Aditya The Shining Sun on 03-08-2013

Faculty Development program on Effective Batch counselling was conducted by the department Ms. Asha took the session. The session ends with NPTEL Lecture presentation on how to conduct research and how to read research papers.

Aditya The Shining Sun on 03-08-2013

Faculty Development program on Effective Batch counselling was conducted by the department Ms. Asha took the session. The session ends with NPTEL Lecture presentation on how to conduct research and how to read research papers.

Aditya The Shining Sun on 03-08-2013

Faculty Development program on Effective Batch counselling was conducted by the department Ms. Asha took the session. The session ends with NPTEL Lecture presentation on how to conduct research and how to read research papers.

RAJASTHAN INSTITUTE OF ENGINEERING & TECHNOLOGY

(Approved by AICTE, New Delhi and Affiliated to RTU, Kota)

Department of Electrical & Electronics Engineering

(Ref. No.: RIET/EEE/2013/011 )                                                                                        Date: 29-06-2013

NOTICE

TIME TABLE FOR RTU PRACTICAL EXAMINATIONS (IV semester,II Year)  

Date ↓	Practical ↓	Shift – I	Shift – II
15/07/13	Electrical Machines Lab-I	A	B
	Digital Electronics Lab	B	A
	Applied Electronics Lab	C	D
	Integrated circuit Lab	D	C
16/07/13	Electrical Machines Lab-I	C	D
	Digital Electronics Lab	D	C
	Applied Electronics Lab	A	B
	Integrated circuit Lab	B	A
17/07/13	DECA	A,B	C,D

Batch: A     Roll No.    11ERIEX001 TO 11ERIEX043

Batch:  B    Roll No.    11ERIEX044 TO 11ERIEX086

Batch:  C    Roll No.    11ERIEX087 TO 11ERIEX302

Batch:  D    Roll No.    11ERIEX701 TO 11ERIEX725

Timings for Practicals : -

Shift – I   : - 09:00 AM to 11:30

Shift – II : - 12:30 PM to 3.00

Important Notice:-

1. All Dues must be cleared before examination.
2. Reach in lab before 15 minutes prior to the commencement of the examination.
3. Bring the respective lab records on the day of exam.
4. All students should be in uniform only.                                               

                

AkashSaxena                                                                                      (HOD, EEE)

Copy to: 1.Principal for his kind information 2. Controller of Examination 3.Notice Board

SUCCESSFULLY PLACED STUDENTS OF

 ELECTRICAL & ELECTRONICS ENGINEERING DEPARTMENT

Batch 2009-2013

Campus Placement Drive RIET by ASA Bhanu Group

Selected Students With HRs

Industrial Visit 400 Kv GSS Heera Pura

Dainik Bhaskar

Dainik Bhaskar

Rajasthan Patrika

Story time :

An old monk was sweeping the yard in a monastery under the scorching sun.Another monk passed by and asked him, "How old are you?"The old monk replied, "I'm seventy-seven.""You are so old! Why are you still working so hard here?""Well, because I'm here.""But why are you working under the scorching sun?""Because the sun is there."

[Act without worrying about the results, and strive for excellence without dwelling on it. If we put all of our hearts into what we do without complaining, we can become one with the "Way."]

Must Read this Article...

Rajasthan Patrika 11-03-2013

अंतर्राष्ट्रीय महिला दिवस विशेष "दैनिक भास्कर"

Dainik Bhaskar महिला दिवस विशेष

Schedule for NSEM-2013

Rajasthan Institute of Engineering & Technology

NATIONAL SEMINAR ON ELECTRICITY MARKETS

NSEM-2013

(February 20, 2013)

Organized by

DEPARTMENT OF ELECTRICAL & ELECTRONICS ENGINEERING

Schedule

Day-I	Wednesday, February 20, 2013
8:00 am	Reporting
9:00-9:05am	Arrival of Delegates and Seating on Dias
9:05- 9:10 am	Lighting of Lamp by Honorable Chief Guet Er. B.N Saini , Guest of Honor Dr. S.K Calla & Honorable Chairman RIET Ku. Bhim Singh.
9:10- 9:25 am	Floral welcome of Guests 1. Er. B.N Saini     (Chief Guest)            2. Dr. S.K Calla     (Guest of Honor )                           3. Er. V.A Kale (Preceding Guest) 4. Dr. Rohit Bhakar 5. Prof. S.K Jhajharia	by   Ku. Bhim Singh (Chairman, RIET) by   Prof. Anoop Singh Poonia by Prof. K.C Sharma by  Er. Akash Saxena by Prof. Sanjeev Mathur
9:25-9:40 am	Inaugural Speech by Ku. Bhim Singh, CHAIRMAN, RIET
9.40-9.50 am	A brief Introduction on various activities of Institution of Engineers by Chairman  Prof. S.K. Calla
	Dignitaries will move from dice to front seats
Technical Session – 1
9:55-10:05am	A Departmental Movie – “Arpit-The New Vistas”
10:10- 10:40 am 10:40-11:15 am 11:15-11:45 am 11:45-12:15pm	Keynote Addresses: Er.B.N Saini (Selection of Technical Parameters) Dr. Rohit Bhakar (Evolving Electricity Markets) Prof. S. K. Calla (Adoption of Supper Critical Technology in Power Plants of modern times )                                                                                    Er. V.A Kale  (Smart Technologies in Power Management)
12:15- 1:30 pm	LUNCH
Technical Session - 2
1:30-2:00 pm 2:30-3:00 pm 3:00 pm onwards	Mr. Aditya Shekhar  ( Personal Carbon Trading ) Er.Akash Saxena (Chronological Development of Indian Power Market)        Technical Session by Students.
	Vote of Thanks.

Positive Affirmations for Well-Being

Take up one idea. Make that one idea your life - think of it, dream of it, live on that idea. Let the brain, muscles, nerves, every part of your body, be full of that idea, and just leave every other idea alone. This is the way to success.
Swami Vivekananda

10 Examples of Tremendous Business Leadership

Great leadership can be hard to come by. With all the politics and blaming that can go on within an organization, many companies are lacking good, solid leadership from people who are willing to stick to their word.That’s why it’s always refreshing to see examples of good leaders in our society. Here are 10 instances of top-notch leadership by people who led by example. These leaders let their actions (and bottom lines) speak for themselves.


1. How Southwest Handled 9/11

Southwest is known for its customer service. In an industry fraught with awful customer service, Southwest distanced itself from other airlines by putting the customer first, no matter what the situation.On September 11, 2001, airlines were forced to shut down for days while the rest of the nation recovered from the terrorist attacks. This meant that all airline passengers, flight attendants and pilots were stranded with the planes across the country. Instead of merely sitting and waiting, Southwest employees were encouraged to take passengers bowling or to the movies to pass the time.Many airlines started cutting jobs in the months following 9/11. The airline industry had been badly damaged, and many airlines were forced to cut their workforce by up to 20 percent. Instead of following the trend, Southwest announced only three days after 9/11 that Southwest would keep all of their employees and start a $179.8 million profit-sharing program for employees. Southwest CEO James Parker believed that because Southwest had built its company on sound business principles for the past 30 years, they were able to handle crisis better than other airlines.


2. Toyota’s Digg Transparency During the Recall

Toyota recently announced that it would have to recall 2.3 million vehicles for faulty brakes. Outrage ran rampant across the media and public. Complaints were filed and lawsuits were made. It appears as if the Toyota brand has been tarnished for many years to come.Instead of letting a PR team handle the issue with only press statements and interviews, Toyota turned quickly and offered a live conversation on one of the most popular communities on the web: Digg. The community behind the social news site Digg is generally quite hostile to corporations. So it came as a shock to many that the Toyota CEO Jim Lentz would appear on a Digg Dialogg to be asked all sorts of questions about the company and the recall. More than a thousand hard questions were submitted from consumers and even from past employees, and Mr. Lentz answered as many as possible in the given time. The questions were prioritized by votes, and none were filtered. It was a completely transparent interview.While the fallout from the recent recalls are massive, Toyota’s openness will greatly help with minimizing the damage to the company’s reputation.


3. The Redfin Blog Saved the CompanyGlenn Kelman knows a thing or two about being humble. In fact, it’s a method he’s utilized to successfully bring his company into the online real estate industry.Redfin is an online real estate brokerage firm that gives back two-thirds of the commission that traditional agents charge. Real estate agents hated it, and started blacklisting anyone who used the service.So, instead of keeping the problem quiet, Kelman started a company blog that focused on many of the awful aspects of the real estate business. He also posted about internal struggles within the company, and even criticized himself on many occasions. The blog was raw and authentic.Customers loved the transparency. They appreciated the fact that a CEO could make fun of himself and the dirty parts of his industry. Since starting the Redfin blog in 2006, business has grown dramatically. Kelman gave his reasoning to the openness in a Wired article.“I honestly believe that if Redfin were stripped absolutely bare for all the world to see, naked and humiliated in the sunlight, more people would do business with us.”And they have.


4. Costco’s CEO is the Normal Guy

Over the past five years Jim Sinegal has shepherded his company Costco to impressive returns. Costco’s stock has doubled, and revenues continue to grow at an impressive rate.Yet Sinegal might be better known as a man of the people at Costco. His name tag plainly says “Jim,” he answers his own phone, and his plain office at the company headquarters doesn’t even have walls. While other CEOs are spending tens of thousands of dollars just decorating their offices, Sinegal’s pays himself a yearly salary of $350,00. Most CEOs of large company are paid in the millions. His simple contract is only a page long, and even includes a section that outlines how he can be terminated for not doing his work.So how did he come up with that number? He figured he shouldn’t be paid more than 12 people working on the floor.His employee turnover rate is the lowest in the retail industry, over five times less than rival Wal-Mart. In an age where CEOs are paid in the millions and would never be seen in the “trenches,” Jim Sinegal is an anomaly. And his workers love him for it.


5. How Starbucks’ CEO Handled Company Tragedy

Starbucks is known for its exceptional treatment of employees, offering things like insurance to even part-time workers. When tragedy struck the company, it’s no surprise that their CEO was able to comfort a hurting store and community.In 1997 three employees were killed in a bungled robbery of one of the Washington D.C. stores. Instead of issuing a press release or calling legal counsel, CEO Howard Schultz flew straight to D.C. and spent the entire week with the employees and their families in the area. Schultz’s compassion and incredible leadership helped heal those closest to the tragedy.



6. IBM Encourages Blogging

At a time when the idea of “business blogging” was brand new (and usually feared), IBM encouraged their 320,000 employees to start company blogs. IBM leadership drafted a corporate blogging policy that encouraged employees to be themselves, speak in the first person and respect their coworkers.The result? A marketing bonanza for IBM. Their company blogs are some of the most trusted technology blogs and generate tons of pageviews and links back to IBM. Instead of fearing the new technology, IBM embraced it, making their customers and employees very happy.


7. How Nelson Mandela’s Father Made Tribal Decisions

Nelson Mandela is easily the most recognizable name in the Mandela family. Few people know of Mandela’s adoptive father, Chief Jongintaba. Mandela credits Chief Jongintaba as a major source of leadership learning, and Mandela learned how to make important decisions based on how his father interacted with his tribe.

Chief Jongintaba was a tribal king, and would frequently hold meetings of the court. Men from all walks of life would gather in a circle and express their opinion. The Chief waited until every everyone had spoken before he would enter the conversation.Mandela would later use his father’s technique, gathering leaders at his kitchen table or in his driveway and holding discussions. Mandela would always listen first, and speak last.


8. TDIndustries Avoids Bankruptcy by Trusting Employees

TDIndustries is employee-owned and consistently on Forbes’ Best Companies to Work For list. But the company almost didn’t make it through the late 1980s without savvy leadership.Many Texas banks were failing in the late 1980s, and TDIndustries was hurt greatly by the lack of funds needed to do large construction jobs. The company leadership informed employees that instead of filing for bankruptcy, they were going to pay out the Defined Retirement Plan to its employees, and asked employees to use that money to reinvest into the company.Because of the company’s transparency and trust in their employees, the employees responded by giving back 30 percent more than what the company asked for. The money helped stabilize the company, and they weathered the rough financial spell.


9. Sun’s CEO Fights for Internet Transparency

Jonathan Schwartz recently resigned his post at Sun with a Haiku tweet. While he was at Sun though, he was a major proponent of more transparency from CEOs. Schwartz was one of the first Fortune 500 CEOs to start a blog and opened up large companies to an excellent example of corporate blogging.One of Schwartz’s biggest moves as CEO was hosting a public debate on openness for companies on the Internet. Schwartz and SEC chairman Christopher Cox had an open debate on their blogs about the Regulation Fair Disclosure not including the Internet (or blogs like Schwartz’s). By fighting for more openness from the SEC, Schwartz gave other customers and companies reason to trust his leadership.


10. Toro Adds Empathy to a Lawsuit Policy

Toro was going through major financial troubles in the late 1980s and, after a series of firings, placed Ken Melrose as the CEO. Melrose was able to cut serious costs on lawsuits against the company by making a slight change: He added empathy.Toro manufactures commercial lawn and golf course management equipment, and because of the machinery experiences many lawsuits. The company yearly sees around 100 serious injuries on average. Toro started sending a company representative to meet with the injured person and their family to see what went wrong, express the company’s sympathy and try to attend to any needs the injured family might have.

Before they instituted the change, around half of the injuries resulted in a lawsuit. After the change, that number dropped to only a single lawsuit since 1991

A genuine leader is not a searcher for consensus but a molder of consensus. 
Martin Luther King, Jr. 

Making those first steps count: An Introduction to the Kyoto Protocol

The Kyoto Protocol was adopted in Kyoto, Japan, on 11 December 1997. Due to a complex ratification process, it entered into force on 16 February 2005. In short, the Kyoto Protocol is what “operationalizes” the Convention. It commits industrialized countries to stabilize greenhouse gas emissions based on the principles of the Convention. The Convention itself only encourages countries to do so. KP, as it is referred to in short, sets binding emission reduction targets for 37 industrialized countries and the European community in its first commitment period. Overall, these targets add up to an average five per cent emissions reduction compared to 1990 levels over the five-year period 2008 to 2012 (the first commitment period). KP was structured on the principles of the Convention. It only binds developed countries because it recognizes that they are largely responsible for the current high levels of GHG emissions in the atmosphere, which are the result of more than 150 years of industrial activity. KP places a heavier burden on developed nations under its central principle: that of “common but differentiated responsibility”. In Doha, Qatar, on 8 December 2012, the Doha Amendment to the Kyoto Protocol was adopted. This launched a second commitment period, starting on 1 January 2013 until 2020.

The architecture of the KP regime: What makes KP tick?

The Kyoto Protocol is made up of essential architecture that has been built and shaped over almost two decades of experience, hard work and political will. The beating heart of KP is made up of: Reporting and verification procedures; Flexible market-based mechanisms, which in turn have their own governance procedures; and A compliance system. So, two things make KP tick. The first was binding emissions reduction commitments for developed country parties. This meant the space to pollute was limited, and what is scarce and essential commands a price. Greenhouse gas emissions— most prevalently carbon dioxide— became a new commodity. KP now began to internalise what was now recognised as an unpriced externality. This leads us to the second, the flexible market mechanisms of the KP, based on the trade of emissions permits. KP countries bound to targets have to meet them largely through domestic action— that is, to reduce their emissions onshore. But they can meet part of their targets through three “market-based mechanisms” that ideally encourage GHG abatement to start where it is most cost-effective-- for example, in the developing world. Quite simply, it does not matter where emissions are reduced, as long as they are removed from the planet's atmosphere. This has the parallel benefits of stimulating green investment in developing countries and of including the private sector in this endeavour to cut and hold steady GHG emissions at a safe level. It also makes "leap-frogging" more economical-- that is, the possibility to skip older, dirtier technology for newer, cleaner infrastructure and systems, with obvious longer-term benefits. KP has prompted governments to put in place legislation and policies to meet their commitments, businesses to make climate-friendly investment decisions, and the formation of a carbon market. The Kyoto Protocol compliance mechanism is designed to strengthen the Protocol’s environmental integrity, support the carbon market’s credibility and ensure transparency of accounting by Parties.  Its objective is to facilitate, promote and enforce compliance with the commitments under the Protocol.  It is among the most comprehensive and rigorous systems of compliance for a multilateral environmental agreement.  A strong and effective compliance mechanism is key to the success of the implementation of the Protocol.

Threads of Indo-Pak Relations

On October 16, 2012, the petrified residents of Churunda village, virtually sitting on the Line of Control (LoC) in Uri sector in Jammu and Kashmir, raised white flags and used loud hailers from a local mosque pleading to trigger-happy Pakistani troops to stop firing and shelling so that they

could read “namaz-e-janaza” and bury civilians killed in crossfire that day. The genesis of the current flare-up between India and Pakistan on the LoC lies in the killing of these three civilians, including two students, in this nondescript village, and culminated in the savage killing of two Indian soldiers in a Pakistan army cross-border raid in Mankot sector in Mendhar on a foggy January 6 morning. Amidst cries of warmongers in the media on both sides and a flurry of diplomatic demarches and protests — with Islamabad trying to make political capital out of its appointment as head of the UN Security Council this month — the truth is, cross-LoC firing has been a fact of life since both countries went to war over Kashmir in 1948.

While the Indo-Pak November 26, 2003 ceasefire pact vastly reduced violence along the international border, LoC and Actual Ground Position Line (AGPL) in Siachen, sporadic firing and wanton killing is part of the complex brutal messaging process between the two armies. With mirror deployments, both armies play a cat and mouse game to get a leg up on the other or “sort out the enemy” in army lingo. While the killing of Lance Naik Sudhakar Singh and beheading of Naik Hemraj Singh of 13 Rajputana Rifles by the Pakistan army is a sure sign that Islamabad wants to escalate matters, there is a history to the macabre killings.

The trigger to the present stand-off lies in the Indian army’s suspicion last September that Churunda villagers were were passing vital military information to the Pakistanis. Indian commanders under the 19 Division, which guards Uri, decided to build a new bunker close by to monitor Churunda. The village curiously sits across the fence and zero line of the LoC. As under the 2003 ceasefire pact, no new bunkers could be constructed within 150 meters of the LoC. Pakistani troops protested using a loud hailer thinking it was a pact violation. Indian troops dismissed them, replying that they were within their rights to build the bunker. This difference of perception led to Pakistani troops opening fire.

With the Pakistanis firing heavy machine guns and 120 mm mortars at the bunker, Churunda residents paid the price. On October 16 a shell hit the village causing casualties. The firing stopped after the incident, with the Jammu and Kashmir home minister and director general of police visiting the village. While the Indian army is tight-lipped about the  incident, ground reports indicate that Indian troops started building a tunnel to the bunker. When the enemy noticed, they opened fire again and perhaps managed to hit the bunker with mortar fire. On January 6, Pakistan accused the Indian army of a cross-LoC raid on Sawan Patra post across Churunda, killing one soldier and critically injuring another. The raid was hotly denied by New Delhi indicating that Pakistani troops may have been shot by sniper fire while maintaining the sanctity of the LoC. The killing of two 13 Raj Rif troops was the Pakistani answer to the Uri incident, which in turn cascaded into the killing of another Pakistani troop in sniper fire from across Tatapani in Poonch on January 10. Taking advantage of the fog around 11.15 am, Pakistani regulars of 29 Baloch regiment caught two Indian soldiers unawares as they moved along the mine-cleared paths between the fence and the zero line. The Indian Cabinet Committee on Security was briefed about the January 6 incident and Deputy National Security Advisor Nechchal Sandhu, flew to Jammu for a spot analysis last Tuesday.

“Despite the reprehensible incident, the UPA has exercised restraint and made a deliberate effort to de-escalate the tension. There is a need for both armies to sit together and sort this out otherwise all gains of past diplomacy will be frittered away,” says diplomat Shyam Saran, former special envoy of the PM. Avoiding jingoism and war-mongering, the PM’s office has gone for the big picture. They do not want to play into the hands of Rawalpindi GHQ so that India is again made a villain in the forthcoming Pakistan general elections. New Delhi knows that General Ashfaq Parvez Kayani will use Indian escalation to restore credibility to his troops. With US forces ready to leave Afghanistan next year, India does not want to give Kayani an excuse to move troops from anti-insurgent duties on the western border to the eastern side. “Any escalation from the Indian side is no longer purely a military decision. It has to be a politico-military decision,” says former army chief General VK Singh. “The government is assessing the situation closely in context of motives of the Pakistan army. We don’t want to be over-reactionary but at the same time we’ll do everything to protect our borders,” says a top defence ministry official.

While New Delhi is fuming over the beheading, this spiral of violence has been played in the past with both armies trying to balance the numbers. In July 2011, an infiltrator and cross-border source of the Pakistan army was killed in Keran sector of Kashmir by the Indian army. The Pakistan army’s reply was swift as two troopers of 20 Kumaon regiment — Jaipal Singh Adhikari and Devender Singh — were beheaded. The Indian army apparently kept quiet and waited for an opportune moment. Three months later, heads of three Pakistani soldiers went missing with Islamabad lodging a protest with New Delhi on the alleged killing. In August, 2003, Pakistani troops ambushed an Indian patrol in Nowshera sector and killed four troops of the Jat regiment. The intruders beheaded one soldier and took his light machine gun. A month later, nine Pakistani soldiers were killed in the same sector with heads of two missing. On February 27, 2000, Sepoy Bhausahed Maruti Talekar of Maratha Light Infantry was beheaded by Pakistani troops in Jangad in Rajouri sector but curiously a ranking pan-Islamic jihadist, Ilyas Kashmiri of Al Qaeda, was given credit with Islamabad displaying the badge and weapon of the solider in a macabre display. This apparently was a response to allegations that Indian troops had killed 20 Pakistani villagers in a raid after the Kargil war.

While a mechanism exists for de-escalation on the LoC — with designated places for flag meetings at company, battalion and brigade commander level with prior notice through the director general of military operations, dialogue —  it is rarely exercised to defuse situations. There was no meeting sought by the two sides despite routine exchanges  in Uri and Krishnaghati, a key infiltration route, in Poonch last year. The fact is that flag meetings rarely end in solutions unless there is pressure from the respective headquarters. If India-Pakistan have plans to normalise relations, then the time has come to put a stop to these local private wars and head hunting games.