Plot[ edit ] Valli Raadhika is a home-maker who lives with her husband Vishwa and children:Aishwarya and Kousalya in London. He always insults and hurts his wife every time he gets a chance. Yet, Valli bares everything for her children. But Valli is more bothered about the culture and traditions which her daughter does not care to follow. Chandrasekar Vikram is a businessman who lives in London with his daughters Deepa and Shilpa. He lives separately from his wife who was more concerned in Western lifestyle and unwilling to change her nature and live with him.
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The young engineers, to be precise, changed the dynamics of DRDL. It was a valuable experience for all of us. When we first assigned these tasks to the young scientists, they did not fully grasp the importance of their work. Once they did, they felt uneasy under the burden of the tremendous faith placed in them. Many older scientists were rejuvenated simply by being part of a young team. It has been my personal experience that the true flavour , the real fun, the continuous excitement of work lie in the process of doing it rather than in having it over and done with.
By now , we had gone through an elaborate exercise of goal-setting and enthused the young scientists about these goals. That would help them in visualizing the whole system. Gradually , an atmosphere of confidence grew. Young scientists started questioning senior colleagues on solid technical issues. Nothing daunted them, because they feared nothing.
If there were doubts, they rose above them. They soon became persons of power. I tried to keep the work environment lively with a good blend of the experience of the older scientists mixed with the skills of their younger colleagues. This positive dependence between youth and experience had created a very productive work culture at DRDL.
It was a ballistic flight meant for testing the in- flight performance of the solid propellant rocket motor. The test was successful. The launcher , rocket motor and telemetry systems functioned as planned. The aerodynamic drag however was higher than the estimates predicted on the basis of wind tunnel testing. In terms of technology breakthrough or experience enrichment, this test was of little value but the real achievement of this test was to remind my DRDL friends that they could fly missiles without being driven by the brute demands of compliance or reverse engineering.
In a swift stroke, the psyche of the DRDL scientists experienced a multi-dimensional expansion. This was a small but significant step towards developing missile hardware that is not only functional but also acceptable to the user agencies. The fourth road was the DRDL, a highway to national self-reliance in missile technology. I have always had a deep regard for academic institutions and reverence for excellent academicians. I value the inputs that academicians can make to development.
Formal requests had been placed with these institutions and arrangements arrived at under which expertise from their faculties would be extended to DRDL in pursuance of its projects. Let me highlight a few contributions of academic institutions to the various missile systems.
Prithvi had been designed as an inertially guided missile. Ghoshal developed the required robust guidance algorithm. At the IISc, postgraduate students under the leadership of Prof. I have only given a few examples of collaborative endeavour. In fact, it would have been very difficult to achieve our advanced technological goals without the active partnership of our academic institutions.
Agni is a two-stage rocket system and employs re-entry technology developed in the country for the first time. It is boosted by a first-stage solid rocket motor derived from SLV -3 and further accelerated at the second stage with the liquid rocket engines of Prithvi. The payload with guidance electronics is housed in the re-entry vehicle structure, which is meant to protect the payload by keeping the inside temperature within the limit of 40oC, when the outside skin temperature is greater than oC.
An inertial guidance system with an on-board computer guides the payload to the required target. For any re-entry missile system, three-dimensional preforms are core material for making the carbon-carbon nose tip that will remain strong even at such high temperatures.
Four laboratories of DRDO and the CSIR achieved this in a short span of 18 months— something other countries could do only after a decade of research and development! At this tremendous speed, we had no experience of how to keep the vehicle under control.
To carry out a test, we had no wind tunnel to generate that kind of speed. Even if they consented to co-operate, they would be certain to quote a price for their wind tunnel greater than our entire project budget.
Now , the question was how to beat the system. No country would have given us this kind of software, but we developed it indigenously. In yet another example of creating a synergy of scientific talent, Prof. As work on the project spread horizontally , performance appraisal became more and more difficult.
DRDO has an assessment-linked policy. These reports would be forwarded to an assessment board comprised of outside specialists for recommendations. Many people viewed this part of my job uncharitably. Missing a promotion was conveniently translated as a dislike I had towards them.
Promotions of other colleagues were seen as subjective favours granted by me. Entrusted with the task of performance evaluation, I had to be a fair judge. When the scales dip, bright optimism turns into silent panic.
When a person looks at himself, he is likely to misjudge what he finds. He sees only his intentions. Most people have good intentions and hence conclude that whatever they are doing is good. It is difficult for an individual to objectively judge his actions, which may be, and often are, contradictory to his good intentions. Most people come to work with the intention of doing it.
Many of them do their work in a manner they find convenient and leave for home in the evening with a sense of satisfaction. They do not evaluate their performance, only their intentions. It is assumed that because an individual has worked with the intention of finishing his work in time, if delays occurred, they were due to reasons beyond his control. He had no intention of causing the delay.
But if his action or inaction caused that delay , was it not intentional? Looking back on my days as a young scientist, I am aware that one of the most constant and powerful urges I experienced was my desire to be more than what I was at that moment. I desired to feel more, learn more, express more.
I desired to grow , improve, purify , expand. I never used any outside influence to advance my career. All I had was the inner urge to seek more within myself. The key to my motivation has always been to look at how far I had still to go rather than how far I had come. After all, what is life but a mixture of unsolved problems, ambiguous victories, and amorphous defeats? The trouble is that we often merely analyse life instead of dealing with it.
People dissect their failures for causes and effects, but seldom deal with them and gain experience to master them and thereby avoid their recurrence. This is my belief: that through difficulties and problems God gives us the opportunity to grow.
So when your hopes and dreams and goals are dashed, search among the wreckage, you may find a golden opportunity hidden in the ruins. I have observed an analogy between a force field equilibrium and resistance to change in organizations. Let us imagine change to be a coiled spring in a field of opposing forces, such that some forces support change and others resist it. By increasing the supportive forces such as supervisory pressure, prospects of career growth and monetary benefits or decreasing the resisting forces such as group norms, social rewards, and work avoidance, the situation can be directed towards the desired result—but for a short time only , and that too only to a certain extent.
After a while the resisting forces push back with greater force as they are compressed even more tightly. Therefore, a better approach would be to decrease the resisting force in such a manner that there is no concomitant increase in the supporting forces. In this way , less energy will be needed to bring about and maintain change.
The result of the forces I mentioned above, is motive. It is a force which is internal to the individual and forms the basis of his behavior in the work environment. In my experience, most people possess a strong inner drive for growth, competence, and self- actualization. The projects were in the design phase at that time. The re-organization resulted in at least forty per cent to fifty per cent increase in the level of activity. Now that the multiple projects were entering into the development and flight-testing stage, the major and minor milestones reached gave the programme visibility and continuous commitment.
W ith the absorption of a young team of scientists, the average age had been brought down from 42 to 33 years. I felt it was time for a second re-organization. But how should I go about it?
I took stock of the motivational inventory available at that time—let me explain to you what I mean by this term. These exercises were being attempted for the first time in the country , and the technology involved was comparable with world-class systems. The guidance technology is centred around the gyro and accelerometer package, and electronics, to process the sensor output. The on-board computer carries the mission computations and flight sequencing. The young teams not only designed these systems but also developed them into operational equipment.
Later Prithvi and then Agni used similar guidance systems, with excellent results. The effort of these young teams made the country self-reliant in the area of protected technologies. Our intellectual capacity was renewed through contact with enthusiastic young minds and had achieved these outstanding results.
Now , besides the renewal of manpower , emphasis had to be laid on augmenting the strength of project groups. Often people seek to satisfy their social, egoistic, and self-actualization needs at their workplaces. A good leader must identify two different sets of environmental features.
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