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Two day National Level Seminar on “Post-Independence Social Movements in Modern Andhra – A Study and Review”



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Two day National Level Seminar on “Post-Independence Social Movements in Modern Andhra – A Study and Review”from 26th – 27th October, 2013 Organized by Dept. of History, SKVT College, Ananda Gardens, Danavaipeta, Rajahmundry



I deem it a great privilege and a rare pleasure to have in our midst a galaxy of distinguished guestsincluding educationists, educational administrators, professors, social activists ,dynamic youth and many menand women from different walks of life who have graciously accepted our invitation and have come to grace andshare their views on the auspicious occasion of the inaugural session of this Two-Day National Seminar on PostIndependence Social Movements in Andhra Pradesh- A Study and Review being sponsored by I.C.H.R.
On behalf of the Organizing committee of this seminar and as the Director and Organizing Secretary, Itake this opportunity to place before this assembly a brief report on the aims and objectives of this seminar.Social movements force the state policy to address the deprived sections and regions. The state of AndhraPradesh has a distinct place in the history of social movements in India. These movements have expandedsocial and political spaces of the women, dalits and tribals in the state and contributed to the improvement inhuman development.
Political fragmentation and linguistic regional insulation; hierarchical social division and institutionalizedinequality; cultural-ethnic diversity and social tolerance and the primacy of the group over individual were thebasic characteristics of traditional India. These multiple dimensions had given rise to and shaped the nature andtype of social movements. The nationalist ideology subsumed the divergent social movements encompassinginto India National liberation movement. Nevertheless the Nationalist spirit withered away very soon continuingwith the process, of denial of access to productive resource, social discrimination, and patriarchal values intothe post independent India. Social movements continued, revived, and emerged centering around the issues ofcosts, class, region and language. Andhra Pradesh was not an exception to this phenomenon.
Notwithstanding the different typologies of movements in the literature we have classified social movements,into women's movements, dalit movements, tribal movements, agrarian and farmers' movement, regionalidentity movements, and backward class and minority movements on the basis of the socio-economiccharacteristics of the participants and the issues involved. All these movements are aimed at acquiring duespaces for different sections of populations and regions, which have been denied the same historically in economy,society, and polity in the development process. These movement attempt to negotiate with the state, market andcivil society, and the root cause of the denial of due spaces for marginalized peoples and regions in the developmentprocess. The outcomes of a movement could be seen in terms of social, political and economic change,sometimes structural and also non-structural. However, the state has the power to formulate new public policiesor to modify the existing public policies within the constitutional framework in response to the demands ofdifferent social movements. Thus social movements through the state and actions initiated by the state on itsown, irrespective of any social movements, can determine public policy.
The state of Andhra Pradesh has a distinct place in the history of social movements in India. AndhraPradesh was almost a laboratory for international institutions for experimenting with economic reforms and,according to political scientists, one of the objectives was also capture the response to such reforms fromvaried social groups and those involved in social movements down the line ranging from the extreme left toautonomous groups. The state has witnessed many social movements involving marginalized and disadvantagedgroups and regions. The dalit and tribal movement in the state were the first in the entire country indemanding reservation within reservation among the scheduled Castes (SCs) and scheduled tribes (STs). Theviolation of civil rights ensured by the constitution especially in Andhra Pradesh where the presence of radicalleft parties resulted in frequent infringement of civil rights resulted in the civil rights resulted in the civil rightsmovement. The recent resurgence of the movement for land indicates the renewed demand for the distributionof land to the landless.
A historical analysis of social movements is presented by reviewing the relevant literature. Secondlydata has been utilized to trace the impact of women's movements, dalit movements, tribal movements, peasantmovements and backward classes and minority movements on the spaces relating to economy, society andpolity.
The education department and other nodal organizations like ICHR, UGC, AICTE, ICSSR etc., havebeen conducting seminars, workshops and researches since 1986. All the above mentioned activities shall beaddressed for the common men in general. And we have to take measures to better the conditions of the needydisadvantaged women, dalit, tribal in particular. Researchers shall focus mainly on application and implementationof measures for the empowerment of women in all spheres of activities.
I thank all the contributors for their best efforts and labour in contributing the articles. I also thank ICHRNew Delhi for sanctioning this national seminar. It is also proper on my part to convey my special thanks toICSSR, Hyderabad, for sanctioning an additional amount for this seminar. I am very much thankful to the Managementof Sree Kandukuri Veeresalingam Theistic College, in particular, Principal Dr.P.G.A.Catherine andstaff of SKVT College, in general. I once again thank my colleagues, non-teaching staff, students, friends andother who directly and indirectly assisted me in conducting this two day national seminar.


  1. Three day National Seminar on “New Paradigms and Perspectives for Business Excellence” from 31st January, 2014 to 2nd February, 2014 Organized by Dept. of Commerce & Business Administration, PG Centre P.B. Siddhartha College of Arts & Science, Siddhartha Nagar, Mogalrajapuram, Vijayawada.


In this era of the knowledge economy and flux in technological innovations, the recipe for organizational success lies in the ability to continually improve business process and achieve business excellence. Business today is being impacted by multiple forces — economic shocks, atomization of markets and demand, borderless commerce, advances in technology, a sense of acceleration, and deconstruction of business. There is a tremendous need on organizations to perform. The situation draws the attention towards Business Excellence Framework.


Business excellence is the systematic use of quality management principles and tools in business management, with the goal of improving performance based on the principles of customer focus, stakeholder value, and process management. Key practices in business excellence applied across functional areas in an enterprise include continuous and breakthrough improvement, preventative management and management by facts. Some of the tools used are the balanced scorecard, Lean, the Six Sigma statistical tools, process management, the Baldrige Criteria for Performance Excellence and project management.
One of the initiatives in the business excellence movement in India is a framework known as the Tata Business Excellence Model (TBEM), which has been adapted from the renowned Malcolm Baldrige archetype. The essence of this framework is a proactive attitude rather than a reactive one. It is about changing the business and running it effectively and efficiently. The TBEM assessment covers seven core aspects of business operations: leadership; strategic planning; customer focus; measurement, analysis and knowledge management; workforce focus; process management and outcomes of financial and non-financial parameters; and business results.
When used as a basis for an organization's improvement culture, the business excellence criteria within the models broadly channel and encourage the use of best practices into areas where their effect will be most beneficial to performance. When used simply for self-assessment, the criteria can clearly identify strong and weak areas of management practice so that tools such as benchmarking can be used to identify best-practice to enable the gaps to be closed. These critical links between business excellence models, best practice, and benchmarking are fundamental to the success of the models as tools of continuous improvement.
This philosophy is built around eight business excellence principles.

  1. Lead by example, provide clear direction, build organizational alignment and focus on sustainable achievement of goals.

  2. Understand what markets and customers value, now and into the future, and use this to drive organizational design, strategy, products and services.

  3. Continuously improve the system.

  4. Develop and value people’s capability and release their skills, resourcefulness and creativity to change and improve the organization.

  5. Develop agility, adaptability and responsiveness based on a culture of continual improvement, innovation and learning.

  6. Improve performance through the use of data, information and knowledge to understand variability and to improve strategic and operational decision-making.

  7. Behave in an ethically, socially and environmentally responsible manner.

  8. Focus on sustainable results, value and outcomes.

The principles provide a powerful and integrated philosophy for providing best practice in leadership and guiding behaviour within organizations. This seminar aims to discuss and deliberate issues relating with implementation of Business Excellence Framework in the changing business context in India



Sub Themes:


  • Business Excellence Models.

  • Service Sector – Business Excellence Framework.

  • Sustainable Business Practices.

  • Indigenous Business Models.

  • Best practices in Business Management.

  • Benchmarking Business Performance.

  • Role of HR in Sustainable Business Practices.

  • Journey of Business Excellence – Indian Experience.

  • Change Management Framework.

  • Knowledge Management Process.

  • Critical Success Factors for implementing Business Excellence Model.

  • Six-Sigma, QFD, Taguchi methods and TQM.

  • Role of Technology in achieving Business Excellence.

  • Measuring Performance in Creative Industries.

  • Sustainability Governance in India.



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