Counselors as Companions and Ethics in Human Services

The article from tragedy to triumph was very interesting to read. I believe that the counselor gained a lot of knowledge about himself and his counseling technique during the time that he had Steve as a client. I think the counselor was trying to come up with a solution to Steve’s problems and make his journey easier and less painful. I believe that the moral to the story is that sometimes people need to go through the tough times to discover new things about themselves and get to a comfortable place in life. By taking the longer, rougher road, Steve learned more about himself, his limitations and his strengths. This allowed for even bigger better possibilities in Steve’s life. The counselor can’t be responsible for Steve’s personal journey and guide him down the easier path. The counselor should only be along for the ride with Steve and allow Steve to experience the difficult moments. Steve had to come to the realization that he had to choose a different path and create different goals. I think that the counselor will now change the way he tries to â€Å"fix† a client’s problems, and instead allow him to experience and overcome some of the rougher more challenging things in their life. I believe that there are people that we come into contact with that teach us life lessons and change us and the way we think and do things. As we meet extraordinary people, we learn from them and in many instances strive to be like them, or maybe even not like them. Just like an infant, we are always seeing new things and meeting new people who influence us in many different ways. As a result of the relationship that Steve had with his counselor, he has learned that sometimes the goals we set for ourselves may be unattainable. However, just because a goal needs to be modified a little, it doesn’t make it any less spectacular and important. Steve has learned that life is unpredictable and as things change, the goals he sets might need to change too. The relationship was beneficial for both Steve and the counselor, because they both learned new things and grew as people and professionals. According to â€Å"National Organization of Human Services† (n. d. ), â€Å"Statement 36 Human service professionals foster self-awareness and personal growth in themselves. They recognize that when professionals are aware of their own values, attitudes, cultural background, and personal needs, the process of helping others is less likely to be negatively impacted by those factors. † Steve’s counselor started to realize that his own personal needs and thoughts were impacting the treatment process. This would be a reason to review the ethical standards and evaluate how to get back on track. It is important to follow ethical standards to protect the client’s rights, dignity, and also promote their welfare. A code of ethics also establishes a standard for all human service workers to follow. References Halstead, R.W. (2000). From Tragedy to Triumph; Counselor as Companion on the Hero’s Journey, Counseling & Values, 44(2), 100. National Organization of Human Services. (n.d.). Retrieved from http://www.nationalhumanservices.org/ethical-standards-for-hs-professionals#self

My Body

My Body When I face in front of the mirror, I can see a woman with short hair, round eyes, pale lips, and with an average height, â€Å"that† is my body. When I do things like brushing my teeth, eating dinner, walking, writing homework, sitting, and etc, â€Å"which† is what I am, I am a human because of what my body can do. But who or what am l? As simply as it sounds, it'll take time to internalize and answer this question. People would start to think from the simplest to complex things and varying answers would omen and go.Without looking in front of the mirror, without thinking the things that I can do, without thinking of what others might answer, but with my perception, experiences, and surroundings to answer the question – Who or what am l? Well, I have answers. With my body as a basis, I know that I am Marjorie Valiance Hamlin, 19 years of age, residing at Sat. Maria, Gambling City since 1995, the seventh child, fourth daughter of my mother and father, st udying at Western Mindanao State University, taking up Bachelor of Science in Biology.With my answer above, it seems like there is something lacking like a missing puzzle piece. With my intimate relation of myself to my body, I have also a spirit, which gives me the ability to control and claim my body in which Gabriel Marcel stated in his Second Reflection. With this body, I am able to interact with other people like having new friends and sharing experiences together. I am also able to participate in the events that have been happening like family gatherings, celebrating holidays, and even supporting organizations.I am also able to e and appreciate God's creation with my own two naked eyes. With this body, I am able to express myself to the other people. I can say what I feel inside of me. I may also show it along with my gestures. With all the experiences of my body and my soul, it formed me to become the ‘me' of today. To answer who am l? I am ‘me'. A creation of God , a soul embodied, a steward of His creation. I am in this body to serve others and the world. I am a unique independent member of human race like everyone else with an essential purpose living on earth.

Article summery Essay Example | Topics and Well Written Essays - 250 words

Article summery - Essay Example With the help of the caregiver, it is important for pregnant women to calculate the estimated delivery date (EDD) by accurate determination of the last menstrual period (LMP) or through an early ultrasonography, which should be carried routinely to establish EDD and lessen the necessity for labor induction. Additionally, accurate dating is imperative for timing screening tests and interventions, as well as for optimum management of complications. The first three months of pregnancy are a time of formation of fetal organs and fetal vulnerability teratogens is very high. For this reason, there is need for counseling about risk behaviors. Other issues for discussion in early pregnancy include air travel, breastfeeding, exercise, hair treatments, hot tubs and saunas, labor and delivery; medications including prescription over-the-counter and herbal remedies; substance use including alcohol, illicit drugs and smoking; sex and workplace. Performance of history and directed physical examina tion is also necessary to detect conditions linked to increased maternal and perinatal mortality and morbidity. Prenatal examination also allows for cervical cancer screening, ectopic pregnancy and spontaneous pregnancy loss – ectopic pregnancy should be a consideration with the present of risk factors, bleeding or abdominal pain.

Richard Attenborough's Gandhi Essay Example | Topics and Well Written Essays - 1500 words

Richard Attenborough's Gandhi - Essay Example The movie also serves to reveal the atrocities of the colonial enterprise in India. Thus, not only does the movie reflect the anti-colonial feelings of the intelligentsia of the world of the seventies and the eighties, it also shows the audience the farsightedness of Mahatma Gandhi, who realised the economic effects of the enterprise on the people of the country. Several aspects of the life of the man are discussed in the story, which do not find mention in conventional narratives. In this respect, the film is different from other films on the man, in that it does not seek to glorify him mindlessly. It talks of the Mahatma as a human being who had several weaknesses of his own. The film talks of the man in his capacities as a politician, a social reformer, a husband and a friend. It also talks of the contributions of Christian missionaries in the development of his philosophy of life. Many of these aspects of his life were untold before the release of this movie. As far as this is co ncerned, the movie can also, in many ways, be considered to be a historical document. The movie begins with the assassination of Gandhi that is followed by a narration of the events of his life that preceded it. The opening serves to highlight the irony of the life of the Mahatma where he is killed by the very people whom he had served. The event has many more nuances to it than the scope of the movie allows it to depict. The rise of Hindutva and the clamor for a Hindu nation which Gandhi had rejected had led to the growth to dissatisfaction among some sections of the Hindu society. Since the movie seeks to depict the life of Gandhi, it does not go into these details. It reveals the fissures within the society that Gandhi had sought to unite and free. The failure of non-violence as a philosophy is hinted at here. In a society as complex as the one that one saw in India during the 1940s where people of various races and religions lived together, there could have been no one-stop solu tion. This also is consistent with the movie’s aim of depicting Gandhi as a human and not as almost a divine messiah, as he is often perceived by historians and journalists alike. The film then moves on to Gandhi’s life in South Africa where he was a lawyer. The episode where he is thrown off a train because of his racial belonging is one of the most important episodes of Gandhi’s life and he himself had often said so. The seeds of revolt that had begun to develop within him could be traced to that event. He understood that discrimination based on race needed to be stopped for the social and economic development of people of color. The subsequent developments in South Africa where Gandhi mobilizes the people of color to protest against the inequalities in the society is documented in a manner that is dramatic and may not have adhered to exact descriptions of what happened during those times. However, the larger details of the event are according to what historia ns have written about it. The origin of the theories of non-violence that Gandhi had developed was in South Africa where Gandhi had seen the cruel face of colonialism and the violence that went with it. He gave this form of protest and resistance the name Satyagraha. This form was dedicated to the understanding of truth and the movie reveals the paths that Gandhi takes in his quest for this truth. The

Survival of the Fittest Article Example | Topics and Well Written Essays - 250 words

Survival of the Fittest - Article Example This will help the employees in saving his/her jobs because health care administrators are already looking to retain only those employees who can work in more than one area. Secondly managers have to motivate employees by participating in two way communication with them. Thirdly employees can continuously get involved in the process of improving the quality of the service by providing clean and safe environment to patients and other officials of the health care system. Lastly, administrators of health care system should try to reduce their cost by negotiating with suppliers and it is the right time to do so as suppliers they are ready to negotiate due to bad economic conditions. Mark S. Learner states that an individual who is responsible for carrying out activities should try to take the credit for what he has done otherwise his activities and importance will be undermined. Lerner states that an individual has to show his technical abilities in order to save his/her job. In my opinion this is not completely true because an individual can not perform all kinds of jobs related to a field and if he/she will try to do so, he will feel over burdened and employees of health care settings are already over burdened because organizations are practicing

International Operational And Logistical Strategies Assignment

International Operational And Logistical Strategies - Assignment Example Globalization of trade has meant that there is an increasing need to build capacities within the firm to handle the increased competition. There has been a significant increase in the number of business organizations while the rate of growth of managerial skills and talents has not grown concomitantly. In addition to the competition for markets, there has been a competition for the highly skilled employees in the global job market leading to shortages and ‘brain drain’ in several parts of the globe (Andriopoulos & Dawson, 2009). This is more often through the economies of production and the increase in personal capacity. The objective in the latter has emerged as a new field in management referred to as talent management and development. The aim of talent management is to build better capacities within the firm’s employees so as to facilitate better and efficient products as well as ensure there is succession within the organization providing the stability that is necessary for the long-term growth of the organization generally and the career growth and actualization of its employees.Consequently, capacity planning is an emergent area of interest whose importance can be seen in at least three basic functions as highlighted above which when ignored foretells the collapse of the business in our view. The team members have apportioned parts of the topic and which they were required through every second-day meetings to update the whole team/group on. The final draft was, therefore, a comprehensively researched and discussed paper that reflected the overall full participation of the members on the task. Supply Chain Game Supply chain management is a method of capacity planning. The study of supply chain management reveals two crucial views: Firstly, that the vast majority of processed commodities that reach the final consumer represent the cumulative efforts of all organizations within the organization i.e. these multiple organizations form the l ink that is referred to as a supply chain.  

Personal and Professional Development Assignment - 5

Personal and Professional Development - Assignment Example During the time that I was working at the orphanage I learnt that those children were faced with a lot of challenges especially those who went to government school. They were looked down upon and thus they were not given equal chance with their peers to participate in co-curricular activities. They therefore felt side lined and felt out of place. I initiated a project that was to introduce football tournaments between the children homes in my home town. Due to my good interactions skills that had been nurtured at school, I was able to get sponsors who funded the project thus the children homes that participated were rewarded accordingly. After conducting an evaluation test, I found that the objectives for which the project was based on had been met. The children felt that they were part of the society as they had not been left out. Therefore this made my project to be successful.First unsuccessful story  During the last year my family faced a major financial crisis that had resulte d from my mother being laid off from duty. There was a scandal at their company that had been caused by the seniors since they had committed a fraud. All along we had been brought up by our mother and she was our only bread winner. Being the first born in our family and having completed school a while ago, I had to look for a job in order to help my mother fend for the family since my other siblings were still in school. The road to getting a job was not that smooth for me since there was competition from others who had completed schooling.

Disability and rehabilitation Essay Example | Topics and Well Written Essays - 2000 words

Disability and rehabilitation - Essay Example The primary parts of the research presented are the title and the abstract. These parts need to present a view on the main contents of the research undertaken. The title specifically is the part that can identify the main focus of the study and even the methods used to arrive at the results which are stated in a single statement. The title of the study presents the parameters that are included such as the quality of life and the oxygen consumption of the CHF patients. These are used for the determination of the effect of physical training. Additional information specifically the method of research used e.g. randomization is important in the title. Another pertinent part that needs to give and overview of the research process undertaken is the abstract. It is comparable to a summary of the study presented in a manner similar to the organization of the paper itself. The indication of the parts in a structured abstract can be considered ideal on the basis of the readers’ ease in finding information.The main aim is the assessment of the QoL and oxygen consumption to be able to gauge the effects of physical training to patients of CHF. The said parameters had been assessed through the study of a population of men with the condition referred to as ischaemic CHF which had been randomized into groups of different set ups with varying levels of physical training.

China Coursework Example | Topics and Well Written Essays - 500 words

China - Coursework Example 183). When Mao came into power, his main goals focused on the improvement of social conditions in China. Hence, he initiated â€Å"land reform, the collectivization of agriculture, and the spread of medical services† (â€Å"Three Chinese,† n.d.). However, Mao’s restrictive leadership, caused by his strong desire for equality and fears of capitalist resurgence, prevented the modernization of China and led to the Cultural Revolution (Jackson, 2004). The revolution sought to limit the intellectualization in the country and to advance its agriculture. Unfortunately, it failed to bring development to China and seriously damaged the nation’s progress (Jackson, 2004). Mao’s conservative politics meant that China had to remain isolated from international trade. Despite his ideal visions for the country, its economic system remained insufficient and the problem was brought into greater attention in the 1960s (Lin, Cai, & Li, 2003, p. 137). However, it was only in 1978 that significant changes were made, out of the Chinese’ awareness that they are getting left behind by other industrialized nations. Also, leaders realized that China needs to change its traditional agricultural economy into a modern and industrial one in order to achieve progress (Lin, Cai, & Li, 2003, pp. 137-138). The collapsing economy and the more impoverished citizenry all led to the strengthening of economic reforms. Currently, the trade relations between China and the U.S. is prosperous—about 75% of U.S. imports are from China, making it the country’s 4th largest partner (Griswold, 2002). However, the U.S. is exercising utmost caution in their political relations since China is becoming a major threat economically and politically (Dumbaugh, 2006). It has become more assertive in international policymaking (a sign of its greater power) and it

Description of four specific ways in which Neuman's HCSM could be used Dissertation

Description of four specific ways in which Neuman's HCSM could be used to improve nursing practice - Dissertation Example 242). The HCSM in Nursing Paradigms The field of nursing usually utilizes four paradigms or concepts in its practice, namely, the person or client, environment, health, and nursing itself. These concepts are defined in Neuman’s model, according to how it is applied in organizing the structure of the profession. As presented by Neuman and Fawcett, the client may be a person, family, group, or community, and there is the need for a clear definition of who are included in the client system and how they relate to other members (as cited in Sitzman & Eichelberger, 2010, p. 79). The client or client system is then viewed in five variables, which are the physiologic, psychologic, sociocultural, developmental, and spiritual aspects. The environment is described as all internal and external factors that surround the client, while health is connected to both wellness and illness. Wellness is the client’s system to remain stable at any given time, and illness is the failure to ach ieve homeostasis in the presence of stressors. Nursing, on the other hand, is concerned with assessing the client in response to stressors, and assisting him to cope with them according to the three levels of prevention in order to achieve the optimum degree of wellness.

Essay Example for Free

Essay INTRODUCTION An organization is a social unit of people, systematically arranged or managed to meet the needs or to pursue collective goals on a continuous basis. A sound organization can contribute greatly to the continuity and success of the enterprise. All organizations have a management structure that determines the relationship between functions and positions. Without proper care of higher, middle and lower levels of administration, it would be practically impossible for any management to run the organization smoothly. The better the organization the fuller would be the achievement of the common objective. Hence the study of the organization is of great importance. It helps to understand the organization better and become familiar with its functions. MRF LIMITED, an enterprise that was established in1946, in South India grew quickly to become one of India’s biggest tyre manufacturing companies, renowned for product superiority and innovation. MRF continues to be the leading tyre-maker in India. MRF inaugurated its Kottayam unit in 1969 as the second plant of MRF with a small rubber mixer and seven employees. The plant is engineered in four fully merged with the environment. World class rubber mixing facility with SCADA based recipe management, fully automated carbon handling systems and modern dust collecting systems keep the environment tidy. Facilities with upgraded systems for Tube, Tyre and PCTR manufacturing, deliver world class products. MRF Kottayam is certified with ISO 9001/ TS 16949, ISO 14001/OHSAS 18001-2007 etc. TPM initiatives improved the plant performance in all areas. MRF Kottayam unit also registered small scale energy saving projects for carbon credits and its liaison works with UNFCCC being done by consultants M/s. Ernst and Young. Its turnover crossed the 6100 crore mark in 2008. MRF has the widest product range among the domestic tyre companies as it makes tyres for all class of vehicles from trucks to two wheelers and go-karts. MRF Kottayam unit has nearly 2000 direct work force. 1.1 OBJECTIVES OF THE STUDY The objectives of the study can be summarized as follows: To know the history and the growth of the company To understand the structure of the company To acquire knowledge about the functional as well as managerial aspects of the organization To learn about the manufacturing process of the products To analyze the financial performance of the company To learn the plans, policies and procedures of the organization To observe the work culture of the organization To acquire knowledge about the strengths, weaknesses, opportunities and threats of the organization 1.2 SCOPE OF THE STUDY The organizational study was conducted in MRF Limited, Kottayam. The organizational structure and the management of various departments of MRF are taken for the purpose of the study. Sufficient attempt has been taken to cover almost all the facets of this organization and to understand the complex factors that are functioning within the organization 1.3 METHODOLOGY OF TRAINING Research is a systematic approach to a purposeful investigation. Methodology refers to the various methods used by the researcher right from the data collection and various techniques used for interpretation and inferences. Research methodology addresses the questions; what must be done, howl it must be done, what data must be collected, what data gathering methods must be employed, which sources of data must be selected and how the data must be analyzed and conclusion is reached. The total period allotted for the project work was one month. The study was undertaken by personally visiting the factory in Kottayam. METHODS OF DATA COLLECTION a) PRIMARY DATA Primary data are those which are collected as first-hand information and thus they are original in character. These are collected from the direct sources like: Personal interview Observation method b) SECONDARY DATA Secondary data are those which have already been collected by some other agencies of the organization that has been processed. Some of them are: Previous records of the organization Magazines and Journals Websites 1.4 LIMITATIONS OF THE STUDY Even if there was sufficient support from the staff of the company; a tight work schedule prevented them from giving additional information. The organizational study has come across certain limitations such as: The method used mainly provide qualitative data but lack of precision Too much of interaction was not possible due to the fear of trade secrets being exposed Personal bias could be the one key factor which has affected in having personal interviews CHAPTER-2 INDUSTRIAL PROFILE CHAPTER 2 INDUSTRIAL PROFILE 2.1 INDUSTRY BACKGROUND The tyre industry has evolved from the basic cross ply to the more sophisticated radical tyres. Nylon cords that impart low weight and additional strength to the tyres have also replaced cotton ply. This industry is also driven by agricultural and infrastructural activity that takes place in the region, as those two have an impact on the transport sector. The advent of globalization and liberalization in India urged the companies both small scale and large scale, to build in capabilities, in order to compete effectively on a global platform. The tyre industry in India has been striving hard to establish itself in the global market in its infant stage. There were threats from the global players who enjoyed substantial economies of scale. As a result, the Indian tyre companies were in a constant pursuit of adhering global standards of quality and state of the art technology in production. The fortune of the industry depends on the agricultural and industrial performance of the economy, the transportation needs and production of the vehicles. Hence this is a sensitive industry which has to adapt itself to a high volatile environment. ORIGIN OF THE INDUSTRY The tyre industry began to develop in India in 1920’s. The growth of the tyre industry in India may be divided into three phases. In the first phase, multinational companies like FIRESTONE (1920), GOODYEAR(1922) and DUNLOP(1926) came to Indian tyre industry for selling their products. They were considered as the fore runners of commercialization of tyres in India. During the early twenties and the mid-thirties, these companies became very famous and got established themselves in the industry. In the second phase, these multinational companies started their production in India. They became the first generation tyres of the Indian tyre industry. DUNLOP and FIRESTONE had put up plans to manufacture tyres in Kolkata and Mumbai in 1936 and 1942 respectively. The third phase of the Indian tyre industry began when the companies in India started manufacturing tyres that came out to be known as the second generation tyres. MRF, PREMIER and COOT etc were  the important companies among them. They started manufacturing their products in sixties and later on the third generation of the tyre industry started by 1970. APPOLO and JK TYRES were the most important companies among them. The most leading tyre companies in India are: MRF JK TYRES CEAT GOODYEAR APPOLO MODI BIRLA BRIDGESTONE MICHELIN After the initialization process started in 1922, the Indian economy was stepping the ladder much higher. Earlier, automobiles were mainly used for necessity. But nowadays, the whole trend has been changed in the livelihood. Even the middle class people can’t think about their life without having vehicles. This could be one of the main reasons that the Indian tyre industry is growing up day by day, even when the world is facing the major crisis of global recession. To an extent, the Indian tyre industry has faced few problems, but it has not affected the whole trend much seriously as far as the tyre industry of India is concerned. 2.2 THE INDIAN TYRE INDUSTRY The foreign companies dominated the Indian tyre industry till the 1960’s.However in the later part of the 60’s and early 70’s, the Indian Industrial Entrepreneurs made a stylish entry into the market alongside foreign collaborations with the automobile sector foundation within the country. The tyre industry saw the entry of many players and with the winds of liberalization blowing amidst the hue and cry, swept the entire land in 1922 and brought about the ride of joint ventures within the industry. The industry worth Rs. 9000 crores was independent upon the agricultural and industrial performance of the economy, the transportation needs and the production of vehicles. The Indian tyre industry is one of the largest in the world with more than 100 million motor vehicles on the Indian roads.  The Indian tyre industry evolves itself around some salient features like: Adaptability Innovativeness Exports Technology progression Wide product range for diverse usage The Indian tyre market can be categorized into three. They are: Original Equipment market Replacement market Export market The Replacement market generates demand to a greater extend as business volume tends to be high (85%), while the Original Equipment market demand is just a linear function of automobile production whose growth is in turn determined by the overall economic situation and the government policy. Globally, the Original Equipment market segment constitutes only 30% of the tyre market and 105 contributions comes from the Replacement market. This normally has placed the retreads in a better position than the tyre industry as a major colossal threat. The Coimbatore based Elgityres and Tread Limited, the largest retread in India is giving the tyre barons sleepless nights. The tyres basically produced in India are: CROSSPLY RADIAL TYRE The CROSSPLY tyres have been used in India for several years. In this, the Polycords run across with each other or diagonally to the outer surface of the tyre. Rayon and Nylon cords are used as the reinforcing medium. These tyres can retread twice during their life time and hence is preferred by Indian transporters who normally overload their trucks. In India, 90-95 percentages of such tyres are sold. The Radial tyres have their cords running radially from bead at 90 degree angle to the rim or along the outer surface of the tyre. The reinforcing mediums used in these tyres are Polyester, Nylon, Fiber Glass and Steel. Thus guaranteeing a longer life time and provide lower fuel consumption, with better control over the vehicle and road holding. The unhealthy condition of the Indian roads has resulted in Radial tyres accounting only five percentage of tyre industry as against a global trend of 60 percentages. The tyre industry is a major consumer of the domestic rubber production. The degree of contribution towards the material content in the Indian tyre industry by the Natural Rubber constitutes about 80% and the remaining 20% contribution is made by the Synthetic Rubber( worldwide, the ratio of Natural Rubber to Synthetic Rubber is 30:70) tyres which are subject to the use of different chemicals. The available local Natural Rubber is an added advantage for the industry, since it amounts to around 255 of the total raw material cost of tyres. On the contrary, Synthetic Rubber accounts to just 40% of the total raw material cost (India imports 60% of its Synthetic Rubber requirements). Apart from rubber, the major raw materials are Nylon Tyre, Code and Carbon Black. These raw materials are used to make the tyre strong and impart tenacity to it, while the latter holds respon sibility for the color of the tyre and also enhance the life span of the tyre. Nylon codes comprise 345 of the total raw material cost, while Carbon Black accounts about 13 percentages. To be concise, the tyre industry in India is highly raw material intensive and its cost directly affects the profitability of tyres. Therefore about 60-70% of the cost of production is from the cost of raw materials itself. Most of the raw materials are petroleum based. So the price of the international crude oil affects the tyre industry at large. Fortunately for the tyre industry, the rubber and carbon black prices have declined considerably. 2.3 PRODUCT PROFILE The company puts out the following offerings which are the major sellers in their segment: 1. MRF NYLON GRIP ZAPPER FS- MOTOR CYCLE TYRE 2. MRF NYLON GRIP ZAPPER FM- MOTOR CYCLE TYRE 3. MRF NYLON GRIP ZAPPER FV-MOTOR CYCLE TYRE 4. MRF MUSCLE ROK – EARTH MOVERS- OTR TYRE 5. MRF MUSCLE ROK- LOADERS- OTR TYRE 6. MRF MUSCLE ROK- X- OTR TYRES 7. MRF SAND GRIP- MULTI TERRIAN- OTR TYRE 8. MRF LEGEND- PASSENGER BIAS 9. MRF ZVTS- PASSENGER TYRE 10. MRF WANDERER- PASSENGER TYRE 11. MRF SUPER MILER – TRUCK TYRE 12. MRF SUPER LUG- 50- TRUCK TYRE 13. MRF SUPER LUG- 78- TRUCK TYRE 14. MRF SUPER LUG- 50 PLUS- TRUCK TYRE 15. MRF SUPER LUG- 50S- TRUCK TYRE 16. MRF STEEL MUSCLE- TRUCK RADIAL TYRES 17. MRF STEEL MASTER – LCV RADIAL 18. MRF ZVGLSK – ECO FRIENDLY PASSENGER TYRE 19. MRF BIG ROVER – JEEP TYRE 20. MRF SHAKTI – TRACTOR FRONT TYRE 21. MRF SAFARI 22. MRF SHAKTI LIFE- TRACTOR, REAR TYRE CHAPTER 3 COMPANY PROFILE CHAPTER 3 COMPANY PROFILE 3.1 MRF LIMITED MRF was started in the year 1946 by Mr.K.M.Mammen Mappillai, a young entrepreneur from central Kerala. The company was started as a toy and balloon manufacturing unit at Tiruvottiyur, Chennai and from 1951 the company took up the manufacture of tread rubber. By 1958, MRF was known as Madras Rubber Factory Limited. Since 1946, MRF has emerged as the largest tyre manufacturer in India and 12th largest in the world. The company caters to all vehicle segments from commercial vehicles and passenger cars to two-three wheelers and tractors. It has also made a strong presence for itself in both the radial and cross ply segments. It boasts of 68 sales centers, 2500 distributors and exports to over 75 countries, a standing testament to MRF’s outstanding leadership. VISION MRF will be significant global player delighting customers worldwide through Leadership in technology World class systems Excellence in manufacturing Driven by a team of motivated high performers, to achieve profitable growth. CORPORATE AND PLANT FUNCTIONS The corporate office is situated at Chennai where Marketing, Exports, Central planning, Engineering, Quality Assurance, Materials, Human Resource and Industrial Engineering, Environmental Engineering, Safety functions are carried out by Technical and Research and Development functions (plant technical) to cater to specific products. THE MUSCLEMAN The mere mention of the word MRF is bound to bring â€Å"The Muscleman† in the mind of Indians. The muscleman evolved in 1964, soon after MRF began manufacturing tyres. During the last 35 years, the â€Å"Muscleman† has evolved from a mere corporate mascot to a symbol of strength, reliability and durability; embedding the quality of tyres that the muscle man represents. The muscleman evolved into a high-tech symbol in the mid-80, a sign of changing times. Its new appearance was a silent testimony to the indomitable spirit that carried MRF across the INR 20 billion mark. The muscleman’s appearance changed once again in 1996, MRF’s golden jubilee year. He started appearing in full form and is now also known affectionately as the MRF tyre man by motorists across India and 65 countries worldwide, which have come to rely on him for sale and comfortable ride. MRF PRODUCTION UNITS Tiruvottiyur : Tamilnadu Arakonam : Tamilnadu Kottayam : Kerala Ponda : Goa Medak : Andhra Pradesh Puducherry :Tamilnadu POLICIES QUALITY POLICY Quality policy of MRF is to maintain market leadership through continuous  quality improvement. To achieve this goal, all the plants and the corporate office shall pay particular attention to the following: Product or process improvement by field or plant performance monitoring and prompt services to the customers Up gradation of machinery to meet the increasing needs of the customer Continuous training of all employees in order to acquire necessary skills and knowledge At the plant level, the respective senior General Manager or General Manager is assigned the responsibility of carrying out the quality system by collaborating with the corporate functions. SAFETY POLICY It is the policy of our company that, the SAFETY AND HEALTH of our employees shall be our FIRST priority. It is the responsibility of everyone in the organization, regardless of the position he occupies, to ensure that everyone in the factory returns home to his beloved ones without any injury that day and every day We shall observe this policy not only in letter but also in spirit and offer ‘ACCIDENT FREE SAFE PRODUCTION’ for the benefit of one and all. ENVIRONMENTAL POLICY The environmental policy of MRF is to manufacture our products in an environmentally friendly and safe manner. To achieve this goal, all the MRF plants, together with the corporate office shall: Minimize the impact of our manufacturing activities on the environment, especially the air, water and soil Comply with all applicable regulatory requirements Develop the environmental performance evaluation procedure for the continuous monitoring Up gradation of the machinery and pollution control equipment when required Train all over employees to perform their activities in an environmentally responsible land safe manner At the plant level, the respective Senior General Manager or General Manager is assigned the responsibility of carrying out the environmental system by collaborating with the corporate functions. TRAINING POLICY The training policy of MRF is to provide and develop knowledge, skills and  behavior of their employees to continuously improve their performance. To achieve this goal, all MRF plants together with the corporate office shall: Identify and document training needs of each employee, through competence evaluation each year Design and publish training calendar and schedule Provide training periodicals based on identified needs and as per the documented schedule Monitor and evaluate training process and outcomes to assess and to decide the next training cycle requirement At the plant level, the respective Senior General Manager or General Manager is assigned the responsibility of carrying out the training activities through Human Resource Department of the plant and the corporate office. TMP POLICY A Total Productive Factory where The work environment is pleasant The work force is highly motivated and empowered The machineries are reliable, efficient and precise to meet the increasing customer demand The product satisfies the customers with high quality and best price MAIN CUSTOMERS 1. Volvo 2. Tata Motors 3. Ashok Leyland 4. Mahindra 5. Force Motors COMPETITOR Some of the major competitors of the company are: 1. Michelin 2. AppoloTyres 3. Bridgestone 4. JK Tyres 5. Goodyear 6. CEAT MILESTONE IN THE MRF HISTORY It was in the late 1946 that a young pioneer, K.M.MAMMEN MAPPILLAI started a small toy balloon manufacturing unit in a small shed at Tiruvottiyur in Chennai. 1952: Company ventured into the manufacture of tread rubber  1955:MRF soon becomes the only Indian owned company to manufacture the superior extruded, non-blooming and cushion- backed tread rubber enabling it to compete with the MNC’s operating in India at the same time 1956: The quality of the product was of a high standard that by the close of 1956, MRF had become the market leader with a 50% share of tread rubber market in India. So effectively was MRF’s hold on the market, that the large multinationals had no other option but gradually withdraw from the tread rubber business in India 1961: With the success achieved in tread rubber, MRF entered into the manufacturing of tyres. MRF established a technical collaboration with the Mansfield Tyre and the Rubber Company of USA. Around the same time, MRF also became a public limited company 1963: Pandit JAWAHAR Nehru laid the foundation stone for the rubber research Center at Tiruvottiyur to commemorate the inauguration of the Tiruvottiyur factory 1964: With the commissioning of the main plant in 1964, MRF also made progress in the export of tyres. An overseas office at Beirut was established to develop the export market, and it was amongst India’s very first efforts on tyre exports. This year also marked the birth of the now famous MRF Muscleman. 1967: MRF became the first Indian company to export tyre to USA- the very birth place of tyre technology 1969: MRF factory built at Kottayam 1970: MRF inaugurated its Kottayam unit 1971: MRF gained license to build factory in Goa 1972: MRF’s fourth factory set up at Arakonam 1973: MRF launched India’s first Nylon car tyre 1978: MRF launched Super lug- the country’s largest selling truck tyre 1979: MRF turnover crossed Rs. 100 crores 1980: MRF entered into a technical collaboration with the B.F. Goodrich Tyre Company of USA, which was involved with the development of tyres for the NASA space- shuttle. With this began a significant exercise in quality improvement and new product development. MRF took a major policy decision to be aggressive on the racing circuits 1983: MRF began rapid product  development programme for the new vehicles entering India 1984: MRF sales turnover crossed Rs. 200 crores. MRF tyres were the first tyre selected for the fitment on the Maruthi Suzuki 800 India’s first modern car 1986: MRF was selected by National Institution of Quality Assurance for their most prestigious award. Pitted against 20 tyre companies worldwide, MRF also won 6 quality improvement awards instituted by B.F Goodrich tyre Company from USA 1987: MRF becomes the No.1 tyre company in India. MRF crossed Rs. 300 crores turnover. MRF legend, the Premium Nylon car tyre was introduced 1988: MRF pace foundation was set up, with international pace bowler, Dennis Lillee as its Director. Not long thereafter, pace bowlers trained at the foundation were selected for the Indian Cricket team 1989: MRF medak plant went on stream. Once again recognition of excellence, MRF was awarded the Visveswaraya Award for the Best Business House in South India and the Economic times Harvard Business School Award for the Best Corporate Performance. MRF collaborated with Hasbro international USA, the world’s largest toy makers and launched Funskool India 1993: K.M.MammenMappillai was awarded the Padmashri award of National Recognition for his contribution to industry the only industrialist from South India to be accorded this honor until that time. MRF was selected as one of India’s most admired marketing companies by the readers of the A and M magazine 1996: MRF celebrated 50 years. Turnover touches Rs.2000 crores. A special factory dedicated to the manufacture of radials was started at Pondicherry. MRF tyres were also chosen for fitment on the Ford Escort, Opel Astra and Fiat Uno 1997: MRF launches its first ever F3 car 1998: MRF launches its Super Lug tyre for trucks 1999: MRF was declared the most ethical company by â€Å"Business World† magazine in its survey 2000: MRF launched the smile campaign on Indian roads 2001: MRF won JD power award for customer satisfaction 2002: The MRF Nylogrip Zappers for two wheelers is launched. MRF wins the JD Power Award 2004: MRF’s turn over crossed Rs. 3000 crores 2006: MRF’s turn over crossed Rs. 5000 crores 2008: MRF’s turn over crossed Rs. 6000 crores 2009: In spite of Global meltdown, MRF’s turn over crossed Rs. 6200 crores MRF LIMITED KOTTAYAM UNIT- OVERVIEW MRF Tyres, Kottayam was set up in 1969 on a hill top in the village of Vadavathoor about 7 km from Kottayam town in the state of Kerala. After starting the first MRF unit at Thiruvottiyur in Chennai, MRF management decided to take advantage of low electricity costs, tax concessions on Natural Rubber at no extra transportation cost and the availability of skilled and educated labor and started the second unit of MRF at Kottayam. The unit started off as a factory building with an area of 34200 sq. ft. and a Ban bury of 3A size with a capacity to mix 10 meters a day. Today MRF houses 265 management staff and 1319 regular workers. It started as a small mixing unit growing into a full scaled manufacturing unit producing tyres. It also manufactures tread rubber and with two newly installed Ban bury. It has become one of the most productive plants in India with a record production of tubes. The commissioning of a tyre plant in 1994 marked a new era in the unit’s history. Initially, t ractor tyres were produced, and then diversified into passenger tyres and truck tyres of various types. The Kottayam plant supplies mixed rubber to the other plants of MRF and with the increase of demand the plant had to be augmented. A new plant exclusively for mixing, was built with huge internal mixers and a mixing capacity of 600 tons per day and is one of the largest mixing units in Asia. PLANTS WITHIN THE KOTTAYAM UNIT Tube plant Tyre plant Mixing plant Pre-cured Tread tyre plant The present turnover of finished goods of Kottayam unit is Rs. 650 crores per annum. Kottayam unit has also started Pre-cured tread rubber (PCTR) production in August 1993. KOTTAYAM PLANT FACTS AND FIGURES Built up area 600000 Sq. Ft. Management staff 252 Nos Regular workmen 1115 Nos Casual workman   399 Nos Total Finished goods production 3400 MT/ month Total turnover of finished goods 37 crores/ month Mixed stock sent to other units 7000 MT/ month Tyre Production 52000 Tyres/ month Tubes, Envelopes and curing bags production 263000/ month Flap Production 82000/ month Conventional tread rubber production 160 MT/ month PCTR Production 330 Tonnes/ month Repair Materials 83 Tonnes/ month Vulcanizing Solutions 32500 Litres/ month FIG 2.1 ORGANISATIONAL CHART 3.2 FUNCTIONAL DEPARTMENTS AT MRF LIMITED The organization is made up of different departments. Departmentalization is the grouping together of similar or logically related activities. There are several bases for departmentalization. The different forms of departmentalization are departmentalization by functions, by products, by regions, by process or a combination of any of them. The basic need of department arises because of specialization of work and limitation on the number of sub-ordinates that can be directly controlled by the superior. Departmentation converts the work into manageable units. If there was no departmentation, there would have been serious limitation on the side of the organization. The company is having eight different departments which play a vital role in the development of the company. The different departments are:- 1. Production Department 2. Human Resource Department 3. Accounts and Finance Department 4. Quality Assurance Department 5. Engineering Department 6. Industrial Engineering Department 7. Technical Department 8. Security and Safety Department PRODUCTION DEPARTMENT Among all the functional areas of management, production is considered to be crucial in any industrial organization. Production in terms of economics is the process developed to create a collection of input, which may be energy, capital, information, material, manpower or any other raw materials into a specified set of output produce like finished goods and services in proper quantity quality. Production is the primary function of the company, thus all other functions support the production department in various segments. Pro-duction Department controls the production process by coordinating the activities of other departments. After receiving the marketing or Sales price from corporate office, the annual production plan is made and this will be further broken down into monthly and weekly plan. MRF has production in four plants. They are Tube plant, Tyre plant Mixing plant and PCTR plant FIG 2.2 PRODUCTION PROCESS PLANT 1 TUBE PLANT In this plant artificial rubber called butyl rubber is used for manufacturing of the tubes. It is mixed with carbon black and chemicals and then extruded into various sizes. After sufficient cooling it is sent for pre-cutting to the required length, value fixing and splicing. It is then moved to the freezing table for cooling the splice joint and is shaped to the required size. After this is taken out and kept inside the curing presses for vulcanization. After the set time the tube is unloaded from the press and sent for inspection. The tubes are then deflated using vacuum and the tube core is inserted. The size are segregated and packed as per the standards. FIG 2.3 PLANT 2 TYRE PLANT Grey fabric is passed through calendaring machine for coating both sides with rubber. From there it goes to a machine called the fabric cutter for cutting  it into different lengths as per specifications. Steel wires are passed through bead extruder for coating with rubber and wounded on specific wheels as per the specifications. On tyre build-ing machine, green tyres are made using calendared fabric, bead, tread etc. Green tyres are vulcanized in tyre curing press by steam heated moulds. After this the tyres are inflated to retain its properties by trimming, inspection and dispatch. FIG 2.4 PLANT 3 MIXING PLANT Ordinary rubber is mixed with carbon black, chemicals and the rubber processing oils in the specified quantities into the rubber mix-ing equipment called the ban bury. From there it is dumped into the dump mill and passed through batch of tanks in sheet form for cooling and is then stored in metal skids. Samples from each batch are tested and the batch is certified for use. This compound rubber is sent to the tyre and PCTR plants. FIG 2.5 PLANT 4— PCTR PLANT Pre — cured Tread Rubber (PCTR) is used for re — treading rubber. Compound rubber is used in mixing mills and extruded to the required size using extruders and passed through conveyors for cool-ing. These slugs are stored in leaf trucks for ageing. It is then vulcanized in the curing process. After curing, an excess flash material is trimmed off and goes for inspection. It is then sent to the stretch wrap-ping machine for packing. FIG 2.6 FUNCTIONS OF PRODUCTION DEPARTMENT The main functions of Production department are: PLANNING FOR PRODUCTION PROCESS: This is based on the monthly plan given by central planning, plant planning department will prepare a simulation plan by dividing the month into 3 segments of 10 days each. The simulation plan given by plant planning for the month is taken as a guide line and each  plant plans the production for each process. The available inventory and the priority of dispatch are taken into consideration while daily schedule is given. Slight changes are made in the simulation plan to reduce the number of sizes running at a time with the objective of improving production efficiency. MATERIAL INDENT AND RECEIPT: The daily requirement of raw materials is calculated on each plant after considering the available inventory and the scheduled production for the next day. Raw material indent is made to raw material store. Raw material stores make arrangements to deliver the indented material at the plant. PROCESSING: Processing is carried out as per the technical specification, BSP (Basic Standard Practice) and the work instruction of the respective department. Set up verification is done for each product and each run. Once the process is stabilized, the process parameters are checked and recorded. If the parameters are as per the specifications, production is continued. If any parameter is not confirming to the specified limits, then necessary correction is made and the production process is resumed. Whenever a machine/ equipment are behaving abnormally, it is informed to the engineering department. If the process variation is abnormal, production is stopped by production supervisor/ quality supervisor/ technical supervisor. The abnormality of machine is rectified by engineering department and the machine is handed over to production. If any non-conformance is noticed in the product, it is held using NCM [Non-Conforming Material] tag. Whenever engineering department notices a machine behaving abnormally, they request production stoppage through a maintenance request PRODUCT IDENTIFICATION AND TRACEABILITY: The objective of proper identification and traceability is to prevent mixing up of products and to ensure traceability of products at various stages. This applies to raw materials, in- process materials and finished goods. For example, in the case of extruded tubes, details like size, month code, year code, plant code, date of extrusion, extruder operator code, and ‘ made from imported Butyl are printed. Traceability is ensured in different ways. For example, while extruding treads, the details of stock (like stock code, date and shift of mixing, batch numbers) used for extruding those treads are entered in the traceability register. CHECKING AND INSPECTION: The activity of inspection covers raw materials, process parameters, in – process materials and finished goods. Inspection is done to ensure that the materials, equipment and storage area are free from any contamination. Proper identification of the materials, FIFO (first in first out), ageing (minimum and maximum), and test status (whether the material is tested and cleared, or is pending for test or is it rejected after testing) are checked. Dimension checking is done during in – process operations. Visual checking is done on in – process materials for defects like cured lumps, air traps, wrinkles, improper cutting etc. process parameters like temperature, pressure, water flow etc are also checked. Visual inspection of finished product is carried out by production department. CONTROL OF NON- CONFIRMING PRODUCTS: During the processing, if any non-conformance is noticed in the product, it is held with a NCM (Non-Conforming Material) tag, which is filled up in duplicate with details like the material that has been held, size/ code, defect, quality held and the location where the material is kept. It has separate space for writing down the disposal and also the disposal follow up. CORRECTIVE AND PREVENTIVE ACTION: Corrective is a required action when a non-conformity is noticed either in process or product, immediate corrective action is taken to rectify the defect, so that the process or product is not affected any further. Preventive action is required when recurring non conformities which are noticed, in process by production, quality, technical or engineering are taken up for discussion in the weekly QA( Quality Assurance) meeting to initiate preventive action in consultation with the concerned departments. In case of occurrence of non-conforming process or product due to operational lapse, the concerned people are trained. In other cases, the proposed preventive action is recorded in the minutes of the meeting and the responsibility of implementing is assigned to the concerned departmental person as decided in the meeting. This is followed up in the  subsequent meetings and reviewed for its effectiveness. If the preventive action calls for a change in p rocedure or work instructions, this is discussed in the weekly Quality Assurance Meeting and a joint decision is taken by the departmental heads. HUMAN RESOURCE DEPARTMENT Human resource management perceives organizations in their totality. Every organization requires many things in order to be effective for producing the product or service, financial resources, away of marketing whatever product or service is created by human resource. People are the real assets of an organization. Without human beings the organization cannot attain any progress. The production, technology, financing and customer connection can all be copied easily. But every organization must find effective way to attract, retain and motivate employees. FIG 2.7 FUNCTIONS OF HR DEPARTMENT HUMAN RESOURCE PLANNING The Board of Directors, Plant Manager and the HR Manager will decide the number of employees required, their qualification, method of requirement, remuneration etc. RECRUITMENT AND SELECTION It is one of the main functions of HR department. In the case of management staff, the functions of recruitment, selection and placement is done by corporate HR department. Induction and orientation is given by plant HR. this is to align the objectives and the goals of the individual with that of the company, so that the synergy produces benefits to the company as well as to the individual. In the case of workmen, selection is done by plant HR department through a written test followed by an interview. Then they are given induction and orientation before being sent to the plant for on the job training. Workers are selected at 100% merit basis. Experience is considered as an additional qualification. MRF provides the tradition of selecting the relatives of the existing employees wherever a vacancy arises provided the relative is fit and suitable for the job. 1. Application Blank 2. Antecedent Verification 3. Medical Checkup 4. Blood Group Testing 5. Reference Letter 6. Recommendation Letter 7. Selection List 8. Physical Examination 9. Selection Interview 10. Appointment TRAINING AND DEVELOPMENT A program of training and development is important as it lends stability and flexibility to an organization, besides contributing to its capacity to grow. It is essential to help in developing skills and updating knowledge. Especially in a cut- throat world, an organization must commit resource in employee training and development if it has to maintain a viable knowledge work force. PROCEDURE FOR TRAINING The plant Human Resource Department maintains records of education, experience and training of all personnel. The plant HRD sends competency evaluation forms to all department heads once a year. The significant aspects in each job which affects product quality are identified in various work centers and the significant jobs are listed out. The Department Heads along with the section heads determine the necessary competence required for personnel whose work affects product quality. The competencies of those who perform significant jobs are evaluated and the area in which training is to be imparted is determined for those who fall below the required competency level. These details are sent back to the HRD by concerned department Heads. HRD consolidates the training requirements and a training calendar is prepared. For external training programs wherever required plant sends the details to corporate functional heads for approval and corporate HR arranges the approved training programs. Internal training programs are conducted with either internal or external faculties. Training programs are conducted in accordance with the identified training needs of the employees and also  the company needs (wherever required). Training details are recorded in the training register. The details of the training program attended by each employee are entered in the data base after the training program. Wherever feasible, pre training and post training tests are conducted to evaluate the effectiveness of the training programs. Wherever pre training and post training are not feasible, training evaluation forms are filled by the participants and sent to plant HR/Corp.HR. New entrants are given orientation training as per the orientation schedule. Monthly reports of the training activities are sent to Corporate HR . MODES OF TRAINING The various modes of training are as follows: a. Knowledge Based training b. Skill based Training (On –the- job and Off- the- job) The methods used in Knowledge Based Training or conceptual training are total Productive Maintenance (TPM) and ISO 9000 to ensure quality to both products and employees. At the same time, Skill Based Training includes mainly Technical Training. On- the -job training is usually meant for the men at work place as well as supervisors. It includes activities, assignments, operations, machinery etc. Off- the- job training is usually given to employees from General Manager to workmen. Off –the- job training consists of class room classes, training, quality training, meetings, behavior based training, external training. WAGE AND SALARY ADMINISTRATION The wages of the workmen is fixed based on the long term agreement. It is paid to the workmen based on the work done on each day as a piece rate system. The work done on each day is recorded in work sheets and it is routed through time office to the accounts section where wages to be paid are calculated and paid. The wages to be paid for the casual workmen is fixed and revised from time to time. In the case of management staff, salary is fixed by the corporate HRD. The plant HRD coordinates the periodic appraisal of performance which is the basis for salary revision. The salary for the staff is paid on the basis of attendance and this is  monitored by time office which is a function of HRD. The time office does the functions of time keeping, attendance monitoring and up keep of leave records. PERFORMANCE APPRAISAL Performance appraisal is the systematic, periodic and an impartial rating of an employee’s excellence in their allotted work and is treated properly by giving Dearness Allowance, Fringe Benefits, Bonuses and other payments according to the rules and regulations of the company. According to the seniority and performance, an employee gets a shift in his position in the same hierarchy. It depends upon the parameters such as seniority, merit and the suitability of the job. The performance appraisal is done on weekly, monthly, half yearly and yearly basis. INDUSTRIAL RELATIONS AND LABOUR MANAGEMENT The company has very good cordial industrial relations. The two trade unions of the company are: → MRF Employees Union (INTUC)  Ã¢â€ â€™ MRF employees union (CITU) The trade union consists of an organization. They also have a level of hierarchy. The local leaders of the trade union are the Secretary, Treasurer and a Convener. The external leader comprises of President, Vice President and General Secretary. The workmen category of MRF is controlled by a Long Term Agreement every three years. Negotiations and conciliation between Management and Workmen are made over the table through continued discussions. This is mainly organized by HR with the help of Industrial Engineers and other departments involved. DISCIPLINARY ACTIONS AND PROCEEDINGS Absenteeism is dealt in MRF in a very strict manner. An employee who absents himself regularly is first called and advised to improve the attendance. After that if he is not improving, a show cause notice issued and asked for written explanation, which has to be submitted within 48 hours of notice. If he still continuous to be absent, he is issued a first warning, then a second warning. After this he will be suspended and if he still has not changed, he will be terminated. This principle is applicable to all the  employees who are irregular and who violate the rules and regulations of the company. The procedure of this rule is descriptive. Employees, who are absent regularly, would be given a show cause notice. A charge sheet is issued upon the receipt of unsatisfactory reply to the show cause notice. A domestic enquiry is also issued. By this procedure, the absentees and those who violate the rules and regulations are made to understand the situation that led them to this conduct. The second show cause notice is issued for the employees to present reasons. If he/she fails to state a convincing reason, then he/she would be suspended or even dismissed from the company. These rules are common for all the employees who are trying to falsify the record or status of the company. The dismissed employee is considered in the case of an assault or making the person a criminal. STATUTORY AND NON STATUTORY WELFARE MEASURES The welfare of labour is the statutory code which is controlled by the Factories Act for the benefit of the employees within the industrial system. Sometimes the living and cultural condition of the employees beyond which is required by the law, keeping in par with the customs of the industry and the conditions of the market. Labour welfare aims at providing the physical, psychological and general well-being of the work population. The welfare officer carries out all the functions and activities related to labour welfare and take care of the physical and general well-being of the employees. The main functions of the Welfare Officer are as follows: The welfare officer helps to maintain a harmonious relationship between the factory management and the workers by establishing contact and holding consultations. To notice the grievance of the workers to the management and act as a Liaison officer between the management and the labour. OTHER WELFARE FACILITIES Loans are given to employees to purchase vehicles for them, educational loans are also provided. Basic essential facilities such as food, shelter, sanitation, recreational facilities, reading facilities are also provided. Workers in the factory are provided with safety gloves, shoes, masks for the accident free working environment. MEDICAL FACILITIES Every employee and his family members are covered under some or other Health Scheme based on the wage package.at the moment if it is below Rs.7500/-they will be covered under ESI scheme. If it is above the limit then a special Medical Insurance Scheme is arranged for them covering the expenses in connection with Hospitalization and Personal Accident. WORKING HOURS The working hours in MRF are divided into 4 shifts, the time allotted to each shift is mentioned under:- General shift -8.00am to 4.30pm First shift -7.00am to 3.00pm Second shift -3.00pm to 11.00am Third shift -11.00pm to 7.00am ACCOUNTS AND FINANCE DEPARTMENT Finance is the life blood of every organization. According to J.F. Brodley â€Å"Financial management is the area of business management devoted to a judicious use of capital and careful selection of the source of capital in order to enable a business firm to move in the direction of reaching its goals†. A firm cannot sustain in the absence of an efficient financial department. Plant account manager is in full charge of various activities done by the accounts department. He verifies the various functions done in each section. He takes decision for maximizing the profit and minimizing the expenses. He makes an important decision. This department keeps accounts of all the financial transactions of the company. The accounting period of MRF is from October 1st of one year to September 31st of the next year. MRF has a fully computerized accounting of production unit starting from the issue of goods received to the final documentation is computerized. Funds obtained for capital structuring for both internal and external sources. The internal sources include capital reserved debentures; shareholders etc. and the  external sources include banks such as SBI, Canara Bank etc. the strategy that the company has adopted is to go for credit transactions and payment will be made within one month time. All the costing taxation, salaries and wages, fringe benefits turnove r details etc are computed and posted by the raw materials stores, engineering stores, shipping departments and engineering departments. Wages, fringe benefits turnover details etc are computed and posted by the raw materials stores, engineering stores, shipping departments and engineering departments. FIG 2.8 FUNCTIONS OF ACCOUNTS AND FINANCE DEPARTMENT * FINANCIAL ACCOUNTS This branch deals with all types of cash payments and receipts. This will include payment for engineering and raw material purchase, petty cash payments, operation and reconciliation of bank accounts, payment to the government in the form of taxes and levies, payment of PF, deduction from salary and payment of loan outstanding and insurance premium of employee, freight payments, payment in lieu of travel bill of employees, canteen expenses, payment to contractors, payment of leave travel allowance, medical re-imbursement etc. cash receipts in the case of scrap sales and any other cash receipt will also come under this branch of accounts. FIG 2.9 FINANCIAL RESULTS 2009-2010 [Rs in crore] 2009 2010 Sales 6141.94 8080.45 Other Income 34.40 41.97 Total Income 6176.34 8122.42 Profit Before Taxation 398.48 534.66 Provision for Taxation 145.45 180.68 Profit after Taxation 253.03 353.98 Share Capital 4.24 4.24 Reserves 1357.18 1686.44 Net Worth 1361.42 1690.68 Fixed Assets Gross 3020.57 3865.62 * COST ACCOUNTS This branch deals with forecasting, budgeting, analyzing and re-porting the income and expenditure of the company. The budget for expenditure is prepared using standard costing principles and it is com-pared with the actual expenditure. Any variation from the budget (whether positive or negative) is analyzed to find the exact reason and it is reported to the top management. * WAGES AND SALARY Computation of wages and salaries is done by this section of accounts departments. Wages of workmen are fixed in the long term agreement and is calculated on a daily basis depending on various factors like grade, number of hours worked, the output achieved etc. * SALES TAX All matters related to sales tax are handled by this section. Monthly returns for sales tax are filed on behalf of sales depots. VAT (Value Added Tax) system has been introduced and all matters related to this are also looked after by this branch of accounts. C forms are issued for purchases from outside the state and F forms are issued for receipt of goods from depots. QUALITY ASSURANCE DEPARTMENT Quality is considered as the most effective tool to improve productivity, to achieve cost effectiveness, to improve profitability and market share and to remain competitive in the global market. In the business environment of today, quality impacts not only products and services but also many other relevant entities such as process, systems, people and organization. When a person buys our product, he has certain expectations. These are determined by several factors and it de-pends on the intended use of the product. The expectations can be performance, price, dependability, consistency of performance etc. If the product fulfills the customers expectations when it is used, he will be pleased with tile product and will say that product is of good quality. If his expectations are not met he will say that the product is of low quality. FIG 2.10 FUNCTIONS OF QUALITY ASSURANCE DEPARTMENT The quality system requirements of the customers are collected and all efforts are taken to ensure that the requirements are met. This is done by employing statistical process control techniques and by training the operators. The different functions of quality assurance department are as follows: → To process audit and final product inspection → To improve the profitability of the company by reducing defects and waste generation → To materialize the document called Basic standard practice, which says how the process is to be carried out, what are the ‘do’s and  Ã¢â‚¬Ëœdon’t’s of each process etc → Whenever a process or product does not meet the specifications, the process is stopped and the defective products are kept held using a tag called the NCM (Non-Conforming Material) tag → To check whether the process is carried out in concurrence with the laid down specifications and the basic standard practice → The performance of the product are recorded and monitored on a daily basis so that any abnormal deviation can be easily detected and attacked → To initiate studies for implementing new systems and procedures on the principle of continuous improvement. FMEA (Failure Mode Effect Analysis) is carried out and a control plan is also prepared to ensure that the causes of failure are avoided before they happen → Whenever a tool change is done, the relevant parameters are checked by quality Assurance and certification is done before the commencement of production → Whenever a new machinery is installed, QA carries out the process of industrialization of machinery, in collaboration with engineering and technical department → Audits on suppliers and outside godowns are conducted periodically to ensure that the materials procured are of the required quality and also ensure that they are stored in the manner that does not give room for any determination → Slow moving and non-moving items are tracked at regular intervals to avoid the material getting deteriorated due to prolonged storage and to avoid producing material which is not needed in the market. ENGINEERING DEPARTMENT The functions of Engineering Department are divided into mechanical, electrical, instrumentation, civil and environmental engineer-ing. The main functions are new machinery layout preparation, erection and commissioning of new machinery, preventive maintenance, breakdown maintenance, condition monitoring and overhauling of machinery and other related equipment’s. Erection, commissioning, operation and maintenance of utility items, generators, boilers, compressors, pumps, freezer lines and cooling towers and maintenance of material handling systems are done by engineering departments. The maintenance of equipment’s at pump house and allocation of training centers are also done. FIG 2.11 FUNCTIONS OF ENGINEERING DEPARTMENT MECHANICAL MAINTENANCE 1. Preventive Maintenance All equipment’s that need preventive maintenance are listed out. It is ensured that the equipment history and manuals are available for all machines. A preventive maintenance schedule is prepared after a careful analysis of breakdowns in the machine and based on the personal experience of the maintenance personnel. Preventive maintenance schedule for the particular week is taken and the necessary materials, tools, manpower and spares are arranged. The necessary clearances are obtained from planning and production of equipment’s and the machine is released for maintenance. The schedule maintenance activities are carried out based on work instructions and experience. Then the machine is checked and handed over to production. Based on the number and nature of breakdowns in each machine during the year, the preventive maintenance schedule reviewed and a new schedule is prepared for the next year. 2. Breakdown Maintenance The defective machinery is identified either by production or by engineering and a maintenance request is generated. In case of production detecting the flow, production raises the maintenance request and in the case of engineering detecting the flow, engineering raises the maintenance request and arranges for the tools, maintenance personnel and spare parts. Then the machine is released for the maintenance. The required maintenance jobs are carried out and the machine is thoroughly checked. If the maintenance is done, then the machine is handed over to the production. Otherwise the necessary rectifications are done again. Every month, down time analysis is done and permanent corrective actions are initiated in the case of recurring failures. CHAPTER 4 FINDINGS AND SUGGESTIONS FINDINGS MRF Limited is the leading tyre manufacturing company in India which has exports over 75 countries across the world MRF makes tyres for heavy duty trucks, bus, light truck, passenger car to motor cars, rally cars, off the road earth movers, two and three wheelers, farm service and military service Talking about the findings on the infrastructure of the manufacturing plant in Kottayam, there is good working environment for the employees The usage of modern and updated technology, in the field of production process gives a cutting edge to the modernization of the company The improved quality standards of the company show a tremendous achievement in the tyre industry All departments are well structured Good working environment for employees Team effort and honesty in their strength Health and safety of employees are given importance Training programmes and meetings are held subsequently SUGGESTIONS The present strategies of the company in various segments should be improvised especially in the case of setting up a marketing development in the unit The company should maintain better tie ups with the dealers and subsidiary institutions More attractive advertisements in media would help in marketing The company website should be updated often Motivational incentives should be given to the best performers in the organization as it could be the best way to do performance appraisal to figure out if more productivity of the work is being performed It is better to provide a collaborative system and approach to the current limitations of the work methods and need to support track and achieve the revision work It is better to diversify MRF products to avoid the limitations of current exports CHAPTER 5 CONCLUSION MRF has been the potential market leader and the trend setter in the tyre industry for the last 21 years inspite of the emergence of competitors and their competition. The company has a considerable lead over the arch rivals in the tyre market but has a stiff competition from the other global players. The clinical performance of the company is only because of the combined efforts of management and its employees. MRF has been successful in providing high quality and technology superior products to the customers. Being driven by technology and product innovation, every tyre that comes out is of the highest standards and tested to the toughest conditions to take on any role. Hence it is clearly visible that the company is in the forefront of the tyre industry and hope that it is going to continue the same impact in each segment of the tyre industry for a long time. The organizational study at MRF Limited, Kottayam, which helped me in gaining awareness of the functioning of different dep artment in the unit and give an outlook of the various modes of work being performed at managerial level, middle level and at the bottom level of the organization. The study has helped me to get a clear picture of the objectives and policies of the company and the mission of MRF and that is to maintain market leadership in the long run.

Arthashastra and Its Relevance in Modern Warfare

Arthashastra and Its Relevance in Modern Warfare Arthashastra and its relevance in modern warfare and counterinsurgency/counterterrorism philosophy INTRODUCTION SITUATING THE ARTHASHASTRA Historical Background 1. Kautilya, also known as Chanakya or Vishnugupta[5] 2. Artha[8] Arthashastra Overview 3. Written about 300 B.C., Kautilyas work was pitched to teach with the various intricacies of governance and politics to the king.[11] 4. Books of Treatise The Arthashastra is divided into 15 books, 150 chapters, 180 sections and 6,000 slokas.[13] 5. Science of Arthashastra Kautilya believed that a rulers duties included the internal administration of the country, protection of the state from external aggression, maintenance of law and order within the state, and the welfare of the people. New territory had to be acquired by alliance or conquest for the prosperity of the state and also in the political environment existing then, which had many kings, anyone content with his own territory was likely to fall prey to hedgemonistic ambitions of the other. 6. Spectrum of Arthashastra Kautilya argued that a nation could never achieve prosperity under a foreign ruler; indicating that independence was a pre-requisite for prosperity and economic progress. At the macro level, the Arthashastra covers the entire gamut of human society, the establishment and continuance of a nation state, foreign policy, war, civil law and economics. At the other end of the spectrum, the book delves into the building blocks of a society by clearly defining standardised weights[18] 7. National Security Kautilya insisted that all threats to national security must be eliminated at any cost to the state, while no enemy must be privy to the inner machinations and processes of ones own state – Like a tortoise, the king (state) shall draw in any limb of his that is exposed.[19] Internal stability was the harbinger of economic well being. However, to maintain internal and external security, Kautilya proposed a massive network of spies and agents operating within the state and also in surrounding and enemy states. Detailed descriptions of espionage and counter-espionage activities, physical punishments and torture for internal security set this work apart from any other political treatise. 8. The Arthashastra is thus a mixture of both what we applaud today and what we consider to be reprehensible. Kautilya wrote his book about 2300 years ago when extreme forms of governance were commonplace and the primary task of the ruling monarch was primacy of his state and a policy of expansionism. While Kautilya was quite willing to reward those who served the state, he seemed to have an obsession with using the discipline of the laws to make everything in the kingdom just right. In the Arthashastra, everyday life in all its multifarious activities comes in for careful regulation and adjustment, from the cooking pot to the crown.[20] CHAPTER II METHODOLOGY Statement of the Problem 9. The aim of this paper is to study the teachings of Arthashastra in order to determine its relevance and yield insights into military strategy and warfare with emphasis on counter insurgency and counter terrorism. Hypothesis 10. The concepts of defence and war as enunciated by Kautilya are as relevant in the 21st century as it was in the 3rd century BC. Justification for the Study 11. The Arthashastra is essentially a treatise on the art of government and specially focuses on aspects of internal administration and foreign policy. It has been translated as Science of Politics, Treatise on Polity[23] 12. Two thousand three hundred years ago, Kautilya compiled the Arthashastra and with it he proved to be a kingmaker as he enabled the inception of the Maurya dynasty. The Arthashastra has endured the test of time and it has since withstood the test of credibility. We will be enriching ourselves if we learn and grasp even a fraction of the wisdom that Kautilya embodied. 13. Our ancient scriptures have been neglected and Western principles and teachings propounded in our literature, including military literature due to ignorance of students and insufficient importance by teachers. 14. Kautilyas treatise enraptures in many ways, the complexity of our current world. The problems that existed then, persist in a more widespread and magnified manner in the contemporary world. The principles of Military strategy followed by Kautilya are also relevant in the contemporary world. 15. Study of his military strategy will throw some light on the in-depth knowledge of warfare in ancient India and will provide important lessons for conventional and unconventional warfare in the modern world, besides enhancing understanding and pride in our country and its thinkers. The lecture by Dr Gopalji Malviya, sparked the inquisitiveness and determination to study the Arthashastra. Scope 16. The scope of this paper is restricted to the study and analysis of the aspects related to warfare as enunciated by Kautilya. The study does not include his precepts on the social, political and economical structure of an ideal state. Though Kautilya has treated foreign policy as an important part of warfare, only brief mention where necessary would be made. The famous Mandala theory[24] has hence been consciously left out. Also the actual battle fighting and formations described in detail have been omitted to maintain focus on strategy. The study will cover the relevance of Arthashastra and its importance for modern warfare, counter insurgency and counter terrorism. 17. Though a sincere effort has been made to cover the relevance, trying to expound on Kautilyas immense wisdom presents a remarkable challenge. Therefore, throughout this dissertation the work of Kautilya is quoted to speak for itself. Methods of Data Collection 18. There are a number of books written on Arthashastra. Though some books are in Sanskrit and some are literal translations, some books are available in college library on the Arthashastra notably by LN Rangarajan, R Shamashastry, MV Krishna Rao and Roger Boeshe. Some data is also available on the internet and journals. A bibliography of sources is appended at the end of the paper. Likely sources include the following:- (a) Books written by eminent authors as mentioned above. (b) Papers submitted by researchers. (c) Information available over the internet. (d) Discussions with teachers and professors of history. Dr Gopalji Malviya was gracious enough to grant some valuable time for a one on one discussion. His encouragement, advice and passion for the subject made the research meaningful. Organisation of the Dissertation 19. The dissertation is organised into six chapters. Chapters one and two deal with introducing the subject and the methodology of the research. It is proposed to study the subject under the following heads:- (a) Chapter III Principles of military strategy in Arthashastra. (b) Chapter IV Relevance in 21st century conventional warfare. (c) Chapter V Relevance in fourth generation warfare. (d) Chapter VI Conclusion. CHAPTER III PRINCIPLES OF MILITARY STRATEGY IN ARTHASHASTRA 20. Kautilya has enunciated many military strategies in the Arthashastra. Most importantly he does not seem to have made much distinction between military strategy and that of statecraft. He believed that warfare is an extension and an integral part of statecraft.[25] He has covered an array of strategies over a vast canvas from the actual fighting and planning, to training and deceit. Some of these will be discussed in this chapter. Planning a Campaign 21. Kautilyas most striking doctrine is his discussion of planning a campaign –The activity of one setting out on a campaign deals with the factors to be taken into account before the king (state) decides that it is in the states interest to commence the campaign.[26] Kautilya brings out the various facets of planning a campaign. He enunciates eight factors which are to be critically considered for determining whether a campaign would end in success, prior to making preparations for war. The factors that he considered for a successful campaign included Power (military, intellectual and morale), place and time, revolts and the rebellion in the rear, the calculation of losses, expenses and gains and the likely dangers of treachery. Few of the factors are discussed below:- (a) Power . According to Kautilya, the most important factor is of power. Power included the military might, and the economic strength of the adversary, and also the intellectual power, and t the ability of the enemy to carry out a objective analysis and not to be swayed by emotion or opinions. He even lists out the order of the three constituents of power to be Intellectual power, Military might and Enthusiasm and morale in the decreasing order of importance. Kautilya says that though the mightier king may be endowed with better war machinery and that he can buy heroic fighters, the Power of good analysis and judgement (which include intelligence and the knowledge of politics the two eyes of the king) are superior to sheer military strength. The operational fFactor of fForce as spelt out in present day warfare encompasses the tangible (personnel, weapons, mobility, fire power and logistics) and the intangible elements (leadership, morale, discipline, training, doctrine and motivation).)[30] (b) Place/Terrain [34] is still relevant. (c) Time/ Campaigning Season . Kautilya has laid stress on timing[37] The operational factors in modern warfare give serious consideration to the factor of time. Time has further been divided into preparation time, warning time, reaction time, decision cycle time etc. Durations of the campaign and the interval between two consecutive operations should beare kept short to be maintain a high tempo. This is brought out by Kautilya when he recommends that whenever the king is superior, he shall not waste any time and should proceed against the enemy whenever by doing so the enemy can be weakened or crushed. Due to new technologies the pace of thein present day warfare new technologies are enlarging the area of combat is growing and at the same time compressing the time factor is being compressed. Thus tThe critical evaluation of time, and the various weather parameters and advices such as theand terms for planningfor planning a long, medium and short war as given in the Arthashastra remain relevant even today. (d) Troop Mobilisation . He Kautilya lays down the criterias in great detail which are required for mobilising each kind of troops. like Tthe standing army, is to be chosen if the threat is great and from well trained troops, however the territorial army is to be chosen if the enemy is weak. Tthe militia or is to be mobilised if the enemy is weak and it is only a law and order problem. Ffriendly or allied forces. are to be used when the king and the ally have the same objective. Without any remorse he adds that the jungle tribes should be used when there is a gain to the king, whether they win or lose in fighting the enemy – Just as a Chandala stands to benefit when a wild dog fights a wild boar. Combat potential concept in the present day concepts operational art states that combat potential is converted into Combat power by mobilisation of troops and start of conflict.[40]. He was the first Indian statesman to consider the lower castes to fight wars. (e) Other factors . The other factors he discusses in planning include the revolts and the rebellion in the rear, the calculation of losses, expenses and gains and the likely dangers of treachery. Thus Kautilya has also brought out the fact which present day planners also abide by; of not planning or initiating military action without adequate forces and in the presence of unreasonable military or political constraints. Though most planning is valid only till the first contact with the enemy, still a complex almost mathematical analysis of gains and losses was carried out to justify going to war. (f) Power Place Time relation . The relationship of power, place and time to wage a war had various interpretations during that period. However Kautilya has clearly enunciated that though each of these components is important, none is more important than the other and all are interdependent. The fact that Kautilya understood the concept of space-time-force relationship and dynamics is a revelation. He postulated that only when the king finds that he is superior in power space and time shall he proceed against the enemy. Force is important for a campaign; just as the collision of an unbaked mud-vessel with a similar vessel is destructive to both, so war with an equal king brings ruin to bothplace (space) is important as a dog, seated in a convenient place, can drag a crocodile and a crocodile in low ground can drag a dogtime is critical as during the daytime the crow kills the owl and at night the owl the crow.[41]His analysis of Force-Space-Time in the quote shows that the correct forces need to be deployed in the correct terrain at a time of their choosing for maximum effect. The analogy of the crocodile being dragged by a dog would refer to a vastly superior force being inexorably drawn away from their base into an area of operations that is favourable to the smaller enemy (large conventional forces fighting insurgents in urban areas). All the factors listed by Kautilya need to be considered whilst planning a modern day conventional or unconventional campaign. Internal Security 22. Physical Security . The security of own kingdom consisted of physical security and also the capability to prevent treachery, revolts and rebellion.[42] The frontier post and forts (consisting of mountains, rivers, jungle and deserts) provided physical security. The details of fortifications are placed at the Appendix _______. Thus the importance given to internal security was immense. Demobilisation of troops was carried out in times of peace to save money and they were mobilised again for conquests. However the forces guarding the forts, royal property and the kings own guards were never disbanded, thus ensuring the importance of internal security. Besides Kautilya was extremely wary of revolts, rebellion and the ability of spies trying to influence the people by wrong newstreachery. 23. Control Over Army . Various means were utilised by the king to maintain control over his army including the Chiefs of Army such as paying them well, keeping them under surveillance and testing their integrity to prevent any rebellion.. Some of these measures including shrewd and ruthless ones are enumerated below:- (a) Those suspected of treachery were posted to remote areas while their families were kept in the capital as hostages. (e) They were paid well to prevent them from being tempted by bribes by the enemy. (f) They were kept under surveillance of clandestine agents, especially to see that they did not succumb to the instigations of the enemy. (g) Their integrity was tested to weed out the cowardly. Also the (h) Tthe wings of the Army were kept under the control of more than one chief so that mutual fear and suspicion would ensure their loyalty. Imperativeness of Security . Kautilya believed that offensive action is based on defensive power. His insistence of for internal security clearly underlined underlines the fact that before forces are committed to the main task all own vital and vulnerable targets should be secured. In fact he even advices the king to keep the treasury and army under his control. In case of a threat of revolt, Kautilya advices the king,not to remain behind in the capital and to allow his Commander to lead a campaign and to leave it to his Commander and remain behind in the capital, .in case of a threat of revolt. 24. This coupled with the fact that he attached great importance to controlling his army brings out the fact that internal security must be the sound foundation for a successful campaign. 25. Threat of Coup . Kautilya advised the king not to leave military matters entirely to others and be involved in it. He paid great importance to the training of the army and to the loyalty of the soldiers. Towards this he advocated the use of spies especially from threat of a coup. Kautilya recommended that secret agents, prostitutes, artisans and actors as well as elders of the army should ascertain with diligence, the loyalty or disloyalty of soldiers.[43] Types of Warfare 26. According to Kautilya, the king had two main responsibilities which included the protection of own state from external aggression and enlargement of territory by conquest[46] as follows:- (a) Mantrayuddha or War by Counsel . This is the exercise of diplomacy to win wars. This is to be utilised when the king is in a weaker position and engaging in battle would not be wise or beneficial. (b) Prakasayuddha or Open Warfare . This is the form of normal warfare which follows all laid down rules of fighting a battle. Open warfare, Kautilya declared, is most righteous,'[48] This was quite unlike the teachings in the Indian epics which emphasised the Dharmayudha or ethical warfare. (c ) Kutayuddha or C oncealed W arfare . This form of warfare includes psychological warfare and treachery in the enemys camp. Also known as Guerrilla warfare.[49] The Chinese civil war by the Peoples Liberation Army, the Vietcong in the Vietnam war, the Kosovo Liberation Army in Kosovo are examples of using mobile military tactics to defeat a stronger force. and guerrilla warfare. (d) Gudayuddha or Clandestine / Silent War . This type of war is waged by covert means to achieve the objective. It includes means to win without fighting the battle by means such as assassinating the enemy. Also called silent war, it is a kind of warfare with another kingdom in which the king and his ministers—and unknowingly, the people—all act publicly as if they were at peace with the opposing kingdom, but all the while secret agents and spies are assassinating important leaders in the other kingdom, creating divisions among key ministers and classes, and spreading propaganda and disinformation.[52] Military Organisation 27. The military organisation is covered in great detail in Arthashastra. Maintenance of the states armies, troops and the organisational structure[55] 28. Managing the Army . He further warns against calamities which adversely affect the functioning of the army which include not giving due honours, not paid sufficiently, low in morale etc. Kautilya states that armies should never be abandoned, left leaderless or totally merged into someone elses army.ItThe army should always have adequate reinforcements[56]. He further warns against calamities which adversely affect the functioning of the army. He includes many factors such as not giving due honours, not paid sufficiently, low in morale, an angry army, a dispersed one, having to fight in an unsuitable terrain or season, an army which has been encircled, obstructed or cut off from reinforcements and supplies and most importantly one without leaders. He makes an incisive observation when he states that an unhonoured army, an unpaid army an exhausted army will fight if honoured, paid and allowed to relax respectively but a dishonoured army with resentment in its heart will not do so. He further gives importa nce to leadership qualities by stating that an army repulsed will fight if rallied by heroic men unlike an army abandoned by its chief. This is as true today, even in the age of C4ISR. and where troops or ships are spread across the globe. It is an accepted fact that in the absence of an inspired leader victory goes to the stronger (numerically superior) side. He also adds that even if the army faces extreme reverses like loss of capital or death of a commander it will still fight unless they are cut off from their king and leader. He stated the pre requisite for an effective leader which is true even today that he should keep in mind two fundamental elements, the mission and the people. The king is advised to guard his army against troubles created by the enemy and told to strike at the weak points of the enemys army similar to the critical vulnerabilities in JOPP. Algorithim of Victory. 29. When two kings are at war, he advises his king to sue for peace with a stronger king, accept the peace offer of a equally strong king and to destroy the weaker king.[59] Oligarchies / Coalitions 30. A whole section is dedicated to oligarchies or confederacy. In the present world such a communion is exhibited by coalition forces. While accepting that these coalitions are strong entities he frames various means to fight and put up resistance against them. As an oligarchy is defined as a unassailable cohesive unit, sowing dissension, using deceit, treachery and playing on the differences amongst them has been suggested as measures to defeat them. In the present world, the attempt to break the coalition by Iraqi dictator Saddam Hussein is an example of this tactics.[60] Strategies for Weak King 31. Kautilya has written extensively on the response of a weak king when being attacked by a stronger king. When confronted by a superior power Kautilya advices the weak king to find a way to survive to fight another day, preserving his body, not wealth; for, what regret can there be for wealth that is impermanent?[61] Kautilya did not however expect the weak king to give in to the conqueror without a fight and recommended various measures which included use of diplomatic or concealed warfare and instigating a revolt in the enemy camp.As a desperate measure he even advocated a powerful speech offering a mixture of moral exhortation and arguments to be given to the superior king. People and Popular Support 32. Kautilya maintained that people were more important than forts and armies. As he put it, one should only seek a fortress with men.[62] Kautilya urged the king to be popular with the people and to endeavour to secure the welfare of his subjects. The Arthashastra has emphasised on not causing harm even to the subjects of the enemy king. In fact extra ordinary measures are recommended to win over the people of the enemy land. Their customs had to be respected and their gods had to be revered by the new king. After the war, carrying away loot was forbidden. 33. The important six fold foreign policy[63] has been left out due to dissertation restrictions. The gamut of strategies from the planning aspects, the types of war to the very crucial support of the people will be will be contextually examined for their relevance in the next chapters. CHAPTER IV RELEVANCE IN 21 ST CENTURY CONVENTIONAL WARFARE 34. Realist School . In this chapter the present day conventional warfare will be examined as seen through the prism of Kautilya. Kautilya is widely known to have preached the Realist School of thought which advised rulers to maximise power through political rather than military means. He preached that the ends justified the means including the use of ruse, deceit[66] 35. Role and Mission . In an increasingly complex world, the missions of the armed forces are correspondingly more diverse and complex than ever before. In times of peace and tension, the armed forces are a powerful instrument of the nations foreign policy.[67] In times of crisis and conflict, they are the foremost expression of the nations will and intent. Suffice to say that the expectations of a nation from its military are diverse and wide-ranging. Therefore, modern warfare is not restricted to war alone. Rather, they encompass the military, political, economic and the diplomatic aspects. 36. Nature of War . War or conflict has two different characteristics. One, which represents progress and change, and the other, which represents constancy and permanency. On one hand, the dynamics of progress and change depend much upon a commanders imagination, innovativeness, grasp of technology and complexity. While on the other, the Arthashastra is testimony to the constant and unchanging nature of war. Studies of military history show that certain features constantly recur; that certain relations between type of action and success often remain the same; that certain circumstances and moments have time and time again, proved decisive. Past being the prologue of future, underscores the relevance and significance of studies of military history such as propagated by the Arthashastra. Joint Intelligence Preparation of Operational Environment 37. Factor of Space . The relevance and importance of planning in present day warfare is evident by the stress on the use of Appreciation and now on CES and JOPP. The fact that these instruments allow detailed planning to foresee almost every eventuality justifies the shift to newer instruments like JOPP. The identification of the Area of Operations (AO) and the Area of interest (AI) constitute the first steps towards planning the battle space. Detailed analysis is thereafter carried out as also put forth in the Arthashastra on the factor of space. The weather, terrain and geography are given importance besides factors like demography, economy, natural resources and economy. 38. Factor of Time . The factor of time is used to analyse the time factor to own and enemy forces with respect to preparation time, reaction time, transit and deployment time to name a few. As emphasised by Kautilya, one of the most important factors related to time is to determine the duration of the war. Incorrect understanding of this vital factor can have serious repercussions on force planning, doctrine and outcome of war. The 1967 Arab –Israel war was swiftly accomplished in six days, one day longer than that was planned. The factor of time was adequately planned for by the Israeli forces. Another critical factor related to time brought out by Kautilya is the weather. The detailed planning carried out to predict the correct weather during Normandy landing emphasises this fact. Any mistakes would have been catastrophic for over two million allied troops. 39. Factor Force . The factor of force includes all sources of military power. Though military theory cites a force ratio of three to one between attacker and defender, the quality of weapons and intangibles like morale and psychological factors can play a decisive role. Military cohesion or the bonding together of individuals is an important factor as can be seen in the cohesion at unit levels. Sections of the army should consist mostly of persons from the same region, caste or profession. Kautilya was suggesting that men of an army should know one another and that an army of friends fighting side by side is the most difficult to defeat.[68] The factor of force involves identifying and evaluating the enemys forces and its capabilities, limitations, doctrines, techniques and procedures. The relative Combat power and potential is also brought out in this step. 40. Inter dependence of Factors . The interrelation and correlation of the space-time-force as put forth by Kautilya is the essence of the entire step. Thus planning for conventional war has changed little especially with respect to these basic factors. Internal Security 41. Presently, national and international interests have become vulnerable, with no clear indication of how they can best be protected[70] Open War 42. Conventional warfare espouses the use of Open warfare as Kautilya named it. The Arthashastra describes in great detail the standard battle-arrays and its composition, the types of arrays and the reasons for choosing them. Great emphasis is placed on reserves behind every battle-array and this is where the king stations himself. Preference for mountains or forts to station the reserves is shown. Military Organisation 43. The organisation as laid down by Kautilya catered for civil supremacy and ensured effective coordination between the various components of the Army.[73] Economic Pressures 44. While planning an operation and deciding whom to attack Kautilya advices to ensure that the gains outweigh the losses. While discussing gains he talks about the importance of enemys mines, productive forests, elephants, water works and trade routes. Oil is the subject of much dispute today. Oil resources were the bone of contention during wars with Iraq in 1990 and 2003[76] predicts a series of wars between economies that have stepped into the information age (third wave) and those still in the industrial age (second wave). The Gulf War to a great extent proves the theory of Toffler and what Kautilya always believed that wars will occur for economic reasons. Death-Ground Strategy [77] 45. When survival is at stake, the soldiers are strongly motivated as it is a matter of life and death. The Soviets fought in World War II for their survival. Arthashastra addresses this fact when Kautilya advices to let the enemy soldiers know that the defeated soldiers would not face reprisals. After such humanitarian policies toward the defeated populace have become widely known, ordinary enemy soldiers will surrender in great numbers. By contrast, if a king announces that he will massacre every soldier, then all will fight to the death. He added that a broken enemy should not be harassed. Similarly, he advised that to fight with brave men who have given up all hope of life is a rash deed.[78] People Power 46. The support of the population is an essential requirement in the present age for going to war and for supporting its sustenance. Failure or setbacks in war can have a harmful impact on the commitment of the population to back the policy, and drastic action is often required to restore confidence. During the Falklands War, for example, the British Prime Minister, Mrs Thatcher demanded some operational success to offset the impact on public morale and support for the war after the loss of HMS Sheffield to an Argentinean Exocet missile, against better military judgement[79] Decline of Conventional War 47. Conventional wars or Open wars, have become the exception rather than rule after the second world war.[82] Relevance of Kautilya 48. Kautilya in his treatise has already put forth an elaborate and systematic plan of action for conventional war. Studies and analyses of wars tend to deeply influence military thought, doctrines, concepts, war-games and principles of war. As a result, more often than not, strategies and tactics employed in the later wars have been influenced by those employed in the previous ones. Therefore the study of the Arthashastra should be encouraged (to prevent reinventing the wheel) and the planners and tacticians should put into practise the valuable teachings of Arthashastra. CHAPTER V RELEVANCE OF ARTHASHASTRA IN FOURTH GENERATION WARFARE 49. Fourth generation warfare(4GW) . [87] 50. Kautiliyan Insights . The Indian Army and lately the Indian Navy (to some extent) are engaged in an ideology based counter-insurgency and counter-terrorism campaign. In order to succeed, a deep understanding of the historic template and strategic culture of the ene Arthashastra and Its Relevance in Modern Warfare Arthashastra and Its Relevance in Modern Warfare Arthashastra and its relevance in modern warfare and counterinsurgency/counterterrorism philosophy INTRODUCTION SITUATING THE ARTHASHASTRA Historical Background 1. Kautilya, also known as Chanakya or Vishnugupta[5] 2. Artha[8] Arthashastra Overview 3. Written about 300 B.C., Kautilyas work was pitched to teach with the various intricacies of governance and politics to the king.[11] 4. Books of Treatise The Arthashastra is divided into 15 books, 150 chapters, 180 sections and 6,000 slokas.[13] 5. Science of Arthashastra Kautilya believed that a rulers duties included the internal administration of the country, protection of the state from external aggression, maintenance of law and order within the state, and the welfare of the people. New territory had to be acquired by alliance or conquest for the prosperity of the state and also in the political environment existing then, which had many kings, anyone content with his own territory was likely to fall prey to hedgemonistic ambitions of the other. 6. Spectrum of Arthashastra Kautilya argued that a nation could never achieve prosperity under a foreign ruler; indicating that independence was a pre-requisite for prosperity and economic progress. At the macro level, the Arthashastra covers the entire gamut of human society, the establishment and continuance of a nation state, foreign policy, war, civil law and economics. At the other end of the spectrum, the book delves into the building blocks of a society by clearly defining standardised weights[18] 7. National Security Kautilya insisted that all threats to national security must be eliminated at any cost to the state, while no enemy must be privy to the inner machinations and processes of ones own state – Like a tortoise, the king (state) shall draw in any limb of his that is exposed.[19] Internal stability was the harbinger of economic well being. However, to maintain internal and external security, Kautilya proposed a massive network of spies and agents operating within the state and also in surrounding and enemy states. Detailed descriptions of espionage and counter-espionage activities, physical punishments and torture for internal security set this work apart from any other political treatise. 8. The Arthashastra is thus a mixture of both what we applaud today and what we consider to be reprehensible. Kautilya wrote his book about 2300 years ago when extreme forms of governance were commonplace and the primary task of the ruling monarch was primacy of his state and a policy of expansionism. While Kautilya was quite willing to reward those who served the state, he seemed to have an obsession with using the discipline of the laws to make everything in the kingdom just right. In the Arthashastra, everyday life in all its multifarious activities comes in for careful regulation and adjustment, from the cooking pot to the crown.[20] CHAPTER II METHODOLOGY Statement of the Problem 9. The aim of this paper is to study the teachings of Arthashastra in order to determine its relevance and yield insights into military strategy and warfare with emphasis on counter insurgency and counter terrorism. Hypothesis 10. The concepts of defence and war as enunciated by Kautilya are as relevant in the 21st century as it was in the 3rd century BC. Justification for the Study 11. The Arthashastra is essentially a treatise on the art of government and specially focuses on aspects of internal administration and foreign policy. It has been translated as Science of Politics, Treatise on Polity[23] 12. Two thousand three hundred years ago, Kautilya compiled the Arthashastra and with it he proved to be a kingmaker as he enabled the inception of the Maurya dynasty. The Arthashastra has endured the test of time and it has since withstood the test of credibility. We will be enriching ourselves if we learn and grasp even a fraction of the wisdom that Kautilya embodied. 13. Our ancient scriptures have been neglected and Western principles and teachings propounded in our literature, including military literature due to ignorance of students and insufficient importance by teachers. 14. Kautilyas treatise enraptures in many ways, the complexity of our current world. The problems that existed then, persist in a more widespread and magnified manner in the contemporary world. The principles of Military strategy followed by Kautilya are also relevant in the contemporary world. 15. Study of his military strategy will throw some light on the in-depth knowledge of warfare in ancient India and will provide important lessons for conventional and unconventional warfare in the modern world, besides enhancing understanding and pride in our country and its thinkers. The lecture by Dr Gopalji Malviya, sparked the inquisitiveness and determination to study the Arthashastra. Scope 16. The scope of this paper is restricted to the study and analysis of the aspects related to warfare as enunciated by Kautilya. The study does not include his precepts on the social, political and economical structure of an ideal state. Though Kautilya has treated foreign policy as an important part of warfare, only brief mention where necessary would be made. The famous Mandala theory[24] has hence been consciously left out. Also the actual battle fighting and formations described in detail have been omitted to maintain focus on strategy. The study will cover the relevance of Arthashastra and its importance for modern warfare, counter insurgency and counter terrorism. 17. Though a sincere effort has been made to cover the relevance, trying to expound on Kautilyas immense wisdom presents a remarkable challenge. Therefore, throughout this dissertation the work of Kautilya is quoted to speak for itself. Methods of Data Collection 18. There are a number of books written on Arthashastra. Though some books are in Sanskrit and some are literal translations, some books are available in college library on the Arthashastra notably by LN Rangarajan, R Shamashastry, MV Krishna Rao and Roger Boeshe. Some data is also available on the internet and journals. A bibliography of sources is appended at the end of the paper. Likely sources include the following:- (a) Books written by eminent authors as mentioned above. (b) Papers submitted by researchers. (c) Information available over the internet. (d) Discussions with teachers and professors of history. Dr Gopalji Malviya was gracious enough to grant some valuable time for a one on one discussion. His encouragement, advice and passion for the subject made the research meaningful. Organisation of the Dissertation 19. The dissertation is organised into six chapters. Chapters one and two deal with introducing the subject and the methodology of the research. It is proposed to study the subject under the following heads:- (a) Chapter III Principles of military strategy in Arthashastra. (b) Chapter IV Relevance in 21st century conventional warfare. (c) Chapter V Relevance in fourth generation warfare. (d) Chapter VI Conclusion. CHAPTER III PRINCIPLES OF MILITARY STRATEGY IN ARTHASHASTRA 20. Kautilya has enunciated many military strategies in the Arthashastra. Most importantly he does not seem to have made much distinction between military strategy and that of statecraft. He believed that warfare is an extension and an integral part of statecraft.[25] He has covered an array of strategies over a vast canvas from the actual fighting and planning, to training and deceit. Some of these will be discussed in this chapter. Planning a Campaign 21. Kautilyas most striking doctrine is his discussion of planning a campaign –The activity of one setting out on a campaign deals with the factors to be taken into account before the king (state) decides that it is in the states interest to commence the campaign.[26] Kautilya brings out the various facets of planning a campaign. He enunciates eight factors which are to be critically considered for determining whether a campaign would end in success, prior to making preparations for war. The factors that he considered for a successful campaign included Power (military, intellectual and morale), place and time, revolts and the rebellion in the rear, the calculation of losses, expenses and gains and the likely dangers of treachery. Few of the factors are discussed below:- (a) Power . According to Kautilya, the most important factor is of power. Power included the military might, and the economic strength of the adversary, and also the intellectual power, and t the ability of the enemy to carry out a objective analysis and not to be swayed by emotion or opinions. He even lists out the order of the three constituents of power to be Intellectual power, Military might and Enthusiasm and morale in the decreasing order of importance. Kautilya says that though the mightier king may be endowed with better war machinery and that he can buy heroic fighters, the Power of good analysis and judgement (which include intelligence and the knowledge of politics the two eyes of the king) are superior to sheer military strength. The operational fFactor of fForce as spelt out in present day warfare encompasses the tangible (personnel, weapons, mobility, fire power and logistics) and the intangible elements (leadership, morale, discipline, training, doctrine and motivation).)[30] (b) Place/Terrain [34] is still relevant. (c) Time/ Campaigning Season . Kautilya has laid stress on timing[37] The operational factors in modern warfare give serious consideration to the factor of time. Time has further been divided into preparation time, warning time, reaction time, decision cycle time etc. Durations of the campaign and the interval between two consecutive operations should beare kept short to be maintain a high tempo. This is brought out by Kautilya when he recommends that whenever the king is superior, he shall not waste any time and should proceed against the enemy whenever by doing so the enemy can be weakened or crushed. Due to new technologies the pace of thein present day warfare new technologies are enlarging the area of combat is growing and at the same time compressing the time factor is being compressed. Thus tThe critical evaluation of time, and the various weather parameters and advices such as theand terms for planningfor planning a long, medium and short war as given in the Arthashastra remain relevant even today. (d) Troop Mobilisation . He Kautilya lays down the criterias in great detail which are required for mobilising each kind of troops. like Tthe standing army, is to be chosen if the threat is great and from well trained troops, however the territorial army is to be chosen if the enemy is weak. Tthe militia or is to be mobilised if the enemy is weak and it is only a law and order problem. Ffriendly or allied forces. are to be used when the king and the ally have the same objective. Without any remorse he adds that the jungle tribes should be used when there is a gain to the king, whether they win or lose in fighting the enemy – Just as a Chandala stands to benefit when a wild dog fights a wild boar. Combat potential concept in the present day concepts operational art states that combat potential is converted into Combat power by mobilisation of troops and start of conflict.[40]. He was the first Indian statesman to consider the lower castes to fight wars. (e) Other factors . The other factors he discusses in planning include the revolts and the rebellion in the rear, the calculation of losses, expenses and gains and the likely dangers of treachery. Thus Kautilya has also brought out the fact which present day planners also abide by; of not planning or initiating military action without adequate forces and in the presence of unreasonable military or political constraints. Though most planning is valid only till the first contact with the enemy, still a complex almost mathematical analysis of gains and losses was carried out to justify going to war. (f) Power Place Time relation . The relationship of power, place and time to wage a war had various interpretations during that period. However Kautilya has clearly enunciated that though each of these components is important, none is more important than the other and all are interdependent. The fact that Kautilya understood the concept of space-time-force relationship and dynamics is a revelation. He postulated that only when the king finds that he is superior in power space and time shall he proceed against the enemy. Force is important for a campaign; just as the collision of an unbaked mud-vessel with a similar vessel is destructive to both, so war with an equal king brings ruin to bothplace (space) is important as a dog, seated in a convenient place, can drag a crocodile and a crocodile in low ground can drag a dogtime is critical as during the daytime the crow kills the owl and at night the owl the crow.[41]His analysis of Force-Space-Time in the quote shows that the correct forces need to be deployed in the correct terrain at a time of their choosing for maximum effect. The analogy of the crocodile being dragged by a dog would refer to a vastly superior force being inexorably drawn away from their base into an area of operations that is favourable to the smaller enemy (large conventional forces fighting insurgents in urban areas). All the factors listed by Kautilya need to be considered whilst planning a modern day conventional or unconventional campaign. Internal Security 22. Physical Security . The security of own kingdom consisted of physical security and also the capability to prevent treachery, revolts and rebellion.[42] The frontier post and forts (consisting of mountains, rivers, jungle and deserts) provided physical security. The details of fortifications are placed at the Appendix _______. Thus the importance given to internal security was immense. Demobilisation of troops was carried out in times of peace to save money and they were mobilised again for conquests. However the forces guarding the forts, royal property and the kings own guards were never disbanded, thus ensuring the importance of internal security. Besides Kautilya was extremely wary of revolts, rebellion and the ability of spies trying to influence the people by wrong newstreachery. 23. Control Over Army . Various means were utilised by the king to maintain control over his army including the Chiefs of Army such as paying them well, keeping them under surveillance and testing their integrity to prevent any rebellion.. Some of these measures including shrewd and ruthless ones are enumerated below:- (a) Those suspected of treachery were posted to remote areas while their families were kept in the capital as hostages. (e) They were paid well to prevent them from being tempted by bribes by the enemy. (f) They were kept under surveillance of clandestine agents, especially to see that they did not succumb to the instigations of the enemy. (g) Their integrity was tested to weed out the cowardly. Also the (h) Tthe wings of the Army were kept under the control of more than one chief so that mutual fear and suspicion would ensure their loyalty. Imperativeness of Security . Kautilya believed that offensive action is based on defensive power. His insistence of for internal security clearly underlined underlines the fact that before forces are committed to the main task all own vital and vulnerable targets should be secured. In fact he even advices the king to keep the treasury and army under his control. In case of a threat of revolt, Kautilya advices the king,not to remain behind in the capital and to allow his Commander to lead a campaign and to leave it to his Commander and remain behind in the capital, .in case of a threat of revolt. 24. This coupled with the fact that he attached great importance to controlling his army brings out the fact that internal security must be the sound foundation for a successful campaign. 25. Threat of Coup . Kautilya advised the king not to leave military matters entirely to others and be involved in it. He paid great importance to the training of the army and to the loyalty of the soldiers. Towards this he advocated the use of spies especially from threat of a coup. Kautilya recommended that secret agents, prostitutes, artisans and actors as well as elders of the army should ascertain with diligence, the loyalty or disloyalty of soldiers.[43] Types of Warfare 26. According to Kautilya, the king had two main responsibilities which included the protection of own state from external aggression and enlargement of territory by conquest[46] as follows:- (a) Mantrayuddha or War by Counsel . This is the exercise of diplomacy to win wars. This is to be utilised when the king is in a weaker position and engaging in battle would not be wise or beneficial. (b) Prakasayuddha or Open Warfare . This is the form of normal warfare which follows all laid down rules of fighting a battle. Open warfare, Kautilya declared, is most righteous,'[48] This was quite unlike the teachings in the Indian epics which emphasised the Dharmayudha or ethical warfare. (c ) Kutayuddha or C oncealed W arfare . This form of warfare includes psychological warfare and treachery in the enemys camp. Also known as Guerrilla warfare.[49] The Chinese civil war by the Peoples Liberation Army, the Vietcong in the Vietnam war, the Kosovo Liberation Army in Kosovo are examples of using mobile military tactics to defeat a stronger force. and guerrilla warfare. (d) Gudayuddha or Clandestine / Silent War . This type of war is waged by covert means to achieve the objective. It includes means to win without fighting the battle by means such as assassinating the enemy. Also called silent war, it is a kind of warfare with another kingdom in which the king and his ministers—and unknowingly, the people—all act publicly as if they were at peace with the opposing kingdom, but all the while secret agents and spies are assassinating important leaders in the other kingdom, creating divisions among key ministers and classes, and spreading propaganda and disinformation.[52] Military Organisation 27. The military organisation is covered in great detail in Arthashastra. Maintenance of the states armies, troops and the organisational structure[55] 28. Managing the Army . He further warns against calamities which adversely affect the functioning of the army which include not giving due honours, not paid sufficiently, low in morale etc. Kautilya states that armies should never be abandoned, left leaderless or totally merged into someone elses army.ItThe army should always have adequate reinforcements[56]. He further warns against calamities which adversely affect the functioning of the army. He includes many factors such as not giving due honours, not paid sufficiently, low in morale, an angry army, a dispersed one, having to fight in an unsuitable terrain or season, an army which has been encircled, obstructed or cut off from reinforcements and supplies and most importantly one without leaders. He makes an incisive observation when he states that an unhonoured army, an unpaid army an exhausted army will fight if honoured, paid and allowed to relax respectively but a dishonoured army with resentment in its heart will not do so. He further gives importa nce to leadership qualities by stating that an army repulsed will fight if rallied by heroic men unlike an army abandoned by its chief. This is as true today, even in the age of C4ISR. and where troops or ships are spread across the globe. It is an accepted fact that in the absence of an inspired leader victory goes to the stronger (numerically superior) side. He also adds that even if the army faces extreme reverses like loss of capital or death of a commander it will still fight unless they are cut off from their king and leader. He stated the pre requisite for an effective leader which is true even today that he should keep in mind two fundamental elements, the mission and the people. The king is advised to guard his army against troubles created by the enemy and told to strike at the weak points of the enemys army similar to the critical vulnerabilities in JOPP. Algorithim of Victory. 29. When two kings are at war, he advises his king to sue for peace with a stronger king, accept the peace offer of a equally strong king and to destroy the weaker king.[59] Oligarchies / Coalitions 30. A whole section is dedicated to oligarchies or confederacy. In the present world such a communion is exhibited by coalition forces. While accepting that these coalitions are strong entities he frames various means to fight and put up resistance against them. As an oligarchy is defined as a unassailable cohesive unit, sowing dissension, using deceit, treachery and playing on the differences amongst them has been suggested as measures to defeat them. In the present world, the attempt to break the coalition by Iraqi dictator Saddam Hussein is an example of this tactics.[60] Strategies for Weak King 31. Kautilya has written extensively on the response of a weak king when being attacked by a stronger king. When confronted by a superior power Kautilya advices the weak king to find a way to survive to fight another day, preserving his body, not wealth; for, what regret can there be for wealth that is impermanent?[61] Kautilya did not however expect the weak king to give in to the conqueror without a fight and recommended various measures which included use of diplomatic or concealed warfare and instigating a revolt in the enemy camp.As a desperate measure he even advocated a powerful speech offering a mixture of moral exhortation and arguments to be given to the superior king. People and Popular Support 32. Kautilya maintained that people were more important than forts and armies. As he put it, one should only seek a fortress with men.[62] Kautilya urged the king to be popular with the people and to endeavour to secure the welfare of his subjects. The Arthashastra has emphasised on not causing harm even to the subjects of the enemy king. In fact extra ordinary measures are recommended to win over the people of the enemy land. Their customs had to be respected and their gods had to be revered by the new king. After the war, carrying away loot was forbidden. 33. The important six fold foreign policy[63] has been left out due to dissertation restrictions. The gamut of strategies from the planning aspects, the types of war to the very crucial support of the people will be will be contextually examined for their relevance in the next chapters. CHAPTER IV RELEVANCE IN 21 ST CENTURY CONVENTIONAL WARFARE 34. Realist School . In this chapter the present day conventional warfare will be examined as seen through the prism of Kautilya. Kautilya is widely known to have preached the Realist School of thought which advised rulers to maximise power through political rather than military means. He preached that the ends justified the means including the use of ruse, deceit[66] 35. Role and Mission . In an increasingly complex world, the missions of the armed forces are correspondingly more diverse and complex than ever before. In times of peace and tension, the armed forces are a powerful instrument of the nations foreign policy.[67] In times of crisis and conflict, they are the foremost expression of the nations will and intent. Suffice to say that the expectations of a nation from its military are diverse and wide-ranging. Therefore, modern warfare is not restricted to war alone. Rather, they encompass the military, political, economic and the diplomatic aspects. 36. Nature of War . War or conflict has two different characteristics. One, which represents progress and change, and the other, which represents constancy and permanency. On one hand, the dynamics of progress and change depend much upon a commanders imagination, innovativeness, grasp of technology and complexity. While on the other, the Arthashastra is testimony to the constant and unchanging nature of war. Studies of military history show that certain features constantly recur; that certain relations between type of action and success often remain the same; that certain circumstances and moments have time and time again, proved decisive. Past being the prologue of future, underscores the relevance and significance of studies of military history such as propagated by the Arthashastra. Joint Intelligence Preparation of Operational Environment 37. Factor of Space . The relevance and importance of planning in present day warfare is evident by the stress on the use of Appreciation and now on CES and JOPP. The fact that these instruments allow detailed planning to foresee almost every eventuality justifies the shift to newer instruments like JOPP. The identification of the Area of Operations (AO) and the Area of interest (AI) constitute the first steps towards planning the battle space. Detailed analysis is thereafter carried out as also put forth in the Arthashastra on the factor of space. The weather, terrain and geography are given importance besides factors like demography, economy, natural resources and economy. 38. Factor of Time . The factor of time is used to analyse the time factor to own and enemy forces with respect to preparation time, reaction time, transit and deployment time to name a few. As emphasised by Kautilya, one of the most important factors related to time is to determine the duration of the war. Incorrect understanding of this vital factor can have serious repercussions on force planning, doctrine and outcome of war. The 1967 Arab –Israel war was swiftly accomplished in six days, one day longer than that was planned. The factor of time was adequately planned for by the Israeli forces. Another critical factor related to time brought out by Kautilya is the weather. The detailed planning carried out to predict the correct weather during Normandy landing emphasises this fact. Any mistakes would have been catastrophic for over two million allied troops. 39. Factor Force . The factor of force includes all sources of military power. Though military theory cites a force ratio of three to one between attacker and defender, the quality of weapons and intangibles like morale and psychological factors can play a decisive role. Military cohesion or the bonding together of individuals is an important factor as can be seen in the cohesion at unit levels. Sections of the army should consist mostly of persons from the same region, caste or profession. Kautilya was suggesting that men of an army should know one another and that an army of friends fighting side by side is the most difficult to defeat.[68] The factor of force involves identifying and evaluating the enemys forces and its capabilities, limitations, doctrines, techniques and procedures. The relative Combat power and potential is also brought out in this step. 40. Inter dependence of Factors . The interrelation and correlation of the space-time-force as put forth by Kautilya is the essence of the entire step. Thus planning for conventional war has changed little especially with respect to these basic factors. Internal Security 41. Presently, national and international interests have become vulnerable, with no clear indication of how they can best be protected[70] Open War 42. Conventional warfare espouses the use of Open warfare as Kautilya named it. The Arthashastra describes in great detail the standard battle-arrays and its composition, the types of arrays and the reasons for choosing them. Great emphasis is placed on reserves behind every battle-array and this is where the king stations himself. Preference for mountains or forts to station the reserves is shown. Military Organisation 43. The organisation as laid down by Kautilya catered for civil supremacy and ensured effective coordination between the various components of the Army.[73] Economic Pressures 44. While planning an operation and deciding whom to attack Kautilya advices to ensure that the gains outweigh the losses. While discussing gains he talks about the importance of enemys mines, productive forests, elephants, water works and trade routes. Oil is the subject of much dispute today. Oil resources were the bone of contention during wars with Iraq in 1990 and 2003[76] predicts a series of wars between economies that have stepped into the information age (third wave) and those still in the industrial age (second wave). The Gulf War to a great extent proves the theory of Toffler and what Kautilya always believed that wars will occur for economic reasons. Death-Ground Strategy [77] 45. When survival is at stake, the soldiers are strongly motivated as it is a matter of life and death. The Soviets fought in World War II for their survival. Arthashastra addresses this fact when Kautilya advices to let the enemy soldiers know that the defeated soldiers would not face reprisals. After such humanitarian policies toward the defeated populace have become widely known, ordinary enemy soldiers will surrender in great numbers. By contrast, if a king announces that he will massacre every soldier, then all will fight to the death. He added that a broken enemy should not be harassed. Similarly, he advised that to fight with brave men who have given up all hope of life is a rash deed.[78] People Power 46. The support of the population is an essential requirement in the present age for going to war and for supporting its sustenance. Failure or setbacks in war can have a harmful impact on the commitment of the population to back the policy, and drastic action is often required to restore confidence. During the Falklands War, for example, the British Prime Minister, Mrs Thatcher demanded some operational success to offset the impact on public morale and support for the war after the loss of HMS Sheffield to an Argentinean Exocet missile, against better military judgement[79] Decline of Conventional War 47. Conventional wars or Open wars, have become the exception rather than rule after the second world war.[82] Relevance of Kautilya 48. Kautilya in his treatise has already put forth an elaborate and systematic plan of action for conventional war. Studies and analyses of wars tend to deeply influence military thought, doctrines, concepts, war-games and principles of war. As a result, more often than not, strategies and tactics employed in the later wars have been influenced by those employed in the previous ones. Therefore the study of the Arthashastra should be encouraged (to prevent reinventing the wheel) and the planners and tacticians should put into practise the valuable teachings of Arthashastra. CHAPTER V RELEVANCE OF ARTHASHASTRA IN FOURTH GENERATION WARFARE 49. Fourth generation warfare(4GW) . [87] 50. Kautiliyan Insights . The Indian Army and lately the Indian Navy (to some extent) are engaged in an ideology based counter-insurgency and counter-terrorism campaign. In order to succeed, a deep understanding of the historic template and strategic culture of the ene