanuvarthamanamaha ,
Mithyanth sphurantham sada,
Svathmaanam pragatikarothi bajatham,
Yo mudraya bhadraya,
Thasmai sri guru murthaye nama idham,
Sree dakshinamurthaye. 8

Viswam pasyathi karya karana thaya,
Swa swami sambandatha,
Sishyacharya thaya thadaiva pithru,
Puthradhyathmana bedatha,
Swapne Jagrathi va ya esha purusho,
Maya Paribramitha,
Thasmai sri guru murthaye nama idham,
Sree dakshinamurthaye. 9

Bhoorambaamsya anilo ambhara,
Maharnadho himamasu puman,
Ithyabhathi characharathmakamidham,
Yasyaiva murthyashtakam,
Nanyath kinchana vidhyathe vimrusathaam,
Yasmath parasmath vibho,
Thasmai sri guru murthaye nama idham,
Sree dakshinamurthaye. 10

Sarvathmathvamithi sphutikruthamitham,
Yasmadamushamin sthave,
Thenasya sravanath thadartha mananath,
Dyanascha Sankeerthanath,
Sarvathmathva maha vibhuthi sahitham,
Syadheeswarasthvam svatha,
Siddhyeth thath punarashtadha parinatham,
Chaisvaryamvayhatham. 11

- - - - - - - - - - - - - - - - - - - - - - - - - - - - -

Mouna Vyakhya prakatitha, para,
Brahma thathwam yuvanam,
Varshishtha anthevasad rishiganai,
Ravrutham brahma nishtai,
Acharyendram kara kalihtha chin,
Mudram ananda roopam,
Swathmaramam mudhitha vadanam,
Dakshinamurthim eede. 1

Chitram Vata tharor mole vruddha,
Sishya, Guror Yuva,
Gurostu mounam vykhyanam,
Sishyasthu china samsaya

Om nama pranavarthaya,
Suddha jnanaika moorthaye nama,
Nirmalaya prasanthaya,
Sri Dakshinamurthaye nama.

Gurave sara lokaanam,
Bishaje bhava roginaam,
Nidhaye sarva vidhyanam,
Sri Dakshinamurthaye nama.

Navagraha gayatri

2011-09-27T03:21:00.000-07:00

The Hindus attach significance to Navagrahas (or Nine Planets including sun and moon) and they believe that these planets play a keyrole in their destiny. The nine planets are Sun (Surya) , Moon (Chandra), Mars (Chevvay) , Mercury (Bhudhan), Jupiter (Guru or Viyalan), Venus (Sukran), Saturn (sani), Rahu (Shaddow planets - Snake's head) and Ketu (Shadow plaents - Snake's tail) control our joy, sorrow, obstacles, business, career, marriage, progeny, health and longevity and death. The Indian calendars have assigned more importance to these planets and the week days are named in the names of these seven planets (Sun, Moon, Mars, Mercury, Jupiter, Venus, Saturn).

In lunar based Hindu astrology, significance is attached on the positions of the nine planets in the twelve constellations of the zodiac, the belt around the sky in which the movements of Sun, Moon and planets are confined. People believe that transition of Saturn, Jupiter, Rahu and Ketu from one zodiac sign to other sign will bring good or bad or mixed fortunes. All miseries and obstacles caused by one or many planets will be mitigtated by chanting Gayatris relevant to the specific plane(s).

Surya gayatri (Sun)

om aswadhwajaaya vidmahae
paasa hastaaya dheemahi
tanno surya: prachodayaat

Chandra gayatri (Moon)

om padmadhwajaaya vidmahae

hema rupaaya dheemahi

tanno soma: prachodayaat

Angaaraka gayatri (chevvaai) (Mars)

om veeradhwajaaya vidmahae

vighna hastaaya dheemahi

tanno bhouma: prachodayaat

Budha gayatri (Mercury)

om gajadhwajaaya vidmahae

sukha hastaaya dheemahi

tanno budha: prachodayaat

Guru gayatri (Jupiter)

om vrishabadhwajaaya vidmahae

kruni hastaaya dheemahi

tanno guru: prachodayaat

Shukra gayatri (Venus)

om aswadhwajaaya vidmahae

dhanur hastaaya dheemahi

tanno shukra: prachodayaat

Sanishwara gayatri (Saturn)

om kaakadhwajaaya vidmahae

khadga hastaaya dheemahi

tanno mandah: prachodayaat

Raahu gayatri (Shadow Planet -Snakes Head)

om naakadhwajaaya vidmahae

padma hastaaya dheemahi

tanno raahu: prachodayaat

Kethu gayatri (Shadow Planet - Snakes Tail)

om aswadhwajaaya vidmahae

soola hastaaya dheemahi

tanno ketu: prachodayaat

Time is Short (Poem)

2011-09-23T04:11:00.000-07:00

Have you ever watched kids on a merry-go-round
Or listened to the rain slapping on the ground?
Ever followed a butterfly's erratic flight
Or gazed at the sun into the fading night?
You better slow down
Don't dance so fast
Time is short
The music won't last

Do you run through each day on the fly
When you ask "How are you?" do you hear the reply?
When the day is done, do you lie in your bed
With the next hundred chores running through your head?
You'd better slow down
Don't dance so fast
Time is short
The music won't last

Ever told your child, we'll do it tomorrow
And in your haste, not see his sorrow?
Ever lost touch, and let a good friendship die
'Cause you never had time to call and say "Hi"?
You'd better slow down
Don't dance so fast
Time is short
The music won't last

When you run so fast to get somewhere
You miss half the fun of getting there.
When you worry and hurry through your day,
It is like an unopened gift....
Thrown away...
Life is not a race.
Do take it slower
Hear the music
Before the song is over.

- Unknown

CHANGE

2011-09-23T03:52:00.000-07:00

The greatest remedy in the world is change; and change implies the passing from the old to the new. It is also the only path that leads from the lesser to the greater, from the dream to the reality, from the wish to the heart's desire fulfilled.

It is change that brings us everything we want. It is the opposite of change that holds us back from that which we want. But change is not always external. Real change, or rather the cause of all change, is always internal.

It is the change in the within that first produces the change in the without. To go from place to place is not a change unless it produces a change of mind a renewal of mind.

It is the change of mind that is the change desired. It is the renewal of mind that produces better health, more happiness, greater power, the increase of life, and the consequent increase of all that is good in life. And the constant renewal of mind -- the daily change of mind -- is possible regardless of times, circumstances or places.

He who can change his mind every day and think the new about everything every day, will always be well; he will always have happiness; he will always be free; his life will always be interesting; he will constantly move forward into the larger, the richer and the better; and whatever is needed for his welfare today, of that he shall surely have abundance.

Christian Larson

Mantra - Devi Varahine

2011-09-22T04:28:00.000-07:00

Devi Varahi Mantra

Its helpful to remove negative thought

Om shreem hreem kleem dhum jwaalaa jwaalaa shulini asya

yajamaanasya sarva shatroon samhara kshema laabham

kuru kuru dushta graham hum phat svaha

What is life? ......

2011-09-21T04:13:00.000-07:00

What is life?

If life is a joke than laugh on it,

If life is a game than play it, If life is a challenge than face it,

If life is a puzzle than solve it,

If life is a dream than live it, If life is a book than read it,

If life is a gift than cherish it,

If life is a song than sung it, If life is a art than learn it,

If life is a blessing than appreciate it,

If life is a curse than accept it, If life is a moment than share it,

If life is a Love than feel it,

For me LIFE is all about living for one another,

so live with those who LOVES you the most.

So what is life mean to you?

Lessons of Life

2011-09-21T04:05:00.000-07:00

I feared being alone
Until I learned to like
Myself.

I feared failure
Until I realized that I only
Fail when I don't try.

I feared success
Until I realized
That I had to try
In order to be happy
With myself.

I feared people's opinions
Until I learned that
People would have opinions
About me anyway.

I feared rejection
Until I learned to
Have faith in myself.

I feared pain
Until I learned that
it's necessary
For growth.

I feared the truth
Until I saw the
Ugliness in lies.

I feared life
Until I experienced
Its beauty.

I feared death
Until I realized that it's
Not an end, but a beginning.

I feared hate
Until I saw that it
Was nothing more thanIgnorance.

I feared love
Until it touched my heart,
Making the darkness fade
Into endless sunny days.

I feared ridicule
Until I learned how
To laugh at myself.

I feared growing old
Until I realized that
I gained wisdom every day.

I fear growing old
Until I realized that
I gained wisdom every day.

I feared the future
Until I realized that
Life just kept getting
Better.

I fear the past
Until I realized that
It could no longer hurt me.

I feared the dark
Until I saw the beauty
Of the starlight.

I fear the light
Until I learned that the
Truth would give me
Strength.

I feared change,
Until I saw that
Even the most beautiful butterfly
Had to undergo a metamorphosis
Before it could fly.

The True Wealth

2011-09-21T03:56:00.000-07:00

Imagine you lost a limb. How much money are you willing to pay to get it back?

Now, imagine you lost your sight, or your sense of hearing. How much money are you willing to pay to have it back?

Imagine you developed a terminal disease. How much money are you willing to give up for it to go away?

Think of a living person whom you love very much. This person could be a family member, a romantic partner, or just a friend. Imagine this person left you. Again, how much money are you willing to part with for him or her to return?

Imagine someone came along with a special machine, zapped your brain, and suddenly, ALL your memories - good, bad and neutral - are gone. Again, whats the amount of money you would forfeit to get your memories back?

Think of anything else which means a lot to you. Imagine it went away. And then ask yourself how much money you would part with to have it back.

Now, if you still have some or all of the above things in your life, aren't you a very wealthy person?

"True wealth is measured by what you have, not what you don't have or what you have lost."

"There’s none so poor as he who knows not the joy of what he has."

If Life is a Game................

2011-09-21T03:12:00.000-07:00

cherie carter-scott's rules of life ('Rules for Being Human')

1) You will receive a body.
You may like it or hate it, but it will be yours for the entire period this time around.

2) You will learn lessons.
You are enrolled in a full-time informal school called "life." Each day in this school you will have the opportunity to learn lessons. You may like the lessons or think them irrelevant or stupid.

3) There are no mistakes, only lessons.
Growth is a process of experimentation - trial and error. The so-called "failed experiments" are as much a part of the process as the experiments that ultimately "work".

4) A Lesson is repeated until learned.
It will be presented to you in various forms until you have learned it. When you have learned it you can then go on to the next lesson. If you do not learn easy lessons, they become harder. You will know you have learned a lesson when your actions change.

5) Learning lessons does not end.
There is no part of life that does not contain its lessons. Every person, every incident is the universal teacher. If you are alive, there are lessons to be learned.

6) "There" is no better than "here."
Nothing leads to happiness. When your "there" has become a "here," you will simply obtain another "there" that again will look better than "here."

7) Others are merely mirrors of you.
You cannot love or hate something about another person unless it reflects something you love or hate in yourself.

8) What you create of your life is up to you.
You have all the tools and resources your need; what you do with them is up to you.

9) All your answers lie inside you.
All you need to do is look, listen and trust.

10) You will forget all of this.

Cherie Carter-Scott, Ph.D

The Man in the Glass

2011-09-21T03:02:00.000-07:00

When you get what you want in your struggle for self
And the world makes you king for a day,
Just go to the mirror and look at yourself
And see what that man has to say

For it isn't your father or mother or wife
Whose judgment upon you must pass
The fellow whose verdict counts most in your life
Is the one staring back from the glass

You may be like Jack Horner and chisel a plum
And think you're a wonderful guy.
But the man in the glass says you're only a bum
If you can't look him straight in the eye.

He's the fellow to please - never mind all the rest,
For he's with you clear to the end.
And you've passed your most dangerous, difficult test
If the man in the glass is your friend.

You may fool the whole world down the pathway of years
And get pats on the back as you pass.
But your final reward will be heartache and tears
If you've cheated the man in the glass.

Dale Wimbrow, 1895-1954

The Desiderata

2011-09-21T02:53:00.000-07:00

Go placidly amid the noise and the haste and remember what peace there may be in silence.

As far as possible without surrender be on good terms with all persons. Speak your truth quietly and clearly and listen to others, even the dull and ignorant; they too have their story.

Avoid loud and aggressive persons, they are vexations to the spirit. If you compare yourself to others you may be become vain and bitter, for always there will be greater and lesser persons than yourself.

Enjoy your achievements as well as your plans. Keep interested in your career however humble; it is a real possession in the changing fortune of time. Exercise caution in your business affairs, for the world is full of trickery. But let this not blind you from what virtue there is; many persons strive for high ideals, and everywhere life is full of heroism.

Be yourself, especially do not feign affection. Neither be cynical about love; for in the face of all aridity and disenchantment it is as perennial as the grass.

Take kindly the counsel of the years gracefully surrendering the things of youth. Nurture the strength of spirit to shield you in sudden misfortune. But do not distress yourself with imaginings. Many fears are born of fatigue and loneliness.

Beyond a wholesome discipline, be gentle with yourself. You are a child of the Universe, no less than the trees and the stars; you have right to be here. And whether or not it is clear to you, no doubt the universe is unfolding as it should.

Therefore be at peace with God, whatever you conceive him to be; and whatever your labours and aspirations, in the noisy confusion of life, keep peace with your soul. With all its shams, drudgery and broken dreams, it is still a beautiful world.

Be cheerful. Strive to be happy.

Thanks to Blogger.....

I like - Little Eyes Upon You

2011-09-21T02:44:00.000-07:00

There are little eyes upon you
and they're watching night and day.
There are little ears that quickly
take in every word you say.

There are little hands all eager
to do anything you do;
And a little boy who's dreaming
of the day he'll be like you.

You're the little fellow's idol,
you're the wisest of the wise.
In his little mind about you
no suspicions ever rise.

He believes in you devoutly,
holds all you say and do;
He will say and do, in your way
when he's grown up just like you.

There's a wide-eyed little fellow
who believes you're always right;
and his eyes are always opened,
and he watches day and night.

You are setting an example
every day in all you do;
For the little boy who's waiting
to grow up to be like you.

Thanks to Blogger

Must Read ! Very Powerfully Worded

2011-08-22T00:16:00.000-07:00

Bravo - Prakash Bajaj, Editor of Times of India .

LETTER OF THE EDITOR OF "THE TIMES OF INDIA " TO THE PRIME MINISTER OF INDIA

I am born and brought up in Mumbai for last fifty eight years. Believe me, corruption in Maharashtra is worse than that in Bihar . Look at all the politicians, Sharad Pawar, Chagan Bhujbal, Narayan Rane, Bal Thackray , Gopinath Munde, Raj Thackray, Vilasrao Deshmukh all are rolling in money. Vilasrao Deshmukh is one of the worst Chief ministers I have seen. His only business is to increase the FSI every other day, make money and send it to Delhi , so Congress can fight next election. Now the clown has found new way and will increase FSI for fishermen, so they can build concrete houses right on sea shore. Next terrorists can comfortably live in those houses, enjoy the beauty of the sea and then attack our Mumbai at their will.

Recently, I had to purchase a house in Mumbai. I met about two dozen builders. Everybody wanted about 30% in black. A common person like me knows this and with all your intelligence agency & CBI, you and your finance ministers are not aware of it. Where all the black money goes? To the underworld, isn't it? Our politicians take help of these goondas to vacate people by force. I myself was victim of it. If you have time please come to me, I will tell you everything.

If this has been a land of fools, idiots, then I would not have ever cared to write to you this letter. Just see the tragedy. On one side we are reaching moon, people are so intelligent; and on the other side, politicians have converted nectar into deadly poison.I am everything - Hindu, Muslim, Christian, Scheduled Caste, OBC, Muslim OBC, Christian Scheduled Caste, and Creamy Scheduled Caste; only what I am not is INDIAN. You politicians have raped every part of Mother India by your policy of divide and rule.

Take example of our Former President Abdul Kalam. Such an intelligent person; such a fine human being. But politician didn't even spare him and instead choose a worthless lady who had corruption charges and insignificant local polititian of Jalgaon WHO'S NAME ENTIRE COUNTRY HAD NOT HEARD BEFORE. Its simple logic your party just wanted a rubber stamp in the name of president. Imagine SHE IS SUPREME COMMANDER OF INDIA 'S DEFENCE FORCES. What morale you will expect from our forces? Your party along with opposition joined hands, because politicians feel they are supreme and there is no place for a good person.

Dear Mr Prime minister, you are one of the most intelligent person, a most learned person. Just wake up, be a real SARDAR. First and foremost, expose all selfish politicians. Ask Swiss banks to give names of all Indian account holders. reins of CBI to independent agency. Let them find wolves among us. There will be political upheaval, but that will be better than dance of death which we are witnessing every day. Just give us ambience where we can work honestly and without fear. Let there be rule of law. Everything else will be taken care of.

Choice is yours Mr. Prime Minister. Do you want to be lead by one person, or you want to lead the nation of 100 Crore people?

Prakash B. Bajaj
Editor Mumbai-Times of India

thanks for times of India

Famous Women and Beauty

2011-08-18T05:46:00.000-07:00

Famous Women and Beauty is about our role models, women who made a difference. Politicians, princesses, wives of the presidents, entrepreneurs, actresses, style icons - these famous women made a choice to follow their heart in their career and their style.

Who is your role model?

Answering this question would tell a lot about yourself, who you are and what you are going to be.
For most of people, parents are the most important role models. In our childhood years, we learn from our parents, act like them, learn to think like them, model them. Later in our lives, we either stay in our roles and view of life or choose other role models, people we admire or want to be like.
In her younger years, Hillary Clinton considered Eleanor Roosevelt, Margaret Chase Smith and Saul Alinsky her role models. Her later career as a public advocate, her role as a First Lady of the United States, and her work as a senator and the U. S. Secretary of State, can hardly be called circumstantial.
Audrey Hepburn had a dream to become a ballerina. Great Pavlova was her role model. Even though Audrey became a great actress instead of a ballerina, she was known to have kept her high level of ballet dancer’s self-discipline. Her star, her destiny, her inner and outer grace made her truly unique as a person, actress and UNICEF ambassador.

Famous women – role models. How much do we care about them?

Subconsciously we care about our role models much more than we would like to show. We watch their every move, their public appearances, and we tend to look for their inner weaknesses to prove to ourselves that these famous women are also human. This is the breaking point where most of us tend to stop. Some of us would continue this search of the truth of life by consulting the life coaches, psychologists, success gurus, and all kinds of people who promise to us that they would bring us to the state of success and inner freedom.

Decide on your role model and become the person you want to be.

By choosing the role model you focus on what you really want. Deciding on your role model in the area where you want to succeed can be a turning point of your life. Do not stop at this point, learn more about your famous woman role model: her character, sayings, habits, actions, and make it work for yourself.

Who is your role model?

How does your role model influence your life?
Please share your story with us.