Wednesday, September 23, 2009

Who's Who

Who's Who(click on links to know more)

Know more about the personalities holding the highest offices and important positions in Executive, Judiciary and Legislature in the country. View full profile by accessing Official's name and visit their website by accessing the image link.

President of India

Vice President of India

Prime Minister of India

Council of Ministers

Governors of Indian States

Chief Ministers of Indian States

Lt. Governors & Administrators of Indian Union Territories

Judges of Supreme Court

Chiefs of Defence Forces

Members of Parliament


State Legislative Assemblies

Gk Watch


Who discovered natural radioactivity


Ans : Hentry Bequeral


Hydrogen was discovered by


Ans : Cavendish


Who invented Microprocessor


Ans : Ted Hoff


Name the scientist who proposed Doppler Effect


Ans : Christian Doppler


Who discovered Argon


Ans : Ramsay


Name the scientist who proposed pH value


Ans : Sorenson


Who discovered the Law of Gravitation


Ans : Sir Isaac Newton


Who discovered penicillin


Ans : Alexander Fleming


Who invented dynamite


Ans : Alfred Nobel

Latest Whos Who in World Organizations



Ban Ki-moon Secretary - General, U.N.O

Dr. Margaret Chan Director - General. WHO.

Harshvardhana Singh Deputy Director - General, WTO.

Haruhiko Kuroda President, Asian Development Bank.

Dr. Mohamed EIBaradei Director - General, (IAEA).

Abdullah Ahmad Badawi Chairman, Non-Aligned Movement.

Alvaro Silva Calderon Secretary - General, (OPEC).

Amara Essy Secretary - General, African Union.

Ann M. Veneman Executive Director, (UNICEF).

Antonio Guterres UN HighCommissioner for Refugees.

Dominic Strauss-Kahn Managing Director, (IM F)

Donald Kaberuka President, African Development Bank.

Dr. Abdul Waheed Khan Director, Commonwealth of Learning.

Ekmeleddin Ihsanoglu Secretary - General Organization of Islamic Conference.

Hashim Abdul Halim Chairman, Commonwealth Parliamentary association.

Jaap de Hoop Scheffer Secretary - General, (NATO).

Jacques Diouf Director - General, Food and Agricultural Organisation.

Jacques Rogge President, International Olympic Committee.

Jammel AI Hujilan Secretary - General,Gulf Co-operation Council.

Jose Manuel Durao Barroso President, European Commission.

Juan Somavia Director-General, International Labour Organisation.

Kamalesh Sharma Secretary-General, Commonwealth.

Kandeh K. Yumkella Director-General, UNIDO.

Koichiro Matsuura Director-General, UNESCO.

Lamine Diaek President, International Amateur Athletic Federation (IAAI)

Louise Arbour High Commissioner, UN High Commission for Human Right.

Monday, September 21, 2009

Dr. Norman BorlaugImage by khalampre via Flickr

Norman Borlaug




Norman Borlaug is called the father of Green Revolution. He expired on September 16, 2009.
Wikipedia note covers many aspects on him.



Use the link:
Norman Borlaug - Wikipedia, the free encyclopedia
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Komagata Maru

Komagata Maru (furthest ship on the left) bein...Image via Wikipedia
Komagata Maru was a steamship owned by the Shinyei Kisen Goshi Kaisa of Japan. She was built as a cargo ship in 1890 and had previously been known as both SS Stubbenhuk and SS Sicilia while sailing for two different German owners. She was later renamed Heian Maru. She was wrecked at Cape Soyedomari, Hokkaidō, Japan, on 11 February 1926
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Fabian Society

The Fabian Society is a British intellectual socialist movement, whose purpose is to advance the principles of social democracy via gradualist and reformist, rather than revolutionary means. It is best known for its initial ground-breaking work beginning late in the 19th century and continuing up to World War I. The society laid many of the foundations of the Labour Party and subsequently affected the policies of states emerging from the decolonisation of the British Empire, especially India. Today, the society is a vanguard "think tank" of the New Labour movement. It is one of 15 socialist societies affiliated to the Labour Party. Similar societies exist in Australia (the Australian Fabian Society), Canada (the Douglas-Coldwell Foundation and in past the League for Social Reconstruction) and New Zealand.

Fabian Society began attracting many prominent contemporary figures drawn to its socialist cause, including George Bernard Shaw, H. G. Wells, Annie Besant, Graham Wallas, Hubert Bland, Edith Nesbit, Sydney Olivier, Oliver Lodge, Leonard Woolf and Virginia Woolf, Ramsay MacDonald and Emmeline Pankhurst. Even Bertrand Russell briefly became a member, but resigned after he expressed his belief that the Society's principle of entente (in this case, countries allying themselves against Germany) could lead to war.

Banana republic

Banana republic is a pejorative term for a country that is politically unstable, dependent on limited agriculture (e.g. bananas), and ruled by a small, self-elected, wealthy, and corrupt clique. It is most commonly used for countries in Central America such as El Salvador, Belize, Grenada, Nicaragua, Honduras, and Guatemala. In some cases, these nations have kept the government structures that were modeled after the colonial Spanishruling clique, with a small, largely leisure class on the top, and a large, poorly educated and poorly paid working class of peons, though it might have the (fake) trappings of modernity (such as styling itself a republic with a president etc.)

Frequently the subject of mockery and humor, and usually presided over by a dictatorial military junta that exaggerates its own power and importance—"the epaulettes of a banana republic generalissimo" are proverbially of considerable size, usually portrayed in satire with a pair of mops—a banana republic also typically has large wealth inequities, poor infrastructure, poor schools, a "backward" economy, low capital spending, a reliance on foreign capital and money printing, budget deficits, and a weakening currency. Banana republics are typically also highly prone to revolutions and coups
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Sunday, September 20, 2009

TRAI

The Telecommunications Regulatory Authority of India (Hindi: à€­ाà€°à€€ीà€¯ à€Šूà€°à€žंà€šाà€° à€µिà€šिà€®à€¯à€• à€ª्à€°ाà€§िà€•à€°à€£) or TRAI (established 1997) is the independent regulator established by the Government of India to regulate the telecommunications business in India.

Responsibilities

Notwithstanding anything contained in the Indian Telegraph Act, 1885, the functions of the Authority shall be to:
  1. make recommendations, either suo motu or on a request from the licensor, on the following matters, namely:
    1. need and timing for introduction of new service provider;
    2. terms and conditions of license to a service provider;
    3. revocation of license for non-compliance for terms and conditions of license:
    4. measures to facilitate competition and promote efficiency in the operation of telecommunication services so as to facilitate growth in such services.
    5. technological improvements in the services provided by the service providers.
    6. type of equipment to be used by the service providers after inspection of equipment used in the network.
    7. measures for the development of telecommunication technology and any other matter relatable to telecommunication industry in general;
    8. efficient management of available spectrum;
  2. discharge the following functions, namely:
    1. ensure compliance of terms and conditions of license;
    2. notwithstanding anything contained in the terms and conditions of the license granted before the commencement of the Telecom Regulatory Authority (Amendment) Ordinance,2000, fix the terms and conditions of inter-connectivity between the service providers;
    3. ensure technical compatibility and effective inter-connection between different service providers.
    4. regulate arrangement amongst service providers of sharing their revenue derived from providing telecommunication services;
    5. lay down the standards of quality of service to be provided by the service providers and ensure the quality of service and conduct the periodical survey of such service provided by the service providers so as to protect interest of the consumers of telecommunication services;
    6. lay down and ensure the time period for providing local and long distance circuits of telecommunication between different service providers;
    7. maintain register of interconnect agreements and of all such other matters as may be provided in the regulations;
    8. keep register maintained under clause (viii) open for inspection to any member of public on payment of such fee and compliance of such other requirement as may be provided in the regulations;
    9. ensure effective compliance of universal service obligations:
  3. levy fees and other charges at such rates and in respect of such services as may be determined by regulations.
  4. perform such other functions including such administrative and financial functions as may be entrusted to it by the Central Government or as may be necessary to carry out the provisions of this Act:
    • Provided that the recommendations of the Authority specified in the clause (a) of this sub-section shall not be binding upon the Central Government:
    • Provided further that the Central Government shall seek the recommendations of the Authority in respect of matters specified in sub-clauses (i) and (ii) of clause (a) of this sub-section in respect of new licence to be issued to a service provider and the Authority shall forward its recommendations within a period of sixty days from the date on which that Government sought the recommendations:
    • Provided also that the Authority may request the Central Government to furnish such information or documents as may be necessary for the purpose of making recommendations under sub-clauses (i) and (ii) of clause (a) of this sub-section and that Government shall supply such information within a period of seven days from receipt of such request:
    • Provided also that the Central Government may issue a licence to a service provider if no recommendations are received from the Authority within the period of specified in the second provision or within such period as may be mutually agreed upon between the Central Government and the Authority.
    • Provided also that if the Central Government having considered that recommendation of the Authority comes to a prima facie conclusion that such recommendation cannot be accepted or needs modifications, it shall, refer the recommendations back to the Authority for its reconsideration, and the Authority may within fifteen days from the date of receipt of such reference, forward to the Central Government its recommendation after considering the reference made by the Government. After receipt of further recommendation, if any, the Central Government shall take a final decision.
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150 years of Indian Telecommunication

Like the Ocean that is made of tiny drops, the P&T had a slow and uneasy start.  The sprawling Posts and Telegraphs Department, for instance, occupied a small corner of the public works department, in 1851.  Dr. William O’Shaughnessy who pioneered telegraph and telephone in India belonged to the Public Works Department all through the experimental stage.  A  regular, separate department was opened around 1854 when telegraph facilities were thrown open to the public. 
The Telegraph Department during 1854-57 comprised a Superintendent of Telegraphs, with three Deputy Superintendents at Bombay, Madras and Pegu in Burma. There were Inspectors at Indore, Agra, Kanpur and Banaras and an operating and maintenance staff. Dr. O'Shaughnessy was the first Superintendent of Electric Telegraphs in India and later became the first Director General. The Indo-European Telegraph Department, which later came to be known as the Overseas Communications, was administered by a Director-in-Chief whose headquarters was in London. On the 15th February, 1888, it was merged with the Director-General of the Indian Telegraph Department. It was decided that the administrationFirst Officer of Indian Telegraph reports of the two departments, Indian Telegraph and the Indo-European Department, should be separated so  as to show how the finances of the country were affected by each unit.   The operations of the two separate services, Post Office and Telegraph Department developed side by side. On the eve of World War I, in 1914, the next big administrative change came. The Postal Department and the Telegraph Department were amalgamated under a single Director-General. The process had started in 1912, but it was completed in 1914. During 1923-24, 152 questions relating to the Department were asked and answered in the Indian Legislative Assembly. Posts and Telegraphs has always evoked a great deal of interest from law maker.
A major reorganisation of the department took place in April, 1925. The accounts of the Indian Posts and Telegraphs were reconstituted to examine the true fiscal profile of the department. The attempt was to find out the extent to which the department was imposing a burden on the taxpayers or bringing in revenue to the Exchequer, how far each of the four constituent branches of the department, the postal, telegraph, telephone and wireless were contributing towards this result. It was further examined whether the rates charged from the public for the various services were inadequate or excessive.The Posts and Telegraphs, like all public and private undertakings, was a victim of the universal financial and economic depression which crashed on the world in 1930. During 1931, numerous economy measures had to be introduced according to the advice of the Posts and Telegraphs Sub-Committee to the Retrenchment Committee presided over by Sir Cowasjee Jehangir Jr. Naturally, the adoption of the various measures of retrenchment could not but have an adverse effect on the emoluments and interests of the personnel of the Department.
150 years old telephone exchange bldg. in Mount Abu, RajasthanFrom the beginning, P&T set up was run on welfare lines. Profit was not the motto. The annual report of the department for 1931 said "It is the accepted policy of the Government that the department should be so administered that there should be neither any substantial profit nor any substantial loss on its working under normal conditions. As has already been indicated, the achievement of this ideal has not proved possible owing mainly to the exceptional economic and trade conditions of recent years. One of the main contributory causes was the revision and improvement of pay of the great bulk of the employees of the department in recent years. This was undertaken with the approval of and indeed under pressure by the Legislative Assembly. While the department is commonly spoken of as a 'commercial' one and though as far as possible it is guided by the commercial considerations in the regulation of its business, it must be realised that in many directions it is debarred from observing strict business principles. Many of the purposes which it is required to serve are unremunerative and notably, in matters relating to the employment and control of staff, the department is bound by a large volume of statutory and other rules, doubtless necessary for the regulation of a public service, but which in the aggregate involve many restrictions of a kind unknown to private commercial concerns.


After the implementation of the Federal Financial Integration Scheme of 1st April, 1950, the administration of the entire network of telegraph and telephone systems of the nation, including those that previously existing in the former princely states became a major adventure. In 1950 the number of Telephone Exchanges absorbed from princely states was 196. These systems which were working with different degrees of efficiency could fit into the general telecommunication network. The installed capacity of these 196 exchanges was 13,362 lines with 11,296 working connections. Soon after the absorption an attempt was made to improve their technical efficiency by replacing obsolete and unserviceable equipment and lending well-qualified and experienced staff. Simultaneously, isolated exchanges were integrated with the general pool. The more complicated task was acquisition of the staff. Their final absorption into the different cadres of service in Posts and Tele
graphs was a major step.
FROM P& T TO DoT

   Till 31st December, 1984, the postal, telegraph and telephone services were managed by the Posts and Telegraphs Department. In January 1985, two separate Departments for the Posts and the Telecommunications were created. The accounts of the department, initially, were maintained by the Accountant General of the P&T. However, by April 1972, the telecommunications accounts were separated. Simultaneously the department also started preparing the balance sheet annually. With the takeover of the accounts from the audit and delegation of larger financial powers to the field units, internal Financial Advisers were posted to all the circles and units.
DEPARTMENT OF TELECOMMUNICATIONS(DoT)
The Telecommunication Board consisted of the Secretary Telecommunications, who was the Chairman with Member(Finance), Member (Operations), Member (Development), Member (Personnel) and Member (Technology).  The Telecom Commission was constituted in 1989.  The Commission has the DoT Secretary as its Chairman with Member (Services), Member(Technology) and Member (Finance) as its full time members.  The Secretary (Finance), Secretary (DoE), Secretary (Industries) and Secretary (Planning Commission) are part time members of the Commission. The Department in 1986 reorganised the Telecommunication Circles with the Secondary Switching Areas as basic units.  This was implemented in a phased manner.  Bombay and Delhi Telephones were separated to create the new entity called Mahanagar Telephone Nigam Ltd.(MTNL).
On 1st October 2000, Department created BSNL, a new entity to operate services in different parts of the country as a public sector unit.
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Saturday, September 19, 2009

Game watch

The reverse side of the medals of the 2008 Sum...Image via Wikipedia

Olympics

Ancient Olympics:
Olympics is an International sports festival with wide variety of events participated by thousands of athletes from all over the world. An ancient Olympics game was originated in the city of Olympia, an ancient city of Greece and conducted for every four years. The games were always held at Mount Olympia and it was Heracles who called the game “Olympic” and he built the Olympic stadium as an honor to Zeus, his father. The Olympic games conducted from 776 BC t0 393 AD. The Olympic were ended after the Roman Emperor, Theodosius gained the power in Greece and eliminated all the practices Greeks were held. After the fall of Olympics games they were not conducted again until the late 19th century.
Modern Olympics:
It was French nobleman, Baron Pierre de Coubertin, who revived Olympic games (almost 1500 years after the last ancient Olympics) in 1894. The modern series of the Olympic Games started in 1896 in Athens and since then are held every four years. Separate winter Olympic Games began in 1924. Women have been competing in the Olympics since 1912. India officially participated in the Olympics for the first time in 1920 when four athletes and two wrestlers were sent to participate in the sixth Olympic Games at Antwerp, Belgium.
The Olympic Flag is made up of white silk and contains fine intertwined rings as the Olympics Emblem. From right to left the rings are Blue (for Europe), Yellow (for Asia), Black (for Africa), Red (for America) and Green (for Australia). In 1897, Father Didon composed the games motto 'Citius, Altius, Fortius' in Latin, which means 'Swifter, Higher and Stronger'. However, it was introduced as Olympic motto only in 1920 games.
Olympics - Where and When

Olympiad
Year
Olympics




Venue
Country
I
1896
Athens
Greece
II
1900
Paris
France
III
1904
St Louis
US
IV
1908
London
Great Britain
V
1912
Stockholm
Sweden
VI*
1916
Berlin
Germany
VII
1920
Antwerp
Belgium
VIII
1924
Paris
France
IX
1928
Amsterdam
Netherlands
X
1932
Los Angeles
US
XI
1936
Berlin
Germany
XII**
1940
Tokyo (then Helsinki)
Japan (then Finland)
XIII**
1944
London
Great Britain
XIV
1948
London
Great Britain
XV
1952
Helsinki
Finland
XVI
1956
Melbourne
Australia
XVII
1960
Rome
Italy
XVIII
1964
Tokyo
Japan
XIX
1968
Mexico City
Mexico
XX
1972
Munich
W. Germany
XXI
1976
Montreal
Canada
XXII
1980
Moscow
USSR
XXIII
1984
Los Angeles
US
XXIV
1988
Seoul
S. Korea
XXV
1992
Barcelona
Spain
XXVI
1996
Atlanta
US
XXVII
2000
Sydney
Australia
XXVIII
2004
Athens
Greece
XXIX
2008
Beijing
China (Scheduled)
XXX
2012
England
UK
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Book Watch

Shashi TharoorImage via Wikipedia

India: From Midnight to the Millennium is a 1997 nonfiction book written by Shashi Tharoor. In his usual rambling style he covers India from its independence in 1947 until the turn of the millennium.
Along the way he covers diverse topics like caste, Indian democracy, the legacy of Indira Gandhi, the partition of India and India’s transition from a socialist economy to a free market.
"India: From Midnight to the Millennium" is an eloquent argument for the importance of India to the future of the industrialized world. Shashi Tharoor shows compellingly that India stands at the intersection of the most significant questions facing the world at the end of the twentieth century. If democracy leads to inefficient political infighting, should it be sacrificed in the interest of economic well-being? Does religious fundamentaism provide a way for countries in the developing world to assert their identity in the face of western hegemony, or is there a case for pluralism and diversity amid cultural and religious traditions? Does the entry of Western consumer goods threaten a country's economic self-sufficiency, and is protectionism the only guarantee of independence? The answers to such questions will determine what kind of world the next century will bring. And since Indians will soon account for a sixth of the world's population, their choices will have repercussions throughout the globe.
A very catching book narrated in Shashi's smooth style,very attractive book
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Friday, September 18, 2009

Vice President Releases the Book “The Other India: Realities of an Emerging Power”

The Vice President of India Shri M. Hamid Ansari released a book entitled “The Other India: Realities of an Emerging Power” edited by Shri Rajesh Chakrabarty at a function organised by “Sarva Dharma Sansad” here today. Addressing on the occasion, he said that facing ethical dilemmas is part of the process of living. Great personalities and towering leaders emerge when they respond meaningfully to these dilemmas.

Sunday, September 13, 2009

what does UPNISHAD literally menas ?

Meaning of 'Upanishad'

The term 'Upanishad' literally means, "sitting down near" or "sitting close to", and implies listening closely to the mystic doctrines of a guru or a spiritual teacher, who has cognized the fundamental truths of the universe. It points to a period in time when groups of pupils sat near the teacher and learnt from him the secret teachings in the quietude of forest 'ashrams' or hermitages. In another sense of the term, 'Upanishad' means 'brahma-knowledge' by which ignorance is annihilated. Some other possible meanings of the compound word 'Upanishad' are "placing side by side" (equivalence or correlation), a "near approach" (to the Absolute Being), "secret wisdom" or even "sitting near the enlightened".

How to calculate BSE SENSEX?

This article explains how the value of the “BSE Sensex” or “sensitive index” is calculated. If you are not sure what we mean by the Sensex or what the Sensex is all about, you can find this out by reading our “How to make money in the stock market?” article.

The Sensex has a very important function. The Sensex is supposed to be an indicator of the stocks in the BSE. It is supposed to show whether the stocks are generally going up, or generally going down.

To show this accurately, the Sensex is calculated taking into consideration stock prices of 30 different BSE listed companies. It is calculated using the “free-float market capitalization” method. This is a world wide accepted method as one of the best methods for calculating a stock market index.

Please note: The method used for calculating the Sensex and the 30 companies that are taken into consideration are changed from time to time. This is done to make the Sensex an accurate index and so that it represents the BSE stocks properly.

To really understand how the Sensex is calculated, you simply need to understand what the term “free-float market capitalization” means. (As we said earlier, the Sensex is calculated on basis of the “free-float market capitalization” method) But, before we understand what “free-float market capitalization” means, you first need to understand what “market capitalization” means.

What's the difference between a bomb, a missile, and a rocket?

A Bomb is unpowered (though they can be guided)
A Rocket is powered, but unguided.
A Missile is powered and guided.

There are exceptions to these definitions in that they only hold true for modern weapons of war.

An arrow is also termed a missile, though it is unpowered and unguided (after it has left the bow).

Space borne rockets are both powered and guided (unless they are ICBMs in which case they are modern weapons of war and termed missiles).

India space programme till now

India home
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Credit - © Mark Wade


Launch Sites in India
  • Balasore. Agency: DRDO. Type: Suborbital Launch Site. Location: Interim Test Range, Balasore Range, Chandipur-On-Sea, Orissa. Latitude: 20.9758. Longitude: 87.0491.
  • Sriharikota. Agency: ISRO. Type: Orbital Launch Site. Location: Sriharikota Range, Andhra Pradesh. Latitude: 13.7374. Longitude: 80.2351.
  • Thumba. Agency: ISRO. Type: Suborbital Launch Site. Location: Thumba Equatorial Rocket Launch Station, Trivandrum, Kerala. Latitude: 8.5314. Longitude: 76.8690.

Rockets Developed in India
  • Agni. - intermediate range ballistic missile - Status: Active. Two stage ballistic missile consisting of 1 x Agni + 1 x Prithvi
  • ASLV. - all-solid orbital launch vehicle - Status: Retired 1994.
  • GSLV. - orbital launch vehicle - Status: Active. Indian launcher for geosynchronous satellites using a Lox/LH2 upper stage developed from Russian technology.
  • Prithvi. - short range ballistic missile - Status: Active. Single stage vehicle. First units deployed in 1995.
  • PSLV. - all-solid orbital launch vehicle - Status: Active. Indian third-generation launch vehicle, large enough to carry polar-orbiting earth resources satellites.
  • RH. - sounding rocket - Status: Active. Indian solid propellant sounding rocket family using indigenous rocket motors derived from French Belier / Jericho rocket engine technology.
  • SLV. - all-solid orbital launch vehicle - Status: Retired 1983.

Spacecraft Designed in India
  • GSat. - Communications
  • IRS. - Earth Landsat
  • SRE. - Technology RV
  • SROSS. - Earth Magnetosphere
  • TES. - Surveillance Military

Space-related People born in India
  • Bhat. - Nagapathi Chidambar Bhat Indian Payload Specialist Astronaut. Born 1948.
  • Chawla. - Dr Kalpana Chawla American Mission Specialist Astronaut. Born 1 July 1961. Died 1 February 2003. Number of Flights: 2.00. Total Time: 31.63 days.
  • Malhotra. - Ravish Malhotra Indian Pilot Cosmonaut. Born 25 December 1943.
  • Nair. - Paramaswaren Radhakrishnan Nair Indian Payload Specialist Astronaut. Born 10 October 1943.
  • Sharma. - Rakesh Sharma Indian Pilot Cosmonaut. Born 13 January 1949. Number of Flights: 1.00. Total Time: 7.90 days.

Why did the Soviet Union lose the Moon Race?

Why didn't the Russians beat the Americans in the moon race? Reviewing the matter with hindsight, it might better be asked -- how did they expect to win? The matrix below shows the reasons as given by the main Russian observors of the project. These are:
  • Vasiliy Mishin, the Project Manager for eight years after Korolev's death, fired in 1974
  • Nikolai Kamanin, commander of the cosmonauts and diarist, dismissed in 1972
  • Boris Chertok, design leader within Mishin's organization for guidance and control systems, who left extensive memoirs
  • Chief Designer Korolev, who confided his concerns, to Chertok before his premature death
  • The observations of key other decision-makers as recorded by Kamanin and Chertok.

The investigation team of a plane crash usually finds several causes, a chain of events and mistakes, one leading to the other, thence to the final disaster. It was the same thing with the failure of the Soviet lunar program. The table is followed by a commentary.

Systemic Problems

  • No proper organization structure to execute non-military space programmes.
    • Mishin: Lack of coordination and agreement on a programme between Academy of Sciences, Ministries, Industry
  • No recognised authority to order all involved organizations to cooperate.
    • Mishin: Lack of organization/authority - 500 organizations in 28 departments had to produce equipment for N1, but only nine took orders from VPK
    • Chertok: Without direction from above many factories refused to complete necessary components
  • Lack of Soviet quality control.
    • Kamanin: This can only point to widespread poor quality control in the factories. There is no discipline at these factories, and few qualified workers. The investigative commissions can cite specific reasons for each failure all they want, but as far as Kamanin is concerned, there is a general problem in the Soviet industrial system.
  • Incorrect management and development practices.
    • Afanasyev: Both the management and the development practices of the Soviet space programme were inferior to the Americans. Continued use of artillery development practices (many test flights instead of extensive ground test) complex systems outdated.
  • Soviet Five-Year Plan structure - cannot change 'plan', no one wants to deliver bad news to leadership.
    • Chertok: But who would want to be the bearer of such bad news? No one volunteered.
Lack of Support for Project
  • No consensus within leadership to support manned spaceflight, let alone mission to the moon.
    • Mishin: Lack of comprehensive long-term space programme. Trying to 'beat Americans' instead of orderly program leading to earth orbit infrastucture and lunar base.
    • Kamanin: No single direction, no disciplined execution when a decision is finally made
    • Korolev: Ustinov and the military were not interested in lunar spaceflight
    • Andrei Grechko: Categorically against manned space, though required to foot much of the bill. 'It was only due the political machinations of Ustinov that the Ministry of Defence even ended up paying for this'.
Leading to:
  • Started three years late.
    • Mishin: Late start - leadership not interested after early successes, then asked to beat US to moon only in 1964
  • Insufficient funding, resources.
    • Mishin: Lack of resources, Funds - one tenth funding of USA,
  • Higher priorities for state and Mishin.
    • Chertok: Mishin had to support other higher priority military programs -- the 7K-OK earth orbit version of the Soyuz, the 7K-L1 circumlunar version, the Molniya communications satellite, and the R-9 and RT-2 ICBM's.
    • Pilyugin: Concentrating on the Temp mobile ICBM, Chelomei and Yangel ICBM projects more important.
  • No funds for N1 first stage test stand, N11 flight tests, or other requested elements of development program.
    • Mishin: Inability to test engine assemblies prior to launch without reassembling
    • Chertok: For Block A first stage, only single engine tests could be undertaken at Kuznetsov's OKB-236.
    • Korolev: Military refused to spend any funds to build a test stand at Tyuratam
    • Ustinov: Ministry of Defence had not approved funds for development of engines which could be static tested prior to launch, or to build a test stand for the first stage, or for N11 rocket tests (the upper stages of the N1).
  • Single launch decision, required by time and funding constraints, leading to…
    • Korolev: leadership was only willing to fund N1 production at the rate of four per year, and Korolev concluded the only moon mission he could propose at such a rate was the single-shot lunar orbit rendezvous scheme selected by the Americans.
  • N1 - changes made to achieve higher payload….
    • Korolev: N1 would have to be upgraded using the existing Lox/Kerosene propellants. No time for preferred course of developing Lox/LH2 upper stages.
    • Kurushin, Commander of Baikonur: Mishin had made a large number of changes to the N1 to increase its payload. However these at the same time negatively impacted the booster's reliability
  • …but N1 unable to achieve payload for single-launch lunar orbit rendezvous mission anyway.
    • Chertok: The USA Apollo translunar injection payload was 45 tonnes. The nominal payload of the N1, for the same mission, which it could not really have achieved, was 30 tonnes.
    • Korolev: Korolev knew from beginning N1 could not deliver payload needed to fullfill single-launch mission he sold to leadership.
    • Glushko: the N1 could only carry air. The gross lift-off mass was about that of a Saturn V, but the stage dry masses were 2.5 x, 5 x, 3.5x greater.
  • Korolev only sold lunar landing mission to leadership in order to get N1 built.
    • Korolev: Korolev and later Mishin couldn't admit they had miscalculated the minimum payload mass needed -- that would result in the whole project being killed. They wanted to see the N1 built for a range of manned space projects to earth orbit, moon, and Mars.
  • Decision to build N1 in Tyuratam.
    • Korolev: Due to schedule constraints, decision only brute force approach would work: to build an enormous factory, launch complex, and city in the remote desert of Kazakhstan
Personal Incompetence
  • Poor leadership in government.
    • Mishin: 'Stagnation' in leadership - superficial and contradictory orders from leadership…'Korolev too could have lost his job'.
    • Kamanin: No qualified Soviet government leadership in space research. Ustinov and Smirnov operate without rhyme or reason or plan.
    • Chertok: The entire record of the leadership was one of hundreds of failed decisions.
  • Lack of Korolev's leadership.
    • Mishin: Death of Korolev - 'proverbial drive, determination, and prestige' could have pulled project off.
    • Chertok: N1 would have been successful if Korolev had not died prematurely. He would have had authority to not test until ready, and to change engine vendors if needed.
  • Mishin's incompetence.
    • Kamanin: Mishin appointment huge mistake. Cannot cope with the huge number of projects assigned. He is coarse, rude, doesn't listen to critics. Weakness in sticking to unrealistic schedules of leadership. Lack of discipline of staff, can't work with other bureaux.
    • Chertok: Mishin unable to cope with such development work.
  • 'Khrushchev's project'
    • Korolev: Only support Korolev had in the government at the time the moon project was approved was from Khrushchev
    • Chertok: Khrushchev, it seemed, was to blame for such enormous unaffordable projects. This in turn put Ustinov in danger, as Khrushchev's point man for space.
  • ..leading to Brezhnev's lack of interest.
    • Korolev: Brezhnev, a Ukrainian, backed Yangel, since it would put work into the Ukraine.
  • Mercurial support from Keldysh, Head of the Academy of Sciences.
    • Korolev: Keldysh, the 'eminence grise' -- supported Yangel for ICBM's, Chelomei for the UR-500/LK-1 manned flyby, and Korolev for the N1/L3 lunar lander.
    • Keldysh was preoccupied with the Sakharov issue and was working with Suslov to get Sakharov expelled from the Academy of Sciences.
  • Perpetual conflict within leadership and between Chief Designers.
    • Chertok: Glushko and Ustinov waged a perpetual struggle against Afanasyev, Keldysh, and Mishin. Glushko responsible for convincing Keldysh, and then Ustinov, to cancel N1-L3.
    • Korolev: Yangel had the backing of Brezhnev, a Ukrainian, since it would put work into the Ukraine. Korolev viewed Chelomei as a 'Fifth Column', working through his employee, Khrushchev's son, to undermine and hinder everything Korolev was trying to do.
Technical Approach
  • Propellant controversy: use of Lox/Kerosene propellants.
    • Kamanin: Korolev and Mishin's rejection of Glushko's engines, and the leadership's rejection of the UR-700 as an alternative
    • Glushko: I opposed these propellants in the 1960's because the required schedule and technology resulted in too many independent Lox/Kerosene engines in the N1 design. By 1974 there were many years of development, and the technology was in place to proceed with development of the RD-170.
  • ….leading to use of Kuznetsov engines.
    • Chertok: In Glushko 1961 offered - if Korolev would use the 'packet' scheme for the N1 as on the R-7, Glushko would develop needed 600 tf engines. Korolev rejected after consulting Mishin. Led to use of Kuznetsov engines - but Kuznetsov was a turbine engine designer with no experience in rocket technology.
    • Glushko: Kuznetsov engines for the N1 were rotten
  • N1 - 'inherently flawed design?'
    • Kamanin: N1 may one day fly, but it can never be a reliable booster due to the inherent design flaws
    • Glushko: There was a fundamental error in gas dynamics in the design of the N1.
  • Over-automated approach to spacecraft design.
    • Kamanin: Korolev, Keldysh, Mishin, and Feoktistov are all dedicated to automated spacecraft - 'over-automation'
  • Decision to abandon Vostok early, leading to push for early Soyuz flights.
    • Kamanin: Ustinov and Smirnov's cancellation of the 18 day Voskhod 3 mission, even though the crews had been trained, and the associated pressure on development of Soyuz. This resulted in Soyuz being flown before it was mature, resulting in the death of Komarov and
Not to mention
  • Exhaustion due to limited staff resources, demoralization due to failures.
    • Mishin: Exhaustion, demoralization due to setbacks
    • Kamanin: Death of Korolev and Gagarin both badly affected morale
    • Chertok: Engineers at TsKBEM were tired, burned out, and dispirited.
  • Bad Luck
    • Mishin: Bad luck - N1 was being debugged flight-by-flight, would have got there
  • Failure of Vasiliy Kharchev and Chertok to capture Wernher Von Braun.
    • Tyulin: "this is all Chertok's fault. In 1945 he should have stolen Von Braun from the Americans". "True", Chertok replied, "my adventure with Vasiliy Kharchev didn't turn out too well".

This is quite a list, and all the points are valid. Each actor has his own prejudices -- naturally the engineers don't see anything wrong with their design approach or development practices. But in my opinion, although all of these factors played a part, the overriding factor was very simple: they started too late. IF the leadership had taken seriously Kennedy's challenge in 1961, and given Korolev the go-ahead to build his original N1 according to his original plan, and IF Korolev had the full backing of the Soviet state, then it would have been quite possible to beat the Americans to the moon. He might have even seen the first flight of the booster before his untimely death.

Instead, the limited schedule and budget led to the following fault-tree:

Many of the other issues listed pointed to fundamental problems revealed by the N1 failure.

At the very top level were the fundamental systemic problems. These prevented the Soviet Union from successfully completing a number of major projects begun in the 1960's. These included virtually every large-scale aerospace project attempted: the moon program, the supersonic transport, the new generation of military aircraft, and development of digital avionics. The rather personal style of Soviet project management, which depended on the force of personality of the Chief Designer, became inappropriate. Aerospace projects had grown to such a scale that no single organization could do everything and no one person could be watching everything. These problems were recognised by the Soviet leadership, and led in the late 1970's to a drastic revisions in the structure of the Soviet industry, and the implementation of American-style project management and quality assurance techniques. These were learned in part through the Apollo-Soyuz Test Project, which gave the Soviets unprecedented access to the nuts and bolts of American technology and management styles.

At the next level was the total lack of support for manned space projects by the Soviet military, who at the same time were required to provide the bulk of the funding. A similar antipathy existed within the American military. (one result was that no American military manned space project, except a few military shuttle flights, ever reached flight status). In the Soviet Union, the rocketry industry had an absolute priority to beat the US in the missile race. This was seen as a matter of national survival, and the civilian space program always took a back seat to the ICBM programs. Therefore even though the moon project was authorised by the VPK Military-Industrial Commission, many ministries and factories not reporting to the VPK simply refused to deliver the equipment required. This led to work-arounds and delays.

The Indian Calendar

The Indian Calendar

Festival. Surajkund Mela, Haryana, India

A group of women dress colorfully for an Indian festival.

As a result of a calendar reform in 1957 C.E., the National Calendar of India is a formalized lunisolar calendar in which leap years coincide with those of the Gregorian calendar (Calendar Reform Committee, 1957). However, the initial epoch is the Saka Era, a traditional epoch of Indian chronology. Months are named after the traditional Indian months and are offset from the beginning of Gregorian months (see the table below).

In addition to establishing a civil calendar, the Calendar Reform Committee set guidelines for religious calendars, which require calculations of the motions of the Sun and Moon. Tabulations of the religious holidays are prepared by the India Meteorological Department and published annually in The Indian Astronomical Ephemeris.

Despite the attempt to establish a unified calendar for all of India, many local variations exist. The Gregorian calendar continues in use for administrative purposes, and holidays are still determined according to regional, religious, and ethnic traditions.

Rules for civil use

Years are counted from the Saka Era; 1 Saka is considered to begin with the vernal equinox of C.E. 79. The reformed Indian calendar began with Saka Era 1879, Caitra 1, which corresponds to C.E. 1957 March 22. Normal years have 365 days; leap years have 366. In a leap year, an intercalary day is added to the end of Caitra. To determine leap years, first add 78 to the Saka year. If this sum is evenly divisible by 4, the year is a leap year, unless the sum is a multiple of 100. In the latter case, the year is not a leap year unless the sum is also a multiple of 400. Table 5.1.1 gives the sequence of months and their correlation with the months of the Gregorian calendar.

Months of the Indian Civil CalendarDaysCorrelation of Indian/Gregorian
1. Caitra30*Caitra 1March 22*
2. Vaisakha31Vaisakha 1April 21
3. Jyaistha31Jyaistha 1May 22
4. Asadha31Asadha 1June 22
5. Sravana31Sravana 1July 23
6. Bhadra31Bhadra 1August 23
7. Asvina30Asvina 1September 23
8. Kartika30Kartika 1October 23
9. Agrahayana30Agrahayana 1November 22
10. Pausa30Pausa 1December 22
11. Magha30Magha 1January 21
12. Phalguna30Phalguna 1February 20

* In a leap year, Caitra has 31 days and Caitra 1 coincides with March 21.

Principles of the religious calendar

Religious holidays are determined by a lunisolar calendar that is based on calculations of the actual postions of the Sun and Moon. Most holidays occur on specified lunar dates (tithis), as is explained later; a few occur on specified solar dates. The calendrical methods presented here are those recommended by the Calendar Reform Committee (1957). They serve as the basis for the calendar published in The Indian Astronomical Ephemeris. However, many local calendar makers continue to use traditional astronomical concepts and formulas, some of which date back 1500 years.

The Calendar Reform Committee attempted to reconcile traditional calendrical practices with modern astronomical concepts. According to their proposals, precession is accounted for and calculations of solar and lunar position are based on accurate modern methods. All astronomical calculations are performed with respect to a Central Station at longitude 82°30’ East, latitude 23°11’ North. For religious purposes solar days are reckoned from sunrise to sunrise.

A solar month is defined as the interval required for the Sun’s apparent longitude to increase by 30o, corresponding to the passage of the Sun through a zodiacal sign (rasi). The initial month of the year, Vaisakha, begins when the true longitude of the Sun is 23° 15’ (see table below). Because the Earth’s orbit is elliptical, the lengths of the months vary from 29.2 to 31.2 days. The short months all occur in the second half of the year around the time of the Earth’s perihelion passage.

Solar Months of the Indian Religious CalendarSun’s Longitude deg minApprox. Duration dApprox. Greg. Date
1. Vaisakha23 1530.9Apr. 13
2. Jyestha53 1531.3May 14
3. Asadha83 1531.5June 14
4. Sravana113 1531.4July 16
5. Bhadrapada143 1531.0Aug. 16
6. Asvina173 1530.5Sept. 16
7. Kartika203 1530.0Oct. 17
8. Margasirsa233 1529.6Nov. 16
9. Pausa263 1529.4Dec. 15
10. Magha293 1529.5Jan. 14
11. Phalgura323 1529.9Feb. 12
12. Caitra353 1530.3Mar. 14

Desert Festival. Jaisalmer, Rajasthan, India

Camels and riders of the Indian Border Security Force perform a riding exhibition in front of Jaisalmer Fort. Each year, during the full moon in the month of Kartika, Rajputs lead their camels to Pushkar for the annual camel fair.

Camel Finery.

Owners paint and accessorize their camels for the annual Pushkar Fair in Rajasthan, India.

At right, Rajputs are leading a camel herd to Pushkar, India. Each year during Kartik Purnima, which is the full moon in the Indian calendar month of Kartika, thousands of Rajputs lead their camels across the desert to the town of Pushkar for the annual camel fair. They come to sell, buy, and trade animals.

Lunar months are measures from one New Moon to the next (although some groups reckon from the Full Moon). Each lunar month is given the name of the solar month in which the lunar month begins. Because most lunations are shorter than a solar month, there is occasionally a solar month in which two New Moons occur. In this case, both lunar months bear the same name, but the first month is described with the prefix adhika, or intercalary. Such a year has thirteen lunar months. Adhika months occur every two or three years following patterns described by the Metonic cycle or more complex lunar phase cycles.

More rarely, a year will occur in which a short solar month will pass without having a New Moon. In that case, the name of the solar month does not occur in the calendar for that year. Such a decayed (ksaya) month can occur only in the months near the Earth’s perihelion passage. In compensation, a month in the first half of the year will have had two New Moons, so the year will still have twelve lunar months. Ksaya months are separated by as few as nineteen years and as many as 141 years.

Lunations are divided into 30 tithis, or lunar days. Each tithi is defined by the time required for the longitude of the Moon to increase by 12o over the longitude of the Sun. Thus the length of a tithi may vary from about 20 hours to nearly 27 hours. During the waxing phases, tithis are counted from 1 to 15 with the designation Sukla. Tithis for the waning phases are designated Krsna and are again counted from 1 to 15. Each day is assigned the number of the tithi in effect at sunrise. Occasionally a short tithi will begin after sunrise and be completed before the next sunrise. Similarly a long tithi may span two sunrises. In the former case, a number is omitted from the day count. In the latter, a day number is carried over to a second day.

History of the Indian calendar

The history of calendars in India is a remarkably complex subject owing to the continuity of Indian civilization and to the diversity of cultural influences. In the mid-1950s, when the Calendar Reform Committee made its survey, there were about 30 calendars in use for setting religious festivals for Hindus, Buddhists, and Jainists. Some of these were also used for civil dating. These calendars were based on common principles, though they had local characteristics determined by long-established customs and the astronomical practices of local calendar makers. In addition, Muslims in India used the Islamic calendar, and the Indian government used the Gregorian calendar for administrative purposes.

Early allusions to a lunisolar calendar with intercalated months are found in the hymns from the Rig Veda, dating from the second millennium B.C.E. Literature from 1300 B.C.E. to C.E. 300, provides information of a more specific nature. A five-year lunisolar calendar coordinated solar years with synodic and sidereal lunar months.

Indian astronomy underwent a general reform in the first few centuries C.E., as advances in Babylonian and Greek astronomy became known. New astronomical constants and models for the motion of the Moon and Sun were adapted to traditional calendric practices. This was conveyed in astronomical treatises of this period known as Siddhantas, many of which have not survived. The Surya Siddhanta, which originated in the fourth century but was updated over the following centuries, influenced Indian calendrics up to and even after the calendar reform of C.E. 1957.

The author Pingree provides a survey of the development of mathematical astronomy in India. Although he does not deal explicitly with calendrics, this material is necessary for a full understanding of the history of India’s calendars.

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