rana n Jr
Dev – a righteous cop and Raghini – a classical dancer get married. Soon they move together to the deep-rooted region of Lal Maati, a rural town in North India.
This place has no regards for the police and court law, but in the hands of Beera (Abhishek Bacchan). Being a man with his own principles and handling the issues down his way (partially based on Maoist groups), he has no problems until Dev Pratap Sharma enters his way.
On a mission to put an end to Beera’s realms, Dev tears the things down as it leads to unexpected twists with shocking and surprising turns.
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Much awaited Movie of this year “RAAVAN” which is mani sir’s dream project kind of movie.Got Raavan’s Censor Report long back ,But thought not to post it so early.At last movie releasing tomorrow..So wanna share some report of Raavan with u ..
The film revolves around three characters: Beera (Abhishek Bachchan), Ragini (Aishwarya Rai Bachchan) and Dev Pratap Sharma (Vikram)…
The scenes between Priyamani and abhishek bachan heart-binding scenes will surely will attract audience..Even the scene Abhi proposes Ash is well picturized..
Plus points of the movie taking of Mani Ratnam Sir the best of his works..The camera work by Sangeeth sivan is too good even Beats Rahman’s audio with superb visuals..
But the man who steals the show is not ash or abhishek its South Indian actor Chiyaan Vikram. He is fit and more perfect and this one does not look like debut film in Hindi..
Even there are some minus points in the movie, Climax is not so good as audience will expect while watching … the narration is good ..but predictable.
Overall :
Mani Ratnam Taking is awesome but nothing special in Story…. Not up to the expectations….Might be telugu and tamil lo vikram action valla cinemaki manchi talk ravochu…
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The manager of a large office noticed a new man one day and told him to come into his office.
"What is your name?" was the first thing the manager asked the new guy.
"Bobby," the new guy replied.
The manager scowled, "Look, I don't know what kind of a mamby-pamby place you worked at before, but I don't call anyone by their first name.
"It breeds familiarity and that leads to a breakdown in authority. I refer to my employees by their last name only - Smith, Jones, Baker - that's all. I am to be referred to only as Mr. Robertson. Now that we got that straight, what is your last name?"
The new guy sighed and said, "Darling. My name is Bobby Darling."
"Okay, Bobby, the next thing I want to tell you is..."
"What is your name?" was the first thing the manager asked the new guy.
"Bobby," the new guy replied.
The manager scowled, "Look, I don't know what kind of a mamby-pamby place you worked at before, but I don't call anyone by their first name.
"It breeds familiarity and that leads to a breakdown in authority. I refer to my employees by their last name only - Smith, Jones, Baker - that's all. I am to be referred to only as Mr. Robertson. Now that we got that straight, what is your last name?"
The new guy sighed and said, "Darling. My name is Bobby Darling."
"Okay, Bobby, the next thing I want to tell you is..."
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Santa and Banta sitting in the bar at Raja Sansi Airport, Amritsar.
"I've come to meet my brother," said the Santa. "He's due to fly in from Canada in an hour's time. It's his first trip home in forty years."
"Will you be able to recognize him?" asked the Banta.
"I'm sure I won't," said Santa, "after all, he's been away for a long time."
"I wonder if he'll recognize you?" said the Banta.
"Of course he will," said Santa. "Sure, I haven't been away at all."
"I've come to meet my brother," said the Santa. "He's due to fly in from Canada in an hour's time. It's his first trip home in forty years."
"Will you be able to recognize him?" asked the Banta.
"I'm sure I won't," said Santa, "after all, he's been away for a long time."
"I wonder if he'll recognize you?" said the Banta.
"Of course he will," said Santa. "Sure, I haven't been away at all."
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New Delhi: The initial public offer to divest 10 per cent stake in Coal India is expected to hit the market by September. "The IPO is expected by September," Coal Minister Sriprakash Jaiswal said.
The Coal Minister's statement came after the Cabinet Committee on Economic Affairs approved disinvestment of 10 percent in CIL through the book-building process in the domestic market. Jaiswal had earlier said the timing of the IPO would depend on the market conditions. 
Asked about the estimated amount the government could get as proceeds of the IPO, he said, "It would depend upon the issue price. I can not say anything now.
Jaiswal had recently said that CIL's 10 percent disinvestment could raise up to Rs 12,000 crore. Coal India had targeted to hit the market by August, but was facing protest from Left Wing trade unions and other political parties.
The government has appointed six merchant bankers -- Citigroup, Deutsche Bank, Morgan Stanley, Enam, Kotak Mahindra and DSP Merrill Lynch -- for managing the IPO. Meanwhile, Jaiswal said a high-powered committee will be set up in the next 15 days to monitor operations of Coal India in "no go" areas earmarked by the Ministry of Environment. "The aim of the committee would be to examine CIL operations in no go areas," he said, adding that his ministry would ensure the impact of CIL projects in such areas is minimal.
Last year, along with the Ministry of Environment, the Coal Ministry had prepared a list delineating "go areas" and "no go" areas in mineral-rich states like Orissa and Jharkhand for mining.
The Coal Minister's statement came after the Cabinet Committee on Economic Affairs approved disinvestment of 10 percent in CIL through the book-building process in the domestic market. Jaiswal had earlier said the timing of the IPO would depend on the market conditions.
Asked about the estimated amount the government could get as proceeds of the IPO, he said, "It would depend upon the issue price. I can not say anything now.
Jaiswal had recently said that CIL's 10 percent disinvestment could raise up to Rs 12,000 crore. Coal India had targeted to hit the market by August, but was facing protest from Left Wing trade unions and other political parties.
The government has appointed six merchant bankers -- Citigroup, Deutsche Bank, Morgan Stanley, Enam, Kotak Mahindra and DSP Merrill Lynch -- for managing the IPO. Meanwhile, Jaiswal said a high-powered committee will be set up in the next 15 days to monitor operations of Coal India in "no go" areas earmarked by the Ministry of Environment. "The aim of the committee would be to examine CIL operations in no go areas," he said, adding that his ministry would ensure the impact of CIL projects in such areas is minimal.
Last year, along with the Ministry of Environment, the Coal Ministry had prepared a list delineating "go areas" and "no go" areas in mineral-rich states like Orissa and Jharkhand for mining.
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Bangalore: Apple iPhone 4 model, which has gone on sales in five countries, sees sales of 600,000 units, in a single day and the websites crash in the US and UK.In Germany, demand for the new model, which was only unveiled by Apple chief executive Steve Jobs at the start of the month, is running 10 times ahead of that for last year's model, the iPhone 3GS, reported Deutsche Telekom. 
By comparison, when the iPhone 3GS went on sale last year, 1million were sold in its first three days. But that debuted in eight countries, whereas the iPhone 4 has gone on sale only in five. Apple has apologized to people who tried to order the phone and gave up in frustration, saying demand was far higher than it expected. "We hope that they will try again once the iPhone 4 is in stock."
In the UK, where Apple is offering the phone without a contract through its online store, Apple's website crashed as people tried to order it. And in the U.S. where it is only available with a contract from AT&T, the telephone company's website froze as it tried to cope with an avalanche of orders each of which had to be verified on its own servers. That also led to problems in which some customers saw details of other peoples' accounts a reminder of the flaw exposed by a security group last week in which hundreds of thousands of Apple iPad users' emails were stolen via weak security on AT&T's site.
As a result of the heavy demand Apple has had to push back the delivery date for phones ordered online, and on Wednesday AT&T suspended orders, citing "unexpectedly high demand".
Apple said "it was the largest number of pre-orders Apple has ever taken in a single day and was far higher than we anticipated, resulting in many order and approval system malfunctions."
By comparison, when the iPhone 3GS went on sale last year, 1million were sold in its first three days. But that debuted in eight countries, whereas the iPhone 4 has gone on sale only in five. Apple has apologized to people who tried to order the phone and gave up in frustration, saying demand was far higher than it expected. "We hope that they will try again once the iPhone 4 is in stock."
In the UK, where Apple is offering the phone without a contract through its online store, Apple's website crashed as people tried to order it. And in the U.S. where it is only available with a contract from AT&T, the telephone company's website froze as it tried to cope with an avalanche of orders each of which had to be verified on its own servers. That also led to problems in which some customers saw details of other peoples' accounts a reminder of the flaw exposed by a security group last week in which hundreds of thousands of Apple iPad users' emails were stolen via weak security on AT&T's site.
As a result of the heavy demand Apple has had to push back the delivery date for phones ordered online, and on Wednesday AT&T suspended orders, citing "unexpectedly high demand".
Apple said "it was the largest number of pre-orders Apple has ever taken in a single day and was far higher than we anticipated, resulting in many order and approval system malfunctions."
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Bangalore: With President Barack Obama, the British energy giant BP Plc has agreed to pay about $20 billion in a special fund for the damage claims from the Gulf of Mexico oil spill, reports Reuters.
BP shares trading in New York rose more than 1 per cent on news of the agreement after falling 5 per cent in morning trade. Investors have been looking for clarity in the final bill that BP faces for the spill.
What remains unclear is how BP would pay for the fund, also known as an escrow account, and how its quarterly dividend might be affected.
Obama told Americans in a televised speech that he would demand at Wednesday's White House meeting that BP set aside the money in an independently administered fund to pay for the claims, although he did not specify an amount. Lawmakers though had called for $20 billion to be set aside.
Some U.S. lawmakers have called on the company to suspend payment of the dividend to ensure it has enough money to pay for damages, unnerving investors. On recent visits to the US Gulf coast, Obama has heard complaints from residents that the claims process is too long and complicated and that BP is paying out too little money.
Kenneth Feinberg will administer the BP escrow fund, according to the source. Feinberg was the "pay czar", the official who oversaw compensation for executives at companies that received federal bailout funds. Feinberg also oversaw a compensation fund for victims of the September 11, 2001, attacks on the United States.
BP shares trading in New York rose more than 1 per cent on news of the agreement after falling 5 per cent in morning trade. Investors have been looking for clarity in the final bill that BP faces for the spill.
What remains unclear is how BP would pay for the fund, also known as an escrow account, and how its quarterly dividend might be affected.
Obama told Americans in a televised speech that he would demand at Wednesday's White House meeting that BP set aside the money in an independently administered fund to pay for the claims, although he did not specify an amount. Lawmakers though had called for $20 billion to be set aside.
Some U.S. lawmakers have called on the company to suspend payment of the dividend to ensure it has enough money to pay for damages, unnerving investors. On recent visits to the US Gulf coast, Obama has heard complaints from residents that the claims process is too long and complicated and that BP is paying out too little money.
Kenneth Feinberg will administer the BP escrow fund, according to the source. Feinberg was the "pay czar", the official who oversaw compensation for executives at companies that received federal bailout funds. Feinberg also oversaw a compensation fund for victims of the September 11, 2001, attacks on the United States.
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Washington: Although India has become synonymous with outsourcing, Indian companies created nearly 60,000 jobs in the U.S. between 2004-09 through nearly 500 investment and acquisition deals worth $26.5 billion.
This fact was highlighted in a report, 'How America Benefits from Economic Engagement with India,' released by influential Congressman Jim McDermott in the presence of India's deputy ambassador to the U.S. Arun Singh. 
The study comes on the heels of US President Barack Obama ending tax incentives to U.S. companies that move jobs outside the country.
Instead, his government would route the incentives to those creating jobs inside the U.S., he had said last year.
"We will stop letting American companies that create jobs overseas take deductions on their expenses when they do not pay any American taxes on their profits," Obama had said.
The report released on Tuesday investigates one specific aspect of globalisation of the American economy, namely, the United States-India business relationship.
During 2004-2009, 90 Indian companies made 127 greenfield investments worth $5.5 billion, and created 16,576 jobs in the U.S.
Greenfield investments are investments made to start a new venture by constructing new operational facilities from the ground up.
The top three destination states for greenfield investments were Minnesota, Virginia and Texas, in that order.
It is noteworthy that the software and IT services sector, which account for bulk of the outsourcing deals, received less than 15 percent of the total investment.
The investments mainly were in mining, manufacturing, and other industries, the report said. The top three states in terms of jobs created were Ohio, Texas, and California, the report said.
During 2004-09, 239 Indian companies made 372 acquisitions in the United States. The five US industrial sectors that received the most greenfield investment were Metals; Software & IT Services; Leisure & Entertainment; industrial machinery, equipment & tools; and financial services, accounting for almost 80 per cent of total greenfield investment in the U.S.
The report, jointly produced by University of Maryland, India-US World Affairs Institute and Federation of Indian Chambers of Commerce and Industry, gives a comprehensive analysis of America's economic engagement with India during the period 2004 to 2009.
A 2004 Goldman Sachs report had forecast that nearly six million U.S. jobs would be shifted overseas to low-wage countries like India.
This fact was highlighted in a report, 'How America Benefits from Economic Engagement with India,' released by influential Congressman Jim McDermott in the presence of India's deputy ambassador to the U.S. Arun Singh.
The study comes on the heels of US President Barack Obama ending tax incentives to U.S. companies that move jobs outside the country.
Instead, his government would route the incentives to those creating jobs inside the U.S., he had said last year.
"We will stop letting American companies that create jobs overseas take deductions on their expenses when they do not pay any American taxes on their profits," Obama had said.
The report released on Tuesday investigates one specific aspect of globalisation of the American economy, namely, the United States-India business relationship.
During 2004-2009, 90 Indian companies made 127 greenfield investments worth $5.5 billion, and created 16,576 jobs in the U.S.
Greenfield investments are investments made to start a new venture by constructing new operational facilities from the ground up.
The top three destination states for greenfield investments were Minnesota, Virginia and Texas, in that order.
It is noteworthy that the software and IT services sector, which account for bulk of the outsourcing deals, received less than 15 percent of the total investment.
The investments mainly were in mining, manufacturing, and other industries, the report said. The top three states in terms of jobs created were Ohio, Texas, and California, the report said.
During 2004-09, 239 Indian companies made 372 acquisitions in the United States. The five US industrial sectors that received the most greenfield investment were Metals; Software & IT Services; Leisure & Entertainment; industrial machinery, equipment & tools; and financial services, accounting for almost 80 per cent of total greenfield investment in the U.S.
The report, jointly produced by University of Maryland, India-US World Affairs Institute and Federation of Indian Chambers of Commerce and Industry, gives a comprehensive analysis of America's economic engagement with India during the period 2004 to 2009.
A 2004 Goldman Sachs report had forecast that nearly six million U.S. jobs would be shifted overseas to low-wage countries like India.
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Bangalore: Executives have a unique opportunity to boost the motivation and productivity of their top talent without spending lots of money, with today's stale job market limiting employees' mobility. But the fact is that when it comes to managing their emerging leaders or high potentials, many companies are missing the mark, reports Roland Smith of The Wall Street Journal. 
Here are the five biggest mistakes companies are making with high-potential talent:
Ignoring the view from the pipeline
This is the first big mistake and it fuels the others. Talent managers and executives tend to discuss the leadership pipeline as if it is theirs to define and control. But talented people inside the leadership pipeline bring their perspectives and experiences to the process. High-potential talent can always go somewhere else. Center for Creative Leadership research shows that even though 95 percent of high potentials say they are committed to their organizations, 21 percent are still actively looking for another job. In a down economy, they are weighing trade-offs.
Treating all high potentials the same
If you aren't considering the view from the pipeline, chances are you have a one-size-fits-all approach to dealing with top talent. High potentials expect (and usually get) greater visibility and access to senior managers, special assignments and training, and greater responsibility. But they also want some say in how these perks and assignments play out.
Leaving high-potentials on their own
It's a mistake to give high potentials free rein to direct their careers. While they want to influence their direction, they are also more committed and engaged when they have a clear career path. High potentials want to know what the next steps are in terms of development, experience and movement. Plus, companies need to be sure the talent they have is the talent they need and that it's deployed well.
Not using high-potentials to develop others
While high potentials receive increased opportunities and investment, they are also powerful talent developers in the organization. They have insight and experience needed for developing the next layer of high potentials as well as the larger talent pool.
Being unclear about high-potential status
Using your high potentials well means knowing who they are and ensuring they know it, too. Organizations that do not formally identify their top talent are undermining their performance and run the risk of losing valuable people. CCL research found that formal identification as a high potential is important to 77 percent of managers. Not being formally identified as a high potential keeps the door open for doubt, lessens engagement and weakens commitment. Only 14 percent of formally identified high potentials are seeking other employment. That figure jumps to 33 percent for employees who are informally identified as high potentials.
Here are the five biggest mistakes companies are making with high-potential talent:
Ignoring the view from the pipeline
This is the first big mistake and it fuels the others. Talent managers and executives tend to discuss the leadership pipeline as if it is theirs to define and control. But talented people inside the leadership pipeline bring their perspectives and experiences to the process. High-potential talent can always go somewhere else. Center for Creative Leadership research shows that even though 95 percent of high potentials say they are committed to their organizations, 21 percent are still actively looking for another job. In a down economy, they are weighing trade-offs.
Treating all high potentials the same
If you aren't considering the view from the pipeline, chances are you have a one-size-fits-all approach to dealing with top talent. High potentials expect (and usually get) greater visibility and access to senior managers, special assignments and training, and greater responsibility. But they also want some say in how these perks and assignments play out.
Leaving high-potentials on their own
It's a mistake to give high potentials free rein to direct their careers. While they want to influence their direction, they are also more committed and engaged when they have a clear career path. High potentials want to know what the next steps are in terms of development, experience and movement. Plus, companies need to be sure the talent they have is the talent they need and that it's deployed well.
Not using high-potentials to develop others
While high potentials receive increased opportunities and investment, they are also powerful talent developers in the organization. They have insight and experience needed for developing the next layer of high potentials as well as the larger talent pool.
Being unclear about high-potential status
Using your high potentials well means knowing who they are and ensuring they know it, too. Organizations that do not formally identify their top talent are undermining their performance and run the risk of losing valuable people. CCL research found that formal identification as a high potential is important to 77 percent of managers. Not being formally identified as a high potential keeps the door open for doubt, lessens engagement and weakens commitment. Only 14 percent of formally identified high potentials are seeking other employment. That figure jumps to 33 percent for employees who are informally identified as high potentials.
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