N G Nair Malanjhand India Mobile - 09425898691
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Email : I D hrdngnair@gmail.com
N G Nair and Sarla Nair Malanjkhand india. “Malanjkhand a copper town in India” view in
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Sarla Nair malanjkhand India - Profile.
Introducing a Dynamic Mining Engineer from India
MD. ASIF DAIYAN, B. Tech. (Mining) From National Institute of Technology, Rourkela.
Sr. Mining Engineer,
Qrs. No.- B I/65; Malanjkhand Township, Balaghat Dist., Madhay Pardesh state, Pin-481116, INDIA. Phone: +91-9424661421. E.mail - nit_asif@yahoo.co.in
Objective: ” I am looking for a career in an organization where I can work under challeging condition, where talent is given recognisation and there is potential for grwoth.”
Work Experience:
(1) Presntly working as a Senior Mining Engineer at Malanjkhand Copper Project, Hindustan Copper Limited, since September 2005.
(2) One Year worked as Junior Research Fellow on Ministry of Human Resouce & Development-sponsored project in Mining Engg. Department, National Institute of Technology, Rourkela.
SIGINIFICANT ACHEIVEMENTS:
(1) ACID MINE DRAINAGE: A NEW ERA OF GEO- ENVIRONMENTAL CHALLENGE (Presented at the TECHFEST held in January 10-11, 2004 at N.I.T, Rourkela) OFF THE JOB SAFETY: An Important Aspect of Safety Awareness (Published an article in 2006 Annual Safety Souvenir, of MCP/Hindustan Copper Limited)
(2) MATHEMATICAL MODELING FOR THE PERFORMANCE APPRAISAL OF OPEN PIT EQUIPMENTS (Participated in the International Seminar on Evolving Technologies in Non- Ferrous Mineral Industry held in January 7, 2007 at Malanjkhand Copper Project
Web Links. Profile - Md. Asif Daiyan Sr. Mining Engineer
View My Web Links for Details - Profile of MD. Asif Daiyan Sr,. Mining Engineer, Malanjkhand Copper Project, Hindustan Copper Limited.
http://www.geocities.com/asiftech_nit/mypage.html
http://www.gulfnaukri.com/CandidateCV2/12189882994-CV.doc
http://miningengneer.blogspot.com/
MD. Asif Daiyan Photo.
http://groups.google.com/group/mining_engineers/web/asifdayan
http://www.flickr.com/photos/hrdngnair/1565998787/
Date of Birth: 25 / 08 / 1981 Age: 26 years Tel No (Res): 07637 - 257213 Tel No (Off): - N.A. Mobile No: +91-9424661421 E-mail id: nitr_asif@yahoo.co.in Marital Status: single Nationality: Indian Passport No and Validity: E7641296 and Date of Expire is 10/02/2014
N G NAIR MALANJKHAND INDIA
Organization and Human Behaviour
Technological superiority without matching behavioral patterns has been the Achilles heel of many organizations. In spite of this common sense knowledge, technological dominance has assumed pivotal importance in organizations, so that human effort occupied a lion’s share of the total human endeavor of the world. Curiously enough, time and again, technology has belied the faith of organizations to be a panacea for overcoming competition, and outliving the competitors. This loss of faith has lead scientists and researchers, as early as the first quarter of 1900s, to turn their attention towards the behaviour of people behind the machines, and those who run the technologies. However, even today, the answer to the big question, as to why organizations have failed in the past, and why are they still failing now, is still elusive. Indeed, multiplicity of opinions has emerged, and organizational literature is flooded with explanations, analysis, post mortems and recommendations for organizations for organizational ill health. In this plethora of literature, a considerable portion is devoted to the behaviour of people in organizations. However, human nature is so abstract that any amount of literature seems to fall short of an exact appreciation of human behaviour. George A Miller points out that a scientist is a person who goes and looks at the objects of his study. If he wants to study fish, he catches some, and looks at them; but, he has nowhere to go and look when he wants to study the human mind. Therefore, psychologists base their conclusions about humans on both observations of the behaviour of many subjects and reports, from those subjects themselves. This makes it imperative to examine what exactly happened just before the occurrence of a particular behaviour, and draw associations with the environment, stimuli, drive states, etc., to arrive at appropriate explanations or conclusions for the cause of the behaviour. Once the cause is traced, then, organizations attempt to make necessary arrangements, so that the behaviour is repeated, if desirable, if not, then to shape the present behaviour to that desired. Five elements are involved in understanding behaviour, which are discussed as under.
N G NAIR MALANJKHAND INDIA, SICIAL NETWORK PROFILE.
http://cafe.ibibo.com/Profile/viewprofile.aspx?fid=e3497dd0-456d-4b29-9ffa-3f54a2bc9d95
N G NAIR Profile, MANAGER(MINES) HINDUSTAN COPPER LIMITED. INDIA
http://www.linkedin.com/in/hrdngnair
http://uk.360.yahoo.com/gopannairlaxmi
HINDUSTAN COPPER LIMITED
N G NAIR malanjkhand, Hindustan Copper Limited Photo
http://www.flickr.com/photos/10963777@N03/
HAPPY DIWALI TO ALL.
DIWALI FESTIVAL - DIWALI WISHES
I wishes all of you a very happy diwali from Malanjkhand India.
N G Nair Profile.
http://technorati.com/people/technorati/GOPAKUMARAN
http://www.linkedin.com/in/hrdngnair
http://blog4rock.com/gopakumaran/
http://technorati.com/people/technorati/nairsarla
sarla Nair, Open Cast Copper Mines, India.
http://nairsarla.blogspot.com/
Sarla Nair Ottapalam Kerala State, India.
http://sarlanair1.blogspot.com/
Sarla Nair Balaghat Dist. Malanjkhand India
http://sarlanair.blogspot.com/
Rahul Nair Software Engineer. Infosys.
http://sarlanair3.blogspot.com/
My Home at Khetrinagar, Rajasthan. India
http://khetrinagar.blogspot.com/
Sarla Nair Copper Mines in India.
QUALITY CIRCLE Introduction:Quality circle is a small group of employees from the same work area who voluntary participate in identifying, analyzing, finding and suggesting solutions to work related problems. These are considered by the management and all feasible suggestions are implemented by the circle members. This is basically a collective from through which the hidden talent of individuals can be manifested. The key word in Quality Circle Tram work. It fosters team spirit among the members. The members are chosen from the dame work area because they have common experience to share. The members interact with each other, understand each other, share their experience and in the process enrich their knowledge and improve their performance so as to counter any problem. The emphasis is on “problem solving”. IN short, Quality Circle is nothing but “Collective problem solving through voluntary participation”. Individual decisions are often hasty and may not cover all facts of the problem. but in Quality Circle, collective knowledge and wisdom are pooled. In the course of discussions, many ideas are generated. Feasible and implemental ideas are chosen and translated into action by group members themselves. Since the idea is not imposed from the top or by an outsider, therefore the acceptability is in-built in this process.
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wordpress.com
http://malanjkhand.wordpress.com/
http://hrdngnair.wordpress.com/
Khetri Nagar. Our Home. A ROSE GARDEN by N G Nair Malanjkhand India.
Rahul Nair a software Engineer by N G Nair Malanjkhand India.
http://sarlanair3.blogspot.com/
Silance Preceeds’ Rahul Nair
http://www.flickr.com/photos/7561501@N04/
http://technorati.com/people/technorati/GOPAKUMARAN
http://www.flickr.com/people/sarla/
http://360.yahoo.com/profile-B3t5FL0icqrO8ZHT3TiwsmvZGFOQ.Q–?cq=1
View silent.nair picasaweb.
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gopannairlaxmi – N G Nair Malanjkhand India.
Method of Mining Mineral Deposits
Opencast mining refers to the totality of open-pit operations which are aimed at extracting various rocks from the earth and creating pits and excavations. Opencast mining mainly concerns mineral extraction in which all the operations involved are accomplished in open pits. In underground or deep-shaft mining, minerals are extracted by making special underground workings.
Depending on the working site, opencast mining of mineral deposits includes stripping (removal, haulage and removal of overburden), mining proper (extractions, haulage and storage or unloading of the mineral) and development work that consists in making permanent trenches and other workings, for instance, underground. The specific purpose of development work is to ensure free access of transport (haulage) means to faces and the initial front of mining work.
Open cast mining also includes the preparation of the depots and its individual district (mainly preparation of the surface), the work aimed at ensuring stability of the worked rock mass, conservation of mineral resources and structures (provision of dewatering, prevention of spontaneous combustion of the rocks and surface deformation. Reclamation work, etc.). These operations must be accomplished in a definite sequaence and be interrelated in such a way as to ensure at all times the availability of a front for stripping and mineral extraction work, high output, safe operation of the mining equipment, and the exploration of the quarry or pit as a whole.
The sequence in which the operations involved in opencast mining are accomplished within the limits of a quarry field or its districts is referred to as he mining system. The mining system adopted at a quarry must ensure safe, systematic and efficient execution of mining work, the required quarry production utilization of all mineral, complete extraction of resources, conservation of mineral resources and environmental control.
The opening of the deposit ((stripping system) is the totality of lasting workings (underground workings and trenches) which ensure free access of transport from the surface to the working levels of the quarry and faces for haulage of the removal overburden to the disposal areas, the transport of minerals to their surface storage areas, and the delivery of materials, and personal from the surface to the working levels.
DEPOSIT MINING TECHNOLOGY
Deposit mining technology is the totality of interrelated unit operations, methods and techniques involved in merchandised mining; it is based on the fundamental knowledge of the regularities of mining and the capability of technical means. Technological operations are those unit operations which result in a qualitative change of the worked material, such as surface-mined rocks that change their state of aggregation and location during mining. The auxiliary operations associated with each main unit operation make it possible to accomplish production as planned or to facilitate its accomplishment.
Quarrying mining includes extraction, haulage and storage (or dumping) of minerals and waste. The entire complex of mining work can accordingly be subdivided into interrelated main technological unit operations. These are: preparation of rocks for extraction, extraction loading work, haulage of the mined rock, waste disposal, unloading or storage of minerals and primary dressing or processing of the mineral into the final product, if practiced at a quarry. Power supply, ventilation, dewatering, sampling of minerals, repair of equipment and other common auxiliary operations contributing to efficient mining are also accomplished at quarries.
Extraction loading works, haulage and unloading (storage) of the mined rock combine other main and auxiliary mining unit operations, forming a single continuous technological complex of mining work in which the organization of one unit operation affects the organization of interrelated operations.
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Flickr Photo
Khetri Copper Complex
http://www.flickr.com/photos/gopannairlaxmi/1427419675/
Surpac Software Training Photo
http://www.flickr.com/photos/10963777@N03/1402527978/
ED MCP Inaugurating the Training Programme
http://www.flickr.com/photos/10963777@N03/1401640887/
AGM (Mines)
http://www.flickr.com/photos/10963777@N03/1402526988/
http://www.flickr.com/photos/10963777@N03/1401637123/
N G NAIR AND SARLA NAIR
http://www.flickr.com/photos/10942170@N05/1435773036/
MALANJKHAND PHOTO, BY N G NAIR, MALANJKHAND COPPER PROJECThttp://nair-1.blogspot.com/KHETRICOPPER COMPLEX & MALANJKHAND COPPER PROJECThttp://malanjkhand.blogspot.com/N G NAIR MALANJKHANDhttp://nair-mining.blogspot.com/KHETRI COPPER MINES, KHETRINAGAR, RASTHAN, INDIAhttp://ngnair.blogspot.com/LEKSHMINIVAS HOUSE, THOTTAKOM, VAIKOM, KOTTAYAM DIST. KERALA, INDIAhttp://thottakom.blogspot.com/THOTTAKOM TEMPLE, VAIKOM, KOTTAYAM DIST. KERALA STATE, INDIAhttp://nair2.blogspot.com/KHETRI NAGAR, JHUNJHUNU DIST. RAJASTHAN INDIAhttp://nair3.blogspot.com/WE ARE CELEBRATING SILVER JHUILEEhttp://nair4.blogspot.com/HINDUSTAN COPPER LIMITDhttp://nair5.blogspot.com/KERALA TEMPLE, INDIAhttp://nair6.blogspot.com/
N G NAIR MALANJKHAND, INDIA
Qualities of a Good Leader
A good leader should be dynamic, energetic-of sound health, good nerves and boundless energy to make his job easier. He should be good diplomat so that he can deal well with his colleagues, superiors and men. He should possess job competence, i.e., knowledge of the job he supervises, ability for organization and co-ordination. As an individual he should be honest, a man of high moral character and integrity. There should always be an urge for advancement and self-improvement in him. He should give objective thinking to what he comes across, keep abreast of the latest developments in science and technology as they relate to his job and should base his decisions of facts gathered from a thorough study and evaluation.
WHAT MAKES A SUCESSFUL SUPERVISOR?
A number of studies has been carried out to arrive at a satisfactory answer to his question. But when facts were accumulated, data analyzed and conclusions drawn, no final claim could be made about the universality of the findings. Yet, we know there are people who are successful supervisors. If you, as a supervisor, are considered successful, it is because of three key factors: what your employees think of you what your boss thinks of you and what you think of yourself.
One of the prime duties of a supervisor is to get a specified amount of work accomplished in a specified period of time. But lets us face it – as a supervisor, your growth, your success is not based on this alone. Your employees accept you to satisfy their individual needs; your superior expects you to help him to get a job done; and their are, of course, your own expectations and needs. Your ability to handle all these requirements speaks of successful supervision. The successful supervisor has a sense of proportion about himself, his subordinates and his superiors.
The supervisor who is serious about his work should not overlook the value of what he can learn by studying men “including himself”. Only a few supervisors know themselves. This seldom takes inventory of their personal asses and liabilities as a basis for self-improvement. Invariably, a person rates himself as better than what he really is. The man who really knows himself has a definite advantage. This process of self-analysis can be extremely helpful to the foremen in appraising his relations with others.
Do you express yourself clearly, create confidence and inspiration? Can you differentiate between firmness and rudeness, persistency and obstinacy, justice and severity, fairness and partiality, kindness and familiarity, dignity and aloofness? Are you interested in your work, in increasing your knowledge, in keeping abreast of changes, doing your own thinking, co-operating with other departments, with management and workers?
My bocks at BLOGSPOT.COM
http://ngnair.blogspot.com/http://malanjkhand.blogspot.comhttp://nair-mining.blogspot.com/http://thottakom.blogspot.com/http://nair-1.blogspot.com/
N G NAIR MALANJKHAND - VIEW MY PHOTO ALBUM
PHOTO ALBUM OF gopananirlaxmi,hrdngnair,sarla_nr
http://www.flickr.com/photos/10963777@N03/
Flickr Photo hrdngnair
http://www.flickr.com/photos/10683702@N04/
Flickr photo sarla_nr
