I was waiting for this album for quite some time now. I couldn’t wait because the combination of AR Rahman & Mani Ratnam has always worked magic on the music front. Roja, Bombay, Dil Se, Thiruda Thiruda, Iruvar, Kannathil Mutthamittal, Alaipayuthey being some of the movies which instantly come to one’s mind.
With bated breath I put on the CD and lo, there was the heavy beat of Rahman’s music and boy wasn’t it good.
1. The album opens with Rahman, Karthik & Mehboob (the lyricist) singing Dhakka Laga Bukka. The song has got good beats and the lyrics convey a youthful energy. This song will definitely become a hit and has all the trappings of a typical Rahman number (similar to Mustafa Mustafa or Urvashi Urvashi)
2. The second number is the one currently showing on the small screen. Khuda Hafiz is a good sensual number by Lucky Ali (who seems to be Rahman’s favorite nowadays) and is a very soothing number.
3. The third number Kabhi neem neem is by new comer Madhushree. She sounds very much like Alka Yagnik and also sings well. The lyrics are good but I liked Rahman’s background vocals very much in this composition.
4. I was a trifle disappointed with the rap number Dol Dol by Blaaze. Somehow the tune seems incoherent and hopefully may sound good with the movie!!
5. The number Badal, is very good and is rendered by Adnan Sami & Alka Yagnik. I would have preferred Asha Bhonsle here, but Adnan Sami’s high pitch voice and Rahman’s excellent sound mixing make it a good song. It also reminds me of Rahman’s Boom Boom from Boys.
6. The piece de resistance is reserved for the last with Fanaa. This song is my favorite in this album. Rahman’s classical interludes coupled with the synthesizer sounds are simply mesmerizing. This song will surely be a hit.
All in all a good Rahman album, but somehow one is not very happy after listening to it. The combination of Ratnam and Rahman haven’t really made waves this time. Some critics have said that this album is Rahman’s best. I am not sure and I do not agree. There have been better albums by Rahman and I sure liked Meenaxi more than this.
Wednesday, March 24, 2004
Monday, March 22, 2004
IIM, the accidental brand
IIM, the accidental brand
good article.. & says what many corporates & MBA's do not want to hear... ask me..!!..
The broad objectives of management education should be to develop competent managers to run various kinds of institutions (profit-oriented corporations, non-profits, government and social sector organisations) and create intellectual capital through cutting-edge research that can influence practice. There can be several other objectives, too, but these are certainly the most important.
In these two crucial tests, the IIMs -- and other B-schools in India -- have flunked
the IIMs do not produce great managers; it is cut-throat competition for IIM seats that ensures high-quality MBAs.
it matters little whether the IIMs charge Rs 30,000 per annum or Rs 1.5 lakh. Either way they don't produce the kind of managers India needs.
Equally, it matters little whether the IIMs are autonomous or not. They have done little with whatever autonomy they had so far. The unvarnished truth is that the IIM brand was not the creation of a far-sighted government or of the people managing these institutions.
It was an accident resulting from the sheer quality of students getting in. The issue before both the government and the faculty is simple: accident or otherwise, they have a good brand on their hands. Should they acknowledge their undeserved good fortune and make joint efforts to make the IIMs really worthy of their reputation or should they destroy it, since they did little to create it anyway?
good article.. & says what many corporates & MBA's do not want to hear... ask me..!!..
The broad objectives of management education should be to develop competent managers to run various kinds of institutions (profit-oriented corporations, non-profits, government and social sector organisations) and create intellectual capital through cutting-edge research that can influence practice. There can be several other objectives, too, but these are certainly the most important.
In these two crucial tests, the IIMs -- and other B-schools in India -- have flunked
the IIMs do not produce great managers; it is cut-throat competition for IIM seats that ensures high-quality MBAs.
it matters little whether the IIMs charge Rs 30,000 per annum or Rs 1.5 lakh. Either way they don't produce the kind of managers India needs.
Equally, it matters little whether the IIMs are autonomous or not. They have done little with whatever autonomy they had so far. The unvarnished truth is that the IIM brand was not the creation of a far-sighted government or of the people managing these institutions.
It was an accident resulting from the sheer quality of students getting in. The issue before both the government and the faculty is simple: accident or otherwise, they have a good brand on their hands. Should they acknowledge their undeserved good fortune and make joint efforts to make the IIMs really worthy of their reputation or should they destroy it, since they did little to create it anyway?
Monday, March 15, 2004
What children should watch on the idiot box, according to experts
What children should watch on the idiot box, according to experts
No saas-bahu melodrama
Family dramas result in premature exposure to too much negativity.
The study states that programmes for kids should ideally
• be positive and encourage a child’s cognitive development
• be simple, more visual, and less verbal
• showcase bright colours, fun characters and music
No saas-bahu melodrama
Family dramas result in premature exposure to too much negativity.
The study states that programmes for kids should ideally
• be positive and encourage a child’s cognitive development
• be simple, more visual, and less verbal
• showcase bright colours, fun characters and music
Friday, March 12, 2004
India ready to compromise with Pakistan for peace: Advani
India ready to compromise with Pakistan for peace: Advani
Advani statement is welcome, but will the hardened elements in India allow him to do so?
But in today's scenario it may not be possible to claim the territory that India ceded to Pak (or Pak took it away from India?). So in the best interests India can come to a working relationship with Pak. For everlasting peace this line of thinking needs to be taken on further. But what will that entail for India?
1. Parliament passed a resolution demanding accession of POK to Indian Union. Who will undo this? & how will it be done?
2. What is the guarantee that tomorrow Pak will not play tricks again? Can they be trusted?
Advani statement is welcome, but will the hardened elements in India allow him to do so?
But in today's scenario it may not be possible to claim the territory that India ceded to Pak (or Pak took it away from India?). So in the best interests India can come to a working relationship with Pak. For everlasting peace this line of thinking needs to be taken on further. But what will that entail for India?
1. Parliament passed a resolution demanding accession of POK to Indian Union. Who will undo this? & how will it be done?
2. What is the guarantee that tomorrow Pak will not play tricks again? Can they be trusted?
Monday, March 08, 2004
Forgotten day in Kashmir's history
Forgotten day in Kashmir's history
excellent article from Aravind lavakere.. where he talks about kashmir's irrevocable accession to Indian Union, something which the assembly of kashmir wanted... something which the people of Kashmir wanted.
So the rumblings over kashmir seem ridiculous now.. guess politicians can make a simple issue seem so complex..!!..
excellent article from Aravind lavakere.. where he talks about kashmir's irrevocable accession to Indian Union, something which the assembly of kashmir wanted... something which the people of Kashmir wanted.
So the rumblings over kashmir seem ridiculous now.. guess politicians can make a simple issue seem so complex..!!..
what is Reliance doing...??
On board with Mukesh Ambani - The Economic Times
Reliance is now
1. Reliance Infocomm is looking at an acquisition in the telecom space and it could be on the lines of its recent takeover of Flag Telecom.
2. Reliance Infocomm is working on buying rail tickets through mobiles.
3. Plans are to own several lines of stem cells and work with global institutions and companies to build products. We will be just like Microsoft in IT, which supplies software but doesn't build the entire system
4. Possibility of taking hydrogen out of water and using it as the cleanest fuel.
Great news for all...!!.... Reliance & its legendary vision...
Reliance is now
1. Reliance Infocomm is looking at an acquisition in the telecom space and it could be on the lines of its recent takeover of Flag Telecom.
2. Reliance Infocomm is working on buying rail tickets through mobiles.
3. Plans are to own several lines of stem cells and work with global institutions and companies to build products. We will be just like Microsoft in IT, which supplies software but doesn't build the entire system
4. Possibility of taking hydrogen out of water and using it as the cleanest fuel.
Great news for all...!!.... Reliance & its legendary vision...
Hers not to inherit
Ed in Indian Express
Last week the legislative assembly passed a bill to deny equal property and employment rights to women who choose to marry ‘‘non-state subjects’’
Last week the legislative assembly passed a bill to deny equal property and employment rights to women who choose to marry ‘‘non-state subjects’’
Thursday, March 04, 2004
The triumph of human crossing - The Economic Times
The triumph of human crossing - The Economic Times: sumantra ghoshal again... Ach's experiments in psychology found that "there is a barrier that people have to cross before a wish or a desire becomes an unwavering commitment. "
When people move from ‘I’d like to’ to ‘I shall’, they cross their personal Rubicon. After that crossing, there is no more hesitation, no more intellectual weighing up of alternatives, and no way back.
There are three phases in the journey across the Rubicon. The first phase is that of intention formation. Next comes the actual crossing over to the domain of will and volition. After that, in the course of action-taking to achieve the goal, lies the phase of intention protection.
Intention Formation
The first phase of intention formation is triggered by the perception of an opportunity. The opportunity must not be routine. To stimulate the process of intention formation, the opportunity has to be exciting, something special, something that really makes a difference.
Crossing the Rubicon
There can be no crossing of the Rubicon unless there is a genuine feeling of choice. Without choice, there can be no ‘free will’, no volition. Another essential requirement is the recognition and acceptance of personal responsibility.
Intention Protection
Some shield their intentions by deliberately controlling their work context.
They restructure their work to reduce fragmentation, reserve parts of the day for reflection, and manage the expectations of others — bosses, colleagues, subordinates — so as to broaden the scope of discretionary behaviour.
They also create sources of positive energy — ‘personal wells’ that they can access to draw energy from. For some, it may be a long walk or intensive sports; for others, it may be a conversation with a close friend or partner. At work, they re-energise themselves by celebrating successes along the way.
Perhaps the most important requirement for intention protection is the protection of one’s courage and self-confidence.
When people move from ‘I’d like to’ to ‘I shall’, they cross their personal Rubicon. After that crossing, there is no more hesitation, no more intellectual weighing up of alternatives, and no way back.
There are three phases in the journey across the Rubicon. The first phase is that of intention formation. Next comes the actual crossing over to the domain of will and volition. After that, in the course of action-taking to achieve the goal, lies the phase of intention protection.
Intention Formation
The first phase of intention formation is triggered by the perception of an opportunity. The opportunity must not be routine. To stimulate the process of intention formation, the opportunity has to be exciting, something special, something that really makes a difference.
Crossing the Rubicon
There can be no crossing of the Rubicon unless there is a genuine feeling of choice. Without choice, there can be no ‘free will’, no volition. Another essential requirement is the recognition and acceptance of personal responsibility.
Intention Protection
Some shield their intentions by deliberately controlling their work context.
They restructure their work to reduce fragmentation, reserve parts of the day for reflection, and manage the expectations of others — bosses, colleagues, subordinates — so as to broaden the scope of discretionary behaviour.
They also create sources of positive energy — ‘personal wells’ that they can access to draw energy from. For some, it may be a long walk or intensive sports; for others, it may be a conversation with a close friend or partner. At work, they re-energise themselves by celebrating successes along the way.
Perhaps the most important requirement for intention protection is the protection of one’s courage and self-confidence.
Where there is a human will... - The Economic Times
Where there is a human will... - The Economic Times: sumantra ghoshal makes a "distinction between motivation and volition; between action driven by calculative self- self-interest and action driven by the power of the human will. "
Create a Desire for the Sea Leaders can strengthen peoples’ volition by helping them create a vivid picture of what they wish to achieve. It is this picture, more than anything else, that allows people to activate their emotions, commit, and protect their intention through the action-taking phase.
Does it Feel Right?
Volitional commitment requires that the cognitive and intellectual dimension must come together with the intuitive and emotional dimension so as to make the resulting intention something that exists beyond the reach of calculative rationality and constant cost-benefit analysis. For engaging their will, people have to confront their feelings, not just their thinking, and reflect on whether they can personally stand with their head and heart behind an intention. Leaders who unleash the force of the human will encourage their people to ask “Does it feel right?” and “Do I really want it?”
Create Rites of Passage
Leaders who foster volition formation do exactly the opposite. They prevent people from making hasty commitments. They don’t make things look easy. They build in concrete steps that people have to consciously take in order to test their own readiness to commit.
Build in Stopping Rules
Finally, perhaps the most important senior management task in engaging people’s willpower is to ensure that for each volitional initiative, there is a clear stopping rule that is specified in advance.
Create a Desire for the Sea Leaders can strengthen peoples’ volition by helping them create a vivid picture of what they wish to achieve. It is this picture, more than anything else, that allows people to activate their emotions, commit, and protect their intention through the action-taking phase.
Does it Feel Right?
Volitional commitment requires that the cognitive and intellectual dimension must come together with the intuitive and emotional dimension so as to make the resulting intention something that exists beyond the reach of calculative rationality and constant cost-benefit analysis. For engaging their will, people have to confront their feelings, not just their thinking, and reflect on whether they can personally stand with their head and heart behind an intention. Leaders who unleash the force of the human will encourage their people to ask “Does it feel right?” and “Do I really want it?”
Create Rites of Passage
Leaders who foster volition formation do exactly the opposite. They prevent people from making hasty commitments. They don’t make things look easy. They build in concrete steps that people have to consciously take in order to test their own readiness to commit.
Build in Stopping Rules
Finally, perhaps the most important senior management task in engaging people’s willpower is to ensure that for each volitional initiative, there is a clear stopping rule that is specified in advance.
Tuesday, March 02, 2004
BPO gets a boost..!!...
Massachusetts Institute of Technology (MIT) is starting a regular course on outsourcing at its famed Alfred P Sloan School of Management.
The course is the brainchild of two senior faculty members, one of whom is an Indian American. Dr Amar Gupta, a product of IIT Kanpur, has been on the MIT faculty for the last 25 years.
All 55 seats were picked up within 24 hours of the announcement and there is now a long waiting list.
The course will make students aware of both the positive and negative aspects of outsourcing. "We know the pain that comes with lost jobs, but people don’t necessarily appreciate some of the benefits we get every day because of outsourcing." He talks of lower consumer prices and higher dividends because of the corporate turnaround due to outsourcing.
comments: good for BPO & good for India... !!..
source: HT
The course is the brainchild of two senior faculty members, one of whom is an Indian American. Dr Amar Gupta, a product of IIT Kanpur, has been on the MIT faculty for the last 25 years.
All 55 seats were picked up within 24 hours of the announcement and there is now a long waiting list.
The course will make students aware of both the positive and negative aspects of outsourcing. "We know the pain that comes with lost jobs, but people don’t necessarily appreciate some of the benefits we get every day because of outsourcing." He talks of lower consumer prices and higher dividends because of the corporate turnaround due to outsourcing.
comments: good for BPO & good for India... !!..
source: HT
Monday, March 01, 2004
Oscars & India
Today was Oscars & Hollywood was honoring its best(?) people for the last year. I also happened to read a article in Week by maverick director Mahesh Bhatt. He was talking how we Indians have been trying to wag our tail in front of Hollywood & saying that we are now being recognized by them. He quotes some critic in Hollywood who wanted to make a film on Satyajit Ray, arguably India's only respected director in the west. The critic it seems did not know for whom to make the movie, for there was so little interest in Indian cinema.
I think we should stop fooling ourselves & decide what we want to do. There is no point comparing ourselves with Oscars or Hollywood, Indian cinema should try to come up with original cinema, deliver good quality films to the audience, recognition will follow automatically....
I think we should stop fooling ourselves & decide what we want to do. There is no point comparing ourselves with Oscars or Hollywood, Indian cinema should try to come up with original cinema, deliver good quality films to the audience, recognition will follow automatically....
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