April 21, 2008 by nairsarla
HRD DEPARTMENT ( Training Centre) Malanjkhand Copper Project
Enterprise resource planning (ERP) Training at Malanjkhand copper project. Shri O P Chugh, Executive Director, Hindustan Copper Limited, inaugurated the Training programme on 21.04.2008.
Faculty of the Training Programme Nabanita Ghosh Dutta, of TCS ( TATA CONSULTANCY SERVICES)
View the Photo of Training Programme. Click http://www.flickr.com/photos/10963777@N03/
List of Participants for the ERP Training Programme at Malanjkhand Copper Project, Hindustan Copper Limited.
- C P Thamboli Asst. Manager (A), MCP Unit.
- R K Verma Asst. Manager (HR), MCP Unit .
- K Rajasekaran, Sr. Manager (HR) TCP Unit.
- H Singh, Manager (HR), ICC Unit.
- A S Verma Manager (HR) ICC Unit.
- R P Singh Dy Manager (System) ICC Unit.
- M Sharma Graduate Engineer Trainee (System) MCP Unit.
- Rakhesh Sharma Jr. Manager (HR) MCP Unit.
- S N Choudhary Sr. Manager (HR) MCP Unit.
- B Alphonesus Chief Manager (HR) MCP Unit.
- B P Bhattachrya Dy. General Manager (HR) MCP Unit.
- N G Nair, Manager (Mines) HRD, MCP Unit.
- R L Patle Jr. Technical Asst. MCP Unit.
- S Chitra Management Trainee, (HR) MCP Unit
Also view the following links for Copper Mining in India.
http://www.flickr.com/photos/10942170@N05/ http://www.flickr.com/photos/10683702@N04/
http://miningengineers.wordpress.com/
http://malanjkhand.wordpress.com/
http://tottakomnair.wordpress.com/
http://nairsarla.wordpress.com/
http://hrdngnair.wordpress.com/
http://asifdaiyan.wordpress.com/
http://khetrinagar.wordpress.com
Sarla Nair Malanjkhand India - A Social worker for Rural Development
Tags: balaghat, Copper Mining, Enterprise resource planning, ERP Training, Hindustan Copper Limited, jhunjhunu, Khetri, Khetri Copper Complex, KHETRINAGAR, MALANJKHAND, Malanjkhand Copper Project, Rajasthan, TRAINING
Posted in COPPER, ERP Training, Enterprise resource planning, Hindustan Copper Limited, KHETRINAGAR, Khetri Copper Complex, MALANJKHAND, MINING, Malanjkhand Copper Project, NAIR, TRAINING, balaghat, computer training, ottapalam | No Comments »
February 17, 2008 by nairsarla
Tags: computer training, Hindustan Copper Limited, Khetri Copper Complex, KHETRINAGAR, MALANJKHAND, Malanjkhand Copper Project, TRAINING
Posted in "Mines Safety", COPPER, Hindustan Copper Limited, KHETRINAGAR, Khetri Copper Complex, MALANJKHAND, MANAGEMENT, MINES, MINING, Malanjkhand Copper Project, NAIR, ORGANIZATION, TRAINING, Vaikom, computer training | No Comments »
January 18, 2008 by nairsarla
Tags: "Mines Safety", COPPER, development, Khetri, KHETRINAGAR, MALANJKHAND, MINING, niar, safety, sarla, technology, TRAINING
Posted in "Mines Safety", COPPER, KHETRINAGAR, MALANJKHAND, MANAGEMENT, MINES, MINING, NAIR, ORGANIZATION, TRAINING, Vaikom, WORK, ottapalam, safety, sarla, thottakom | 3 Comments »
December 12, 2007 by nairsarla
Tags: , COPPER, KHETRINAGAR, MALANJKHAND, MANAGEMENT, MINES, MINING, NAIR, ORAGANIZATION, sarla, thottakom, Vaikom
Posted in COPPER, Culture, KHETRINAGAR, MALANJKHAND, MANAGEMENT, MINES, MINING, NAIR, ORGANIZATION, TRAINING, Travel, Vaikom, WORK, ottapalam, sarla, thottakom | 2 Comments »
November 11, 2007 by nairsarla
Copper Ore from Malanjkhand India.
MALANJKHAND COPPER PROJECT
KHETRI COPPER COMPLEX
In the use of copper goes back to antiquity. Evidence of Copper mining and smelting in ancient Rajastan, Andhra Pradesh ad in West Himalayan Region in Kullu and Garhwal, and excavations at Mohenjodaro and Harappa have established that its uses included implements of war, objects d’art, ornaments and coinage. Indian craftsmanship in brass and broze is world-famous. Tanjore bronze, brass plaques, engraved brass sheets and broze bells are priaed both at home and abroad. The variety of the copper and bronze decoratives are found in many temples never fail to evoke our admiration. Extent of the Ore Deposits Most of the Indian ore deposits have a copper content of less than 2%. The deposits are confined largely to Singbhum in Jarkhand, Khetri in Rajastan, Malanjkhand in Madhya Pradesh followed by Chiradurga in Karnataka and Agnigundala in Andhra Pradesh.
View more about copper mining in India from Sarla Nair Malanjkhand India
MALANJKHAND PHOTO, BY N G NAIR, MALANJKHAND COPPER PROJECT.
http://nair-1.blogspot.com/.
KHETRICOPPER COMPLEX & MALANJKHAND COPPER PROJECThttp://malanjkhand.blogspot.com/N G NAIR MALANJKHANDhttp://nair-mining.blogspot.com/KHETRI COPPER MINES, KHETRINAGAR, RASTHAN, INDIAhttp://thottakom.blogspot.com/LEKSHMINIVAS HOUSE, THOTTAKOM, VAIKOM, KOTTAYAM DIST. KERALA, INDIAhttp://nair2.blogspot.com/THOTTAKOM TEMPLE, VAIKOM, KOTTAYAM DIST. KERALA STATE, INDIAhttp://nair2.blogspot.com/KHETRI NAGAR, JHUNJHUNU DIST. RAJASTHAN INDIAhttp://nair3.blogspot.com/WE ARE CELEBRATING SILVER JHUILEE year 2007 http://nair4.blogspot.com/
HINDUSTAN COPPER LIMITD - Copper Mines in India.
http://nair5.blogspot.com/
my home tempels - KERALA TEMPLE, INDIA
http://nair6.blogspot.com/Rahul Nair Profile - http://www.geocities.com/hrdngnair/rahul.html
N G NAIR Profile, MANAGER(MINES) HINDUSTAN COPPER LIMITED. INDIAhttp://www.linkedin.com/in/hrdngnair
In the use of copper goes back to antiquity. Evidence of Copper mining and smelting in ancient Rajastan, Andhra Pradesh ad in West Himalayan Region in Kullu and Garhwal, and excavations at Mohenjodaro and Harappa have established that its uses included implements of war, objects d’art, ornaments and coinage. Indian craftsmanship in brass and broze is world-famous. Tanjore bronze, brass plaques, engraved brass sheets and broze bells are priaed both at home and abroad. The variety of the copper and bronze decoratives are found in many temples never fail to evoke our admiration. Extent of the Ore Deposits Most of the Indian ore deposits have a copper content of less than 2%. The deposits are confined largely to Singbhum in Jarkhand, Khetri in Rajastan, Malanjkhand in Madhya Pradesh followed by Chiradurga in Karnataka and Agnigundala in Andhra Pradesh.
Tags: development, Hindustan Copper Limited, Khetri, Khetri Copper Complex, KHETRINAGAR, MALANJKHAND, Malanjkhand Copper Project, MANAGEMENT, MINING, NAIR, ORGANIZATION, ottapalam, sarla, thottakom, TRAINING, Vaikom, WORK
Posted in COPPER, Culture, Heritage, Hindustan Copper Limited, KHETRINAGAR, Khetri Copper Complex, MALANJKHAND, MANAGEMENT, MANGEMENT, MINES, MINING, Malanjkhand Copper Project, NAIR, ORGANIZATION, TRAINING, Travel, Vaikom, WORK, ottapalam, sarla, thottakom | 2 Comments »
November 8, 2007 by nairsarla
Tags: , COPPER, development, India, KHETRINAGAR, malanjkhad, MANAGEMENT, MINES, MINING, NAIR, ORGANIZATION, sarla, thottakom, TRAINING, Vaikom
Posted in COPPER, Culture, Heritage, KHETRINAGAR, MALANJKHAND, MANAGEMENT, MANGEMENT, MINES, MINING, NAIR, ORGANIZATION, TRAINING, Travel, Vaikom, WORK, ottapalam, sarla, thottakom | No Comments »
November 7, 2007 by nairsarla
Tags: , COPPER, Culture, Heritage, KHETRINAGAR, MALANJKHAND, MANAGEMENT, managing, MINING, NAIR, ORGANIZATION, ottapalam, sarla, thottakom, Travel, Vaikom
Posted in COPPER, Culture, Heritage, KHETRINAGAR, MALANJKHAND, MANAGEMENT, MANGEMENT, MINES, MINING, NAIR, ORGANIZATION, TRAINING, Travel, Vaikom, WORK, ottapalam, sarla, thottakom | No Comments »
November 6, 2007 by nairsarla
Sarla Nair Malanjkhand India.
Communication in an Organisation
Communicating with employees or workers is an important function of supervision. A supervisor who is bad in communication, ie., in conveying his ideas to workers, supervisor who is bound to fail. In his day-to-day activities, the supervisor gives orders or instructions, discusses matters with employees under him, his colleagues and also reports a numbers. He has also to understand the art of conference leadership so that he can give maximum contribution of his knowledge to his colleagues and superiors and get ideas from his workers.
Good supervisors or foreman develop this art in due course by understanding the people and on the basis of trips of good communication. They also take advantage their own experiences. It has been observed that one particular method of instruction is not good for all employees. Personal factors of an employee or a worker have to be taken into account if one wants to communicate successfully.
In fact, a perfect understanding of good communication system helps a supervisor to a great extent in making his supervision effective. Some of the points which are basic and vital in developing the art of communication are:-
1. Communication is a two way traffic
2. Self acts as a barrier in communication
3. Choose a right medium and channel of communication. The media and channel may differ. Communication to a skilled educated worker shall be different from that of a literate, semi-skilled worker.
4. One should be clear and brief while communicating
5. Communication does not mean talking or instructing from one side only. In fact, it requires the art of listening also, and this is more important on some occasions.
Tags: , COPPER, KHETRINAGAR, MALANJKHAND, MANAGEMENT, managing, MINING, NAIR, ORGANIZATION, ottapalam, sarla, thottakom, Vaikom
Posted in COPPER, KHETRINAGAR, MALANJKHAND, MANAGEMENT, MINES, MINING, NAIR, ORGANIZATION, TRAINING, Vaikom, WORK, ottapalam, sarla, thottakom | 1 Comment »
November 2, 2007 by nairsarla
Motivation,
It was stated earlier that the problem of discipline is directly related to the level of the motivation and morale of the workpeople and that it is conditioned to a great extent by the quality of supervisory leadership. This remains true in all circumstance, though it may not be so evident everywhere. MotivationWhere there is a will there is a way remains true even today. All of us know, of persons, who literally run to the factory gate, so that they should be on time and not be late, or workers who have never been on sick leave in the last twenty years, or work people, who will only give their best work and produce quality goods. On the other hand, we also know of workpeople who are frequently late for work or are absent without leave, or are on sick leave. Workers in the former category are highly motivated, whereas workers in the latter category are de-motivated. Motivation or the will to achieve is the main energizer of human behavior, the mainspring of our activities, and the factor that sustains and directs our activities towards the desired objectives. On the intensity of our motivation depends the achievement of our objective, the actualization of our ideals. Motivation, being an act of will, is mainly a psychological force and has lesser reference to physical or physiological factors, depending on Industrials. Some individuals respond better when an appeal is made to their physical needs or when they see physical reward, like increased financial return, more amenities and the like, where as others respond better if they are promised higher status in the eyes of others, brighter future prospers as compared to immediate benefits. Similarly, some workers respond better and observe the rules better if the threat of punishment as provided by the standing orders in constantly held out before them, whereas there are others who show greater respect for the rules of the organization and avoid their infringement if there is a promise of reward. It will, therefore, depend on the type of individual that we are dealing with, that will determine the we are dealing with, that will determine the motivating factor that we shall apply to get the best results.
We all work for satisfaction of our needs or wants. Wants are, in the first instance physical. We all need food and shelter and through work, we seek to provide these for ourselves and our families.
To continue to enjoy our wordy goods and services, we further seek freedom from external danger and seek safety. Once this is achieved, we look for love, affection from our own family and also social activity from our surroundings. Once we are assured of love and affection from our families and society we lin in, we try to obtain and retain self-esteem and self-respect. In other words, we strive to keep our self-image in tact. After all these are satisfied to the extent possible, we try to accomplish the tasks, which help us to actualise our own self-image. In other words, we accomplish such things as will enhance the social value that we believe in. It is a fact that once the prior needs are satisfied, we tend to work for the satisfaction of the ‘higher’ or more needs. But the degree of motivation will depend on the extent to which a worker can see his own good or his own benefit in the policies of the company or the rules thereof. It has been the experience that worker-behavior will be directed towards the further satisfaction of their needs as they see them, or which will avoid any decrease in need satisfaction. Motivations are enumerated below:- Degree of identity with organisation’s objective: If a worker has developed “commitment” to the organisation, he will, no doubt, do his best for it. Hence all the factors that encourage ‘commitment’ to the organisation must be taken recourse to, e.g., wages, good working conditions, clear communications, and good and satisfying interpersonal relationships at work with colleague, subordinates and supervisors.Management policies: The direction of an organisation’s affairs lies with the management. If their policies are fair, firm and consistent the employee knows his place in the total set-up. If these policies are such that adequately reward effort and initiative, the workers will feel motivated to work harder. There should exist a good human relations policy whereby each individual worker feels as a part of the organization and simultaneously management must provide positive leadership in discipline by their own behavior. That will act as a positive incentive towards more disciplined behavior in industry. Implements to higher motivation should be removed: If any worker has any personal, social, or work-centered circumstances which act as disincentive or a de-motivating factor, the same should be removed. For example, if a worker is worried about his son’s employment or a disease in the family or is having difficulties with a temperamental supervisor, these circumstances should be removed, so as to conserve his energies for hard work in the factory.
View my web pages
http://hrdngnair.wordpress.com/
http://wordpress.com/tag/malanjkhand/
http://sarla.wordpress.com/2007/10/13/sarla-nair-malanjkhand-balghat-dist-mp-state-india/
Khetri Nagar. Our Home. A ROSE GARDEN by N G Nair Malanjkhand India.
http://niar15.blogspot.com/
Rahul Nair a software Engineer by N G Nair Malanjkhand India.
http://sarlanair3.blogspot.com/
Silance Preceeds’ Rahul Nair
http://www.flickr.com/photos/7561501@N04/
N G NAIR Malanjkhand India.
http://technorati.com/people/technorati/GOPAKUMARAN
Sarla Nair Flickr Photo – Sarla Nair Malanjkhand India.
http://www.flickr.com/people/sarla/
Rahul Nair Software Engineer Profile
http://360.yahoo.com/profile-B3t5FL0icqrO8ZHT3TiwsmvZGFOQ.Q–?cq=1
View silent.nair picasaweb.
http://picasaweb.google.com/silent.nair
gopannairlaxmi – N G Nair Malanjkhand India.
http://www.flickr.com/people/gopannairlaxmi/
N G Nair rock
http://blog4rock.com/hrdngnair/
http://sarla.wordpress.com/2007/11/01/silence-preceeds-from-silentnair-rahul-nair/
Tags: , COPPER, KHETRINAGAR, MALANJKHAND, MANAGEMENT, MINES, MINING, NAIR, ORGANIZATION, ottapalam, sarla, thottakom, TRAINING, Vaikom, WORK
Posted in COPPER, KHETRINAGAR, MALANJKHAND, MANAGEMENT, MINES, MINING, NAIR, ORGANIZATION, TRAINING, Vaikom, WORK, ottapalam, sarla, thottakom | 1 Comment »
October 30, 2007 by nairsarla
Tags: , COPPER, KHETRINAGAR, MALANJKHAND, MINING, NAIR, sarla, thottakom
Posted in COPPER, KHETRINAGAR, MALANJKHAND, MINES, MINING, NAIR, TRAINING, WORK, ottapalam, sarla, thottakom | 1 Comment »
