Fake news and vulgarity getting more space
Concern has been expressed by several members of the civil society about content in visual form on different platforms, including films. It is driving people crazy. The bounds between good and bad stand merged. There is, however, a remedy for all the agitated minds to soothe their frayed nerves: it is also one of the "Rasa" in Indian Aesthetics. It is the "Vibhasta Ras". We don't have to close our eyes, but learn to enjoy it. In fact, it acts like catharsis, as too much of fake news and vulgarity is thrust down our throats under the genre entertainment, that even vibhasta is a welcome potion!
M L Gupta
Decline of BHEL
In the recently conducted interviews for CMD and Director level positions, media reports say that external(to BHEL) candidates-one from Railways and another from NTPC have been selected. Of internal candidates, one has been shortlisted for CMD'S position and another for a Director's position. It is more than likely that Government may not accept the recommendation for CMD's position, citing lack of Board level experience, thus creating the opportunity for the entry of an outsider. When V Krishnamurthy the founder chairman of BHEL was asked about his many achievements as CMD of many PSUs, he stated that what gave him the greatest satisfaction was that more than twenty executives whom he had groomed in BHEL went on to head other PSUs. Today the wheel has turned full circle. Despite having more than 15 executive directors and some 120 General Managers it is unfortunate that outsiders have to be brought in at top levels. This deeply pains old timers and BHEL lifers such as this writer. The responsibility for this state of affairs rests squarely on the top leaders of the last two decades for their singular failure to establish, implement and maintain a robust HR process to identify, develop and groom future leaders for BHEL. What a decline for this once great PSU.
Raghavan
M L Gupta
Decline of BHEL
In the recently conducted interviews for CMD and Director level positions, media reports say that external(to BHEL) candidates-one from Railways and another from NTPC have been selected. Of internal candidates, one has been shortlisted for CMD'S position and another for a Director's position. It is more than likely that Government may not accept the recommendation for CMD's position, citing lack of Board level experience, thus creating the opportunity for the entry of an outsider. When V Krishnamurthy the founder chairman of BHEL was asked about his many achievements as CMD of many PSUs, he stated that what gave him the greatest satisfaction was that more than twenty executives whom he had groomed in BHEL went on to head other PSUs. Today the wheel has turned full circle. Despite having more than 15 executive directors and some 120 General Managers it is unfortunate that outsiders have to be brought in at top levels. This deeply pains old timers and BHEL lifers such as this writer. The responsibility for this state of affairs rests squarely on the top leaders of the last two decades for their singular failure to establish, implement and maintain a robust HR process to identify, develop and groom future leaders for BHEL. What a decline for this once great PSU.
Raghavan