6.third Issue Innovative Jounral - Complete Ver 1.0 PDF

Biannual and Bilingual Journal
INNOVATIVE INTELLECTUAL PUBLICATIONS

Volume No. 2, Issue. 1, April 2013 – September 2013
Editor-in-Chief Correspondence Address :
Dr. C. S. RAMANIGOPAL INNOVATIVE INTELLECTUAL
M.B.A., M.Phil., Ph.D PUBLICATIONS
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Editorial
Cover Story – Role Of Green Governance Towards Sustainable Green Economy 1-11
Development – C.S. Ramanigopal
Research Papers
1. Corporate Social Responsibility: Modernism Approach For Corporate 12-17
Shared Value - Anish K. Ravi & C.S. Ramanigopal
2. Service-Oriented Operating Systems - Mr. J. Murugesan and 18-22
Devarajan Gopal
3. Natural Language Processing And Information Extraction Technique For 22-27
Text Mining - Mr. J.Murugesan and Devarajan Gopal
4. 28-36
Gap Analysis in the Service Performance of the New Generation Private
Banks In Salem District: An Empirical Study - Mr. P.Marishkumar and
Dr.C.Natarajan
5. Scheduling of Mixed Model Assembly Line Using Pom Software – 37-47
Dr. K. ArulSelvan and Dr.J.David Rathnaraj
6. Analytical Study of Various Dimensions of Quality Of Work Life Of 48-56
Employees In Sambandam Spinning Mills Limited, Salem - Ms. G. Sudha
General Article
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.Editorial Board.
Editor-in-Chief: Dr. C.S. RAMANIGOAPAL, SALEM, TAMIL NADU, INDIA
Dr. A. Nagappan Dr. M. Thamarai Kannan,
Principal, Associate Professor,
VMKV Engineering College, PG and Research
Vinayaka Missions University, Department of Commerce,
Salem- 636 308. Tamil Nadu Sri Vasavi College, Erode.
Dr. G. Palaniappan Dr. S. Jayavel
Assistant Professor, Assistant Professor,
Faculty of Management Studies, Department of Commerce,
VMKV Engineering College, Annamalai University,
Salem- 636 308. Tamil Nadu Chidambaram.
Dr. P.A. Joy Dr. S. Kaliannan,
Professor, Department of Accounting, Assistant Professor,
St, Johns College, Department of Commerce CA,
Dr. B.R. Ambedkar University, Thiruvalluvar Govt. Arts College,
Agra – 1 Rasipuram – 1. Tamil Nadu
Dr. A. Sengottaiyan Dr. S. Dharmalingam
Assistant Professor, Assistant Professor,
Department of Commerce CA, Department of Commerce,
Kaamadhenu Arts and Science College, SSM Arts and Science College,
Sathyamangalam – 638 503. Komarapalayam.
Dr. V. Ranganathan, Dr. N. Hemalatha,
Assistant Professor Assistant Professor
Department of Computer Applications, Department of Microbiology,
Sri Kandhan College of Arts and Science, Periyar University,
Veppadai, Erode Salem, Tamil Nadu
Dr. H. Brabhuram, Dr. Badal Biswas,
Associate Professor, Natural Health and Educational
Deparment of Cooperative Management, Foundations,
Governement Arts College, Agarthala,
Port Plair - 2 Tiripura State, India
Andhaman Nicobar Islands.
Dr. O.K. Ramadevi Dr. S. Shanmugam
Scientist – F and Head, WBD, Assistant Professor,
Inst. Of Wood Science and Technology, Department of Tamil,
18th Malleswaram Post, Anbu Arts and Science College,
Bangalore – 560 003. Komarapalayam – 636 308.
If one is interested in becoming member of our Editorial Board, he/she

should send Bio-data / CV by Email to: iipublishingsalem@gmail.com
THE EDITOR’S DESK
Prof. Dr. C.S. Ramanigopal
Editor-in-Chief
Dear Readers
At the very outset, do accept our greetings and regards.
It is our pleasure to present before you the first volume of our innovative
intellectual publication.
Innovative Intellectual Publications proves a major platform for publication of

high quality research papers in Computer Technology, Commerce, Business and
Management, Tamil Language, Innovation, technology and allied disciplines. It
has contributed to make progress in terms of publishing articles and has
attracted a large section of knowledge society, research investigators,
academicians and research scholars. I am very grateful to all the authors and
the reviewers for their contribution in success of this journal.
To make this journal reach successful in knowledge society, a genuine effort of

the editorial board also needs to be acknowledged.
With sincere regards

Thanking you profoundly
Yours sincerely
(Dr. C.S. RAMANIGOPAL)

Editor-inn-Chief
Volume 2, Issue 1, April’13 – September 2013 ISSN: 2278 - 2346
ROLE OF GREEN GOVERNANCE TOWARDS SUSTAINABLE GREEN ECONOMY

DEVELOPMENT
C. S. Ramanigopal
Professor and Head,
Department of Business Administration,
VMKV Engineering College,
Salem, India
ramanigopalsalem@gmail.com
Abstract: Moving towards globalisation along with Green economy has the potential to achieve
sustainable development that can eradicate poverty on an unprecedented scale efficiently and
effectively. This potential derives from the two concurrent changes first, there is a changed
playing field in which, the world and the risks we face materially changed. These changes require
a fundamental rethinking of our approach to the economy especially in the agriculture. Second,
there is a growing recognition that the natural environmental forms the basis of our physical
assets and must be governed as a source of growth, prosperity and well being called Green
Governance. The effect of global warming and increase in the temperature of the earth, creates
an urgent need to national and local government bodies, to organise and coordinate efforts to
facilitate the Green development path on the environment. The development in income and
employment should be handled by Private and public investment that can protect the
environmental impact and prevent the biodiversity loss and ecosystem imbalance. While a Green
economy seeks to be an innovative financing mechanism that will incentivise the conservation
and sustainable use of biodiversity, the success and failure of a Green economy paradigm will
depends on Green Governance. The Green growth and environmental Governance tends to be
general in nature. This study aims to explore the challenges of identifying, devolving, right and
sharing benefits with communities and the critical framework of Green Governance before
embarking on the Green Economy. A smooth transition to a Green economy depends upon the
necessary and sufficient path to produce substantial changes which will enable governments to
take on a more proactive role in reversing the course of carbon-based activities. This study also
deals with mapping Green Governance in international principles and policies ensuring the Green
economy of the future.
Keywords: Green Economy, Green Governance, Biodiversity, Ecosystem, global warming.
I. INTRODUCTION
One of the key aspects of Green economy paradigm is a two pronged approach to the
conservation of resources commonly available by affirming rights of the indigenous people and
local community stewards of our local ecosystem and confirmation about that there are
incentivised, it can be ensured by facilitating a flow of monetary and non-monetary backups
arising from the commercial and research utilisation of the resources to the community stewards,
in the form of carbon stocks. Volume of policy and regulatory efforts have been framed to
implement these incentivising mechanism, there has been insufficient political will to safeguard
the privileges of communities that are the basis for natural capital under Green economy. These

A Bilingual & Biannual Journal 1
are the general assumptions in the Green economy that the market will be able to devolve rights,
however many Green economy model have been scrutinised and shown that without well framed
Green Governance. The Green economy will lead further loss of biodiversity that were previously
governed as local common.
The Green economy results in improved human well being and social equity with justice, while
significantly reducing environmental risk and ecological scarcities are carbon at lower level,
efficiency in resource handling, socially and economically inclusive. In general, development of
Green economy in the aspects of income and employment should be handled by public and
private investment, environmental issues such as carbon emission, zero pollution, optimum
energy utilization and resource efficiency, prevented loss of biodiversity and ecosystem services
will be under controlled. An effective Green economy can provide an economical value on
biodiversity, particularly on the ecosystem services that nature as public goods in the form of
services that provide humanity with, such as clean air, water, carbon storage, pollination, rain fall,
food and healthy environment etc., By all these a Green economy seeks to enhance nature as a
natural capital and quantify in the economic terms the monetary value of biodiversity [1].
Green economy is a cost benefit analysis approach proven in Thailand through the conversion of
a mangrove forest in Sirimp Form, where conventional economical approach reveals the Mangrov
forest has unprofitable as if it provides fuel wood extracted by the community but after the
conversion, it increase the revenue fifteen times higher than conventional approach per acre and
per year. Thus, it is proven and transparent that Green economy approach to these resources
requires the consideration of not for profit approach initially, but subsidies for rehabilitation to
clean the area, due to salination and leaching of chemical after five years of exploitation. The
Green Economy approach also considers monetary value of the benefits of the mangrove forest to
the local communities in the form of ecosystem services such as wood, fish and coastal protection
against violent storms, cyclone that amount twenty times protection. Hence, assessing and
evaluating the monetary value benefits of the mangrove forest against that of the Sirimp forms
should be done not as per the market value of the Sirimp but in term of cost of ecosystem services
that provides [2].
Indeed mere considering the monetary value without considering the ecosystem protection is the
great problem in Green economy. Actually, neglecting the value of ecosystem and the respective
loss of natural capital, the loss of biodiversity is incomparable and irrevocable. It is estimated that
$2-4 trillion nature capital is wiped out per year as result of conventional business attitude when it
comes to destruction of the environmental. This is a massive economic loss in the aspect of cost
that society pays while converting that ecosystem into other land users, in comparison with the
relatively small private profits made arguable benefit if any. This study highlights the critical
issues regarding agenda preparation of institutional framework for sustainable development and
Green Governance in the context of sustainable development and poverty eradication and
explores the most essential to reform political and economical institutions to move the
sustainability agenda towards future. And helps to understand the quantum of progress to be
achieved, needs to be done and also explores main obstacles to Green economy and creation of
system to govern environmental resources at different scales called Green Governance.
III. IMPACT DUE TO LOSS OF BIODIVERSITY

Any country can either have biodiversity or keep a solution to poverty, becomes the typical
dilemma in the present scenario. The poorest of the poor, are the community likely to face the
burden of biodiversity destruction since they are the once who are most reliant on ecosystem
services to live. Ecosystem services always contribute significantly towards the economical
growth of the poor, thus there are significant relationship between biodiversity loss and poverty
and also, loss of biodiversity increases the poverty, and slow down development. For any
community, the ecosystem is the greatest and most reliable solution provider in providing goods
and service in specific ways that government cannot. A loss of biodiversity means that those who
are reliant on natural ecosystems for their lively goods will have no alternative but either any
locative and rely on country social welfare resources to survive. In any country if all the forest is
destroyed the greatest impact will be on the GDP of the country. If referred the sufferer of the
most if the forest are lost, by specifically weaving the ecosystem services the answer will be the
GDP of the poor [3].
II. GREEN GOVERNANCE
In the present scenario, success or failure of a Green economy paradigm will depend on the
concept called Green Governance. While a Green economy seeks to be an innovative monetary
and financing mechanism that can incentivise the conservation and sustainable use of
biodiversity, the challenge lies in identifying, establishing, devolving, rights and sharing benefits
with communities that are actively involved in such conservation and sustainable use. It is
essential that it is not left to the market to devolve rights but it is critical that a Green Governance
framework is in place, so that it will provide transparencies that will provide clarity about right of
community who are all stewards of ecosystem before embarking the Green economy.
For effective working standard of Green economy it needs incentivise communities who are
effectively engaged in the conservation and sustainable use of biodiversity through the traditional
way of life. With help of incentivise and by ensuring the rights of those communities to be
incentivised only can get clarified and work through a rigid Green Governance process as end
result. Estimating an economic value and nature as the Green economy without clarity on right
holders and beneficiaries could leads to elite capture, also exclusion of communities the real
stewards of nature may lead to the same. The potential for Green profits as in majority of the
market driven process may also lead to denial of rights to community beneficiaries resulting in
further ecological devastation that is the Green economy destroying Green Governance.
IV. MAPPING GREEN GOVERNANCE IN INTERNATIONAL LAW AND POLICY
It becomes the need of the hour to commence the development to facilitate the realisation into a
Green economy by firmly preparing the principles of Green Governance. It is critical to figure out
the role of government and private sector in the aspects of investment in Green economy with
proper assurance along with robust Green Governance. While the Green economy is growing as
the economy of the future, this enthusiasm is not well aligned by an implementation of the
principles of Green Governance. This is not because of lack of framework for Green Governance
in law and policy but due to the improper mapping of principles of Green Governance aligned
with International law, it should keep room for multilateral environment agreement by
recognising certain key rights of communities such as Traditional knowledge associated with

genetic resources, Genetic resources, Self-Governance through customary laws and community
protocols, Benefit from the utilization of their traditional knowledge and genetic resources by
third parties.
Also, it should be mapped with the Governance and management rights of forest dwelling and
forest dependent communities to their lands and waters with sufficient guidelines that can
facilitates clarity with the required provisions as code of ethics.
Impact Assessment Guidelines for the conduct for cultural, environmental and social impact
assessment regarding developments proposed to take place on, or which are likely to impact on,
scared sites and on, lands and waters traditionally occupied by native and local communities. And
code of ethical conduct to ensure respect for the cultural and intellectual heritage of indigenous
and local communities relevant to the conservation and sustainable use of biological diversity.
These guidelines and code of ethical conduct framed should be capable to provide an integrated
bio cultural or stewardship rights approach to Green Governance that are needed to be followed
in the context of any Green economy related activity.
V. ESSENTIAL STEPS FOR IMPACT ASSESSMENT
 Announcement as Notification along with public consultation of the proposed development

by the supporter.
 Identification of native and local communities and relevant stakeholders likely to be affected
to the proposed development.
 Establishment of effective mechanism indigenous and local community participation,
including women, youth and other vulnerable groups in the impact assessment process.
 Organization of an agreed process for recording the views and concerns of the members of
the indigenous or local community whose interest is likely to be impacted by a proposed
development.
 Establishment of a process where by local and indigenous community may have the option to
accept or abuse a proposed development that may have the option that accept or abuse a
proposed development that may impact on their community.
 Identification of operator’s responsibility for liability, redress, insurance and compensation.
Also identification and provision of sufficient human, financial, technical and legal resources
for effective native and local community participation in all faces of impact assessment
procedure.
 Establishment of review and appeal process and an environmental management covering
possible adverse cultural handling plans, environmental and social impacts resulting from a
proposed development.
 Decision, as appropriate, of agreements, or action plans, on mutually agreed terms, between
the proponents of the proposed development and the affected indigenous of local
communities, for the implementation of measures to prevent any further negative impact.
Also the ethical principle should cover or include respect for existing settlement without any

discrimination with transference and full disclosure along with free and prior concern that can
provide fair and equitable sharing as benefits and all precautionary measures and approaches.
And also it should be clear enough with specific considerations in important aspects such as,
recognition of sacred sites, culturally significant sites and lands and waters traditionally occupied
or used by indigenous and local communities, Access to traditional resources, No arbitrary
removal or relocation, Recognition of traditional guardianship or custodianship, Recognition of
social structures- extended families, Communities, nations, Restitution and compensation,
Subsidiary and decision-making, and Full and effective participation.
These principles and considerations should represent as the icon of the recognition of the
Green Governance and rights of communities to their lands and waters. This will help to establish
effective processes for the full and effective participation of indigenous and local communities, in
full respect of their rights and recognition of their responsibilities, in the Governance of protected
areas, consistent with national law and applicable international obligations, and further develop
and implement measures for the equitable sharing of both costs and benefits arising from the
establishment and management of protected areas and make protected areas an important
component of local and global sustainable development consistent with national legislations and
applicable international obligations. Similarly, it should establish clear mechanisms and processes
for equitable cost and benefit –sharing and for full and effective participation of indigenous and
local communities, related to protected areas, in accordance with national laws and applicable
international obligations, and also should recognise the role of indigenous and local community
conserved areas and conserved areas of other stakeholders in biodiversity conservation,
collaborative management and diversification of Governance types.
VI. ESSENTIAL STEPS TOWARDS GREEN GOVERNANCE
This study explores the most essential transformation turning point on practical steps to be
followed to attain Green Governance. To attain Green economy with sustainable development,
both national and local government bodies need to proactively coordinate effectively and
efficiently and provide development paths that are in line with growth without adding further
pressures on the environment. A smooth evolution to a Green economy depends upon the most
essential conditions which are both necessary and sufficient to produce considerable changes, and
which will facilitate governments to take on a more proactive role in reversing the course of
environmental activities. The most essential steps towards Green Governance include:
commitment with Political stability, regulatory foundation with legal framework, Tested &
Proven financial instruments, Technological feasibility, Human capital formation, Institutional
setup and Language as a common platform.
A. Political Stability
Political stability with commitment to the Green growth path presupposes that fiscal and
monetary tools are used to push economies away from business as routine. These should be
included as a commitment for investing in research and development (R&D), demonstration,
education and training, operation & execution and the commercialization of renewable
technologies in production & consumption oriented activities. Early financial crises in many
countries made strategic moves to increase their contribution towards R&D funding for

renewable energy and while scaling back on other public expenditures coupled with phasing out
fuel subsidies respectively. Currently, those countries have contributed for R&D are enjoying the
competitive advantage in innovative technologies in renewable energies and established new
growth ventures and supported funds to research potential alternative energies.
B. Regulatory Foundation with Legal Framework
In countries where decisions and policies are not well defined, secured in a binding and
enforceable framework, they become merely ornamental in nature. While there is no need to
Green all regulatory systems concurrently in order to respond to climate change challenges, legal
standards must be thoroughly fine tuned and assessed in a systematic approach. Legal reforms
require revisiting and reviewing existing laws and tuning their jurisdictions through amendments
and directives. In some areas, this may require energizing the legal stand by conducting
appropriate gap analysis, which entails comparing current environmental laws and procedures
with international best practices in order to assess the current incentive system. Well defined
framework and wise planning can generate income and stable economic growth without adding
additional environmental pressures. Planned usage of wastes from certain manufacturing
operations converted, as raw materials for industry was the result of coordinated efforts and a
sustainability mindset in action.
C. Tested & Proven Financial Instruments
Policy makers supported by regulatory body have the power to initiate a paradigm shift using
three simultaneous measures. Firstly, applying proper mechanisms in place to prevent natural
resource use and abuse that entails revaluation of the two types of resource usage, one being
resource-use intensity and the other the reduction of natural stock. Secondly, government bodies
need to revaluate subsidy provisions and redirect funds towards ventures that provide permanent
solutions to energy security issues with top priority. Finally, to reduce the financial risks
associated with private Green investment the government should increase their R&D support,
providing stimulus packages aimed at increasing the efficiencies of existing systems and
supporting the development and demonstration stages of the renewable energy agenda,
effectively.
D. Technological Feasibility
Even with financial instruments at right time, in right place, the choice of renewable technologies
may prove to be a significant challenge in Green economy at times. There are three steps by
which choices in technology can be evaluated and preferred, the first of which is to use of public
funds to support working groups to debate the type of renewable technology as the most relevant
one to current geopolitical and climatic conditions. The standard of technology debates must be in
line with technology suitability in order to meet the proposed objective and to avoid redundancy
of efforts. Secondly, government supports towards sensitivity analysis will enable a clear vision
with clarity of all possible options regarding renewable technologies. Thirdly, governments
should accelerate to do resource-gap assessments whenever needed. Such activities help to
promote stakeholders to participate in finding solutions by acknowledging resource-gap
difficulties identified. This analysis should be subsidised by different government bodies in

coordination with practitioners, experts, research groups and venture capitalists at the national
and local levels.
E. Human Capital Formation
Investments into Human Resources as capital is an essential expenditure that should not be
compromised and should be as part of public funding and ought to enhance the know-how, the
know-what and the know-why. Activities such as Research & Development, Education, and
Vocational educational training are extremely critical areas during economic downturns in any
country. During recessions in any country, governmental bodies covering both local and national
levels, exercise greater budgetary diplomacy and often downsize publically funded activities such
as education and training. Educational budgets reduce the value of human capital that could
otherwise help to stimulate the economy out of recession as much as possible. It is during
economic downturns that education and other human capital building vehicles need extra support
to fund training and facilitate the formation of a cadre that fits the new Green ideal. Countries
those who are practiced during the economic crisis in Green aspects, their government made a
commitment to avoid cuts on essential services favouring R&D and educational institutions that
can contribute rich experience towards quick recovery from recession with a world-class
educational system and highly skilled workforce.
F. Institutional Setup
Adequate Institutional adjustments are mostly required that will adopt and adapt to innovative
solutions, otherwise institutions will face huge amount of “creative destruction” through
inaction. Countries at local level should pass a local Green initiative as objectives of the priority,
with modest goals to attract new industries and to bring in new revenue. The institution should
get equipped new installations with solar panels, built biogas digesters and installed windmills to
sell power back to the national grid generating more energy than it requires, though the
proportion of initial public investment is hard to Determine.
G. Language as a Common Platform
Language as a common medium of instruction is an important standard as it eliminates the

ambiguities and doubts associated with an emerging breed of buzz words which quickly become
familiar and which government officials frequently need to relearn. Common language direct to
the uniformity of targets, yardstick, indicators and measurement units and methods. Moreover, it
helps to keep uniform code of practices, efficient Green accreditation of products and services,
and consistent decision-making processes on related Green issues across government. Choice of
target entry and index may be important in order to establish measure comparisons, but must be
handled with care. By and large, instruments ought to be modified by region and reflect local
environmental circumstances. This may require higher frequency of trial and error but more
importantly requires having the necessary human capital base to provide knowledge both of local
conditions and on the availability and viability of tools.
V. ISSUES AND CHALLENGES IN CREATING GREEN GOVERNANCE

A. Trade off in the green economy
Even though Green economy is a known concept, every experience is based on an ad hoc basis
and poor in scale, also does not have single application of the Green economy either in the
country level or at the regional level that covers other sector. (Puppin de olivera, 2002). Interest
towards the Green economy and discussions focussed to poverty alleviation could lead to
different experiment and experience, which is new in practice. There are several obstacles to the
implementation of Green economy initiatives and Green Governance such as growth in Green
aspects becomes difficult to achieve due to general socio-economic objectives such as
employment creation and poverty alleviation may clause environmental sustainability. Similarly,
there is no road map with clarity for a win-win situation that can help to achieve economic
growth, poverty alleviation and environment protection together to promote Green growth that
requires short term sacrifices and long term objectives as reformation that may face resistance
from some groups including the poor, which gives direct impact to Green Governance.
A well known challenge for Green Governance for the Green economy is decisions lack the
participation and the voice of stakeholders with transparency. Institutions those who are ready to
support Green Governance need to be established to make the Green economy to deliver the
expected benefits towards the objectives in poverty eradication aspects and environmental
sustainability in the respective continent. Another obstacle is difficulty in integrating the various
objectives of a Green economy with one another. Quantifying economic outcomes and qualifying
them for connecting towards social and environmental aspects is a difficult task (Stiglitz et.al,
2009). In practice, there are more and more significant trades are in usage, now a day that prevent
growth of Green economy in every country. In different localities and condition, Integrating
various objectives and short term interest with long term goals may be possible on a small scale.
However, large scale initiatives will meet out enormous issues and challenges during
implementation and may require volume of political, financial and technical efforts, and support
at the national and international levels. Hence, to create a Greener economy it is tough to retain
feasibility with the current Green Governance structure. An institutional framework needs to be
followed to regulate the economy, which is a great challenge in today’s economical Governance.
Thus, the Green economy needs to be preceded by a larger reformation in the economic
institution and regulatory organisation pervasively.
B. Political Obstacles
Society is expected to attain significant economic, social and environmental benefits in the
medium and long term with a Green economy as a continuous process. In this process some may
gain, some may lose, to balance each other, some of the losers from the Green economy may
apply lot of political pressure on various stakeholders either to change or to modify Green
economy policies as a political obstacle. If renewable energy provides an alternative energy, all
oil producing countries may lose their economy, which is used as finance based public services.
A change to renewable energy without any compensation may cause resistance in oil companies
those who are the largest in size and having lot of political cloud. Financing the implementation
of alternative energy mechanism may face lot of difficulties for compensation in exchange for
living the oil reserves protect it rain forest, biodiversity and inhabitancy. To handle these
challenges there may be a need to significant amount of resources that may not be readily

available. Identifying those resources at the international, national, local levels would help to
meet out obstacles and offer experience to forward the Green economy and sustainability through
Green Governance.
C. Equity Concern with Green Economy
Environmental quality is closely associated to human well being (Ma, 2005) in the case of
environmental services neither the cause nor the benefits relate to the environment distributed
evenly. There are so many equity implications while considering the health of the environment, as
climate impact is good example of the consequences of the changes in climate or distributed.
Even then every citizen is responsible, particularly the richest are the polluter, who have polluted
most but the poorest are the sufferer, in general and lack the resources to adopt at the earliest.
While economic growth is the main outcome of the Green economy equity aspects need
important implications and should be brought to the centre of discussion to the Green economy
and Green Governance for sustainable development. Thus, considering equity and respective
changes in Governance is a primary issue in the Green economy. Societal group, communities
and regions at global level is threatened by the environmental degradation by which they are
indirectly responsible. The new mechanism that can improve the Governance from biological
importance has a positive impact on most of the vulnerable communities as dependent on those
resources in the aspects of issues regarding biodiversity. Over consumption to heat the economy
in some parts of the world leads to negative impacts in the other parts, especially in, where the
most vulnerable groups work or live such as poor or indigenous people those who are powerless
to make the necessary changes in the resource Governance to change the course of actions.
D. Technological Fix
During the stresses on our environment started to become a social and political concern, technical
knowledge and technological solutions are today much more advanced. We have sufficient
information and technology to tackle any critical problem related to environment and to control
pollution which was widespread today. Technology is readily available to offer sustainable
solutions in many situations. A greater effort to develop technical capacity in developing
countries could also have a significant impact on the production of clean energy and consequently
on the social improvements needed to achieve the developmental goals.
Technological availability and their distribution network becomes the primary driver to find
solutions to un-sustainability problem. In Green economic aspects it has critical foundations and
equity implications most of the technological solutions are based solely on the optimization of
economic efficiency. The efficiency gains are not evenly distributed because of their equity
implication. In addition to technological availability, and its distribution, access to technological
development and the sharing of its benefits, Most of these technological developments are based
on natural assets in the global sharing of these resources should be shared in directly or indirectly
addressed. Also benefits of biodiversity that can be taken to the society. through there are
practical’s on access and sharing of benefits exists as a framework for improving the equity
aspects of bio prospecting still there are gaps in Governance as ocean one of the untapped
resources on earth in terms of knowledge as one of the least regulated resources like fisheries and

related knowledge.
VI. GOOD GOVERNANCE WITH GOVERNMENTS
Global local discussions called institutional framework for sustainable development are focussed
on Green Governance, on the reforms needed in the International Government system to produce
more efficient, fairer outcomes from international environmental process. These institutional
frameworks emphasizes role of international organizational framework and national Governments
and a lower extent, non Government operators, in the Governance mechanism. Even though these
frameworks are important, there are other operators are there, those who are active in influencing
Governance at various levels. Complication in the Green Governance and issues may require a
broaden set of operators than those commonly explored by the Governance. Indigenous people in
environment Governance at Global level have contributed to many global processes, but their
contributions are not yet represented by many national Governance.
Local authorities and sub national government are set of operators when involvement in global
Governance has Governance. The Governance of cities where higher population of the world
lives, having higher potential to tackle global environment issues, especially climate change the
Governance of cities will determine the future of the Green economy because they are as back
bone of the economy, which has their influence to move beyond their boundaries.
VII. VALUE SYSTEM AND TRADITIONAL KNOWLEDGE
The importance of different set of value system to society and traditional knowledge is not
recognized accordingly in the aspects of Green Economy and Green Governance. The transition
to a more sustainable society will need a massive change in the values of society, especially the
way we think, and do things in all aspects of our personal and professional lives hence, Different
knowledge system needs to emerge and transform at large level for better Governance.
VIII. COMMONLY ACCESSIBLE INNOVATION CAPACITY
Poverty can be eradicated by stronger political commitment to develop a credible institutional

framework and steering the main stream economy should be limited that can only generate
required tools and mechanism to transform concepts into practical results for advancing the
implementation. Importance of innovation capacity should be accessible commonly at universal
level that can provide progress towards Green economy and Governance. The experience,
practice, lesson learned and the innovation capacity of the societies at global level to innovate
locally are the most important aspects to be adopted to generate viable solutions commonly. The
most important point is, to create mechanism for innovative solution that can provide, large
positive impact on societies, create Governance mechanism that facilitate the dynamic exchange
of knowledge sharing, facilitate resource sharing both locally and globally that can share local
innovation capacities in order to scale up innovations, Global mechanism should facilitate
diffusion of knowledge and resources sharing to other localities effectively and efficiently. As
sustainable development agenda organisations at international level as a forum or agency should
be assigned to coordinate towards governing, promoting, assigning and diffusing sustainable
innovation to speed up the innovation process for better development.

[1]. Report on the United Nations Framework Convention on Climate Change (UNFCCC)
and Kyoto Protocol, Facesheet, February 2011.
[2]. Report on United Nations Environment Program (UNEP), Green Economy Initiatives,
July, 2011.
[3]. Biological Biodiversity Report on species and ecosystem, CBD, Article 2, pp: 178-206.
[4]. MA (Millennium Ecosystem Assessment) (2005) “Millennium Ecosystem Assessment”,
(http:www.maweb.org) (assessed 9 February 2012).
[5]. Meadows, D.L., D.H. Meadows, H. Donnella, J. Randers and W. Behrens (1972), The
limits to Growth. New York: Universe Books.
[6]. Puppim de Oliveira, J.A. (2002) “The Policymaking Process for Creating Competitive
Assets for the Use of Biomass Energy: The Brazillian Alcohol Programme”, Renewable&
Sustainable Energy Reviews, 6(1-2):127-138.
[7]. Stiglitz, J.E., A. Sen and J.P. Fitoussi (2009) Report by the Commission on the
Measurement of Economic Performance and Social Progress, (http://stiglitz-sen-
fitoussi.fr/en/index.htm) (assessed 9 February 2012).
[8]. UNEP (United Nations Environment Programme) (2011) Decoupling Natural Resource
Use and Environmental Impacts from Economic Growth, A report of working group.
*****

CORPORATE SOCIAL RESPONSIBILITY: MODERNISM APPROACH FOR

CORPORATE SHARED VALUE
Anish K. Ravi
Assistant Professor,
Chennai Business School,
Chennai, India,
anishkr46@gmail.com
C.S. RAMANIGOPAL
Professor and Head
Faculty of Management Studies
Vinayaka Missions University, Salem
ramanigopalsalem@gmail.com
Abstract: Today, Corporate Social Responsibility is a process with the aim to embrace
responsibility for the company's actions and encourage a positive impact through its activities on
the environment, communities and all other stakeholders of the public sphere who may also be
considered as stakeholders and collaborating with them to more effectively manage potential
risks and build credibility and trust in society. The social attitude complying with the law in a due
diligent way but also about taking account of society’s needs and finding more effective ways to
satisfy existing and anticipated demands in order to build more sustainable businesses. Key areas
of concern are environmental protection and the wellbeing of employees and communities for
both now and in the future and the approach to modernism for shared value. Corporate Social
Responsibility has a positive effect on all the participants through the creation of vast
opportunities in the consumer market. This paper aim to focus on creating a shared value models
and to predict whether CSR should exist and examine may produce higher welfare than other
public good provision channels. This paper incorporates theoretical predictions with experiential
findings from economic and noneconomic source and exposes consistent experiential evidence in
favour of CSR mechanisms related to consumer markets, private and public politics towards
creating shared values.
Keywords: Corporate Social Responsibility, social need, social attitude, transitional procedure,
Mechanism, shared value.
Introduction
Corporate Social Responsibility (CSR) involves the business taking a broad view of its activities,
looking beyond profits for shareholders and focusing on other stakeholders. A stakeholder is
anyone that has an interest in or may affect the decisions and actions of a business (Prahalad,
2001). In recent years, growing attention has been given to the conception of Corporate Social
Responsibility (CSR), defined in terms of the receptiveness of businesses to stakeholders’ legal,
ethical, social and environmental prospects. CSR has normally been a pragmatic retort to
consumer and civil society pressures. These have primarily been focused on intercontinental
corporations (ICs) serving the markets. Indictments by governments and civil society of

environmental contamination, human rights violence and abuse of labor in supply chains, have
stressed companies to be more environmentally and collectively responsible. Nevertheless, the
business population has also quickly recognized the strategic value of being more responsible and
is beginning to align products and business relations, through their supply chains.
Ensuring that CSR supports, and does not destabilize, the expansion of small and medium-sized
enterprises (SMEs) in developing countries is critical to meeting the objective of improving the
impact of business on society. If CSR demands are protectionist, ethnically inappropriate or
irrationally bureaucratic the net effect will be to dent livelihoods. On the other hand, the SME
sector must not be allowed to become ambiguous in which contaminating, manipulative
industries thrive. Industry at its paramount state innovates to meet society’s needs and construct a
profitable enterprise. Corporate leaders now recognize that social problems present both daunting
constrictions to their operations and the vast opportunities for expansion. But many struggle to
accomplish the shared value concepts. Nowadays companies innovate to create scalable models
for delivering social benefits and business value. These companies constantly rely on mutually
strengthening elements, whose optimal form and balance depend on a firm’s background,
perspective and strategy.
Significance of a Social Need
Many organization identify the significance of gaining insight into the needs they seek to
address, however some go deeper in order to recognize the fundamental social environment and
how fine it would be to change them. They carry out extensive examination to expand a broad
view of the crisis, the affected people and their numbers, the obstructions to advance, the
alternative for driving transform and the parties that can facilitate. Such information provides the
basis to foresee resource requirements, developing the business case, and classify the necessary
implementation capabilities inside and outside the company. A clearly distinctive need allows
companies to chart scale into the business model from the outset because they understand how
many people are affected by the problem they seek to address and the economics and other issues
involved in solving it. If a company doesn’t dedicate time and resources to developing a profound
understanding of a social problem, it risks following unproductive solutions.
Establish a Common Assessment
Corporations in search of delivering scalable social and business benefits must be able to
analyze their development. No collective structure for doing this exists yet. In the interim,
corporations can exercise a simple procedure that involves the subsequent steps:
 Calculate approximately both the business and social value of the enterprise: This
step involves predicting how some quantifiable change in a social circumstance will
impel profits, through either incremental sales or reduced costs, and connecting those
benefits to the resources required to accomplish them.
 Asses the common value produced: Quantifying the social and business benefits assist
organizations to expand to new areas and rationalize further investment.

 Institute transitional procedures and track development: The business plan can be
used as a road map to examine the initiative’s development in accomplishing the targeted
social and business benefits. The objective is to corroborate the anticipated association
between social and business results to see which approaches do and don’t work, and filter
the plan accordingly. Nevertheless as benefits may take time to materialize, an
organization may have to establish supplementary metrics for examining transitional
development.
Implanting a Social Attitude
Leaders of corporations that are making considerable development in structuring large scale
social endeavors deem to resolving key social problems in profitable ways. Spinning the detection
of common value prospects into a usual activity necessitates by defining a clear social principle.
Exposing it internally and externally, and implanting it in core procedures such as strategic
planning and budgeting. This institutes a culture that sets free the best in employees and helps
rally external partners that have related objectives.
Generating the Optimal Enhancement Composition
Everybody is aware of the riskiness of new projects and the level to which they depart from or
intimidate an organizations established businesses must be taken into consideration, when
deciding matters of financing, corporate governance, administration systems and location. The
same pertains to commonly assessed inventiveness. The alternative for constituting initiatives
comprises the following:
 Incorporate with an inherited business: A fundamental business must enlarge and

commence the program if the organization already has a clear social objective, extremely
comprehends the targeted social problems, possesses the competencies to resolve them, and
can build a strong business case for the social endeavor.
 Finance external entrepreneurs: If a corporation lacks the knowledge to develop a
comprehensive understanding of and a cost-effective resolution to, a common problem of
interest, it can fund autonomous entrepreneurs to deal with the challenge. The company can
learn from their efforts and obtain their solutions.
 Generate a self-governing entity: When a new social business enterprise meets the entire
criterion delineated above yet isn’t probable to assure the company’s standard financial
requirements- for example, it may perhaps take longer to turn out to be firmly profitable, it
must be protected from the well-established businesses.
 Obtain government support: When a company sees an opportunity to address social needs
but the path to profitability is uncertain, philanthropic or government funding can help
meeting the desired objective. Such supports allow in-house campaigner to take risks without
jeopardizing their careers or other business prospects.

Co-Creating with External Stakeholders
Stakeholders ought to be deeply involved in identifying all the dimensions of a problem and
designing and implementing solutions in an approach that has been spreading throughout the
industry. These stakeholders consist of government and non-governmental organizations,
foundations, universities and other companies. To create social and business value, all five
ingredients – social principle, a distinctive need, dimension, the right innovation structure and co-
creation- are imperative. Certainly, they underline one another. Social principle helps a company
understands social problems more systematically, employees’ dedication to its social principle
will increase. A deeply held social principle is also significance for co-creation, forming the
source for trusted associations. Considerably knowing a region’s particular requirements help
define what can be improved and to what extent it can bring that change to the business. The
degree to which the potential for the shared value can be anticipated and aligned with the
company’s financial criteria determines the optimal innovation structure for the social endeavor.
And the necessities for delivering both business and social importance, in turn, construct which
competences are needed from new hires or external partners.
Creating Shared Value
The concept of shared value beyond the arena of corporate social responsibility with a greater
focus on the nature of capitalism and markets, noting dislocations with current capitalism,
emphasising the inherent social nature of markets, and suggesting that by adopting shared value
principles business and society will be reconnected creating new innovation and socially imbued
capitalism. Porter and Kramer identify GE, Google, IBM and Unilever as having adopted shared
value principles but note that, “our recognition of the transformative power of shared value is still
in its genesis.” and argue that addressing social constraints does not necessarily raise internal
costs for firms. Through innovation in new technologies, operating methods, and management
approaches a firm can improve society while increasing their productivity and profitability
(Williams, 2013)..
 Reconceived products and markets to provide appropriate services and meet unmet
needs, such as, the provision of low-cost cell phones developed new market opportunities
as well as new services for the poor.
 Redefine productivity in the value chain to mitigate risks and boost productivity like,
in reducing excess packing in product distribution reducing cost and environmental
degradation.
 Enable local cluster development by improving the external framework that supports
the company’s operations, for example by developing the skills of suppliers.
Essential of Creating Shared Value

Creating Shared Value has become an integral part of the way in which Nestle does
business. It is based on compliance with international laws and codes of conduct and the
company’s business principles, and a focus on environmental sustainability. However, Creating
Shared Value goes beyond compliance and sustainability. It aims to create new and greater value

for society and shareholders in the areas where the company can have the biggest impact –
nutrition, water and rural development. These are core to its business activities and vital for its
value chain:
Water: because the ongoing quality and availability of it is critical to life, to the production of
food and to Nestle’s operations.
Rural development: because the overall well-being of farmers, rural communities, workers and
small businesses and suppliers is intrinsic to the long-term success of Nestle’s business.
Nutrition: because food and nutrition are the basis of health and of Nestle’s business as the
leading Nutrition, Health and Wellness company.
Figure 1.1 : Corporate Shared Value of Corporate Social Responsibility
Shared value and the bottom of the pyramid
The term ‘shared value’ was coined several years ago by Porter for Nestle. Corporate
social responsibility is defined and practiced differently in many parts of the word. It is a product
of each county’s unique history of relationships between business, society and government, in
interaction with cultural norms. In the 1970s management scholars crystallised this view of
business in society into a definition and framework for corporate social responsibility.
This pyramid model viewed economic and legal responsibilities as the foundations of business,
with social responsibilities deemed a discretionary activity that companies could undertake.
According to Porter and Kramers example of Hindustan Unilever’s innovation in hygiene
products distribution, using smaller package sizes, creating new business opportunities and
appropriate products for the poor, a classic the bottom of the pyramid model. The concept has
attractive the bottom of the pyramid is for MNCs with commercial and social opportunities
through mutual value creation by reorientation their core business to provide products for these
consumers and that business success and creating social value was not possible at the lower end
of the market (Porter and Keramer, 2011).

Conclusion
Corporate social responsibility (CSR) promotes a vision of business accountability to a wide

range of stakeholders, besides shareholders and investors. Corporate social responsibility is about
the integration of social, environmental, and economic considerations into the decision-making
structures and processes of business, using innovation to find creative and value-added solutions
to societal and environmental challenges, as a form of corporate self-regulation integrated into
a business as a business model and functions as a built-in, self-regulating mechanism whereby a
business monitors and ensures its active compliance with the spirit of the law, ethical standards,
and international norms. Corporate Social Responsibility for any organization means having a
positive societal and environmental impact from its Products, Process and Profits. Being in the
education puts an organization in a more responsible position as it influences the future of the
society and the nation. The application of shared value at the bottom of the pyramid reflecting
both greater social needs among this group and the new markets they offer.
References
1. "Corporate Social Responsibility and Ethical Careers". University of Edinburgh Careers

Service. Retrieved 2008-03-07.
2. Bhattacharya, C.B., Sankar Sen and Daniel Korschun (2008), "Using Corporate Social
Responsibility to Win the War for Talent," MIT Sloan Management Review, 49 (2), 37-
44; "The Good Company". The Economist. 2005-01-20. Retrieved 2008-03-07.
3. Bhattacharya, CB, Sankar Sen and Daniel Korschun (2011) Leveraging Corporate Social
Responsibility: The Stakeholder Route to Business and Societal Value, Cambridge University
Press, Cambridge: UK.
4. D Wood, 'Corporate Social Performance Revisited' (1991) 16(4) The Academy of
Management Review
5. DeGeorge, Richard T. Business Ethics. 7th. Upper Saddle River: Pearson Education, Inc. ,
2010. 200. Print.
6. Halpern, Barton; Keith F. Snider (2012). "Products that Kill and Corporate Social
Responsibility: The Case of US Defense Firms". Armed Forces & Society 38 (4): 604–624.
7. Jones, Tegan (05/14/07). "Talent Management". The Business Value of Virtue: Corporate
Social Responsibility and Employee Engagement. Retrieved 2013-11-19.
8. London, T. (2009) Making Better Investments at the Base of the Pyramid, Harvard Business
Review, 87 (5): 106-113.
9. McWilliams, Abagail; Siegel, Donald (2001). "Corporate social responsibility: A theory of
the firm perspective". Academy of Management Review 26: 117–127.
10. Porter, M and M Kramer (2011) The Big Idea: Creating Shared Value; How to reinvent
capitalism and unleash a wave of innovation and growth. Harvard Business Review.
11. Prahalad, C. K. and Hammond A., (2002) Serving the World’s Poor Profitably, Harvard
Business Review, 80 (9): 48-57.
12. Williams, R. & Hayes, J. “Economic and Private Sector Professional Evidence and Applied
Knowledge Services”, Literature review: seminal papers on ‘Shared value’, 2013.

SERVICE-ORIENTED OPERATING SYSTEMS
Mr. J.Murugesan and Devarajan Gopal

Mahendra Engineering College,
Mallasamudram
Namakkal (Dt), Tamilnadu.
ABSTRACT
Abstract: Over recent years, resource provisioning over the Internet has moved from Grid to
Cloud computing. Whilst the capabilities and the ease of use have increased, uptake is still
comparatively slow, in particular in the commercial context. This paper discusses a novel
resource provisioning concept called Service-oriented Operating Systems and how it differs from
existing approaches of Grids and Clouds. The proposed approach aims for making applications
and computers more independent of the underlying hardware and increase mobility and
performance. The base architecture and functionality will be detailed in this paper, as well as
how such operating systems could be deployed in future workspaces. Cloud computing has
recently emerged from this movement as a means to provide in particular computational
resources, even though storage clouds are gaining in popularity too. From the Grid perspective,
Clouds are only passive resources in the sense of nodes in the computational or data grid case –
they do not offer the enhanced capabilities of Virtual Organizations or similar, nor do they easily
plug in into existing grid structures (such as GT4). Typically cloud and similar resource
providers expose their own proprietary APIs which imply that the resources are used in a more
manual fashion than originally envisaged by the Grid. From this point of view, clouds are only
extended single Grid nodes. However they can be seen as an intermediary step to enabling
dynamic outsourcing in a form that extends local resources. Service-Oriented Architectures
(SOA) are a promising means to integrate heterogeneous systems, but virtually no technology -
neutral approach to holistically understand SOAs exists. We tackle this problem by introducing a
survey of technology -independent patterns that are relevant for SOAs, and are working towards
formalized pattern-based reference architecture model to describe SOA concepts.
Introduction
This paper aims at providing an architectural framework for Service-Oriented Architectures

(SOA) in form of a survey of patterns relevant for building SOAs. Though built on similar
principles, SOA is not the same as Web services, which indicates a collection of technologies,
such as SOAP and XML. SOA is more than a set of technologies and runs independent of any
specific technologies. A service-oriented architecture is essentially a collection of services that
are able to communicate with each other [4]. Each service is the endpoint of a connection, which
can be used to access the service and interconnect different services. Communication among
services can involve only simple invocations and data passing, or complex coordinated activities
of two or more services. In this sense, service-oriented architectures are nothing new.

However, SOAs are not well-defined at the moment and there is not much architectural guidance
how to design a SOA – many definitions and guides are focused on concrete technologies, not on
the essential elements of the architecture. To overcome this problem, we propose reference
architecture based on software patterns. Software patterns provide reusable solutions to recurring
design problems in a specific context [2]. In this paper, we use software patterns because they
abstract from concrete, technology-dependent solutions and they provide timeless, proven
solutions. The goal of our pattern survey is to help in understanding the principles, key
constituents, and key structures of a SOA, apart from any concrete technology.
We use the pattern-based approach to enable a broad, platform-independent view on SOAs that
still contains all relevant details about the technical realization alternatives. The main contribution
of this paper is to provide a holistic, architectural approach to guide the design of SOAs. To reach
these goals we adapt software patterns from different sources that were described originally in a
number of different domains, such as remoting , messaging, resource management , networked
and concurrent objects , software architecture, component integration, object-oriented design, e-
business , process-driven architectures, business objects , and workflow systems . A major
contribution of our work is the domain-specific combination of these patterns – in the SOA
domain. We explain these patterns very briefly, where they appear first. For full pattern
descriptions please refer to the original pattern descriptions that are referenced.
Literature Survey
Basic Service Architecture:
The basic concept of a service-oriented architecture (SOA) is quite trivial: a service is offered
using a remote interface that employs some kind of well-defined INTERFACE DESCRIPTION.
The INTERFACE DESCRIPTION contains all interface details about the service (i.e. the
operation signatures and how these operations can be accessed remotely). The service advertises
itself at a central service, the lookup service. Applications can therefore look up the advertised
services by name or properties to find details of how to interact with the service.
Figure 1. Block Diagram of service oriented architecture.
Basic service oriented architecture is given in Figure 1. A service provider offers service to
service clients. Often the service is not realized fully by the service provider implementation, but

also by a number of back ends, such as server applications (other SOAs or middleware-based
systems such as CORBA or RMI systems), ERP systems, databases, legacy systems, and so forth.
Flexible integration of heterogeneous backend systems is a central goal of a SOA. Even though
the use of backend systems is of course optional, it is an important characteristic of SOAs.
A central role in this architecture plays the pattern LOOKUP: services are published in a service
directory, and clients can lookup services. Developers usually assign logical OBJECT IDS to
services to identify them. Because OBJECT IDS are valid only in the context of a specific server
application, however, services in different server applications might have the same OBJECT ID.
An ABSOLUTE OBJECT
Service Contracts
Central to our understanding of services is the notion that services reflect a contract between the
service provider and service clients. This view is shared by the authors of other reference models
for SOAs. The concept derives from the design-by contract concept , originally developed for
software modules. In essences, service contracts define the interaction between service client and
service provider. The reason for using the design-by-contract approach is that a service needs to
be specified a step further than simple remote interactions, such as RPC-based invocations in a
middleware. The elements of a service contract include the following information about a service:
Communication protocols
Message types, operations, operation parameters, and exceptions
Message formats, encodings, and payload protocols
Pre- and post-conditions, sequencing requirements, side-effects, etc.
Operational behavior, legal obligations, service-level agreements, etc.
Directory service
The service foundations plane consists of a service oriented middleware backbone that realizes
the runtime SOA infrastructure. This infrastructure connects heterogeneous components and
systems and provides multiple-channel access to services over various networks including the
Internet. It lets application developers define basic service functionality in terms of the
description, publishing, finding, and binding of services. In a typical service-based scenario, a
provider hosts a network-accessible software module—an implementation of a given service—
and defines a service description through which a service is published and made discoverable. A
client discovers a service and retrieves the service description directly from the service, possibly
through metadata exchange or from a registry or repository such as UDDI. The client uses the
service description to bind to the provider and invoke the service. Service provider and client
roles are logical constructs and a service can exhibit characteristics of both. Service aggregators
group services provided by other providers
into a distinct value-added service and can themselves act as providers.
Research challenges
Major research challenges for service foundations in the near future include the following:
1. Dynamically reconfigurable runtime architectures
2. The services runtime infrastructure should automatically leverage distributed service

components and resources to create an optimal architectural configuration according to

both a particular user’s requirements and the application characteristics.
3. End-to-end security solutions
4. Validating the security aspects in SOA-based applications requires a full system approach
to test end-to-end security solutions at both the network and application level. The Web
Services Road Map jointly developed by IBM and Microsoft has similar concerns.7
Infrastructure support for data and process integration
The runtime infrastructure should provide uniform consistent access to all data by all the
applications that require it, irrespective of the data format, source, or location. It should also
integrate service-based applications into processes and integrate processes with other processes
into end-to-end constellations that span multiple institutions.
Semantically enhanced service discovery
The main challenge of service discovery is using automated means to accurately discover services
with minimal user involvement. This requires explicating the semantics of both the service
provider and requester. It also involves adding semantic annotations and including descriptions of
QoS characteristics for example, in the DARPA Agent Markup Language, Web Ontology
Language, or other semantic markup languages to service definitions in WSDL and then
registering these descriptions. Achieving automated service discovery requires explicitly stating
requesters’ needs most likely as goals that correspond to the description of desired service in
some formal request language.
Related Work
A number of authors provide technology-dependent views on SOAs. For instance, Dodani

summarizes and evaluates the current best practices and technologies. Because this view is highly
dependent on current practices, it does not serve our goal to better understand and explain the
general concepts of a SOA. Therefore, we have chosen a pattern-based approach, which
concentrates more on timeless aspects than technology specifics. Other authors provide specific
surveys of composition methods in the area of Web services. Rao and Su, for instance, describe
methods for automated Web service composition. Dustdar and Schreiner discuss required
technologies to perform service composition and composition strategies, based on currently
existing composition platforms. These works present good overviews of the first implementations
of these technologies, but again they are technology-dependent and focus only on the specific
aspect of service composition. Dustdar and Schreiner also identify gaps, where essential future
research work in the area of service composition is needed. Such approaches can be used as a
useful supplement to our work that describes how thepattern-based concepts can be realized with
today’s Web services technology, and where there are still gaps that need to be closed in the
future.
Many companies offer reference architectures for their platforms that are used to realize SOAs.
For instance, Sun’s application services reference architecture [28] presents a hardware and

software platform-dependent reference architecture for Web services based SOAs. Microsoft’s
enterprise development reference architecture [20] provides similar architectural guidance, based
on Microsoft platforms. In contrast to these architectures, we use patterns to abstract from
specific platforms. Many consulting companies offer platform-independent reference
architectures for SOAs. Some are rather focusing on the technical realization with Web services
and best practices (see for instance [6]). In contrast, we provide a broad view of SOA
architectures, which is detailed with software patterns. Other reference architectures, such as that
of the company 7irene [7], offer rather a conceptual view: here the SOA application layer and its
services are seen as a conceptual bridge between the business layer and the technology layer. By
using software patterns as building blocks for the reference architecture, our architecture is more
detailed regarding the technical realization alternatives, and thus less abstract in its building
blocks.
Conclusion
This paper contributes to the understanding of service-oriented architectures by mapping them to

the conceptual space of patterns from various domains. The patters are successful solutions that
have proven their value in numerous architectures – this is a prerequisite to qualify as a pattern
according to Alexander’s pattern definition [2]. Therefore, our goal was to survey and explain the
“timeless” concepts in SOAs, apart from technology details. The pattern-based approach helps us
not only in understanding SOAs better, but as patterns are solution guidelines, the patterns are
also useful as SOA design guidelines. In this paper, we have surveyed the essential patterns in the
SOA domain. These patterns are the foundation of a pattern-based reference architecture, which
combines general architectural knowledge and expertise about SOAs with specific requirements
to generate particular solutions in this domain. The patterns enhance the reference architecture
concept with technically detailed but yet technology-neutral solutions. In this paper, we have only
informally described the cornerstones of a SOA reference architecture by informally describing
the essential patterns and their relationships. As future work, we plan to further formalize the
pattern relations and complete the pattern language in order to obtain a more formal model of a
reference architecture. Thus, we will use the pattern survey described in this paper as a guideline
for further detailed and more formal analysis following a model-driven architecture approach.
References
[1] Schubert, L., & Kipp, A., 2008. Principles of Service Oriented Operating Systems. in print.
[2] C. Ghezzi, “Service-Oriented Computing: Where Does ItCome From? A Software
Engineering Perspective,” keynote address, 3rd Int’l Conf. Service-Oriented Computing,
Amsterdam,Dec. 2005.
[3] A. Arsanjani, “Service-Oriented Modeling and Architecture,”9 Nov. 2004, IBM
developerWorks; www-106.ibm.com/ developerworks/library/ws-soa-design1.
[5] F. Buschmann, R. Meunier, H. Rohnert, P. Sommerlad, and M. Stal. Pattern-oriented
Software Architecture - A System of Patterns. J. Wiley and Sons Ltd., 1996.
[6] M. Champion. Towards a reference architecture for Web services. http://
www.idealliance.org/papers/dx_xml03/papers/04-01-01/04-01-01.pdf, 2004.
[7] J. Cheesman and G. Ntinolazos. The SOA reference model. http://www.7irene.com/
7iSOA.html, 2004.

NATURAL LANGUAGE PROCESSING AND INFORMATION EXTRACTION

TECHNIQUE FOR TEXT MINING
Mr. J.Murugesan and Devarajan Gopal

Mahendra Engineering College,
Mallasamudram,Namakkal (Dt), Tamilnadu.
Abstract: Text mining is a very exciting research area as it tries to discover knowledge from
unstructured texts. These texts can be found on a computer desktop, intranets and the internet.
The aim of this paper is to give an overview of text mining in the contexts of its techniques,
application domains and the most challenging issue. The focus is given on fundamentals methods
of text mining which include natural language processing and information extraction. This paper
also gives a short review on domains which have employed text mining. The challenging issue in
text mining which is caused by the complexity in natural languages is as well addressed.
Introduction
In this modern culture, text is the most common vehicle for the formal exchange of information.
Although extracting useful information from texts is not an easy task, it is a need of this modern
life to have a business intelligent tool which is able to extract useful information as quick as
possible and at a low cost. Text mining is a new and exciting research area that tries to take the
challenge and produce the intelligence tool. The tool is a text mining system which has the
capability to analyze large quantities of natural language text and detects lexical and linguistic
usage patterns in an attempt to extract meaningful and useful information [1]. The aim of text
mining tools is to be able to answer sophisticated questions and perform text searches with an
element of intelligence. Technically, text mining is the use of automated methods for exploiting
the enormous amount of knowledge available in text documents. Text Mining represents a step
forward from text retrieval. It is a relatively new and vibrant research area which is changing the
emphasis in text-based information technologies from the level of retrieval to the level of analysis
and exploration. Text mining, sometimes alternately referred to as text data mining, refers
generally to the process of deriving high quality information from text. Researchers like [2], [3]
and others pointed that text mining is also known as Text Data.
Mining (TDM) and knowledge Discovery in Textual Databases (KDT). According to [4] the
boundaries between data mining and text mining are fuzzy. The difference between regular data
mining and text mining is that in text mining, the patterns are extracted from natural language
texts rather than from structured databases of facts.
Text mining is an interdisciplinary field which draws on information retrieval, data mining,
machine learning, statistics, and computational linguistics. Preprocessing of document collection
(text categorization, information extraction, term extraction), storing the intermediate
representations, analyzing the intermediate representation using a selected technique such as
distribution analysis, clustering, trend analysis, and association rules, and visualizing the results
are considered necessary processes in designing and implementing a text mining tool. Among the

features of text mining systems/tools are:

 a user centric process which leverages analysis technologies and computing power to
access
 valuable information within unstructured text data sources;
 text mining processes are driven by natural language processing and linguistic based
algorithm
 Eliminate the need to manually read unstructured data sources.
They typically require a combination of domain and informatics expertise to configure. Today,
work on text mining has been carried out by researchers for different various type of domains.
The aim of this paper is to give an overview of text mining system. The paper is organized as
follows. Section 2 presents fundamental techniques in text mining. Section 3 reviews text mining
work which has been conducted for a specific domain. Section 4 addressed the challenging issue
in developing a robust text mining. Section presents a summary of the paper.
2. Techniques
Researchers in the text mining community have been trying to apply many techniques or methods
such as rule-based, knowledge based, statistical and machine-learning-based approaches.
However, the fundamental methods for text mining are natural language processing (NLP) and
information extraction (IE) techniques. The former technique focuses on text processing while the
latter focuses on extracting information from actual texts. Once extracted, the information can
then be stored in databases to be queried, data mined, summarized in a natural language and so
on. The use of natural language processing techniques enables text mining tools to get closer to
the semantics of a text source. This is important, especially when the text mining tool is expected
to discover knowledge from texts.
2.1 Natural Language Processing (NLP)
NLP is a technology that concerns with natural language generation (NLG) and natural language
understanding (NLU). NLG uses some level of underlying linguistic representation of text, to
make sure that the generated text is grammatically correct and fluent. Most NLG systems include
a syntactic reliazer to ensure that grammatical rules such as subject-verb agreement are obeyed,
and text planner to decide how to arrange sentences, paragraph, and other parts coherently. The
most well known NLG application is machine translation system. The system analyzes texts from
a source language into grammatical or conceptual representations and then generates
corresponding texts in the target language. NLU is a system that computes the meaning
representation, essentially restricting the discussion to the domain of computational linguistic.
NLU consists of at least of one the following components; tokenization, morphological or lexical
analysis, syntactic analysis and semantic analysis. In tokenization, a sentence is segmented into a
list of tokens. The token represents a word or a special symbol such an exclamation mark.
Morphological or lexical analysis is a process where each word is tagged with its part of speech.
The complexity arises in this process when it is possible to tag a word with more than one part of
speech. Syntactic analysis is a process of assigning a syntactic structure or a parse tree, to a given

natural language sentence. It determines, for instance, how a sentence is broken down into
phrases, how the phrases are broken down into sub-phrases, and all the way down to the actual
structure of the words used.
Semantic analysis is a process of translating a syntactic structure of a sentence into a semantic

representation that is precise and unambiguous representation of the meaning expressed by the
sentence. A semantic representation allows a system to perform an appropriate task in its
application domain. The semantic representation is in a formally specified language. The
language has expressions for real world objects, events, concepts, their properties and
relationships, and so on. Semantic interpretation can be conducted in two steps: context
independent interpretation and context interpretation. Context independent interpretation
concerns what words mean and how these meanings combine in sentences to form sentence
meanings. Context interpretation concerns how the context affects the interpretation of the
sentence. The context of the sentence includes the situation in which the sentence is used, the
immediately preceding sentences, and so on.
2.2 Information Extraction (IE)
IE involves directly with text mining process by extracting useful information from the texts. IE
deals with the extraction of specified entities, events and relationships from unrestricted text
sources. IE can be described as the creation of a structured representation of selected information
drawn from texts. In IE natural language texts are mapped to be predefine, structured
representation, or templates, which, when it is filled, represent an extract of key information from
the original text. The goal is to find specific data or information in natural language texts.
Therefore the IE task is defined by its input and its extraction target. The input can be
unstructured documents like free texts that are written in natural language or the semi-structured
documents that are pervasive on the Web, such as tables or itemized and enumerated lists.
Using IE approach, events, facts and entities are extracted and stored into a structured database.
Then data mining techniques can be applied to the data for discovering new knowledge. Unlike
information retrieval (IR), which concerns how to identify relevant documents from document
collection, IE produces structured data ready for post-processing, which is crucial to many text
mining applications. Figure 1 illustrates how IE can play a part in a knowledge mining process.
Furthermore, IE allows for mining the actual information present within the text, rather than the
limited set of tags associated to the documents. The work of [9], [10], have presented how
information extraction is used for text mining. According to and typical IE is developed using the
following three steps:-
 text pre-processing; whose level ranges from text segmentation into sentences and
sentences into tokens, and from tokens into full syntactic analysis;
 rule selection; the extraction rules are associated with triggers (e.g. keywords), the text is
scanned to identify the triggering items and the corresponding rules are selected;
 rule application, which checks the conditions of the selected rules and fill in the form
according to the conclusions of the matching rules.
 Data mining approach is used to mine the stored data as shown in Figure 1.. Hidden

knowledge is then visualized
Fig. 1 Block diagram to mine store data.
3. Applications
Text mining application uses unstructured textual information and examines it in attempt to
discover structure and implicit meanings hidden within the text. Compared with the kind of data
stored in databases, text is unstructured, amorphous, and difficult to deal with. Through text
mining, we can uncover hidden patterns, relationships, and trends in text. Argued that the benefits
of using text mining is to get to decision points more quickly, at least 10x speedup over previous
methods, and find information which is hidden. Reference addressed that text mining enables
organizations to explore interesting patterns, models, directions, trends, rules, contained in text in
much the same way that data mining explores tabular or “structured” data.
4. Challenging Issue
The major challenging issue in text mining arises from the complexity of a natural language itself.
The natural language is not free from the ambiguity problem. Ambiguity means the capability of
being understood in two or more possible senses or ways. Ambiguity gives a natural language its
flexibility and usability, and consequently, therefore it cannot be entirely eliminated from the
natural language. One word may have multiple meanings. One phrase or sentence can be
interpreted in various ways, thus various meanings can be obtained. Although a number of
researches have been conducted in resolving the ambiguity problem, the work is still immature
and the proposed approach has been dedicated for a specific domain. On the other hand, most of
the IE systems that involve semantic analysis exploit the simplest part of the whole spectrum of
domain and task knowledge, that is to say, named entities. According to , IE does a more limited

task than full text understanding. He pointed that in full text understanding, all the information in
the text is presented, whereas in information extraction, the semantic range of the output, the
relations will be presented are delimited. However, the growing need for IE application to
domains such as functional genomics requires more text understanding. Named entity recognition
(NER) describes an identification of entities in free text. For example, in biomedical domain,
entities would be gene, protein names and drugs. NER often forms the starting point in a text
mining system, meaning that when the correct entities are recognized, the search for patterns and
relations between entities can begin. Reference [4] also claimed that one of the major problems in
NER is ambiguous protein names; one protein name may refer to multiple gene products.
5. Conclusion
This paper has presented overview techniques, applications and challenging issue in text mining.
The focus has been given on fundamental methods for conducting text mining. The methods
include natural language processing and information extraction. A brief review on application
domains has been presented. The purpose of this section is to give an overview to a reader on
how text mining systems can be used in real life. The paper also addressed the most challenging
issue in developing text mining systems.
References
[1] F. Sebastiani, “Machine learning,” ACM Computing Surveys, vol. 1, no. 34, pp. 1–47, 2002.
[2] R. Feldman and I. Dagan, “Knowledge discovery in textual databases (kdt),” in Proceedings
of the Conference on Knowledge Discovery and Data Mining, 1995, pp. 112– 117.
[3] M. A. Hearst, “Untangling text data mining,” in Proceedings of the 37th annual meeting of
the Association for Computational Linguistics on Computational Linguistics, 1999, pp. 3–10.
[4] R. Malik, “Conan: Text mining in biomedical domain,” PhD thesis, Utrecht University,
Austria
[5] J. Nightingal, “Digging for data that can change our world,” the Guardian, Jan 2006.
[6] S. Jusoh and H. M. Alfawareh, “Agent-based knowledge mining architecture,” in Proceedings
of the 2009 International Conference on Computer Engineering and Applications, IACSIT.
Manila, Phillipphines: World Union, June 2009, pp. 602–606.
[7] S.Jusoh and H.M. Alfawareh, “Natural language interface for online sales,” in Proceedings of
the International Conference on Intelligent and Advanced System (ICIAS2007). Malaysia:
IEEE, November 2007, pp. 224–228.
[8] R. Rao, “From unstructured data to actionable intelligence,” in Proceedings of the IEEE
Computer Society, 2003.
[9] H. Karanikas, C. Tjortjis, and B. Theodoulidis, “An approach to text mining using information
extraction,” in Proceedings of Workshop of Knowledge Management: Theory and
Applications in Principles of Data Mining and Knowledge Discovery 4th European Conference,
2000.
[10] U. Nahm and R. Mooney, “Text mining with information extraction,” in Proceedings of the
AAAI 2002 Spring Symposium on Mining Answers from Texts and Knowledge Bases, 2002.

GAP ANALYSIS IN THE SERVICE PERFORMANCE OF THE NEW GENERATION

PRIVATE BANKS IN SALEM DISTRICT: AN EMPIRICAL STUDY
Mr. P.Marishkumar
Assistant Professor of Management Studies
VMKV Engineering College
Vinayaka Missions University, Salem
mailmarish@gmail.com
Dr.C.Natarajan
Assistant Professor of Commerce,
Directorate of Distance Education,
Annamalai University, Annamalai Nagar
rajanaucdm@gmail.comIntroduction
Abstract: Customers are the lifeblood of any business regardless of its nature, type and size. In
the changing global economy, rapid technological growth has brought general awakening among
customers. For most organizations understanding customers is the key to success even as
misunderstanding them is a formula for failure. It is so vital that the stable make in the direction
of satisfy customers are not only a worry for those responsible for moving out marketing tasks;
satisfying customers is a concern of everyone in the entire organization. Therefore, customer
satisfaction can be considered the essence of success in today’s highly competitive world of
business to sustain the customers’ confidence, attract more new customers, increase business with
existing clients, reduce dissatisfied customers with fewer mistakes, maximize a company’s profits
and increase customer satisfaction. Most marketers would of course agree that establishing long-
term business relationship is essential for development and survival. The competitive market
position and the good reputation of a company can quickly translate into market share and profit,
but that distinction is often earned only through a philosophical commitment to service backed by
diligent attention to what customers want and need.
I. Introduction
Service sector is the lifeline for the social and economic growth of a country. It is today the
largest and fastest growing sector, contributing more to the global output and employing more
people than any other sector. The valid reason for the growth of the service sector is the increase
in urbanization, privatization and more demand for intermediate and final consumer services.
During the last two decades, the service oriented industry has potential growth and now
constitutes a major portion of the world economy. One of the few things that companies are left
with is to distinct themselves in terms of quality of service they offer, which has a direct impact
on profit making. Thus quality of service is deeply intertwined with profits, customers’
expectations and eventual performance of a firm. Service delight is now the ethos of several
progressive companies over the world. By means of this growing importance on service delight
and service quality, the banking industry in India is becoming growingly competitive. Banking
being a service business, the best strategy can only be to identify with the customers and offer
them what they actually need. This aim can only be accomplished offering the best customer

service. In India, the services offered by commercial banks, especially after the reforms that took
place after 1991, have improved notably. After the entry of private and foreign banks in India,
even the nationalized banks have become competitive in nature and have attempted to improve
their service delivery to customers.
II. Importance of Service Quality in Banking Industry
Liberalization, privatization and globalization planks of government of India as lead to a cut-

throat competition in the Indian corporate sector. Banking sector is not be an exception to it. Prior
to the liberalization era the banking industry in India was functioning in a forfended environment
and was dominated by nationalized banks. Banks at that time did not feel the desideratum to
fixate on accommodation quality issues and they assigned very low priority to identification and
gratification of customer needs. The need of the hour in the Indian banking sector is to build up
competitiveness through enhanced service quality, thus making the banks more market oriented
and provide more loans to the customers as they want to improve their standard of living. Service
quality has emerged as one of the most paramount issues in Indian banking sector.. Any bank
faltering on this front is likely to die prematurely. The banks, on the other hand, imparting quality
in their services are likely to outshine others. Without good quality of services practiced, they will
not be able to perform their work effectively. Therefore, service quality has become the basic
mantra for not only the survival but growth as well.
In the era of cut throat competition, the survival of any bank depends upon the satisfied
customers. Regulatory, structural, and technological factors are significantly changing the
banking environment throughout the world. Regulatory changes have reduced or eliminated
barriers to cross-border expansion, creating a more integrated global banking market. Structural
changes have resulted in banks being allowed a greater range of activities, enabling them to
become more competitive with non-bank financial institutions. Technological changes are
causing banks to rethink their strategies for services offered to both corporate and individual
customers. It is within this rapidly changing environment that customer satisfaction and service
quality are compelling the attention of all banking institutions. In this digital era, the service
sector has been growing at a lightening speed across the globe. In India, banking has seen
momentous changes in the post-independence era. It has witnessed a remarkable shift in its
operating environment during the last decade. Various reform measures, both qualitative and
quantitative, were introduced with an objective to revitalise Indian banking sector and to meet the
future challenges.
Banks make up the integral part of the financial system in developing economies. Their primary
roles as financial intermediaries and development partners are not only sought by the government
and regulators, but by the general public as a whole. The most important factor that matters a lot
in today's modern and successful banking business is the quality of services. In the modern
competitive environment, the pursuit of service quality is considered to be an essential strategy.
Service quality is essential in the banking services because bankers tend to be viewed as
relatively undifferentiated, and hence it becomes a key to competitive advantage. In recent years,
service quality has been widely used to evaluate the performance of banking services. Service

quality has been viewed as a consequential issue in the banking industry. In the present
competitive Indian banking context, characterized by rapid change and increasingly sophisticated
customers, it has become very consequential that banks in India determine the accommodation
quality factors, which are pertinent to the customer's cull process. With the advent of international
banking, the trend towards larger bank holding companies, and innovations in the marketplace,
the customers have more preponderant arduousness in culling one institution from another. In this
context, quality of service furnished by banking sector is very important and profitability of their
business is closely connected to the quality of service they render.
III. Statement of the Problem
The business surroundings marked by fierce rivalry and incessant changes in the alliance between
companies and customers sets the scene for the Indian banking industry. The emergence of new
economies and their rapid growth have been rapid magnification have been the most paramount
contributing factors in the resurgence of banking in India.. The financial reform process initiated
in 1991 poses a lot of challenges before the Indian banking sector as never before. With the entry
of new generation tech-savvy private banks and the expansion of operations of foreign banks, the
banking sector has become too competitive. The challenge for banks is to lower costs, increase
efficiency, while improving quality of service, and increase customer satisfaction. To deal with
the emerging situations, bankers have to shed a lot of old ideas, change in practices, develop
customer loyalty programmes, and adopt a distinct approach to meet the challenges ahead. Thus,
banking has transformed into a ‘buyers’ market where customers are given the choice to select
out of a large number of banks and their differentiated products and services.
Incipient generation private banks are oriented toward niche banking, unlike the public sector
banks, which meet the mass banking requisites. The strategies adopted by the incipient generation
private banks are more in tune with those of the foreign banks, where accentuation is given to
establishing superior benchmarks of efficiency, fixating on niche customers, providing impressive
customer accommodation and establishing operating efficiencies by utilizing high-end
technology.. The new generation private banks recruit the finest manpower, employ state-of-the-
art technologies and are oriented towards building a strong brand image. Even though the new
generation private banks do not have an extensive range of branch networks, the emerging trends
indicate that they pose a great threat to the public sector banks because of their increasing market
share.
The new generation private banks have made a strong presence in the most lucrative business
areas in the country because of technology upgradation. Undoubtedly, being tech-savvy and full
of expertise, the new generation private banks have played a major role in the development of
Indian banking industry. In the process they have jolted public sector banks out of complacency
and forced them to become more competitive. The new generation private banks find new
products avenues and make the industries achieve expertise in their respective fields by offering
quality service and guidance. Therefore, excellent service performance can ameliorate the bank's
ability to lure affluent prospects, elevate the bank's profitability, lower bank operation costs, and
engender more preponderant customer loyalty. It has become essential for the service firms in
general and banks in particular to identify what the customer's requirements are and how these
requirements can be met effectively. In the view of the study broadly, intends to find answers for

the following questions: What are the factors that influence service quality dimensions of
customers? What is the level of quality of service being offered by the new generation private
banks? What factors mitigate in minimizing the service delivery gap? In this context, the
researcher has made a modest attempt to find out the answers for these questions.
IV. Objectives of the Study
The study has the following objectives:
1. To analyze the perception of the customers towards service quality of the select new
generation private banks in Salem district.
2. To find out the gap in the service performance of the select generation private banks in
Salem district.
3. To offer suitable suggestions to improve the service quality of the select new generation
private banks based on the findings of the study.
V. Testing of Hypotheses
In order to examine the perception of the customers towards service quality of the new generation
private banks, the following null hypotheses were formulated and tested.
H01: There is no significant relationship among the acceptance levels of the respondents
belonging to different demographic profiles towards the perceived level of service quality in the
select new generation private banks.
H02: There is no significant difference in the acceptance levels of the customers between the
expected and perceived levels of service quality in the select new generation private banks in
Salem district.
VI. Scope of the Study
The present study attempts to examine the perception of customers towards service quality of the
new generation private banks in Salem district. The study is confined only to savings bank and
current account holders who have account with select new generation private banks in Salem
district. Service quality is the vast subject; therefore, the most common 5 dimensions of service
quality, namely, assurance, empathy, reliability, responsiveness and tangibility only are studied in
this study. Moreover, the study is confined only to five new generation private banks namely,
Axis Bank, HDFC Bank, ICICI Bank, Indusind Bank and ING Vysya Bank.
VII. Sampling Design
There are 21 public sector banks and 16 private sector banks which include 6 new generation
private banks in operation in Salem district as on March 2012. In order to accumulate primary
data for the purport of the study, multi-stage sampling technique is adopted. At the first stage, 5
new generation private banks which outnumber in number of branches were selected out of the 6
new generation private banks. In the second stage, 40 per cent of the branches i.e. 10 branches

were selected out of the 5 selected new generation banks. In the final stage, from each of the
branch 40 savings bank account holders and 10 current account holders were selected on the
purposive basis. Therefore, the sample size consists of 500 customers. The following table shows
the sampling distribution of the present study.
Table 1: Sampling Distribution

Samples
No. of
No. of Savings
Name of the Bank No. of Branches No. of Current
Bank Account
Branches Account
Holders
Holders
Axis Bank 5 2 80 20
HDFC Bank 8 3 120 30
ICICI Bank 8 3 120 30
Indusind Bank 3 1 40 10
ING Vysya Bank 2 1 40 10
Total 26 10 400 100
VIII. Tools for Data Collection
The present study is empirical in character, based on survey method. As an essential part of the
study, the primary data were collected from 500 customers. As an essential part of the study, the
primary data were collected for a period of 6 months from July 2012 to December 2012. Taking
into consideration the objectives of the study, a questionnaire was prepared after a perusal of
available literature. Each question was improved for its relevance and meaning by constant
interaction with the experts in the areas. The questionnaire consists of 23 service quality verbal
expressions which are fall under the tangibility, reliability, responsiveness, assurance and
empathy dimensions of accommodation quality. The questionnaire was constructed based on
Likert scaling technique. Pre-testing of questionnaire was done during April 2012, involving 25
respondents to know the relevance of the questions. The secondary data have been collected
mainly from journals, magazines, government reports and books.
IX. Framework of Analysis
The ultimate object of the study is to analyze the perception of the customers towards service
quality of the select new generation private banks in Salem district. The data collected for the
purpose of the study were quantified, categorized and tabulated. In order to study the perception
of the customers, analysis of variance, student t test, paired comparison t-test, analysis of co-
efficient of variation, discriminant function analysis and percentage analysis were employed.
X .Findings
1. There is no significant relationship among the acceptance levels of the customers

belonging to different genders, educational status groups and monthly income groups
towards perceived service quality in the new generation private banks in Salem district.

However, a significant relationship is found among the acceptance levels of the

customers belonging to different age groups, occupations, banks they belong to and
holding different type of accounts towards perceived service quality in the new
generation private banks.
2. Female respondents, respondents in the age group 46-55 years, respondents belonging to
postgraduate and above qualifications, businessmen, respondents having monthly income
above Rs.40000, customers of the ING Vysya Bank and current account holders have
higher acceptance level towards perceived service quality in the select new generation
private banks in Salem district.
3. There exists consistency among the acceptance level of female respondents, respondents
in the age group 36-45 years, respondents who have Diploma/ITI qualification, students,
respondents having monthly Rs.30001-40000, customers of the IndusInd Bank, and
savings bank account holders towards perceived service quality in the select new
generation private banks in Salem district.
4. Discriminant function analysis was applied to examine how do the respondents who have
savings bank account differ from those who have current account in terms of their
perceived level on service quality? Do service quality dimensions like assurance,
empathy, reliability, responsiveness and tangibility significantly subsist among these two
groups? The results of the analysis reveals that ‘assurance’ is the maximum
discriminating variable (R2%=30.36%) between savings bank account and current
account holders, followed by ‘empathy’ (10.96%)’, ‘tangibility’ (10.24%),
‘responsiveness’ (9.26%) and ‘reliability’ (4.24%)’ being the least discriminating
variable.
5. There is a significant difference in the acceptance level of the respondents between the
expected and perceived levels of various dimensions of service quality such as assurance,
empathy, reliability, responsiveness and tangibility.
6. In regards to the various factors that contribute to the assurance dimension of service
quality, the majority of the respondents (25%) disagree with the list, followed by neither
agree nor disagree agree (24.60%) and agree (23.20%). 6.40% and 20.80% of the
respondents strongly agree and strongly agree respectively on the assurance dimension of
service quality in the select new generation private banks in Salem district.
7. Out of 500 respondents, majority of the respondents indicate that they disagree (31.40%)
with the empathy dimension of service quality in select new generation private banks,
followed closely by neither agree nor disagree (21.60%) and strongly disagree (21%).
6.06% and 19.40% of the respondents strongly agree and agree respectively.
8. The majority of respondents indicate that they disagree (34.60%) with the reliability
dimension of service quality in the select new generation private banks, followed by
strongly disagree (22.80%) and neither agree nor disagree (21.40%). 4.40% and 16.80%
of the respondents strongly agree and agree respectively.
9. In regards to the responsiveness dimension of service quality in select new generation
private banks, majority of the respondents (32%) disagree, followed by neither agree nor
disagree (22.60%) and strongly disagree (21.40%). 4.20% and 19.80% of the respondents
strongly agree and agree respectively.
10. Out of 500 respondents, 28.40% of the respondents reveal that they disagree with the

tangibility dimension of service quality in the select new generation private banks,
followed by strongly disagree (22.20%), and neither agree nor disagree (21.40%). 7.40%
and 20.60% of the respondents strongly agree and agree respectively.
11. Ranging from 27.60 per cent to 48.60 per cent of the respondents’ problems with their
prime banks are absence of customer intimate strategy, poor-quality customer service,
inadequate range of products, inadequate customer communication and delay in service.
Absence of creativity and innovativeness, inadequate customer contact programmes,
absence of update information and lack of customer specific strategies are the problems
of the customers in the select new generation private banks at 52.40%, 58.60%, 60.20%
and 64.40% respectively.
XI. Suggestions
1. The customer strategy should create differentiation through the bank’s own operational
strengths and by emulating the capabilities of the bankers outside of its peer group.
Therefore, the select new generation private banks must keep innovating and serve their
customers with better quality services.
2. About 48.60% of the respondents state that the select new generation private banks have
not been able to provide quick service. A long delay in making available the services to
the customers may erode the credibility and goodwill as well as customers’ confidence.
Therefore, the select new generation private banks should offer quick and prompt
services to their customers.
3. In order to keep the gap between the expected service and perceived service as minimum
as possible, it is important that the promises about how then service will perform, given
by traditional marketing activities, and communicated by words of mouth, must not be
unrealistic when compared to the service the customers eventually will perceive. Hence,
efforts of the banks should not be only equationalise the customer prospects with what
the banks offer but endeavors have to be put into ascertain that the cull incipient
generation private banks provide such a caliber of quality accommodation which exceeds
the perceived prospects of customers.
4. The banks should design program to train staff with the skills and knowledge required to
deal with customers effectively. With a view to enhance service quality levels in terms of
responsiveness, reliability, empathy and assurance aspects, the training and retention of
staff should be given special care to empower them to exercise responsibility, judgments
and creativity in responding customers’ problems. The new generation private banks
must pay attention to potential failure points and service recovery procedures, which
become integral to employees’ training.
5. The select new generation private banks should provide the necessary logistics to their
staff because they help to achieve customer satisfaction. The select new generation
private banks should be aggressively engaged in internal marketing to arrive at a synergy
of satisfied employees and upgraded service performance.
6. The select new generation private banks must create the culture and model needed to
promote greater commitment, accountability and competency for staff allowing them to
become more responsive in delivering consistently in spite of the natural barriers that size
and silos can create.

7. Customers are loyal only when the bank has a thorough understanding of their
requirements. Therefore, the select new generation private banks shall keep on tracing the
customers and get thorough knowledge about customers’ problems. Database on various
aspects of customers’ profile should be created which should function in every branch
and it must develop an excellent total customers’ care programme to suit the specific
requirements of its customers.
8. The select new generation private banks shall undertake customer contact programmes in
order to understand the problems and expectations of the customers. For this purpose,
customers meet, special events, direct mails, greeting cards, etc. can be used to get in
touch with customers.
9. The select new generation private banks should focus more on improving the
infrastructure. The infrastructure not only involves the information technology input in
the branches but also the physical evidence, internal environment and layout. This will
help in delivering quick and accurate services to customers as well as reducing the
workload of frontline staff and thereby providing ways to employees to respond to
customer requests.
XII. Conclusion
Today, banking has emerged as an integral part of the financial sector of the economy. The
efficiency of a banking sector depends on how best it can deliver services to its target customers.
In order to survive in the competitive environment and provide continual customer satisfaction,
the providers of banking services are now required to continually improve the quality of services
and technology and other aspects. Before making their banking products, the new generation
private banks should give importance to the various factors that influence banking service quality,
so that they can retain their existing customers and attract new customers. The finding of this
study brings to light that there exists a significant gap between the expected and perceived levels
of service quality in the select new generation private banks. In the increasing competition in
banking industry, banks want to differentiate themselves from the competitors and stay ahead in
the race. The researcher suggests measures such as customer intimate strategy, training to
employees, high-quality customer service, customer communication, creativity and
innovativeness, customer contact programmes, customer compliant monitoring cell, providing
update information, improving reliability, customer segment specific strategies, staff
involvement, provisions of prompt service and understanding the customers to improve service
quality of the select new generation private banks.
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Public and Private Sector Banks’, IUP Journal of Management Research, Vol.8, No.9,
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12. Muslim Amin and Zaidi Isa 2008, ‘An Examination of the Relationship between Service
Quality Perception and Customer Satisfaction’, International Journal of Islamic and
Middle Eastern Finance and Management, Vol.1, No.3, pp.191-209.

SCHEDULING OF MIXED MODEL ASSEMBLY LINE USING POM SOFTWARE
Dr.K. ArulSelvan
Professor,
Department of Marine Engineering,
Coimbatore Marine College
Coimbatore-641032
Dr.J.David Rathnaraj
Professor & Head,
Department of Manufacturing Engineering,
Sri Ramakrishna Engginering College,
Coimbatore-641022
Abstract: This paper mainly concerned with actual problems faced in mixed model assembly
lines. For this the cycle time, takt time and production line balancing are mainly considered.
Cycle time means the period required to complete one cycle of an operation; or to complete a
function, job, or task from start to finish. And takt time is a adjustable time units in lean
production to synchronize the rate of production with the rate of demand. Line balancing is the
problem of assigning operations to workstations along the assembly line. These problems are take
an account while considering the scheduling of any process. In mixed model assembly lines
layout designing is a critical one, and also scheduling problem will occur. The scheduling
problem occurs due to same layout is followed for all the products. In mixed model the products
produced are having some similarities but the size and shape of the products are varied in many
cases. Due to these variations the overall machining time for each product is differed from other
products. To decrease the machining time and for the scheduling problems software’s are used.
The products taken in account here is the fan pulley for air compressors and HP motors. 15
different types of products are taken here, but the process sequence is same for all the products. In
this paper POM ( Principles Of Operation Management ) software is used for scheduling. Mainly
this software is used for changing the current schedule, by making some changes in the current
scheduling; the machining time of the product is decreased. The 15 products are selected
according to the demand rate from the customers. These products are splitted into 3 batches for
machining process in lathe. By using the POM software the current sequence is changed and the
machining time also decreased up to 5mins. And for drilling the products is spitted into 5 batches
and the machining time is decreased up to 1min. The jobs are assigned to the right machine for
machining process, due to the correct assigning of job the production rate is increased. For this
the POM software is used in this paper.
Keywords: Process scheduling, Production scheduling, Line balancing, JIT, Mixed model
assembly
1. Introduction
In the last years industrial competition has been primarily based on model variety increase, time
to market and cost reduction. In the final assembly line operations, mixed-model lines allow to

reach different objectives as the minimization of the line stop time, a productivity goal, and the
components fluctuation, a JIT goal. The above mentioned objectives are strictly connected with
the “lean production” philosophy which was developed by the Toyota Motor Company. One of
the key issues in the lean production success is surely production flexibility. Flexibility allows
matching the costumer changing demand through both product variety and production volumes.
In final assembly line operations, production flexibility is achieved through the adoption of mixed
model assembly lines which allow small batches of products to be manufactured without keeping
significant and often unnecessary stock levels. Within such production environment, a relevant
management problem is the item sequencing through the line.
For managing the sequencing of line problem and reducing the time statistical simulation
softwares are used. Here the software used is POM (Principle Of Operation Management) for
reducing the total time of the product. The products taken in account here is the fan pulley for air
compressors and HP motors. 15 different types of products are taken here, but the process
sequence is same for all the products. To increase the production rate time management is an
important one, for that the process and the time activities for all the processes are simulated by
using the statistical simulation softwares.
LINE BALANCING
Assembly Line Balancing, or simply Line Balancing (SALB), is the problem of assigning
operations to workstations along an assembly line, in such a way that the assignment be optimal
in some sense. Ever since Henry Ford’s introduction of assembly lines, LB has been an
optimization problem of significant industrial importance: the efficiency difference between an
optimal and a sub-optimal assignment can yield economies (or waste) reaching millions of dollars
per year. LB is a classic Operations Research (OR) optimization problem, having been tackled by
OR over several decades. Many algorithms have been proposed for the problem. Yet despite the
practical importance of the problem, and the OR efforts that have been made to tackle it, little
commercially available software is available to help industry in optimizing their lines. In fact,
according to a recent survey by Becker and Scholl (2004), there appear to be currently just two
commercially available packages featuring both a state of the art optimization algorithm and a
user-friendly interface for data management. Furthermore, one of those packages appears to
handle only the “clean” formulation of the problem (Simple Assembly Line Balancing Problem,
or SALBP), which leaves only one package available for industries such as automotive. This
situation appears to be paradoxical, or at least unexpected: given the huge economies LB can
generate, one would expect several software packages vying to grab a part of those economies.
CYCLE TIME
The cycle time required to process a customer order might start with the customer phone call and
end with the order being shipped in this example. Cycle Time Reduction is identifying and
implementing more efficient ways to do things. Reducing cycle time requires eliminating or
reducing non-value-added activity, which is defined as any activity that does not add value to the
product.

TAKT TIME
Takt Time is a one of the key principles in a Lean Enterprise. Takt Time sets the ‘beat’ of the
organization in synch with customer demand. As one of the three elements of Just In Time (along
with one-piece flow and downstream pull) Takt Time balances the workload of various resources
and identifies bottlenecks. Takt Time is a simple concept, yet counter-intuitive, and often
confused with cycle time or machine speed. In order for manufacturing cells and assembly lines
to be designed and built Lean, a thorough understanding of Takt Time is required. We will dispel
several common misconceptions, as well as introduce a rule of thumb of Takt Time for
production line design.
Limitations of takt time
Takt time is useful for simple cells These are typical of the workcells at Toyota and what most
people think of when they picture a cell. Such cells have:
 Minimal setups
 A single routing
 Identical work times for all products
NEED OF SCHEDULING
Process planning and scheduling are two of the most important sub-systems in a manufacturing
system. Both of them are used to link product design and manufacturing. A process plan specifies
what manufacturing resources and technical operations / routes are needed to produce a product
(a job). The outcome of process planning includes the identification of machines, tools and
fixtures suitable for a job, and the arrangement of operations and processes for the job. Typically,
a job may have one or more alternative process plans. With the process plans of jobs as input, a
scheduling task is to schedule the operations of all the jobs on machines while precedence
relationships in the process plans are satisfied. Although there is a close relationship between
process planning and scheduling, the collaboration between them is still a challenge in both
research and applications. Without Collaborative Process Planning and Scheduling (CPPS), a true
Computer Integrated Manufacturing System (CIMS), which strives to integrate the various phases
of manufacturing in a single comprehensive system, may not be effectively realized.
Manufacturing facilities are complex, dynamic, stochastic systems. From the beginning of
organized manufacturing, workers, supervisors, engineers, and managers have developed many
clever and practical methods for controlling production activities. Many manufacturing
organizations generate and update production schedules, which are plans that state when certain
controllable activities (e.g., processing of jobs by resources) should take place. Production
schedules coordinate activities to increase productivity and minimize operating costs. A
production schedule can identify resource conflicts, control the release of jobs to the shop, ensure
that required raw materials are ordered in time, determine whether delivery promises can be met,
and identify time periods available for preventive maintenance.
The two key problems in production scheduling are “priorities” and “capacity” (Wight, 1984). In

other words, “What should be done first?” and “Who should do it?” Wight defines scheduling as
“establishing the timing for performing a task” and observes that, in manufacturing firms, there
are multiple types of scheduling, including the detailed scheduling of a shop order that shows
when each operation must start and complete. Cox et al. (1992) define detailed scheduling as “the
actual assignment of starting and/or completion dates to operations or groups of operations to
show when these must be done if the manufacturing order is to be completed on time.” They note
that this is also known as operations scheduling, order scheduling, and shop scheduling.
2.0 MIXED MODEL ASSEMBLY
Mixed-model production is the manufacture of similar products on a single assembly line. This
assembly technique is gaining popularity in a multitude of production environments. Benefits of
this include: reduced investment costs, reduced fluctuation in production due to customer
demand, and smaller production facilities. For some world class manufacturers, mixed-model
production also causes increased commonality amongst products on each assembly line thus
leading to reduced inventory levels and number of stock-keeping units (SKU). However, a
systematic approach is lacking in most companies leading to an increase in human assembly
errors due to the increase in process complexity. In response, many companies focus on
automation, lean-manufacturing, and JIT parts delivery along with other forms of technology and
error proofing devices.
Unfortunately, there are two problems with this approach. First, how does a company with low
production volume justify the investment in automation, technology, and error-proofing devices
to alleviate these types of errors? Second, employing these fixes after the problems exist leads to
sub-optimal designs. With product life-cycles shrinking and development times shortening even
more severely, companies cannot afford to fix problems after they find them in production.
Companies need to address the problem in the design stage.
An assembly line is a flow-oriented production system where the productive units performing the
operations, referred to as stations, are aligned in a serial manner. The work pieces visit stations
successively as they are moved along the line usually by some kind of transportation system, e.g.
a conveyor belt. The current market is intensively competitive and consumer-centric. For
example, in the automobile industry, most of the models have a number of features, and the
customer can choose a model based on their desires and financial capability. Different features
mean that different, additional parts must be added on the basic model. Due to high cost to build
and maintain an assembly line, the manufacturers produce one model with different features or
several models on a single assembly line. Under these circumstances, the mixed model assembly
line balancing problem arises to smooth the production and decrease the cost.
Formally, a mixed model assembly line balancing problem can be stated as follows: given M
models, the set of operations associated with each model, the processing time of each operation
(operation time), and the set of precedence relations which specify the permissible orderings of
the operations for each model, the problem is to assign the operations to an ordered sequence of
stations such that precedence relations of each model are satisfied and some performance
measures are optimized. Unlike the case of a single model line, different models of a product are

assembled on a mixed model assembly line. The models are launched to the line one after
another. Essentially, this problem is a sequencing problem with constraints: different sequences
of operations being processed correspond to different allocation plans.
To assess the desirability of the proposed algorithms, we give some numerical examples that are
performed on a personal computer. We choose five combined precedence relation matrices from
the stand ALBP lib (Scholl 2007); operation times are assumed to be descripting by TFNs, whose
parameters are randomly generated. All problems have 3 models; total numbers of work pieces to
be assembled are all 50 and every sequence is randomly generated. The conveyor speed is set as
V=0.01m/s, cycle time is C=380s, drifting distance is l=1m for all problems, and station
quantities are determined by the number of operations.
A special type of assembly line balancing problem with station lengths longer than the distance
conveyor moved within one cycle time is investigated in fuzzy environments, where operation
times are assumed to be fuzzy variables, and the objective is to minimize the total work overload
time during the decision horizon. Based on explicit formulation of this problem, we proposed a
fuzzy total work overload time minimization model. In order to solve this model efficiently, a
fuzzy simulation is designed and embedded into genetic algorithm to produce a hybrid intelligent
algorithm. Finally some computational experiments are given to show the effectiveness of the
proposed algorithm.
TOOLS OF LINE BALANCING
PROCESS PLANNING AND SCHEDULING
Q.F. Sun [4] found that because of the complementarily of process planning and scheduling and
the multi objectives requirement from the real-world production, the research of this paper
focuses on the multi-objective collaborative process planning and scheduling problem. In this
paper, a game theory based genetic algorithm has been proposed to solve this problem. The game
theory is used to deal with the multi objectives. And a genetic algorithm is used to identify
optimal solutions efficiently from the vast search space. The experimental results show that the
developed approach has achieved satisfactory improvement. Considering the complementarily of
process planning and scheduling [5], the research on the collaborative process planning and
scheduling problem is very important. And because of the multi objectives requirement from the
real-world production, this paper proposed a game theory based genetic algorithm to do the
research on the MOCPPS problem. Three game theory strategies have been used to deal with the
multi objectives. And a genetic algorithm was used to identify optimal solutions. Experimental
results have shown the strategies and algorithms have obtained the good results.
3.2 PRODUCTION SCHEDULING
Jeffrey W. Herrmann [19] has reviewed many manufacturing organizations generate and update
production schedules, which are plans that state when certain controllable activities (e.g.,
processing of jobs by resources) should take place. Production schedules coordinate activities to
increase productivity and minimize operating costs. A production schedule can identify resource

conflicts, control the release of jobs to the shop, ensure that required raw materials are ordered in
time, determine whether delivery promises can be met, and identify time periods available for
preventive maintenance. Unfortunately, many manufacturers have ineffective production
scheduling systems. Production scheduling systems rely on human decision makers, and many of
them need help dealing with the swampy complexities of real-world scheduling. This will help
production schedulers, engineers, and researchers understand the history of production
scheduling, will show them that this history provides useful suggestions that are relevant today,
and will encourage them to develop more powerful approaches to improve production scheduling.
VALUE STREAM MAPPING
Petter solding found that [12] traditionally Value Stream Mapping (VSM) is used for quick
analyses of product flows through a manufacturing system, from raw material to delivery.
Discrete Event Simulation (DES) is often used for analyses of complex manufacturing systems
with several products and a complex planning. The value stream map is presented in an spread
sheet that can be altered in the way the team wants. Some standard icons are predefined, based on
traditional VSM icons. One or more products can be visualized at the same time and simulation
runs and results compared immediately, helping choosing the best solution. It was described
earlier that there are some weaknesses with using VSM and simulation alone. Many of these can
be avoided by integrating VSM analysis in a simulation model. The simulation model can handle
several products at the same time and can give more than only a snapshot at one specific time
which help eliminate the first two weaknesses However most of the time simulation models are
much more detailed than corresponding VSM maps. Correctly built, simulation models are easy
to experiment with so that problem is eliminated.
ONE PIECE FLOW AND MASS PRODUCTION
The research is developed into a specific case study by CI Tie-jun Li Sha [8] focusing on a
selected sample manufacturing plant that is derived from a supply chain model. The model is
conducted using simulation software via PRO-MODEL to represent a model of a manufacturing
system through two production method via one piece flow and mass production. The raw data
were analyzed by the statistical software and theory to analyze the good production method of a
manufacturing system. From the simulation software and statistical analysis, the good production
method of a manufacturing system can be determined using quantitative method. The comparison
between lean and mass production can be analyzed using simulation and statistical method. It is
proven that the properties of production such as cost per unit and production time differ between
lean and mass production. With this finding, lean has lower cost comparison against the mass
production.
LEAN PRODUCTION THEORY
The core idea of lean production was observed by CI Tie-jun Li Sha [9] being the continued
improvement as a guide, analyses the need of the Pacific company adopting lean production. For
the status, improves the layout of the equipment to solve the production line imbalance, and
aiming at the counting process about the outer joint factory peeling scarfskin of work piece,

adopts grey correlation analysis methods to evaluate and reduce the most optimal project to
enhance their production efficiency, increase the purpose of the economic benefit of enterprises.
Xu Xuejun [14] found that lean production method is an effective way to improve management,
enhance the international competitiveness of manufacturing enterprises. We should make clear
that in order to maximize effectiveness of lean production can not be satisfied with the learning
and use of several lean production "techniques" or "tool", must understand the kernel concept of
lean production.
MULTI-TYPE AND SMALL-BATCH PRODUCTION
The development of economy globalization and customer requirements increasingly changing

make the market competitive. The enterprises must compete to guarantee their survival and
achieve their development. They must continuously improve their business processes and build
their own core competence and distinctive competitive advantages. Lean production quality
control and assurance method under multi-type and small batch production based on automation
and Q charts has been studied by He Zhen [16]. The quality of the products for the lean
production has an important influence. Based on the Q control chart approach we are proposing
more comprehensive quality control methods. This research proposes a of Lean Production
continual improvement mechanism based on multi-type small-batch production. Regarding the
fast requirement and the dramatic changes, the multi-types small batch production and the high-
tech development degree of uncertainty environment still shows certain inadaptability.
4.0 PROCESS LAYOUT MMALB PROBLEM:
It involves grouping together like machines in one department based upon their operational
characteristics. E.g. Machines performing drilling operations are installed in the drilling dept;
machines performing casting operations are grouped in casting dept, and so on. Machines in each
dept attend to any product that is taken to them. These machines are therefore called as ‘General
purpose machines’. Work has to e allotted in each department in such a way that no machines in
any dept should be ideal. In a batch production layout machines are chosen to do as many
different as jobs possible. While grouping the machines according to the process type, certain
principals have to be fallowed.
4.1 Principles of process layout
The following are some of the principles of process layout to be followed while grouping
the machines.
1. The distance between departments must be shorter so as to avoid long distance movement
of materials.
2. The departments should be located in accordance with the serious of operations.
3. Convenience for inspection.
4. Convenience for supervision.
The products that manufacturing here is the fan pulleys for air compressors and HP motors. More
than 250 products are being manufactured here in that 250 products, we are considering only the

15 types of pulleys which are in the high rate of demand. These 15 products are manufactured in
a high demand rate according to the customers’ requirement.
TOTAL
PRODUCT TYPE
SL.NO QTY
1 AF740 367
2 AF739 300
3 AF596 172
4 AF603 156
5 AF719 208
6 AF1298 297
7 AF983 217
8 AF986 170
9 AF987 83
10 AF420 415
11 AF647 198
12 AF736 140
13 AF2277 151
14 AF2622 18
15 AF2627 106
4.2 BATCH ALLOCATION
Batch production scheduling is the practice of planning and scheduling of batch manufacturing
processes. See Batch production. Although, scheduling may apply to traditionally continuous
processes, such as refining , it is especially important for batch processes such as those for
pharmaceutical active ingredients, biotechnology processes and many specialty chemical
processes. Batch production scheduling shares some concepts and techniques with finite capacity
scheduling which has been applied to many manufacturing problems. The specific issues of
scheduling batch manufacturing processes have generated considerable industrial and academic
interest.The allocation of batch is scheduled according to the number of lathes and the number of
drilling machines which are takes place in the machining processes. Here the total 15 products are
splitted into 3 batches for machining operation in lathe. And for drilling operation the 15 products
are splitted into 5 batches for drilling process. Due to this batch allocation the production is

increased due to the decrease of non value added times which is job movement from one station
to other station, tool setup time, etc.
4.3 SCHEDULING USING SOFTWARE
The software used here is the POM software (Principles Of Operation Management) which is
used to rectify the assigning problems. Here the main problem is assigning the job to the correct
machine for making the process as more effective. To make the changes in the current assigning
status the POM software is used.
5.0 CONCLUSION
In mixed model assembly lines different types of products are produced in a single production
layout, the products are different but the machining processes are same for all the products. Due
to this, scheduling problem is occurred during layout designing. The setup time, machining time
for the products are varied, to decrease the machining time and for scheduling problems softwares
are used. Here the software used is POM ( Principles Of Operation Management ) to solve those
problems that we are discussed above. By using this software the scheduling is done and the
machining time is decreased for all the batches. More than 5mins is decreased for all the batches
and the previous scheduled order is changed for effective production rate.
Table 6.1 Changed schedule time in lathe
Name of Current Changed
Batch
Sl.No the schedule schedule
No
Products time time
AF740,
AF739,
Batch
1 AF596, 389mins 384mins
–1
AF603,
AF719
AF1298,
AF983,
Batch
–2
AF987,
AF420
AF647,
AF736,
Batch
-3
AF2622,
AF2627
Table 6.2 Changed schedule time in drilling machine

Current schedule Changed
Sl.No Batch No Name of the Products
time schedule time

AF740, AF739,
1 Batch – 1 10mins 5secs 9mins 5secs
AF596
AF603, AF719,
AF1298
AF983, AF986,
3 Batch - 3 10mins 5secs 9mins 5secs
AF987
AF420, AF647,
AF736
AF2277, AF2622,
AF2627
SCOPE FOR FUTURE WORK
The obtained line can be scheduled for getting optimized production schedule by using statistical
simulation softwares like Witness, Arena softwares. By using those softwares, the total sequence
of the processes for the products are analysed and the changes are done by simulating in these
softwares. To increase the production rate the total machining time is reduced by implementing
the altered assigning order for the jobs and the machines. We can increase overall equipment
effectiveness of the entire layout.
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ANALYTICAL STUDY OF VARIOUS DIMENSIONS OF QUALITY OF WORK LIFE

OF EMPLOYEES IN SAMBANDAM SPINNING MILLS LIMITED, SALEM
Ms. G. Sudha
Assistant Professor,
VMKV Arts and Science College,
Salem – 636308.
Abstract: The concept of the ‘quality of working life’ is long back and imprecise and thus
problematic to operationalize. Historically, it can be seen back to the quality of working life
movement that largely consisted of a number of industrial psychologists in response to a
perceived disenchantment with the organisation of work in the late 1960s and early 1970s. The
principles of QWL focus on a ‘good job design’. However, pressure has increasingly mounted on
many organisations since the 1970s to move away from traditional Tayloristic job designs,
particularly in response to Japanese competition in manufacturing, such changes have not
necessarily encompassed these design principles.The changes in the shape of QWL of a company
depends upon the factors occur due to changes in the concept of QWL.
Introduction
Quality of Work Life programme has become important in the work place for the following
reasons:
 Greater competition for talent.
 Increased women in work force.
 The need for enhanced work place skills.
 Increased male involvement in dependent care activities.
 Loss of Long term employment guarantees.
 Increased demand at work.
 Increased responsibilities for elders.
The quality of work life consists of different dimensions such as I.Job Security, II.Justice and
Equality, III.Received material Salary and benefits, IV.Skills improvement field and opportunity
and V. Employees’ participation in decision making .To analyze this different dimensions of
quality of work life Sambandam Spinning Mill Limited, Salem was taken and 180 employees
were interviewed.
I. JOB SECURITY AND QUALITY OF WORK LIFE
Job Security has become a major concern of employees. Employees are protected more by
providing job security. The changes in organizational reality such as global competition,
takeovers, deregulation, new technologies and skill requirements necessitate the job security. Job
security is nothing but the right of an employee to remain in the job in an organization. It is job
guarantee given by the employers to employees. Table 1 explains the job security of the
respondents towards quality of work life on (1) Future guarantee (2) Another job rather than

present one (3) Tendency to continue the job in the organization and (4) Existence of job security.
Table 1: Job Security and QWL

Sl. Strongly Strongly
Factors Agree Neutral Dis Agree
No. Agree Dis Agree
41
41 81 10 7
1 Future guarantee (22.8%)
(22.8%) (45.0%) (5.6%) (3.9%)
46
31 78 23 2
2 Another Job (25.6%)
(17.2%) (43.3%) (12.8%) (1.1%)
Tendency to continue
the Job in the 44 74 33 19 10
3
Organization (24.4%) (41.1%) (18.3%) (10.6%) (5.6%)
39
Existence of Job 42 64 31 4
4 (21.7%)
Security (23.3%) (35.6%) (17.2%) (2.2%)
Source: Primary Data
1. Future Guarantee
Regarding the future guarantee of the job majority of the employees agree that the job is
guaranteed in future (45 percent). Next to it, nearly 22.8 percent of the respondents strongly agree
about the future guarantee of the job is essential for increasing the quality of work life of the
employees. 41 employees (22.8 percent) are in neutral. 5.6 and 3.9 percent of the employees
disagree and strongly disagree that the future guarantee is not related with quality of work life
respectively. Out of 180 employees nearly 17 employees (9.5 percent) disagree that the future
guarantee is not responsible for increasing the quality of work life.It is concluded that majority of
the employees opine that the future guarantee is responsible for increasing the quality of work
life.
2. Another Job
17.2 and 43.3 percent of the employees strongly agree and agree that another job is needed for
increasing the quality of work life. Nearly 109 employees (60.5 percent) conclude that another
job will increase the quality of work life. It is inferred that promotion in time will increase the
quality of work life and the monotonous job may reduce the quality of work life. Nearly 46
employees (25.6 percent) are in neutral and 23 (12.8 percent), 2 (1.1 percent) employees are in
disagree and strongly disagree. It is concluded that 60.5 percent of the employees agree another
job and 13.9 percent of the employees disagree that another job is required for quality of work life
of the employees. It reflects the need of job promotion in the SSM Ltd.
3. Tendency to continue the job in the organization

24.4, 41.1, 18.3, 10.6, 5.6 percent of the employees are in strongly agree, agree, neutral, disagree
and strongly disagree to continue the job in the organization. Majority of the employees (118,
65.5 percent) agree to continue the job and 29 employees (16.2 percent) disagree to continue the
job. Nearly 33 employees are in neutral in continuing the job.
4. Existence of job security
Table tells that 23.3 and 35.6 percent of the employees strongly agree and agree that the job
security in existent in SSM Ltd., accordingly and 21.7 percent of employees are in neutral. It is
also observed that 17.2 and 2.2 percent of employees disagree and strongly disagree that the
existence of job security is not needed for quality of work life accordingly. It is concluded that
out of 180 employees 106 employees (58.9 percent) agree that the existence of job security will
increase the quality of work life of the employees. Table 4.19 reveals the fact that nearly 63.2
percent of employees agree that there is a relationship between job security and the quality of
work life of employees and job security will enhance the quality work life of employees.
II. JUSTICE AND EQUALITY AND QUALITY OF WORK LIFE
Fair rewards given to the employees are known as rendering justice and equality. Promotion
given in right time and the rewards given on the basis of experience and skill and knowledge will
help to increase the quality of work life. Table 2 explains the justice and equality and quality of
work life in terms of (i) paying the fair reward as responsibilities are fulfilled (ii) paying rewards
based on level of attempts (iii) appropriate encouragement in a case work are done perfectly (iv)
fairness of authorities decisions toward inferiors and (v) promotion based on merit.
Table 2: Justice and Equality and QWL

Sl. Strongly Dis Strongly
Factors Agree Neutral
No. Agree Agree Dis Agree
1 Paying the fair reward as 40 96 33 5 6
responsibilities are fulfilled (22.2%) (53.3%) (18.3%) (2.8%) (3.3%)
2 Paying Rewards based on level of 42 75 44 11 8
attempts (23.3%) (41.7%) (24.4%) (6.1%) (4.4%)
3 Appropriate encouragement in a 51 59 44 17 9
case work are done perfectly (28.3%) (32.8%) (24.4%) (9.4%) (5.0%)
4 Fairness of authorities decisions 40 57 37 30 16
toward inferiors (22.2%) (31.7%) (20.6%) (16.7%) (8.9%)
5 Promotion based on merit 55 46 26 36 17
(30.6%) (25.6%) (14.4%) (20.0%) (9.4%)
(i) Paying the fair reward as responsibilities are fulfilled
Table shows that nearly 53.3 and 22.2 percent of the employees agree and strongly agree
respectively regarding paying the fair reward as responsibilities are fulfilled towards quality of
work life. 18.3 percent of employees are in neutral. Only 2.8 and 3.3 percent of employees

disagree and strongly disagree that paying the fair reward does not influence quality of work life.
It is proved that out of 180 employees 136 employees (75.5 percent) agree that paying the fair
reward will improve the quality of work life of the employees.
(ii) Paying rewards based on level of attempts
Among 180 employees, 117 employees agree that paying rewards based on level (65 percent) of
attempts will influence the quality of work life and 19 employees (10.5 percent) disagree that it
will not influence the quality of work life. Nearly 44 employees (24.4 percent) are in neutral.
Majority of the employees (41.7 percent) agree it and next to it, the neutral is dominant.
(iii) Appropriate encouragement in a case work are done perfectly
59 employees (32.8 percent) agree that appropriate encouragement provided to the employees
will improve the quality of work life and 51 employees (28.3 percent) strongly agree that
appropriate encouragement given to the employees will increase the quality of work life. 9
employees (5 percent) and 17 employees (9.4 percent) strongly disagree and disagree that there is
no relationship between appropriate encouragement in a case work are done perfectly and the
quality of work life of the employees. Nearly 44 employees (24.4 percent) are in neutral. It is
concluded that 61.1 percent of employees agree that appropriate encouragement is an influential
factor of the quality of work life of the employees.
(iv) Fairness of authorities decisions toward inferiors
40 (22.2 percent), 57 (31.7 percent) 37 (20.6 percent), 30 (16.7 percent) and 16 (8.9 percent) of
the employees strongly agree, agree, neither agree nor disagree, disagree and strongly disagree by
saying that the fairness of authorities decisions toward inferiors will influence the quality of work
life of the employees accordingly. It is inferred from table that majority of the employees (53.9
percent) are in favour that the fairness of authorities will improve the quality of work life.
(v) Promotion based on merit
Table shows that out of 180 employees 101 employees (56.2 percent) agree that promotion on
merit will improve the quality of work life and 53 employees (29.4 percent) disagree that
promotion based on merit will not influence the quality of work life of the employees 26
employees (14.4 percent) are in neutral. It is concluded that majority of the fairness (56.2 percent)
except that promotion based on merit is an influential factor of the quality of work life. Table 2
explains that there is a relationship between justice rendered and equality maintained towards
employees and the quality of work life of the employees. Among the five factors paying the fair
reward as responsibilities are fulfilled is a dominant factor in influencing the quality of work life.
III. RECEIVED MATERIAL SALARY AND BENEFITS AND QUALITY OF WORK

LIFE
Whenever the salary and benefits are provided to the employees in right time and in right level

based on working experience, specialization and the responsibilities which will increase the
quality of work life. Also when the employees material salary and benefits increase aggression
decreases. Table 3 shows the factors of received material salary and benefits which includes (1)
Salary proportional to speciality (2) Material benefits salary proportional to working experiences
(3) Salary proportional to level of work done and (4) Salary proportional to responsibilities
influence the quality of work life of the employees.
Table 3: Received Material Salary and Benefits and Quality of Work Life
1 Salary Proportional to 52 60 44 13 11
Specialty (28.9%) (33.3%) (24.4%) (7.2%) (6.1%)
2 Material benefits salary
41 60 43 10 26
proportional to working
(22.8%) (33.3%) (23.9%) (5.6%) (14.4%)
Experiences
3 Salary proportional to level 41 60 47 25 7
of work done (22.8%) (33.3%) (26.1%) (13.9%) (3.9%)
4 Salary proportional to 41 75 32 13 19
Responsibilities (22.8%) (41.7%) (17.8%) (7.2%) (10.6%)
1. Salary proportional to speciality
52 (28.9 percent), 60 (33.3 percent) 44 (24.4 percent) 13 (7.2 percent) and 11 (6.1 percent) of the
employees strongly agree, agree, neither agree nor disagree disagree and strongly disagree
regarding the relationship between salary proportional to speciality and the quality of work life.
Out of 180 employees 112 employees (62.2 percent) agree that salary proportional to speciality
will determine the quality of work life and 24 employees (13.3 percent) are against to it.
2. Material benefits salary proportional to working
It is observed from table that majority of the employees (101, 56.1 percent) express their opinion
that material benefits salary proportional to working experiences is an influencing factor of
quality of work life of the employees and 36 employees (20 percent) disagrees this opinion. 43
Respondents (23.9 percent) are in a position of neither agree nor disagree.
3. Salary proportional to level of work done
22.8 per cent (41) 33.3 percent (60) employees strongly agree and agree that the quality of work
life of employees is influenced by salary proportional to level of work done and 13.9 percent (25)
3.9 percent (7) employees disagree and strongly disagree that the salary proportional to level of
work done is not an influencing factor of quality of work life of the employees. 26.1 percent (47)
employees are in neutral. It is concluded that 56.1 percent of the employees agree that salary
proportional to level of work done is an influencing factor of quality of work life.

4. Salary proportional to responsibilities
Out of 180 employees, 116 employees (64.5 percent) agree that the quality of work life of
employees is influenced by salary proportionately paid on the based of their responsibilities and
32 employees (17.8 percent) disagree this. 32 employees (17.8 percent) are neither agreeing nor
disagreeing this. It is concluded that majority of the employees are in favour that salary
proportional to responsibilities is an influencing factor of quality of work life. Table 3 reveals
the fact that among the four factors in received material salary and benefits, salary proportional to
responsibilities is a dominant factor in increasing the quality of work life of the employees.
IV. SKILLS IMPROVEMENT FIELD AND OPPORTUNITY AND QUALITY OF WORK

LIFE
The training facilities are to be provided to the employees to increase their skill and ability. Skill
increases rewards and benefits increase by which the Quality of Work Life increases.
Table 4: Skills Improvement field and Opportunity and QWL

1 Learning the skills 48 84 29 8 11
(26.7%) (46.7%) (16.1%) (4.4%) (6.1%)
2 Opportunity to use skills 55 59 43 21 2
(30.6%) (32.8%) (23.9%) (11.7%) (1.1%)
3 Chance of improving skills 27 88 22 36 7
(15.0%) (48.9%) (12.2%) (20.0%) (3.9%)
4 Growth of abilities 49 72 25 19 15
(27.2%) (40.0%) (13.9%) (10.6%) (8.3%)
Table 4 shows that (1) learning the skills (2) opportunity to use skills (3) chance of improving
skills and (4) growth of abilities are the skill improvement factors influencing the quality of work
life.
1. Learning the skills
84 (46.7 percent), 48 (26.7 percent) employees agree and strongly agree that learning the skills
will improve the quality of work life accordingly. 11 (6.1 percent) and 8 (4.4 percent) employees
strongly disagree and disagree that learning the skills will improve the quality of work life of the
employees. 29 employees (16.1 percent) are in neutral. It is concluded that out of 180 employees
132 employees 73.4 percent are in favour to say that learning the skills is an influencing factor of
quality of work life and 19 employees 10.5 percent are against to it.
2. Opportunity to use skills

55 (30.6 percent), 59 (32.8 percent) employees strongly agree and agree that opportunity to use
skills is an influencing factor of quality of work life and 2 (1.1 percent) 21 (11.7 percent) strongly
disagree and disagree to use skills is an influencing factor of quality of work life. A considerable
amount of employees (43, 23.9 percent) are in neutral. It is observed that 63.4 percent of
employees support that the opportunity to use skills influence quality of work life.
3. Chance of improving skills
Majority of the employees (27, 15.0 percent) strongly agree that chance given to the
employee to improve skills will increase the quality of life. Also 7, 3.9 percent employees
strongly disagree to say that it will increase the quality of life of the employees. It is concluded
that out of 180 employees 115 employees (63.9 percent) are in favour to it and 43 employees
(23.9 percent) are against to it. Nearly 22 employees (12.2 percent) are neither agreeing nor
disagreeing.
4. Growth of abilities
When ability grows more and more to employees, the quality of work life will also grow. This is
supported by 121 employees (67.2 percent) and not supported by 34 employees (18.9). Table also
tells that 25 employees (13.9 percent) are in neutral. It is concluded that growing ability to
improve the quality of work life of employees is essential and agreed by nearly 67.2 percent of
employees. Among the four factors of skill improvement learning the skills is highly dominant
factor for determining quality of work life of employees.
V. EMPLOYEE’S PARTICIPATION IN DECISION MAKING AND QUALITY OF

WORK LIFE
Employees’ Participative management is a new concept in the organization. The opportunities

should be given to the employees to participate in the decision making regarding time of doing
work, methods of doing work, order of doing work and supervision methods. It is observed form
Table 5 that there are nearly 7 factors which include- 1. Opportunity to Participate, 2. Decisions
that cause astonishment, 3. Opinion polling in decisions, 4. Expressing opinions concerning time
of doing work, 5. Expressing opinion concerning methods of doing work, 6. Expressing opinions
concerning order of doing work, 7. Expressing opining concerning supervision methods.
1. Opportunity to Participate
Whenever the opportunity is given to participate in decision marking, the employee is motivated
and it will enhance the quality of work life Table tells that 67.2 percent of employees agree it and
10 percent employees disagree. 41 percent of employees are neutral.
Table 5: Employee’s participation in Decision Making and QWL
Sl. Factors Strongly Agree Neutral Dis Strongly


1 Opportunity to participate 38 83 41 17 1
(21.1%) (46.1%) (22.8%) (9.4%) (0.6%)
2 Decisions that cause 46 70 41 20 3
astonishment (25.6%) (38.9%) (22.8%) (11.1%) (1.7%)
3 Opinion polling in 49 66 28 25 12
decisions (27.2%) (36.7%) (15.6%) (13.9%) (6.7%)
4 Expressing opinions
47 70 31 11 21
concerning time of doing
(26.1%) (38.9%) (17.2%) (6.1%) (11.7%)
work
5 Expressing opinions 58
52 42 20 8
concerning methods of (32.2%)
(28.9%) (23.3%) (11.1%) (4.4%)
doing work
30 90 20 29 11
concerning order of doing
(16.7%) (50.0%) (11.1%) (16.1%) (6.1%)
work
30 68 27 24 31
concerning supervision
(16.7%) (37.8%) (15.0%) (13.3%) (17.2%)
methods
2. Decisions that cause astonishment
The decisions taken astonishingly by the employees will increase the quality of work life. 46
(25.6 percent), 70 (38.9 percent) strongly agree and agree and 3 (1.7 percent), 20 (11.1 percent)
strongly disagree and disagree and 41 (22.8 percent) are in neutral. It is concluded that majority
of the employees 116 (64.5 percent) agree that decisions of employees astonishingly increase the
quality of work life.
3. Opinion polling in decisions
Out of 180 employees, 115 employees (63.9 percent) agree that opinion polling in decisions will
improve the quality of work life and 37 employees (20.6 percent) disagree 28 (15.6 percent)
employees are neutral.
4. Expressing opinions concerning time of doing work
Opinions given by employees in right time will increase the quality of work life of the employees.
It is agreed by 117 employees (65 percent) and disagreed by 32 employee (17.8 percent) 31
employees (17.2 percent) are neutral.
5. Expressing opinion concerning methods of doing work
When the opinions given by the employees regarding methods of doing work which will help
them to increase the quality of work life. It is supported by 61.1 percent (110) and not supported

by 15.5 percent (28) employees. 23.3 percent (42) employees are neutral.
6. Expressing opinions concerning order of doing work
30 (16.7 percent), 90 (50.0 percent) 20 (11.1 percent) 29 (16.1 percent) 11 (6.11 percent)
employees strongly agree, agree, neutral, disagree and strongly disagree regarding the
relationship between expressing opinions concerning order of doing work and the quality of work
life of the employees.
7. Expressing opining concerning supervision methods
Out of 180 employees, 55 employees (30.5 percent) disagree and 98 employees (54.5 percent)
agree that expressing opinion concerning supervision methods will increase the quality of work
life of the employees. Neutrality is seen with 27 employees (15.0 percent). Table revels the fact
that among he seven factors, the highly dominant factor in increasing the quality of work life is
opportunity to participate (121 employees) and next to it expressing opinions concerning order of
doing work.
References
1. Sirgy, M. J., Efraty,, D., Siegel, P & Lee, D. (2001). A new measure of quality of work
life (QOWL) based on need satisfaction and spillover theories. Social Indicators
Research.
2. Stjernberg, T. (1977) Organizational Change and Quality of Life. Stockholm: EFI.
3. Tony Huzzard, quoted in ‘The convergence of the Quality of Working Life and
Competitiveness, A current Swedish Literature Review, National Institute for working
Life, 2003.
4. C.Louise Sellaro and David R.Frew, “ A Longitudinal Investigation of Job satisfaction,
Milwankee…., W.is: Midwest Academy of Management Proceedings, April 18-21, 1990.

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01 . ( ). 2007.
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Biannual and Bilingual Journal

INNOVATIVE INTELLECTUAL PUBLICATIONS

If one is interested in becoming member of our Editorial Board, he/she

At the very outset, do accept our greetings and regards.

Innovative Intellectual Publications proves a major platform for publication of

To make this journal reach successful in knowledge society, a genuine effort of

With sincere regards

(Dr. C.S. RAMANIGOPAL)

ROLE OF GREEN GOVERNANCE TOWARDS SUSTAINABLE GREEN ECONOMY

Keywords: Green Economy, Green Governance, Biodiversity, Ecosystem, global warming.

INNOVATIVE INTELLECTUAL PUBLICATIONS

III. IMPACT DUE TO LOSS OF BIODIVERSITY

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II. GREEN GOVERNANCE

IV. MAPPING GREEN GOVERNANCE IN INTERNATIONAL LAW AND POLICY

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V. ESSENTIAL STEPS FOR IMPACT ASSESSMENT

 Announcement as Notification along with public consultation of the proposed development

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VI. ESSENTIAL STEPS TOWARDS GREEN GOVERNANCE

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B. Regulatory Foundation with Legal Framework

C. Tested & Proven Financial Instruments

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E. Human Capital Formation

G. Language as a Common Platform

Language as a common medium of instruction is an important standard as it eliminates the

V. ISSUES AND CHALLENGES IN CREATING GREEN GOVERNANCE

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A. Trade off in the green economy

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C. Equity Concern with Green Economy

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VI. GOOD GOVERNANCE WITH GOVERNMENTS

VII. VALUE SYSTEM AND TRADITIONAL KNOWLEDGE

VIII. COMMONLY ACCESSIBLE INNOVATION CAPACITY

Poverty can be eradicated by stronger political commitment to develop a credible institutional

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INNOVATIVE INTELLECTUAL PUBLICATIONS

CORPORATE SOCIAL RESPONSIBILITY: MODERNISM APPROACH FOR

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Significance of a Social Need

Establish a Common Assessment

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Implanting a Social Attitude

Generating the Optimal Enhancement Composition

 Incorporate with an inherited business: A fundamental business must enlarge and

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Co-Creating with External Stakeholders

Creating Shared Value

Essential of Creating Shared Value

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Figure 1.1 : Corporate Shared Value of Corporate Social Responsibility

Shared value and the bottom of the pyramid

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Corporate social responsibility (CSR) promotes a vision of business accountability to a wide

1. "Corporate Social Responsibility and Ethical Careers". University of Edinburgh Careers

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SERVICE-ORIENTED OPERATING SYSTEMS

Mr. J.Murugesan and Devarajan Gopal

This paper aims at providing an architectural framework for Service-Oriented Architectures

INNOVATIVE INTELLECTUAL PUBLICATIONS

Figure 1. Block Diagram of service oriented architecture.