DR V. Manoirs, president of the Institute of Rural Management, Anand (IRMA) that the Gujarat Co-operative Milk Marketing Federation (GCMMF), dispel fears that he alone coup gloves for the Amul brand, as he said that space for others as a sign of cooperation stable.

However, the establishment of joint-venture (JV) between the National Dairy Development Board (NDDB) on its subsidiary company and the various audiences Co-operative Milk Marketing associations (SCMMFs) was not the right path to achieve this goal, he said.

“I do not believe that a mark - Amul - for the entire country would be a good policy, given that it is a lot of market share. It should be three or even four marks. GCMMF This would happy to lend any SCMMFs Support for marketing, “said Dr. Ronald McDonald Houses in response to a question in the media, if not better for the infusion Amul the need marketing experience in the local cooperative brands , In her, under the roof ancienne’s. Manoirs Dr. statement also controversy surrounding the draft agreements were signed JV NDDB subsidiary and a handful of SCMMFs tried to keep alive a two-day workshop, that national authorities completed by Friday.

Dr. Manoirs wanted to play on the difference of opinion it had with Dr Amrita Patel, NDDB chairman and said he, like any other recovery within one budget. He hoped for Dr. Patel “fairly quickly” and resolve all outstanding issues, “he said.

“I am most anxious to succeed, Dr Patel, as is expected to retire in another 10 months. We should perhaps sit together to ensure that someone who does not have faith in cooperatives is still obliged to approach it fails, “said Dr. Ronald McDonald Houses, and added that, according to the workshop, other companies may not wear it.

Previously, Dr. Manoirs a devastating attack against the creation of an enterprise over the NDDB subsidiary - Mutter Dairy Foods Ltd (MDFL) - the model of one of them already forged with the Kerala Co-operative Milk Marketing Federation (KCMMF) in December last year. The NDDB affirmation, with only a majority stake in the marketing was misleading, because SCMMF’s can function as marketing was, he said.

Dr. urged Manoirs NDDB, so that SCMMFs to keep the majority shareholder of the company, it is essential to follow this path. But the roadmap should be clear, both to ensure that the NDDB has withdrawn from the structure of capital after a certain period once the qualifications of sale have been purchased by the SCMMFs. The approach should help to facilitate the sustainable use of these agencies and non circles NDDB problem in cases involving property of the Co-operative business, he said. How NDDB diversion of funds, it has the support of cooperative management of investments in new ventures, he asked.

The two-day seminar on “cooperative society / company in the emerging environment also highlighted some of the problems posed by the progress of the JV agreement that NDDB had KCMMF. It included the potential for conflict That the new terminal would be more for profit maximization, in itself, but rather as a good return to the farmer. The other issue was how MDFL a corporate governance (NDDB) a subsidiary of the society, the majority of businesses in the Community, the Commission has proposed to release cooperatives marks from the claws of government.

Dr. V Manoirs, president of the Institute of Rural Management, said, National Dairy Development Board should consider the second joint-ventures. He told journalists: “I do not think it will be possible joint ventures. We can not give market forces, unbridled freedom. He spoke of a two-day workshop in companies Designing Cooperative / joint ventures in the economic development scenario. “The secret of success Amul, He said that “it is a dairy farmer in possession, managed by their elected representatives, and sensitive to the needs, if the farmer.” Dr. Manoirs, said the appointment of the next President of the NDDB was a problem, because the incumbents Miss Amrita Patel, is to promote joint ventures is to retire after 10 months. If the successor has no obligation of faith in the cooperative movement, faith in man in the country, it is a sad thing. “In his remarks, in the workshop, Dr Manoirs said:” The core functionality Anand model is the model agricultural control over all phases of the acquisition, processing and marketing. ” He warned that the proposed joint-venture companies mainly NDDB has paved the way for the loss of farmers’ control of the brand and marketing.

Mumbai, June 5 (PTI) White father of the revolution in India, Dr. Verghese Manoirs today announced his decision to resign from the presidency of the Institute of Rural Management, Anand (IRMA) as part of the growing divergence against him after the occupation of the post for nearly 30 years.

“I have in mind too long. Time has come for me to make room for young blood on the resumption of the reins of the organization and in the future, “said Manoirs mediapersons here.

“It is not possible, an office for a long period. Others also have the right to use the chair. I would not have done long ago. But better late than never,” said Mansions. IRMA was established to support institutions like Amul. Today there are more than 11 million milk from the farm cooperative in India under the model of Amul dairy cooperatives.

I joined, chaired by the National Dairy Development Board (NDDB) for the year 1998, after its president and founder of 33 years. But I’ve never had pay NDDB as I have always wanted a staff member farmers, rather than the government, “he said.

Recently, Manoirs resignation as chairman of Gujarat Cooperative Milk Marketing Federation (GCMMF), after its co-founder and president of 32 years, but unanimously chose each year.

“The highest monthly salary I ever GCMMF from Rs 5000, I have also ceased underwriting 24 years, when I reached the age of 60 years,” he said.

“And today I announce my decision to resign the chairmanship of Irma Board of Governors. I will submit my resignation if IRMA committee will meet on June 8, “he said.

While the government and the sugar barons, they talk about their virtues, professionals in their sweets, the government’s plan of establishing an expert group to work as director of the sugar, appears in the backburner.

It may be determined by the government resolution (GR: no 1720/PK207/25-S) of 16 September 2003, the government cancelled the panel system, whereby staff of sugar factories has been promoted as Director General. A group of trained professionals and candidates have done, based MBA. Applicants were invited to a sign-70 test and 30 marks the entry selected for interview.

Employees of sugar, wanted as Director General was also requested for the entry test and maintenance appointments to come. The candidates were selected for training a year - education and practical experience in a sugar refinery before ordering as director of the sugar. The scheme was the idea of former commissioner Bijay Kumar sugar and aimed at preventing nepotism and the appointment of Yes Men in the greater interest of sugar.

But after the withdrawal of Bijay Kumar, the government seems to have forgotten, on frameworks, despite the fact that the selection process took up to an advanced stage of training. Thus, more than 66 candidates - half of them has been and remains MBAs agents sweets, examinations were by the prestigious Institute of Rural Management, Anand (IRMA), under the chairmanship of any other Manoirs, V, father of the revolution White Way back in June 2004. Most nominees, or their existing jobs after receiving letters of selection.

One of the candidates Arun Bhosale, has ME and MBA, recently sent a letter to Shiv Sena MLC Kanhaiyalal Gidwani, drawing his attention to the lack of progress in their separation. Bhosale in his letter pointed out that plans were underway efforts to restore the old system Panel for the designation of the “practice” managers. “It was almost a year and we do not have our appointment. Commissionerate of sugar, neither the State nor the Association of sugar cooperatives in the next edition,” said Bhosale.

When contacted the State Minister Patangrao Kadam of cooperation was not the indictment investigation. “We only recommended to use the teaching skills desirable for a director general. We do not want to go beyond. The board of a plant should be free to appoint a director of their choice,” said Kadam TNN. On the question of whether the plants were asked to choose the 66 selected candidates, “said the minister, there should be a sugar factory.

Speaking to TNN, Gidwani claimed that the selected experts have been ignored because factories wanted “Yes Men”. “Each plant has an average volume of investment of Rs 50 crore and an annual turnover of about Rs 700 crore,” he stressed, adding that qualified specialists were of paramount importance in view the enormous sum of money involved.

Gidwani pointed out that efforts were ignoring the 66 selected candidates were indeed by the Land government. “We have information that a new list of 75 candidates was the state government,” he charged. He said he presented a memorandum to Minister Kadam seeking his urgent intervention, bearing in mind that the sugar was scheduled for an RS 1340 crore package of emergency aid in the next budget.

Anand: What a man can do more than four decades, dusty in a small circle in Gujarat, a man with a passion and a vision for change in rural India began working with farmers, their concerns, emphasizing the injustices of a society caste pushed the country and power. As he struggled with these issues, he met the trigger for a peaceful revolution: milk.

Verghese Manoirs Anand taluka’s little town where he began its incursions into the organization of cooperatives and farmers of their right to share and money for their milk production, was busy in a small town five lakh . There are signs of prosperity and it is home to two international centres of excellence: the National Dairy Development Board and the Management Academy rural India. The latter turned out that management specialists are strengthening rural communities, with a sensible, flexible and innovative structured but a reality, as Manoirs, the father of India “White” revolution and the man behind NDDB’s phenomenal success, has for decades backwards. The NDDB has a new team, but the objectives and strategies remains clear: through training, information and hands-on work with rural communities, a healthy society, a fair return to producers. Sanjoy Ghose The deceased was one of its products.

In the north-east of our milk production is bad, cattle camp is unproductive and health problems due to lack of calcium in children and osteoporosis in the elderly are numerous. Time, we learned by Anand.

Fifty years of growth and development of the country was not appropriate, Dr. Manoirs Verghese, the author of White revolution in the country and the architect of “Operation Flood.

Holding government and bureaucracy responsible for such lapses, Dr Manoirs, was here as the Rotary International Award for excellence in vocational training, said: “The European Union should stop government of the preparation and prescription of development programmes in villages. India has not yet succeeded in creating a new branch of the technique - Rural Engineering. This has helped to facilitate the development of the rural world. ”

The governor of West Bengal, Mr J. virus Shah said: “The trains, Rotary unique among a variety of social services and non-profit organizations in the world - the emphasis on integrating its own vocation, profession or by phone with the Service one of the Community. ”

Critics of the political elite and bureaucracy, Dr Manoirs comments: “They seem too long on rhetoric on the need for poverty eradication, but suffer from poverty’s own imagination and, more importantly, will, when it comes to doing something against undertake. ”

He added that the eradication of poverty and hunger would be possible only if people were really in power. India was one of the poorest countries in the world, according to the latest Human Development Index. The government has in the past five years or decades, had created and sustained dependence on people within the government, rather than care autonomy. This has been the cause of the nation cancel, he felt.

Employment opportunities in the organized sector, especially in the public sector have fallen and the exit for more jobs in sectors unorganisiert in rural areas. Job creation in rural areas requires huge amounts of money. Micro-finance, among other instrument for the rural poor. “Nearly 40 per cent of the rural population and 58 per cent of women are illiterate in 2001. We give only 3.9 percent of GDP in education must be at least 6 percent, “he added.

Begrüßte the vision and management Manoirs Varghese the establishment of organizations such as Indian Institute of Rural Management, Anand (IRMA), director of the Council for Scientific and Industrial Research (CSIR) RA Mashelkar said today that the educational institutions IRMA are “important” IITS and the IIMS.

“An institute as IRMA is more important than the IITS and IIMS, because a larger role in rural development in India,” Mashelkar, who was in town for 25 IMRA convocation, told reporters.

IRMA is much more revealing rural development in India, he added.

“But there is a need for more IRMAs in India. IRMAs At least four others are held in an Orissa, North-East, and other places Uttranchal,” he said.

“I welcome the vision and spirit with which this organization has Manoirs. Mansions is a great innovator. He could see and think differently than others, and this guide everything revolves around,” said Mashelkar praise, while Amul model was invented by and has Mansions been successfully replicated in several places.

“IRMA is so Yeoman service integration of developing countries and concerns of management in rural areas by promoting equitable and sustainable development of rural areas,” he said.

“There are very few academic institutions in the country, which has contributed to so many directors on the development over a long period,” Mashelkar said.

The milkmen of Kaira (now Kheda) were scandalous refusal to send milk to Mumbai. India has gained independence, but the rumblings of discontent rockten the region. It was during these turbulent times that Verghese Manoirs Anand reached reluctantly, as a young engineer milk production.

Manoirs was soon in a movement that was the change in the course of his life. And so the lives of thousands of milkmen Anand and almost the entire landscape of India.

For the young man, it was not difficult to draw conclusions in the battle, as trouble brewing in the area, in collaboration with the first union Kaira District Cooperative Milk Producers Union Limited, now known as Amul, inspired by Sardar Patel and under the direction of Tribhuvandas Patel, in fact.

Manoirs then an old dairy, and he began a great association and Manoirs Patel.

While the young cooperative union has the power to the dairy Polson, performs miracles, spawning the White Revolution, changed the face of milk production in India. There was also the power to cooperatives, they never thought it could have.

Indeed, it was the largest operation Flood dairy development programme in the world of Manoirs has been argued that, throughout the country as a model Anand. In addition, the propulsion to India for self-reliance and milk production has been the largest milk producer in the world.

With the creation of Amul model, he began work on the establishment of institutions, the creation of a large organization after another National Dairy Development Board (NDDB), Gujarat Co-operative Milk Marketing Federation (GCMMF ) And the Institute of Rural Management (IRMA).

It was then Prime Minister Lal Bahadur Shastri, impressed by the success of the Amul model of cooperatives, which commissioned the creation of NDDB in 1965 to replicate this Manoirs federal and its chairman. Manoirs GCMMF then introduced in 1973 for selling goods by dairies.

He created at a time Amul, brands are not well known and not only, she toured the “Taste of India”, but its “fully butterly, delicious” multinational force were businesses and private brands for their Indian race money.

Awards are coming the way of any quantity by Ramon Magsaysay Award for Community Leadership of the Padma Vibhushan and the World Food Prize, the Nobel Prize of the cons-value food.

But nothing touched perhaps more than the museum, which creates Anand on its behalf as it is 80 in 2001. The house, he stayed for 36 years, he came after Anand during the year 1949 was transformed into a unique museum to pay tribute to a man to subsidize.

And he has not forgotten to show that visitors Anand road its name Verghese Manoirs enclave. And when she spoke of another revolt, Monday, the wheel has a circle of milk for Inde’s man.

The Institute of Rural Management (IRMA) Anand has a monument symbolic of their campus - Amul set of carillon bells. The brain behind this monument built in the city of milk “is none other than Dr. V, Manoirs, president and founder of the Irma.

A press release IRMA said the sound of bells ringing at the height of the tower carillon project of hope, joy, inspiration, motivation and community peace in the world. The towers symbolize themselves the meaning or form of the institution in a community.

The development of the game bells, is distinguished by peals of bells or vibration bells, comes from rising Bass countries (the Netherlands, France, North, North-west Germany and Belgium) in the 13 and 14 century. Around 1480 the first real set of bells, which is played by hand was built in Flanders (Belgium modern).

The word carillon (UH-kar-lanh) was originally in France four hours of stationary bells (hence the name latin medieval quadrillionem) and, later, after each group of solid bells. The fundamental difference between the carillon and the carillon is that the chime is essentially two to six octaves, or 23 bells, no less than 77, while the noise is an octave and a half on less than 23 bells.

Amul The bells chime of the round is high and 72 as a reverse “Shehnai”. This structure was chosen because it is important to celebrate events and achievements, GOI. The carillon consists of a series of 18 bells, melodies that can be played. These bells of different sizes were carried out over a 200 year old resident Netherlands company M / S Royal Eijsbouts.

The development of industrial clusters as an instrument to increase production, triggering economic growth, poverty reduction and elimination of regional economic disparities gaining dynamism of industry and development. The concept was introduced in India in the Ninth Plan with the support of the United Nations Industrial Development Organization (UNIDO). It was the first goal in Kerala in recent years, but given that as a single model.

Unlike other parts of the country, Kerala lacks the “critical mass” of sector-specific units to a site and on the road to development specialised infrastructure, public and private service providers (PPSPs) took an active role in catering to the needs of the cluster. This has service sectors to tailor a plan for technical assistance from UNIDO for the development of clusters in the region. Under this plan, the State itself acts as a cluster PPSP with few links, so the solution to the problem of lack of critical mass.

According to Mr. PH Manoirs, Managing Director, Kerala State Industrial Development Corporation, the small business in the state, according to the Italian model of cooperation on several fronts common placement in this type of gum (Kottayam), coconut (Alappuzha) and against - plywood (Perumbavoor) Cluster; joint acquisition centres such as the raw material bank, supported by governments Bank of Travancore, rubber cluster; reciprocal other financial security institutions and common requirements of marketing in some cases. Cluster is a single element of the Italian industry of the scene and the estimate of 199 clusters employ 2.2 million people. Even more important is that these clusters, more than one third of Italian exports.

Mr. Manoirs, said the cluster in Italy has been able to provide a strong presence in global markets in a number of traditional products such as shoes, leather handbags, knitwear, furniture, tiles, musical instruments and processing of foodstuffs. Indeed, these groups who are in traditional products have been able to increase production and exports in the 1970’s and 1980’s, when large companies in Britain and Germany was the finding courses lasts.

In Kerala, the program was two officials of the Division of the area are sent to the formation of the Entrepreneurship Development Institute of India, Ahmedabad. But their efforts to go home in 2001 to develop clusters in the area of rubber and Kottayam in Ernakulam district is not as successful as financial institutions have not been totally convinced by the concept. But with the intervention permanent members of a cluster over a year, was born the creation of the first professional and sustainable consortium legally in the country - natural rubber and manufacture of fiber Consortium Private Ltd, he joined mid-2003 with 50 units SSI-members. The creation of a common bank of raw materials with the support of the State Bank of Travancore has launched the project.

Some proactive steps initiated by the consortium includes the development of new products, the formation of the vast network for export, setting up cluster cluster of links and exchanges of sub-contract with the support of the Centre and strengthening links with research institutes for continuity upgradation of technology and new products Mix.

According to Mr. Mansions, the uniqueness of Kerala model is the formation of consortiums in the initial phase of development of a cluster. The initiative was within consortia of small, small and medium enterprises, to ensure that their achievement economies of scale. These consortia are different from those in large clusters operating as Tiruppur and Salem, where each member has a turnover of Rs 20 - 40 crore. Over the past few years, several consortia have evolved Kannur emphasis on the establishment of joint marketing outlets, participation in trade fairs abroad and the promotion of fire, with the support Indian Institute of Management Kozhikode.

A large group of cluster for the development of trained agents (CDAs) was the identification and implementation of studies on clusters and the holding of common training programmes, such as rubber during PPSPs Board of Directors are developing proposals for banks and for the creation of common institution. The division handgewebten coconut Board, State Bank of India and the Committee for textiles, beyond the service sectors during the maintenance of its officials in a hundred CDAs, are now working in different groupings. The Entrepreneurship Development Institute of India, Kerala and UNIDO Development Institute of entrepreneurship have been extending assistance and advice.