ASSISTANCE

http://www.drvsrs.com/concepts.htm

SHOPPING
Left Click to See  TOTAL WEB CONTENT  WHO IS DRVSRS ?

REVISED




 
 

1

Contact :   Dr.VSRS

 GET 
CLICK & GET DRVSRS TOOL BAR
 TOOL BAR

GO TO HOME PAGE

CIRCLES MENU CIRCLES

 01.FACULTYSHIPS
      ASSOCIATION
      COLLEGE
      CORPORATE
      GOVERNMENT
      INSTITUTIONS
      PRECAUTIONS
      SCHOOLS
      SOCIETIES
      UNIVERSITIES    
      VIEWER'S VIEWS
      WISDOM  
 02. INNOVATION
     
A. BIO-CHEMISTRY
      B. ENMALISP
      C. EXAMPLES
      D. MAIN CONCEPTS
      E. MATHEMATICS
      F.  CATALYST
     
G. MUSIC
      H. COLOUR DISC
       I. ORGANIC
      J.  INORGANIC
      K. PHYSICS

      L. STUDIOUS
      M. VIEWER'S VIEWS

 03. MANAGEMENT 
      
A. ARTILECT  
       B
. BE HAPPY
       C.
CONCEPTS
       D. DETAILS
       E. INDIRA GANDHI
       F. NOBEL
       G. POLI-FINANCE
       H. SLIDE SHOW
 
      I. SUMMARY    
      J. SUPPORTS
      K. VIEWER'S VIEWS  
          MANAGEMENT
          PRODUCTIVITY

 04. MOTIVATION
     
A. ARITHMETIC
      B. BESTPEDAL
      C. EPOCH MAKERS
      D. HANDICAPPED
      E. LEADS FOR

          SELF 
          SOCIAL
      F. SELF
MOTIVATION
          EXAMPLES
          DESTRUCTIVE
      G. SOCIAL MOTIVATN
          EXAMPLES
          DESTRUCIVE
  
  H. VIEWER'S VIEWS

 05.   MUSIC 
        
A. ARABIAN
         B. COLOUR CDs
         C. DIATONIC

        
D. EASTERN
        
E. INNOVATION
        
F. RAGAMS
         G. TEMPERED
        
H. VIEWER'S VIEWS
         I.  WESTERN
    -------------------------- 
 
05A. HEXOCTAL
        
A. ADMIRATION
         B. ARABIC
         C. CODE SET
         D. DIATONIC
         E. ENGLISH
         F. GERMAN
         G. HINDI
         H. KARNATAK
         I . KARNATAK KB
        J. MELODY
        K. PRIMARY RAGAM
        L. PUSHTU
        M. SCOTTISH          
        N.  TEMPERED
        O. URUDU    
    
   P. VIEWER'S VIEWS

 06. NEW-CONCEPTS 
     
A. DEVELOPMENT
      B. PHYSICS
 07. PUBLICATIONS    
     
A. ARTICLES
          ECONOMICS
          PRODUCTIVITY
          MANPOWER
          MATERIALS
          RESOURCE
          R & D
          TRAINING
      B. BOOKS
      C. REPEC
      D. SSRN  
 08. QUOTATIONS
       A. WORDS
       B. PICTURES  
           ANIMALS
           BIOLOGY
           BIRDS
           BOTANICAL
           BUILDINGS
           FLOWERS
           FRUITS
           HISTORICAL
           INSTITUTIONS
           LANDSCAPES
           MONUMENTS 
           NATURE
           PLANTS
           TRANSPORT
           TREES
            SPORTS
            STARS 
      
C. VIEWER'S VIEWS 
 09. SMART-THOUGHTS  
      
A. ALEXANDER
       B. ACHIEVEMENT
       C. ECONOMICS
       D. LION
       E. PHILOSOPHY
       F. SCIENCE
       G. TSUMANI
       H. UNIVERSE

       I. VIEWER'S VIEWS
 10. SOCIO-ECONOMIC
       A. ARTILECT        
       B. BUSH

      
C. CONCEPTS
       D DETAILS
       E. INDIRA GANDHI
       F. NOBEL
       G. POLI-FINANCE
       H. SLIDE SHOW
       
I. SUMMARY          
      J. SUPPORTS
      K. VIEWER'S VIEW   
 11. SOFTWARE (SW)
       A. APPLICATION
      
B. ARTILECT 
       C. BOOTING       
    
  D. CORPORATE
       E. DESIGNS
       F. HARDARE
       G. JOB SW
       H. OP.SYSTEM
       I. ORGANISATION SW
      J. SW QUALITY
      K. SW UTILITY
      L. UTILITY SW
      M
. VIEWER'S VIEW      
 12.  STARS & SKY     
      
A. ASTRONOMY
       B. CONSTELLATIONS
           INDIAN
           WESTERN
       C. ENMALISP
       D. GREEK ALFA
       E. MID NORTH
       F. NORTH NORTH
       G. STARS
            INDIAN
            WESTERN 
       H. SUN
       I. VIEWER'S VIEW
      J. ZODIAC
 13. VIEWR'S VIEWS
       ABOUT DRVSRS     
       DEVELOPMENT   
       COUNTRY
       FACULTY
       FEED BACK
       INNOVATION
       MANAGEMENT
       MOTIVATION
       MUSIC
       NAMES
       PRODUCTIVITY
       PROFESSION
       QUOTATIONS
       SOFTWARE
       STARS
       TOPICS 
       VIEWER'S VIEWS
       WEB CLASSES
 14. KEY-WORDS
        FAQ   A TO Z
       ANIMATIONS
       FLAGS
       HAPPY
       JOKES
       MELODIES
       QUOTATIONS
 15. DR.VSRS
       A. ABOUT 
       B. ACADEMIC
       C. ACHIEVEMENT
       D. ASSIGNMENTS
       E. ASSISTANCE
       F. BOOKS
       G. CDB, BARBADOS
       H CFTC, LONDON
       I. CONTACT          
       J.  FAMILY TREE
       K.  HOME  
       L. INNOVATIONS
       M. ISO 90001:2000
       N. NOBEL 
       O. PRIME PAPERS
       P. QUALITY AUDITOR
       Q. SITE MAP
       R. SOCIAL WORK
       S. VIEWER'S VIEWS
       T. WORLD TRAVEL       
 16.  CLOSE  

SPECIALITY

Contact :  Dr.VSRS  

GO TO HOME PAGE

 ANIMATION OF HAPPINESS - CLICK
 JOKES MENU - CLICK    LAUGH
 MATTER  SMART - CLICK
 MELODY MENU - CLICK
 PICTURE MENU - CLICK
 QUOTATIONS - CLICK
RECIPES

FEATURES

Contact :  Dr.VSRS  

GO TO HOME PAGE

 A.  ASSISTANCE
 B BOOKS
 F.   
 H.  HELP (FAQ)
  L.    LATEST SITE
  S.  SITE MAP

 ENTERTAINERS

Contact : Dr.VSRS  

GO TO HOME PAGE

WORLD WIDE WEB IN MOTION

WINK ON SITE

LOVE AT SITE

SING WITH SITE

DANCE OVER SITE

Contact :  Dr.VSRS  

GO TO HOME PAGE

WEB DETAILS

Contact : Dr.VSRS  

GO TO HOME PAGE

.PERSONAL 
Web-Site DESIGNED & MAINTAINED BY
Intellectual Consultants
.

ON THE WEB FROM AUGUST 01, 2001

LAST UPDATE

RESEARCH &
DEVELOPMENT
CENTRE
RePEc   SSRN  Expert

2

Contact :   Dr.VSRS

 GET 
CLICK & GET DRVSRS TOOL BAR
 TOOL BAR

GO TO HOME PAGE

CIRCLES MENU CIRCLES

 01.FACULTYSHIPS
      ASSOCIATION
      COLLEGE
      CORPORATE
      GOVERNMENT
      INSTITUTIONS
      PRECAUTIONS
      SCHOOLS
      SOCIETIES
      UNIVERSITIES    
      VIEWER'S VIEWS
      WISDOM  
 02. INNOVATION
     
A. BIO-CHEMISTRY
      B. ENMALISP
      C. EXAMPLES
      D. MAIN CONCEPTS
      E. MATHEMATICS
      F.  CATALYST
     
G. MUSIC
      H. COLOUR DISC
       I. ORGANIC
      J.  INORGANIC
      K. PHYSICS

      L. STUDIOUS
      M. VIEWER'S VIEWS

 03. MANAGEMENT 
      
A. ARTILECT  
       B
. BE HAPPY
       C.
CONCEPTS
       D. DETAILS
       E. INDIRA GANDHI
       F. NOBEL
       G. POLI-FINANCE
       H. SLIDE SHOW
 
      I. SUMMARY    
      J. SUPPORTS
      K. VIEWER'S VIEWS  
          MANAGEMENT
          PRODUCTIVITY

 04. MOTIVATION
     
A. ARITHMETIC
      B. BESTPEDAL
      C. EPOCH MAKERS
      D. HANDICAPPED
      E. LEADS FOR

          SELF 
          SOCIAL
      F. SELF
MOTIVATION
          EXAMPLES
          DESTRUCTIVE
      G. SOCIAL MOTIVATN
          EXAMPLES
          DESTRUCIVE
  
  H. VIEWER'S VIEWS

 05.   MUSIC 
        
A. ARABIAN
         B. COLOUR CDs
         C. DIATONIC

        
D. EASTERN
        
E. INNOVATION
        
F. RAGAMS
         G. TEMPERED
        
H. VIEWER'S VIEWS
         I.  WESTERN
    -------------------------- 
 
05A. HEXOCTAL
        
A. ADMIRATION
         B. ARABIC
         C. CODE SET
         D. DIATONIC
         E. ENGLISH
         F. GERMAN
         G. HINDI
         H. KARNATAK
         I . KARNATAK KB
        J. MELODY
        K. PRIMARY RAGAM
        L. PUSHTU
        M. SCOTTISH          
        N.  TEMPERED
        O. URUDU    
    
   P. VIEWER'S VIEWS

 06. NEW-CONCEPTS 
     
A. DEVELOPMENT
      B. PHYSICS
 07. PUBLICATIONS    
     
A. ARTICLES
          ECONOMICS
          PRODUCTIVITY
          MANPOWER
          MATERIALS
          RESOURCE
          R & D
          TRAINING
      B.
BOOKS
      C. REPEC
      D. SSRN  
 08. QUOTATIONS
       A. WORDS
       B. PICTURES  
           ANIMALS
           BIOLOGY
           BIRDS
           BOTANICAL
           BUILDINGS
           FLOWERS
           FRUITS
           HISTORICAL
           INSTITUTIONS
           LANDSCAPES
           MONUMENTS 
           NATURE
           PLANTS
           TRANSPORT
           TREES
            SPORTS
            STARS 
      
C. VIEWER'S VIEWS 
 09. SMART-THOUGHTS  
      
A. ALEXANDER
       B. ACHIEVEMENT
       C. ECONOMICS
       D. LION
       E. PHILOSOPHY
       F. SCIENCE
       G. TSUMANI
       H. UNIVERSE

       I. VIEWER'S VIEWS
 10. SOCIO-ECONOMIC
       A. ARTILECT        
       B. BUSH

      
C. CONCEPTS
       D DETAILS
       E. INDIRA GANDHI
       F. NOBEL
       G. POLI-FINANCE
       H. SLIDE SHOW
       
I. SUMMARY          
      J. SUPPORTS
      K. VIEWER'S VIEW   
 11. SOFTWARE (SW)
       A. APPLICATION
      
B. ARTILECT 
       C. BOOTING       
    
  D. CORPORATE
       E. DESIGNS
       F. HARDARE
       G. JOB SW
       H. OP.SYSTEM
       I. ORGANISATION SW
      J. SW QUALITY
      K. SW UTILITY
      L. UTILITY SW
      M
. VIEWER'S VIEW      
 12.  STARS & SKY     
      
A. ASTRONOMY
       B. CONSTELLATIONS
           INDIAN
           WESTERN
       C. ENMALISP
       D. GREEK ALFA
       E. MID NORTH
       F. NORTH NORTH
       G. STARS
            INDIAN
            WESTERN 
       H. SUN
       I. VIEWER'S VIEW
      J. ZODIAC
 13. VIEWR'S VIEWS
       ABOUT DRVSRS     
       DEVELOPMENT   
       COUNTRY
       FACULTY
       FEED BACK
       INNOVATION
       MANAGEMENT
       MOTIVATION
       MUSIC
       NAMES
       PRODUCTIVITY
       PROFESSION
       QUOTATIONS
       SOFTWARE
       STARS
       TOPICS 
       VIEWER'S VIEWS
       WEB CLASSES
 14. KEY-WORDS
        FAQ   A TO Z
       ANIMATIONS
       FLAGS
       HAPPY
       JOKES
       MELODIES
       QUOTATIONS
 15. DR.VSRS
       A. ABOUT 
       B. ACADEMIC
       C. ACHIEVEMENT
       D. ASSIGNMENTS
       E. ASSISTANCE
       F. BOOKS
       G. CDB, BARBADOS
       H CFTC, LONDON
       I. CONTACT          
       J.  FAMILY TREE
       K.  HOME  
       L. INNOVATIONS
       M. ISO 90001:2000
       N. NOBEL 
       O. PRIME PAPERS
       P. QUALITY AUDITOR
       Q. SITE MAP
       R. SOCIAL WORK
       S. VIEWER'S VIEWS
       T. WORLD TRAVEL       
 16.  CLOSE  

SPECIALITY

Contact :  Dr.VSRS  

GO TO HOME PAGE

 ANIMATION OF HAPPINESS - CLICK
 JOKES MENU - CLICK    LAUGH
 MATTER  SMART - CLICK
 MELODY MENU - CLICK
 PICTURE MENU - CLICK
 QUOTATIONS - CLICK
RECIPES

FEATURES

Contact :  Dr.VSRS  

GO TO HOME PAGE

 A.  ASSISTANCE
 B BOOKS
 F.   
 H.  HELP (FAQ)
  L.    LATEST SITE
  S.  SITE MAP

 ENTERTAINERS

Contact : Dr.VSRS  

GO TO HOME PAGE

WORLD WIDE WEB IN MOTION

WINK ON SITE

LOVE AT SITE

SING WITH SITE

DANCE OVER SITE

Contact :  Dr.VSRS  

GO TO HOME PAGE

WEB DETAILS

Contact : Dr.VSRS  

GO TO HOME PAGE

.PERSONAL 
Web-Site DESIGNED & MAINTAINED BY
Intellectual Consultants
.

ON THE WEB FROM AUGUST 01, 2001

LAST UPDATE

RESEARCH &
DEVELOPMENT
CENTRE
RePEc   SSRN  Expert

3

Contact :   Dr.VSRS

 GET 
CLICK & GET DRVSRS TOOL BAR
 TOOL BAR

GO TO HOME PAGE

CIRCLES MENU CIRCLES

 01.FACULTYSHIPS
      ASSOCIATION
      COLLEGE
      CORPORATE
      GOVERNMENT
      INSTITUTIONS
      PRECAUTIONS
      SCHOOLS
      SOCIETIES
      UNIVERSITIES    
      VIEWER'S VIEWS
      WISDOM  
 02. INNOVATION
     
A. BIO-CHEMISTRY
      B. ENMALISP
      C. EXAMPLES
      D. MAIN CONCEPTS
      E. MATHEMATICS
      F.  CATALYST
     
G. MUSIC
      H. COLOUR DISC
       I. ORGANIC
      J.  INORGANIC
      K. PHYSICS

      L. STUDIOUS
      M. VIEWER'S VIEWS

 03. MANAGEMENT 
      
A. ARTILECT  
       B
. BE HAPPY
       C.
CONCEPTS
       D. DETAILS
       E. INDIRA GANDHI
       F. NOBEL
       G. POLI-FINANCE
       H. SLIDE SHOW
 
      I. SUMMARY    
      J. SUPPORTS
      K. VIEWER'S VIEWS  
          MANAGEMENT
          PRODUCTIVITY

 04. MOTIVATION
     
A. ARITHMETIC
      B. BESTPEDAL
      C. EPOCH MAKERS
      D. HANDICAPPED
      E. LEADS FOR

          SELF 
          SOCIAL
      F. SELF
MOTIVATION
          EXAMPLES
          DESTRUCTIVE
      G. SOCIAL MOTIVATN
          EXAMPLES
          DESTRUCIVE
  
  H. VIEWER'S VIEWS

 05.   MUSIC 
        
A. ARABIAN
         B. COLOUR CDs
         C. DIATONIC

        
D. EASTERN
        
E. INNOVATION
        
F. RAGAMS
         G. TEMPERED
        
H. VIEWER'S VIEWS
         I.  WESTERN
    -------------------------- 
 
05A. HEXOCTAL
        
A. ADMIRATION
         B. ARABIC
         C. CODE SET
         D. DIATONIC
         E. ENGLISH
         F. GERMAN
         G. HINDI
         H. KARNATAK
         I . KARNATAK KB
        J. MELODY
        K. PRIMARY RAGAM
        L. PUSHTU
        M. SCOTTISH          
        N.  TEMPERED
        O. URUDU    
    
   P. VIEWER'S VIEWS

 06. NEW-CONCEPTS 
     
A. DEVELOPMENT
      B. PHYSICS
 07. PUBLICATIONS    
     
A. ARTICLES
          ECONOMICS
          PRODUCTIVITY
          MANPOWER
          MATERIALS
          RESOURCE
          R & D
          TRAINING
      B.
BOOKS
      C. REPEC
      D. SSRN  
 08. QUOTATIONS
       A. WORDS
       B. PICTURES  
           ANIMALS
           BIOLOGY
           BIRDS
           BOTANICAL
           BUILDINGS
           FLOWERS
           FRUITS
           HISTORICAL
           INSTITUTIONS
           LANDSCAPES
           MONUMENTS 
           NATURE
           PLANTS
           TRANSPORT
           TREES
            SPORTS
            STARS 
      
C. VIEWER'S VIEWS 
 09. SMART-THOUGHTS  
      
A. ALEXANDER
       B. ACHIEVEMENT
       C. ECONOMICS
       D. LION
       E. PHILOSOPHY
       F. SCIENCE
       G. TSUMANI
       H. UNIVERSE

       I. VIEWER'S VIEWS
 10. SOCIO-ECONOMIC
       A. ARTILECT        
       B. BUSH

      
C. CONCEPTS
       D DETAILS
       E. INDIRA GANDHI
       F. NOBEL
       G. POLI-FINANCE
       H. SLIDE SHOW
       
I. SUMMARY          
      J. SUPPORTS
      K. VIEWER'S VIEW   
 11. SOFTWARE (SW)
       A. APPLICATION
      
B. ARTILECT 
       C. BOOTING       
    
  D. CORPORATE
       E. DESIGNS
       F. HARDARE
       G. JOB SW
       H. OP.SYSTEM
       I. ORGANISATION SW
      J. SW QUALITY
      K. SW UTILITY
      L. UTILITY SW
      M
. VIEWER'S VIEW      
 12.  STARS & SKY     
      
A. ASTRONOMY
       B. CONSTELLATIONS
           INDIAN
           WESTERN
       C. ENMALISP
       D. GREEK ALFA
       E. MID NORTH
       F. NORTH NORTH
       G. STARS
            INDIAN
            WESTERN 
       H. SUN
       I. VIEWER'S VIEW
      J. ZODIAC
 13. VIEWR'S VIEWS
       ABOUT DRVSRS     
       DEVELOPMENT   
       COUNTRY
       FACULTY
       FEED BACK
       INNOVATION
       MANAGEMENT
       MOTIVATION
       MUSIC
       NAMES
       PRODUCTIVITY
       PROFESSION
       QUOTATIONS
       SOFTWARE
       STARS
       TOPICS 
       VIEWER'S VIEWS
       WEB CLASSES
 14. KEY-WORDS
        FAQ   A TO Z
       ANIMATIONS
       FLAGS
       HAPPY
       JOKES
       MELODIES
       QUOTATIONS
 15. DR.VSRS
       A. ABOUT 
       B. ACADEMIC
       C. ACHIEVEMENT
       D. ASSIGNMENTS
       E. ASSISTANCE
       F. BOOKS
       G. CDB, BARBADOS
       H CFTC, LONDON
       I. CONTACT          
       J.  FAMILY TREE
       K.  HOME  
       L. INNOVATIONS
       M. ISO 90001:2000
       N. NOBEL 
       O. PRIME PAPERS
       P. QUALITY AUDITOR
       Q. SITE MAP
       R. SOCIAL WORK
       S. VIEWER'S VIEWS
       T. WORLD TRAVEL       
 16.  CLOSE  

ON THE WEB FROM AUGUST 01, 2001

LAST UPDATE

RESEARCH &
DEVELOPMENT
CENTRE
RePEc   SSRN  Expert

SPECIALITY

Contact :  Dr.VSRS  

GO TO HOME PAGE

 ANIMATION OF HAPPINESS - CLICK
 JOKES MENU - CLICK    LAUGH
 MATTER  SMART - CLICK
 MELODY MENU - CLICK
 PICTURE MENU - CLICK
 QUOTATIONS - CLICK
RECIPES

FEATURES

Contact :  Dr.VSRS  

GO TO HOME PAGE

 A.  ASSISTANCE
 B BOOKS
 F.   
 H.  HELP (FAQ)
  L.    LATEST SITE
  S.  SITE MAP

ON THE WEB FROM AUGUST 01, 2001

LAST UPDATE

RESEARCH &
DEVELOPMENT
CENTRE
RePEc   SSRN  Expert

ON THE WEB FROM AUGUST 01, 2001

LAST UPDATE

 GET 
CLICK & GET DRVSRS TOOL BAR
 TOOL BAR

LOGO  DEVELOPMENT CONCEPTS BY DR.VSRS LOGO

It is a Safe Site. Java Script is used only to display the Date and Time. If  "To help protect your security" line is on the top - 01. Left click  On "To help protect your security". 02.  "Allow blocked content" in the displayed window. 03. "Yes" in  Security warning window.  It shall also help you to get a full view of this page contents . Books/Products are on safe Popup windows. Double click on the link if a caution message is displayed - DR.VSRS

SOCIAL & ECONOMIC  
DEVELOPMENT  

   WATCH & WARD

PEACOCK VIEW

SITEMAP

 ? YOUR NEEDS YOUR SEARCH ? KEYS TARGET HIT
GET HEAR BOTTOM LINE
SEE ENJOY
CONCEPTS  MUSIC  PICTURE  JOKES/QUOTE/ RECIPE
YOUR ?   GOOD LUCK  &   SEARCH   

    SOCIO-ECONOMIC DEVELOPMENT / MANAGEMENT / PRODUCTIVITY
    CONCEPTS OF DR.VSRS

"It is less important to have unanimity than it is making the right decision and doing the right thing, even though at the outset it may seem lonesome" By US Defence Secretary Donald Rumsfeld on 29th August 2002. From the Middle East Economic Digest (MEED), 30th August 2002. Page 2

 WELCOME FROM  DR.VSRS   
 
 AN UNIQUE KNOW-HOW CONTRIBUTION SITE
Site : http: // www . drvsrs . com   
 
On the Top Bar of the Browser : Click View  > Text Size  >  Medium 
  Keep Your Speaker or Head Phone on   
To Go Back  Left Click Go Back to Previous Page on Top of the Browser
THIS   PAGE IS BEST VIEWED WITH 
MS - INTERNET EXPLORER 4.0 & BEYOND
 Contact :   Dr.VSRS
INNOVATION - INFORMATION - NEW CONCEPTS

drvsrs

DOT

MIS

Quality

Research & Development

Socio-Economic Development Acceleration

03A. CONCEPTS FOR PROSPERITY IN THE MILLENNIUM 

        A  Productivity & Management - Concepts - Schematic
 
      B  SED - Concepts - Schematic    C  Economic Models
 
      D  Pyramid for Power - Profit -
Prosperity
    
CON-L TO BUY THIS BOOK CLICK LULU   SHOPPINGCON-R

1.  PRODUCTIVITY  & MANAGEMENT   DECISION  ( 03A )ALGEBRAIC INFERENCES SLIDE DEMO

  • PRODUCTIVITY = SED GOALS  /  INPUT  > 1  & SED GOALS  /   OUTPUT  > 1
    SUBJECT TO OUTPUT  / INPUT > 1

    (SED = SOCIO-ECONOMIC DEVELOPMENT UNITS)
  • SOCIAL RATE OF RETURN IS IMPORTANT THAN QUANTUM RATE OF RETURN.
  • INTANGIBLE ELEMENTS  ARE IMPORTANT THAN  TANGIBLE ELEMENTS.  
     
    (PSYCHO-SOCIO-INTER NATIONAL-UNIVERSAL)  
  • MANAGEMENT DECISIONS ARE OPTIMUM WHEN 
    SED GOALS  /  INPUT DECISIONS > 1  &  
    SED GOALS  /  OUTPUT  DECISIONS > 1, 
    SUBJECT TO  OUTPUT DECISIONS / INPUT DECISIONS > 1

    ====================================================
    Universally Applicable to All Developed/Developing/Under-Developed Nations. ============================================================
    SEE : 
    03B. SUMMARY  /  03C. DETAILS   /  03D. SLIDE SHOW /
              03E. SUPPORT  /   03N. NOBEL NOMINATION 

    Viewer's Views : 03F. Management / Productivity 
    ===================================================
  • View the Summary  of this in Social Science Research Network (SSRN), Rochester, Ny 14618, USA   http://www.ssrn.com/author=360079

  • View in Research Papers in Economics Net Work (RePEc)  http://ideas.repec.org/e/psu50.html

  • ==================================================

  • This paper was published by the author in  ALTIJARAH, an accredited monthly journal  of the Sharjah Chamber of Commerce & Industry, Government of Sharjah, UAE. May 2001, September 2001 and March 2002  issues, in a serial.

  • Reproduced with permission in the "ICFAI Journal of Managerial Economics", ICFAI University, Hyderabad, India. August 2004 issue. Pages 25 to 41.

03D   MGMTSLIDE    SHOPPING        GO TOP

2.   SOCIO-ECONOMIC   DEVELOPMENT  ACCELERATIOGEOMETRIC  INFERENCE  SLIDE DEMON ( 10A)

  • DOMESTIC INVESTMENTS THROUGH DOMESTIC SAVINGS (INDIVIDUAL / CORPORATE / GOVERNMENT, EVEN THOUGH FOREIGN TO START WITH) 
    (EXOGENOUS CIRCLE)
  • DOMESTIC  HUMAN POTENTIAL TO MAN THE DOMESTIC TECHNOLOGY (LATEST TECHNOLOGY MODERATED TO SUIT LOCAL ENVIRONMENTS) (ENDOGENOUS CIRCLE)
  • SYNCHRONISE EXOGENOUS AND ENDOGENOUS CIRCLES & OPTIMISE THEIR DIMENSIONS.
    ===========================================================

    Universally Applicable to All Developed/Developing/Under-Developed Nations
    ======================================================

    SEE  :  10B.  SUMMARY  / 10C. DETAILS  /  10D. SLIDE SHOW /
                 10E. SUPPORT    / 10N. NOBEL NOMINATION 
                
    10F. Viewer's Views
     (SED)  
    =====================================================
  • View the Summary  of this in Social Science Research Network (SSRN), Rochester, Ny 14618, USA at
    http://www.ssrn.com/author=360079
  • View in Research Papers in Economics Net Work (RePEc) at http://ideas.repec.org/e/psu50.html
  • This paper was published by the author in  ALTIJARAH, an accredited monthly journal of the Sharjah Chamber of Commerce & Industry, Government of Sharjah, UAE.  April to July 2000 issues, in a serial.

SEDSLIDE 10D     SHOPPING      GO TOP

PRODUCTIVITY REDEFINITION & MANAGEMENT DECISION
CONCEPT SUMMARY SCHEMATIC ( 03A)


MGMTCONS
GO TOP

SOCIO-ECONOMIC DEVELOPMENT ACCELERATION
CONCEPT SUMMARY SCHEMATIC ( 10A )

SEDCONS

FROM FIELD SUPPORT           SHOPPING      GO TOP
ECONOMIC MODELS AND THEIR DEVELOPMENT EXPERIENCES

====================================================
The Indian Journal of Public Administration. Quarterly Journal of the Indian Institute of Public Administration, New Delhi, India.  April to June 2003. Pages 147 to 156.
==============================================================
GROWTH MODELS AND INDIA'S POLICIES.
BY : KALA SEETHARAM SRIDHAR.  Assistant Professor, Indian Institute of Management.
Lucknow. India
 
=================================
=================================

  • The Literature on economic growth identifies several theories that describes the phenomenon. Rostow's stages of growth theory describes the transition from under-development to development as a series of stages - the traditional society, pre-conditions for take off into self-sustaining growth, the take-off, drive into maturity and the age of mass consumption-which most countries experience as they grow. There is the assumption in this theory that successful industrialisation in unbalanced in the sense that a single or a limited number has to be a sector.... If we look at India's growth, it is debatable if only one sector is poised to set India for take off...From this view, Rostow's model is not a satisfactory explanation of the changes occurring in India......

  • Another linear stage model that explains growth at an aggregate stage is the Harrod-Domar growth model, which shows that in order to grow, economies must save and invest a certain portion of their GNP. If more they can save and invest, the faster they grow. If we look at the relationship between savings and economic growth in India, we find the paradox of high savings and and low growth despite preferential tax treatment to savings...

  • Structural models (primarily Lewis Model) of growth focus on transfer of labor from agriculture where there is surplus labour, to the modern industrial sector where employment and productivity rise. The best empirical evidence of this structural process described by Lewis may be observed in China... In contrast, eastern Europe and former Soviet Union started reform as urban and overly industrialised.... India is in a similar situation to eastern Europe and former Soviet Union in that it started reform in 1991 as urban and with overbuilt industry, and too little consumer goods... We also have to observe that another assumption of the structural process of growth described by Lewis does not hold good in India. This is the ability with which the modern industrial sector can absorb surplus labour released by the agricultural sector...

  • The international dependence model draws heavily from from the Prebish-Singer thesis that describes the existence of unequal international power imbalances as the cause of under-development in developing countries. Raul Prebisch and Hans Singer blamed trade to be rather an engine of under development for poor countries because they were colonised to become export of primary products whose prices were historically declining... Advocates of this thesis therefore recommended that the solution to problems caused by unequal power relationship is to keep one's economy closed and follow import substitution policies. Consistent with this, and following from its historical experience of colonial rule a model of inward-looking policies-import substitution and export pessimism-is what India adopted until 1991. However, towards the end of 1980s, limitations of closed economies were demonstrated and the advantages of openness, were exemplified by the rapid growth of South-eastern Asian economies. These factors, together with the fiscal crisis with which it was faced in 1991, and the subsequent IMF mandate, changed India to become an economy more open to imports and exports, that exposed the domestic industry to international competition after a long era of protection... This means that if we are open and can integrate with the world economy, we can expect to be fast growing and reach the growth rate of the South-east Asian countries through increase in quantity and quality of labour, capital and technology through trade and investment....

  • The model aptly describes India's growth during 1990s (as well as the earlier populism) is supply-side macro-economics. The central focus of the nonclassical counter-revolution in favour of supply-side macro-economics is that under development results from too much state intervention by overly active Third World governments. This school called for dismantling of statist planning, public ownership and reducing government control over industries, that imply reduction of tax rates... The decade of nineties witnessed a second war (after the civil war) in United states. This in spirit of supply-side macro-economics, is a war of tax incentives among various states in the Unites States to attract investment and employment to their states rather than to lose it to others... In India, a war similar to the United states has occurred in recent years, consistent with the trends in favour of supply-side macro-economics... In the age of globalisation, it is certainly acceptable to expose domestic industry to competition through quality.....

  1. Rostow's Stages of Growth Theory : It assumes that every nation has an inherent tendency to aim for development and progressively strive towards that goal. But there are no guidelines in this model on the motivational tool for a progress goal development, to lead towards such take-off sages from under-developed to development, and measure the development. Just after independence in 1947, India followed the first Five Year Plan with emphasis on unilateral agricultural development, the Second Year Five Year Plan with unilateral industrialisation etc...with foreign assistance. Uni-directional agriculture and industrialisation without Domestic sources, as well as without equal updates in Domestic Human and Technological infrastructure based on Rostow's theory, does not lead the nation to an improved stage of development. Also the Productivity aspect of development was not taken into account by this model. In the Management decision for development, the influence of intangible factors were never considered. These are the reason for the failure of this model in a nation like India, which has a fairly high level of tangible wealth / intelligentsia as well as intangible social and economic disparities.

  2. Harrod-Domar growth model, which shows that in order to grow, economies must save and invest a certain portion of their GNP. If more they can save and invest, the faster they grow. If we look at the relationship between savings and economic growth in India, we find the paradox of high savings and low growth despite preferential tax treatment to savings... It is because of the fact that Domestic Investments from Domestic Savings (Exogenous component) is an one-sided guideline, without their proper synchronisation formula among them, and without reference to Domestic Human potential and Technology (Endogenous component). Government decisions with reference to Socio-Economic Development orientation, practical Productivity measures, as well as the influences of intangible aspects are not a part of this model. These have resulted in a paradoxical situation in India .

  3. Structural models (primarily Lewis Model) of growth focus on transfer of labour from agriculture, where there is surplus labour, to the modern industrial sector where employment and productivity are expected to rise. This model considers the possibility of the Endogenous component of Domestic Human potential transfers, without any reference to the appropriate Domestic technology, and the need to synchronise them with Human component. Also assumption on Productivity rise in this model, is quantity oriented and not Socio-Economic development oriented. Hence lob-sided Management decisions based on this model, without due consideration to the influence of intangible components, failed to bring-in the expected development in India, having large resources and qualified/skilled surplus labour.

  4. The International dependence model draws heavily from the Prebish-Singer thesis that describes the existence of unequal international power imbalances as the cause of under-development in developing countries. Closure to developed international power and their market, truncates the development of a nation, by not taking advantage of their Research and Development know-how, as well as the production possibility of their needs at competitive domestic costs, prevailing due to lower level of development. Hence, it is always wise to take advantage of international power and assistance to start with, and progressively increase Domestic Investments from Domestic savings (Exogenous component). Also simultaneous development of Domestic Human potential to suit the Domestic Technology (latest Endogenous component from the international power moderated to suit local needs), are not part of the Prebish-Singer model. International influence is an intangible component, and it should be utilised with proper precautions, with an eye on the measurement of the Productivity of the nation, with reference to Socio-Economic development units. The effect is that all the nationalised sectors as well as those in the exclusive control of the government in India are progressively offered to private parties, including competitive bidders from international locations.

  5. The central focus of the nonclassical counter-revolution in favour of Supply-side Macro-economics is that under development results from too much state intervention by overly active Third World governments. Reducing government controls and taxes are incentives for investment. But those who invest not necessarily follow the guidelines of Exogenous rule of progressive Domestic Investment from Domestic savings, and Endogenous rule of progressive Domestic Technology with Domestic Human potential, and their synchronisation. Also these should be backed with Socio-Economic development oriented Productivity approaches and Management Decision should be oriented with due consideration for the intangible aspects. Unless all these complex components are taken care, there cannot be any improvement in the national Socio-Economic development. This is what is happening to India, even after 56 years of Independence.                                          GO TOP
    DEVELOPED STATUS

    THE RESULTS

    DEVELOPMENT CLIMBER

    The Algebraic model on redefined productivity / Socio-Economicdevelopment oriented Management Decision guidelines, together with the Geometric model for Socio-Economic development acceleration by DR.VSRS, A comprehensive models, taking care of all the required components needed for the nations to progress in development, as well as to sustain their development status on a continuing basis, like a Development Climber's Ladder.

    CURRENT STATUS

    THE CONCEPTS

  P1 .  PYRAMID FOR POWER

LEGENDS :          A  - Authority.  C  - Cost.       D  - Decision makers
 E  - Expence.   F - Finance.       I  - Income.   M  - Material.
 P  - Peole. 

PYRAMIDAL MANAGEMENT 01) THE PYRAMID 
Pyramid is a structure of 3 or 4 triangles meeting in an apex from a triangular or square base.  It is a top narrow and bottom broad structure,  well founded and stable. Any vibration on the tip is expanded at the bottom (Mega phone). Inversely it acts a funnel to send all inflows from the bottom to the apex. That is why any organization (Government or Private) gets the power and functions with a Pyramidal management structure. 

02)  THE MANAGEMENT STRUCTURE.
The Pyramid  structure is suitable, stable and result oriented for any Private corporate sector and the Government. The components are,
(A) The top  Authority (A)  is at the tip (Chairman, CEO, Managing Director or the President). 
(B) The authority is delegated to the next level of a few Decision makers (D) in one or more echelons. 
(C) These decisions are implemented by many Work personnel (P) at the broad base (the office or factory or service points).

(03)  SUPPORTS.

These work infrastructure personnel are supported with Finance (F)  by way of Investments (Plant & machinery) and  Materials (M),  the input  for the Products (Car, Cloth, Soap etc…) or services (Entertainment, Insurance, Maintenace/repair,
Transportation etc…).
(04)  THE INPUTS.
(A) The direct inputs (material; personnel time;  work support like use of machinery, power etc..) contribute to the Cost (C) of  the products or services.
(B) The indirect   inputs (over heads like rents, sales promotion, salary of the office and management personnel etc..), applicable to all the products or services, contribute  to the Expense (E) .  
(05)  THE OUTPUT
(A) The sale of items or provision of services, result  in getting an Income (I) from the public Socio-Economic groups (individuals, house holds or organizations).
(B)  The arithmetic of {Income (I)  – [Cost (C)+Expence(E)]} or the profits, contributes to the financial return of the corporate or government efforts.
(C) If “I” is more than “C+E” then the result is a financial  Profit.. Otherwise, If “I” is less than “C+E” then the result is a financial  Loss.
(D)  Profit is a surplus and support for growth. Hence the private corporate units aim and function towards a “Profit”.
(E)  Government, with a target to uplift the Socio-Economic groups, function with a “No profit/No loss” concept. But a nominal profit orientation is mandatory to get a positive financial return and protect the government from bankruptsy.
(F)  A Loss, to either a private or government sector is like an injury  to the organization.
(06) NO-LOSS ORIENTATION
Since the profit or loss is an arithmetic of  {I – (C+E)},  profit direction is to increase I or reduce C + E.
(A)  Say,  a sector (private or government) gets an income I = 1,500 (Quantum of sales/service 10 X Price per unit 150), with the  current Cost (C)  1,200 +  Expense (E)  800 = 2,000. The loss is = (1,500 – 2,000) = -500. To come out of the loss, the options are
Quantity  leverage.
a)  Increase the sales quantity from 10 to 20, through sales promotion strategies (advertisements, campaigns, customer incentives, new packing etc, .) . The sales promotions may increase expenses (E) from 800 to 1,000. The cost (C) for the 10 additional products (20 - 10)  may increase from 1200 to 1400.  Then theoretically, I = (20 X 150) = 3,000. The Cost  is 1,400 +  Expense  1,000 = 2,400. Profit = (3,000 – 2,400) = 600. This may sound good.
b) But practically it is difficult to double the sales, as the customer responses, reactions and competitor's strategies are un predictable !!. The sales promotion may or may not work.
Price leverage.
a)  Increase the unit price to 300.  Then theoretically, I = (10 X 300) = 3,000. The Cost  1,200 +  Expense 8,00 = 2,000. Profit = (3,000 – 2,000) = 1,000.
b) But  practically, the demand may go down with price increase. The sale could be 4 units instead of 10.  Then  I = (4 X 300) = 1,200, Tne Cost + Expense = 2,000. Resulting loss = 1,200 – 2,000 = -800.   
c)  The reverse strategy is to reduce the unit price to 100. The demand may increase from 10 to  25, due to the price reduction.  Then I = 25 X 100 = 2,500. Cost + Expense = 2,000. Profit = 2,500 – 2,000 = 500.
Cost+Expense leverage.
Keeping the price constant, progressively reduce the (Cost +  Expense).
a) Cost reduction  could be done by a “value analysis” of the input materials / services methods. (replace expensive stainless steel parts with pressure die-casted aluminium alloy), keeping the quality and performance same or better… provide bulk group service instead of individual service etc…).
b) Expense reduction by motivating the work group to produce or service more in a given time. This  could  also be supported by new technology like fast producing machinery, introducing email services etc…  This is a leverage through   efficiency and quantum productivity  optimisation.  

c)  For an income I of 1,500 (10 X 150), if the Cost+Expense is reduced from 2,000 to 1,100, the result will be a profit of 400 (1,500 – 1,100) .                                     
GO TOP
*************************************************
     P2 .  PYRAMID FOR PROFITS  (PUSH - DOWN APPROACH)
LEGENDS :          A  - Authority.  C  - Cost.       D  - Decision makers
 E  - Expence.   F - Finance.       I  - Income.   M  - Material.
 P  - People. 
==============
====PYRAMID FOR PROFIT===============================
Profit  management  with an unilateral financial and quantum rate of return approach,  uses a pyramidal organisa-tional structure with the “Tip on the Top” orientation for “Profits”. The profit generation methodology is the same as in P1 above.  In this approach, the authority A is on the top, management decision group D is in the middle, the work group personnel P are at the broad based bottom, The product/service output are provided to the national Socio-Economic group (Customers) spread below (out of the) pyramid.
The profit or loss is diverted to the top authority A, and subsequent actions are left to them  (applicable to the corporate or government  sector units,  in a narrow and in closed wall apex of the pyramid). The action summary is -
A) Investments are made from any source, without any motivation or consideration of the domestic savings from the people within the organisation or the socio-economic infrastructure, below the bottom of the pyramid.
B)  Any technology considered as suitable, is selected and manned by alien personnel (including foreigners) without any attempt to upgrade the domestic manpower capabilities, inside and below the bottom of the pyramid.
C) Productivity and Management decision effectiveness are measured with reference to the financial and quantum returns, and not with reference to  any positive contribution to the socio-economic groups, within and below the bottom of the pyramid.
D) Impact of the intangible components (Psycho-Socio-International-Universal),  on the organisation, nation and the socio-economic groups, within and below the bottom of the pyramid  are never considered in the overall decisions by the authority A on the top ( in a narrow and in closed wall apex) of the pyramid.               
GO TOP
*************************************************
 
    P3 .  PYRAMID FOR PROSPERITY  (PUSH-UP  APPROACH)  
LEGENDS :          A  - Authority.  C  - Cost.       D  - Decision makers
 E  - Expence.   F - Finance.       I  - Income.   M  - Material.
 P  - People. 
=============================
PYRAMID FOR PROSPERITYT====================
A Prosperity manage-ment with multilateral (Economic, Financial, Social and Technical) rate of returns  approach,  uses an inverted pyramidal organisational structure, with the “Tip at the Bottom” orientation for “Prosperity”. The profit generation methodology is the same as in P1 above.  In this approach, the operating people P  are  on the broad based top, are in  direct contact with the Socio-economic group (with feed backs), management decision group D is in the middle, the authority A is  at the protruding bottom, The product/service demands and their prices/contributions to the society and  national Socio-Economic group (Customers) spread above (out of the pyramid), are directly estimated. The profit or loss, due to the management decisions, made by the group D in the middle,  is diverted to the top authority A at the bottom tip.  Appropriate corrective actions are left to the top authority of the  (corporate or government  sector unit),  with reference to the contribution to the socio-economic group on the top.  The action summary is -
A) Investments are made from the domestic savings from the people within the organization and the socio-economic infrastructure, above the broad based top of the pyramid.
B)  Latest technology, moderated to suit the domestic conditions are selected, domestic manpower capabilities  are upgraded (inside and  above the top base of the pyramid.)
C) Productivity and Management decision effectiveness are measured with  reference to  the  positive contribution to the socio-economic groups, above the broad based top of the pyramid. This is in addition to the measurement of the effectiveness with reference to the Quantum ratios.
D) Rate of return on the production/service operations are worked out with reference to 4 guidelines (Economic, Financial, Social, Technical).
E) Impact of the intangible components (Psycho-Socio-International-Universal), on the nation and the socio-economic groups, above the broad base of the pyramid are considered in the overall decisions by the authority A,  on the bottom tip.                                  
GO TOP

                             Press Release - 1
              A Redefined Productivity Model & Socio-Economic
              Development Oriented Management Decisions.
              Author Dr.VSR.Subramaniam.MBA.,Ph.D.,Post Doctorate
              inComputer Science
                 URL : http://www.drvsrs.com/concepts.htm
********************************************************
01. Till now, Management Decision and their optimisation are constrained to the area of Commercial and Technical fields.
02. This paper opens up the span of Management Decision to a vast and important area namely  "Socio-Economic Development" not thought  of, so far.
03. The effect of Intangible (un-quantifiable) components are added and integrated as part of constraints to the Decision Methodology.
04. Also the concept of Productivity is currently restricted to the Quantum ratios of Output and Input.
05. This paper expands the definition of  Productivity to a critical area namely  "Socio-Economic Development", not  extended so far by the faculties of Economics  and Management.
06. The Expanded range of Management Decision with the added constraints, and  Redefined Productivity are integrated and  framed into an Algebraic Model.
07. Solving the Algebraic links leads to selected, practical and  evaluation of Productivity rise or fall, as well as the      Effectiveness of Management Decision, with reference to a broad-based Socio-Economic Development goal units.

08. The Solutions provided by  the Algebraic Model  are also represented by a Schematic Diagram, for the understanding of  all persons in different level of  knowledge.
09. The Algebraic theory is well supported by  the Slide show and development experiences of over 44 nations in the world   (in the Field support page).
10.
This paper was published by the author in  ALTIJARAH, an accredited monthly journal of the Sharjah Chamber of Commerce & Industry, Government of Sharjah, UAE.      (May 2001, September 2001 and March 2002 issues, in a serial).  Reproduced with permission in The ICFAI Journal      of Managerial Economics, ICFAI University, Hyderabad, India in August 2005 issue,  Pages 25 to 41
11. This Research paper is considered as  a valuable  contributor to the International Development in the : -
a) Research Papers in Economics (RePEc). See at :
     http://ideas.repec.org/e/psu50.html  
b)
 Social Science Research Network (SSRN),  Rochester,
     NY 14618, USA. See at
     http://www.ssrn.com/author=360079  
12. The Author has adequate practical  experiences in
the development and implementation of his model through his  past  assignments in International Socio-Economic development institutions as well as Private corporate units  and Multi-nationals.
13. Association with Nobel  Laureates in Economic       Science, Country Heads, Past Research and       Development  works / Publications, Faculty-ships     in Training  and Development of Manpower etc...
14. This paper deserves to be seen and understood by the Heads of the Governments/Corporate units, Professors /      Researchers in Economics and Management Science, Universities / Economic / Management Education institutions etc... all over the world.
14. The Page "http://www.drvsrs.com/concepts.htm"        provides hyper-links to the Full Publication, Summary Page, About the Author, Past Publications, Faculty-ships etc...
                                  Press Release - 2
            Accelerate Your Socio-Economic Development 

            An Eccentric Bi-circular Model and Solution.
            Author   Dr.VSR.Subramaniam.MBA.,Ph.D.,Post Doctorate
             in Computer Science
               URL
: Http://www.drvsrs.com/concepts.htm
*********************************************************
01. Current theories and models in Development  Economics deal the 4 core variables namely Investment, Savings, Manpower  (Labour) and Technology as separate entities, and  offer solutions accordingly.
02. This paper innovatively links all these 4  variables  into one Geometric Model, solves and offers noteworthy inferences of practical value and development utility, for all nations in the world, irrespective of their  level of development.
03. The Domestic Manpower and Domestic Technology (the tool for productive contribution by the Manpower), are  linked diagonally in an "Endogenous" circle.
04. The Domestic Investment and Domestic  Savings  (the source for Investment) are are  linked diagonally in an "Exogenous"  circle.
05. These 2 circles are eccentrically cross  integrated with reference to the  Socio-Economic Development goal Axes.
06. Step by step constructions and geometric  Solutions, offer clear-cut methodologies and directions towards :-
  A) Under-developed and Developing nations to create the
       recommended infrastructure, and accelerate their pace
       of  Socio-Economic development.
   B) Developed nations to maintain the recommended
         infrastructure to sustain their achieved development
         status,  and progress further in Socio-Economic
         Development.
07. The Solutions provided by  the Geometric Model  are also represented by a Schematic Diagram,  for the understanding of all   persons in different  levels of knowledge.
08. The Geometric theory is well supported by  the  Slide show and development experiences of over  44 nations in the world (in the Field support page).
09.
This paper was published by the author in      ALTIJARAH, an accredited monthly journal of the Sharjah Chamber of Commerce & Industry, Government of Sharjah, UAE.  (April to July 2000 issues, in a serial).
10. This Research paper is considered as  a valuable     contributor to the International Development by :-
A) Research Papers in Economics (RePEc).  See at
     http://ideas.repec.org/e/psu50.html  
B)
 Social Science Research Network (SSRN),  Rochester,
      NY 14618, USA. See at :
      http://www.ssrn.com/author=360079    
11. The Author has adequate practical  experiences in the development and  implementation of his model through his past assignments in International Socio-Economic development institutions as well as Private corporate units and Multi-nationals, Association with Nobel Laureates in Economic  Science / Country Heads, Past Research &    Development works / Publications,  Faculty-ships  in Training and Development of Manpower etc...
12. This paper deserves to be seen and understood by the Government heads, Professors / Researchers in Economic       Science, Universities / Economic Education  institutions etc... all over the world.
13. The Page "http://www.drvsrs.com/concepts.htm"       provides hyper-links to the Full Publication, Summary Page, About the Author, Past Publications, Faculty-ships etc...

 THEME PICTURE & QUOTATION  - CONCEPTS 
HEAD TO HEAD TRAIN

27. HEAD ON MOVE                    GO TOP
************************************************************
  GO TO  CONCEPTS & AWARDS
THEME JOKE 
        DRESSING  DERIVATIONS & AMBIVALENT  AWARDS               THEME RECIPE   
              
  KONDAI  KOSE OOTTA                

**************************************************************
FROM VIEWER'S VIEWS  Management & Productivity

I am looking forward to your earliest reply to the same email address, as a we are working on a research project on effective management tools for government sectors in developing countries - Dr.Malvyn Copen
Here I provide the exhaustive details on how every aspect of Socio-Economic Development, Management Input / Output factors could be quantified, in order to assist your research project - DR.VSRS 
You talk of productivity by Socioeconomic goals. What it has to do with me ?
 
Angello Bocelli
Unless every industry think and do something about this, the nation cannot survive, continue and progress - DR.VSRS    
  SHOPPING     
GO TOP
===============================================================
                                     FROM VIEWER'S VIEWS                                          
               Socio-Economic Development Acceleration                           
 

How it will help a person like me  by your writing a mathematical paper like this in the internet ??? - Kanthimathi
This is what I say in the Internet as local resources and local man-power has to be used to support the local social and economic development. overnment alone cannot do it - DR.VSRS
I analysed this(Housing) loan scheme and found out that it is not actually giving either the uplifting or the comfortable living - Peter Kemoli
It has induced an indirect advantage of domestic saving potential for the medium class person, by drastically reducing the monthly deductions and increasing the monthly disposable income - DR.VSRS
After a careful analysis of your research findings, I have come to a firm conclusion that these concepts are important for the progress of government sub divisions like the States, Districts and Villages - Arun.S. Patel
I am happy to find that an ingenious person like you in a responsible government assignment could find an application of my concepts to the Micro State, District and Village level. You have really broadened their scope and their utility -
  DR.VSRS
                                                                             GO TOP

A.  ASSISTANCE      B  BOOKS  H.  HELP (FAQ)
F.       S.  SITE MAP  JOKES MENU - CLICKLAUGH  MATTER  SMART - CLICK  MELODY MENU - CLICK
RECIPES    SHOPPING   GO TOP
03. MANAGEMENT   05A. HEXOCTAL   06. NEWCONCEPTS 
10. SOCIO-ECONOMIC  13. VIEWR'S VIEWS   15. DR.VSRS 

YOUR ?   GOOD LUCK  &   SEARCH   

 
CONFERENCE
Management of Essential Needs
Arrangement for Crucial Feeds
Betterment of National Means
VSRS&LEWIS

            39. CREATIVE CONFERENCE                   
 
1. OSWALD.K.YHAP - Manager, Caribbean Basin Water management    (CDB) 2. DR.VSRS  3. ARTHUR LEWIS - Nobel Laureate in    Economic Science 1979. In Welches Gardens, St.Michael,
Barbados. West  Indies,  on Saturday the April 20, 1985  

40. ACCREDITED ASSOCIATION
DR.VSRS WITH ARTHUR LEWIS
Nobel Laureate in Economic Science 1979
In the University of West Indies. Barbados Campus

CUBAHIMNO    TO BUY THIS BOOK CLICK SALES GIRL    SHOPPING    GO TOP

FREE

 GET  CLICK & GET DRVSRS TOOL BAR TOOL BAR

drvsrs

DOT

MIS

Quality

Research & Development

Socio-Economic Development Acceleration

INNOVATION - INFORMATION - NEW CONCEPTS

THIS   PAGE IS BEST VIEWED WITH  MS - INTERNET EXPLORER 4.0 & BEYOND
Contact : 
 Dr.VSRS

On the Top Bar of the Browser : Click View  > Text Size  >  Medium 
  Keep Your Speaker or Head Phone on 
 

Site :
http://www.drvsrs.com   
This is a Common BOTOM FOOTER. Please Go Up & See
To Go Back  Left Click Go Back to Previous Page on Top of the Browser

WELCOME FROM  DR.VSRS LOGO CONCEPTS LOGO AN UNIQUE KNOW-HOW CONTRIBUTION SITE