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Life@IIM Trichy

My first blog about IIM Trichy

I Fear

I m scared that happiness born,  Someday suddenly would worn Rooting me still on the ground With helplessness around. Imaginations would die Crushing me to cry. Someday suddenly you would strive, Leaving me dead but alive.  I am scared that my eyes would Struggle to see you stood,  Near and Nearer to me More than I dreamt to be. I would walk but be standing inside, Still there where my life died. Someday suddenly you would strive , Leaving me dead but alive.


TOP FIVE DESERTS ONE MUST TRY WHILE TRAVELLING TO ODISHA     Let’s start with some glace on Odisha. It is situated in the eastern coast of India surrounded by four states, Jharkhand, Chattisgarh ,West Bengal and Andhra Pradesh.The current population is 44.5 crore with the literacy rate of 75%.The state is protected by the blessings of Lord Jagannath. It’s capital is “The city of Temples” ,that is, bhubaneswar.It was once said that Odisha people or Odias are the best cooks in India.Sweets of Odisha holds a special position.The deserts are just awesome and something different which separates it from the sweets of other regions in India.Whether it be dry sweets or just takes off the taste.Now specifying the top popular sweets are:-     1-CHENNA PORA   It is a cheesecake kind of thing.It is one of the most famous sweets of Odisha and is considered to be Lord Jagannath’s favourite dish and thus often offered to him in Puri temple.This sweet can be found in any corner of Odisha, selling in grams.The lingering taste of burnt home-made cottage cheese and semolina combined with sugar syrup simply blows away your mind.It is baked for several hours until it turns red and the caramelised sugar gives it the perfect and desired taste. Simple,creamy,light.......just perfect .It can really turn your bad day to a good one.     2-PITHAS   It is one of the major sweets found in Odisha.It is a traditional desert in fact.No festival or occasion is complete without this delicious desert.It can be found in any sweet shop or in any ordinary stalls on road sides.It has a outer covering made of flour and the inner stuffing may be of any kind like using coconut and milk or dry fruits and caramelised chenna.The stuffing is filled in and the beautiful shape is given followed by frying it.At the end it is soaked in sugar syrup which completes it as a mouth watering one.The three most famous kind of pitha are chenna poda pitha,enduri pitha and chittau pitha.     3-RASABALI   The sweet dished is garnished with cardamoms and soaked in thick flavoured milk. Served in Lord Jagannath temple as a part of chappana bhogas, this delicacy trace its origni from Kendrapara district in Odisha.The flavoured milk left after eating the sweet is just heaven.Definitely one should try this.     4-KHIRA SAGARA   This basically represents a common sweet dish in India which is known as rasamalai.The sweet has depiction in Hindu mythological scripture about Laxmi serving Vishnu and Madhusudana with it.It consists of small balls of chenna which is soaked in condensed and flavoured milk. The main unique taste is because of the saffron and cardamoms which blend them overall as a lingering taste.The milk base in khira sagara is thick,rich and creamy which bound to melt your heart.   5-MALPUA   This is a mouth-watering dish which is mainly served in odia thalis.It is also often served as sakala dhupa (morning food) to Lord Jagannath.This is basically a pancake which is prepared using milk,flour,smashed ripe banana and coconut batter. These pancakes are then fried and soaked in sugar syrup. Cardamom seasoning gives this a special taste. This is a simple sweet dish which is quite heavy and eating two or three can fill your stomach.So one must take the privilege to taste it.

Gallentery Awards

Given below are the List of Gallantry Awards of India for Banking & SSC Exams. #KIIT

Sheilla Fell

The first painting I ever bought was by Sheila Fell. I went to her studio in Redcliffe Square feeling uncomfortable and even embarrassed, thinking how awful to be an artist, having to put up with prospective buyers coming to gape, whereas writers never need to see anyone read their books. I kept wishing, all the way up the steep flights of stairs, that I could go and look without Sheila being there. I imagined she must be feeling the same. I was wrong. Sheila didn't care who looked at her paintings or what they thought of them or whether she sold them. She was perfectly at ease, seemed to me to enjoy showing her work. There was a confidence about how she propped up canvas after canvas that made me in turn relax. I don't know why I'd been so apprehensive - after all, we had Cumberland in common, there was no need for me to explain why I was drawn to her work. What I missed, exiled in London, she missed: the landscape of where we had both been born and brought up. The painting was of a haystack in a field. The haystack had clearly just been made, it was golden and the field flooded with a red-gold light, the whole atmosphere mellow and rich. It was a large painting and I realized as soon as it arrived at my home that however much I loved it I had no wall and no room to do it justice. I put it on the largest wall we had in the biggest room and still I felt I was insulting it - the power of the picture was too huge to be contained in our ordinary house. And the light was wrong. The painting couldn't glow, as it wanted to - it needed a vast, empty room and a great distance in front of it. One day, I hoped I'd take it back to Cumberland and find a house there where it could settle happily. But when, after thirty years, we found that house, the painting was failed again. The walls were no bigger and neither were the rooms. So I sold the painting and bought another, smaller Sheila Fell. It was a terrible mistake. The moment the painting had been taken away I realized how stupid I'd been. So it had been overwhelming, too large, too dramatic to contain in either house but I shouldn't have let that matter, I should have found a way to keep it. I grieved for it and wished I could buy it back, marry it again after the folly of a divorce. But it was too late. And then, in 1990, I went to the Sheila Fell Exhibition at the Royal Academy and there, in pride of place, at the end of the longest room, the room it had always needed, was my painting. Its beauty was stunning. People stopped and stared and admired and I wanted to shout that what they were looking at was mine. I am not at all possessive by nature but suddenly I felt fiercely possessive. This glorious painting had been part of my life for so very long and I didn't seem to be able to grasp that I had willfully let it go. I went back to the exhibition day after day and on the last became almost maudlin at saying my good-byes, I don't know who own the painting now - it merely said 'Private Collection' in the catalog - but I doubt if I'll ever see it again. In a way, that's better than being able to go and look at it hanging in a public gallery - I'd only go on torturing myself with wanting back. I can see every detail of it in my mind's eye anyway. It lives in my head. I can recite it like a poem, and so in a sense I can never lose it.

Is Facial Recognition the next big thing in the sm

The world of mobile phones has come a long way. From huge phones to sleek smartphones, the world has changed. From time to time, handsets were trimmed to get rid of the excess flabs. First, the dimension, then the antennae, the keypad and what not, the list is endless. But ever since the fingerprint sensors have come into play, this multi-billion sector has never looked back, making this domain even more challenging with every entry into the market. But now, that bezel-less displays have become the new fad, what would be the future of fingerprint sensors? Is there a new technology on the block waiting to emerge for the masses? Or is it already there? To begin with, when Apple brought in its trademark Touch ID (world’s first capacitive fingerprint sensor), the world was in for a treat. It was a novel experience for the users to unlock their phone just by touching their finger to the sensor and they just loved it. But a glitch still prevailed, it wasn’t available to the masses but only for premium users who could afford such mobiles. However, we do know that as and how time progresses, innovations come forward and begin to bear fruit. So it did in the field of Fingerprint Recognition. Researches led to the development of effective measures which helped in lowering the cost of this technology. Soon, budget smartphones began to roll out with Fingerprint Recognition, thanks to Xiaomi with its Note x series that became an instant hit. Considering that now almost all budget phones have adopted this technology as a must-have, something new was expected that could possibly create a new breed of mobiles which were a class apart from the others. So it comes as no surprise that mobile manufacturers are prepping to put forward a new trump. Welcome, Facial Recognition! The story is same- Premium phones had it, Budget Phones could not. But now, the latter segment is slowly gearing up. With Vivo, Xiaomi and Huawei having joined the fray, it is touted that the fight to become the king of the budget segment will have a nail-biting finish with more and more companies vying for that spot. The question remains though, would the companies be able to provide these offerings at the price which the consumers expect? Considering the cost of an iPhone X, which is not easy to bear for many people, it would be safe to assume that the array and complexity of features provided is the primary reason for the heavy cost. Now unless the budget phones lower their quality standards or increase the price, it would be difficult to meet the price expectations of the customers, or at least not yet. As of now, the facial recognition system in iPhone X and OnePlus 5T are proclaimed to be the best. iPhone X uses an intricate system of a depth camera and an array of IR beams to analyze one’s face in three dimensions whereas the OnePlus 5T uses its front camera and a set of algorithms. Let us hope that the budget mobiles too perform at par with these giants, because a below-par performance would warrant lots of time for every time a user would unlock his phone which no user would like to experience. So let us hope and wait to see what these brands have up their sleeves and how they perform and outperform! Cheers to the Dawn of Face!

Life@IIM Trichy

The first week at IIM Trichy

Circle of fifths for musical purpose

Circle of fifths is used in creating chord progressions with a little context and also helps in transposing music quickly and correctly.


As I am Fond of Marketing so there is some content about Marketing.

How to Be Happy When Everything Goes Wrong

In the summer of 2010, Rachelle Friedman was preparing for one of the best periods of her life. She was recently engaged, surrounded by her best friends, and enjoying her bachelorette party. Friedman and her friends were spending the day at the pool when one of them playfully pushed her into the shallow end of the water. Friedman floated slowly to the top of the pool until her face emerged. It was immediately obvious that something was wrong. “This isn’t a joke,” she said. Her head had struck the bottom of the pool and shattered two vertebrae. In particular, the fracture of her C6 vertebra severed her spinal cord and left her permanently paralyzed from the chest down. She would never walk again. “We are just so happy…” One year later, Rachelle Friedman became Rachelle Chapman as she married her new husband. She decided to share some of her own thoughts on the whole experience during an online question-and-answer session in 2013.  She started by discussing some of the challenges you might expect. It was hard to find a job that could accommodate her physical disabilities. It could be frustrating and uncomfortable to deal with the nerve pain. But she also shared a variety of surprisingly positive answers. For example, when asked if things changed for the worse she said, “Well things did change, but I can't say in a bad way at all.” Then, when asked about her relationship with her husband she said, “I think we are just so happy because my injury could have been worse.” How is it possible to be happy when everything in life seems to go wrong? As it turns out, Rachelle’s situation can reveal a lot about how our brains respond to traumatic events and what actually makes us happy. The Surprising Truth About Happiness There is a social psychologist at Harvard University by the name of Dan Gilbert. Gilbert's best-selling book, Stumbling on Happiness, discusses the many ways in which we miscalculate how situations will make us happy or sad, and reveals some counterintuitive insights about how to be happy. One of the primary discoveries from researchers like Gilbert is that extreme inescapable situations often trigger a response from our brain that increases positivity and happiness. For example, imagine your house is destroyed in an earthquake or you suffer a serious injury in a car accident and lose the use of your legs. When asked to describe the impact of such an event most people talk about how devastating it would be. Some people even say they would rather be dead than never be able to walk again. But what researchers find is that when people actually suffer a traumatic event like living through an earthquake or becoming a paraplegic their happiness levels are nearly identical six months after the event as they were the day before the event. How can this be? The Impact Bias Traumatic events tend to trigger what Gilbert refers to as our “psychological immune systems.” Our psychological immune systems promote our brain’s ability to deliver a positive outlook and happiness from an inescapable situation. This is the opposite of what we would expect when we imagine such an event. As Gilbert says, “People are not aware of the fact that their defenses are more likely to be triggered by intense rather than mild suffering. Thus, they mis-predict their own emotional reactions to misfortunes of different sizes.” This effect works in a similar way for extremely positive events. For example, consider how it would feel to win the lottery. Many people assume that winning the lottery would immediately deliver long-lasting happiness, but research has found the opposite. In a very famous study published by researchers at Northwestern University in 1978 it was discovered that the happiness levels of paraplegics and lottery winners were essentially the same within a year after the event occurred. You read that correctly. One person won a life-changing sum of money and another person lost the use of their limbs and within one year the two people were equally happy.  It is important to note this particular study has not been replicated in the years since it came out, but the general trend has been supported again and again. We have a strong tendency to overestimate the impact that extreme events will have on our lives. Extreme positive and extreme negative events don’t actually influence our long-term levels of happiness nearly as much as we think they would.  Researchers refer to this as The Impact Bias because we tend to overestimate the length or intensity of happiness that major events will create. The Impact Bias is one example of affective forecasting, which is a social psychology phenomenon that refers to our generally terrible ability as humans to predict our future emotional states.  How to Be Happy: Where to Go From Here There are two primary takeaways from The Impact Bias about how to be happy. First, we have a tendency to focus on the thing that changes and forget about the things that don’t change. When thinking about winning the lottery, we imagine that event and all of the money that it will bring in. But we forget about the other 99 percent of life and how it will remain more or less the same. We’ll still feel grumpy if we don’t get enough sleep. We still have to wait in rush hour traffic. We still have to work out if we want to stay in shape. We still have to send in our taxes each year. It will still hurt when we lose a loved one. It will still feel nice to relax on the porch and watch the sunset. We imagine the change, but we forget the things that stay the same. Second, a challenge is an impediment to a particular thing, not to you as a person. In the words of Greek philosopher Epictetus, “Going lame is an impediment to your leg, but not to your will.” We overestimate how much negative events will harm our lives for precisely the same reason that we overvalue how much positive events will help our lives. We focus on the thing that occurs (like losing a leg), but forget about all of the other experiences of life. Writing thank you notes to friends, watching football games on the weekend, reading a good book, eating a tasty meal. These are all pieces of the good life you can enjoy with or without a leg. Mobility issues represent but a small fraction of the experiences available to you. Negative events can create task-specific challenges, but the human experience is broad and varied. There is plenty of room for happiness in a life that may seem very foreign or undesirable to your current imagination. For more on how to be happy and the fascinating ways in which our brain creates happiness, read Dan Gilbert's book Stumbling on Happiness

Brief Introduction To Energy Management

TOPICS COVERED   Ø Energy management   §  What is energy management? §  What are the objectives of energy management? §  Why is energy management important? §  Principles of energy management   Ø Energy Audit   §  What is energy audit? §  Why is the need for energy audit? §  Types of energy audit   Ø Energy Management Program   §  Organizational Structure o   Energy Manager o   Energy Team o   Employees §  Energy Policy §  Planning   Ø Conclusion                       What is Energy Management?   The fundamental goal of energy management is to produce goods and provide services with the least cost and least environmental effect. The term energy management means many things to many people. One definition of energy management is:   "The judicious and effective use of energy to maximize profits (minimize costs) and enhance competitive positions" (Cape Hart, Turner and Kennedy, Guide to Energy Management Fairmont press inc. 1997)   Another comprehensive definition is   The strategy of adjusting and optimizing energy, using systems and procedures so as to reduce energy requirements per unit of output while holding constant or reducing total costs of producing the output from these systems.   Energy management includes planning and operation of energy-related production and consumption units. Energy management is the proactive, organized and systematic coordination of procurement, conversion, distribution and use of energy to meet the requirements, taking into account environmental and economic objectives. What are its objectives of energy management? The objective of Energy Management is to achieve and maintain optimum energy procurement and utilisation, throughout the organization and:   •  To minimise energy costs / waste without affecting production & quality • To minimise environmental effects, resource conservation, climate     protection   Why is energy management important?   Energy management is the key to saving energy in your organization. Much of the importance of energy saving stems from the global need to save energy - this global need affects energy prices, emissions targets, and legislation, all of which lead to several compelling reasons why you should save energy at your organization specifically. Energy management helps improve environmental quality. It reduces the load on power plants as fewer kilowatt hours of electricity are needed. Energy management is the means to controlling and reducing your organization's energy consumption and controlling and reducing your organization's energy consumption is important because it enables you to: Reduce costs – this is becoming increasingly important as energy costs rise. Reduce carbon emissions and the environmental damage that they cause - as well as the cost-related implications of carbon taxes and the like, your organization may be keen to reduce its carbon footprint to promote a green, sustainable image. Not least because promoting such an image is often good for the bottom line. Reduce risk – the more energy you consume, the greater the risk that energy price increases or supply shortages could seriously affect your profitability, or even make it impossible for your business/organization to continue. With energy management you can reduce this risk by reducing your demand for energy and by controlling it so as to make it more predictable. On top of these reasons, it's quite likely that you have some rather aggressive energy-consumption-reduction targets that you're supposed to be meeting at some worrying point in the near future... Your understanding of effective energy management will hopefully be the secret weapon that will enable you to meet those aggressive targets...       The global need to save energy If it wasn't for the global need to save energy, the term "energy management" might never have even been coined... Globally we need to save energy in order to: Reduce the damage that we're doing to our planet, Earth. As a human race we would probably find things rather difficult without the Earth, so it makes good sense to try to make it last. Reduce our dependence on the fossil fuels that are becoming increasingly limited in supply.   Principles of energy management Four main principles underlie in the basis of a well-organized program for energy management:   The first of these is to control the costs of the energy function or service provided, but not the MWh of energy . In addition to energy costs, it is useful to measure the depreciation, maintenance, labour, and other operating costs involved in providing the conversion equipment necessary to deliver required services. These costs add as much as 50% to the fuel cost. For example - if we can lower the temperature level of a thermal process, along with reducing heat loss will eventually be possible using other sources of heat, and from there to other parts energy conversion elements. In turn, they may require less maintenance and repair. Thus, by managing the quality of the heat achieves a multiplier effect.   The second principle of energy management is to control energy functions as a product cost, not as a part of manufacturing or general overhead . It is surprising how many companies still lump all energy costs into one general or manufacturing overhead account without identifying those products with the highest energy function cost. In most cases, energy functions must become part of the standard cost system so that each function can be assessed as to its specific impact on the product cost. The minimum theoretical energy expenditure to produce a given product can usually be determined en route to establishing a standard energy cost for that product. As in all production cost functions, the minimum standard is often difficult to meet, but it can serve as an indicator of the size of the opportunity. In comparing actual values with minimum values, four possible approaches can be taken to reduce the variance, usually in this order:   1. An hourly or daily control system can be installed to keep the function cost at the desired level.   2. Fuel requirements can be switched to a cheaper and more available form.   3. A change can be made to the process methodology to reduce the need for the function.   4. New equipment can be installed to reduce the cost of the function.   The starting point for reducing costs should be in achieving the minimum cost possible with the present equipment and processes. Installing management control systems can indicate what the lowest possible energy use is in a well-controlled situation. It is only at that point when a change in process or equipment configuration should be considered. An equipment change prior to actually minimizing the expenditure under the present system may lead to oversizing new equipment or replacing equipment for unnecessary functions.   The third principle is to control and meter only the main energy functions - the roughly 20% that make up 80% of the costs (so called Pareto's Principle).   It is important to focus controls on those that represent the meaningful costs and aggregate the remaining items in a general category. Many manufacturing plants in the United States have only one meter, that leading from the gas main or electric main into the plant from the outside source. Regardless of the reasonableness of the standard cost established, the inability to measure actual consumption against that standard will render such a system useless. Submetering the main functions can provide the information not only to measure but to control costs in a short time interval. The cost of metering and sub-metering is usually incidental to the potential for realizing significant cost improvements in the main energy functions of a production system.       The fourth principle is to put the major effort of an energy management program into installing controls and achieving results . It is common to find general knowledge about how large amounts of energy could be saved in a plant. The missing ingredient is the discipline necessary to achieve these potential savings. Each step in saving energy needs to be monitored frequently enough by the manager or first-line supervisor to see noticeable changes. Logging of important fuel usage or behavioural observations are almost always necessary before any particular savings results can be realized. Therefore, it is critical that an energy director or committee have the authority from the chief executive to install controls, not just advise line management. Those energy managers who have achieved the largest cost reductions actually install systems and controls; they do not just provide good advice.   What is Energy Audit?   Energy Audit is the key to a systematic approach for decision-making in the area of energy management. It attempts to balance the total energy inputs with its use, and serves to identify all the energy streams in a facility. It quantifies energy usage according to its discrete functions. Industrial energy audit is an effective tool in defining and pursuing comprehensive energy management programme. The energy audit is one of the first tasks to be performed in the accomplishment of an effective energy cost control program. An energy audit consists of a detailed examination of how a facility uses energy, what the facility pays for that energy, and finally, a recommended program for changes in operating practices or energy-consuming equipment that will cost-effectively save money on energy bills. As per the Energy Conservation Act, 2001, Energy Audit is defined as "the verification, monitoring and analysis of use of energy including submission of technical report containing recommendations for improving energy efficiency with cost benefit analysis and an action plan to reduce energy consumption".         What is the need for energy audit?   In any industry, the three top operating expenses are often found to be energy (both electrical and thermal), labour and materials. If one were to relate to the manageability of the cost or potential cost savings in each of the above components, energy would invariably emerge as a top ranker, and thus energy management function constitutes a strategic area for cost reduction. Energy Audit will help to understand more about the ways energy and fuel are used in any industry, and help in identifying the areas where waste can occur and where scope for improvement exists. The Energy Audit would give a positive orientation to the energy cost reduction, preventive maintenance and quality control programmes which are vital for production and utility activities. Such an audit programme will help to keep focus on variations which occur in the energy costs, availability and reliability of supply of energy, decide on appropriate energy mix, identify energy conservation technologies, retrofit for energy conservation equipment etc. In general, Energy Audit is the translation of conservation ideas into realities, by lending technically feasible solutions with economic and other organizational considerations within a specified time frame. The primary objective of Energy Audit is to determine ways to reduce energy consumption per unit of product output or to lower operating costs. Energy Audit provides a "bench-mark" (Reference point) for managing energy in the organization and also provides the basis for planning a more effective use of energy throughout the organization.   Type of Energy Audit   The type of Energy Audit to be performed depends on: ·        Function and type of industry ·        Depth to which final audit is needed, and ·        Potential and magnitude of cost reduction desired Thus Energy Audit can be classified into the following two types      I.        Preliminary Audit    II.        Detailed Audit   Preliminary Energy Audit Methodology   Preliminary energy audit is a relatively quick exercise to: • Establish energy consumption in the organization • Estimate the scope for saving • Identify the most likely (and the easiest areas for attention • Identify immediate (especially no-/low-cost) improvements/ savings • Set a 'reference point' • Identify areas for more detailed study/measurement • Preliminary energy audit uses existing, or easily obtained data   Detailed Energy Audit Methodology   A comprehensive audit provides a detailed energy project implementation plan for a facility, since it evaluates all major energy using systems. This type of audit offers the most accurate estimate of energy savings and cost. It considers the interactive effects of all projects, accounts for the energy use of all major equipment, and includes detailed energy cost saving calculations and project cost. In a comprehensive audit, one of the key elements is the energy balance. This is based on an inventory of energy using systems, assumptions of current operating conditions and calculations of energy use. This estimated use is then compared to utility bill charges. Detailed energy auditing is carried out in three phases: Phase I, II and III. Phase I - Pre Audit Phase Phase II - Audit Phase Phase III - Post Audit Phase   ENERGY MANAGEMENT PROGRAM   All the components of a comprehensive energy management program are depicted in Figure below. These components are the organizational structure, a policy, and plans for audits, education, reporting, and strategy. It is hoped that by understanding the fundamentals of managing energy, the energy manager can then adapt a good working program to the existing organizational structure.     ORGANIZATIONAL STRUCTURE   The organizational chart for energy management shown in Figure above is generic. It must be adapted to fit into an existing structure for each organization. For example, the presidential block may be the general manager, and VP blocks may be division managers, but the fundamental principles are the same. The main feature of the chart is the location of the energy manager. This position should be high enough in the organizational structure to have access to key players in management, and to have a knowledge of current events within the company. For example, the timing for presenting energy projects can be critical. Funding availability and other management priorities should be known and understood. The organizational level of the energy manager is also indicative of the support management is willing to give to the position.   Energy Manager   One very important part of an energy management program is to have top management support. More important, however, is the selection of the energy manager, who can among other things secure this support. The person selected for this position should be one with a vision of what managing energy can do for the company. Every successful program has had this one thing in common—one person who is a shaker and mover that makes things happen.   Energy Team   The coordinators shown in Figure represent the energy management team within one given organizational structure, such as one company within a corporation. There should be a representative from the administrative group such as accounting or purchasing, someone from facilities and/or maintenance, and a representative from each major department. This energy team of coordinators should be appointed for a specific time period, such as one year. Rotation can then bring new people with new ideas, can provide a mechanism for tactfully removing nonperformers, and involve greater numbers of people in the program in a meaningful way. Coordinators should be selected to supplement skills lacking in the energy manager since, it is unrealistic to think one energy manager can have all the qualifications outlined. So, total skills needed for the team, including the energy manager maybe defined as follows:   • Have enough technical knowledge within the group to either understand the technology used by the organization, or be trainable in that technology.   • Have a knowledge of potential new technology that may be applicable to the program.   • Have planning skills that will help establish the organizational structure, plan energy surveys, determine educational needs, and develop a strategic energy management plan.   • Understand the economic evaluation system used by the organization, particularly payback and life cycle cost analysis.   • Have good communication and motivational skills since energy management involves everyone within the organization.   Employees   Employees are shown as a part of the organizational structure, and are perhaps the greatest untapped resource in an energy management program. A structured method of soliciting their ideas for more efficient use of energy will prove to be the most productive effort of the energy management program. A good energy manager will devote 20% of total time working with employees. Too many times employee involvement is limited to posters that say “Save Energy.” Employees in manufacturing plants generally know more about the equipment than anyone else in the facility because they operate it. They know how to make it run more efficiently, but because there is no mechanism in place for them to have an input, their ideas go unsolicited. An understanding of the psychology of motivation is necessary before an employee involvement program can be successfully conducted.   ENERGY POLICY   A well written energy policy that has been authorized by management is as good as the proverbial license to steal. It provides the energy manager with the authority to be involved in business planning, new facility location and planning, the selection of production equipment, purchase of measuring equipment, energy reporting, and training—things that are sometimes difficult to do.   PLANNING   Planning is one of the most important parts of the energy management program, and for most technical people is the least desirable. It has two major functions in the program. First, a good plan can be a shield from disruptions. Second, by scheduling events throughout the year, continuous emphasis can be applied to the energy management program, and will play a major role in keeping the program active. Almost everyone from top management to the custodial level will be happy to give an opinion on what can be done to save energy. Most suggestions are worthless. It is not always wise from a job security standpoint to say this to top management. However, if you inform people especially top management—that you will evaluate their suggestion, and assign a priority to it in your plan, not only will you not be disrupted, but may be considered effective because you do have a plan.                   CONCLUSION   Energy management has now matured to the point that it offers outstanding opportunities for those willing to invest time and effort to learn the fundamentals. It requires technical and management skills which broadens educational needs for both technical and management people desiring to enter this field. Because of the economic return of energy management, it is attractive to top management, so exposure of the energy manager at this level brings added opportunity for recognition and advancement. Managing energy will be a continuous need, so persons with this skill will have personal job security as we are caught up in the downsizing fad now permeating our society.     APPENDIX     BIBLIOGRAPHY AND REFERENCES:       §  Energy Management Handbook, Wayne C. Turner and Steve Doty §  Mashburn, William H., Managing Energy Resources in Times of   Dynamic Change, Fairmont Press, 1992 §  Hersey, Paul and Kenneth H. Blanchard, Management of Organizational Behaviour: Utilizing Human Resources, Harper and Row, 1970 §  Energy Efficiency and Energy Management Handbook, Bulgaria Energy Efficiency for Competitive Industry Financing Facility (BEECIFF) §  Guide to Energy Management, Cape Hart, Turner and Kennedy § §

Thousand Splendid Suns

A novel teaching the values of Life.