Scientic psychology cannot live with folk psychology and cannot live Essay

Scientic psychology cannot live with folk psychology and cannot live without it - Essay Example Folk psychology explains people actions in terms of their goals however scientific psychology explains actions of individuals based on what leads them to undertake these actions. Despite the distinction scientific psychology still has some normative aspects and for this reason cannot live without folk psychology. Folk psychology has been challenged by scientific psychology and this is based on how folk psychology results are achieved, in most cases folk psychology results will conflict with results of scientific psychology. For this reason therefore it is very difficult to choose which results best explain human behavior, due to conflicting results of the two disciplines scientific psychology tend to criticize the results of folk psychology and for this reason scientific psychology cannot live with folk psychology. Folk psychology assumes that people already know why they tend to believe in their actions and why they take these actions, according to scientific psychology people are not aware of why they take certain actions, this is a conflict of assumption and therefore it is evident that scientific psychology cannot live with folk psychology. According to Stephen Stitch it is possible to undertake scientific psychology without folk psychology where he gave an example using beliefs. ... gave an example of a day that had rained and the two characters X and Y are asked to narrate on what had happened, X said that the day had rained very heavily and Y said that it did not rain very heavily. He posed the question who of the two individuals was telling the truth, however Stephen Stitch said that these two persons may telling the truth but it depends on their understanding and observations on the way they have learned from the groups, that is family or friends on how they belief in a particular aspect. According to J.B Watson it is possible to identify someone's behavior at his or her current age as long as he or she is not in the childhood age but it depends on how the person behaves and socializes. For this reason therefore Watson verifies that it is only necessary to study the persons behavior without taking into consideration believes of the individuals, in his statement he states that it is possible for scientific psychology to live without folk. Folk Psychology assumes that an individual can directly explain the different feelings they experience, this is to say that individuals are well aware of what they feel and why they feel it, on the other hand scientific psychology agues that individuals feeling are based on the inferences about changes in what they are undergoing. For this reason therefore there is a conflict of assumptions that people are ware of their feelings and for this reason both disciplines will yield different results, for this reason therefore scientific psychology cannot live with folk psychology. Why scientific psychology cannot live without folk psychology: Despite the many reasons why scientific psychology cannot live with folk psychology it is evident that scientific psychology cannot live without folk psychology, folk

Best Practice and High Commitment HRM

Best Practice and High Commitment HRM Introduction What is high commitment HRM? It is a set of HRÂ  practices that has the potential to contribute towards organisational performance. They are mainly to increase labour turnover, reduce absenteeism, improvise employees behavior and attitude, improve quality and customer service. This has been argued by a set of US academics that there are a set of hr practices which can increase the productivity and organisational performance, these practices are good for the workers and the companies perspective, because it improves on employment security, training and development and the from the companies end it improves on the quality and the overall organisational performance. The best practices according to Pfeffer J (1998): Employment security and internal labour markets Selective hiring Extensive training, learning and development Team working High compensation contingent on performance Performance review appraisal and career development Reduction of status differentials/ harmonisation Work life balance Employment security and internal labour markets. This practice says that the company cannot ask everything from its employees without some expectation of employment security, which as a major concern over the employees future, but the author argues that how much of employment security the company can provide, the company cannot allow its employees to stay for their rest of their life nor they can sack the employees when required. The author considers this has one of most vital principles of high commitment Selective hiring and sophisticated selection Recruiting and retaining outstanding people and capturing a stock of exceptional human talent (Boxall 1996 , p 66-67) The author says that the most of the companies want to recruit those who can show commitment, team working skills and trainability in them. The company should be careful while defining the job profile in the advert so as to reduce the number of applications. The company should use precise techniques to recruit. The company should make use psychometric tests, structured interviews and work simulator in order to select the best. This process should be conducted by professional individuals. The author also points out the best key point about best practice selection is that the process of selection should be integrated and systematic, the company should make use of the techniques which are appropriate for the position and the organization. Extensive training, learning and development (kersley et al, 2005, p.84) says extensive training is to those companies who emphasis more on quality and customer service, where it is perceived to be crucial for organisational success. This practice says that the company having selected the best, the company should ensure they train their employees to be forefront in their field of work, the author also states, their has been a growing importance of individual and organisational learning to gain competitive advantage. (wright and gardner 2003, p312)says the word learning is very crucial as it demonstrates employer willingness to encourage and facilitate employee development rather than providing training to cover short term crisis. Employee involvement and participation and workers voice (Marchington and Wilkinson, 2005) say that there are numbers why EIP is an essential component of the high commitment. Firstly there should be communication about the company financial performance, strategy and operational matters. The message should be conveyed that they are to be trusted and treated in a positive manner. Secondly team working will provide a platform for workers to offer their suggestions and contribute towards organisational performance. Thirdly the management will consider the participation of workers to put across their ideas before decisions are ultimately made. EIP appears in prescription foe best practice or high commitment HRM, this may include downward communications, upward problem solving groups, all of which are designed to increase the involvement of individual employees in their workplace. The author also argues that it is difficult to compare results across studies and arrive at any firm conclusions about the importance of EIP to high commitment HRM. E IP is often little more than a cascade of information from management. The objective of such schemes such as team briefing is to reinforce the supervisor as an information disseminator. Self-managed teams/Team working (Marchington, 1999) says, team working as been identified by many employers as a fundamental component of organization success. Pfeffer, 1998, p76) says, team working is seen as a platform to make a better decision-making and the achievement of more creative solutions. The author also states that there is evidence that the employees who work in teams, generally report higher levels of satisfaction than their counter parts who work under the traditional regime. High compensation contingent on performance (Pfeffer 1998) says, that there are two elements to this practice, higher than average compensation and performance related reward, both these elements say that the employees are to be awarded for their superior contributions. The author says the pays should be competitive, to retain and to attract high quality labour. It should reflect different levels of workers contribution like being paid as regular bonus or through profit sharing schemes. (Huselid 1995) says two measures for this factor. One being the proportion of the workforce who have access to company incentive schemes, and the proportion, whose compensation is determined by performance appraisals. Performance review, appraisal and career development Performance review, appraisal and career development as key element in high commitment HRM, they help in defining performance expectations and in providing employees with their targets to aim for. There should be regular team meetings between the staff and the managers to review and feedback to the staff through performance appraisals. Performance review is concerned, that the current levels of performance are acceptable, and instigating action if they fall below expectations, it is also important in helping the workers to plan their future in the organization and in determining any further learning and training needs. Employers should be able to communicate clearly through the appraisal process, so as to link between the organisational performance and hr practices. Reduction of status differences /harmonisation This practice states that the companies which employ manual workers, should convey message to these workers and the lower level staff that they are also valuable assets and deserve to be treated in a similar way to their senior colleagues. This practice allows the employees to offer ideas within an open management culture. This practice can be achieved by having staff uniforms, shared canteens and car parking facilities. This helps to break down artificial barriers between different groups of staff, which will in turn encourage and support team working and flexibility. The company should extend share ownership to the workforce and by doing this status difference can be reduced. Work life balance Most of the companies are emphasizing on work life balance. Mainly women employees because they have to work and take care of the family too. many of the companies are changing their policies to attract and retain those women employees who have responsibility.(Houston 2005, CIPD 2006) After briefly explaining the best practices of high commitment HRM, I can understand that each of these practices is important in improvising on the organization growth. Most of the authors say that these practices cannot be implemented in isolation, but they should implemented in a package (Mac duffie 1995) most of the literature says that these practices support and mutually reinforce each other, for example workers are more positive if there is employment security and status free, workers show more interest in team working if their efforts are rewarded with performance related pay, work life balance, access to training opportunities and share ownership. We can understand if there was a formal way of a selection and induction employees are more likely to adopt flexible practices and to training opportunities. All these practices will pay of only if there is strong organisational culture. This is argued that these practices form a synergetic bundle which helps the organization to en joy success. A research was conducted by john Purcell, this study was basically to check the link between hr practices and people management and how hr practices impact on performance. This research was carried on 12 organizations in different sectors of the industry. The research was done by interviewing front line employees and line managers, at the initial stage most of the companies had a big idea which the company is trying to achieve. Most of the companies which had an big idea, it was not just a mission statement but it was the values which was spread throughout the organization so that they are embedded in their policies and practices, so these organization had strong practices to improve on the organizational performance. The research also said its important to have good front line managers who can implement the practices, its not enough to have good hr policies but there should be someone that makes sure that these policies are followed. It is important that these practices are followed , so that the employees feel good and take that extra mile at work. We can say that if a company as good line managers who can implement these practices in a right way so to bring the best in the workers, so that they can help on improvising on the overall perspective of the organization. On the contradictory these practices will show good results only if they are followed together, Various authors have found out the drawbacks of these practices, (wood and de menezes 1998:487) note that most of the studies indicate the lack of consistency, reporting fragmentation, a pick and mix approach of human resource they even found out short termism packages of HRM, rather than deploying integrated, consistent and long term packages of HRM. (Truss et al) say that they hardly found out evidence of any deliberate or realized coherence Between hr practices, in their research one of the Hr officer said the company would recruit one employee and sack another from another department, then where is the practice called employment security. (pfeffer) says that most of the smart companies often do dumb things, failing to learn from examples. They say that there is support for the notion that HR practices do operate more effectively when combined together. They also say that the precise number and mix of these is more open to debate, for example extensive training is an essential requirement for self managed teams to run effectively, higher than average rewards are more to impact on the numbers of applications for the job and to the consistency of selective hiring practices. The provision of financial and performance information to all employee is likely to be part of a wider harmonisation package. Any employer is willing to show more employment security if there is effective selective process; self managed teams are more extensive though the organization and compensation is based on performance. (Huselid1995, Dyer and reeves1995) say that marginal changes on practices have little or no effect on productivity. Employers may make employee security a guarantee, condition only on an agreement that pay can be substantially adjusted in order to maintain employment in lean times. Few employees are offered security but with a price that they have to flexible, to move jobs and locations to maintain employment, they should be flexible to undertake retraining and to adjust in working hours. (Pfeffer) also said eliminating layers of management by instituting teams saves money. He says that self managed staff can also take on tasks, which was done by specialized personal, by doing this company can reduce the numbers of levels in the hierarchy and thus making senior managers more visible and more accessible. Some of the key methodological issues faced by the researchers was that there was inconsistencies between the studies, where one research ignored one factor and including the other, practice like employment security by pfeffer was not included in the list of Delaney and Huselid 1996, Youndt 1996, Patterson et al 1997, wood and de Menezes 1998. Some authors include some measure of employee voice rather than achieved by employee involvement. Pfeffer says, he is uncertain why researchers have included or excluded certain HR practices. He says the list can be developed on the basis of the other researchers have used or by constructing groups of practices on the basis of factor analysis. (Huselid 1995 645-647) identified two groups of practices namely employee skills and organisational structures they include job design, enhanced selectivity, formal training, various forms of participation and profit sharing. (Patterson et al, 1997) also emerged with two groups of practices job design and acquisition and development of employee skills. Guest says that there must be strong empirical base and a clear theoretical specification of hr practices that have to be included. Pfeffer says that the closer the organization gets towards the best practices the better, the better the performance. Guest points out that there may be room for variations between organization and practices which they follow in specific to external and internal circumstances. Conclusion The main focus of this study was check that can organization performance can be improved by following a set of Hr practices. The study led to suggestions that there is one way in which HRM should be delivered , moreover that these practices have an positive impact on the organization. This remains an idea that a bundle if hr practices and policies is capable of making major contribution towards organization success in all work places. On the contradictory side, weather this set of practices will suitable or which make a difference to lower line performance organizations.

Looking Into the Past in Vonneguts Slaughter House-Five Essay

Looking Into the Past in Vonnegut's Slaughter House-Five In the spring of 1945, near the end of World War II, American and British bombers rained a hail of fire upon the city of Dresden, Germany. With an estimated 135,000 dead, Dresden is known as one of the deadliest attacks in History, nearly twice as many deaths than the atomic bombing of Hiroshima. Kurt Vonnegut was among the few who lived through the firestorm; he wrote a book about it in fact. Slaughter House-Five (1969) is a fictional recount of his experience of the war. Many of the events (at least the parts set in WWII) are real experiences of Kurt. The people in the war are, for the most part, real; Vonnegut just changes all the names. The main character, however does not seem to have been a real person, and has a very unusual war experience. The story begins with Billy Pilgrim becoming "unstuck in time." Throughout the novel, Billy time travels to different times in his life. He's never sure where he'll go next, but he always returns to WWII, which is the main plot line. After Billy's life summary, which actually summarizes many of the events of the novel, the story jumps to when Billy first became "unstuck in time": 1944. Billy is a chaplain's assistant in the army during WWII, and is called oversees after the death of a chaplain's assistant in Europe. He is sent to his regiment during their involvement in the Battle of the Bulge; they do not win. Not being much of a military man, Billy Pilgrim wanders behind German lines until he meets three other American soldiers. After many near deaths, Billy is captured by the Germans and taken to a prisoner camp. While on his way to the camp Billy travels to 1967, the year he is abducted by a flying saucer from Tralfam... ...azy from a lack of water. "When Billy saw the condition of [the horses], he burst into tears. He hadn't cried about anything else in the war" (197). Even during other parts of his life "Billy cried very little, though he often saw things worth crying about" (197). People seem to lose their sense of compassion for life. We often treat animals as inferior emotionless creatures, and in war, we kill other humans for things that really require no killing. By reading Vonnegut's look into the past, hopefully we can learn from our mistakes. I could never find a good reason for killing 135,000 people, most of them civilians. To try for world peace is a nearly impossible task. However, we may be able to look into history and find better ways to deal with our disagreements than killing. Work Cited Vonnegut, Kurt. Slaughter House-Five. New York: Dell Publishing, 1991.

Delhi Metro

Delhi Metro (Hindi: Dilli Me? ro) is a rapid transit system serving Delhi, Gurgaon, Noida and Ghaziabad in the National Capital Region of India. It is one of the largest metro networks in the world. The network consists of six lines with a total length of 189. 63 kilometres (117. 83  mi) with 142 stations of which 35 are underground. It has a combination of elevated, at-grade and underground lines and uses both broad gauge and standard gauge rolling stock. Four types of rolling stock are used: Mitsubishi-ROTEM Broad gauge, Bombardier MOVIA, Mitsubishi-ROTEM Standard gauge and CAF Beasain Standard gauge. Delhi Metro is being built and operated by the Delhi Metro Rail Corporation Limited (DMRC)under Akshay Mittal. As of November 2010, DMRC operates around 2,700 trips daily between 6:00 and 23:00 running with an interval of 2 minutes 30 seconds between trains at peak frequency. 3][8] The trains are mainly of four coaches, but due to increase in passengers numbers, six-coach trains are also added on the Red Line (Dilshad Garden to Rithala), Yellow Line (Jahangirpuri to HUDA city centre), Blue Line (Dwarka sec ? 21 to Vaishali/NOIDA city centre) and Violet Line (Central Secretariat to Badarpur). [6][7][8][9] The power output is supplied by 25-kilovolt, 50 Hertz alternating current through overhead catenary. The metro has an average daily ridership of 1. 6 million commuters,[2] and, as of July 2011, had carried over 1. 25 billion commuters s ince its inception. 10] The Delhi Metro Rail Corporation has been certified by the United Nations as the first metro rail and rail-based system in the world to get â€Å"carbon credits for reducing greenhouse gas emissions† and helping in reducing pollution levels in the city by 6. 3 lakh tonne every year. [11] Planning for the metro started in 1984, when the Delhi Development Authority and the Urban Arts Commission came up with a proposal for developing a multi-modal transport system for the city. The Government of India and the Government of Delhi jointly set up the Delhi Metro Rail Corporation (DMRC) in 1995. Construction started in 1998, and the first section, on the Red Line, opened in 2002, followed by the Yellow Line in 2004, the Blue Line in 2005, its branch line in 2009, the Green and Violet Lines in 2010 and the Delhi Airport Metro Express in 2011. | | History [edit] Background The concept of a mass rapid transit for New Delhi first emerged from a traffic and travel characteristics study which was carried out in the city in 1969. [12] Over the next several years, many official committees by a variety of government departments were commissioned to examine issues related to technology, route alignment and governmental jurisdiction. 13] In 1984, the Delhi Development Authority and the Urban Arts Commission came up with a proposal for developing a multi-modal transport system, which would consist of constructing three underground mass rapid transit corridors as well augmenting the city's existing suburban railway and road transport networks. [14] While extensive technical studies and t he raising of finance for the project were in progress, the city expanded significantly resulting in a twofold rise in population and a fivefold rise in the number of vehicles between 1981 and 1998. 14] Consequently, traffic congestion and pollution soared, as an increasing number of commuters took to private vehicles with the existing bus system unable to bear the load. [12] An attempt at privatising the bus transport system in 1992 merely compounded the problem, with inexperienced operators plying poorly maintained, noisy and polluting buses on lengthy routes, resulting in long waiting times, unreliable service, extreme overcrowding, unqualified drivers, speeding and reckless driving. 15] To rectify the situation, the Government of India and the Government of Delhi jointly set up a company called the Delhi Metro Rail Corporation (DMRC) on March 5, 1995 with E. Sreedharan as the managing director. [16] [edit] Construction Physical construction work on the Delhi Metro started on Oct ober 1, 1998. [17] After the previous problems experienced by the Kolkata Metro, which was badly delayed and 12 times over budget due to â€Å"political meddling, technical problems and bureaucratic delays†, the DMRC was given full powers to hire people, decide on tenders and control funds. 18] The DMRC then consulted the Hong Kong MTR on rapid transit operation and construction techniques. [19] As a result, construction proceeded smoothly, except for one major disagreement in 2000, where the Ministry of Railways forced the system to use broad gauge despite the DMRC's preference for standard gauge. [20] The first line of the Delhi Metro was inaugurated by Atal Behari Vajpayee, the then Prime Minister of India on December 24, 2002[21] and thus it became the second underground rapid transit system in India, after the Kolkata Metro. The first phase of the project was completed in 2006[22] on budget and almost three years ahead of schedule, an achievement described by Business Week as â€Å"nothing short of a miracle†. [23] [edit] Network Main article: List of Delhi metro stations The Delhi Metro is being built in phases. Phase I completed 65. 11  km (40. 46  mi) of route length, of which 13. 01  km (8. 08  mi) is underground and 52. 10  km (32. 37  mi) surface or elevated. The inauguration of the Indraprastha–Barakhamba Road corridor of the Blue Line marked the completion of Phase I on October 27, 2006. 22] Phase II of the network comprises 128  km (80  mi) of route length and 79 stations, and is fully completed, with the first section opened in June 2008 and the last line opened in August 2011. [24] Phases III (112  km) and IV (108. 5  km) are planned to be completed by 2015 and 2021 respectively, with the network spanning 413  km (257  mi) by then. [25 Red Line Main articl e: Red Line (Delhi Metro) The Red Line was the first line of the Metro to be opened and connects Rithala in the west to Dilshad Garden in the east, covering a distance of 25. 09 kilometres (15. 59  mi). 27] It is partly elevated and partly at grade, and crosses the Yamuna River between Kashmere Gate and Shastri Park stations. [30] The inauguration of the first stretch between Shahdara and Tis Hazari on December 24, 2002, caused the ticketing system to collapse due to the line being crowded to four times its capacity by citizens eager to have a ride. [31][32] Subsequent sections were inaugurated from Tis Hazari – Trinagar (later renamed Inderlok) on October 4, 2003,[33] Inderlok – Rithala on March 31, 2004, and Shahdara – Dilshad Garden on June 4, 2008. [34] [edit] Yellow Line Main article: Yellow Line (Delhi Metro) The Yellow Line was the second line of the Metro and was the first underground line to be opened. [35] It runs for 44. 36 kilometres (27. 56  mi) from north to south and connects Jahangirpuri with HUDA City Centre. The northern and southern parts of the line are elevated, while the central section through some of the most congested parts of Delhi is underground. The first section between Vishwa Vidyalaya and Kashmere Gate opened on December 20, 2004, and the subsequent sections of Kashmere Gate – Central Secretariat opened on July 3, 2005, and Vishwa Vidyalaya – Jahangirpuri on February 4, 2009. 34] This line also possesses the country's deepest Metro station at Chawri Bazaar, situated 30 metres (98  ft) below ground level. [36][37] On 21 June 2010, an additional stretch from Qutub Minar to HUDA City Centre in Gurgaon was opened, initially operating separately from the main line. However, Chhatarpur station on this line opened on August 26, 2010. Due to delay in acq uiring the land for constructing the station, it was constructed using pre-fabricated structures in a record time of nine months and is the only station in the Delhi metro network to be made completely of steel. 38][39] The connecting link between Central Secretariat and Qutub Minar opened on September 3, 2010. [40] Interchanges are available with the Red Line at Kashmere Gate station, Blue Line at Rajiv Chowk Station, Violet Line at Central Secretariat , and with the Indian Railways network at Delhi and New Delhi railway stations. [41][42] [edit] Blue Line Main article: Blue Line (Delhi Metro) The Blue Line was the third line of the Metro to be opened, and the first to connect areas outside Delhi. 43] Partly overhead and partly underground,[44] it connects Dwarka Sub City in the west with the satellite city of Noida in the east, covering a distance of 47. 4 kilometres (29. 5  mi). [43] The first section of this line between Dwarka and Barakhamba Road was inaugurated on December 3 1, 2005, and subsequent sections opened between Dwarka – Dwarka Sector 9 on April 1, 2006, Barakhamba Road – Indraprastha on November 11, 2006, Indraprastha – Yamuna Bank on May 10, 2009, Yamuna Bank – Noida City Centre on November 12, 2009, and Dwarka Sector 9 – Dwarka Sector 21 on October 30, 2010. 34] This line crosses the Yamuna River between Indraprastha and Yamuna Bank stations,[30] and has India's first extradosed bridge across the Northern Railways mainlines near Pragati Maidan. [45] A branch of the Blue line, inaugurated on January 8, 2010, takes off from Yamuna Bank station and runs for 6. 25 kilometres (3. 88  mi) up to Anand Vihar in east Delhi. [46] It was further extended up to Vaishali which was opened to public on July 14, 2011. [47][48] A small stretch of 2. 76 kilometres (1. 71  mi) from Dwarka Sector 9 to Dwarka Sector 21 was inaugurated on October 30, 2010. 49][50] Interchanges are available with the Yellow Line at Rajiv Cho wk station,[44] and with the Indian Railways network at the Anand Vihar Railway Terminal. [51] [edit] Green Line Main article: Green Line (Delhi Metro) Opened in 2010, the Green Line was the first standard-gauge corridor of the Delhi Metro. [28] The fully elevated line connects Mundka with Inderlok, running for 15. 1 kilometres (9. 4  mi) mostly along Rohtak Road. [52] An interchange with the Red line is available at Inderlok station via an integrated concourse. [53] This line also has the country's first standard-gauge maintenance depot at Mundka. 54] [edit] Violet Line Main article: Violet Line (Delhi Metro) The Violet Line is the most recent line of the Metro to be opened, and the second standard-gauge corridor after the Green Line. The 20. 2  km (12. 6  mi) long line connects Badarpur to Central Secretariat, with 9  km (5. 6  mi) being overhead and the rest underground. [29] The first section between Central Secretariat and Sarita Vihar was inaugurated on October 3, 20 10, just hours before the inaugural ceremony of the 2010 Commonwealth Games, and connects the Jawaharlal Nehru Stadium which is the venue for the opening and closing ceremonies of the event. 55] Completed in just 41 months, it includes a 100  m (330  ft) long bridge over the Indian Railways mainlines and a 167. 5  m (550  ft) long cable-stayed bridge across an operational road flyover, and connects several hospitals, tourist attractions and a major industrial estate along its route. [29] Services are provided at intervals of 5 min. [55] An interchange with the Yellow Line is available at Central Secretariat through an integrated concourse. [29] On January 14, 2011, the remaining portion from Sarita Vihar to Badarpur was opened for commercial service, adding three new stations to the network and marking the completion of the line. Airport Express The Airport Express line runs for 22. 7  km (14. 1  mi) from New Delhi Railway Station to Dwarka Sector 21, linking the Indira Gandhi International Airport. The line is operated, by the Delhi Airport Metro Express Pvt. Limited (DAMEL), a subsidiary of Reliance Infrastructure, the concessionaire of the line. [56] Constructed at a cost of [pic]2,885 crore (US$548. 15 million),[57] the line has six stations (Dhaula Kuan and Delhi Aerocity became operational on August 15, 2011), with some featuring check-in facilities, parking and eateries. 58] Rolling stock consists of six-coach trains operating at intervals of ten minutes and having a maximum speed of 135  km/h (84  mph). [58] Originally scheduled to open before the 2010 Commonwealth Games, the line failed to obtain the mandatory safety clearance, and was opened on 24 February 2011, after a delay of around 5 months. [59][60] Finances [edit] Funding The capital cost of Phases I and II has been estimated to be [pic]14,430 crore (US$2. 74 billion) at 2004 prices. [73] However, more recent estimates have placed the cost of construction at [pic]200 crore (US$3 8 million) per kilometre. 74] Thirty percent of the total investment for Phases I and II has been raised through equity capital with the Government of India (GoI) and Government of Delhi contributing equal shares,[73] and approximately another 60 percent has been raised as either long-term or subordinate debt, through soft loans from the Japan Bank for International Cooperation. [75] The rest of the investment is proposed to be recovered from internal revenues through operations and property development. [73] The Metro also received [pic]1,914. 3 crore (US$363. 7 million) as grant-in-aid from various agencies for the financial year ending March 2009. 76] As of August 7, 2010, Delhi Metro has paid back an amount of [pic]567. 63 crore (US$107. 85 million), which includes loan amount for Phase I and interest amounts for Phases I and II, to the Japan International Cooperation Agency (JICA). [77] [edit] Revenue and profits In 2007, the Delhi Metro claimed to be one of only five metro sys tems in the world that operated at a profit without government subsidies. This was enabled by keeping maintenance costs to a minimum and harnessing additional revenue from advertisements and property development, apart from ticket sales. 78][79] The Metro also generates revenue by leasing out its trains and stations for film shoots. Due to its increasing association with Delhi as an image of the city's everyday life, it has been a popular filming location for production houses, and several films and advertisements have been shot on board. [80][81] Producers have to pay as much as [pic]1 lakh (US$1,900) for every hour of filming, besides a security deposit and insurance. [80] For the financial year ended March 2008, the Metro reported operating revenues of [pic]305. 27 crore (US$58 million) and a profit before tax of [pic]19. 8 crore (US$3. 8 million),[82] which rose to [pic]723. 77 crore (US$137. 5 million) and [pic]90. 43 crore (US$17. 2 million) respectively for the financial year ended March 2009. [76] Operations Trains operate at a frequency of 3 to 4. 5 minutes between 6:00 and 23:00. Trains operating within the network typically travel at speeds below 80  km/h (50  mph), and stop about 20 seconds at each station. Automated station announcements are recorded in Hindi and English. Many stations have services such as ATMs, food outlets, cafes and convenience stores. Eating, drinking, smoking, and chewing of gum are prohibited in the entire system. The Metro also has a sophisticated fire alarm system for advance warning in emergencies, and fire retardant material is used in trains as well as on the premises of stations. [83] Navigation information is available on Google Transit. [84] The first coach of every train is reserved for women. [85][86] [edit] Security Security on the Delhi Metro is handled by the Central Industrial Security Force (CISF), who have been guarding the system ever since they took over from the Delhi Police in 2007. 87] Closed-circuit cameras are used to monitor trains and stations, and feed from these is monitored by both the CISF and Delhi Metro authorities at their respective control rooms. [88] Over 3500 CISF personnel have been deployed to deal with law and order issues in the system, in addition to metal detectors, X-ray baggage inspection systems and dog squads which are used to secure the system. [89] Intercoms are pr ovided in each train car for emergency communication between the passengers and the Train operator. 90] Periodic security drills are carried out at stations and on trains to ensure preparedness of security agencies in emergency situations. [91] [edit] Ticketing For the convenience of customers, Delhi Metro commuters have three choices for ticket purchase. The RFID tokens are valid only for a single journey on the day of purchase and the value depends on the distance travelled, with fares for a single journey ranging from [pic]8 (US$0. 15) to [pic]30 (US$0. 57). Fares are calculated based on the origin and destination stations using a fare chart. 92] A common ticketing facility for commuters travelling on Delhi Transport Corporation (DTC) buses and the Metro will be introduced in 2011. [93] Travel cards are available for longer durations and are most convenient for frequent commuters. They are valid for one year from the date of purchase or the date of last recharge, and are availabl e in denominations of [pic]100 (US$1. 9) to [pic]800 (US$15. 2). A 10% discount is given on all travel made on it. [94] A deposit of [pic]50 (US$0. 95) needs to be made to buy a new card. [92] Tourist cards can be used for unlimited travel on the Delhi Metro network over short periods of time. There are two kinds of tourist cards valid for one and three days respectively. The cost of a one-day card is [pic]100 (US$1. 9) and that of a three-day card is [pic]250 (US$4. 8), besides a refundable deposit of [pic]50 (US$0. 95) that must be paid at the time of purchasing the card. [92] As the network has expanded, high ridership in new trains have led to increasing instances of overcrowding and delays on the Delhi Metro. [95][96] To alleviate the problem, orders for new 6 coach trains have been placed and an increase in the frequency of trains has been proposed. 95] Infrequent, overcrowded and erratic feeder bus services connecting stations to nearby localities have also been reported as an area of concern. [97][98] In 2010, severe overcrowding on the Yellow Line, which connects the north and south campuses of Delhi University, was reported to be a reason for students missing or reporting late for classes. [99] [edit] Ridership Delhi Metro recorded the highest ever ridership figu re of 2,066,925 on 20 August 2011, which surpassed the earlier record set on 01 August 2011, when 1,830,944 people traveled by the Metro. 100] Currently, DMRC has a pool of 200 train sets with 69 of these being six coach formations. At present; the Delhi Metro is operational on six lines where more than 2500 train trips are made each day traversing over 69000 KMs in a day. With Phase-III of the network expected to cover about 108 kilometers, the Delhi Metro network will become 295 kilometers by 2016 making it one of the fastest expanding Metro networks in the world carrying about 4 million (40 lakh) passengers. [101] [edit] Accidents On October 19, 2008, a girder launcher and a part of the overhead Blue Line extension under construction in Laxmi Nagar, East Delhi collapsed and fell on passing vehicles underneath. Workers were lifting a 400-tonne concrete span of the bridge with the help of a crane when the launcher collapsed along with a 34 metres (112  ft) long span of the bridge on top of a Blueline bus killing the driver and a labourer. [102] On July 12, 2009, a portion of a bridge under construction collapsed when its launching girder lost balance as it was being erected at Zamrudpur, near East of Kailash, on the Central Secretariat – Badarpur corridor. Six people were killed and 15 others injured. [103] The day after, on July 13, 2009, a crane that was removing the debris collapsed, and with a bowling pin effect collapsed two other nearby cranes, injuring six. [104] On July 22, 2009 a steel beam fell on a worker at the under-construction Ashok Park Metro station, killing him. [105] Over a hundred people, including 93 workers, have died since work on the metro began in 1998. [106] [edit] Rolling stock The Metro uses rolling stock of two different gauges. Phase I lines use 1,676  mm (5. 499  ft) broad gauge rolling stock, while three Phase II lines use 1,435  mm standard gauge rolling stock. [108] Trains are maintained at seven depots at Khyber Pass and Sultanpur for the Yellow Line, Mundka for the Green Line, Najafgarh and Yamuna Bank for the Blue Line, Shastri Park for the Red Line and Sarita Vihar for the Violet Line. [29][109][110][111][112] [edit] Broad gauge The broad gauge rolling stock is manufactured by two major suppliers. For the Phase I, the rolling stock was supplied by a consortium of companies comprising Hyundai Rotem, Mitsubishi Corporation, and MELCO. The coaches were initially built in South Korea by ROTEM,[113] then in Bangalore by BEML through a technology transfer arrangement. [114] These trains consist of four 3. 2-metre (10  ft) wide stainless steel lightweight coaches with vestibules permitting movement throughout their length and can carry up to 1500 passengers,[115] with 50 seated and 330 standing passengers per coach. 116] The coaches are fully air conditioned, equipped with automatic doors, microprocessor-controlled brakes and secondary air suspension,[117] and are capable of maintaining an average speed of 32  km/h (20  mph) over a distance of 1. 1  km (0. 68  mi). [116] The system is extensible up to eight coaches, and platforms have been designed accordingly. [115] The rolling stock for Phase II is being supplied by Bombardier Transportation, which has received an order f or 614 cars worth approximately US$ 1100 million. 118] While initial trains were made in Germany and Sweden, the remainder will be built at Bombardier's factory in Savli, near Vadodara. [119] These trains are a mix of four-car and six-car consists, capable of accommodating 1178 and 1792 commuters per train respectively. The coaches possess several improved features like Closed Circuit Television (CCTV) cameras with eight-hour backup for added security, charging points in all coaches for cell phones and laptops, improved air conditioning to provide a temperature of 25 degrees Celsius even in packed conditions and heaters for winter. 120] [edit] Standard gauge The standard gauge rolling stock is manufactured by BEML at its factory in Bangalore. The trains are four-car consists with a capacity of 1506 commuters per train,[121] accommodating 50 seated and 292 standing passengers in each coach. [116] These trains will have CCTV cameras in and outside the coaches, power supply connections inside coaches to charge mobiles and laptops, better humidity control, microprocessor-controlled disc brakes,[122] and will be capable of maintaining an average speed of 34  km/h (21  mph) over a distance of 1.   km (0. 68  mi). [116] [edit] Airport Express Eight 6-car trains supplied by CAF Beasain of Spain were imported. [123] CAF holds 5% equity in the DAME project, Reliance Infrastructure holds the remaining 95%. [57] The trains on this line are entirely different from the existing ones and have in-built noise reduction features for a noise-free ride with padded fabric seats. The coaches are equipped with LCD screens for entertainment of the passengers and also provide flight information for convenience of air travellers. The trains are fitted with an event recorder which can withstand high levels of temperature and impact and the wheels have flange lubrication system for less noise and better riding comfort. [124] [edit] Maglev On 7 December 2011, the government informed the Rajya Sabha that it was planning to introduce magnetic levitation wheel-less trains on the Delhi Metro. Minister of State for Urban Development Saugata Roy said: â€Å"The Delhi Metro proposes to introduce the wheel-less trains. The introduction of Maglev technology of Metro connectivity by DMRC is only at a conceptual stage for the present. â€Å"[125] The Maglev technology uses magnetic levitation to suspend, guide and propel mass rapid systems. [edit] Signalling and telecommunication The Delhi Metro uses cab signalling along with a centralised automatic train control system consisting of automatic train operation, Automatic Train Protection and automatic train signalling modules. 126] A 380  MHz digital trunked TETRA radio communication system from Motorola is used on all 6 lines to carry both voice and data information. [127] For Line 3,4 Siemens Transportation Systems has supplied the electronic interlocking Sicas, the operation control system Vicos OC 500 and the automation control system LZB 700 M. [128] An integrated system comprising optical fibre cable, on-train radio, CCTV, and a centralised clock and public address system is used for telecommunication during train operations as well as emergen cies. 129] For Line-1 and Line-2 ALSTOM has supplied signalling system and for line 5,6 Bombardier has supplied signalling system. [edit] Environment and aesthetics The Delhi Metro has won awards for environmentally friendly practices from organisations including the United Nations,[130] RINA,[131] and the International Organization for Standardization,[131] becoming the second metro in the world, after the New York City Subway, to be ISO 14001 certified for environmentally friendly construction. [132] Most of the Metro tations on the Blue Line conduct rainwater harvesting as an environmental protection measure. [133] It is also the first railway project in the world to earn carbon credits after being registered with the United Nations under the Clean Development Mechanism,[134] and has so far earned 400,000 carbon credits by saving energy through the use of regenerative braking systems on its trains. [135] The Metro has been promoted as an integral part of community infrastructure, and community artwork depicting the local way of life has been put on display at stations. 136] Students of local art colleges have also designed decorative murals at Metro stations,[137] while pillars of the viaduct on some elevated sections have been decorated with mosaic murals created by local schoolchildren. [138] The Metro station at INA Colony has a gallery showcasing artwork and handicrafts from across India,[139] while all stations on the Central Secretariat – Qutub Minar section of the Yellow Line have panels installed on the monumental architectural heritage of Delhi. [

Old Buildings

Many old buildings are protected by law because they are part of a nation’s history. However, some people think they should be knocked down to make way for new ones because people need houses and offices. How important is it to maintain old buildings? Should history stand in the way of progress? In the contemporary age, the contradiction between preserving history and progress becomes increasingly serious, which has disturbed and alarmed many people. In terms of the old buildings, many people assert that old buildings should be protected while others contend they should be knocked down for constructing the new ones. It is widely acknowledged that old buildings play the crucial role in our society. First of all, old buildings are the indispensable parts of the history, which could reveal the historical mysterious and witness the development of history. Meanwhile, many old buildings are the icons or landmarks of the nation. To illustrate, the Forbidden City symbolizes the Chinese time-honored history and becomes the important tourist spot. The existences of old buildings tend to maintain the distinct features of the cities as well as avoid those cosmopolitan cities are awash by the skyscrapers. More specifically, the old buildings reflect the national unique culture lasting hundred and thousand years. However, due to the widespread of demolishing the old buildings, the extinction of culture identity will ensue. Overall, in nowadays, there is unanimous consensus on maintaining old buildings which is the effective method to preserving history. There is no denying that the history gives us overall experience of the nation’s past. Comparing with history, we could draw a host of lessons, thereby avoiding mistakes for current progress. Nevertheless, people empower to pursue blindly the maximum profit for enhancing the level of our daily lives and progress of human society, from the long-term point of view, sacrificing the history to meet our current need would hinder the development. In my view, there is definite link between preserving history and progress but the fundamental contradiction. History is conductive to our progress and we should take it seriously forever.